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Leading and Mobilising Strategy

Delivering Operational & Financial Productivity

Communicating Strategy

Measuring & Managing Performance

Building Effective Leadership Teams

Strategic Planning Made Easy

Event - Delivering Operational & Financial Productivity

Performance not Perception

Delegates will learn how to effectively identify opportunities to improve productivity to increase competitiveness as well as drive up profitability

Purpose

The workshop will help delegates understand how to identify, target and deliver increased productivity. The workshop will show delegates how to use productivity gains as a way to assist long-term competitiveness not just short-term profitability.

Background

UK organisations have a significant productivity problem. Overall, there is a 40% gap between the productivity of the UK and its principal competitors, such as the USA, Germany and France.

With global competition and an increasing threat from developing nations like China and India, all organisations must be constantly searching for improvements in productivity not only to improve short-term profitability but also to secure their long-term health and competitiveness.

Participants and Benefits

This workshop will be suitable for any manager who has responsibility, whether directly or indirectly, for increasing productivity in its broadest sense.

At the end of the workshop participants can expect to be able to:

Workshop Facilitators

The workshop will be facilitated by Neil Loxley and Paul Oliver.

Neil LoxleyNeil Loxley has 15 years experience of delivering change and has literally delivered hundreds of millions of pounds in savings. Neil also has an MSc in Manufacturing Management.

A former missile engineer, Neil is an expert at implementation planning and execution. A former senior manager with Celerant Consulting, Neil has a strong track record in ensuring benefits are delivered.

Paul Oliver, a former BT director of strategy and development, will facilitate the workshop. He worked with BT for 18 years, having held a range of line management and staff positions.

Paul is a research associate with the Advanced Institute of Management Research, a member of international advisory committee for Learning, Organizing and Complexity as part of the International Conference on Complexity and Society and is also a non-executive director of a number of small businesses. He is an alumnus of the Strategic Leadership Programme at Templeton College, Oxford, has a degree in Business Studies from Middlesex University Business School and is a Fellow of the Chartered Institute of Management Accountants.

Course Content

The workshop lasts one day and will include the principles of operationally managing productivity, the principles of financial management of productivity and how to exploit productivity from operations, sales and general administrative costs and from the capital of the business.

The programme will include case histories and a “clinic” for delegates to discuss the issues they have with their own organisation with Conduco's experts.

Programme Details

If you wish to enrol for the programme or want more details please email programmes@conduco-consulting.com, complete the contact form or call 01895 834994.

The cost of the programme is £395 per delegate, (excluding VAT).

Client Feedback From Previous Conduco Programmes

“Very thought provoking session that included immediately actionable tools”

“Many, many thanks for an incredibly professional and helpful workshop”

“Powerful model, excellent, insightful”

“I am glad I came and I’ve decided to use the approach for refashioning my unit”

“Great for SMEs and small businesses…even more so for big organisations”

 

 

 

 

email: info@conduco-consulting.com
tel: 01895 834994

Conduco Consulting | Conduco House
64 Middle Road Higher Denham
Buckinghamshire | UB9 5EQ | UK

Mobilisation
The most important role of a leader is to mobilise resources, especially people, in pursuit of the organisations's strategic objectives.

The successful leader needs a style that fits with the organisation and its situation

Demist & Demystify
Just like trying to drive a car with iced up windows, if you can't see where you are going you are unlikely to get to your destination safely.

Likewise in organisations where there isn't a clear ethos, purpose and direction people feel confused and disoriented. This makes them disinclined to engage with a change initiative.

Think Outside-in
An organisation only exists as long as it is interdependent with its customer, shareholders, suppliers, employees and society at large. The moment it becomes dependent or independent of them it loses competitive advantage and begins to die.

To remain viable we must constantly scan and adapt to changes in our environment.

Everything is Connected
Having a clear view of what needs to be done, how it needs to be done, when and by whom is necessary but not sufficient. The people we lead have a right to expect the highest standards of planning.

A good plan is a set of interdependent and mutually supportive actions, aligned to an overall objective and strategy.

Map the System
Every organisation is a system made up of relationships between people. The role assigned to a person and their unencumbered freedom to act is the greatest clarification of relationship in the organisation. It spells out the nature and benefits of interdependencies.

Being clear and planning the roles and who takes responsibility for parts of the plan is mission critical.

Communicate & Engage
To mobilise a strategy everybody must not only know what is going on, but feel committed and a part of it.

This requires an approach that uses trusted relationships and gets the message to people in a way that fosters belief and credibility, whilst appealing at an emotional level.

Performance not Perception
In order to know if our strategy is effective we have to know if it is really working as expected. That means dealing on relevent facts. These should include lead as well as lag measures, non financial as well as financial measures.

Our performance cannot be judged on perceptions or relationships but only on performance and results.

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