Category: theMarketSoul ©2015

The problem with INTEGRATION

[PART I]

Our view on the fundamental problem with integration is that the word does not contain the 4Cs of essential successful outcomes:

  • Communication
  • Change Management effort
  • Control and Coordination
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Effective COMMUNICATION strategies and plans
 
We know the word good or effective communication is banded around quite frequently, however, this brief analysis of the process will hopefully highlight the challenge we see in effective communication of the change effort required, in order to lead to a successful Integration project.
  1. Communication is multi-dimensional
  2. Communication is multi-channel
  3. Communication is a two way (one to one) or one to many process
  4. Communication requires time, an action plan and monitoring and control
  5. Communication requires a feedback loop mechanism to measure outcomes
The list above is by no means exhaustive, however, in the next article in this series, we will focus on each element of the communication process in turn.
Change Management effort
 
In the animal kingdom, if you stand still for too long, the chances are that some predator or other will catch and consume you.  In organisational life the same principles apply.  Those who accept the Status Quo for too long will become endangered and their organisations will suffer.  So, with change so endemic in organisational life, why are we still so bad at managing overall Change Management effort and process?
Even when we put Change Management front and centre in the INTEGRATION process; why does it still depend on a coin toss as to the likelihood of a successful outcome?
We believe that part of the answer lies in a fundamental misalignment and misunderstanding of ‘COMPETING PRIORITIES‘.
priorities
And this comes back to the communication processes and strategies deploy in the first place.
If we do not communicate what and why the urgencies exist and what the critical drivers for and against change are; do we believe we have any hope of a positive outcome?
People in organisations are generally very busy.  They consume, process, create, oversee, manage, do, etc., etc. a lot of information and tasks, constantly shifting priorities in an ocean of decision making and information flows.
If any Change effort and Change Management specialist does not understand and compensate for this factor, is it any wonder that INTEGRATION and Change Management efforts are less than optimal?
Control and Coordination
 
Like any process, control of the process itself and coordination and monitoring of the effort (resources deployed) is an essential part of driving the INTEGRATION agenda forward.
Deming’s Plan-Do-Check-Act cycle is a useful guide in this area of control and coordination.  The two words, however, do not mean the same outcome will be achieved in the end.
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A clear distinction needs to be made between Efficiency and Effectiveness when controlling and coordinating INTEGRATION projects.
We have all heard the ‘busy fools’ analogy and if not, we have to guard against efficiently doing the wrong thing.  Sometimes decision-making is carried out in an environment where information is lacking and if the ‘gut feel’ is not followed in favour of imperfect information, then sub-optimal decisions can be perpetuated by continuing to justify the original decision point.
We are reminded here of a phrase in a stanza from Felix Dennis’ poem, ‘How to Get Rich’:
 “Never be late 
to quit or cut bait“
 
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In our next article on the topic of INTEGRATION management, we will continue the conversation regarding COMMUNICATION and continue to delve down deeper into analysis and commentary on the 4Cs of the Integration effort, namely

Communication

Change Management effort

Control and Coordination 

 ….to be continued in part II

© theMarketSoul 2015

Wake up Britain. You are a #TAX Haven too!!!

Let’s just pause for a moment: #Tax avoidance talk is all the rage at the moment…

In order to redress the balance of negative sentiment, combined with a political(ly) charged environment with electioneering by all major political UK parties posturing new populist policies (say that fast a few times); we thought it a good idea to put a little perspective on the matter of #Tax avoidance (tax planning we prefer to call it).  Remember this is #Election2015 coming up on 7 May 2015.

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So HSBC bank (more specifically the Swiss subsidiary of their Private Banking arm) got themselves into difficulty over the past couple of weeks with the BBC Panorama programme revelations as reported by Richard Bilton.
Accused of large scale collusion on tax avoidance or even evasion practices, the liberal and politically left leaning media in the UK have quite rightly got themselves embroiled in a multi-layered debate from both tax avoidance and the morals thereof to standards of editorial judgement, when corporate advertisers are the subject of negative headlines (the Daily Telegraph).
However, to grab a headline back for ourselves (and balance the debate):
“Britain, wake-up, you are a corporate TAX Haven” and to cap it off, you are not that popular with other higher taxing G8 jurisdictions.
The overall corporation tax environment in the UK has significantly improved if you are considering a Foreign Direct Investment (FDI) route into the UK over the life-time of this last Conservative-Liberal Democrat led parliament.
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With corporate tax rates for both small and large enterprises almost aligned at 20% and 21% respectively from April 2014 onwards, for net profits assessable to corporation tax, the UK is one of the lowest corporate tax regimes in the G20 club.
What are the implications of this?
More FDI is attracted to the UK and therefore the potential to create more jobs and reduce the dependency on government handouts reduced.
What has not yet happened though, is that the tax receipts from corporations subjected to corporation tax in the UK increased significantly.  This is partly due to timing issues; Capital and Investment allowances reducing the overall tax take and further aggressive tax avoidance activities by these Multi-National Corporations (MNC).
English: Tax rates around the world: VAT rate/...
Tax rates around the world: VAT rate/G&S Tax rate (the highest rate) by countries (Photo credit: Wikipedia)
On the whole the average effective corporation tax rate actually paid in the UK is therefore less than the 21% head line rate for large businesses with profits over £300,000.  This is due to the cash tax rate paid by corporations being reduced by capital allowances and research and development credits bringing down the effective rate paid as a percentage of the net profit assessable to corporation tax to well below 21%.  These legitimate reductions are known as reliefs.
For a fuller and official explanation of the UK corporate tax system and reliefs available, we suggest a quick glimpse at HMRC site at this address:  https://www.gov.uk/corporation-tax-rates/rates
PwC put together a league table of effective (most attractive to least attractive jurisdictions on that is called “international tax competitiveness”.  In 2014 the UK ranked 16th, with only Ireland and Denmark, (two fellow EU member states) beating the UK from the EU member state block.
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We will continue to develop this theme over the next few weeks leading up to the general election in the UK.
theMarketSoul © 2015
Please take our anonymous poll below:
PS. To balance our views, please refer to some of these articles for your further reading:
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Expectations: Mis-sold

We are picking up on a theme we have been experiencing and confirmed by this HBR article  published in 2012:

Job and Career seeker’s unfulfilled EXPECTATIONS

 

The word expectation has several meanings, amongst them words like hope, belief, prospect and even probability.  It is interesting that if you were to consider these four other words it is almost a continuum, stretching from the vague hope frontier and uncertainty right through to probability which is calculus driven and at least more certain statistically then mere hope…

However, the real focus of our analysis today is the mis-sold or rather mis-aligned expectations gap.

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Factors driving the Expectation Gap in our opinion include:

We will begin to unpick each one of these factors or drivers (reasons why) in a multi-part series of articles to see how, why and if we can help ‘plug the Expectations Gap’.

Today we will begin to briefly cover the top item on our list:

Economic principle of creative destruction - joseph schumpeter

Disruptive Technologies versus Organisational Structure and Strategies

Agile and Adaptive seem to be the new buzzwords in the corporate planning landscape and lexicon.  But how do we change entrenched processes and ways of working to align to an agile and adaptive mindset?

Let us turn to certain inhibitors first.  Processes like preferred supplier lists, supply chain or other framework procurement agreements, Service Level Agreements and other longer-term contractual arrangement all help create the illusion of certainty and stability; yet are they?  Sometimes this flies in the face of agile and adaptive planning and operational processes.

Maybe the gap exists between a process reality and a mindset aspiration.  Flexible organisational structures, including resource pools like labour still have a long way to “move” in order to create the conditions in which agile planning and aligned to adaptive process realities.

How are our own personal aspirations and understanding of the current market aligned to the Shamrock Organisation mindset?

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theMarketSoul ©2015

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Moral Hazard PLUS – Part 2

Part 2 – Revelations
 Moral Hazard symbol utilized by theMarketSoul
In part 1 of this article we focused on the economic cycles and the underlying drivers for future Moral Hazard risks.
In today’s edition we will dwell a little on the revelations 2014 brought about in a series of disclosures and financial regulatory deals concluded.  As Tony Robinson put is so eloquently in a recent Twitter feed:  “In 2014 £1.4bn in financial penalties were paid by UK financial institutions. whenever has a legitimate industry acted so lawlessly?“

 

Image used to convey the idea of currency conv...
Image credit: Wikipedia

 

What we notice is that only the financial institutions (and consequently their customers) bore the fines, no individual has yet been brought to justice and account for the near fatal financial collapse he 2008/9 Financial Crunch brought about.  Yes, individual traders who acted recklessly and outside of the bounds of their remits within financial organisations have been brought to account, however, the scale and ferocity of the collusion by Forex traders, the Libor scandal, PPI mis-selling, etc., etc., has yet to yield individuals sanctioned and barred for ever acting as officers and employees of these large financial institutions.  Do the regulators and law enforcers and criminal justice system believe that the market will be protected by not taking appropriate action?  The longer we leave punishment and sanctions off the agenda, the more urgent the growing threat for Moral Hazard PLUS will be.
Therefore, we have now had and will no doubt continue to have revelations drip fed to the consumer masses, but more importantly will we take the necessary steps to mitigate individual Moral Hazard risk, as a lot has already been done to tighten and improve regulation at the institutional level?
This is the biggest and most burning question we believe drives Moral Hazard PLUS today and not the near term future.
In the concluding part of this article we will wrap things up by concentrating on large scale corruption and unpunished collusion that fester and provide fertile soil for Moral Hazard PLUS to continue to grow and exist.
© theMarketSoul 2015
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