Tag: following

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She’s Interested and He’s Not Pursuing

There’s a joke going around: men in the church are like parking spaces. The good ones are either already taken — or they’re handicapped.

Houston, we have a problem. It’s a problem that will require all of our effort, courage, confidence and creativity to solve.

Christianity is the largest religion in the world, claiming 2.2 billion of the world’s 6.9 billion people, as of last year and dating is a big deal for most young Christians. However, ask any young woman what the Christian dating scene is like these days.

“Christian men … ugh.”  Grim. Impossible. Slim pickings they’ll  say.

Young Christian men simply won’t commit, they’ll  say and if you’re lucky they’ll  call once – never to be heard from again.

And the churchgoing men who are available? Well, there’s a reason they’re single.

“Usually, he respects or admires the godly young woman (or, other people in his Church think he should admire her more), and yet he’s not physically attracted to her. She’s not his “type,” he says.”

So why are all the single Christian ladies having trouble finding single Christian guys for companionship and romance?  A plethora of Christian dating websites, books, blogs, advice columns, and magazine articles have surfaced in the last few years, attempting to give Christian young women some helpful tips for snagging a godly man and achieving that much-desired state of wedded bliss.

  • Date for at least a year.
  • Don’t kiss before you’re married.
  • Be careful how much time you spend together.
  • Date a bunch of people before getting serious.
  • Don’t unless you are ready to move in the direction of marriage.  

It’s not terrible advice— waiting until marriage takes work. But here’s the thing: Relationships take work.  However, while most Chrisitan ladies have internal regulations in the form of our Spirit inspired convictions and knowledge of the Bible, it does not seem to be enough?

Could it be that we screened all the godly young men out of church as boys?  

Probably not entirely, as according to Mark Regenerus, a sociology professor at the University of Texas, young single women in the church outnumber young single men by a three-to-two ratio.

That’s right ladies, you’re not imagining it: there’s a severe shortage of single men in the church. Not just here in the U.S., but also around the world.

“There are almost no men in my country who are following Christ. And French men will not marry a woman whose faith in Jesus is so strong. She is a leper in their eyes.” –  Christian woman from France

A young godly man knows he’s a catch – particularly if he’s dedicated to his faith, good looking and works out and there are hardly any other man is his Church. With each week that passes, he’s presented with a congregation full of single women. Most haven’t been on a date in a while. He has his pick of the bunch.

There’s even a joke about the gender imbalance. It goes like this:

“Men in the church are like parking spaces. All the good ones are either already taken, or they’re handicapped.”

Furthermore, it has been confirmed that the supply of young women grows with each passing year.

So whats the solution?

God Will Orchestrate the Love Story

Do you find yourself becoming resentful that God is withholding something from you?

  • Still waiting to find the man of your dreams
  • Your greatest desire is to have a baby
  • You want to experience the joy of being “equally yoked” with a godly husband

Desperation is dangerous because it focuses on self: What I want. What I must have. What I cannot live without. Firstly,  if and when the time comes for you to be married, God will orchestrate the love story. But in the meantime, your focus is to be on serving God and pouring your life out for God, not on getting serious about getting married. The timing is up to God, not you.

Singled Out in Church

Secondly, research shows that single men are more likely to attend churches that fit the following profile:

  • Large
  • Headed by a male pastor who’s bold and outspoken
  • Offers intentional male discipleship
  • Worship service is done in under 90 minutes

Apart from salvation, there is perhaps a way that the concept “God helps those who help themselves” is correct. We’re not suggesting you switch churches over this issue. It probably wouldn’t hurt to visit another church once in awhile – especially if your church offers nothing for singles.

Also remember that there are actually some Christ-men out there who are praying and hoping for a set-apart young woman – one who is not following after the trends of the culture, or who are not wallowing around in discontentment or on the constant prowl for a guy.

Any pastors who are reading, have you ever stopped to listen, really listen, to the women in your church about how they feel they are treated or perceived?

Any other advice?

 

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Shocking Report reveals 1 in 12 Christians are persecuted around the world: Six women were raped every DAY and 3,000 were killed in 2017

Shocking Report reveals 1 in 12 Christians are persecuted around the world: Six women were raped every DAY and 3,000 were killed in 2017

A Shocking report revealed that 1 in 12 Christians worldwide is suffering persecution for their faith making them the target of vicious savage rape attacks.

The report by Open Doors USA stated that 215 million Christians live in regions with high degrees of persecution worldwide.

Open Doors USA is an organization that studies Christian persecution.

Open Doors USA documented that in statical terms over 3,000 Christians were killed, 1,252 were abducted; and approximately 800 churches were subjected to vandalism in 2017 within the reporting period for the 2018 list.

David Curry, the president, and CEO of Open Doors USA told Fox News. That ‘in maybe a way that he hasn’t seen before, the most disturbing findings suggest that Christian women are among the most violated in the entire world, ‘   David also stated that ‘We need to raise the flag as these are tactics that are being increasingly used by extremists.’

50 countries were identified across the world where following Christianity is most dangerous.

For the second year in a row, the list’s number one cause of Christian persecution is the spread of radical Islamic persecution in 35 of the 50 nations according to the report.

North Korea topped the list as it is an atheist state and public worship is illegal, also as Afghanistan has a conservative Muslim population and lacks a strong central government it wasn’t far behind.

Open Doors USA finds that there has been tremendous growth in underground Christianity in North Korea with over 300,000 Christians practicing their religion behind closed doors for fear of government persecution.

‘In a nation where the ruling regime demands total control over the general public, anything that challenges the government’s power is seen as a threat, including religion,’ Jeff King, president of International Christian Concern, told Fox News. ‘As a result, the North Korean government does everything in its power to squash the spread of Christianity.’

Islamic militancy has also been on the rise in Somalia, where Christians if caught, are usually martyred. Christians in Egypt, India, Libya, and Kazakhstan also experienced increased persecution since last Open Doors report.

“The World Watch List matters. It matters because it is the most trusted measurement of religious persecution in the world today,” CEO David Curry said. “But even more important, the list matters because it’s a spiritual EKG showing the strength and vulnerability of the global Church.”

Open Doors is a non-denominational mission ministry launched in 1955 by the Dutch Brother Andrew, author of God’s Smuggler, which tells the stories of his secret missions to smuggle Bibles into hostile regions.

Open Doors has been monitoring worldwide Christian persecution since the 1970s.

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The Church, a Wolf, and Little Red Riding Hood

The Church, a Wolf, and Little Red Riding Hood

Most of us have grown up with many popular fairy tales told to us as children. The legendary story “Little Red Riding Hood” In most versions (although definitely not all of them) there is one common theme: a wolf attacks a young woman through deception.  Like parables, such stories are never intended to convey meaning in every detail. Yet, much of it may draw, even in unsuspecting ways, the reader to precepts or principles pertinent to circumstances behind the story. Such is the following on Little Red Riding Hood.

There is actually a lesson in that theme for God’s people today.

1. The Church. Satan’s wolves do more than disguise themselves as Granny. As Paul warned, they often present themselves as “ministers of righteousness” (2 Corinthians 11:15). Beware of false prophets, which come to you in sheeps clothing, but inwardly they are ravening wolves.

“That’s a lie!” said the wolf. “You won’t die!”

2. The Law. One of the most common deceptions by these types of wolves is the claim that the law was done away with. Using selective sections of the apostle Paul’s writings, these wolves deceive people into crying,  “Oh, what freedom you have!”

This was the very same tactic that Satan employed in the Garden of Eden.

3. False prophets. While these people appear to be godly—they come in sheep’s clothing—Christ said that inwardly they were “ravenous wolves” (Matthew 7:15). These are people who claim to be children of God—but who don’t teach and live the word.

Another  Fake Jesus Christ was recently arrested and remanded in Uganda on Thursday, November 9th, for belonging and managing an unlawful society by the Magistrate’s court.  According to a report by Uganda’s Newspaper, Daily Monitor, the accused claimed not to be under any authority including the police, local council administration or the president of Uganda. The man purporting to be Jesus was arraigned in court alongside his three followers who preferred to be identified with their alias names.

“Who’s afraid of the big bad wolf?”

4. The world. Wake up from your Slumber. Frequently in Scripture believers are exhorted to wake up, to be revived, and they are warned of the dangers of spiritual sleep. Christ warned us “Go your way; behold, I send you out as lambs among wolves” (Luke 10:3). The world is under the sway of Satan.

As a believer in Jesus, we are promised a new life covered under the protection of God in which NOTHING can separate us from His love. Rest knowing that no matter what hardship you face, God is your provider and protector!  Be strong and courageous. Do not be afraid or terrified because of the wolf, for the LORD your God goes with you; he will never leave you nor forsake you.”

5. Wealth. These wolves say, “all this I will give you if you will bow down and worship me.” Christ warned of the “deceitfulness of riches” (Matthew 13:22; Mark 4:19). Your response should be   “Away from me, Satan! For it is written: ‘Worship the Lord your God, and serve him only.’

Do not lay up for yourselves treasures on earth, where moth and rust destroy and where thieves break in and steal, but lay up for yourselves treasures in heaven, where neither moth nor rust destroys and where thieves do not break in and steal. For where your treasure is, there your heart will be also.

“There was something wolfish about them?”

6. Marriage  How many times have we heard the story of the little red riding hood (aka Christian Sister or Brother) who fell in love with a big bad Wolf?    ‘It wasn’t beauty, it was the beast, she or he says in regret.  Being equally yoked is not meant to inhibit our dating lives. Rather, it is a command designed for protection and honor. Being unequally yoked is more dangerous than you think – and waiting for someone with whom you share the same spiritual heritage is far more rewarding than many believe.

Hey, Little Red Riding Hood, where are you going, so alone, so”¦ alone?

7. Relationship. Without Jesus, you can do nothing. An intimate relationship with God is required. That means fellowship with God daily. The big bad wolf was disguised to trick little red riding hood, but the wolf could not mislead her because Little red riding hood knew her grandmother intimately. “My sheep listen to my voice; I know them, and they follow me. – John 10:27”

“You can huff and puff but I will not worship you!”

8. Worship.  Shadrach,  Meshach, and Abednego answered King Nebuchadnezzar, “We don’t need to answer your last question. If our God, whom we honor, can save us from a blazing furnace and from your power, he will, Your Majesty.  Nebuchadnezzar was so filled with anger toward Shadrach, Meshach, and Abednego that his face turned red and he ordered that the furnace should be heated seven times hotter than normal. However,  God commissions His angels to save His chosen ones from calamity, to guard them against “the pestilence that walketh in darkness” and “the destruction that wasteth at noonday.”  

These eight types (or packs, if you will) of “wolves” have plagued Christ’s followers throughout history.

These are just a few of the tricks and deceptions that are used by Satan and his wolves. Some wolves are masters of deception and disguise. They talk like Christians. They use the Bible. They seem like nice people. They are so loving! But they will draw you in to eat you for dinner!

God’s people must learn the lesson of Little Red Riding Hood. Let’s never allow ourselves to fall prey to the Satan’s deceptions.  

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Marriage 2.0: Software Review

A newly married man wrote this to a computer *Data Analyst*

Dear Data Analyst

I am desperate for some help! I recently upgraded my program from *Girlfriend 7.0* to *Wife 1.0* following acceptance of the oath from the KJV Bible Instruction Manual and found that the new *Wife 1.0* program began unexpected Child Processing? *Wife 1.0* has also taken up a lot of space and valuable resources. This wasn’t explicitly mentioned in the _KJV instruction manual?

In addition *Wife 1.0* installs itself into all other programs and launches during systems initialisation at the start of each day and then it constantly monitors all other system activities.

Applications such as *”Boys’ Night out 2.5″* and *”Golf 5.3″* no longer run, and crashes the system whenever selected.

Attempting to operate selected *”Soccer 6.3″* always fails and *”Church 5.1″* and *”Shopping 7.1″* runs instead.

I cannot seem to keep *Wife 1.0* in the background whilst attempting to run any of my favorite applications. Be it online or offline.
.
I am thinking of going back to *”Girlfriend 7.0″*, but the uninstall button doesn’t work on this program and after reading the instruction guide seems to be prohibited by KJV Manual 9.0. Can you please help?

The Systems Analyst replied:

*Dear Customer,*

This is a very common problem resulting from a basic misunderstanding of the functions of the *Wife 1.0 program and a lack of understanding of the KJV Bible Instruction Manual*.

Many customers upgrade from _Girlfriend 7.0_ to _Wife 1.0_ after acceptance of the oath from the KJV Bible Instruction Manual thinking that _Wife 1.0_ is merely a *UTILITY AND ENTERTAINMENT PROGRAM.* This is not the case!

Actually, *Wife 1.0* is an _OPERATING SYSTEM_ designed by its *Creator* to run everything on your current platform. You must therefore review the KJV Bible Instruction Manual for daily guidance.

You will not be able to purge *Wife 1.0* and still convert back to _Girlfriend 7.0_, as *Wife 1.0* was not designed to do this and it is impossible to _uninstall, delete or purge the program files from the System once it is installed. The KJV Bible Instruction Manual only permits one installation. There maybe one or two exceptions to this rule, but you do not meet the criteria.

Some people have tried to install _Girlfriend 8.0 or Wife 2.0_ but have ended up with even more problems. *_(See Manual under Alimony/Child Support and Solicitors’ Fees/)._* Plus the instruction manual clearly states whoever uninstalls Wife 1.0_ , except for sexual immorality, and installs another, commits adultery.”

Having *Wife 1.0* installed, I recommend you keep it Installed and learn to deal with the situation as best as you can. You will find that the more closely you adhere to the insttruction manual and operate in accordance with the authors example the better your experience will be.

When any faults or problems occur, whatever you think has caused them, you must run the………
*C:\ APOLOGIZE\ FORGIVE AND PRAY.EXE* Program and avoid attempting to use the _*Esc-Key_ for it will freeze the entire system.

It may be necessary to run *C:\ APOLOGIZE\ FORGIVE ME AND PRAY.EXE* a number of times, and eventually hope that the operating system will return to normal.

Although *Wife 1.0,* demands respect, love, and attention,*Wife 1.0,* can be very rewarding.

To get the most out of *Wife 1.0,* , consider buying additional Software such as *”FAMILY PRAYER TIME 1.0, Flowers 2.0″* and *”Chocolates 5.0″*,*”Attention 6.0″* and *”HUGS\ KISSES 7.0″* or *”TENDERNESS\ UNDERSTANDING and SHARE HOUSEHOLD DUTIES 10.0″* or *”even Eating Out Without the Kids 7.2.1″* _(if Child processing has already started)._

*DO NOT* under any circumstances install *”Secretary 2.1″* _(Short Skirt Version)_ or *”One Nightstand 3.2″*, as this is not a supported Application for *Wife 1.0* and the system will almost certainly *CRASH*. In addition this could disqualify you from upgrading to, HEAVEN .11.0.

PS’ When my relationship crashed, I took a hard look at the conventional wisdom. Then did a reboot and emerged with a partnership that was built to last.

*BEST WISHES!*

Yours,”
Systems Analyst.

*#To all husbands/ future husbands*

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BPS World Research Highlights Challenges Facing Employers in 2017 Following Brexit

Global resourcing specialist BPS World has warned that one of the main challenges facing employers in the UK in 2017 will be the impact of Brexit on the ability to attract talent, particularly in the high-value digital, technical and engineering industries where recruiters are already struggling with severe skills shortages. This follows the publication by BPS World, of: “Brexit: What the World is Saying” which, for the first time, researched the global impact of Brexit and how other countries believe it will impact on skills.  

Simon Conington, Founder of BPS World, has urged the government to ensure that the UK continues to have access to skilled professional from Europe, particularly in the sectors where there are already skills shortages, or face a sharp decline in the UK’s ability to compete.

Although the UK will not be leaving the EU until 2019 we can expect an announcement this year on the shape of Brexit and what it will mean in practice.   Under so-called ‘hard-Brexit’ freedom of movement would be restricted and it would be as difficult for talent to be recruited from France as from the US. It is this that alarms those at the sharp end of skills shortages, such as BPS World. Recruits themselves are already showing signs of being aware of these new competitive forces: research revealed that almost half (48 per cent) of UK jobseekers were more concerned about finding a job than before the referendum.

Last year BPS World spoke to business leaders, representative bodies and professionals in the recruitment and retention sectors in Europe, India, Australia and the USA. The research focussed on the sectors most affected by skills shortages in the UK and overseas. It is in these sectors that the impact of Brexit and any restrictions or changes to work permits, is likely to be most keenly felt.

One of those they spoke to was Marco Dadomo, from the Verein Deutscher Ingenieure (VDI, Association of German Engineers) in Düsseldorf: “As we know, Britain has already problems finding enough specialists in this sector. Brexit will make it less attractive for international experts to work in Britain for a British company. We have also heard that quite a lot of UK experts of different sectors plan to leave Britain when Brexit will be implemented.”

Simon Conington, Founder of BPS World argued;

“2017 is going to be a pivotal year for the UK economy. The decisions the government makes now on the implementation of Brexit will affect our ability to attract the talent we need to grow. The impact will be felt immediately as talent will not come to the UK if they know they will have to leave within two years.   We urge the government to continue to ensure we have access to skilled people, particularly in sectors where we’re already struggling to find the talent we need.”

Kevin Green, Chief Executive of the REC welcomed the report:

“This review of the international community’s fears and needs following the EU referendum contains warnings about the challenges employers could face in the future. The prospect of skill and talent shortages intensifying in higher-end sectors is a huge concern. The government must ensure that any changes to immigration policy as a result of the EU negotiations reflect immediate labour market needs so that businesses can continue to grow.”

Brexit: What the World is Saying is available free to download from www.bps-world.com

Notes to Editors

BPS World are global resourcing experts who work across a number of sectors, specialising in technology, marketing and engineering.

For further information:

Julia Barton
Onyx
E: julia@onyxcomms.com
T: + 44 20 7048 2700

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The Brexit Vote Is Set to Cause a Second Revolution in the City of London, But What Would Jesus Do?  

London Mayor Boris Johnson has said £1.3tn of investment is needed over the next 35 years in order for London to retain its world class status

On the morning of June 24, the world awoke to a changed Europe. For over 40 years Britain has been part of the European Economic Community and then the European Union.

The leave-vote has caused an “immediate and profound” economic shock in the UK. This  has, in turn,  had a devastating effect on a number of businesses in the last month.

Christianity in the UK is split, confused, scared of the future and fighting with itself – much like the rest of the country. So what happens now?

David Cameron said “It Was A “Self-Destruct Option” for the Country, Whilst George Osborne Said It Will Tip the UK Into a Year-Long Recession, With up to 820,000 Jobs Lost Within Two Years.”

Brexit campaigners believe that British voters have taken a once-in-a-lifetime opportunity to restore Britain’s sovereignty. However, the Brexit job losses have already begun.  A number of construction firms and management consultants throughout England have been forced to downscale and many feel as if they are desperately clinging on, waiting for things to get better.  Tech companies are also putting projects on hold, which means a slowdown in hiring of software developers, IT architects, and project managers, according to Robert Grimsey, director of Harvey Nash.

If your Facebook feed looks anything like mine, you’re seeing a lot of anger. Remain voters are furious, accusing the Leave campaign of lies and the Leave voters of xenophobia, ignorance, stupidity and worse.  Of course, it’s not just the people who voted to stay who are angry. Reports of racist attacks are rising too.

What would Jesus do?  

Jesus might have been the Prince of Peace, but he also knew how to get mad. His outbursts against corruption, hypocrisy and bad leadership are hair-raising. We’ve heard a lot of arguments from the UK’s political parties this month, but no one has actually made a whip and driven their opponents out of the House of Commons (so far, anyway).

The people of Britain voted for Brexit in a decision which will transform this nation and Europe forever.

As a former consultant, I want to consider how management consultants, in particular, can continue to not just survive but thrive in these difficult financial times.

At first glance, the prognosis might seem gloomy. The International Monetary Fund has  predicted  that Brexit will lead to a British recession, which would inevitably hit poorer people hardest. But snap reactions from the markets aren’t a reliable guide to long-term economic effect. And just as British trade didn’t begin  in 1973 when Britain entered the EU, it won’t end in 2016 with Britain’s vote to leave. Many smaller nations trade successfully without participating in wider trading blocs; the world’s fifth-biggest economy will be able to do the same.

First of all, then, I urge that supplications, prayers, intercessions, and thanksgivings be made for all people,  for kings and all who are in high positions, that we may lead a peaceful and quiet life, godly and  dignified in every way.  (1 Tim. 2:1,  2)

1. Embrace the Change and Innovate

There is ongoing uncertainty over what will happen once Britain leaves the EU because it needs to make new  trade agreements  with the rest of the world.

The secret to success in a recession is innovation. It’s time to improvise, adapt and overcome.  In fact, in a study by Forrester, 70% of business executives said that in a recession, innovation is a top priority.  However, to successfully innovate, companies  have to be open to the idea of change – and that’s why the success stories of the recession are the innovators who are open to change.

This is the best time to change, but how?  If you find yourself desperately treading water in an attempt to keep staff occupied in the wake of stalled projects, don’t panic. You will have to make some changes, improvise, adapt and seek out the advantages to overcome. It really is a sink or swim mentality.

2. A Long-Term View of  the Financial Game

Successful companies look for ways to reduce costs creatively.  Start by reviewing your financial model. Review  existing contracts and seek to add value and expand.  If your biding on a 3-year contract, do you really need to make a profit in year 1. Wouldn’t it make sense to take a long-term commercial view and instead seek to win a contract at cost in order to  retain talent  as recruiting new  employees  is so expensive? You can then concentrate your efforts on  developing  strong client relationships, building trust, performing well and adding value.    Pay much more attention to critical components of your client’s operations activities that may often appear to be mundane.    This will  invariability enable you to make further recommendations that are approved and generate profit in future years.

“In the Corporate World, There Is a Growing Recognition That Strong Relationships With Customers Can Form the Bedrock of Future Innovation.”

Consider though that whilst it is a knee-jerk reaction to cut costs, try not to rely on this as your only business tactic as  your competitors will be doing exactly the same thing.  The way to succeed in the current  market is to be a leader, not a follower, so ensure you have a carefully prepared game plan.

Look at what makes your propositions unique? What do you offer that no one else can? How do you add real value to your customers, rather than just a half-price bid? Focus on what your competitors aren’t offering, and vigorously market it.

3. Be Clever With Your Marketing

Your marketing strategy is more important than ever before – Think creatively and find different ways to grab people’s attention and keep them coming back for more.

4. Leading With Clarity and Commitment

Don’t lie to employees and hide the magnitude of the situation. Honesty is the best policy. Business functional leads at these firms should establish concrete milestones to gauge progress toward clear goals. You can inspire employees not only with motivational messages, but also through incentives such as wage hikes, and investment in developing talent. This approach is as crucial as improving processes and deploying new technology. Though this may sound like a platitude, management must treat employees with respect and dignity if they want exceptional  performance and occasional sacrifice during tough times.

5. Embrace the Power of Online

Social media is an incredibly powerful tool through which to reach your target audience. You should  start to unlock the power of blogging, building a solid readership and becoming a thought leader in your industry using websites like LinkedIn. As your readership continues to grow, so will your social media following – and by communicating frequently with your followers and potential customers online, you have more chance of drumming up more business and closing that deal. As the economy improves, your loyal followers will stay with you.

These five  practices are of equal value for  organisations to remain competitive in the long slow climb toward economic recovery.

Although times are very tough for organisations recently, there is light at the end of the tunnel – and those who have been clever and innovative in their business strategies will continue to thrive long after the Brexit recession.

Britain will almost certainly have a new Prime Minister  and their first job will be forming our new relationship with Europe.

Learning from the lessons of 2014, UK churches also have a crucial role to play following the EU referendum vote. But it is about more than a church service of unity. Reconciliation requires accepting the hurt and the pain but also working to rediscover and celebrate the image of God in each other.

 

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If You Want to Make Enemies, Try to Change Something: 17 Inspiring Change Quotes to Live By

"God supplies everything you need for successful change, and when you make changes with his help, it says changed." - Unknown
If you want to make enemies, try to change something.  Change, no matter what scale it is on, can be a source of stress and anxiety for many. However, it’s common for change management practitioners to view resistance to change as an irrational barrier to progress. Another school of thought is that resistance to change is a social process that can strengthen changes and help to eliminate undesirable change.
The fact remains that change is necessary in all organizations. But, it is the way change is initiated which can so greatly vary. It can be forced upon companies by outside forces or just come from a realization that the company may be falling behind the times. In this way, change management might be quite beneficial to an organization. Organizations that have learned how to transform themselves through effective leadership and strategic control are more likely to survive and prosper. The dilemma is that most people hate change and love it at the same time and what they really want is for things to remain the same but get better.
The good news is that God has a plan for your life to prosper.    If we trust in God and allow the change to grow us to become more like Jesus Christ in how we respond and act, then we are promised that all things will work together for good for those who love Him and keep His commandments!
The following thought-provoking quotes relate to change management including resistance to change, acceptance and change strategy.
  1. “One of the reasons so many celebrities keep going in and out of rehab is that they leave out the critical element to lasting change: God.” – Unknown
  2. “There is nothing more difficult to take in hand, more perilous to conduct, or more uncertain in its success than to take the lead in the introduction of a new order of things.” — Niccolo Machiavelli
  3. “Change has its enemies.” — Robert Kennedy
  4. “He who rejects change is the architect of decay.” — Harold Wilson
  5. “Change is not made without inconvenience, even from worse to better.” — Samuel Johnson
  6. “The world hates change, yet it is the only thing that has brought progress.” — Charles Kettering
  7. “God supplies everything you need for successful change, and when you make changes with his help, it says changed.” – Unknown
  8. “It is always easier to talk about change than to make it.” — Alvin Toffler
  9. “It must be considered that there is nothing more difficult to carry out nor more doubtful of success nor more dangerous to handle than to initiate a new order of things.” — Machiavelli
  10. “The path of least resistance is the path of the loser.” — H. G. Wells
  11. “When you feel weak in the face of change, God is omnipotent, or all-powerful. “If God is for us, who can be against us?” the Bible says. (Romans 8:31, NIV) Knowing the invincible God is on your side gives you tremendous confidence.” – Unknown
  12. “Paralyze resistance with persistence.” — Woody Hayes
  13. “Culture does not change because we desire to change it. Culture changes when the organization is transformed – the culture reflects the realities of people working together every day.” — Frances Hesselbein
  14. “The greatest danger in times of turbulence is not the turbulence – it is to act with yesterday’s logic – Peter Drucker
  15. “The rate of change is not going to slow down anytime soon. If anything, competition in most industries will probably speed up even more in the next few decades.” — John P. Kotter
  16. “Your success in life isn’t based on your ability to simply change. It is based on your ability to change faster than your competition, customers, and business.” — Mark Sanborn
  17. “If you want to make enemies, try to change something.” — Woodrow Wilson

Don’t make change harder than it has to be. Do it the right way. Ask God for help.

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How Technology Has Changed Procurement in the Last 10 Years

How technology has changed procurement in the last 10 years

Over the past decade business procurement has experienced rapid technological upheaval that, in the main, has made life easier for everyone involved.

The first ever Global Procurement Technology Summit was held in March 2016. It shows the emphasis procurement is now putting on understanding and utilising new technologies, and that it’s clearly a huge talking point for professionals across the world.

Looking in greater detail: which technology has been responsible and what has the effect been on procurement and buying professionals?

1. More informed decisions are being made

The digitalisation of procurement processes and integration of data-sharing across buyer behaviour, ratings and history of purchases over extended periods of time, has made for smarter and more informed decisions.

Despite the greater insight into decision-making, a study of US procurement professionals still revealed accurate forecasting to be the biggest challenge, something that’s possibly down to the rise in budget responsibilities over the last ten years.

The Coupa ‘Top 5: Constants and Change in Cloud Procurement’ report revealed that in 2003, budgets were reported as an average of $31m, compared to $100m in 2013.

2. Response times have drastically reduced

Procurement solutions are now quicker and easier than ever thanks to new marketplace technologies.

Buyers can take advantage of online purchasing possibilities, using websites like Amazon to source, purchase and arrange delivery of items.

The speed of procurement reflects the new speed in which consumerism moves ’’ the integration of digital mediums with online shopping has made the process of deliberation through to transaction much easier, a trend which has been reflected in the world of procurement.

3. Integration has brought its own problems

Technological integration has created many positives for procurement, but it’s also created challenges.

Millennials will make up 40% of the workforce by 2020, which is great for improving current procurement solutions as younger generations have higher expectations for technology and are early adapters.

However, the average age of procurement professionals in the UK is currently 44 – much older than the next generation of workers, who fully understand the capabilities of technology, and who will be easier to train and able to work with increased speed and accuracy.

The gap will close in the coming years, but procurement faces a struggle as older workers need to ensure their skills are relevant to the changing world around them.

Additionally, Hays’ ‘Procurement Salary Guide’ revealed that demand for procurement professionals has increased at all levels within the public sector, pushing salaries up. This demand is the result of a squeeze on public finances and attempts to cut costs following the slowdown in the economy.

4, Technology and the future of procurement

To conclude, technology is clearly a powerful enabler that’s here to stay. Plenty of companies are now seeing the importance of procurement technology as a means to improve their bottom lines, which was reflected in the inaugural Global Procurement Technology Summit earlier this year.

Integration of contract management, risk management and supplier lifecycle systems through investment in improved systems with added capabilities, has ensured more accurate sourcing is possible and due to the skills involved in running these systems, has driven salaries up.

Sophia Chapman is a guest contributor from Portfolio Procurement, expert recruiters in the compensation, benefit and reward sector.

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Europe’s Biggest Stadium Will Be Even Bigger Within Five Years at a Reported Cost of Nearly ┚¬420 Million

 

A Japanese architecture firm Nikken Sekkei and Barcelona studio Pascual i Ausió Arquitectes have been selected to renovate the  Camp Noustadium, home of FC Barcelona following a joint bid.

Europe’s Biggest Stadium Will Be Even Bigger Within Five Years at Reported Cost of Nearly ┚¬420 Million ($460 Million)

Camp Nou, often referred to as the “Nou Camp” in English is a football stadium in Barcelona, Catalonia, Spain. It has been the home of FC Barcelona since its completion in 1957. With a current seating capacity of 99,354  and  is the largest stadium in Spain by capacity. It’s also the largest stadium in Europe and the second largest association football stadium in the world in terms of capacity. In additional it  has hosted numerous international matches at a senior level, including a 1982 FIFA World Cup semi-final match, two UEFA Champions League finals and the football competition at the 1992 Summer Olympics.

Barca is expected to sell the stadium’s naming rights to help fund the new construction.

Nikken Sekkei,  one  the world’s third largest architecture firm according to the World Architecture 2016,   is  known for its construction of stadiums and skyscrapers  and  were  chosen out of a list of 26 candidates. Nikken  is over 100 years old and has offices in China, Vietnam, Korea, Saudi Arabia and Dubai, in addition to its headquarters in Japan.

Construction is  to start  in the 2017-18 season and be completed for the 2021-2022 season, but  will not keep the club from hosting games.

The iconic home of the Spanish and European champions will involve increasing  seating capacity from 99,354 to 105,000.  The reigning European and Spanish champions promise that every seat will offer an unobstructed view of the pitch and new high-definition video scoreboards.  Barca is on course to repeat its treble of last season, winning the La Liga title, Spanish Cup and European Champions League.

A Statement on the Club’s Website Said, “the Nikken Sekkei [and] Pascual I Ausio Arquitectes Proposal Stands out for Being Open, Elegant, Serene, Timeless Mediterranean and Democratic.

“The proposal presents a very subtle attempt to intervene in the environment to facilitate circulation and achieve diverse urban usage in the Barça Campus and guarantees a clear and safe construction.” according to the club.

The new roof will measure more than 47,000 square meters and the stadium will have an emphasis on energy saving technology and environmental sustainability.

The triple-tier structure will remain, but the third tier will be extended and a roof covering more than 47,000 square metres will be added to make sure all seats are sheltered from the weather.

The project also includes an ice rink, basketball court and an auxiliary multipurpose court capable of hosting 2,000 spectators.  The Espai Barça also foresees construction of an underground parking lot.

Other current high-profile football stadium projects include the new Chelsea FC ground by Swiss architects Herzog & de Meuron, a stadium for Tottenham Hotspur by Populous, and Arup’s design for AC Milan’s new building.

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Bridge House, Croydon, Is Prefab Really Prefabulous?

Prefabricated homes have been available for years and date back at least a century. The Sears Roebuck index made and offered prefab homes to the public as early as 1908, and Prefab was later explored by famous twentieth-century architects, such as, Walter Gropius, Le Corbusier, Marcel Breuer, Frank Lloyd Wright, who saw the method as a likely solution to the dilemma of housing in modern society.   Interest in Prefab grew in the first half of the twentieth-century, with the outburst of manufacturing expertise and the creation of the assembly line.

Historically the mention of prefabricated houses invokes memories of housing built to cover in the temporary a deficiency of housing in the UK following the World Wars.

The Government promised ‘homes fit for heroes’, however, negative public attitudes surfaced towards prefabricated housing because of substandard building materials used and poor workmanship.

A staggering 1 million of these homes were built during the 20th century and more than half a century on, many are still standing despite no foundations.   A few are listed while others have been demolished.

Today people remember the shabby mobile classrooms as in, bitter cold in winter and like an oven in summer.   Therefore, memories have rendered the concept of prefabricated houses an unattractive idea.   Talk about the term prefabricated housing to an architect, and their eyes will beam with visions of fascinating contemporary homes.   However, talk to the ordinary person on the street and people immediately think that we are going down the same path, a pretty hard image to shake off.   The very factors that are presented as positive advantages of prefabricated homes became liabilities in the eyes of homeowners who wanted a durable appreciating asset.

Prefab

An example can be found by looking at the prefabricated houses on Catford estate built by German and Italian prisoners of war in 1946.

Catford prefab estate. Robin Bell: 2008
Catford prefab estate. Robin Bell: 2008

‘They were not built to last and need regular maintenance.   They are just large sheds really and taking up a lot of space.   They should really be demolished.’   (Drake 2008)

Over the ten years, Lewisham Council has tried to develop the site many times and a review    found none of the dwellings met Decent Homes Standard.

So why do more and more developers  choose prefabricated construction?

First and foremost – Speed. “It may  take a bit longer in terms of design,  preparation and planning but site based  activities are taking up to 30%  less time and allowing homes to  reach the market sooner. Other  reasons cited include, in order of  preference:

  • Design Quality
  • Cost
  • Previous Experience
  • Funding

Source: Design and Modern Methods of  Construction. The Housing Corporation  and CABE 2004″

Bridge House (Example)

Croydon Vision 2020  is a regeneration programme by the  London Borough of Croydon  for the centre of  Croydon  in  South London.  The Old Town Masterplan focused on the area between the High Street and Roman Way, one of the oldest areas of Croydon.

Formerly the site of a telephone exchange, Bridge House is  a £20 million  development that has provided 27 private  and 48 affordable apartments, above  ground and mezzanine retail spaces.

The block wraps around an existing  multi-storey car park and offers the  opportunity for cafs and shops to  open onto the new square. A mix of  green and brown roofs, to support  biodiversity, form part of a series of  environmental measures and the  scheme is to be of modular  construction.

The Croydon  chose the modular  approach principally because of the  speed of construction offered. The  project began on site in the spring  of 2006 and the  75 flats were  stated to have been erected in  approximately 26 days, vastly  outperforming the time taken by  traditional construction.

Client: Howard Holdings plc

Architect: AWW

Structures: Walsh Associates

Principal Supplier: MC First

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‘Creation From Catastrophe’ a New exhibition looks at how architects are doing more to prepare us for disaster – but is it enough?

Out of the ashes rises great opportunity. That is the theme of the new exhibit “Creation from Catastrophe — How Architecture Rebuilds Communities” at the Royal Institute of British Architects. Featuring a number of impressive projects dedicated to rebuilding communities after a disaster, the exhibit explores the evolving relationship between man, architecture, and nature.

In an interview with Dezeen magazine, curator Jes Fernie said the exhibit reveals an “expanded idea of what architecture is and what architects can do.”

From Floating Schools to Unseen Plans for an Alternative London, a New Exhibition Showcases the Good, the Bad and the Ugly Architectural Responses to Urban Disasters

The exhibit, which opened on Jan 27  and runs through April 24, spans nearly four centuries riddled with successful disaster relief projects. It features designs for rebuilding after London’s Great Fire in 1666 as well as plans for water communities in Nigeria, which could be affected by unpredictable coastal water levels in Africa’s near future.

Here are five other unique projects you can follow up on when visiting the Catastrophe exhibit this spring:

The Reliance Building
The Reliance Building

1. The Reliance Building, Atwood, Burnham and Co., North State Street, Chicago, 1890-1895
While devastating, Chicago’s Great Fire of 1871 paved a new way for architectural design. Considered by many to have birthed the Chicago School architectural style, the disaster also led to a new type of architectural design: the skyscraper.

In an effort to create fire-retardant buildings, designers utilized tools such as steel frames and sheet glass coverings. The Reliance Building, constructed by Atwood, Burnham, and Co, is one of the first post-fire buildings that fathered a design very similar to the modern day skyscrapers we know.

Nepal Project by Shigeru Ban Dezeen
Nepal Project by Shigeru Ban Dezeen
The Architect Bringing Cheap, Super-Light Disaster Shelters to Nepal
The Architect Bringing Cheap, Super-Light Disaster Shelters to Nepal

2. Housing for Nepal earthquake victims, Shigeru Ban, 2015
Simple, traditional homes in Nepal were the ones that withstood the catastrophic earthquake in 2015. As a result, Pritzker Prize-winning, disaster-relief architect Shigeru Ban designed housing structures for the victims.

Ban’s modular housing concept is modelled on the traditional homes that survived the earthquake. His design uses wood frames for the structure, cardboard tubes for the truss system of the roof, and debris from the disaster as infill for the wall. Thatch and plastic sheeting provided an extra layer of protection on the rooftop.

Women’s Centre in Darya Khan
Women’s Centre in Darya Khan

3. Women’s Centre in Darya Khan, Pakistan, Yasmeen Lari, 2011
Pakistani architect Yasmeen Lari (the first woman architect in Pakistan) showcases architecture’s role and influence in society. Throughout her career, the 75-year-old designer has built over 36,000 homes for earthquake and flood victims throughout Pakistan. She is also the founder of Heritage Foundation of Pakistan, which allows architecture students to train local residents to rebuild their homes and communities after a disaster using natural resources like bamboo and mud.

One of her well-known projects includes the Women’s Centre in Darya Khan, Pakistan. Lari holds a deep affection for Pakistani women, who are typically displaced and struggling with the care of their children following a natural disaster. The layout allows women to unite and socialize and keep their children safe. And in the event of a flood striking, the first floor is high enough so that waters cannot reach it.

Sustainable post-tsunami reconstruction master plan for Constitución
Sustainable post-tsunami reconstruction master plan for Constitución

4. Post-tsunami sustainability plan for Constitución, Chile, Elemental, 2014
After 2010’s deadly earthquake shook the coastal cities of Chile, plans for rebuilding and protecting cities like Constitución became a priority. In an effort to work with nature and the community, Pritzker Prize-winning architect Alejandro Aravena’s firm Elemental, proposed the intriguing method to plant more trees along the coast to absorb waters and prevent flooding.

The idea is that there is an opportunity to do something that would have long-term positive impacts, rather than a temporary fix that might be ruined by another major earthquake or tsunami in the area. The project will hopefully address short-term needs as well as potential long-term problems.

Ideas for rebuilding Hoboken, New Jersey after Hurricane Sandy.
Ideas for rebuilding Hoboken, New Jersey after Hurricane Sandy.

Resist. Delay. Store. Discharge. A Comprehensive Urban Water Strategy

Resist. Delay. Store. Discharge. A Comprehensive Urban Water Strategy
Resist. Delay. Store. Discharge. A Comprehensive Urban Water Strategy

5. Rebuilding of Hoboken, New Jersey after Hurricane Sandy, OMA, 2012
Following the disastrous Hurricane Sandy that struck the Northeastern United States in 2012, about 80 percent of Hoboken, New Jersey homes were flooded, leaving the community wondering how to rebuild itself with an emphasis on flood defense.

That’s when Dutch architect Rem Koolhaas’ firm OMA offered a solution that would combine hard infrastructure and soft landscaping, integrating coastal defense and natural drainage to protect against future flooding. The ideas between OMA’s and Elemental’s projects are very similar in that they look to work with nature rather than avoiding it.

Fernie told Dezeen that OMA offers a multi-pronged approach: resist, delay, restore and discharge. It acknowledges the complex water system and works with it, he said.

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9 Suggestions for Overcoming Barriers to Good Design When Using Modern Methods of Construction (Mmc)

The term ‘Modern Methods of Construction’ (MMC)  embraces a range of technologies involving various forms  of prefabrication and off-site assembly.

MMC is increasingly regarded as a realistic means of  improving quality, reducing time spent on-site, improving  on-site safety and addressing skills shortages in the  construction of UK housing.

Bridge Crossing Modern Design
Bridge Crossing Modern Design

The variety of systems now available potentially allows the  designer enough choice to sidestep problems deriving  from constraints posed by the use of any one method.  MMC systems, from closed-panel timber framed  systems to bathroom pods are a palette from which  designers can make choices. They are not necessarily  stand-alone solutions that anticipate all the needs of  an individual site and can be mixed and matched  as appropriate.

These limitations are not obstacles to achieving the good design in MMC-based schemes, but may hinder  the incorporation of more complex and innovative  types of MMC from which greater overall benefits  may be obtained  which  are considered under the  following headings:

1. COST UNCERTAINTY

There is no doubt that, given products of comparable  performance the key issue in purchases of MMC construction  systems is the price. At present not enough is known  about the potential costs of using volumetric and  closed panel systems to enable confident specification  at an early date. This inhibits designers from exploring  the full potential of MMC systems. This is particularly true of the less repetitive,  small, one-off scheme, where a smaller margin  of benefits is gained from using MMC. The principal  barrier to the uptake of MMC, therefore, seems  to be the perception of cost uncertainty with respect to using more complex systems.  Without doing substantial project-specific research,  consultants and their clients simply do not know with  enough degree of certainty how much the volumetric or  closed panel systems are likely to cost, and what  would be the savings to overall project costs produced  by potential speed gains to offset against increased  capital expenditure.

This is due to the complexity of assessing the ratio of  cost of repetitive elements where pricing is relatively  straightforward to the cost of adjusting elements or  building in another method for the abnormal condition.  Decisions to use innovative systems are likely to be  made once designs are well progressed to enable  teams to be more certain of costs. This can increase  the potential for change or result in design compromise  as the designer attempts to incorporate the specific  limitations of a particular system in their design.

In an attempt to improve this situation, the MMC consultant and or clients  could  pull together a  directory of MMC  expanded to include cost comparison data. The huge  range of variables involved inevitably makes this  difficult, but a database of current construction cost  information  would be an  invaluable resource.

Contemporary Building Facade
Contemporary Building Facade

2. PLANNING PROCESS AND EARLY COMMITMENT  TO A SYSTEM

The time it can take to obtain planning permission has  obvious implications both for project cost but also, in  some circumstances, for architectural  design innovation.

Most of the more complex types of MMC have an  impact on dimensioning, the choice of external finish  and detailing may have some effect on the buildings  mass. Therefore,  the construction system should be  chosen prior to a planning application to avoid  abortive work, redesign or amendment, or even  resubmission for planning permission.

However,  developers  whose money is at risk, frequently hold  off deciding on the construction technique until the last  practicable moment, in order to get any advantage from  fluctuations in material or component pricing.

Given the potential for lengthy duration of planning  applications, this means that there is little incentive to  prepare initial designs for planning with a prior decision  to incorporate MMC firmly embedded. In cases where  the developer has a financial or business link with the  supplier, this is less likely to be the case. As the majority  of commercial or  residential developments involve some kind of arrangement with a developer, agreement on construction systems is often left to the stage after planning.

3. TIME INVESTMENT

Another very significant factor is the time investment required at  the early stages of projects. This is needed to develop the design when the project is still at risk. There is a  direct relationship between the scale and complexity of  MMC component and the amount of time required to  develop a design at an early stage.

The introduction of advanced or complex MMC  techniques into the design process is potentially costly  to the design team. A significant amount of research is  needed to explore alternative systems, to obtain  verification of suppliers’   credentials, investigate  mortgage and insurance issues, visit previous sites,  talk to system suppliers, obtain technical performance  guidelines, understand junctions and interfaces, coordinate  other consultants, obtain building control input  and so on.

For a consultant, the only way of investing in this  research is either through timely payment of increased  fees by a visionary understanding client or through the anticipation of increased future productivity through repetition when a  project is phased, or large enough, or likely to be  followed by another similar project.

The potential of learning a system and then being able  to repeat lessons learned efficiently is a powerful  incentive for both client and consultant. By contrast, HTA’ s project at Basingstoke is an example  of a phased project with a three to four-year duration allowed the design team to repeat  various elements of the design, and the manufacturer to  develop improved solutions to technical and supply  problems.

HTA’ s project at Basingstoke
HTA’ s project at Basingstoke

4. INSUFFICIENT COMMUNICATION

Improved dialogue at the outset of the  project is  vital if design quality is to be  maximised. Constraints and opportunities implicit within  a particular system are more easily incorporated into  design if partners communicate pre-planning.  Increased early communication can be fostered through  improved long-term partnering relationships.

Clients  should also partner with a range of suppliers and  architects so that choice and flexibility is not restricted.

5. INEXPERIENCE

Generally, the inexperienced client or design team will  have to do more research, with the result  that there is likely to be significant design development  without a specific system being incorporated.

This is a  disincentive to using a more complex system involving a  higher proportion of MMC, where early decision making  and knowledge of a system’ s capabilities have a decisive influence on the nature of the architecture.  However,  encouraging the take up  of MMC through the use of a dedicated funding mechanism may  assist clients  in  finding time for  research into suitable MMC techniques.

Dome Construction Berlin
Dome Construction Berlin

6. SUPPLIER’S ROLE

Site capacity  studies and early stage pre-planning design studies  could be undertaken directly by system suppliers  on behalf of clients, cutting out the usual procedure  of commissioning design work by independent  consultants.

7. ASSUMPTIONS

There are a  number of assumptions that  are generally held about certain types of MMC that may  have been valid at one time but are no longer true today.  There is a need for reliable and up to date information  comparing system criteria, performance data, timescales, lead in times, capacity, construction time,  sequencing issues, limitations, and benefits.

Therefore  it would be helpful if a forum  for discussion and experience exchange was set up.

8. DEMONSTRATING THE BENEFITS OF MMC

There is still a large amount of skepticism about the  need to go very far down the line with MMC. This is  reflected in the acceptance of the desirability of  maintaining or indeed enhancing the pool of traditional  craft skills throughout the UK.

A balanced view is that there is a demonstrable need  for the wider use of MMC which is recognized by both  industry and government.  The best way for clients  and the public generally to  become more confident and knowledgeable about the  quality of design achievable through MMC is to see it  demonstrated.

9. FINANCIAL INCENTIVES

There is no doubt that spreading the burden of  investment through the life of a project helps to ensure  a higher standard of specification and hence quality. In  the Netherlands, a ‘ Green Financing’   system has been  developed by the Dutch government that provides  favorable loan finance when certain sustainable  standards are reached. In the UK, the Gallions HA  has  pioneered  a study of this, based on a scheme in  Thamesmead, ‘ the Ecopark project’.

Eco Park is an eco-friendly business park built on the False Bay coast. This business park is at the cutting-edge of sustainable design and offers a unique working environment in a secure, well-managed facility.
Eco Park is an eco-friendly business park built on the False Bay coast. This business park is at the cutting-edge of sustainable design and offers a unique working environment in a secure, well-managed facility.
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The Hard Side of Change Management

Change management is an approach to transition individuals, teams, and organisations to a desired future state. For over three decades, academics, managers, and consultants, realising that transforming organisations is difficult, have avoided  the subject.

My Way or the Highway

Major organisational change is profoundly difficult because the structure, culture, and routines of companies  often reflect’s persistent and difficult-to-remove ways of working, which are resistant to radical change even as the environment of  organisations change.

What started out as a financial buzzword in the early nineties  has become fundamental business practice, with executives recognising the need to keep abreast  with the competition in a rapidly developing corporate new world.

Navigating  change

Globalisation and the constant innovation of technology result in a constantly evolving business environment. There is an ever-increasing need for Change Management Lead’s / Senior Managers who can help organisations successfully navigate change in today’s business environments. The focus of this movement to date has been on how to  partner with organisations to define education, training and communication platforms that help to support the change initiatives and concerns of company employees. The critical aspect is a company’s ability to win the buy-in of their organisation’s employees on the change initiative.

While a project team is important for success, a senior level advisor is invaluable and can work  with an organisations  leadership team to avoid common pitfalls that change management projects often fall into. There are four key areas where an Advisor should act as this resource as follows:

1. Defining A  Strategy  

Executives should start by asking themselves  what exactly needs  changing and why? Organisational change directly affects all departments from entry level employees to senior management and  must be aligned to a  companies  strategy. Too many programs are heavy on the jargon and light on the substance.  Executives are often sold on an idea only to realise as the change initiative begins that they need a different outcome, tool or process to be successful.

In this situation the strategy for change needs to be re-aligned with the organisation and its goals.

An outside senior advisor with a unique perspective of the organisation will  play an important role in helping an executive to explore and shape the strategy they are defining and highlight whether it will truly create the outcomes they desire. This upfront partnership can save money  on the back end of a project, by avoiding costly re-scoping of initiatives.This relationship  between senior advisor and executive should therefore begin as early as possible in the process.

2. Coalition Building

Its important to give  people multiple opportunities to share concerns, ask questions, and offer ideas  and to make following up with answers and updates a top priority.  Executives must reach out across their functional work streams to build a large cohesive team to support the project once the correct strategy has been set and the urgency for the project has been established. A good senior advisor will be able to guide an executive though these interactions.

As a senior change management professional, it is important that you help leaders of the organisation craft the correct message. While leaders often know what it is they want and see the urgency for themselves, the outside view that a coach provides can support the development of a team around the initiative and  help to navigate the strategic and political interests in linking the change to the interest of multiple team members.

The more people are involved in the process, the fewer will  be acting as internal saboteurs.

Communication Is Key to Successful Change Management

3. Communication

Don’t confuse process visioning, planning and endless powerpoint presentations with communication.  

Change is uncomfortable, and adapting to change is messy. A  Gantt chart can not capture  the  hard side of  change management. Why? Because tasks are easy to list, but behaviour and long-held habits are not easy to change. Gather outside information, solicit perspectives, and adapt the approaches for your organisation and group.

The importance of communication within an organisation around the change cannot be underestimated.     Executives often fall short on communication in two main  areas, not communicating the right message and not communicating it frequently enough across an  organisation. It is often thought that everyone else in the organisation is on board and understands the change, however, the  reality for an executive  is not the reality for another worker who may have lost a job because of a well intended change initiative.  A senior advisor can apply consistent pressure to the leader of the change around the need for communication and its messaging.

Quantity Is Fine, but Quality and Consistency Are Crucial

4. Share  Relevant  Information Quickly

Most CEOs and managers are quoted as saying, “You can’t communicate too much,” Part of the communication will be the support the urgency in messaging.     “My way or the highway”  is often used, but is not an effective communication strategy.     Senior Advisors can work with executives to tailor their message to each area of the organisation in order to define content that is important to them.

A study by  Towers Watson  shows that “only two-thirds (68%) of senior managers say they are getting the message about the reasons behind major organisational decisions. Below the senior management level, the message dwindles further  to  (53%) of middle managers and 40% of first-line supervisors understanding  reasons behind major organisational  change.

The forwarding and cascading of information does not work as  consistent communication around the change will be necessary at all levels of the organisation using a variety of communication pathways and vehicles.  As a trusted advisor it is important to encourage executives to lead by example in both their messaging and communication of the change  agenda.

Only 25% of Change Management Initiatives Are Successful over the Long Term

Maintaining The Change

Many leaders and managers underestimate the length of time required by a change cycle. It is paramount  that as the  change effort reaches its completion that  leaders of the change recognise that the process does not end there.   The role of a Senior Advisor will be to guide them to the idea that work must be undertaken  to maintain the change over time. Maintaining change does not mean that an executive must own the initiative  forever, just that they take the necessary steps to ensure that change has a lasting impact by integrating the change into the corporate culture and measuring the benefits  and highlighting areas for future improvements.

The outside unbiased view is  that a Change Management Lead is crucial to the success of a change management program.

This article  provides food for thought rather than counsel specifically designed to meet the needs of your organisation or situation.  Please use it mindfully.

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4 Lies about Procurement You Probably Believe

The world of Procurement is seemingly full of impassioned people absolutely certain about what procurement is all about. Like other great lies, many of these half-truths and misleading ideas sound agreeable to the ears and come packaged as good advice from influential people.

How many of these popular lies have you fallen victim to?

1. Procurement should have a seat at the C-table

It’s not so much an outright lie as an irritating half-truth – but the damage comes with what Procurement people do with it. The thought behind this is well-intended: Procurement people should be able to speak the language of senior executives as easily as they can talk about FIDIC or demand forecasting. Terms such as EBITDA, ROIC, and economic profit should be part of their everyday parlance. Procurement issues are often the least understood by the board and the CEO and must be explained in their language.

What on earth could be wrong with that?   Nothing – if the Procurement people have full cognisance of their own tools and language – and can be persuasive to senior people of the value of Procurement.  

Now, that’s where we have, what is kindly referred to, as a skills gap.

In reality, for Procurement with no reputation (outside of that pesky metric of cost) and few business-aligned projects to call upon, it can be incredibly hard to try and catch senior people’s ear – never mind a C-seat (see what I did there?).

2. You must carry out a competitive tender to obtain value for money

I’m trying to distance myself from the public sector here (noting I did co-author the CIPS book on contracting in the public sector) but even in the private sector there’s a desperate need to get three quotes.  

Why three quotes?  

Not five, not 11?   ‘Cos the rules say three; that’s why.  

And the rules of Procurement policy and procedures, well, they can’t be broken because the CFO or the head of internal audit (all very commercial animals?) will be down on Procurement like a ton of bricks.  

When the three quotes are received the following conversation occurs – the highest price is rejected – ‘they’re ripping us off’ followed by – and I love this one about the lowest price quotation – ‘the price is too low, they must have got the specification wrong’ – and the contract is awarded to the middle-priced one”¦.surely there’s a better way to deliver value for money?  

Perhaps starting with actually defining it!

3. Procurement is the only source of governance for 3rd party spend

Being the only source would suggest a 100%, right?  

I’d be amazed – and delighted – if Procurement governed half of all the 3rd party spend.   Words such as ‘influencing’ are sometimes bandied about to shore up this lie. What a surprise that sales people are either trained, or very quickly learn ways, to actually bypass Procurement when selling.

And the reason?

Obviously marketing, IT, auditors fees, construction/property, recruitment (I could go on) is completely different, say the senior people in those departments – echoing the views of the oh so helpful sales people.   And Procurement just never gets near, as they can’t articulate (deliver?) the value they can add.  

I await the avalanche of people commenting on this telling me I’m wrong.   Please be assured you are exceptional in Procurement.    

4. Procurement welcome innovation and strategic relationships and anything other than lower price

Few businesses view Procurement as a strategic process. Most often, Procurement staff report to the CFO. This astonishing trend indicates that Procurement is still viewed as a financial / accounting activity and not an operational strategic activity that directly impacts the bottom line.

Suppliers; if you have an innovative product or service, recognise that Procurement’s ‘raison d’être’ is to deliver cost savings.   That’s what they are measured on, that’s what the research with CPOs and the C-suite say is the #1 priority.   There’s oodles of other priorities such as local sourcing, sustainability, innovation, partnering, risk management – I could go on and on and on.   But that’s the one they get measured on. Think that through, next time you’re pitching.    

The take-away

Perspectives on Procurement need to change, mature and grow up.  Lies like these need to be re-evaluated and abandoned. Procurement needs to change the way they engage and manage suppliers and their internal stakeholders; ‘adding value’ (a dreadful phrase!) means so much more than asking for a discount.

Stephen Ashcroft BEng MSc MCIPS (speaking here, very much in a personal capacity!) is Associate Director, Procurement and Commercial Advisory at AECOM, a Fortune 500 company. He’s a procurement learner stuck in the body of a procurement veteran, and with over 20 years’ experience still sees the glass as half full. Working with leading organisations across diverse industry sectors, Steve helps clients reimagine procurement to drive improved performance. A recognised advisor, speaker, lecturer, and author; the ever-hopeful Kopite shares his bright-eyed/world-weary views on Twitter @ThinkProcure, LinkedIn and his blog.

 

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