If we’re to build a culture of accountability then we first need to establish the right building blocks on which such a culture can thrive. We can take a rational approach to mapping out roles and specifying decision making – however, you can’t know and control everything so the design must be able to flex and support more dynamic complexity.…

Most businesses would benefit from reviewing how they are organised to minimise the cost of labour and ensure a sharper focus on delivering strategic goals.  However, the challenge many leaders face, is how to drive down costs to survive whilst also preserving the ‘magic’ that makes their business flourish. OE Cam recently hosted a lunch-debate…

As Sustainability plans progress, it will be important for leaders to quickly & continuously assess & identify enablers & blockers for success. OE Cam has developed a Sustainability Success Indicators framework exploring 4 pillars - Change Architecture, People, Leadership & Culture.

How do you drive down costs, but at the same time build a business that will flourish long into the future? If you embark on any organisational transformation without fully understanding what makes your company special, you could lose the very magic that makes your organisation what it is. Gary & Lucy share three main steps to finding cost…

Good decision-making is the cornerstone of high performing organisations. It is difficult enough under normal circumstances but when operating in a hybrid environment, two challenges emerge – one is about quality of decisions and the other is effectiveness of the hand-over at the interface. Gary Ashton reveals how leaders can ‘clear the way’ for…

The law alone is complex enough for directors. So how does the extra external oversight in a regulated sector impact the effectiveness of the board and how can it manage the competing conflicts of interest? Gary Ashton & Ian White share a framework for balancing government / regulator interests with other stakeholders.

Whilst board role, process, structure and specification are important & necessary, on their own they are not sufficient elements of board effectiveness. Mark Goodridge & Gary Ashton explain why not and reveal the most critical aspects driving the board dynamic.

Now is the time to lay the foundations for a more resilient organisation that will thrive in the upturn. This means revisiting your operating model to reflect new commercial realities, operating on a lower cost base, whilst adapting to changing customer demands.

To compete in a VUCA world, organisations need to regularly review their organisational structure to ensure it remains fit-for-purpose. In this article, Gary Ashton & Julie Brophy suggest three different ways to look at the fitness of your organisation model. Instead of jumping feet first into reorganising, just stop - think about the real…

All organisations have a ‘dominant logic’; a way of looking at the world that is hard-wired into the business. But if the organisation needs to change (for example to become more customer focused), how do they shift this mindset? Gary Ashton explains why introducing a CCO to the top team is a good first step to becoming customer-centric, but it’s…