Industry news

In research released by the National Business Awards, UK employees and bosses were found to view strong leadership as the most important influence on business success.

90 percent of individuals surveyed said that the most important influence on the success of an organisation was good leadership.

Over 80% of employees agree that having a good leader will have an impact on their own career progression, and they also believe that having a good boss inspires greater loyalty and motivation in them.

The research also revealed that bosses views of their leadership qualities varied from that of employees, with 86 percent of bosses thinking they display good leadership, compared to only a third of workers viewing their leader as being good.

National Business Awards Chair of Judges, Dame Helen Alexander, said: “Leadership is important for every business. Good leadership can inspire a team and therefore the whole organisation.”

“The research shows the importance of strong leadership to employees, with leaders themselves also appreciating how vital it is to success. It’s interesting to see that individual employees are motivated by their own success, but bosses see that success as a way of gaining for the whole business.”

The full white paper can be found at www.nationalbusinessawards.co.uk

The National Business Awards (NBA) has teamed up with the NOA (National Outsourcing Association) to support the 2013 campaign to find and celebrate the UK’s best Business Enablers at the twelfth annual NBA ceremony to take place in November.

The Award is open to any organisation in the public, private or third sector whose primary aim is to help other enterprises become more profitable or more cost-efficient; to transform or restructure; or to improve delivery or impact.

Alex Evans, Programme Director of the National Business Awards commented: “This partnership will help us find the organisations that are not only delivering effective service through outsourcing but enabling their clients to improve. This alliance will support us in identifying the UK’s most exemplary business enablers, celebrating their achievements, and demonstrating the unique value they deliver to UK plc.”

Martyn Hart, CEO of the NOA commented: “This award will raise the profile and celebrate the importance of outsourcing to the British economy.”

Members of the NOA are able to receive a 30 percent discount on entries with the use of a code when submitting: NOA30.

To submit an entry for the BlackBerry Business Enabler of the Year award, visit www.nationalbusinessawards.co.uk.

Mayor of London, Boris Johnson, has gathered a selection of businesses, industry leaders and academics to create a plan for ‘Smart London’, aimed at promoting technological innovation within the capital and strengthen London’s economy.

A board headed by the head of innovation and entrepreneurship at Imperial College Business School, Professor David Gann, will look at where London should make investments in new technologies and infrastructures in order to develop efficiencies and remain at the cutting edge of innovation.

The plan will be based on supporting SMEs, increasing investment in London and allow users to seize marketing opportunities gained from new technological innovation.

Professor Glenn said that the ‘Smart London’ plan would look to, “new technology to create jobs and growth for the capital, and an even better London experience.”

Mr Johnson said “London has been at the forefront of technological wizardry for generations, but in a rapidly changing world we will need to work harder than ever to stay ahead of the game.”

He added:“I’m delighted to welcome on board a fantastic line up of experts to help spur the kind of innovation and entrepreneurship that will secure London’s future as the best big city on earth.”

Government offers £24 million for ‘smart city’ proposals

The UK has reportedly topped the EU5 countries in its use of the internet, with rates of usage exceeding France, Germany, Spain and Italy, according to a new report by Ofcom.

In a report analysing the market coverage, use, and cost of broadband services across the EU, 81 percent of UK citizens were found to regularly go online.

The report which was created in order to monitor the UK’s progress in achieving the best superfast broadband in Europe by 2015, shows that the UK is on track to meet the Government’s target.

While overall broadband uptake along with cost and market competition rated strongly compared to the other EU5 countries, the UK failed to top the league in superfast broadband uptake, coming behind Germany and Spain, with much of the rural roll-out still on-going.

New EU rules give the go-ahead for urban broadband funding

Airlines are on track to become the biggest industry investor in mobile technologies by 2015, aimed at service development and customer engagement, as new technologies are rolled out across fleets.

According to new research commissioned by Tata Consultancy Services by ResearchNow, Airlines are currently spending an average of $27.2 million annually and are ranked the third biggest investor in mobile services, behind energy companies and telecommunication businesses.

Investments in the use of mobile devices on flights including in-flight mobile services are expected to account for a large percentage of new investment, with airlines such as UA equipping aircraft with Wi-Fi.

Vice-president and global head of mobility at Tata, Satya Ramaswamy, said: “The criticality of attuning products, content and services to a mobile consumption model is now business-critical. We perceive that the firms which best adapt to this increasingly prevalent and influential audience segment are likely to reap significant dividends.

Samsung overtakes Apple as leading manufacturer of ‘smart devices’

In order to retain agility and rapidly deliver new products, enterprises need to have a start-up approach to software product development or else risk being overtaken by competitors, according to Amazon CTO Werner Vogels.

The comments came as client and customer expectations of rapid delivery times become increasingly prevalent as newer technologies reduce times between software generations.

Mr Vogels speaking at the London Economist's Tech Frontiers conference said: “Enterprises can take a lot of lessons from how young businesses move really fast in delivering services that consumers really want”.

He added: “They do this by bringing a minimal viable product into the market and experiment, then working closely with customers.”

“The people who have grown up with that way of thinking about software and services, they become the new leaders in the industry.”

Supply chain management: outsourcers do it better

Emerging markets have shown signs of economic slowdown, after a period of rapid and protracted growth, according to HSBC’s monthly purchasing mangers’ index (PMI).

Economies including China, Brazil and India which have seen economic growth rates as high as 10 percent in the past, have reported a reduction in their growth, with emerging markets PMI reaching its lowest rate since August 2012.

The recent report reflects the impact of slow growth in mature markets, with emerging markets relying on demand from developed nations to bolster growth. Areas including manufacturing and service industries have been hit by reduced demand for exports.

Cameron signs cyber security deal in India leading the way for trade expansion

In an economic climate in which budgets and resources are being tightened, it has become more important than ever for purchasing decision makers to select the right supplier.

In light of this, how can those in charge of the procurement process select the right service provider? Some may choose to appoint a service provider based on price, but how can they see past suppliers’ initial promises to ensure they will fulfil the business’s needs?

After all, a supplier may promise to deliver at a lower price than others, but may not have the capability to deliver on this in reality. It is essential that service providers are not only able to fulfil the brief to meet current operational targets of the business, but are able to grow as the company changes, in order to also deliver on future business aspirations.

Another course of action for clients to consider is to outsource their entire back-end function to one supplier. Many businesses may outsource specific functions to a range of different suppliers, but this often results in a more fragmented process, with hidden cost.

By appointing one supplier to manage an entire cycle, it is not only cost-effective, saving time and resources on another tender and pitch process, but also helps to build a long-term relationship based on trust with that supplier. Additionally, from an operations perspective, it is much easier and more convenient to have everything handled by one company in one place.

However, service providers must also have the technical capability to deliver on what they promise at the pitch. Technology is crucial to ensure a robust infrastructure is in place. This technology should be bespoke to fit seamlessly with the business’s own systems.

Flexibility is another key area when searching for a supplier. Some suppliers may have the ambition but lack the capability to react to busy periods. Here at Prolog, we are often able to scale up during busy periods to meet client demand, and this should be a vital part of any supplier’s strategy; offering the right blend of services and resources to fulfil client needs.

Finally, it is imperative in the procurement process to choose a supplier that truly understands the market in which your business operates. If a supplier has in-depth knowledge of the market, they will be able to make suggestions that demonstrate insight and add value to the company both in terms of sales and in expertise.

The macro-economic crisis of 2008 had a major impact globally across organizations – mainly because they were unaware with the speed and the magnitude of the financial meltdown. Management at all levels of organizations was mostly caught unawares when they had to deal with the relentless decline in their organizations’ financials - top line, margins, stock prices etc.

In order to cope with the situation, most CEOs chose the most obvious route and opted to ‘cut’ costs. In a majority of the organisations, IT (Information Technology) investments have traditionally been perceived cost intensive, primarily due to lack of understanding of the benefits by the senior business executives. And more importantly due to the CIO’s inability to articulate and quantify the clear business benefits that the organisations were getting from the IT spends, which on average equated to between 2% to 3% of the overall budget.

As a result, IT became a major focus area for “cost cutting” and further evidence of this came in the form of the changes in the CIO’s organization. Since the crisis began, the reporting line of the CIO in a lot of cases moved from the COO to the CFO, to manage the cost cuts. IT deployments across industries were slotted into two distinct buckets – “Run the Business” and “Change the Business”.

“Run the Business” (RTB), also known as “Keeping the Lights on” – did just enough to ensure that the IT organizations met their obligations to the business and kept the IT services running. This included the entire stack – from underlying IT infrastructure, platform and applications. The general directive across organizations was to cut down the cost of RTB between 25% to 30% and in most cases also leverage the saving for “Change the Business” (CTB) initiatives which are in line with organizational priorities.

The CTB initiative was a new experience to the IT departments as they were not used to working closely enough with the business to be able to understand the requirements specified. The rapid pace of change was another challenge for the IT departments. The days of long drawn out projects had effectively ended. Business wanted a clear ROI in a short duration and they needed someone who inherently understood what the business wanted.

The macro-economic crisis has shaped IT departments into nimble units that can have a clear understanding of the business, and the ability to demonstrate ROI, while keeping the existing costs under check. Some steps taken towards this by the IT departments include, hiring strong business managers who have a strong appreciation of the business and technology, and with strong program and project management capabilities to become more agile in their delivery. And more importantly, these managers could identify growth pockets, leveraging technology, to add to the organization’s top line.

This has been and continues to be a long journey and a lot of work still needs be done to reach an Utopian stage, where IT is perceived as a business imperative and not just a necessary evil.

The Potential of the Cloud to invent and reinvent business

Rail operators East Coast have outsourced communications and IT services to O2 Unify, in a deal valued at £2.6 million, which will see a consolidation and restructuring of core infrastructure services.

The three year contract will see O2 oversee a redesign of infrastructure across 23 sites in England and Scotland operated by East Coast.

The contract will also see O2 and its parent company Telefónica provide direct mobile support and media engagement including travel information services.

Over the lifetime of the contract, East Coast is expecting to generate cost savings of £1 million from the redesign of services.

East Coast Finance Director Tim Kavanagh, said: “As a business, we were looking to simplify the way that we ran our communications in order to make savings- we also wanted to streamline our processes to create easier, more user-friendly systems that benefit East Coast employees and our customers.”

Telefonica cloud services to cut HR costs by 40 percent