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Lesson #3: Do Not Let Your Business Become Static
“Keep moving all the time,” says Ramsay. “That’s the exciting thing about cooking in this country: we are seasonal, so every three months there’s a move. We’re moving from spring into summer and suddenly the food becomes a lot lighter.”

Change for Good...What You Leverage and Measure, You Get!
Planning for change is a key phrase of the day. We all know why...we have to get better, be more productive, drive more customer loyalty, make less errors, do more sales, achieve more employee engagement. "You can't manage what you don't measure" is a companion mantra, acknowledging the value of meaningful change metrics.

Thought leadership is powered by three key principles
Thought leadership rests on three key principles: It is a PR rather than an advertising led exercise; It is about sharing information and content, and: It should produce a sound business outcome.
Return on Investment in Coaching: “But Will It Make Us More Money?”
Coaching is now widely recognised as a means of increasing employee motivation, retention and engagement, and that these will contribute to bigger profits or (in the case of state organisations) better budget management. But it is a fact that many L&D executives and suppliers have to find ways of justifying the spend in terms of concrete results. Corporate culture expert Carol Wilson looks at methods and tools for measuring the return on coaching programmes from the beginning to the end of the project, and tying that return into hard figures.
Potentially the Safest Forex Play in the Entire FX World!
SNB Governing Board Member Thomas Jordan, was quoted as saying that the SNB will continue to intervene and halt any gains by the Swiss currency. And so far, they’ve been highly successful.

Leadership and Culture; their impact on safety
From a presentation delivered by Robin Pullen as he spoke about “Leadership and Culture and its impact on safety” at the RISKWELL 2008 Conference held at the Sun City Complex, Sun Internatioal. South Africa
Leading With a Light and Gentle Touch
Some of the most powerful leaders in history have been gentle leaders. Think of Mother Teresa. Think of Nelson Mandela. If you lead others in teams or in groupwork, you can be as powerful as these great leaders. By having class and being gentle.
How Leaders Improve Performance
To improve business performance, leaders need to pay attention to both developing their leadership skills and developing the organisation. This article explores how these are inter-related and provides an integral understanding of what affects the performance of an organisation. Questions are provided to help illuminate the readers capability as they explore the 4 quadrants of the leadership and organisational development landscape, together with an excerise to help develop their awareness and skill.
7.3.3 Reconceptualising the role of training: Mainstreaming skills development for the poor
The whole concept of training should be reformulated more in terms of purposeful skills development based on a variety of modalities/interventions and not just conventional, formal training courses. Because 'training' frequently has pejorative connotations, serious thought should be given to replacing it with other terms. 'Skills development' is generally preferable with 'facilitators' (rather than trainers) in appropriate supporting roles.

7.2.1 A pro-poor training strategy: Room for manoeuvre
Recommendations concerning poverty reduction are frequently flawed because they fail to take adequate account of underlying political and social constraints and the ability of the state to fund and deliver effective programmes.

Principles of good practice for business development support projects
Business-like and demand-led. The best BDS organisations at supporting MSE are like those MSE in terms of their people, systems and values.

5.3.3 Women: Public sector training
common criticism of public sector training for the poor is that, at least up until fairly recently, it has been largely 'gender blind' which is part of a wider problem of mainly male policymakers simply 'not seeing' women.

5.3.2 Pre-employment: Public sector training
Most post-secondary public VET institutions have no explicit goals with respect to poverty reduction.
5.1 Is there a poverty reduction crisis? Training outputs and impacts
To what extent are the disappointing outputs and impacts of training interventions in support of the poor symptomatic of a much wider problem, namely the failure of government and NGO efforts to reduce significantly the level of poverty in most countries?
2.2.1 Training provision, outputs and impacts: Contributory factors
There are a number of additional factors that have further compounded the pervasive concerns about lack of impact and re-orientation. In particular, there is considerable confusion about what exactly "training to overcome economic vulnerability" actually refers to and the availability of hard evidence on training provision, outputs and impacts continues to be 'lamentable' (CINTERFOR, 1998).

2.1.3 The potential for change
Given the received wisdom that training for the poor has had limited impact and training systems have not reoriented to meeting the need of the poor, the key question is 'what is the scope for improvement with respect to both these dimensions of the training crisis?' Again, the prevailing mood among leading commentators is decidedly pessimistic. Broadly speaking, two types of pessimism can be discerned.

2.1.1 Poor outputs, limited impact
During the 1970s, there was considerable optimism among policymakers, donors and researchers about the potential impact of vocational training on productivity and incomes for the poor.

2.1 Dimensions of crisis
There are two basic sets of concerns about VET and poverty reduction. The first focuses on the failure of most targeted training interventions to have any appreciable, sustained impact on livelihoods.
Enhancing Microfinance Efficacy through Integrated Services
Most microfinance organizations serve what we define as the extreme and the moderate poor.
ROI: Return on Investment or Return on Illusion?
Do we really know what makes up a true return on investment? And more importantly, do we know the cost/benefit ratio well enough to really ignore understanding this elusive construct. Read here for the reality about ROI.
6.0 Propositions and conclusion: Enterprise solutions to poverty
We have argued throughout that the expansion of enterprise, particularly SMEs, is critical to economic and poverty reduction. This is hardly a new or revolutionary argument. It has been advanced by many others starting probably with Adam Smith. Indeed, a great deal of government policies and IDC interventions over the years have focused on creating the enabling environment for the expansion of the private sector in poor countries.

Other interventions Related Articles

SMEs - a South African perspective on SME start up and growth
How does the South African government plan its interventions to increase the start up and growth rate of SME's
6.0 Propositions and conclusion: Enterprise solutions to poverty
We have argued throughout that the expansion of enterprise, particularly SMEs, is critical to economic and poverty reduction. This is hardly a new or revolutionary argument. It has been advanced by many others starting probably with Adam Smith. Indeed, a great deal of government policies and IDC interventions over the years have focused on creating the enabling environment for the expansion of the private sector in poor countries.
2.1 Dimensions of crisis
There are two basic sets of concerns about VET and poverty reduction. The first focuses on the failure of most targeted training interventions to have any appreciable, sustained impact on livelihoods.
5.1 Is there a poverty reduction crisis? Training outputs and impacts
To what extent are the disappointing outputs and impacts of training interventions in support of the poor symptomatic of a much wider problem, namely the failure of government and NGO efforts to reduce significantly the level of poverty in most countries?
SMEs the impact of government interventions
An overview of the impact of government interventions on SME's.`
WASTING YOUR TRAINING BUDGET
Until organizations move from “quick fix” training interventions to a willingness to define exact outcomes and engage in a long term process to reach those outcomes, most of the training budget will continue to be wasted.
SMEs - are African governments doing it right
An overview of government interventions in Africa and other developing countries intended to assist SMEs
SMEs in Africa - do interventions help SMEs
A brief look at a few African interventions and their impact
Organization Development Techniques
OD is short for Organization Development. This is not a new term. Behavioral scientists have been writing about Organization Development for over 30 years. The science has evolved into many different approaches all aimed at the same objective: to enable massive improvements in organizational performance through specific and planned interventions. I have been involved with dozens of OD efforts over the past decades. Some of these have resulted in the desired improvement. Some have not. Let’s review four major types of OD interventions (there are others, but they are usually variations or combinations of these four):

Pushing Dailies: Extending Your Company’s Potential
Pushed to the limits. What about pulled to the limits? We can force people to work against their will, enforce rules, and forcibly remove people from their creature comforts. However, how effective are these interventions? Do they last? More importantly, with such forceful practices, will these companies last, and outlast others?

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