The Stanton Marris Blog

• A clutch of awards!

  We always choose to work in ‘blended teams’ with our clients, building the ownership and skills for ongoing work to transform performance, and helping to boost energy and commitment.

  So we are especially delighted at the recent success of our client, Birmingham City Council, the largest local authority in Europe. BCC has just been garlanded with no less than four awards for its BEST programme, which was designed, developed and piloted with Stanton Marris.

  BEST is an innovative and ambitious employee engagement programme designed to create a culture of innovation. Its success has been recognised in the past two weeks by four major prizes: 
  1. Gold Award for HR Excellence, HR Excellence Awards 2009
  2. Employee Engagement Strategy of the Year, HR Excellence Awards 2009
  3. People Management prize, 2009 Management Journal Awards
  4. HR Innovation prize, PPMA Awards 2009

  All of us at Stanton Marris congratulate our client on this tremendous success.

  For further information on the Birmingham BEST programme

  Read the full article "A clutch of awards!"

  Published June 26, 2009
  Written by John Bruce-Jones. This article is filed under: engagement
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• Bringing strategy evolution alive

  We’ve just had the first opportunity to discuss the findings of our research with a group of clients. A lively and enjoyable discussion over breakfast reminded us of the power of thinking together.

  Testing the key themes in the report against the challenges facing our clients in their businesses today, it was exciting to see a consensus emerge that brings together the four themes in a compelling story. One that’s not only relevant to the current challenging market conditions but also, as someone said, a model for the next five to ten years.  

  We summarise it as follows:

  • The old model for organisations and leadership is gone for good – look at the impact of the internet and what’s happening now in politics. Hierarchical authority is disappearing as people demand honesty and accountability from their leaders and entitlement to a voice for themselves – at work as well as in broader society. (This points to the research theme around the need to revive the strategy process.)
  • The recession has given healthy impetus to essential changes in the way we do things, especially leadership, communication and complexity.  (All of which carry organisational risks to the execution of strategy.)
  • Leaders need increasingly to be role models and facilitators of honesty and the courage to tell the truth across the organisation – this is personally challenging for individual leaders and leadership teams. (Linked to the research theme around adapting leadership.)
  • Even when leaders get this right, the risk is that it breaks down in the management chain. The whole organisation needs practical support to  act consistently with what they value about the organisation, and to share common purpose about what’s best for the firm. (Drawing on the notion of a collective organisational identity to do this.)  

  We look forward to seeing these discussions continued and new voices joining them on this blog!

  Read the full article "Bringing strategy evolution alive"

  Published June 5, 2009
  Written by Beatrice Hollyer. This article is filed under: leadership, organisational identity, organisational risk, strategy process
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