Corporate Vision March 2015

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Big Data and Decision-Making

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Why Your Team Needs Less Leadership

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Crowd Marketing

Shangri-La Nanjing Tradition and modernity collide in luxurious fashion in China’s ancient capital

Knowledge is Currency

Peter Hepworth, CEO of AXELOS, discusses the importance of professional development to the millions of people working in IT service management and project management

March 2015

www.corp-vis.com

Editor’s Note Welcome once again to Corporate Vision – your eye on the business world.

In our cover feature this month, we hear from Peter Hepworth, CEO of AXELOS. He discusses the importance of professional development to the millions of people working in IT service management and project management (p.12).

Elsewhere in the issue, Aaron Auld, CEO of EXASOL, tells us how next generation computing power is redrawing the relationship between technology and management (p.18).

Shweta Jhajharia, Principal Coach and founder of The London Coaching Group, tells us why focusing more on management, and less on leadership, could work wonders for your business (p.20).

William Buist, owner of Abelard Collaborative Consultancy and founder of the exclusive xTEN Club, gives us four ways collaborative leadership dramatically increases profit (p.22).

Dominic Kitchin, of The Science of Buying, tells us how businesses can create loyal customers by tapping into the tribal nature of football fans (p.30).

And in our Lifestyle section we head to China’s ancient capital of Nanjing, and the new Shangri-La Nanjing (p.34).

We hope you enjoy this issue. See you next month.

Mark Toon, Editor

Contents 6 News

11 Industry Insight Knowledge is Currency

15 Strategy Big Data and Decision-Making Why Your Team Needs Less Leadership Stronger Together

23 Money The Adviser’s Advisor

27 SME Crowd Marketing

31 Lifestyle Shangri-La Nanjing

News

Are Entrepreneurs Born or Made?

Policy-makers are increasingly looking to entrepreneurs to drive job creation, innovation and economic growth In the inaugural Barclays Debate held last week in November, panellists Jamal Edwards, founder of SB.TV; Russell Hall, co-founder of Hailo; Roksanda Ilincic, fashion designer; Doug Richard, founder of the School for Startups, and Greg Davies, Barclays Head of Behavioural Finance, were asked whether entrepreneurship is innate or can be taught. They also explored the conditions needed to enable entrepreneurs in the UK to flourish in an increasingly competitive global market.

From genetics and parenting to formal education and the school of life, each entrepreneur credited - to varying degrees - the importance of what they were born with versus what they were taught. They also agreed that entrepreneurs share a number of key characteristics including: ● Determination ● A creative mind-set ● Resilience ● Adaptability ● Willingness to take risks

success. Some entrepreneurs are born into circumstances that favour their chances of success, or get a lucky break at the right moment. However, there are many factors that can tip the odds in an entrepreneur’s favour and increase their chances of success.

Interestingly, academic attainment wasn’t considered a predictor of entrepreneurial success. Indeed, around the room there were many who challenged the ability of a constrained education system to nurture creativity and encourage entrepreneurship.

Competition, while a source of anxiety for many entrepreneurs, can also be a positive force if it drives you to work harder, or provides opportunities to learn from others. Growth was considered a by-product of an entrepreneur’s insatiable appetite to succeed and their passion for what they were doing, which most of the panellists thought of as a ‘born’ characteristic. They all shared the belief that the main motivation behind their success was not money, but the passion and drive that comes from wanting to solve a problem or create something new, and the importance of having the support of family and friends as well as financial backers. Greg’s final conclusion, based on the scientific evidence, that entrepreneurs are born and made, highlights the fundamental importance of identifying, supporting and fostering entrepreneurial capabilities.

There was also broad agreement that a certain amount of luck plays a big role in entrepreneurial

6 Corporate Vision March 2015

News

Appointments Moven Founder & CEO Joins Anthemis Group as Venture Partner

Anthemis Group, the leading digital financial services investment and advisory firm, has announced that mobile banking visionary and Moven Founder and CEO Brett King is joining the organisation in the role of Venture Partner. He will continue to be at the helm of Moven, the revolutionary mobile banking application he founded in 2012.

As a Venture Partner Brett will work closely with Anthemis’ global advisory business, offering its clients his experience and insights to source and structure deals amongst startups and incumbents, while also leveraging his extensive network to their benefit.

Generating New Business a Key Concern for SMEs in 2015 Maintaining current sales volumes was the third most significant concern – others include cash flow, customer credit risks and staff management Generating new business sales and legislation are the top concerns for UK SMEs in 2015, according to new research from Santander Corporate & Commercial.

Generating new business sales was ranked as the key concern by more than two-fifths (44%) of SMEs, followed by legislation (37%).

Maintaining current sales volumes was the third most significant risk, cited by more than a third of respondents (36%). Other key concerns include managing cash flow (35%), managing staff (35%) and customer credit risk (28%).

The survey, which gauged sentiment from a range of UK businesses in terms of their business plans for 2015, found that SMEs which described themselves as ‘highly ambitious’ were even more concerned about generating new sales: half (50%) ranked new sales as the key concern. Maintaining current sales/ business was ranked second overall.

Indeed, in an indication of their business mindset, highly ambitious firms were significantly more concerned about all business issues compared to the wider market, with concerns around customer credit risks and maintaining supplier relationships the most differentiated.

According to the research, smaller businesses with annual turnovers of between £1 million-£2.5 million are more concerned than larger firms with regards to generating new sales and business: 47% cited it as a

significant challenge compared to 43% for SMEs with turnovers between £2.5 million-£25 million. However, larger firms were more concerned about customer credit risk and managing staff.

Marcelino Castrillo, Head of SME at Santander Corporate & Commercial, said: “Existing and new customers are the lifeblood of SMEs, so it is good to see these are priorities for the majority of firms. It is also interesting to note the heightened awareness of these among firms that see themselves as highly ambitious – a strong grasp on core business issues such as customer services, sales and staff management are fundamental to the success of any business.

“Santander is dedicated to supporting UK firms, and provides a comprehensive product suite backed up a growing number of dedicated relationship managers and an increasing network of business banking centres. We want to be seen as the bank of choice for UK SMEs and we will do this by understanding the needs of UK business owners.”

percentage of SMEs who ranked generating new business as their key concern...

44%

March 2015 Corporate Vision 7

“Having worked with Anthemis as a portfolio company, it is clear that they are one of the most uniquely connected teams in the digital financial space today.

Thus, it is only logical that when it came to me personally investing in the FinTech space that I would choose to partner with Anthemis. I look forward to working alongside the team and their clients to further our collective mission,” said King.

Since Anthemis’ initial investment in Moven in 2012, King has been a core member of the Anthemis ecosystem, working alongside Anthemis partners on strategic initiatives and participating in the annual Anthemis Hacking Finance Retreat in Meribel, France.

Joining Anthemis as a Venture Partner is a natural evolution of his relationship with the company.

Nadeem Shaikh, Founder and CEO of Anthemis Group added, “Brett has always been ahead of most of the financial services industry in both ideas and action. We share a common goal of reinventing finance and are delighted to be able to work closely with Brett for the benefit of our clients.”

Splunk Appoints Amy Chang to Board of Directors

Splunk Inc., provider of the leading software platform for real-time Operational Intelligence, has appointed Amy Chang to its Board of Directors.

“We are pleased to welcome Amy to the Splunk board,” said Godfrey Sullivan, Chairman and CEO, Splunk. “Amy’s extensive technical background and strategic expertise will be tremendous assets as we bring the benefits of Operational Intelligence to IT environments, large and small.”

“It is an honour to work with Splunk at such an important moment in its history,” said Chang. “Splunk’s ability to deliver meaningful analytics regardless of the source or location of the machine data is changing the big data landscape. As a member of the board, I look forward to contributing to Splunk’s success.”

Amy Chang is CEO and founder of Accompani, a next-generation networking platform for professionals.

She currently serves on Informatica Corporation’s board of directors and the digital advisory council of Target Corporation, among other advisory boards.

Prior to Accompani, Chang led the product team for Google’s Advertiser Measurement & Reporting efforts from 2005 to 2012. Prior to Google, she served as a key member of eBay’s Product Strategy team, where she helped set direction for strategic global initiatives.

News

Record-Breaking Year for Executive Search and Leadership Consulting Profession

8 Corporate Vision March 2015

News

Estimated global revenues rose 10.7% annually in 2014, resulting in the largest ever worldwide revenue total

Appointments Nestlé Skin Health Announces Leadership Team

Nestlé Skin Health has announced organisational changes at top management level to support the company’s expanded market opportunity and ambition.

“Our goal is to grow the number of people the company serves to over a billion within 10 years, by offering skin health solutions that protect, maintain, nourish and enhance skin health and, when skin health is compromised, treat, correct and restore the skin to its healthy state,” said Humberto C. Antunes, CEO of Nestlé Skin Health S.A. and Chairman of the Board of Galderma Pharma S.A. “We are focused on enhancing the quality of life by delivering science-based solutions for the health of skin, hair and nails.”

2014 Annual executive search and leadership consulting industry trend data, just released by the Association of Executive Search and Leadership Consultants, revealed a 10.7% annual rise in global revenues and estimated industry revenues of $11.7 billion worldwide in 2014.

“As Europe pulls out of recession, strategic issues for business leaders facing growth include managing organisational risk through leadership succession planning, creating management bench strength, and proactively acquiring scarce skill sets (e.g. Digital experts) to stay ahead of the curve.”

Annual revenue growth from 2013 to 2014 was supported by a 2.5% rise in the volume of new executive searches started in 2014 over the previous year as well as an increase in the value of individual search assignments, rising 2.9% in 2014 over 2013. Similarly, the average revenue per consultant increased by 11% during 2014.

AESC President and CEO, Karen Greenbaum, commented: “Businesses understand that their most important asset is their people. Top talent creates the link between strategy and execution. This research shows that businesses also value executive search and leadership consultants as trusted advisors for their talent needs. The AESC represents the gold standard for our profession and it is clear that the integrity and knowledge of our members is appreciated by their clients.”

AESC Global Chair, Jason Johnson, commented: “I am delighted to see the global executive search and leadership consulting industry experiencing such a strong growth phase and posting the largest ever worldwide revenue of $11.7 billion. The industry is in good health with both a rise in the volume of searches and a rise in the average fee per search. Importantly, while we continue to see growth in the North American market, we are seeing increasing use of executive search and leadership consulting firms in other markets – particularly many of the emerging markets – as the governance environment within those markets evolves.

I am optimistic about the future of the profession and

looking forward to an even better year in 2015.”

Krista Walochik, President of Talengo and Chair of the AESC Council of Europe, Israel & Africa, commented: “As Europe pulls out of recession, strategic issues for business leaders facing growth include managing organisational risk through leadership succession planning, creating management bench strength, and proactively acquiring scarce skill sets (e.g. Digital experts) to stay ahead of the curve.”

Walcochik went on to say: “Concurrently, Diversity on management and supervisory boards is now a key priority in Europe, not only due to increasing regulatory pressure, but also to the ever increasing flow of cross-border investments, the globalisation of markets, and the war for talent in an ageing market.

The advisory services provided by our AESC member firms are increasingly in demand to provide sustainable solutions to these challenges across the region.”

Thomas T. Daniels, Senior Director & Partner, Spencer Stuart and AESC Vice-Chair and Chair of the AESC Council of the Americas, commented: “It is encouraging to see the strong performance of the profession worldwide. The growth of the industry to record levels reflects the importance that the best organisations in the world are partnering with executive search firms, which bring fresh perspectives and insights about talent, succession planning, executive assessment and leadership advisory services.”

North America remained the largest market for executive search and leadership consulting in 2014 with a 43% share, followed by EMEA at 33.4%. Asia Pacific followed in 2014 regional market share with 17.3% and then Latin America at 6.3%.

Of the major industries surveyed in the AESC’s 2014 annual report, Industrial continued to hold the largest share of worldwide senior executive search and leadership consulting activity with 25.3% of the 2014 market, followed by Financial Services with 20.5% of new searches started, and then Consumer Products (17.9%), Technology (15.3%), and Life Sciences/ Healthcare (13.2%).

March 2015 Corporate Vision 9

Galderma will continue to partner with healthcare professionals around the world to provide innovative medical solutions in dermatology, while a Consumer Skin Health business has been created to focus on meeting skin health needs in the broader market place worldwide.

Stuart Raetzman is appointed CEO of Galderma Pharma S.A. which includes Prescription, Self-medication and Aesthetic & Corrective medical solutions.

“Our unique focus on the skin clearly positions us as leaders in the dermatology market and this is set to continue,” said Stuart Raetzman.

Albert Draaijer, formerly Senior Vice President Markets & Franchises at Galderma, is appointed Senior Vice President, Consumer Skin Health. “With this new structure, our existing brands, such as Cetaphil and Daylong, we will find new channels and reach even more consumers, while allowing us to develop new science-based solutions for people around the world,” commented Albert Draaijer.

Peder Sortland Appointed CEO of Global Maritime Group.

Iteris, Inc., a leader in providing intelligent traffic management and weather information solutions, has appointed Andrew Schmidt as vice president of finance and chief financial officer.

Schmidt joins Iteris after serving as CFO of NASDAQ-listed Smith Micro Software for nine years, where he was part of an executive team that drove the company to a worldwide leadership position in connectivity software. Before joining Smith Micro, Schmidt held CFO roles for several public companies, including Genius Products and Mad Catz Interactive, and he also served as vice president of finance for Peregrine Systems.

“Andy has extensive experience with growth companies, particularly those in the software industry,” said Kevin Daly, interim CEO of Iteris. “His operational experience, financial acumen and, most importantly, we anticipate his strategic financial perspective will contribute to our growing core businesses and the continued development of our software-based products. I am looking forward to working with Andy on a broad set of initiatives that can draw upon his unique background and skill set.”

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Industry Insight 12 Knowledge is Currency We catch up with Peter Hepworth, CEO of AXELOS, to talk about the importance of professional development to the millions of people working in IT service management and project management

Industry Insight: Knowledge is Currency

Knowledge is Currency Peter Hepworth, CEO of AXELOS, discusses the importance of professional development to the millions of people working in IT service management and project management

tions – that their original investment does not begin to produce diminishing returns – the best practitioners in any industry will ‘top up’ their original qualification throughout their career. Knowledge in any discipline is not static, it is constantly growing and changing – so it is vital that professionals keep abreast of key developments, new viewpoints and best practice.

In business, knowledge is currency. It’s what makes you valuable to a potential employer. And the opportunity to develop that knowledge and skillset is what makes certain organisations desirable places to work.

This is common sense. It’s why so many professionals across the world invest their time and energy into ongoing learning to distinguish themselves from their peers.

And why so many organisations pride themselves on their commitment to supporting that development.

For most individuals this starts with that initial qualification that’s recognised as best practice in their chosen industry or field. To ensure that they keep receiving the maximum benefit from their qualifica-

For the employer, investing in professional development ensures that they can develop their team, driving up standards, making their organisations more effective. It gives them a fantastic return on investment as key team members grow at the company and also has the not-insignificant bonus of improving staff loyalty and morale at the same time.

Approaches to professional development vary from industry to industry. Some industries – such as healthcare – understandably make some form of continual training mandatory, ensuring that all practitioners keep their skills up-to-date. For others, such as teaching, that ongoing development is an accepted part of day to day life. For those who work in the fast-moving industries of technology and project management – my personal professional background is in the gaming industry – staying up-to-date with current thinking and best practice is more important than ever. Technology changes incredibly quickly, as new devices and practic-

12 Corporate Vision March 2015

es emerge, develop and fade undertaking some form of continuing professional development (CPD) is essential.

At AXELOS, we manage and develop two of the most widely used qualifications in the IT service management and project management industries – ITIL and PRINCE2. Between the two, almost 500,000 exams were taken last year. And for the millions of our practitioners worldwide, having a formal CPD programme is becoming more and more important. It’s not just about developing that knowledge, because for many this is already a part of their professional psyche. It’s about having a mechanism to plan, record and evaluate that learning to help individuals make the most of their development. We were asked repeatedly what we could do to support practitioners who were looking to develop their own personal skillset and move towards a long-term career plan – to tell them what options were available, and what those training and development options meant in the wider industry context. Our practitioners also want to be able to ‘prove’ their skills, knowledge and relevancy to current and future potential employers, to help them stand out from their peers.

With that in mind, later this year, AXELOS will launch its first comprehensive CPD programme to support both ITIL and PRINCE2 practitioners. By researching the existing CPD market we’ve been able to identify

Industry Insight: Knowledge is Currency

500,000

ITIL and PRINCE2 exams were taken last year

The latest from ITIL ITIL is the most widely accepted approach to IT service management in the world. This best practice framework has been adopted by organisations, large and small, including NASA, Microsoft, Procter & Gamble, Shell and Disney. Throughout the 25 years of its existence, ITIL has supported IT organisations in providing business value for their customers in the form of well-designed and supported services.

Over time, ITIL has evolved to ensure it aligns with advancements in technology and the latest changes in overall business requirements. The core best practice principles ITIL follows - supporting business objectives, enabling business change, optimizing customer experience and continual improvement - remain relevant and helpful in the modern age of Cloud, Agile and BYOD. The latest from PRINCE2 PRINCE2 (Projects IN a Controlled Environment) is the worlds most practiced project management method. PRINCE2 provides the essential toolkit for any project manager to help navigate through all the essentials for running a successful project. The development of PRINCE2 was driven by the end-user feedback from project management specialists and public and private sector organizations. This has resulted in a truly universal best practice guidance which is flexible enough to be tailored for all organizations and used successfully for all types of projects.

PRINCE2 Agile, a new extension module for PRINCE2 is scheduled for launch in 2015. PRINCE2 Agile is tailored for forward-thinking organizations and individuals already using PRINCE2, who would like further guidance on how to apply agile methods to the world’s most recognised project management method.

MSP (Managing Successful Programmes) has grown across the world as it has been established as the standard for programme management. MSP offers best-practice guidance to all organizations – large or small in both the public and private sector – to help them achieve successful outcomes from transformational change. MSP has been developed to help organizations achieve excellence by improving practices, offering better services and preparing more effectively for the future.

March 2015 Corporate Vision 13

Industry Insight: Knowledge is Currency

14 Corporate Vision March 2015

Industry Insight: Knowledge is Currency

the best processes and practices to develop a best of breed solution. The programme will provide a clear ‘career path’, outlining different types of development and how it relates to different roles across a range of industries. We will provide access to tools and content that supports individuals to meet their professional development goals.

For organisations this is an opportunity to start formalising some of their learning and development activities. They can access the AXELOS skills framework to understand the development paths available to their employees and use it as a foundation to support their performance reviews. By having a benchmark to

AXELOS Global Best Practice – ‘Making organizations more effective’ In the ever-changing world of the 21st century, one thing remains constant: AXELOS’ commitment to nurturing best practice communities on a worldwide scale.

The goals of AXELOS are many and varied, each one aimed at helping businesses and individuals reach success, and empowering them to truly stand out in a competitive market.

evaluate against, organisations can begin to effectively manage their recruitment and development of the best talent.

This is also an opportunity for recruiters. They get to understand the currency and relevancy of their candidates’ capabilities better. This in turn enables them to place candidates into clients more accurately and meet the needs of their clients by providing them with the right people with the necessary skills and experience to make their organisation more effective.

I am certain that our practitioners will find that their desire for a formalised CPD programme have been met – and I believe that our tools will help ensure that organisations find it easier to embed CPD best practice into their company culture and management style. This approach is critical – and I believe that companies which don’t keep up will lose out, both by failing to hold on to key staff and by being unable to keep up with rising standards and best practice.

Better CPD provision helps everyone in a business from the boardroom down. We hope that our new programme will prove a call to action to practitioners, to expand their learning and develop their skills, and to companies, to provide the time and structure to allow their employees to train themselves and drive up standards across the industry.

The business was launched in January 2014 to promote and grow the Best Management Practice portfolio, including ITIL – the world’s most widely-used IT service management framework – and PRINCE2 – the world’s most practised project management methodology.

AXELOS has already given a glimpse of developments in 2015, which will include the launch of the PRINCE2 and Agile extension module as well as the first-ever Continuing Professional Development (CPD) programme for practitioners qualified with AXELOS products. CPD will benefit the many thousands of people who are already qualified in AXELOS products to stay up to date, contribute to the community and demonstrate this to their peers and customers/clients.

In addition, AXELOS will be launching a new Cyber Resilience Best Practice, which will provide organisations with a practical ‘how-to’ management guide to addressing cyber security risks by building on existing business capabilities and language.

AXELOS has recently launched a new website, AXELOS.com, showcasing its products and services.

Over the coming weeks, more community features with be added to their online community where registered members can engage with others working in global best practice.

For more information about how AXELOS is ‘Making organisations more effective’, please visit or comment at: • Web: www.AXELOS.com • Twitter: @AXELOS_GBP • G+: AXELOS • LinkedIn: AXELOS Global Best Practice • YouTube: AXELOS

March 2015 Corporate Vision 15

About Peter Hepworth Peter is chief executive of AXELOS and a globally experienced executive with an exceptional track record in the consumer goods, technology and entertainment sectors having worked across high growth emerging markets whilst living in the UK, USA and France.

With over 25 years’ experience spanning sales, marketing, I.T., supply chain and finance, Peter has held senior international positions at L’Oreal, Sara Lee Corporation and Activision Blizzard, home of the hugely successful gaming franchise Call of Duty®, most recently running the UK & Ireland business as Managing Director.

Strategy 18 Big Data and Decision-Making Aaron Auld, CEO of EXASOL, is here to tell us how next generation computing power is redrawing the relationship between technology and management.

20 Why Your Team Needs Less Leadership Shweta Jhajharia, Principal Coach and founder of The London Coaching Group, tells us why focusing more on management, and less on leadership, could work wonders for your business

22 Stronger Together Collaborative leadership can dramatically increase profit, says William Buist, owner of Abelard Collaborative Consultancy and founder of the exclusive xTEN Club

Strategy: Big Data and Decision-Making

Big Data and Decision-Making Aaron Auld, CEO, EXASOL, tells us how next generation computing power is redrawing the relationship between technology and management

In the age of next generation, in-memory computing all businesses can, and should, be data-driven. We’ve all heard the buzzword ‘Big Data’, but what does this mean? It means that managers no longer have to make decisions in the dark. They can gain insights from their data, on-demand, by working with their technology department to minimise the risk associated with all business decisions. The fact that IT can tap into the data means the relationship between the technology department, which was often thought of as a function on the periphery of the business, and the business leaders themselves, is being redrawn.

Technology and management no longer work in silos.

They work alongside each other to find vital insights from their deluge of data. These insights have seen online retailers increasing sales by suggesting tempting additions; banks being better equipped to check for fraudulent activity in real-time; online and mobile gamers receiving incentives to keep them coming back; and customers, in general, feeling more valued through better-tailored promotions. In a nutshell, faster, smarter data analysis enables management to know who their customers are, what they are doing and how to keep them coming back for more.

So why is next generation, in-memory data analysis making such a difference to the business of management? In the past, when management wanted to

analyse new data - be it the latest sales numbers, inventory analysis, customer activities or website traffic they would talk to their analysts who would propose a query to be passed on to technology to execute. It was a time-consuming process and the results would take anything from hours to days to months. Times have changed: The latest business intelligence applications are providing unprecedented levels of speed, scale and simplicity to storing and accessing data at a price most companies can now afford.

As a result valuable nuggets of information can be found by management and businesses have never been in a better position to capitalise on the real-time demands of their customer base. Managers can now access and visualise decision-changing data as soon as it is needed and this means that technology is gaining new ground as integral across all areas of the business - from marketing to product development not just as a function on the periphery, but central to it.

Businesses that have managers who are embracing in-memory database technology are seeing unprecedented growth with levels of insight never seen before. Here are a few examples of how data analytics is working in the real world for a number of different companies, using a variety of next generation database and analytics tool: Channel 4 Since 2006, C4’s focus on becoming a data-led broadcaster has meant that management has worked closely with technology to implement cutting edge data warehouse and analytics tools to really understand its audiences’ viewing habits on its hugely successful on-demand website, 4OD. Powerful and superfast data analytic capabilities have consequently

18 Corporate Vision March 2015

Strategy: Big Data and Decision-Making

brought real-time intelligence to C4 that enables it to provide a number of value-add services such as allowing viewers to resume a programme in the right place, across all platforms; or by offering viewers a menu of programmes that are likely to be of interest based on their previous viewing history. coop -EG coop installed a new data warehouse-based business intelligence solution in 2011 to consolidate receipt data across all its stores and make overall evaluation possible in real-time. As a result of the new system, coop management was able to respond immediately to specific spikes in product demand at particular stores and adjust stock accordingly depending on seasonal fluctuations, bank holidays, weather forecasts, school holidays or events and promotions in neighbouring stores.

Wooga Rapid growth and the continuous development of social games placed great demands on the database technology that this leading, global mobile and social games developer used. The increasing amounts of data being produced that needed processing within a very short time, meant the company quickly adopted a high performance database with superfast, reliable analysis tools so that management was able to analyse and respond to user behaviour in real time and on an ad hoc basis. Real-time business intelligence and a new, powerful database meant that Wooga could cope easily with peak periods of global game play and remain attractive to users on a long-term basis.

myThings myThings is the global leader in customised programmatic ad solutions for top advertisers in 30 markets, including Adidas, ToysRUs, Littlewoods, Very.co.uk, Orange, and Microsoft. It relies on instant access to huge amounts of data to gain real-time insights at the user-level so that it can effectively buy the best advertising slots for its customers. It simply would not be able to do its business properly without a superfast, in-memory database and analytics solution to support its data-centric business model. As a result, the technology team consistently plays a pivotal role in the company’s business decision process.

“

The latest business intelligence applications are providing unprecedented levels of speed, scale and simplicity

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March 2015 Corporate Vision 19

Strategy: Why Your Team Needs Less Leadership

Why Your Team Needs Less Leadership Shweta Jhajharia, Principal Coach and founder of The London Coaching Group, tells us why focusing more on management, and less on leadership, could work wonders for your business

manager differ for each: 1. Deciding WHAT needs to be done.

2. Creating NETWORKS OF PEOPLE who can accomplish this.

3. Ensuring these people ACTUALLY DO their job.

Manager - controls problems and systemises the solutions, as well as monitoring the plan in detail and identifying, and correcting, any deviations.

In SMEs, leadership is overrated

Steve Jobs. Bill Gates. These are the people that most business owners aspire to; leaders with incredible vision who have built empires through their powerful leadership.

But while Steve Jobs was envisioning the iPhone, Steve Wozniak was building Apple. While Bill Gates imagined a PC on every desk, Paul Allen was building Microsoft.

Next to these monolith leaders was an equally monolith manager – and, according to Shweta Jhajharia of The London Coaching Group, that’s really important.

Leadership and management are NOT in competition – one is not better or more important than the other.

Each has its own required functions and activities.

And both are essential for success.

In fact, if you have leadership in an organisation with ineffective management, it could be much more disastrous than the reverse.

As the business owner, many of us must wear the hats of both the leader and the manager. It is therefore critical to make a distinction between your roles, and be aware of what you’re doing and how you’re doing it.

Shweta suggests there are three essentials in every business and explains how the roles of leader and

In these three essentials, as a “leader” and as a “manager”, you will play very different – but equally critical – roles. Let’s look at each in turn: 1) Deciding WHAT needs to be done Leader - sets the direction of the business and develops the vision of the future.

Manager - sets targets, creates plans, and allocates resources in order to achieve that future.

2) Creating NETWORKS OF PEOPLE who can accomplish this Leader - aligns people and communicates the direction to the key personnel who create leverage and move the vision forward.

Manager - creates the organisational structure, including a set of roles that will be required to achieve the goals.

3) Ensuring people ACTUALLY DO their job Leader - motivates and inspires people by tapping into emotions in order to get them moving in the right direction and get them excited about getting there.

20 Corporate Vision March 2015

In an SME the management side of things is actually the more critical part of running the company.

In most corporates, you’ll find they are over-managed and under-led. Managers will sit at various levels of the company, monitoring people. There is usually no one relaying the purpose, re-energizing the motivations and inspiring the employees to align with the company culture.

Most SMEs, however, are undermanaged and overled. SME business owners are inspired, excited entrepreneurs who overflow with passion and charisma. The leadership comes naturally – people are automatically inspired. If you, as a leader, are undermanaging your employees, you could end up with a team who are really excited to be working with you, but who are simply unable to deliver. That’s because they need systems to deliver. And the manager builds the systems: so you need to be the manager.

SME leaders need to become more focused on management, not leadership, if they want to start seeing the visions they have for their business become a reality.

Strategy: TWhy Your Team Needs Less Leadership

March 2015 Corporate Vision 21

Strategy: Stronger Together

Stronger Together William Buist, owner of Abelard Collaborative Consultancy and founder of the exclusive xTEN Club, gives us four ways collaborative leadership dramatically increases profit

When the company leaders articulate how the job of each person impacts the final goals of the organisation, they also help everyone remain focused and more productive.

2) A collaborative leader guides the organisation by example Effective leaders have the power to make incredible differences in the success of an organisation.

When some of the most successful businesses are analysed, their leaders tend to have one thing in common; a collaborative leadership style.

According to William Buist, CEO of Abelard and Founder of xTEN Club, collaborative leaders have vision, presence, commitment and confidence as central traits, which help them foster achievement within their organisations: 1) A collaborative leader understands the vision of the company and can communicate it effectively When Douglas Conant began working to turn around the struggling Campbell Soup Co, he focused much of his energy on improving employee engagement.

He established a system of surveying the different work groups and ensuring that everyone discussed their progress on their goals. He promoted people from within the company and openly celebrated the achievements of team members. Conant personally sent out dozens of thank-you notes each week to employees to let them know that their work was appreciated. He made sure that workers at all levels understood and appreciated where the company was trying to go. The method worked and the company quickly turned around.

Leading an organisation requires the ability to see the company as a whole and the role that each person has in reaching the goals of the company.

The CEO of Costco, Jim Sinegal, has a reputation of being precisely this type of leader. He makes himself readily available to people at all levels of the organisation by taking the time to personally answer emails and phone calls. His salary is famously only $350,000 a year, although many CEOs of similar sized companies bring in many times that amount. He restricts himself because he does not believe he should earn more than 12 employees on the floor. Sinegal models the values of the organisation, enhancing the respect many feel for him, both within and outside the company.

The leaders of a company are generally viewed as the embodiment of the values of that organisation, and employees look to them to learn about behavioral expectations. When the officers and managers of an organisation demonstrate their willingness to hear suggestions and collaborate on projects while also showing respect for employees and valuing their contributions, employees will follow suit...

3) A collaborative leader has confidence in their employees and therefore trusts them to problem-solve on their own Brad Smith of Inuit has done a remarkable job.

His company is widely considered one of the most successful financial software companies, particularly when it comes to popular software such as QuickBooks. One of his secrets to success, however, has been the culture of experimentation he encourages among his employees. He is known for giving his employees the space they need to try their ideas. He trusts his employees to embody the values and goals

22 Corporate Vision March 2015

for the company and allows them to problem-solve and create new paths within the organisation.

Sometimes one of the most important lessons a leader can learn is how to let go. Too many leaders make the mistake of micromanaging their organisations. A collaborative leader is someone who feels confident in the hires they made and trusts them to make good decisions.

4) A collaborative leader creates an atmosphere which fosters collaboration in others ING Direct Canada has abolished job titles and offices and encourages employees to work together to move the company forward. The leaders of the organisation will accept opinions from everyone in the company.

The Motley Fool has such a high dedication to promoting collaboration that they have a Chief Collaboration Officer. Employees are encouraged to work together through games as well as features, such as mobile desks, that make it easy to relocate.

Open communication is the key to moving companies forward. When employees go through the workday in their own circles, without interacting with others, they run the risk of losing sight of their own value and the goals of the organisation.

Creating and encouraging a spirit of collaboration will help employees feel comfortable sharing their ideas. For example, when marketing and sales teams get themselves on the same page and collaborate their efforts, businesses can see step change growth in revenue.

When an organisation has strong collaborative leaders managing the company, the business can reach incredible heights; it will have the tools it needs to innovate and position themselves at the forefront of their industry.

Strategy: Stronger Together

March 2015 Corporate Vision 23

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The Richard Tyler International, Leadership Mastery™ Program is an intense, five-day training seminar for the professional who wants immediate results.

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Money

24 The Adviser’s Advisor MarketCounsel is the leading business and regulatory compliance consulting firm to America’s preeminent entrepreneurial investment advisors. We caught up with Brian Hamburger, CEO, to find out more

Money: The Adviser’s Advisor

The Adviser’s Advisor MarketCounsel is the leading business and regulatory compliance consulting firm to the America’s preeminent entrepreneurial investment advisors. We spoke to Brian Hamburger, CEO, to find out more about the firm and its approach

MarketCounsel is strategic counsel, implementation expert and leveraged outsourced provider to leading registered investment advisors (RIAs).

The firm’s clients are entrepreneurs navigating their businesses within a highly regulated environment; the industry’s regulators have a substantial impact on businesses working in the wealth and money management arena. MarketCounsel works tirelessly to stay up to speed as to what they are thinking, talking about and doing, says Brian Hamburger, CEO. “It is our job to keep our clients ahead of the curve while quieting unnecessary noise. Our clients have a job to do – serve their clients as true fiduciaries – and our role is to protect the blind side, and help them to take care of all other critical areas pertaining to running their businesses effectively.”

Big or small, RIAs set themselves apart by a steadfast determination to serve their clients and hold themselves to the fiduciary standard of care – that means clients’ interests, first and always. “To achieve this, they become something far more than they’re being paid for – advocates and champions for their clients,” Hamburger says. “They must innovate. They must be product agnostic and unmotivated by securing

“

It is our job to keep our clients ahead of the curve while quieting unnecessary noise.

”

26 Corporate Vision March 2015

benefits for themselves – rather, what will secure their clients financial futures? This is what makes a good business but it’s also what makes good people. And we are honoured to work with them.”

MarketCounsel, with a front row seat to how the best advisers engage with and serve their most demanding clients, is committed to adhering to the same impeccable standards of client care, says Hamburger.

“We value and strive to support our clients completely, every day – and then set out to anticipate their every need.”

Asked what sets MarketCounsel apart from its competitors and peers, Hamburger says, “I may be the least qualified person to answer this question since we don’t pay attention to what competitors in the space are doing. We have an unrelenting focus on doing the best possible work for our clients within an extraordinary service platform.

“We operate as true champions of financial advisory inde-

Money: The Adviser’s Advisor

pendence based on our long-term belief that what’s good for independent RIAs is good for those that steadfastly serve them. I know that we face competition in different roles and functions we provide and I think they fuel our endless innovation.”

MarketCounsel’s working culture exists within the space between its core values, says Hamburger: exercise sound judgment; make a substantial impact; drive continuous improvement; go forth with intense passion; and set out to win every day.

The money management industry Hamburger says there is currently a healthy dialogue in the money management industry about automation and efficiencies; debate over the confusion among brokers and advisers; discussion of a uniform fiduciary standard of care and how to improve investment adviser examinations; the issues of cybersecurity and identity theft - the increasingly urgent need to protect

clients from hackers; good evolution on succession planning; and the ever-growing trend of the best advisers continuing to break from the shackles of wirehouse employment.

Asked which of these developments is set to have the biggest change on MarketCounsel and the industry as a whole, Hamburger says one issue in particular deserves to be highlighted: the elevation of independent investment advice as a separate and distinct utility within the securities industry. “Consumers or investors still do not get understand the distinction between an RIA and a broker,” he says. “There is a still a prevailing fear of big banks and a palpable resignation to the fact that this may be ‘as good as it’s going to get.’ The first step is to establish some roots of understanding of the differences – the next is to map out a clear path to engagement with the public. So many independent investment advisers spend all their time talking about what makes them independent. But the commonality in cause between them unites them in

March 2015 Corporate Vision 27

far more significant ways.”

Looking ahead MarketCounsel recently hosted one of the most talked about conferences in the industry, the MarketCounsel Summit in Las Vegas. Mark Cuban and Christopher Cox debated the role and relevance of the SEC, Tony Robbins opened with a message for the advisers in attendance, heads of the top custodians spoke, as well as a veritable who’s who of industry leaders.

CNBC covered the event live along with over twenty media outlets.

And the future for MarketCounsel appears to be no less exciting – although Hamburger is staying tightlipped as to what developments are in the pipeline.

“Stay tuned!” he says.

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SME

28

Crowd Marketing Dominic Kitchin of The Science of Buying, tells us how businesses can tap into our tribal nature

SME: Crowd Marketing

Crowd Marketing Dominic Kitchin, of The Science of Buying, tells us how businesses can create loyal customers by tapping into the tribal nature of football fans

are tribal. We have that innate desire to belong to something.

Football fans are incredibly passionate about their teams. Wouldn’t it be great if your customers felt as passionately about your business, if they’d tell everyone about you and if they’d defend you to the ends of the earth?

According to Dominic Kitchin of The Science of Buying, the key to this is to remember that humans

Although we no longer live in isolated tribes it doesn’t mean we aren’t tribal. Today, in the West, we create an identity for ourselves through the businesses we align ourselves with.

That is a key element that the big brands know that many SME’s miss. Nations created national flags to bring their tribe together and give them an identity.

The flags of the big brands are their logos; helping fel-

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SME: Crowd Marketing

low members of the tribe recognise each other and tell the world which tribe they belong to. No matter how advanced we are; who we give our allegiance to often tells our peers who we are and what we represent.

Branding is like a flag. It helps the consumer declare to the world what they stand for. When in business, think to yourself “What does my brand stand for?” Is it a clear message?

But remember; the brand is a promise to the consumer. It is a promise of an expected experience. “Buy us and you will receive this.”

By making a promise you attract customers, by keeping that promise you create loyal fans.

Remember the “I’m a Mac and I’m a PC” campaign from Apple in the mid 2000’s? The campaign was effective because the message was clear; use a PC and you are in for a major disappointment and frustration, use an Apple and begin creating your dream. What’s important is that Apple delivered on its brand promise and this is why we see so many Apple products today.

It is imperative to make sure your business can deliver on its brand promise. For example, let’s take Samsung. In order to compete with Apple in the mobile phone industry, Samsung decided to deliver a “bigger” phone. Samsung’s focus was on a particular feature of its product and for some months, it looked like this tactic had worked. However, those people that switched from Apple to Samsung began to head back to Apple. Why? It was simple; the Samsung was too complex to work. Many Apple users who had switched found the Samsung operating system user-unfriendly and problematic.

People returned to Apple in droves and Apple seized an opportunity; they saw the consumers’ demand for a bigger phone and then delivered it.

Research firm Consumer Intelligence Research Partners LLC (CIRP) reports at the end of Q4 2014 in the US that “86 percent of Apple customers upgraded from an older iPhone after the iPhone 6 and iPhone 6 Plus were launched.” Furthermore “Samsung and LG saw far lower loyalty rates, with 25 percent of Samsung owners and 18 percent of LG owners who activated a phone in the quarter switching to an iPhone”.

Apple once again is leading the market. One company had focused solely on its features (Samsung) while the other focused on the experience and tribe (Apple).

Dominic Kitchin advises that in order to create a tribe, the customer experience must be at the core focus of any business. Branding helps us tell the world who the tribe is. It is like a national flag – or a football strip.

But branding without delivery is simply a lie. People will become discouraged and look for something better. Delivering the brand experience will ensure your business stands out.

March 2015 Corporate Vision 31

Lifestyle

32 Shangri-La Nanjing Tradition and modernity collide in luxurious fashion in China’s ancient capital

An Inspired Escape

Shangri-La Nanjing Tradition and modernity collide in luxurious fashion in China’s ancient capital

Shangri-La Nanjing

Nanjing, the capital of Jiangsu province in Eastern China, occupies a prominent place in Chinese history and culture.

Having been the capital city of six different dynasties since 3 A.D., it is recognised as one of the Four Great Ancient Capitals of China.

It was the capital of Wu during the Three Kingdoms Period, and the capital of the Republic of China prior to its flight to Taiwan during the Chinese Civil War. Now, Shangri-La Hotel, Nanjing, the 88th addition to Shangri-La Hotels and Resorts, has opened in the centre of vibrant Gulou District of Nanjing city, which today is a prime destination for business and leisure travellers with its thriving economy and historical sites that encompass the UNESCO classified Imperial tombs of the Ming Dynasty and the mausoleum of Dr. Sun Yat Sen, ‘father of the Republic of China’.

The 450-guestroom Shangri-La Hotel, Nanjing overlooks the pristine Xuanwu Lake, which features a park – dotted with temples, pagodas, pavilions, teahouses and other attractions – and is situated next to an underground train network that easily accesses every direction of the city. From the hotel, travellers are a ten-minute drive to the Nanjing Railway Station and a 45-minute car journey to Nanjing Lukou International Airport.

Inside the 45-storey hotel, the energy of the bustling district is captured through expansive windows. The lobby, adorned with chandeliers and paintings of plum blossoms – a recurring image throughout the hotel – is a destination in itself. Taking pride of place in the airy hub of Shangri-La Hotel, Nanjing is a bronze installation of children throwing sandbags. Entitled Xi Ya Zi the art piece was specially created by Xiao Xiaoqui, one of China’s foremost sculptors who specialises in portraying children in action.

The guestrooms at Shangri-La Hotel, Nanjing range from 45 to 72 square metres and include 21 serviced apartments. Designed using earth tones with throw pillows and textured headboards to exude softness; artworks and furniture pieces stand out in the open layout that is complemented by views of the Xuanwu Lake.

Other aspects of the room design include the latest technology and complimentary Wi-Fi, as well as a spacious bathroom accented by a double vanity, separate shower and marble flooring.

In keeping with the muted colour palette, the 26 contemporarily styled suites occupy between 90 and 261 square metres and are furnished with the modern traveller in mind. Multiple areas allow guests to stay with the family, entertain or host a meeting. Suite guests will have exclusive access to the Horizon Club Lounge when it is unveiled in November.

Taking full advantage of the tranquil vista of Xuanwu Lake through floor-to-ceiling windows is the double storey Horizon Club Lounge on level 40 of Shangri-La Hotel, Nanjing. An all-encompassing concierge will personally attend to guests’ travel arrangements and requests, and organise daily breakfast, cocktails and refreshments for Horizon Club guests.

Dining options at Shangri-La Hotel, Nanjing include four food and beverage outlets, each with their own distinct identity. Huaiyang cuisine is a specialty at the hotel’s signature Chinese restaurant, Jiangnan Wok, led by respected Chef Hou. Decorative mirrors inset into wooden panels harmonise with the elegant surroundings and rich colours in the restaurant and its ten private rooms.

At the all-day dining restaurant, Cafe Xuan, conceived by the famed Japanese interior design company Super Potato, guests may approach the interactive cooking stations to choose from the freshly made buffet or sample Nanjing’s traditional roasted duck. For afternoon tea and light bites the Lobby Lounge, which leads to a 3,000-square-metre garden, is the perfect venue to catch up with friends.

JIN Hot Pot and Bar is a dining concept where fresh assorted ingredients are cooked in a simmering pot of stock placed at the table. A beer bar and an outdoor deck will also be a part of the restaurant’s facilities upon its opening next year.

In a quiet oasis spread over an entire floor of ShangriLa Hotel, Nanjing is CHI, The Spa. The soothing environment offers specially developed treatments, inspired by Chinese philosophy, in its nine spa rooms.

Adjoining the sanctuary is the Health Club and a fully equipped gym with floor length windows, an indoor swimming pool, Jacuzzi, sauna and steam rooms.

Shangri-La Web: www.shangri-la.com/nanjing

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