News and Comment

Click on the headings to the right for articles and commentary published in external media, plus recent news releases.

This blog features posts on leadership, management and other topics we think will interest our community of clients and interim executives.

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Cornhill Partnership to merge Archer Mathieson and BIE Interim Executive

Archer Mathieson and BIE Interim Executive, sister companies within The Cornhill Partnership, have announced plans to merge from April. The new, as yet un-named business will be led by current BIE chief executive Rob Walker. Archer Mathieson’s current chief executive Richard Wright will relinquish his role from April and will pursue another opportunity later in the year. Cornhill will make a separate announcement about this shortly.

The newly enlarged business will offer both specialised, senior-level search and interim services. The search practice will continue to follow Archer Mathieson’s ‘multi-specialist’ approach, covering finance, human resources and supply-chain/logistics. Rob Walker says the merger supports Cornhill’s long term strategy:

“This is in line with our Group strategy to operate in a ‘multi-specialist’ model, exploiting market synergies through cross-selling and the use of shared, central services. We think the time is right for this move and that clients will welcome the development. Markets are never static and, as two organisations that help clients achieve their own change and transformation agendas, we too must adapt and change.

“The merger decision was driven by numerous factors. We wanted to end the overlap from a client perspective. And as one combined company, clients gain access to more services under one roof and a wider, deeper, higher-quality talent pool than before. In a single organisation we can better concentrate our marketing and focus our consultants as one, mutually-supportive team. It also gives us greater scale; the critical mass to grow and to do that faster than we could separately.”

Two industry observers familiar with both companies and the market they operate in have welcomed the news. Richard Smelt, non-executive director at Hays Plc and former group HR director at Northern Rock Plc said:

“I don’t think this move will surprise anyone and I completely see the logic. The gap between search and interim has narrowed over recent years; organisations see interim increasingly as a very credible way of resourcing. It makes complete sense to bring these two offerings together within one brand.”

Leo McKee, chief executive officer of nationwide retail chain BrightHouse adds:

“BIE and Archer Mathieson are two excellent businesses. The combination makes complete sense as the single-stop option for hiring executives.”

Commenting on Richard Wright’s departure, Rob Walker said:

“Richard Wright has done a tremendous job over the last two years. His final task is to see us through this merger before he takes up his next role.”

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Do people who exercise make better leaders?

Medical experts have been stressing for decades the health benefits that exercise provides. Recent studies have also been conducted into how exercise can play a part in employee performance in the workplace – particularly for those in leadership positions. As sceptical as we were at first, it seems there may be a strong case for the argument that people who exercise do make better leaders. Here are some of the reasons why:

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Does constructive feedback really improve staff performance?

Improving staff performance and productivity is a complex subject that companies and experts all over the world have spent millions of pounds trying to figure out. Offering constructive feedback is one of the more straightforward motivational techniques commonly discussed and it seems opinion is still divided.

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Motivating without Money

Nick Diprose, executive director of BIE, talks to interim executive, bestselling author and consultant David Thompson about what he sees as the greatest management challenge of our time.

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Are you “with it” or “past it”? Part 2.

Last week we listed six of the twelve characteristics organisations may need to demonstrate (embrace?!) in order to attract and retain the Generation F (Facebook generation), according to Gary Hamel. Here are the next six:

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Are you “with it” or “past it”? Part 1.

The experience of growing up online will profoundly shape the workplace expectations of “Generation F” – the Facebook Generation. As a minimum, they’ll expect work to reflect the social context of the Web – open, collaborative and informal.

Although it’s a buyer’s market for talent right now, it won’t always be the case — and in the future, any company that lacks a vital core of Gen F employees will soon find itself stuck in the mud. If we hope to attract the most creative and energetic members of Gen F, we will need to understand these Web-derived expectations and then reinvent our management practices accordingly.

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Why is there still a taboo about flexible working hours?

When UK companies work the longest hours in the whole of Europe, how is it possible that our productivity levels are amongst the lowest? Perhaps the fact that there is still a taboo about flexible working hours has something to do with it.

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Forward thinking

This article appeared recently on the HBR website. It’s useful, practical and sensible so here is a short summary:

A busy executive — aren’t we all? — crafted an excellent email response to an important query posed by her subordinate. Thoughtful, useful, and personal, her answer cut to the heart of the issue while presenting an effective approach for managing it.

The only problem was the executive’s note was too personal and, as written, couldn’t be shared with anyone beyond the original recipient. And yet it offered a thoughtful response to a business issue that would impact the behaviour of literally hundreds of employees.

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Recent interim demand not just for ‘negative’ roles

By Steve Dengel, Director, BIE Interim Executive

Recent research from Ipsos MORI on behalf of the Interim Management Association shows that demand for interims in Q3 2011 was 22% higher than the previous quarter. Unfortunately, it was also widely reported that it is only the weak economic outlook that is driving these impressive figures, as businesses hire experienced interims to come in and streamline their costs.

While demand for interims has undoubtedly improved in recent months, our experience is that this is not just driven by the negative aspects of the current economic uncertainty. A high proportion of recent interim placements are in response to businesses investing in the future rather than running away from it.

As well as a steady flow of UK roles, we have seen a high number of international requests from companies looking to accelerate away from recession by utilising appropriate interim skills, such as:

  • A manufacturing sector joint-venture in South Africa
  • Major IT systems implementations across Europe
  • Improvements in engineering capabilities for a manufacturing company
  • Rebuilding sales operations across Europe
  • A fashion brand creating greater sales penetration
  • Global acquisition support

These examples and others serve as a timely reminder that interims are still being used for positive, growth-focused assignments. Valuable as they are in ‘distress’ situations such as turnaround, cost-cutting or restructuring, it is important to balance the story of how interims are currently being used or we risk painting ourselves into a corner as the market upturns.

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Using experience on an interim basis – in the Premier League

By Nick Diprose.

Despite many thinking it was not a realistic option, Arsenal this week turned to veteran ex-player Thierry Henry, a Premier League star of the last decade now playing in the USA, for some much needed experience and guidance at a time when injuries have hit their squad hard.

Henry duly delivered on his first appearance, making an immediate impact to settle their third-round FA Cup game against Leeds by scoring the winner.

In a sporting parallel to the interim executive market, an experienced head very often delivers when a crucial result is needed.

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