‘As we face the chal­lenges ahead, we’ll do so with a cul­ture that puts pos­i­tive change at its heart.’

Yorkshire Post - Business - - FRONT PAGE - Craig Nay­lor-Smith

Now, more than ever, busi­nesses across York­shire are be­ing chal­lenged to be­come in­creas­ingly ag­ile, or risk los­ing out to their com­peti­tors.

On­go­ing tech­no­log­i­cal devel­op­ment and ris­ing con­sumer ex­pec­ta­tions are putting pres­sure on firms to up­grade their pro­cesses and de­liver ever higher stan­dards of cus­tomer ex­pe­ri­ence.

While there’s a temp­ta­tion for busi­nesses to adapt by mak­ing ad­hoc in­vest­ments, this strat­egy can only take firms so far. With­out a ground­ing in a broader busi­ness strat­egy, these mea­sures risk be­ing poorly im­ple­mented or be­com­ing out­dated as the busi­ness en­vi­ron­ment con­tin­ues to shift.

A more sus­tain­able so­lu­tion can be found by fos­ter­ing a cul­ture that de­liv­ers pro­cesses of con­tin­u­ous im­prove­ment.

Cul­ture shift: Cul­ture touches ev­ery aspect of how a firm does busi­ness. It both de­ter­mines, and is de­ter­mined by, the ac­tions of em­ploy­ees, and ex­tends from the C-suite to the fac­tory floor.

A cul­ture that em­braces pos­i­tive change is es­sen­tial if a busi­ness is to re­main abreast of new devel­op­ments and chal­lenges. It’s also a key part of en­sur­ing that ex­ist­ing pro­cesses func­tion to the best of their abil­ity.

Now, en­abling such a cul­ture is no mean feat. As a peo­ple-led process, it re­quires the buy-in of ev­ery mem­ber of an or­gan­i­sa­tion, and for some can be a sig­nif­i­cant de­par­ture from the sta­tus quo.

How­ever, there are a few key steps busi­nesses can use to cul­ti­vate a work­place geared for pos­i­tive change, each an­chored by a ded­i­ca­tion to en­sur­ing em­ploy­ees are equipped to thrive in a dy­namic work­ing en­vi­ron­ment.

Tak­ing ac­tion: First off, busi­nesses should es­tab­lish clear and achiev­able goals which align with a firm’s long-term strat­egy, and which con­sider the strengths and lim­i­ta­tions of a busi­ness’s ex­ist­ing ca­pa­bil­i­ties and re­sources. The sec­ond key el­e­ment lies in en­sur­ing that a com­pany’s agents of change – its peo­ple – are equipped with the knowl­edge they need to im­prove on ex­ist­ing pro­cesses or put new ones into ac­tion.

This calls for ac­ces­si­ble, holis­tic train­ing that fa­cil­i­tates fu­ture in­no­va­tions and im­prove­ments. Cru­cially, train­ing should en­gage all lev­els of a firm to en­sure that the right skills are pro­vided to each depart­ment.

Next, busi­nesses must reg­u­larly and re­al­is­ti­cally eval­u­ate their progress, of­fer­ing in­sight into where ad­di­tional im­prove­ments should be made. A clear pic­ture of per­for­mance through­out an or­gan­i­sa­tion will give the most ac­cu­rate, and the most pow­er­ful, per­spec­tive from which to set new tar­gets and im­ple­ment change.

Fi­nally, and per­haps most crit­i­cally, com­pa­nies must op­er­ate with trans­parency.

This not only aids clear com­mu­ni­ca­tion, but also works to foster trust. In any process of change there lies an el­e­ment of un­cer­tainty, and be­ing open about the chal­lenges and the solutions sets a foun­da­tion for nav­i­gat­ing what lies ahead.

At Parseq, we strive to im­ple­ment these tenets in de­vel­op­ing our own cul­ture of con­tin­u­ous im­prove­ment. We con­tinue to op­er­ate cut­tingedge solutions while boast­ing an av­er­age length of ser­vice of 10 years across our work­force, a tes­ta­ment to our cul­ture’s ef­fec­tive­ness and on­go­ing suc­cess.

Each of these el­e­ments play a cen­tral role in our busi­ness and help en­sure we are con­tin­u­ally im­prov­ing what we of­fer, both to our em­ploy­ees and our part­ners.

The re­sults of our re­cent em­ployee sur­vey in­di­cate that our meth­ods are work­ing – 81 per cent of our staff be­lieve that they re­ceive suf­fi­cient train­ing in their jobs to be ef­fec­tive in them, while 80 per cent be­lieve Parseq is mov­ing in the right di­rec­tion as a busi­ness.

As we con­tinue to face the chal­lenges ahead, we’ll do so with a cul­ture that puts pos­i­tive change at its


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