Software licence management has always been something of a dark art, and with a raft of different licensing options and complex vendor agreements, it’s easy to lose track. For smaller businesses that invariably have tight budgets and finite resources, licence management often falls to the bottom of the priorities list. However, failure to address the licence issue could be opening companies up to legal and financial exposure that cost significantly more in the long-run. The time for small businesses to ignore the risks related to software licensing has to be over, with recent research showing that vendors are targeting small- to mid-size enterprises (SMEs) with greater frequency.
The UK economy may be in recovery, but many small manufacturers are still struggling to generate enough funds to expand their business, or capitalise on new opportunities in the market.
The “Do MBAs help an entrepreneur?” question is an old chestnut that never seems to be resolved.
Part of the problem is one of ambiguity (what does ‘entrepreneurship’ mean?); part of the problem is one of sweeping generalisations and stereotypes (what does a typical MBA student or course look like?); part of the problem is the confusion of definitions (are we talking about the student/graduate, the programme or the business school?).
I was wondering what do you do when your motivation level is lacking, as well as your self esteem? What do you do to regain the motivation needed to move on with your plans and pursue your networking endeavors?
Working patterns since the economic crisis in 2008 have changed up and down the country, in large corporations through to SMEs and microbusinesses. A major part of this shift is due to flexible working, and it would be hard to find a business owner who hasn’t noticed the number of workers opting for a more flexible working pattern over the past few years.
The supply chain is the network that keeps a business alive. But with so many intricate parts, countless stakeholders and endless products, maintaining a healthy supply chain can prove tricky. So we’ve devised a health check for achieving a high-performing, sustainable, adaptable supply chain in just four simple steps.
Absent employees are a big problem for businesses, especially during the winter months, due to coughs, colds and flu, not to mention adverse weather conditions. But what can employers do to prevent and minimise the impact of absence on business?
You can probably think of thousand things you’d like to do for your business. Wouldn’t it be great to get some publicity in the local press? How about getting more hits on the website? Could you tap into some profitable markets abroad, say in China, France or Russia?
The Strategy Execution process is your highway to performance. To be more precise, you should picture your Strategy Execution process not as a single street but as a network of unique roads – smaller and larger ones –all interlinked together. And the roads carry names like ‘strategy review process’, ‘initiative management process’, ‘coaching process’, ‘individual objective setting process’ and so on. And all of these processes, and the interaction between them, are vital to your execution success.
For all companies there comes a time when the brand will be tested. Each test represents a fork in the road that can drastically shape a company’s future, and in some extreme cases, end it. For many organisations, at least one of these tests will come in the form of a product recall. Whether the company will suffer irreparable damage or ultimately strengthen its brand identity hinges on how prepared the organisation is to handle all aspects of the recall. This type of crisis has many components that must be handled expertly – such as, communication to customers and distributors, liaison with regulatory bodies and product retrieval and destruction.
Compared to a decade ago, both the technology and startup scenes are experiencing rapid and exciting change. The UK is feeling the benefit of this, as London draws some of the world’s most elite startups and is seen as ‘the place to be and be seen,’ even over Silicon Valley. The UK’s economy is steaming ahead and with advances in technology the barriers to entry to owning a small business are lower than they have ever been.
We always begin with the ‘expected potential’, but how many Entrepreneurs can safely guarantee the ‘achievement’ potential of their business? It is not just the good idea or a good plan, but the executor and execution of that idea and plan. It depends on the Entrepreneur himself, he being at the center of ‘sowing the seed and reaping the fruit’ in business. I call it the ‘Nucleus or Center of business’. It is about holding the center so well, that one is able to understand, fill and bridge the gaps that go unnoticed, when we are looking at the big picture of the business. How does one then strategise and measure the ‘achievement potential’?