Make worthwhile and lasting change in your business that inspires people, delivers results and improves systems.
Private Equity firms must have a clearly defined playbook containing value creation initiatives in order to succeed. This 40+ page playbook by Whiteark is the ultimate guide to realising value in your Private Equity transaction. An asset’s full potential is realised through a holistic approach, that focuses on optimising operational performance, enhancing strategic capabilities and effective capital management.
Andrew Birmingham writes for Whiteark about digital transformation. Digital technologies have recast business models and business value chains for over two decades, in almost every facet of work. The financial services, retail, media, entertainment and travel sectors have all been upended.
Phoebe Reid writes about recruiting versus developing your existing staff. It is fabulous when everything seems to be humming along with your team, they are working well together, have a good understanding of their role and business and are motivated and engaged. But then someone resigns!
Jo Hands, Whiteark’s Co-founder & Director, writes about what it means to be true to your values. She explains, “When growing up, we learn to understand the impact core values have on driving our behaviour and activity, as well as attracting those you work well with because you share similar values.”
Pete Crawford writes for Whiteark about governing data - moving from principles to practice. Let’s face it, data governance has a reputation of being a worthy, essential, but staid topic – a necessary prop underpinning aggressive innovative strategies or new analytic frontiers such as automated decision platforms powered by Deep Learning models.
The Guide to Getting Your Business Ready for Sale | To maximise the value of your business on exit it’s imperative that you commence strategic planning work at least 18 months to 2 years out from sale. Key elements that need to be considered in your strategic plan include...
Jo Hands, Whiteark’s Co-founder & Director, writes about the art and inherent need for connection. Connection is defined as a relationship in which a person or thing is linked or associated with something else - and it’s important, probably more than you’ll know. But did it have to take a global pandemic, border closures and state lockdowns for us to realise just how important connection really is?
How data teams organise themselves and evolve their operating model directly dictates the speed and success in delivering clearly defined value. There is often ambiguity associated over team roles – especially as tasks change in response to technology services that accelerate the ability to automate, collaborate and experiment.
Common themes for 2021 off the back of the year we have had…resilience and adaptability. This article will explore what they mean (let’s get back to basics), how does it apply personally, how does it apply professionally and key practical tips to be more resilient and adaptable.
Pete Crawford writes for Whiteark about positioning your data and analytics within your organisation. Regardless of whether a data team is comprised of two, 20 or 100 people its ability to produce actionable insights and outcomes is heavily compromised if capabilities are not aligned to business needs.
Matthew Webber writes about retail transformation in disruptive times. It is both confronting and somewhat depressing to turn the pages (physically or digitally) of a newspaper to see yet another retailer fall victim to the economic climate. There is nothing nice about an empty shop front, the loss of jobs or the withdrawal of an important community institution.
Pete Crawford writes for Whiteark about how we should be treating data as a product. He explains, even prior to COVID, the development of mature data and analytics capabilities was regarded by over 75% of organisations as a ‘mission-critical function’ as central as IT, HR and finance units. Now, there is even greater urgency to formalise data as a cornerstone of digital transformation.
Matthew Webber writes about rethinking our Global Supply Chains. The world as we know it has changed. The speed, the relationships, the priorities, the tastes. We can access information, goods and services quicker than ever – and our environments politically, environmentally and structurally seem more volatile than ever before. And this is before we even get to the great awakener in COVID -19.
Phoebe Reid writes about how the global Covid pandemic has brought uncertainty to both businesses and life. To be set up for success in 2021, it is important that employees can shift their mindset from just surviving each week to truly thriving.
There are many resources you can draw on to understand what makes a good leader but you will find there are many varied opinions. In my experience, I have learnt the most from the poor leaders I have worked for as they have really emphasised what not to do if you want to be a good leader. Below is a list of what to avoid if you want to make a good leader...
The CFO role is not an easy one - there is a real struggle between short term financial objectives and long-term strategic outcomes. Both are very important but need to be balanced. Getting your priorities right will ensure you thrive and not just survive which ultimately is the goal for every organisation.
Return on investment is an overused phrase but an underused concept in business. What return are you going to make for that investment? What is the payback period and how confident are you on the return? Say a company can only afford to spend $20 million on investment each year how does it decide what to invest in?
Optimisation is an overused word that can mean a lot of things, so let me explain... can a business perform better than they currently are? Can they improve customer experience, their pricing strategy and financial outcomes to drive a better return? In most cases the answer is yes!
Create some momentum in the organisation to simplify - give the executives and leaders the challenge of identifying areas that the company can simplify and put a program of work together to drive change and promote continuous improvement. Be structured and be clear on mandate. Remember what measures gets done.
Most people assume building the right culture within a company is simple, but the reality is, it’s quite difficult and very few do this well. Being a start-up or smaller company makes it easier to manage, influence and build the desired culture but as companies grow and evolve it is important that you hold the right culture, and ensure it is driven from the top down.
