Details

Written by Administrator

Parent Category: Business and Finance

Category: Expert Advice

Created: 13 December 2013

Last Updated: 05 January 2016

User Rating: 0 / 5

European SMBs nearer to full

digitisation than large businesses.

David Mills chief operating officer Ricoh EuropeSmall and medium-sized businesses (SMBs) across Europe are moving much faster than their peers in larger organisations in the race to complete key digital transformation initiatives, according to research commissioned by Ricoh Europe. Almost two thirds of SMBs (64 per cent) expect to digitise their remaining physical documents within the next three years, compared to less than half (46 per cent) of large businesses. In addition 78 per cent of SMB business leaders said that employees can work on documents from any work-supplied mobile device, compared to 69 per cent in large organisations.

Read more: New Research Released By Ricoh

Details

Written by Administrator

Parent Category: Business and Finance

Category: Expert Advice

Created: 29 November 2013

Last Updated: 05 January 2016

User Rating: 0 / 5

Bono shows exceptional investment

judgement in emerging internet stocks.

Bono and The EdgeWant to double your money? Well then take a leaf out of U2 duo, Bono and The Edge’s investment portfolio spreadsheet and you might learn a trick or two.

Read more: Double Your Money

Details

Written by Administrator

Parent Category: Business and Finance

Category: Expert Advice

Created: 15 November 2013

Last Updated: 05 January 2016

User Rating: 0 / 5

Companies face losing customers and revenue without them.

Chas Moloney, director, Ricoh UK and Ireland

According to new research commissioned by Ricoh, the number of 'intelligent workers' (iWorkers) in European businesses is expected to rise sharply over the next five years. It is estimated, currently, that four per cent of European business leaders would describe the majority of their staff as iWorkers: reliable and skilled employees who have 24/7 access to all the necessary information to meet the needs of the business and its clients. However, there is a strong view among business leaders that there will be a significant change over the next five years, with 37 per cent believing that by 2018 the majority of their workforce will be iWorkers.

Read more: Significant Rise Of 'Intelligent Workers' By 2018 Forecast

Details

Written by Administrator

Parent Category: Business and Finance

Category: Expert Advice

Created: 08 March 2013

Last Updated: 05 January 2016

User Rating: 0 / 5

The Hidden Games:

By Paul Mooney (PHD).

Paul Mooney

My youngest daughter, Nicole, is 15 – going on 27! Last week I asked her to tag along on a visit to see my brother and her cousins in Sutton. She had zero interest – but I eventually cajoled her into going. Her pushback was: “You make me go everywhere with you. I’m like a Poodle in this family”. It was both cheeky and funny. Nicole is getting to the age where she deliberately wants to change roles, moving on from being a compliant child to a young, independent adult. This recent photo is Nicole after she was ‘styled’ by her big sister as part of a college fashion project. Another, crazy hormonal teenager in the house! Just what we needed!

Family Roles:

We all played roles in our family of origin.  We learned to be the pleaser, the rebel, the successful one and so on. These roles are unconscious. We didn’t deliberately choose them – but we picked up cues from parents and siblings and learned how to play out the role. There is solid research evidence to suggest that families get locked into behaviour patterns and even resent when one member tries to change roles. Example A: In some families where a member suffers from addiction, there can be subtle pressure for the addict to remain in a dependency role – as this allows others to play out their roles (rescuer, aggrieved sibling etc.).  I know, I know, this sounds counter-productive, even somewhat bizarre. The central point is that family roles are strong and, once embraced, are not easily shaken off.

Organizational Roles:

The really interesting point is that we sometimes carry these family roles into the workplace. We behave in ways, which mirror the roles we played in our family of origin – again often unconsciously. Example B: A person ‘sucking up’ to the boss may be recreating a role that they played in their original family – using the same attention seeking behaviour used with a parent. It is a learned behaviour which worked ‘then’ and is being re-created ‘now’. Example C: At a meeting, the discussion between two executives becomes heated. There are contradictory points of view and these are being argued ‘robustly’.  The Chairperson of the meeting uses humour to help ‘calm’ down or even deflect the debate (“we will take that one off line”) because she is personally uncomfortable with expressions of anger or open conflict which makes her feel nervous (often, for reasons which are not fully understood).

Role Continuation:

Nicole Mooney

When coaching individual managers, I try to uncover the motivation or drive which underpins specific behaviours. Sometimes, I have the opportunity to observe clients in their workplace and witness this directly (what David Attenborough might describe as natural habitat observations). Where the analysis suggests that the problem is one of ‘role continuation’, clients usually dislike this. Firstly, the concept is hard to explain (people see it as ‘psychobabble’). Secondly, people don’t like the idea that their behaviour is following a pattern i.e. they do not consciously control it. Executives, for the most part, consider themselves as being in charge of their own destiny and rail against the idea that they are somehow following ‘invisible train tracks’. So, this particular diagnosis has to be used sparingly, and only when there is good evidence to support it (or, a solid Client: Coach relationship which will withstand the conversation).

Self-Reflection:

This role-continuation idea is not always relevant in coaching. But, sometimes, it helps to explain patterns of interaction which seem particularly difficult to shift. It raises questions like: Why does conflict make me feel anxious? Why do I see joking/humour as ‘unprofessional’?  When someone makes even a mild ‘sexist’ remark, why does this drive me nuts? If I get called to the boss’s office, why do I feel a sense of dread?  And so on.

The reflection point is to understand the role that you have been playing in your organization. Is there any connection between this and the role you played in your family of origin? In line with the view that you are the ‘CEO of your own life’, sometimes you need to re-consider those old tapes and perhaps lay down some new tracks. It’s not an ‘easy’ suggestion to follow up and you may need support from a sibling or a counsellor to ‘tease out’ some of the issues involved. But the ‘prize’ is potentially BIG, allowing you more personal control on how you respond to events. You will be familiar with the tagline: Tomorrow is the first day of the rest of your life… Embracing that idea and moving into a position where you control your emotions and behaviour is the root of mental health.

Mob: 00353 (0) 872439019

E-mail: This email address is being protected from spambots. You need JavaScript enabled to view it." mce_' + path + '\'' + prefix + ':' + addy34254 + '\'>'+addy_text34254+'<\/a>'; //-->

Follow us on Twitter - @DigiPrintNews

Like us on Facebook www.facebook.com/dpnlive - click the ‘LIKED’ button/top of page as well