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Aston University research to support SMEs and mid-sized companies to be ‘future ready’
‘Future readiness’ is defined as a set of capabilities and orientations that enable companies to thrive in the future Researchers say SMEs and mid-sized companies’ leadership should focus on bridging their resilience gap and exploiting their high level of agility The report found circular economy can combat environment and social impact without sacrificing economic performance. A new report from Aston University has highlighted opportunities for small and medium sized enterprises (SMEs) and mid-sized companies to develop strategies and pathways to increase their future readiness. The report defines future readiness as “a set of capabilities and orientations that enable companies to thrive in the future”. For SMEs and mid-sized businesses to be future-ready, they must be successful on the three pillars of long-term growth, societal impact and adaptive capacity. Experts say they must be able to generate lasting financial strength driven by innovative business models, products and/or services, to affect society positively in line with environmental, social and governance (ESG) goals and to develop high levels of resilience and agility, which enables them to bounce back in difficult times and to identify and seize opportunities as they emerge, creating disruption in business models for the future. The report aims to support leadership teams and the wider ecosystem in understanding how they can help increase the capacity for smaller companies to thrive and positively impact the economy and environment, as well as aid the recovery from the pandemic. Experts also say that circular economy adoption, where the ‘make, use and throw away’ supply chain is converted to ‘take, make, distribute, use and recycle’, in SMEs and mid-sized companies creates a win-win situation for every supply chain stakeholder through sustainability measures to achieve economic, environment and social performance. The World Economic Forum will use the insights generated in this report to further support SMEs and mid-sized companies in their future readiness journey. This will be done through the creation of additional resources, including the continuous development of the Forum’s self-assessment and benchmarking tool on future readiness, the creation of a platform for informal peer-to-peer learning between companies and meet ups with key experts. Prasanta Kumar Dey, professor in operations and information management at Aston Business School and lead author of the report, said: “The post-COVID-19 era is significantly more challenging than most people had initially hoped. Heightened geopolitical tensions, the energy crisis, supply chain disruptions, hyperinflation and extreme weather events are just a few of the difficulties that will make the next decade a demanding one. “SMEs and mid-sized companies’ leadership should try to focus on bridging their resilience gap and exploiting their high level of agility, afforded by their smaller size, as a competitive advantage. “Future readiness capability building should not be developed as ad-hoc initiatives but should be embedded into key corporate strategies and decision-making processes, ideally from the beginning, so that it becomes part of the fundamental building blocks of the company. “While smaller companies can go a long way in building their future readiness, it is important to recognise the direct and important impact that their wider policy environment has on their ability to thrive. It is therefore crucial for policymakers, investors and other stakeholders to do what is in their capabilities to contribute to building the future readiness of this segment of the economy. “One of the high-impact areas of intervention at the system levels revolves around digital trade and includes implementing targeted measures to harmonize and drive trade data interoperability across borders and supply chains. This would greatly contribute to making it easier for smaller companies to trade internationally.” You can find out more about the report findings here.
For the first time in Delaware, and likely the nation, cancer specialists have co-authored a consensus statement and clinical pathway for the management of colon cancer that has spread to the peritoneum or abdominal wall. The statement has been published in the Jan. 10 online issue of Surgical Oncology. The statement aligns the state’s major health care providers on a standardized, evidence-based approach to the treatment of this kind of colon cancer. This will ensure patients throughout the state will receive optimal care and equitable access to the most appropriate treatment options and clinical trials. Medical and surgical oncologists from ChristianaCare’s Helen F. Graham Cancer Center & Research Institute, Tunnell Cancer Center at Beebe Healthcare and TidalHealth Allen Cancer Center prepared the statement entitled, “Consensus Statement and Clinical Pathway for the Management of Colon Cancer With Peritoneal Metastases in the State of Delaware.” The statement was published on behalf of the State of Delaware Peritoneal Surface Malignancies Task Force. “Consensus among cancer specialists on how to treat colon cancer patients with peritoneal malignancy will assure that these patients have access to the specialized treatment they need at an experienced cancer center right here in Delaware,” said co-author Nicholas J. Petrelli, M.D., Bank of America endowed medical director of the Helen F. Graham Cancer Center & Research Institute. “As cancer care providers, we know how important it is for patients to be close to home for their cancer care.” “Getting cancer physicians throughout the state to agree on who is eligible for treatment and the right sequence of therapies was no small task,” said lead author Jesus Esquivel, M.D., co-director of Beebe Healthcare’s Peritoneal Surface Malignancy Program. “Thanks to Dr. Petrelli’s leadership, coupled with the support of a very committed task force, we have been able to make this happen on a statewide level.” In about 10% to 20% of cases, colon cancer is found in the peritoneum, the lining of the abdomen that covers the abdominal organs. Historically, patients with peritoneal metastases have a worse prognosis. However, numerous studies show five-year survival rates for patients whose peritoneal cancer can be surgically removed approach the rates of those with successful surgery for metastatic liver disease. “We are looking at a complicated group of patients with advanced colon cancer and a generally poor prognosis, who historically have been treated in a non-uniform fashion despite medical evidence to suggest which therapies are most effective,” Esquivel said. Combining surgery and heated chemotherapy The Delaware pathway includes a combination treatment of surgery and heated chemotherapy, starting with cytoreductive surgery (CRS) to remove all visible cancer in the peritoneum. Hyperthermic Intraperitoneal Chemotherapy (HIPEC) with Mitomycin C is then delivered on the operating table for 90 minutes. Mounting clinical evidence shows this one-two punch can significantly extend survival in well-selected patients when compared with standard systemic chemotherapy. Currently, due to a steep learning curve, only about 120 hospitals in the U.S. have the necessary capability and expertise to perform these procedures. In Delaware, only ChristianaCare and Beebe Healthcare can offer patients CRS with HIPEC. Some patients who are not immediate candidates for surgery may benefit from systemic therapy (chemotherapy/immunotherapy) as a first-round treatment. Others on the pathway may be recommended for systemic therapy alone and potential participation in an appropriate clinical trial. Four-tier scoring system To help providers determine the best form of treatment for each individual patient, the Delaware pathway introduces the Peritoneal Surface Disease Severity Score (PSDSS). The scoring system uses four tiers of estimated disease severity based on a three-point scale that includes symptoms, extent of peritoneal dissemination and primary tumor histology. “With the Delaware pathway in place, our goal is to ensure that multidisciplinary evaluation begins at the time of diagnosis so that each patient is selected for the right sequence of currently available therapy depending the individual cancer,” Esquivel said. “Not only are we recommending a uniform treatment modality for patients, but our framework facilitates data reporting and evaluation that will add to the body of knowledge about this disease and how best to treat it.” Although there is plenty of medical evidence to suggest which therapies are most effective, until now, efforts by Esquivel and others to achieve consensus worldwide have not translated into a universally accepted clinical pathway for the management of this disease. Delaware is a unique launching pad for such a pathway. “As cancer care providers we know how important it is to work together on behalf of our patients,” said Petrelli. “Delaware is uniquely suited to this effort not only because of its size, but also because of the collaborative relationships we have built through groups like the Delaware Cancer Advisory Council and Consortium and most specifically for this effort, the Delaware Peritoneal Surface Malignancy Task Force.” The Delaware Health Information Network (DHIN) is another important resource to assist physician collaboration. Nearly 100% of the state’s medical providers are linked in. The DHIN launched in 2007 as the first operating statewide health information exchange in the country. “I don’t expect 100% of patients to be included in the pathway, but I see it as the best opportunity for patients to maximize benefits and minimize suffering or unnecessary treatment,” Esquivel said. “As a health care provider who treats patients with advanced cancer, I know that is the best one can hope for short of a cure. “With consensus on evidence-based clinical pathways, we can offer increasing numbers of patients the assurance that whether you live in northern or southern Delaware, you can rely on getting the best treatment available for your cancer.”
Award jointly given to President and CEO Dr. Janice Nevin and Chief Digital and Information Officer Randy Gaboriault ChristianaCare has earned the Transformational Leadership Award for excelling in its development and deployment of transformational information technology that improves the delivery of care and streamlines administrative services. Presented by the College of Healthcare Information Management Executives (CHIME) and the American Hospital Association, the award is jointly bestowed to Janice Nevin, M.D., MPH, ChristianaCare’s president and CEO, and Randy Gaboriault, MS, MBA, ChristianaCare’s chief digital and information officer and senior vice president. “Their trailblazing commitment to rapid transformation has set an example for the entire industry in how to pursue a leadership vision with determination, brilliant planning and courage to overcome all challenges,” said CHIME President and CEO Russell P. Branzell. Under the leadership of Nevin and Gaboriault, ChristianaCare has created and deployed new organizational, digital capabilities for both patient and caregiver. Using voice-enabled technology, ChristianaCare HomeHealth patients can interact with an internally developed Alexa capability to guide them through their personalized daily therapy regimens. Similarly, ChristianaCare recently launched the ability for in-house postpartum patients to use an Amazon Echo device to ask questions, request help or communicate with their care team. Taking voice and digital capabilities further, in February 2022, ChristianaCare deployed an innovative tool called Moxi, a collaborative robot – or “cobot” – that can assist in the hospital by making deliveries and performing other non-clinical tasks so that nurses and other clinical caregivers can spend more time focused on what they do best: caring for patients. “Randy is a phenomenal leader, with a relentless focus on creating a culture of innovation for impact, solving for the most complex problems and delivering significantly improved outcomes,” Nevin said. “His work has made ChristianaCare a model for how transformative technology can help to create health so that every person can flourish.” ChristianaCare continues to be recognized for leading innovation in the health care industry. The organization was recently recognized by CHIME’s Most Wired program with Performance Excellence Awards in its acute and ambulatory categories. That level is reserved only for organizations that are considered leaders in health care technology who “actively push the industry forward” and are “realizing meaningful outcomes, including improved quality of care, improved patient experience, reduced costs and broader patient access to healthcare services.” “Under Dr. Nevin’s extraordinary leadership, we have made an intentional commitment to placing technology at the center of all our initiatives to enable our caregivers to best serve our patients,” Gaboriault said. “That commitment, reinforced by our organization’s core behavior to continuously look for new ways to innovate, means that we are able to introduce and leverage robotic nursing assistants in a way that drives meaningful value for both patients and providers. And because our caregivers embrace change, we are confident that we will be using our cobots to assume more tasks in the future, and enable our nurses to devote even more of their precious time to direct patient care.”
ChristianaCare Names Its Breast Center: The Tatiana Copeland Breast Center
ChristianaCare has named its Breast Center The Tatiana Copeland Breast Center at the Helen F. Graham Cancer Center & Research Institute in recognition of Gerret and Tatiana Copeland’s generous financial support. The Copelands, local philanthropists and business entrepreneurs, provided a $1.2 million gift to the Graham Cancer Center in 2019 for breast cancer prevention and research for underrepresented women. Tatiana Copeland previously provided $800,000 to fund the purchase of two 3D mammography units. As a result of their philanthropic leadership, the Graham Cancer Center was one of the first facilities in the nation to offer 3D mammography. “ChristianaCare is deeply grateful to the Copelands for their generous support of the Helen F. Graham Cancer Center & Research Institute,” said Janice Nevin, M.D., MPH, ChristianaCare president and CEO. “They have made a tremendous difference in the lives of so many women in and around Delaware. We are deeply honored to name the Breast Center after Tatiana.” In a private event celebrating the naming, Dr. Nevin read a personal letter from President Joe Biden and First Lady Jill Biden that was sent to Tatiana about her support of the Breast Center. “Tatiana is a woman with extraordinary vision and a compassionate heart,” wrote President Biden. “As a breast cancer survivor, she has taken her pain and turned it into purpose, ensuring that all those who come in for testing at the Breast Center will receive extraordinary care. She has put lifesaving and life-altering care within the reach of those who need it most. And through it all, she has pushed for progress, fought for patients and kept hope alive.” “The Copelands share our commitment to providing our patients with the very best breast care, diagnosis and treatment,” said Nicholas J. Petrelli, M.D., Bank of America endowed medical director of the Helen F. Graham Cancer Center & Research Institute. “Their generous gifts have enabled women from Delaware and surrounding communities to receive expert, compassionate care right here at the Breast Center without ever having to leave the state. The Copelands have a way of discovering a need and then making the impossible possible.” “As longtime Graham Cancer Center supporters and as a breast cancer survivor myself who received wonderful treatment here, we are confident our investment in the Breast Center will continue to enable women to receive the same care that I did,” Tatiana Copeland said. “The atmosphere of the Breast Center is very comforting — like a nurturing hospital,” she said. “Everybody is very caring and attentive. Dr. Petrelli has created a team effort that is truly admirable. We hope our support inspires others to join us in the fight against cancer.” At The Tatiana Copeland Breast Center, patients are supported by an exceptional care team that includes radiologists, surgeons, radiation oncologists, genetic counselors and support staff. On-site capabilities include: 3D mammography. Digital mammography. Dedicated breast MRI. Breast ultrasound. Minimally invasive breast biopsies. Financial resources. Delaware’s first Center for Breast Reconstruction. According to the Delaware Division of Public Health, breast cancer is the most common cancer diagnosed among women in Delaware and the second leading cause of cancer death among women in the state after lung cancer. The Graham Cancer Center conducts community outreach to educate women about the importance of breast cancer detection and early prevention, including specially designed programs for underrepresented communities, including Black, Latinx and Asian women. “The Copelands’ ongoing generosity and support have helped us elevate the level of care at the Breast Center,” said Dia Williams, vice president of Philanthropy at ChristianaCare. “This gift will have an impact for generations to come.” To learn more about ChristianaCare’s philanthropy opportunities, visit https://christianacare.org/donors.
Building Your Own Expert Network - How Expert Personas Help you Organize & Develop Your Talent Pool
As business continues to evolve at an unprecedented rate, companies need new ideas and strategies that help them rapidly transform to keep pace and grow. This explains the massive popularity that expert networks are having as companies look to connect with subject-matter experts with specialized sector and functional expertise who can accelerate their transformation efforts. Expert networks now represent a multi-billion dollar industry, helping companies in a variety of ways. From helping build primary research to assessing new market or acquisition opportunities to conducting due diligence for new technology purchases or competitive benchmarking, expert networks provide a valuable service. While many companies are increasing their use of traditional expert networks, there is also a trend toward organizing and developing internal talent by implementing a "knowledge management platform" or "employee skills marketplace." These can also be extended to engage broader audiences when experts are listed publicly as part of an Expert Center, Media Room, or Speakers Bureau. Depending on the scope and market visibility organizations wish to commit to in sharing their expertise, such programs can yield the following benefits: Improved access to shared knowledge throughout the organization Faster innovation through an improved discovery of key experts available for project opportunities Higher amount of cross-functional engagement between departments A more collaborative relationship with employees through better knowledge engagement and skills development Less reliance on outside consultants and traditional expert networks Improved brand reputation by engaging experts in thought leadership activities Increased media coverage and speaking engagements Improved business development opportunities by engaging experts earlier in the sales process Improved connection with the local community Additional ways to foster Diversity, Equity, and Inclusion throughout the organization What is an expert network? An expert network is a service that matches clients with experts who are willing to share their knowledge and advice via short conversations. These are usually in the form one hour long expert interviews conducted with the client. Expert networks such as GLG, AlphaSights, Guidepoint Global, Third Bridge, and Coleman Research help match the client's interest to specific experts in their private database of experts on call. They also look after logistics such as scheduling the expert interviews and have detailed processes for qualifying experts to ensure compliance with the exchange of information. And they handle time tracking and billing of interviews which are typically charged based on an hourly rate. They also handle the payment of fees to the experts following the interview. Building your own knowledge platform There is a growing trend towards organizing their expertise given the profound challenges organizations are facing. And these challenges didn’t just start when the pandemic hit. In a recent Deloitte survey, 63% of executives reported that work in their organizations is currently being performed in teams or projects outside of people’s core job descriptions, 81% say work is increasingly performed across functional boundaries, and 36% say work is increasingly being performed by workers outside of the organization who don’t have defined jobs in the organization at all. Yet fewer than half (42%) of respondents say their organization’s job descriptions do an “excellent job” of specifying the work that needs to be done in their positions. As work becomes far more fluid, packaging skills into rigid job descriptions leads to a lot of untapped human capital in organizations. It’s an issue that hasn’t gone unnoticed by leadership. Research shows that only 18% of executives strongly agree that their workforce is using their skills and capabilities to their fullest potential. 85% of HR and business executives say organizations should create more agile ways of organizing work to improve speed and swiftly adapt to market changes. These issues underscore the need to better organize and develop internal talent by implementing a "knowledge management platform" or "employee skills marketplace." This is for a variety of reasons. With vast amounts of acquired knowledge pooled across various departments and teams, it can be difficult for other employees to access this knowledge when it is outside their area of expertise - as the old saying goes, “people don't know what they don't know.” Organizing your expertise for external audiences also can provide huge benefits for building reputation, relationships, and revenues. How to position your experts as industry thought leaders More and more organizations are looking at employees who can advance their innovation efforts internally, often as part of a cross-functional team or special project. And there are also important revenue-generating activities, such as sharing research and perspectives through content generation (blogging, webinars, podcasting) or speaking (at internal events, industry conferences, or as an expert source for media interviews). Determining how to best identify and put experts to work isn't a simple process. That's because to do this right requires a more disciplined approach to assessing and developing the talent across your organization. One that goes beyond linear career paths and traditional job titles we assign to employees. It also requires a more progressive approach to diversity and experience. One that is not simply correlated to seniority or authority in an organization. Given the current state of the talent market, most organizations are also recognizing the importance of managing their talent, listening more to employees, and helping them achieve their goals - both professional and personal. And that extends to how best to tap into their skills that can benefit the organization both internally and externally. That's why we developed a talent framework that helps identify opportunities where subject-matter experts can best contribute as well as potential options for professional development. To make this process more intuitive, we have developed a model that outlines 4 "expert personas" that detail the various characteristics related to experts in an organization along with a potential development path. Level 1: Experts in the "Practitioner" persona group can offer their organizations a wide range of skills. Our research and in-field experience with companies focused on innovation reveals that organizations can realize significant gains by tapping into this broad pool of talent. To better engage practitioners, we have helped universities better engage their Ph.D. candidates who are approaching graduation to conduct research and writing content that promotes their work and institutional brand to prospective students or donors. This also extends to corporate innovation. A recent example of this was our collaboration with a Fortune 500 company in the CPG sector, where we completed the build of an internal expert network. One of the key challenges this organization faced was the inability to quickly engage with “practitioners” - subject-matter experts across the organization who could help with specific R&D and innovation projects. While this organization had legacy HR and intranet communication platforms, they had experienced a number of challenges engaging their researchers. To make things worse the pandemic forced many to work from home, creating the need for more opportunities to engage online. They needed the ability to conduct simple searches to find other researchers relevant to their work who could help them with projects. Our research/writing team started the process by taking an inventory of experts and then developed profiles for each researcher in collaboration with the company’s research/innovation team using the ExperFile SaaS software platform. With the unique data structure used to categorize this broader set of biographical information, we then enabled advanced search capabilities to build a private, SOC2 (security) compliant expert network which was easily integrated into their existing talent platforms. With thousands of researchers across the globe, they now have the ability to quickly search for experts on areas such as skills, topics, work experience, research publications, company/industry experience and IP/patents. It’s important to note that activating all this hidden expertise not only lays the groundwork for faster innovation. It also can reduce the fees associated with outside expert networks and consultants, maintains tighter internal control of proprietary research information and forges stronger collaborations between experts across the globe. Level 2: The "Ambassador" category represents experts with a more developed set of skills and a reputation both inside their organization and within their community of practice. Working with them to generate more exposure through internal speaking engagements and within their local community is a great way to create market visibility. For example, we have worked with a number of professional services firms to make experts at this level more visible in their local markets. Building reputation and generating new client opportunities with thought leadership activities such as blogging, webinars and speaking at local business events or on podcasts is a proven way to tap into this talent. These activities have allowed organizations we have worked with to bring in new clients and increase revenues across various practice areas. Ambassadors are also perfect for involvement in on-campus recruitment events where competition for talent is high. Particularly in fields such as engineering, law and accounting. One way to make these experts more approachable to a wider audience is by creating a speaker’s bureau. Remember that not all your experts will be comfortable speaking to the media, however, they can still meaningfully contribute as a keynote speaker or panelist at an event. Organizing your experts on key topics enables local event and conference organizers to find you more easily in Google search results and on your website. In addition to getting your experts on the podium, it’s a proven way to get your expert's guest appearances on webinars and podcasts. Given the growing importance of these channels, we recently formed partnerships with the leading marketplaces for webinars and podcasts - BrightTalk and Podchaser to help our clients promote their experts for speaking opportunities. Level 3: Experts in the "Authority" category have developed a strong reputation as an expert in their field, often speaking at academic or industry conferences. At this level, they have also developed a degree of proficiency in speaking as an expert source with the local or national media. They can be found speaking as a guest on podcasts to share their knowledge and are often active on social media. In higher education, these people are critical to helping media relations and other departments generate media coverage that is essential to building a reputation. We have worked with many organizations that effectively engage their Authorities by staying connected to their research and publications and collaboratively creating regular content with them to reach a broader audience. You will find regular opportunities to boost coverage with local and national media by utilizing this group of experts. We work with media teams to conduct Google Search (SEO) analysis to identify what topics their target audiences are searching for. This allows them to more strategically focus on key experts to promote. They are also focused on delivering more engaging content formats such as video interviews and Q&A to boost Google PageRank and audience engagement across their website. And they are working collaboratively with their faculty to post media advisories and a regular stream of content that contributes to higher rates of discovery by journalists looking for expert sources. Level 4: Experts in the "Evangelist" category are those go-to experts that you often see in the media as key spokespeople representing a certain topic. They are seen as notable authorities with deep domain expertise within their community of practice which has often been earned through heavy research and publications. Chances are they have also authored books that provide a path to speaking engagements at conferences and media interviews. These are also the people who have developed a regular audience through blogging or by hosting a podcast and have a well-established social media following. Ultimately, what separates this group from the others is the significantly broader market profile they have earned as a thought leader. These individuals have an intuitive sense of how to communicate complex topics in a relatable way that both educates and engages. That makes them particularly valuable to the organizations whose brands they represent. Given the degree of qualifications required to operate at this level, it’s to be expected that you will find far fewer “evangelist” category experts in any organization. Many are naturally found within the ranks of the executive team. These are the people who are comfortable in interviews, and most have extensive public speaking experience appearing on a large stage and on radio and television. At this level, organizations need to be far more strategic about how they utilize this talent pool to build a reputation and reach a wider audience. We have seen first-hand how strategic thought leadership programs can build a platform for these experts that can pay huge dividends. One healthcare system we have worked with recently forged a relationship with ABC News to feature one of their medical experts (a medical doctor) on a weekly segment related to important Covid-related health topics. Given the frequent appearances this expert has made on television, this was an earned media home run and a great way for this healthcare system to build visibility and trust within the community by providing accurate medical information. Their commitment to making their medical experts more discoverable and approachable online has also helped them promote their strengths in areas such as cardiology, neonatal, cancer, and genetic research. And the results are impressive. Over the past year, they have doubled their national media coverage and are currently outperforming much larger healthcare systems in their area. How to organize your experts Personas by their very nature are designed to provide a more standardized approach for planning using "clusters" of talent that are grouped against common characteristics. However, we're very aware that they cannot possibly capture all the nuances you will find within your organization when it comes to talent. But our experience helping leading organizations in knowledge-based industries to better manage thousands of experts shows that having a more methodical approach pays off. It optimizes the internal/external contributions and the development paths of experts to create win-win opportunities. but it also helps forge a stronger connection with employees who feel their organization is taking the development of their professional skills more seriously and more actively creating avenues for them to engage and contribute. With an understanding of these personas, we can then focus on another important consideration - where can we best engage our experts to more effectively tap into their skills inside and outside the organization? To help answer that question, we developed a "Talent Assessment Grid" (TAG) that helps you identify key areas where each of these personas can contribute. As a planning tool, it's meant to provide a more organized approach that helps you assess your bench strength and create a more tangible system for measuring progress over time in areas such as skills development or contributions to cross-functional innovation projects or outside industry consulting. Playing to the individual strengths these experts have while moving them out of their comfort zone to develop additional skills also yields additional marketing benefits. Contributing content; speaking at conferences or community events or to the media are proven ways to build market visibility, establish trust and generate revenues - and experts play a vital role in this process. A thriving network where knowledge is easily discoverable inside an organization and strategically shared outside in the community and beyond can make a huge difference in boosting innovation and culture. When properly promoted, these experts will also help you grow your reputation, relationships, and revenues. Although this process requires commitment, it positions you to be more agile and outperform your competition by ensuring you are optimizing every employee’s true potential and making them more discoverable both inside and outside the organization. How are you putting your expert talent to work? Do you have a process you use today for identifying and engaging your experts? We would like to hear from you. For more insights on how you can organize your experts online to support your internal knowledge management or promote them to a wider audience, visit us at https://expertfile.com/resources to learn more.
Podcast: The nine behavioural habits needed to become a trusted executive
Executive trust model designed by business author who researched Doctorate at Aston Business School Nine behaviours sit under the three pillars of trust: ability, integrity and benevolence Company bosses urged to follow example of former Unilever chief executive Successful business leaders need to rely on the power of trust, rather than just trusting in power. And helping them to make that step-change is a self-confessed “trust geek” who carried out his research at Aston Business School before setting up a not-for-profit organisation to help bosses become “trusted executives”. Dr John Blakey has published a book called The Trusted Executive: Nine Leadership Habits that Inspire Results, Relationships and Reputation, which was based on his Doctorate in Business Administration (DBA). He has since founded the Trusted Executive Foundation, based in Solihull but with clients all over the UK and overseas. He spoke about his experiences in the latest episode of the ‘Aston means business' podcast series, presented by journalist Steve Dyson. Dr Blakey said: “The global financial crisis of 2008-09 was clearly a sign that we were losing trust in business life, and that’s what sparked me to enrol on the DBA at Aston University. I wanted to go back into the classroom and do the research to get to grips with this word ‘trust’, and to help other leaders who are looking to build high-trust cultures.” He said it was important for businesses to know where their leaders stand, and “whether you stand for power or trust as the currency of your leadership”. He explained that every leader therefore needs to ask themselves a very important question: “Are they leaders who trust in power or leaders who rely on the power of trust?” Dr Blakey, who first began his own business in executive coaching with Olympic medal-winning rower Bill Barry over 20 years ago, admitted to being a “bit of a trust geek”. While existing research had discovered the three pillars of trust, namely ability, integrity and benevolence, he set out to build on that to find out the “behavioural habits” under each one. He added: “Each habit is important in terms of building and inspiring trustworthiness, whether in a leader, in a team, or in a brand.” Dr Blakey said the habits under the pillar of ability are deliver, coach, and be consistent. “As a business leader it’s important to be competent at what we do, to deliver on time, to budget, to quality,” he said. “Coaching is all about helping other people deliver ... through coaching I can tap into the potential in people and help them grow, and I have to do this delivery and this coaching consistently, day in, day out.” Dr Blakey said that as a researcher not a week goes by without a new case study around integrity, not least that of Boris Johnson and the leadership of the Conservative Party. “There are three habits under this pillar of integrity: be honest, be open, be humble. And when we talk about our political leaders, I think we are particularly talking about honesty, as we have been quizzing our prime minister around his honesty.” He said being open was about “sharing more of yourself” and went on: “I was brought up as a leader not to show weakness … but I think increasingly in the world of trust leaders are being encouraged to show a bit of vulnerability at the right time and place.” Being humble was the opposite of being arrogant, and Dr Blakey cited the recent case of P&O whose leaders, he claimed, showed a “degree of arrogance and dismissiveness about other people’s needs”. The final pillar of benevolence consists of evangelise, be brave, and be kind. He said: “It’s common human care, compassion, kindness, and if you want to be trusted, it’s equally important to be benevolent as it is to have that integrity.” Dr Blakey said a good example of his model is Paul Polman, former chief executive of Unilever, which was recognised for the way it takes care of its people, while also leading on sustainability and protecting the environment. “Paul demonstrates that you can pursue what I call the triple bottom line of profit, people and planet, and do these things in parallel. The single biggest factor in building a high-trust culture is the behaviour of the CEO and the senior leadership team leading by example.” Dr Blakey said he and his team at the Trust Executive Foundation are now helping leaders who want to stand for trust. He added: “The sweet spot for us is helping the leaders lead from the top.”
Researchers in Georgia Southern University’s Tactical Athlete Readiness and Preparedness Program (TARP) have teamed up with the Georgia Public Safety Training Center (GPSTC) to ensure the readiness and resilience of Georgia’s public safety officials. Members of the TARP in the Waters College of Health Professions have worked to revise the fitness training standards for Georgia’s police cadets with a focus on functional fitness, mental resilience and injury prevention. In addition, the program has formed a partnership with the GPSTC, Georgia’s premier training facility for all state and local public safety related units to include police, fire and communication. Bridget Melton, Ed.D., professor of exercise science and lead faculty member of TARP, said that due to high stress and health concerns, some police and public safety officials are at high risk for cardiovascular disease or other fatal illnesses. “Our program provides state academies with fitness exercises that increase overall cadet fitness and focuses on injury prevention,” said Melton. “Our program focuses on occupational focused fitness to hopefully encourage a more positive view of exercise that will stick with cadets even after their academy training is done.” Richard Cleveland, Ed.D., associate professor of leadership, technology and human development, heads resilience and mental health for the TARP team, and has created a Mindfulness-Based Tactical Instruction curriculum for the state of Georgia. “Tactical athletes need training and support for resilience and mental health, but too often it’s only presented as a one-time workshop or seminar,” said Cleveland. “Our program dovetails into the state’s resilience curriculum for officers, but provides ‘bite-sized’ mindfulness practices within the fitness program. This gives cadets repeated practice at using mindfulness and embeds it within their context using police language, actions and behaviors.” The partnership was made possible due to a subgrant GPSTC was awarded from the Criminal Justice Coordinating Council to fund TARP at their facilities due to the program’s comprehensive view of officer wellness, which is aimed at improving de-escalation skills among recruits through mental and physical training. “We are pleased to form a partnership with the GPSTC and the Tactical Athlete Readiness and Preparedness Program,” stated Chris Wigginton, director of GPSTC. “This partnership will allow public safety professionals to be better prepared in their personal and professional lives. Some of the many benefits will be a reduction in injuries, being better prepared to use needed skills in rapidly evolving situations, and the resiliency and mental health component. As word has gotten out of the possibility of the GPSTC implementing this program we have already been contacted by several states regarding the initiative.” Additionally, graduate students in the Department of Health Sciences and Kinesiology participate in the program and gain firsthand and practical experience by performing training and assessment for state instructors. TARP is part of Georgia Southern’s Tactical Athlete Initiative, which aims to reduce the number of injuries and increase readiness and preparedness of tactical athletes. The interdisciplinary team consists of the following Georgia Southern faculty members: • Bridget Melton, Ed.D., Professor • Richard Cleveland, Ed.D., Associate Professor • Greg Grosicki, Ph.D., Assistant Professor • Haresh Rochani, DrPH, Associate Professor • Mary Beth Yarbrough, Lecturer • Sarah Davis, Lecturer TARP is just one example of the work coming from Georgia Southern University’s Tactical Athlete Initiative. The Tactical Athlete Initiative is a multi-discipline collaboration providing research, training and support for military, police, fire and EMS workers. The Tactical Athlete Initiative has partnered with multiple agencies including the Statesboro Police Department, Statesboro Fire Department, Bulloch County Sheriff’s Office, Forsyth County Sheriff’s Office, Waycross Fire Department, Georgia Public Safety Training Centers, Federal Law Enforcement Training Centers and the United States Army. If you're a reporter looking to know more about this partnership at Georgia Southern University - the let us help. Richard Cleveland, Ph.D., is an assistant professor in the Department of Leadership, Technology & Human Development at Georgia Southern - simply click on his icon to get in touch or contact Georgia Southern Director of Communications Jennifer Wise at jwise@georgiasouthern.edu to arrange an interview today.
The EU-UK Trade and Cooperation Agreement is costly, what does the UK need to do? | Aston Angle
As far as trade is concerned, the EU exit has been rather costly to the UK. At the Centre for Business Prosperity, we have been tracking the performance of UK trade in recent years. The UK’s trade dropped sharply during COVID. Like other nations, this was due to the global recession and supply chain disruptions. However, the UK failed to recover and enjoy the boom, despite the tariff-free terms of trade in goods set out in the EU-UK Trade and Cooperation Agreement (TCA). The UK now trades less with the EU, its largest trading partner, than in 2019. During the same period, Germany and the Netherlands grew trade with the EU by nearly a quarter, and US trade with the EU has also grown considerably. Reports suggest, including those from the British Chambers of Commerce, that exporting to the EU has become much more costly and in some cases, unviable. It appears that the “certainty” provided by the TCA has not reversed the declining trend of the UK-EU trade so far. Our new paper for the Enterprise Research Centre (ERC) has found that UK exports experienced a large, negative, statistically significant decline in 2021 at the end of the transition after the EU-UK Trade and Cooperation Agreement (TCA) was put into force. We estimate that this amounts to a 22% reduction in exports to the EU and a 26% reduction in imports from the EU over the first half of 2021, relative to the counterfactual scenario of the UK remaining in the EU. How did this happen? After all, the TCA ensures that goods moving between the UK and the EU have no tariffs or quotas, so long as the rules of origin are complied with. Rules of origin help you work out where your goods originate from and which goods are covered in trade agreements. Our research found that non-tariff measures (NTMs) were responsible for the adverse TCA effect on UK trade with the EU and that the magnitude of loss was significant. It was equivalent to a reduction of £12.4 billion in UK exports over the first six months period of 2021. This equals 16% of UK total exports in the first half of 2019 and 70% of the documented total reduction in the EU exports in the same period. A number of factors can be attributed to the decline of UK exports to the EU. In particular, the increased trade frictions that occurred mainly due to sanitary and phytosanitary (SPS) and technical barriers to trade (TBT) as a result of entering the TCA. Sanitary and Phytosanitary (SPS) measures refer to the EU controls to protect animal, plant or public health. And technical barriers to trade (TBT) refers to mandatory technical regulations and voluntary standards that define specific characteristics that a product should have, such as its size, shape, design, labelling/marking/packaging, functionality or performance. On average, for the first six months of 2021, a 1% increase in SPS resulted in a 13–15% reduction in exports to the EU, most notably in the food and drink, wood and chemicals sectors. Furthermore, a 1% increase in TBT led to a 2–3% reduction in exports, especially in metals, equipment, machines and miscellaneous industrial products. What next? Since the post-Brexit dysfunctions are now diagnosed, in theory we could move on. The UK can directly tackle the trade challenges, so long as other things, such as politics, do not stand in the way. Fundamentally, what needs to happen is the removal or relief of the root causes coded by the TCA – the trade barriers newly erected. This is a key task; it is challenging but not impossible. Trade frictions due to the SPS measures are an acute problem of Brexit. Reducing some of the non-tariff measures between the EU-UK would help by exploring other mechanisms such as equivalent SPS measures or other ways to reduce businesses burden to a minimum. The technical barriers to trade are more complicated and challenging and they could potentially cause significant damage to the UK economy. Despite its limitation, maintaining and broadening the established arrangements of the current TCA provision, through some form of mutual recognition of specific practices or international regulations for selected sectors, should be the ambition of UK government to help ease the TBT trade barriers. Future EU-UK co-operation is critical and mutually beneficial but requires political will and strong leadership. In the short and medium term, supporting firms should be the priority, especially small- and medium-sized firms that are productive enough to have exported to the EU in the past, but now face hurdles to continue exporting. These firms tend to be limited on resource but have the infrastructure and ambition to internationalise. Targeted support for specific challenges could be also fruitful. The UK Department for International Trade Export Support Service, the British Chambers of Commerce and local growth hubs have the expertise and experience to help firms export. Therefore, resources should be made available to allow for customised and responsive support with exports, as well as taking advantage of technologies that can identify and reach businesses who require support. Provision should also be made to collect feedback on the quality of the support provided, to enable further improvement. Helping businesses continue to access EU markets, while enabling the economy to take advantage of welfare-enhancing benefits from trade, remains imperative. Given the economic benefits of the roll-out, the new free trade agreements are expected to be limited and effective only in the long term. UK domestic policies should be the focus to improve the competitiveness of exporters and their ecosystem. By Professor Jun Du Director of the Centre for Business Prosperity Professor of Economics, Finance and Entrepreneurship, Aston Business School Lecturer in Politics and International Relations School of Social Science and Humanities Dr Oleksandr Shepotylo Senior Lecturer, Economics, Finance and Entrepreneurship, Aston Business School
Expert Says Financial Technologies Can Help Address Climate Change
“Financial technologies offer great promise to tackle climate change and provide pathways for developing sustainable economies and lifestyles,” says Aparna Gupta, a professor of quantitative finance at Rensselaer Polytechnic Institute and co-director of the Center for Research toward Advancing Financial Technologies (CRAFT), the first-ever fintech research center backed by the National Science Foundation. CRAFT brings together industry partners and policy makers to conduct research that is relevant for industry and has potential for commercialization. Dr. Gupta says that blockchain technologies combined with smart contracts and Internet of Things (IoT) devices are set to transform property and casualty insurance that is subject to increasing threats from climate change. Similarly, distributed ledger technologies can be utilized for issuing innovative climate finance securities, such as green bonds and climate derivatives, by facilitating traceable, transparent, and standardized transactions. Regulatory readiness to support blockchain-enabled green bonds and other climate finance securities issuance is underway across the globe. Climate fintech is also set to play a pivotal role in increasing renewable power generation and accelerating the transition to clean energy, according to Dr. Gupta. Digital lending platforms use crowdsourcing models to provide debt financing for residential solar energy systems. Climate-conscious consumers can make spending decisions that minimize their carbon footprint through solutions such as using a credit card that allows them to round up their purchases and use the change for planting trees. In the investment management and advisory space, there is a growing recognition of the need for environmentally sustainable investing. Responding to this need, fintech startups are offering platforms for clean energy investments and enabling investors to construct low-carbon-impact financial portfolios. “Financial technologies innovations are poised to transform almost all aspects of financial services, and in doing so, offer great opportunities to address climate change challenges,” Dr. Gupta says. In addition to her leadership in fintech, Dr. Gupta is at the helm of a team of financial and renewable energy experts developing risk management tools to incorporate renewable energy into the energy market. They will set and standardize risk factors to make it easier for this critical industry to be both productive for investors and creators and systematized for users, similar to the rating system created for the bond market. Dr. Gupta also serves on the Climate Risk Working Group of the Financial Risk Manager Advisory Committee for the Global Association of Risk Professionals tasked with identifying the important climate issues for the training of future global risk professionals. Dr. Gupta is among the many experts and researchers at Rensselaer available to speak on this topic.
Professor Jun Du and Dr Oleksandr Shepotylo from Aston University analysed the effects of the end of the Brexit transition period on UK exports This equals to a nearly 16% of UK total exports in the first half of 2019 and 70% of the documented total reduction in the EU exports in the same period The research suggests non-tariff measures (NTMs) are responsible for the fall in trade between the UK and EU. New research by experts at Aston University for the Enterprise Research Centre (ERC) has found that UK exports experienced a large, negative, statistically significant decline in 2021 at the end of transition after the EU-UK Trade and Cooperation Agreement (TCA) was put in force. The TCA is a free trade agreement signed on 30 December 2020 between the European Union (EU), the European Atomic Energy Community (Euratom) and the United Kingdom (UK). Professor Jun Du and Dr Oleksandr Shepotylo used a Synthetic Difference in Differences (SDID) estimator to construct a counterfactual of the UK had it not exited the EU and entered the TCA, to compare its trading performance. This was done by comparing the actual performance of the UK with the modelled performance in 2021 with the same periods of 2018-2020. They also examined the extent to which the overall TCA effect has been due to the increased frictions due to non-tariff measures (NTMs). They estimate that this amounts to a 22 per cent reduction in exports to the EU and a 26 per cent reduction in imports from the EU over the first half of 2021, relative to the counterfactual scenario of the UK remaining in the EU. The research confirmed that NTMs are responsible for the adverse TCA effect on UK trade with the EU and that the magnitude of loss was significant. It was equivalent to a reduction of £12.4 billion in UK exports over the first six months period of 2021, notably in food and drink, wood and chemicals sectors. This equals to 15.6% of UK total exports in the first half of 2019, and 70% of the documented total reduction in the EU exports in the same period. Jun Du, professor of economics at Aston University, lead on internationalisation research at the ERC and director of the Centre for Business Prosperity (CBP), said: “These results underscore the heavy costs of erecting trade barriers on the UK’s side with its largest trade partner. “Trade frictions, due to sanitary and phytosanitary (SPS) measures (measures to protect humans, animals, and plants from diseases, pests, or contaminants), are acute problems due to the EU exit. “Reducing some of the NTMs between the EU-UK, by exploring mechanisms such as equivalence in SPS measures or other ways to reduce businesses’ burden to the minimum level possible. “More complicated and challenging are the technical barriers to trade, but they could potentially cause significant damage to the UK economy. Maintaining and broadening the established arrangements of the current TCA provision, despite being limited, through some form of mutual recognition of specific practices or international regulations for selected sectors, should be the ambition of UK government to ease the TBT (technical barriers to trade). “Future EU-UK co-operation is critical and mutually beneficial but requires political will and strong leadership.” Dr Oleksandr Shepotylo, a senior lecturer in Economics, Finance and Entrepreneurship Department at Aston Business School, co-wrote the working paper and said: “Continued alignment with the EU regulations was a demand from many businesses throughout the Brexit process, and it is expected to be still important post Brexit. This must be conveyed to policy makers. “In the short term, preparedness and adaptability have rewarded and will continue to reward businesses facing challenges and disruptions. The need for learning and training remains paramount. “In the medium and longer term, businesses will have to stay competitive to retain access to the global market, to perform better in it, and to gain more benefit from it. This is the case for all firms even if the ways to achieve it may differ. In addition, businesses need to consider adopting new business models through which they can balance the need for lean production with resilience, as well as weighing up economic, social, and environmental gains. Despite the many considerable challenges, there are boundless avenues where opportunities for breaking through are present.” You can read the full report on the ERC website here.