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The three-step strategy for hybrid working

The pandemic took us all by surprise, but we’ve had our eyes on hybrid working for some time.

In 2018, we wrote a CEO’s Briefing on Working from Home, prompted by the first sustained decline in UK railways’ season-ticket sales in its entire 150-year history. Urbanization and commuting remain established ‘mega trends’ across the world, but there were signs in both the US and UK that office working was on the wane.

Of course, with the pandemic, this gradual trend became a sudden flip. And what a flip: a US survey from late 2020 reported that the jump in remote-working was from 20% to 71%.

For many companies, there was a mass evacuation from the office conducted with little time to plan, and even less time for a strategy. Nevertheless, during the months that followed, people and companies adapted to new ways of working and found ways to cope.

Unlike the rapid flip required by the pandemic, this time there is scope to plan and strategise.

As the pandemic eases, many companies are looking again at office working, home-working and hybrid arrangements. Unlike the rapid flip required by the pandemic, this time there is scope to plan and enact a thought-through strategy.

We propose that your approach should be based on the following steps.

1. Strategise.

Remind your senior leaders of your business objectives and how your business stands out in the market. What makes it special in terms of customers and value? This should drive planning for you and other decision-makers in your organisation.

For example, if your market is highly commoditised, then of course this is an opportunity to look at offshoring further roles to lower costs (or to automate more roles and eliminate some costs altogether).

If your business thrives on creativity, however, we recommend that you bring your people together, because there is no substitute for the spark of brilliant people, in a room, face-to-face.

If you are competing to recruit rare talent, then perhaps home or hybrid working allows you to recruit more easily — to cast the net wider and to offer a better package than your competitors.

If you emphasise great service, then think about what your customers want, rather than what you want.

2. Segment.

Your plans for home, office or hybrid working should be rooted in the role profiles within your company. Not all office jobs have the same profile and needs; what makes sense for a credit control clerk may not make sense for a product designer.

Consider your roles in terms of:

Your adoption of home, office or hybrid working should be based on the needs of the role rather than the department or seniority.

3. Optimise.

It’s easy to do hybrid working badly. Meetings where half the team are in the office and half are remote can easily leave the remote workers feeling excluded. Getting the best from all your people requires more deliberate communications and inclusion; even more clarity on roles, processes, and controls; and investment in technology that supports hybrid working patterns.

In particular:

 

Need help with your hybrid working strategy? Get in touch.

One of our colleagues remarked that the pandemic was the first time that communication with his offshore providers had worked properly, because they were equals in video meetings rather than side-lined. This anecdote shows how easily we can get it wrong and lose so much of what people have to offer.

But when done right, hybrid working offers the opportunity to attract the best, to lower costs, and to reduce the impact on the environment. We have a unique opportunity right now to improve service to our customers and increase productivity and job satisfaction. Let’s make the most of it.

Visit our Hybrid Working & Post-Pandemic Knowledge Centre which includes all content related to this topic.

Freeman Clarke is the largest and most experienced team of part-time, or fractional, IT leaders. We work exclusively with organizations looking to use IT to grow their business. For an informal conversation, contact us and we’ll be in touch.

What is an IT Director’s salary?

An IT Director supervises technology, teams and suppliers. They focus on delivery of IT services to support and improve a company.

What is the salary for IT directors in the UK?

Surveys by recruitment companies indicate an IT Director salary can be up to £150,000 per year. The salary of an IT Director will vary by the experience of the candidate, but where they work also matters. IT Director salaries in the London area tend to be the highest, but CTOs can certainly earn high salaries in other cities across the UK.

With all these factors – experience, geography, the quality of the candidate and the needs of the business – it can be complicated to assess an IT Director’s salary.

How to determine an IT Director’s salary?

When we are selecting IT Directors, we look at the following indicators to benchmark their experience and value which helps in determining their salary:

1. Does the IT Director understand the business well, as opposed to just the technology? Do they have strong connections with other business leaders? When they introduce changes to a company, does it drive improvements across a range of areas and activities? Similarly, do they focus on improving key business activities that drive business performance – not just activities more narrowly related to IT or technology?

2. Do they introduce best practice or simply good practice? For example, do they stay informed about the most recent cybersecurity tactics and products? Are they knowledgeable and experienced in modern automation tools to remove repetitive business administration tasks?

3. Do they have excellent team leadership and management skills? Can they grow a high-performing, loyal, and cost-effective internal team? Similarly do they effectively negotiate price, contract and service management arrangements with suppliers?

Ultimately, the position of IT Director is extremely important and can have a huge impact on a business. The IT Director’s salary needs to reflect that. (For more information about the role itself, see our explanation here.)

If you have questions about the role of the IT Director and their salary, we can help. We interview, screen, select and develop more Board-level IT leaders than any other organisation. We’re always happy to discuss the recruitment process or any other IT challenges or opportunities.

Why Freeman Clarke?

Freeman Clarke is the largest and most experienced team of part-time (we call it ‘fractional’) CIOs, CTOs and IT directors. We work exclusively with ambitious mid-market organizations, and we frequently help our clients to use technology to beat their competition.

To find out more about how we could add value to your business, Contact Us and we’ll be in touch for an informal conversation.

What is ‘CTO as a service’?

‘CTO as a service’ means getting valuable advice from a Chief Technology Officer (CTO) as you need it without having to bear ongoing costs. We live in an era where everything is available as a service; ‘CTO as a service’ is an extension of this idea.

The benefits of ‘CTO as a service’

A CTO can deliver transformational benefits to a mid-market business by bringing expertise and traction to systems and digital projects. An effective CTO can streamline business processes, improve customer service, and increase value. They drive online projects, custom software and app development.

However, good CTOs are highly sought after and thus command high salaries and benefits. So having a CTO as part of the senior team is potentially unaffordable for many mid-market businesses.

And even where budgets allow, it is a risky hiring decision which is very difficult to get right.

The solution is retaining a CTO as a service on a contract rather than full-time.

Issues with ‘CTO as a service’

Of course, a CTO is a senior leader, and not all the benefits of a senior leader can be delivered as a series of well-defined tasks, or questions and answers, or opinions delivered from a distance.

Difficult issues are often ambiguous, and there are seldom simple solutions. Put bluntly, if you can fix a problem with a phone call, it’s not something that requires a high-quality CTO.

To achieve real, market-leading success, you need a clear vision, strong leadership, and expert judgements. There must be communication and action over an extended period.

Technology alone rarely delivers value. The greatest challenge is to make organisations and business work together with IT. It isn’t practical to expect a remote, disconnected ‘service CTO’ to deliver this value.

‘CTO as a service’ compared to a fractional CTO

A fractional CTO joins the senior leadership of a company on a part-time basis. This is a cost-effective approach and provides genuine and effective technology leadership. The fractional CTO is a part of the senior team, with ongoing involvement in technology initiatives and decision-making.

The best CTOs bring a cogent commercial and technical vision for how IT can deliver value to a business, and they bring innovation into the heart of the senior team. This cannot be achieved by someone working in a ‘taskified,’ on-demand manner.

On the other hand, a fractional CTO shapes and influences a company without adding the overhead of a full-timer. A fractional CTO can have a huge impact on the growth of a mid-market firm without undercutting the bottom line.

Visit our Chief Technology Officers (CTOs) Knowledge Centre which includes all content related to this topic.

To find out more about how we could add value to your business, Contact Us and we’ll be in touch for an informal conversation.

What is the meaning of ‘CIO’?

First, there is a simpler question: What does the abbreviation ‘CIO’ stand for? The answer: ‘Chief Information Officer.’ But what is the CIO’s role? How is the CIO different from the CTO? How does a CIO make a difference to a mid-market business?

There is no universally agreed definition of a CIO’s role. But in our view, a CIO is a Board-level leader whose remit encompasses all aspects of IT, including systems, processes, organization, and governance.

The CIO helps develop the vision and strategy of the business and ensures the systems and processes create a firm foundation for growth.

For CIOs to succeed, they must be expert at delivering complex, transformational digital programmes. And they must know how to make technology and people work successfully to achieve commercial aims. This means understanding IT in detail as well as being an impressive communicator and organizational leader.

What does a CIO do? What are the roles and responsibilities?

The CIO oversees all internal IT teams and suppliers, all IT budgets and IT operations, cybersecurity, and risk management. Their role may encompass digital and online and they may drive initiatives across other areas as well.

These initiatives should include systems and data integration in order to deliver more efficient processes. Integration improvements are often focused on improving margins and customer service. But the CIO will tie integration to improvements in management information and reporting, which are crucial to enabling growth.

The CIO will also be responsible for streamlining and automating systems and processes whenever possible, in order to enable scalability, reduce costs, and facilitate the ability to demonstrate compliance.

In some cases, the CIO is responsible for linked areas of information and compliance, such as regulatory approvals like GDPR and ISO 27000.

Are there different types of CIO?

Naturally, the CIO’s role will vary depending on the needs of the organization.

In some cases the CIO’s main purpose is to drive transformational change; sometimes the role is to maintain and continually improve infrastructure and systems.

Some CIOs are very externally focused, ensuring, for example, that everyone on the Board understands the needs of their customers. Others are far more occupied by ongoing management of internal operations.

For mid-market businesses, a ‘fractional’, or part-time CIO, provides a cost-effective way to access the skills of a top-class CIO.

How does a CIO impact businesses of different sizes?

Systems and technology are at the heart of any modern business, so the role of the CIO is crucial regardless of its size.

In larger organisations, the CIO leads broad-based initiatives where a siloed approach would be counterproductive, for example in businesses struggling with disintegration and incompatibility. The CIO provides unifying leadership, bringing together different groups, resolving competing objectives, and creating buy-in to a single vision.

For smaller organisations, the CIO ensures that commercial objectives are met by managing suppliers, teams, and specific projects. The CIO understands the technical and commercial details and can make decisions accordingly.

In a mid-market business, the CIO spans the range from unifying leader to expert. Critically, the CIO always sets the agenda and drives the business priorities into the IT culture. The CIO is always aware of the strategic direction of the business and ensures that the systems and digital strategy match.

‘A new business strategy required TGS to become the operational centre of the other businesses within the group. We had no systems in place at the time and a very short timescale, so we needed somebody with the knowledge, experience and drive to understand our business very quickly, source and implement a group wide ERP solution, create a new IT infrastructure, and find a trusted IT partner in minimal time. Freeman Clarke came in and completed what we believed was a mammoth task within our timescales, with no drama and delivered us exactly what we needed. Fantastic.’

Clare Coles, Group Finance Director, Traffic Group Signals.

Why Freeman Clarke?

Freeman Clarke CIOs work on a ‘fractional,’ or part-time model. This provides a business with first-class technology leadership without the full-time cost.

Our fractional CIOs are uniquely suited to mid-market businesses. They have outstanding technical expertise. They are strategic thinkers. They understand how to use technology to drive growth. But they are also suited to the culture and reality of mid-market business.

Whatever the remit, our CIOs operate from the fundamental idea of linking a business’s systems and digital strategy to business objectives. This should be the goal of every innovative company because when the two disciplines are connected, we see real, sustainable growth.

To find out more about how we could add value to your business, Contact Us and we’ll be in touch for an informal conversation.

What is project management consultancy?

Project management consultancy is when an expert project manager from outside an organisation manages or oversees a project or contributes to its management or oversight. 

A project management consultant makes sense for mid-market businesses who are beginning a large project, as most of their people are already committed to other roles. And large projects may be rare, so the company lacks the necessary project management routines and structures.

A professional project management consultant will have the time and expertise to fill this gap. He or she will guide the project and introduce the processes necessary for its delivery. 

Project management consultants also bring their experience of different organisations and projects, and they can avoid getting drawn into routine work that eats up the regular staff’s time. 

What does a project management consultant do?

 

At its simplest, project manager consultants focus on four activities:

  1. Identifying the necessary work.
  2. Identifying the necessary resources.
  3. Ensuring resources are properly allocated to deliver the work.
  4. Monitoring escalating issues and delivery.

These are important activities: large projects won’t succeed if they aren’t done properly. But crucially, these activities alone will not guarantee success

Why do projects fail or get ‘stuck’?

 

It is a well-established fact that most projects fail to deliver. In our experience, projects go awry because project managers don’t address the following crucial issues:

How do you find the right project manager consultancy?

 

The above points are leadership gaps, and project management consultants may not always fill them. In contrast, here are the key ways in which Freeman Clarke consultants ensure a successful project.

  1. Set clear business goals. The underlying business value of the project must be clear and accepted by all the stakeholders. Our role is to have the courage and drive to ensure this clarity is maintained until delivery.
  2. Embrace change. Delivering value often requires significant changes: for example, changes in organisation, behaviour, and/or processes. We take ownership of these changes and ensure they contribute to the success of the project. 
  3. Communicate issues or challenges. Project managers may not communicate issues or risks to the Board in ways that inspire positive action. This can happen even when there is ample progress reporting! We make sure that technical and non-technical people understand potential problems and take steps to resolve them.

To sum up: for most mid-market businesses, large internal projects are relatively rare, so they do not have the senior-level management skills available in-house. Project management consultants provide a solution, but they often leave a leadership gap. Freeman Clarke works with ambitious mid-market businesses to fill this gap and ensure that projects deliver the planned business objectives on time and on budget.

To find out more about how we could add value to your business, Contact Us or call 0203 020 1864 and we’ll be in touch for an informal conversation.

Freeman Clarke is the UK’s largest and most experienced team of part-time (we call it ‘fractional’) IT leaders. We work exclusively with ambitious organisations and we frequently help our clients use IT to beat their competition.

Client story: Diamond Logistics

Diamond Logistics is thriving. CEO Kate Lester speaks about her passion sharing her company’s success and how Freeman Clarke’s tech expertise has been instrumental for Diamond and its clients.

To find out more about how we could add value to your business, Contact Us and we’ll be in touch for an informal conversation.

Freeman Clarke is the UK’s largest and most experienced team of part-time (we call it ‘fractional’) IT leaders. We work exclusively with ambitious organisations and we frequently help our clients use IT to beat their competition.

New client innovations

I recently held a (virtual) round-table discussion with some of our Principals to discuss how clients are innovating for the post-COVID world.

Many of our clients are preparing for new opportunities as they expect rapid recovery in demand. Many also expect their competitors to suffer cash shortages, supply-chain disruption, and operational issues that will offer opportunities to seize market share.

Put simply, customers facing long waits, stock-outs or poor support will vote with their feet, and our clients are rightly looking to take advantage.

Let’s discuss what specific steps our clients our taking, and what our Principals had to say, and see if there are ideas for your own company.

How they’re getting ready

There are two specific areas in which Principals are helping clients:

  1. Creating new online routes to market
  2. Preparing internal operations for expansion.

These changes are challenging. Reorganisation and new projects are difficult during the best of times; the current background of uncertainty is a further complication. Many clients aim to complete these changes whilst also downsizing.

According to Freeman Clarke Principal Pete Taylor, ‘Three clients are preparing for growth by investing heavily in automation and integration, whilst making significant headcount reductions at the same time.’

Look before you leap

For many clients who were previously wholesalers, moving to online B2C raises critical challenges. They have to understand a new range of marketing, technical, and fulfilment issues; in addition, most companies now have to make delicate judgements about market positioning and how this would affect existing retail relationships.

Thus shifting to B2C isn’t always the smart move. One client working in household accessories modelled the impact of creating a direct-to-consumer online channel. The model helped them conclude two things: first that they would be cannibalising existing business; and second that the small shipment sizes and customer service overheads would slash their margins. They scrapped the B2C idea.

‘After a lot of discussion and analysis, we decided to focus on improving the B2B channel rather than taking a serious risk with the B2C channel,’ explained Freeman Clarke Principal Phil Tottie.

But if it looks good, leap away

For other wholesalers, shifting to B2C made commercial sense, and they launched new brands to take their products directly to consumers who now prefer to shop from home. Such businesses basically need to become online retailers, and we adapted their front end accordingly.

For example, one client used to provide health monitoring equipment to medical professionals. COVID, however, brought about a strong consumer desire for self-monitoring. Our client re-engineered the product and service to supply directly to the public.

‘The new approach is cheaper and better for all concerned,’ said Freeman Clarke Principal Alex Hudson. ‘It was always possible in theory, but we’ve taken the opportunity to make it happen.’

For clients in B2B supply chains, we saw a further opportunity to create online offerings for their existing business clients who ordered by email or phone. In many cases the websites were previously simply online brochures; it was time to create an actual portal for online ordering.

Of course all such changes create new challenges. But they offer the huge benefits of reduced processing costs, fewer errors, and tighter integration of delivery tracking and payment processing. They free up staff to focus on developing accounts rather than just taking routine orders.

Internal operations: Reporting is key

When our clients prepare for a significant increase in business, the first and most pressing concern is availability of up-to-date, accurate information for management.

‘The Directors simply need to know what’s going on so they can react quickly,’ says Pete Taylor, Principal, Freeman Clarke.

In these cases, the immediate focus is on streamlining data flows and automating reports. Of course this means looking upstream: we first have to ensure clear processes and accurate data management. But it’s necessary work that leads to better management.

Internal operations: Using the time wisely

In many sectors, our clients have seen a slowdown, but they expect business to bounce back quite quickly. So there has been a real drive to complete back-office projects, which, at normal times, would take a back seat.

It’s clear that some companies will struggle operationally or will suffer cash shortages. In such cases, we help our clients invest in new technology and enact process improvements to ensure their service remains outstanding—and that they will be ready for new opportunities when they emerge.

As ever, these improvements projects are difficult. But they are absolutely achievable when we have a clear vision of the business objectives:

‘Central to a particular project was to look again at the structure of the product list and bills of materials,’ Freeman Clarke Principal Dave Martin said. ‘By driving to the heart of the matter we were able to reduce the complexity by orders of magnitude.’

Important work at an important time

In some markets—for example, medical research and health equipment—there has been huge growth, and our clients have pivoted to engage with these opportunities. But the pressures on staff have sometimes been very great.

‘It’s been critical to keep facilities running smoothly in order that the drug research and development efforts can continue uninterrupted. It’s important commercially for the client, and these efforts are genuinely important to us all,’ said Dave Martin.

Clear winners and losers

In so many areas of the mid-market, we are seeing very clear winners and losers emerge. Of course, sectors like travel, are suffering major problems due to circumstances beyond anyone’s control. But most consumer and business demand is ready to resume as soon as restrictions allow.

Resumption of demand, however, doesn’t mean resumption of ‘business as usual.’ All the Principals in our discussion expressed a similar notion: Whether it’s B2B or B2C, consumers are very willing to switch to new buying channels, to new suppliers and to new products.

Thus ambitious companies looking to seize these opportunities must have a flexible, dependable infrastructure in place—and to know when an opportunity may not be best for your company.

 

Need help? Many CEOs engage Freeman Clarke because we take on uncomfortable changes and challenges with reassurance and guidance. Transformational change requires experienced and expert IT leadership.

Visit our Technology Roadmap for Growth Knowledge Centre which includes all content related to this topic. You may also want to look at our Digital Transformation Knowledge Centre.

Freeman Clarke is the UK’s largest and most experienced team of part-time (we call it ‘fractional’) IT leaders. We work exclusively with ambitious organisations and we frequently help our clients use IT to beat their competition. Contact Us and we’ll be in touch for an informal conversation.

Getting the basics right on using IT in wholesale and distribution

This is a time of extraordinary change for the British market. Between Brexit and the pandemic, we’ve seen incredible shifts in how we do business.

From what we’ve seen at Freeman Clarke, the changes have been particularly challenging in the wholesale and distribution sectors. There are just so many associated services as logistics, transport, storage and 3PL, each with its own complications and disruptions.

Margins remain tight. Yet the range of services you need to offer is increasingly broad: customers want ever-higher quality and seek specialist support across the entire supply chain.

It is possible to prosper. But only for the most competitive, well-run and efficient companies.

Growing expectations

Warehousing and distribution have always been hugely competitive, low-margin sectors. Now the rise of ecommerce has set new standards in B2C parcel delivery standards that we are seeing reflected across the entire market. There are ever-increasing demands in terms of timeliness, reliability, cost and availability of information.

Service level agreements (SLA) also have ever higher demands as B2C ecommerce has redefined market expectations. The challenge with SLAs is partly adherence and partly demonstrating adherence.

At the same time regulatory requirements have grown more complex:

For mid-market businesses, all of these expectations are not matched by generous budgets! New technology can solve the issues, but the investment costs can be high.

Mid-market wholesalers and distributors can absolutely meet or even exceed customer expectations and external requirements. They just have to be incredibly strategic about technology. They need systems that guarantee commercial payback. They must select the best and most cost-effective suppliers, negotiate the best possible deals and ensure their investments deliver real business benefits.

Start by getting the IT basics right

For ambitious mid-market companies, IT is central to surviving and thriving. So then how does a mid-market company on a limited budget use IT to drive growth and customer satisfaction?

The answer is fairly straightforward: get the basics sorted. If the IT agenda is submerged in day-to-day problems, there is little time to talk about vision!

What follows if a brief list of priorities:

  1. Ownership. IT needs a senior leader who can set strategy, be part of the business decision-making, and maintain a coherent vision for the future. Without clear ownership, expect problems.
  2. Infrastructure. Identify a sensible and appropriate configuration based on your business needs. Remember that infrastructure includes hardware desktop computers, mobile devices, factory-floor devices, etc. Modern infrastructure is cloud-based, so insist upon reliable connectivity and security.
  3. Security. Cyber security is a rising problem, and it won’t go away. Make sure that you have right security protocols in place and that your staff has been properly trained. Remember that good habits start at the top: is your CFO scribbling passwords on Post-Its?
  4. Disaster planning. Disaster recovery and business continuity plans must be rehearsed and ready to go at short notice. Make sure that everybody knows who is in charge of what!
  5. Reporting. Accurate, timely reporting must be available so that managers and executives can understand what’s going on what’s working and what’s not.
  6. Suppliers. Go through the entire list and ensure that you are getting the service you paid for and that the pricing still makes sense. Make sure that your staff is properly trained and understands how to tackle problems. Third-party transport management or warehouse management systems can be effective, though the quality of support and customisation varies between suppliers. Are they still worth your time and money?
  7. Integration. The wholesale and distribution sector typically have multiple internal and external systems. Are all your systems effectively integrated? Meaning, is there minimal manual effort? Is anybody rekeying? Is data available to dashboards so managers can run the business hour by hour?
  8. Negotiate. When dealing with external suppliers, make sure that at every point you have the right price and service level for your company.

Once again: cost-effectiveness and ownership

Yes, we said that already. But it bears repeating. If you want to use IT to succeed in your sector, you must identify who is responsible for each and every IT project. Be very clear about who is tracking its implementation and outcome so that the benefits are realised.

And at every step you need a focused commercial argument to ensure that every last project is cost-justified before it gets authorised.

The future is more technology

We don’t see warehousing and distribution as getting simpler, in fact, we’re seeing every indication it will become more sophisticated and demanding. We’ll see more AI for route-planning, more chatbots for customer services. Autonomous delivery is coming.

Some of these technologies will be costly, and mergers will likely put a further squeeze on mid-tier players. But the best companies will prosper. In our experience, the best the companies are the ones with their IT clearly wedded to business goals, the ones using IT to reduce costs, improve service and to focus (or create!) their own points-of-difference.

Freeman Clarke is the UK’s largest and most experienced team of part-time (or ‘fractional’) IT leaders. We work exclusively with ambitious organisations, helping our clients use IT lower costs and beat the competition. Contact Us and we’ll be in touch for an informal conversation.

Using IT to succeed in wholesale and distribution

It’s no secret that COVID and Brexit brought huge disruptions to the wholesale and distribution sectors. But they only complicated a space that was already challenging.

Margins have long been tight, the range of services increasingly broad, with customers wanting ever-higher quality and specialist support across the entire supply chain. And yet they never seem to have the budgets to match!

To continue reading this CEOs briefing download it below.

Visit our Technology Roadmap for Growth knowledge centre, which include more content related to this topic.

Freeman Clarke is the UK’s largest and most experienced team of part-time (we call it “fractional”) IT leaders. We work exclusively with ambitious organisations and we frequently help our clients use IT to beat their competition. Contact Us and we’ll be in touch for an informal conversation.

The 6 keys to succeeding in logistics with IT

‘Logistics’ is a big word. It encompasses wholesaling, distribution, carriage, warehousing, transportation, storage and more!

More importantly, each aspect is part of an increasingly competitive market. So how do you capitalise on the opportunities?

For such a complicated sector, the answer is quite simple: Digital. Get your systems in order and you’ve greatly increased your competitiveness and profitability.

In our experience, there are six key areas in which IT is integral to logistical success:

  1. Cost reduction. IT is like any other part of a business in that all investments need a well-defined ROI with a director accountable for delivery. But in logistics, the narrow margins make IT costs even more of an issue. Thus you have to minimise IT costs themselves whilst also using IT to save money, for example through process efficiency or clarity of information.
  2. Automated tracking. The key to an efficient operation is real-time tracking. The tracking must be both internal and external to customers and suppliers. This can be complex, involving web portals and an array of mobile and handheld devices. Plus customer expectations are ever higher. But it’s absolutely achievable with the right IT leadership.
  3. Streamlined processes. To keep costs down, it’s critical to have a seamless integration and standardisation of internal and external processes. When it’s done right, it also minimises errors and maximises simplicity. The focus must be on scalability and achieving tight connections between customers and suppliers.
  4. Flexibility. With logistics, ‘flexibility’ means both expansion and contraction. You must be able to rapidly and efficiently take on new business or acquisitions, be equally efficient when taking down operations in order to maintain overall profitability. Flexibility provides financial stability and confidence at every point of the business cycle.
  5. Disaster planning. IT outages whether due to cyberattacks, some natural events, or a freak accident will happen if you don’t prepare for them. An outage can lead to major losses and lawsuits, as well as reputational damage. The necessary preparations need not be expensive or even that complicated (think: two factor authentication), but they do need to be properly configured and rolled out.
  6. Strategy. However clear your business strategy, you won’t get far unless you have a clear IT strategy to match. That means understanding:

Of course this is a particularly difficult moment for businesses. But we do believe that the current stresses have only accelerated existing problems. Less efficient businesses are struggling, whilst those with better IT leadership are scaling up. These six areas are the right place to start if you’re looking to see how you can do better.

Freeman Clarke is the UK’s largest and most experienced team of part-time (or ‘fractional’) IT leaders. We work exclusively with ambitious organisations, helping our clients use IT lower costs and beat the competition. Contact Us and we’ll be in touch for an informal conversation.

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Graeme Freeman
Co-Founder and Director

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