Five ways to ensure your system investment delivers real value

Organisational Development Director

Fav thing about the office

It’s an office full of creative geeks with great banter, what’s not to love!

As a child I wanted to be a ... when I grew up

An actress

Guilty Pleasure(s)

Trash reality TV

Favourite Holiday

Walking in Wales if I am feeling energetic, Crete if I need a rest!

If I had a superpower it would be...

Mind Reading

Describe yourself in three words or less

Fun, nurturing, efficient

An interesting fact about me

My first car was a Humber Sceptre, which started my obsession with cars

Likes

Thai food, long walks with my dog, creating ideas with post it notes!

Favourite Band

I’ll listen to pretty much anything I can sing along to

Karaoke Jam

Islands in the stream, Dolly Parton

What I do at Q2Q:

My role is essentially support Andrew (the MD) with defining the overall business strategy and financial budgeting, then to design and deliver cost effective process and organisational change strategies, managing positive change in support of Q2Q’s future growth plans.

I work with the team to ensure there is continuous organisational performance improvement that is always customer centric, ensuring they are working collaboratively and efficiently, coaching them individually and as a team to bring out their best performance in supporting our customers.

Background and Achievements

The majority of my career has been in the mad world of Fashion, on the planning and operational side. In my previous role as Operations Director for a Heritage Menswear brand, I was responsible for the end to end journey of the product, from range planning, through sourcing, production, quality control, logistics, warehousing and customer service. Some of my key achievements in this role were improving on all delivery and service KPI’s, improving quality performance from 10% rejects to 1%, and delivering a significant number of process improvements across the team, whilst also delivering a saving on costs of 10% on overheads.

• As this role spanned so many disciplines, it enabled me to focus on my true passion, which is process improvement and people development, so my proudest achievement was introducing a Continuous Improvement Project Team to the wider business, bringing a positive change culture based on a combination of ideas including Appreciative Inquiry and Solution Focus tools. The workshops we developed empowered people to solve problems cross functionally, and considerably improved communication, collaboration and efficiency, whilst making savings to the bottom line. These workshops have formed the basis of the tools I now incorporate into Q2Q, and offer as an additional consultancy service to Q2Q customers.

Hobbies and Interests

Walking with my dog, and eating out with family

 For many SMEs, investing in any kind of system is a significant expense. Often though – despite the team being convinced it’s the right programme for them – the technology doesn’t deliver the promised time savings and efficiencies.

If it seems as though employees avoid putting in the effort required to make best use of the new features, senior teams can quickly become frustrated, seeing the investment as wasted. On the flipside, to the hands-on team, it can feel like the annoying distraction that you’re regularly asked about but are far too busy to invest your time and attention.

Inspired by a recent TED talk by Nadjia Yousif, this solution suggests SME owners should treat any new system as you would any new ‘member’ of the team!

So, how can you do this?

Take a peek at our animation to find out!

Five ways to ensure your system investment delivers real value