George O’Connor, the prolific analyst at Panmure Gordon is brilliant at finding relatively obscure yet relevant items on the web and he wins the prize for finding the first predictions for 2009. Indeed, similar to hearing the first cuckoo heralding spring, the first set of predictions for the new year presages year end! What he’s dug up is interesting, from the nice people at NetStandard

2009 – We predict . .
As the year draws to a close we are increasingly pressed for our views on 2009 – typically we look to the trusty sword of ‘cut’ and shield of ‘paste’ in our battle to understand the ‘future’. Helpfully NetStandard is early with its predictions – which seem to cover its entire product portfolio.

Predictions include boom times for the following:
Information Security Management, Business Intelligence, Privacy Management, Identity and Access Management, Business Continuity Management and Disaster Recovery Planning, Audit Process Improvement, Electronic Data Retention Strategy, Improved Application and Data Integration, Enhanced Business Reporting, Document, Forms, Content and Knowledge Management, Training and Competency, Mobile and Remote Computing, Customer Relationship Management, Collaboration – Information Portals, Web Deployed Applications, Moving Beyond MS Office 2003, Virtualization, Tablet Computing and Unified Communications

Now, this is good news for us at Skinkers as the Live Notification Platform has relevance in almost all of these. Seems that making the most of the information generated inside your organisation and turning it to your advantage through appropriate dissemination is going to be all the rage in 2009 if this list is to be believed. This is clearly not a surprise. In difficult times, you need to focus in on what is important and ensure that you make the most of the investments you’ve already made in knowledge, information, systems and processes.

One of the places I go to, both in person and online, to metaphorically insert the business mood thermometer is Critical Eye the professional executive network. Matthew Blagg, their CEO wrote a note yesterday that I think should be brought to the attention of more than just Critical Eye members – I reproduce below – comments?

The issue of motivation in the downturn has recurred in my dialogue with Criticaleye Members and most recently at our Advisory Board meeting. In the shadow of cost-cutting and making redundancies, how do leaders rally energy and enthusiasm in the workforce to boost performance and drive strategy?

What is clear from the conversations I have had over the last few weeks is that maintaining motivation requires a strong sense of clarity and alignment from the board and the need for tighter, more controlled approaches to running the business and managing costs. When successfully demonstrated to staff, both these activities will boost employee confidence in and respect for senior management which, ultimately, will increase motivation and morale.

To instill confidence and motivate people, boards need to be passionately aligned to the company’s direction, its goals and its values. However, they need to do this without articulating long-term plans. In an uncertain economy outlining goals which do not come to fruition can damage employee commitment and motivation, but communicating a message of control, strength and clarity at a senior level will certainly inspire confidence in the ranks. Stephen Karle, former CEO of West Bromwich Building Society offers this advice: “As the pressures on businesses and individuals mount, it will be motivational to increase management emphasis on the values of the organisation. For many, it will be tempting to cast aside the previously positive aspects of the culture and to act with brutality in implementing hurried cost-cutting and change programmes. Consider explicit recognition programmes. Reward staff who contribute to the organisation’s fight-back, whilst conducting themselves in line with the desired culture.”

Jeremy Small, Group Company Secretary for AXA UK Ltd., also offers words of advice: “Motivating employees in these difficult economic times is very demanding. When listening to people’s concerns, it is tempting to over compensate and try to give everyone comfort.  As leaders, we need to be realistic as to the assurances that we are able to give and to be very open and clear as to what we don’t know. Every crisis presents opportunities on many different scales and we all have a role to play in identifying and helping to realise them.  That way, we can position our companies and ourselves better for when the tide turns.”

Individuals also want to see a board that is taking a hard line on cost control and stepping up efforts to create a performance culture within the organisation. When people believe they are working within this environment they will have a greater belief in the strength and longevity of the company which, clearly, counts for a lot in the current climate.

Maintaining access to professional development is another motivational driver in difficult times, not least because upskilling will make the difference to how well you are able to weather the storm. However, development should be in line with operational circumstances. So in a downturn, it is not about sending people out of the office on expensive courses but finding smarter ways for them to obtain skills and experience which will grow the business. Younger managers especially are looking to develop so finding ways to expose them to the difficult and changeable nature of an economy in downturn can provide a valuable and unique learning opportunity. Indeed, the current economic climate could offer younger staff the stimulus they need without drastic increases to the HR budget.

This seems to have been a bad week for jobs… 10,000 at BT, 400 at JCB, reports of 150,000 in the City and that is the tip of the iceberg.  All of this has been seen as a cost-cutting exercise in the face of tough economic times. The people leaving will be well looked after no doubt, with generous separation packages that are then put into ‘exceptional items’ in the company’s next financial report.
But, what of those that are left? How do they feel? Often being asked to pick up the work of those that have left, having to operate without the guidance of an experienced middle manager, dealing with customer service complaints caused by lack of resource. Or perhaps they might see it positively, in that there are fewer people in front of them to compete to climb the greasy corporate career pole.
Either way, it is a time when keeping everyone’s eyes focused on the real purpose of business, a phrase coined by the late Peter Drucker:  “There is only one valid definition of business purpose: to create a customer.”(see http://800ceoread.com/blog/archives/005424.html).
This means keeping everyone, from the back to the front office, as well as key partners, meshed in a venture to ‘keep and create new customers’. This focus helps those employees who view the current job losses as a threat – as customer success will mean fewer future job cuts – or an opportunity – where better to shine than in building the top line…
Creating this focus is not easy. It demands a consistency of message and approach from top through middle management to the customer front line. It demands simplified decision chains and simplified processes – fewer meetings and more action. It demands a singular communication infrastructure that will galvanise this energy to get results.
So, rather than what about the unemployed, I say what about the workers!

We are just about to kick off our blog, communication experts will be giving their insight on best practise across a range of industries and offering you the chance to comment.