The UK Senior Managers Regime didn’t enter the world in a blaze of glory, with concerns around ‘presumption of responsibility’ driving attention and creating an assumption that the new senior management rules would herald an era of increasingly combative regulation. Since then, while the ‘guilty until proven innocent’ elements have been withdrawn, the majority mindset is still fearful and uncertain. However, the Senior Manager’s Regime and the parallel Certification Regime ar

Organisational culture is a challenge that people can be very fearful of – either they feel it’s an impossible task to overcome, that it’s just too nebulous to get hold of, or that it should be treated as something that is organic and left to grow by itself. Relax – getting a grip on culture is within your reach; all you need to do is step back and recognise what it’s constructed from. Culture is the product of three basic things: What we do How we do it Why we do it The firs

Getting away from it all is often really helpful to shift the mind from the day to day to the important issues. This can be of particular importance to global and remote teams spread across borders, time zones and cultures. Our belief is that bringing people together is both a privilege and critical to business success. We have run team off sites for globally dispersed teams in the UK, USA, Singapore and the Middle East – and everyone hugely appreciated the effort and the

There are very few businesses or indeed areas in life where teams are not involved: from the sports field to the board room by way of the family unit – teams are everywhere. Teams get more and more globally dispersed across time zones, languages and cultures and they need some help being the best possible team they can be. Everyone at TMD has experience being part of and running teams, and we’re hugely proud of the team that we have. We therefore specialise in working with

All organisations have a clear goal that everyone can rally behind – surely. Hopefully that is the case but not always. Our people need to know not only WHAT they do but WHY they do it. It is only when our people understand the WHY that they can truly add value beyond what they have simply been asked to do. That is how we get organisations that seem to be able to do stuff way beyond what the market might have expected. That is how we manage to get decisions taken at the