What can Commercial Managers learn from the Great British Bake-Off?

First, I have no inside knowledge of the deal, my observations are from press coverage.

It seems, Love Productions played a, short term, blinder. They used time positively in the negotiation, to convince Channel 4 that they had to move quickly. Channel 4 did, and in doing so increased the risk profile of the deal. It would be interesting to know who in Channel 4 signed off the risk register? Did it highlight the risk of  contracting with no guarantee as to the talent?

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Update – Britain decides exit, can the Civil Service cope?

Prior to the vote, I wrote a piece on the Civil Service coping with Brexit. https://www.wrekinconsulting.com/if-britain-decides-to-brexit-can-the-civil-service-cope/

I argued, that the Civil Service could cope, but that to expect it all to be done and dusted in two years was not realistic.

Since then, I have thought further about one of my lines from Harold Macmillan “Events, dear boy events.” It is events that are of most concern to me.

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How, can Government square the circle?

Government wishes to square the circle of wanting to use more small medium enterprises (SME) to provide its services. However, Procurement departments believe large procurements bring economies of scale, and one large contract is easier to manage than a number of smaller agreements.

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Tower Procurements are, the problems?

The tower model was intended to enable organisations to move away from large IT service management contracts provided by a single prime outsourcer. The new structure has separate IT components – such as hosting, applications development, security and desktop support which are contracted to different providers. One provider then takes on the role of Service Integration and Management (SIAM) to manage the various towers, without providing any of the tower contracts itself.

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The buzz around local government is commercialism.

The buzz around local government is commercialism. As usual, many officers think they do not know what to do and are awaiting guidance, but they know more than they give themselves credit for. They talk to residents on a daily basis so they do know what the “Customer” wants.  What local officers lack is the confidence to adopt a marketing mind-set and they may also suffer from a fear of the unknown.

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