Creating Conditions for Change

In my last contribution to this blog, I made some fairly broad (and arguably common sense) statements on why change programmes often deliver disappointing results and what powerful forces come into play that will prevent an organisation from effecting change .  It would seem only

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Why Change Programmes Fail

Anyone who’s worked in a large organisation for any length of time is likely to have experienced transformational change in one form or another.  By (bad?) luck rather than judgment, I have been at the pointy end of some fairly significant change programmes during my

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What’s in Your Wallet?

My kids gave me a new Union Jack wallet for Christmas, forcing me to answer the question in Capital One’s old adverts, “What’s in your wallet?” Capital One credit card (the advert worked!), personal debit card, business debit card, supermarket credit card, 2nd debit card,

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Product Managers are responsible for business results

Product managers determine marketing opportunity, relate product development to this opportunity, and then develop marketing approaches that present the product to the consumer or customer effectively and efficiently. They are concerned with revenues, profits, product development strategy, pricing, promotion, and other matters on which senior

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Interchange Fees – It’ll all end in Tiers!

If MasterCard’s analysis, published in their Insights paper 1Q2007, of the effects and outcomes of the RBA (Reserve Bank of Australia) intervention into Interchange Fees (ICFs) back in 2002 is to be taken at face value then the prospects for European consumers using payment cards,

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Customer Relationships Could Really Impact Your Bottom line

Customer relationship management, commonly known as CRM, is a way of designing structures and systems so that they are focused on providing consumers with what they want, rather than on what a company wants them to want. It usually involves a restructuring of the company’s

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Have a little sympathy for the Banks …. but not too much

The Payment Protection Insurance (PPI) mis-selling scandal that the UK banking industry is still paying for is forecast to be costing them somewhere in the region of £15bn.  Is the value of premiums on mis-sold policies really as high as that, and why was mis-selling

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Has the software pendulum swung too far?

A senior architect told me that corporate governance now means he can only buy products that are already obsolete. I can see his point – if you’re restricted to products that are live at 50+ sites from a company with more than £100 million of

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Fraud – You’re only as good as your last prevention

The industry analogy is that fraud is like a balloon, you squeeze the fraudsters in one area and they pop out somewhere else. Sometimes it’s predictable like when chip & PIN was introduced, already high CNP fraud rose still further and x-border fraud levels rose

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Visa Hungary – Reports suggest they are losing their appetite

If the recent article published on the Pymnts web site is accepted then it seems that Visa may be considering an exit strategy from Hungary in the face of substantial, and continuing, market share loss to MasterCard. According to the article, and cross referenced pieces,

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