How can we encourage our people to take seriously the situations where mistakes have other consequences? Consequences associated with the other letters making up the SQCDP initialism? (Safety, Quality, Cost, Delivery, and People), (or QCDSM, or other variations!)  

 Life Saving Rules for Quality could be used to specify these. Why rules for quality? Why not rules for cost, or delivery for example? Because quality is the best way to reduce cost, improve delivery and satisfy customers.  

 The Life Saving Rules for Quality could include…    

• Understand and champion the interests of customers and stakeholders.     

• Apply the concept of prevention. It typically costs ten times more to correct a problem than prevent it, and one thousand more if the problem escapes to a customer. Use your risk radar – Failure Mode and Effects Analysis (FMEA) is arguably the most powerful tool in the quality toolkit. Proactively identifying and mitigating for risk at the outset of a product or process design is an effective way to achieve Zero Defects. 

• Work collaboratively to design quality into your products and services multifunctional team working is essential. Structured approaches to design such as Advanced Product Quality Planning (APQP) can be effective to facilitate this. 

• Be “radically transparent” – always share information about failures. FAIL = First Attempt In Learning. 

• Always define quality in measurable terms. If we accept the definition that quality is about meeting requirements, we need to understand exactly what the requirements are in order to establish how well they are being met. 

• Understand your context, but don’t be constrained by or satisfied with “how we’ve always done it.” 

• Define the “current best way” and have everyone follow it (until a better way emerges). Standardisation is one of the best ways to make sure operational processes are reliable and consistent.  

• Understand the relationship between quality costs and the bottom line. Studies have shown that the cost of non-quality is typically 5 – 30% of gross sales.

• Assume the best in people. 

• Make sure your processes are robust. 

• Seek to make advocates of all stakeholders – sell it well so people understand the benefits and their own WIIFM. (What’s In It For Me?) 

What would appear on your list? What’s standing in your way when it comes to realising these rules? Join the discussion!  

Want to learn more about some of the quality disciplines mentioned here? See  Catalyst’s new 2024 ‘Quality Tools’ Services and Training courses. 

You’ll find these and other related pages interesting: 

• Our Quality Tools training programmes
• New for 2024: Advanced Product Quality Planning (APQP) and Production Part Approval Process (PPAP) training course
• Design Failure Modes and Effects Analysis training
• Process Failure Modes and Effects Analysis training

The post The Lifesaving Rules for Quality   appeared first on Catalyst Consulting.

The collaboration between the Irish Wheelchair Association (IWA) and Catalyst Consulting is a fine example of collaborative partnership. Our combined effort, the “One IWA Programme,” sought to address the intricate challenges faced by the IWA community, aiming to bring about tangible, lasting change. This initiative has earned a nomination for the Learning in Excellence Awards this September.

The Essence of the One IWA Programme:

The programme was a meticulous endeavour to understand and address the challenges and opportunities faced by the IWA community. Through a series of online workshops, facilitators and experts were united, driven by a shared commitment to bring about meaningful change.

Tangible Benefits:

• Empowerment: Directly uplifting service users through enhanced processes.
• Efficiency: Streamlined operations, allowing the IWA team to focus on what truly matters.
• Collaboration: A team of facilitators emerged, each contributing their unique expertise and passion to the project.

Jo Dowdall’s Perspective:

For Catalyst Consultant Jo, this was an invigorating project. “Every process we refined, every efficiency we introduced, was a step towards a brighter future for the IWA community. Their dedication was a constant source of motivation.”

The IWA Narrative: Beyond the Surface

About IWA:

The Irish Wheelchair Association is more than an organisation; it is a community. Founded on the belief that everyone should be able to live a life of choice and equality, IWA supports over 20,000 members across Ireland. With 2,500 dedicated employees, 57 local community centres, and the backing of 2,000 volunteers, they provide services that empower people with physical disabilities to live independently, while also campaigning for equal rights and opportunities.

Catalyst’s Contribution:

Catalyst Consulting, respected for our expertise in strategic, operational, and assessment consultancy, brought a fresh perspective to the table. Our focus on business transformation, lean thinking, and process management was instrumental in helping IWA reshape its operational landscape. Together, we embarked on a journey to refine processes, foster collaboration, and pave the way for a technologically advanced future.

The Human Element:

Behind the numbers and processes were the stories of individuals. Jo shared the view “It’s a huge privilege to be working with an organisation so dedicated to its purpose. Each minute saved from a process, and each challenge removed from a team member will be turned it into magic”.

The Award Nomination: Insights and Outcomes

The Challenge:

IWA aimed to elevate their community’s experience. They faced fragmented information systems, intricate processes, and the challenge of standardising services across diverse regions.

The Solution:

The One IWA Programme was a transformative journey. It harmonised processes, introduced efficiencies, and ensured alignment with the community’s needs. The programme utilised continuous improvement tools and techniques, including process mapping and process challenge, raising awareness of the need for change within the organisation.

Measurable Outcomes:

• 10 facilitators trained.
• 37 workshops conducted.
• 39 processes meticulously reviewed and documented.
• 298 actionable improvements identified.
• Tangible time savings, bolstered efficiency, and enhanced service quality.

Conclusion:

The One IWA Programme is a testament to the benefits of genuine collaboration. By understanding challenges and opportunities at a grassroots level, fostering open communication, and focusing on tangible outcomes, the partnership between IWA and Catalyst Consulting has brought about real, lasting impact. The lessons learned from this partnership are clear: a deep understanding of challenges, combined with innovative solutions, leads to transformative results. As we anticipate the Learning in Excellence Awards, the programme stands as an example of how dedication and innovation can bring about positive change.

To discover more about the great work of Irish Wheelchair Association please go here:

https://www.iwa.ie/

We are proud to have partnered with IWA on this journey. If you have enjoyed reading this, and would like to learn more about working with us, please contact our CEO James Dwan jmd@catalystconsulting.co.uk for an initial conversation.

To grow yours and/or your organisation’s knowledge in this area, please find info on our Continuous Improvement training courses here https://lean-six-sigma.training/.

The post One IWA Programme: Collaboration, Change, and Real Impact appeared first on Catalyst Consulting.

Whatever the time of year, and wherever we are, Continuous Improvement is very much like a box of chocolates, and here’s why:

• There are lots of opportunities to choose from
• They are bite-sized
• They leave you wanting more
• People around you will want to get involved too
• There are plenty more in the box for next time

At the recent #ICIPS conference I showed a series of pictures of chocolate bars, ranging in size from a chocolate Freddo (18g of chocolate, costing around £0.35) to the hugest bar of Dairy Milk I’ve ever seen (a whopping 10kg of chocolate, on sale for £169.99). I asked the delegates about their appetite for each one. As the bars of chocolate grew in size, a few people admitted defeat (“that one’s too much”), a few expressed doubt (“I could give it a try, but…?”) and a small number remained bullish until the final giant chocolate bar was revealed (“yes, I could definitely handle that!”). Ah, the triumph of hope over experience! As lover of chocolate, I know how tempting it can be to overdo it, and this is exactly why Continuous Improvement is like a box of chocolates.

Imagine for a moment, eating that enormous bar of Dairy Milk. To begin with it might feel very exciting and enjoyable. You might feel like a bit of a hero! But after a while, it would stop being pleasurable. Tackling all of that would take considerable time. Would you really enjoy it all? Really? And after eating the whole lot would you be left wanting more? And would people around you see you doing it and still find you aspirational?! The same can be said for improvement projects. Bigger does not mean better. In fact, the side effects of eating too much chocolate, as listed on the Livestrong website, bear a remarkable resemblance to the effects of taking on too big an improvement project. They include insomnia, restlessness, shakiness, rapid or abnormal heart rhythms, anxiety and…caffeine dependency.

There are undoubtedly lots of big things for organisations to tackle if they’re to respond to changes, challenges and opportunities. But unless broken down into bite sized chunks these initiatives are intimidating and can seem insurmountable. While a mammoth sized opportunity will bring lots of benefits, it will take so much time that we won’t experience those benefits for a long, long while. It can leave people feeling and disillusioned and burnt out.

On the other side of the (chocolate) coin, lots of little bite-sized improvements can add up to something brilliant. They are satisfying, yet moreish. The enthusiasm they generate can be contagious. There are plenty of opportunities to choose from, and something in the box to suit everyone.

So let’s enjoy a Continuous Improvement chocolate, and another and then another! Remember to pick one you know you’ll enjoy, and never bite off more than you can chew. Let’s see something happen now – a bite sized improvement that will do some good. And then let’s keep going! This delicious habit is one you’ll want to keep up in the New Year.

We wish you a happy and peaceful holiday, with plenty of enjoyable treats.

Need some business advice? Contact us to see how we can help

The post Continuous Improvement – It’s a Box of Chocolates appeared first on Catalyst Consulting.

An example of a Moment of Truth when going on holiday might be a query you have about the seats assigned on the plane, which you ask about at the check-in desk. Can the query be addressed first time? If so, a good impression is created. But if the agent at check-in advises you to ask at the gate, and the gate attendant then recommends you discuss it with a member of the cabin crew…the Moment of Truth has been ruined.

The Moment of Truth concept has its roots in the airline industry – it was originated by Jan Carlzon, a business leader famous for transforming the fortunes of Scandinavian Airline Services (SAS). My own dogeared copy of his book “Moments of Truth”, printed in 1987, has the following words emblazoned on the cover: ‘Managing the dickens out of those unique, never-to-be-repeated opportunities to distinguish ourselves in a memorable fashion from each and every one of our competitors’. (That’s what book covers were like in the 1980s!)

A couple of recent conversations have prompted me to return to the book after several years. In addition to the concept of Moments of Truth, it is full of relevant insights on the actions and attitudes required by leaders if Moments of Truth are to be managed effectively.

Here are my takeaways on how to manage the dickens out of Moments of Truth the Jan Carlzon way…

• Orient towards your customers

Carlzon emphasized the importance of understanding, from the customer’s point of view, what business an organisation is really in. If you are oriented towards your customers, he argued, you are in the business of providing them with a service, not just the traditional “hardware”. So Scandinavian Airline Services began to focus on the experience of customers, not just on the operation of the aircraft. He went on to ask…

…Are Ford and General Motors in the automobile business? Or are they really in the business of providing people with the means to transport themselves from one place to another overland? If they decide they are in the automobile business, then naturally they should concentrate their efforts on state-of-the-art design and aerodynamics and fuel economy – on the car itself.

But let us say they decide they are in the ground transport services business. Should they sell only cars? Wouldn’t it also make sense – from the customer’s point of view – to sell a plastic card guaranteeing that a car would be made available to you immediately, wherever and whenever you want to drive somewhere?

A prescient point, made 20 years before the birth of Airbnb!

• Empowerment is essential

Carlzon describes his early leadership style as dictatorial – he assumed that he had been recruited to make all decisions, so insisted on making them. However, he realised that the decisions required “where the action is” – those that make a difference to the customer experience – are best made by the people on the front line of customer service. When problems arise, each employee should have the authority to analyse the situation, determine the appropriate action, and see to it that the action is carried out. Carlzon uses the analogy of a football game to make this point about the value of timely decision making:

…Imagine a situation in which a soccer player breaks away toward an open goal and suddenly abandons the ball to run back to the bench and ask the coach for an order to kick the ball into the goal. Before he can run back to the ball, he has lost not only the ball but also the game.

• Leadership and management structures and roles should change

Carlzon was adamant that traditional hierarchical tiers of responsibility are no good for an organisation seeking to establish customer orientation and the creation of positive Moments of Truth. For the example given above, where agents at check-in, departure and cabin crew were unable to address the query about seating, no-one had access to the information required to solve the query or the authority needed to take it on – and no one was prepared to step out of their normal role to address it. So normal roles needed to change. At SAS the role of manager was redefined from decision maker to coach. Instead of making decisions (or escalating decisions further into the organisational hierarchy) managers would enable and support their people to make decisions, thus unleashing creativity and transforming customer service.

• “They must know that they are allowed to make mistakes”

Big decisions were required to transform Scandinavian Airline Services, and significant risk was involved. Carlzon recognised that decision making (and risk taking) aptitude was required throughout the organisation to enable true customer orientation. He said:

If frontline employees are actually to make decisions that entail some risk, they must have a sense of security. Having knowledge and information is not enough if they believe that a wrong decision may cause them problems or even the loss of their job. They must know that they are allowed to make mistakes. Only then will they dare to use fully their new authority.

Leaders and Managers played an important role in creating the right environment for decision making and risk taking. Psychological safety – years before the term was introduced.

The Moment of Truth of returning to this book has been a positive one. Jan Carlzon blazed a trail in demonstrating the benefits of customer-oriented and employee-empowered ways of working. These approaches were considered bold in the 1980s, and today they’re still first class.

Need some business advice? Contact us to see how we can help

The post “Moments of Truth”: Re-Reading Jan Carlzon’s Book makes a positive impression appeared first on Catalyst Consulting.

The coronation on June 2^nd 1953 symbolised the transference of regal power from King George VI to Princess Elizabeth II. As the first coronation to be televised, it was watched by 27 million people in the UK and millions more around the world.

As changeovers go, this isn’t exemplary – the Queen had acceded to the throne four months earlier, following George’s death, and the coronation service itself took almost 3 hours. In keeping with centuries of tradition, it included the oath, anointing, investiture, crowing and enthronement. The millions who watched it on television really did put a shift in!

Changeovers are a key focus when we’re looking to improve the efficiency of a process. Changeovers, for example changing the settings of machines or switching between systems or IT applications, can be time consuming can disrupt the flow of work through the process, therefore disrupting the delivery of value to the customer. SMED (Single Minute Exchange of Dies) is the Lean term that describes the goal of changeover processes. As its name suggests it applies to manufacturing processes, though clearly the concept applies widely, beyond manufacturing, into transactional processes and even into royal processes! Key to improving changeovers is completing as many steps as possible while the machine or system is in operation, and minimising the work that has to be done while it is shut down.

According to some (rough) calculations, the average time between coronations is twenty-three and a bit years, and of course we are currently celebrating the fact that the last one happened 70 years ago. But the royals are responsible for a more regular and timely process involving changeovers  – the Changing of the Guard, which takes place every other day at Buckingham Palace and other royal residences.

This process could be regarded as a textbook changeover process. It is highly standardised, and the standard procedure is executed unfailingly by the Queen’s Guards. In the instance that something goes wrong, a response plan has been developed. The Changing of the Guard process also features elements of visual management and poka yoke. The distinctive unforms worn by the Queen’s Guards help to distinguish between friend from foe, for example.

When we think of the ultimate changeover process the Formula 1 tyre change process comes to mind. The tyre is changed and other mechanical repairs and adjustments are carried out in the blink of an eye. However, creating a Formula 1 Changing of the Guard or coronation experience would undermine a fundamental principle of Lean which is to understand what adds value to the customer and shape processes to deliver it. Millions of spectators would feel short-changed by a royal changeover taking less than 2 seconds, though it is definitely fun to imagine!

Contact us if you would like to improve a changeover, or learn how to innovate processes with our Business Black Belt training.

However you plan to spend your Bank Holiday weekend, have a glorious one.

The post The Royal Changeover appeared first on Catalyst Consulting.

It’s over! In this week’s finale we saw Harpreet get hired as Lord Sugar’s business partner, after a head-to-head between her dessert business ‘Oh So Yum’ and Kathryn’s online pyjama shop ‘Pyjamily’. The two finalists were tasked with developing a brand and ‘hero product’ for their businesses, along with a digital billboard and a TV advert, all with the help of some candidates who’d been fired earlier in the process.

Watching the finalists pick their team members from a very motley crew was excruciating. “Save the best ‘til last” said Harry, who was picked last. Watching Amy and Akeem pretending to be a couple in the Pyjamily advert was even more painful. Unlucky Akeem could not muster enthusiasm for this aspect of the task, despite being urged to “have chemistry” by Harry. Even the couple’s matching pyjamas were no help, and “nothing says loooove like matching pyjamas”.

Let’s look at what we learned from the final episode.

Lessons learned

• Get behind your Project Manager (It’s not always about you)

It was gobsmacking to see team members doing down the efforts of their Project Manager at this stage in the process. Horrible Harry (who we now know got picked last for a reason) likened Kathryn’s logo to the Exorcist. Awful Amy concurred. Even worse, Amy expressed her criticism to Kathryn, which must have affected Kathryn’s confidence in the brand and in the team she’d trusted to help her develop it. “At the end of the day this is Kathryn’s vision, it’s not about us”, said Stephanie, “so I think it’s really important for all of us to just get on board with that”. Well said.

• Establish clear roles and responsibilities

When creating the digital billboard for ‘Oh So Yum’, Navid’s efforts to look longingly at desserts were snubbed and greedy guts Nick stepped in to take the role. “Nick’s going to have to come in and save the day”, said Nick, clearly greedy for limelight as well as dessert. Navid, being a gentle soul, let this go. But there was no such grace on the ‘Pyjamily’ team. Harry and Amy wrestled for control over the production of their pyjama advert, trampling on each other’s’ toes and hindering progress considerably. Establishing and agreeing roles and responsibilities in a project team is essential. Without this, it is really difficult to get anything done – people may not take responsibility for doing what needs to be done at all, or, as we saw in this task, too many people might try to take charge. Successful teams have clearly defined roles and responsibilities.

• Dreams do come true, if you work hard and believe in yourself

“I have dreamed of this moment, and it just completely proves that if you work hard and believe in yourself, dreams do come true” said Harpreet, on being hired by Lord Sugar. She has certainly demonstrated self-belief and hard work.

Management Speak of the Week

“Good luck, and on your way” – Lord Sugar

Thank you The Apprentice for the lessons learned this series, and also for the laughs, the cringes, and some much-needed escapism.

Need some business advice? Contact us to see how we can help

The post Thoughts on The Apprentice 2022, Episode 12: The Final appeared first on Catalyst Consulting.

Claude Littner was back, and in blistering form. His highlights included referring to Kathryn’s business plan as “the rantings of a lunatic”, responding to Stephanie’s plaintive request, “Would I be able to respond to that?” with a cutting “Not necessarily” and terminating Brittany’s interview early because she hadn’t included manufacturing costs in her plan. Each candidate had skeletons in the closet and these were exposed decisively by the interviewers. This was one of the most cringe-worthy episodes yet.

Let’s look at what we learned.

Lessons learned

• Create a compelling USP (and make sure it’s truthful)

A Unique Selling Point (alternatively known as a Unique Selling Proposition) informs potential customers about what makes your product, service or business idea stand out from the crowd. Kathryn’s USP for her pyjama business, “the pyjama’s will be designed solely by myself using my expertise”, was quickly debunked when it was revealed she doesn’t design them. When pushed on the USP for her protein enriched vodka drink Brittany managed, “I do not think it tastes bad enough for not to purchase it” and Harpreet stated her USP is herself (despite it being revealed that she runs her business in partnership with her sister). A good USP should be defensible and demonstrable. It’s a basic.

• Be authentic

Two of the candidates shed a tear during the interview process. In fact, “Bring tissues” almost made it onto this week’s list of lessons learned. It was during a tearful moment that we saw “the real Stephanie” as she talked with Claudine Collins about what her dad’s mentorship and support means to her. Authenticity builds trust and strengthens personal connections. By allowing herself to be vulnerable, for what seemed like the first time in this process, Stephanie demonstrated her loyalty and how much she values mentorship, the traits of a great business partner. It’s a shame that for her, the process has come to an end.

• “A candle loses nothing by lighting another candle”

It was disheartening to see Lord Sugar attempt to pitch the candidates against each other in the final boardroom scene, asking, “Why do you think your business is better than theirs?” and “Do you think you’re a better proposition than these other two?”. Props to Harpreet who complimented Kathryn and Stephanie when answering this (unprofessional) question. A candle doesn’t burn any dimmer because it lights another. The right candidate with a decent business plan doesn’t need to do down the others in order to shine. And the right interviewer wouldn’t force them to do so.

Management Speak of the Week

“I’m not scared of anybody” – Harpreet

Ones to Watch?

Both Kathryn and Harpreet’s business plans were flawed. Lord Sugar has found himself to be stuck between a rock and a hard place, with only one task left to decide the winner.

Next week in the final we’ll see whose business ambitions are on the rocks, and who will emerge boulder.

Need some business advice? Contact us to see how we can help

The post Thoughts on The Apprentice 2022, Episode 11: Interviews appeared first on Catalyst Consulting.

Harpreet reprieved her Gordon Ramsay role by knocking up a tasty salmon and spinach curry. Aaron, who landed the role of PM because he has children (aged 11 and 15) created a Moroccan Medley. Poor Aaron, he might have mushed up a sweet potato or two back in 2011 but he was in no way equipped to create a new dish. On the positive side, at least we now know what beige tastes like – it takes like rice, couscous, lentils, sweet potatoes and butternut squash. We saw plenty of Aaron’s worried face, the toughest client yet (Ocado took no prisoners!) and the shock result of no winner. Neither team secured an order for their baby food.

Let’s look at what we learned.

Lessons learned

• Manage your time

Kathryn and Brittany spent so long creating a frying pan that was also a magnifying glass with a globe in it for their Little Taste Explorers brand that they only had 5 minutes left to design the packaging. “Brittany kept going over the font and I was trying to say let’s move on, but she wanted to get it perfect”, said Kathryn. The font in question? 90s favourite, Comic Sans. Packaging is a huge factor that motivates consumers’ buying choices and creativity can’t be rushed. Kathryn as sub team leader took responsibility for this, as well she should – timing is an essential element of project management.

• Own your mistakes

Described as “the elephant in the room”, the First Time Foodies logo developed by Team Infinity was their undoing. “Your logo reads FIRST TIME DIES”, said the lady from Ocado, “I think you should try to explain to us how you didn’t pick that up”. Burn! “It’s fun and endearing”, said Akeem. “It looks like we want to kill children”, said Harpreet. Having been stung, the team debated whether to raise their error at the next pitch. They decided not to, and in fact Stephanie doubled down in the pitch to Iceland stating how passionate the team were about the brand name and how it “encapsulates the vision that we are trying to create.” Admitting your mistakes shows that you’re aware of them. Ignoring them, when they’re as blatant as this, reduces confidence. There was no coming back from this one for Harpreet and team.

• Know who you’re pitching to

“Michael, Richard, Sanj, good evening”, said Brittany, confidently opening her team’s pitch to the Iceland team. Using the clients’ names – nice touch! “Who’s Michael?” asked Michael, who’s name, as it turned out, is not in fact Michael. “Oh Michael, apologies”, said Brittany. From this bad start, things only got worse when the man who is not Michael had to taste the Moroccan Medley. Both blunders left a bad taste in his mouth. And as dejected team Diverse exited the pitch they accidentally knocked over the easel displaying the poster for their brand. No one picked it up.

Management Speak of the Week

“There are going to be four people in what used to be the Famous Final Five…that’s what you’ve done to me” – Lord Sugar, to the candidates who this week performed so badly, they broke the format of the show.

Ones to Watch?

More a case of who messed up least. Harpreet’s curry was the biggest success this week, but does this make her good business partner for Lord Sugar? Personally I think I’d only be able to work with her in small doses.

It will be an all-female final and we are getting closer to finding our queen. Next week is the big one – Interview week! Can’t wait to find out who will perform under pressure, and see another one bite the dust.

Need some business advice? Contact us to see how we can help

The post Thoughts on The Apprentice 2022, Episode 10: Baby Food appeared first on Catalyst Consulting.

On Brittany’s team, Harpreet and Akeem did an appalling job of selecting items to sell. The team secured the highest priced item to sell thanks to Brittany’s charm, but the rest of their product offering consisted of a handmade solar-powered owl lamp (with emphasis on the handmade), a bedding set and an overpriced inflatable flamingo. Akshay’s team took a more strategic approach, selecting items that had clear selling points and could be effectively demonstrated on TV. Their product offering included a massager, a portable clothing steamer and a face cream made of snail slime, with the air fryer as their star item. Arguably, Akshay also did a better job at the production end than Harpreet and Akeem too. But the numbers don’t lie (see last week’s blog!) and with six boardroom appearances and eight out of nine losses it was time to say goodbye to Akshay.

Let’s look at what we learned.

Lessons learned

• Be passionate about the product

Psychological studies have shown that we are more persuasive and effective when we believe in what we are selling. Being passionate about the product – the tanzanite ring, with a recommended retail price of £4,000 – was what persuaded the supplier to let Brittany’s team sell it, and this is what won them the task. By contrast, Stephanie and Kathryn focussed on capturing information about costs and volumes and didn’t give the impression that they cared enough about the ring to do it justice when selling. Having said that, being passionate about the product can be difficult if the product is not much cop. Just how much can be said about an overpriced inflatable flamingo? “It’s lightweight”, declared Akeem.

• It’s not actually okay to bark orders, Harpreet

Last week Harpreet in the kitchen was likened to Gordon Ramsey on speed. This week she could be compared with a caffeinated Stanley Kubrik. She dominated Akeem when it was his turn to fulfil the role of producer, shouting orders for him to relay into Brittany and Aaron’s earpieces while they were presenting. And when it was her turn to produce, she continued to issue orders in panicky tones, despite not having much to say. As above, what can be said about an overpriced inflatable flamingo? “You can transport it from A to B quite easily” she insisted. Astonishingly, at the end of the task, Harpreet said in her piece to camera, “If you know what you’re doing and you know the way to win and succeed, you should be able to bark out orders”. No Harpreet, you should not.

• “The doing is often more important than the outcome” (Arthur Ashe)

Mainly because of Harpreet’s shocking performance (and Akeem’s lack of any sort of performance) it felt like the wrong team won this week. Task winners are decided according to who makes most profit, and yes, team Infinity made more money, but it seemed like they made poorer choices along the way. If success was based on the process rather than the outcome, I feel team Diverse might have won this week. Ho hum.

Management Speak of the Week

We won’t hear from Akshay again, but he’s been best by far at buzzword bingo throughout the series. Let’s allow him this final moment, as we remember his motivational message to the team at the beginning of the task: “Let’s go out there, be ourselves, have fun and make history on those shopping channels”. *chokes back sob*

Ones to Watch?

Another great week for Brittany.

In next week’s challenge the candidates will be creating a baby food brand. Who will milk the opportunity, and who’s future is at rusk?

Need some business advice? Contact us to see how we can help

The post Thoughts on The Apprentice 2022 Episode 9: Selling appeared first on Catalyst Consulting.

In this episode we witnessed more negotiation hard-ball, with Stephanie’s clients pushing down the price of the away day from £700 per head to £245 per head, and Harpreet looking ruffled for once, when negotiating the price of the driving motion simulator. We also saw Aaron and Brittany’s 4.03 second tyre-change (“well I have got a suit on”, said Aaron) and what can only be described as culinary carnage. For the first time this series, four candidates (the entire Diverse team) were brought back into the boardroom by Lord Sugar.

Let’s look at what we learned this week.

Lessons learned

• Be prepared

Stephanie and Kathryn were woefully underprepared for interactive museum tour, bypassing several interesting exhibits and managing to get lost while leading their clients around. “There’s the challenge of building bike”, said Stephanie, “but I have no idea where it is”. The team had set out a plan, but there’s an important distinction between preparation and planning. Even the best plans can get waylaid, but preparation provides the ability to manage those situations and come up with alternatives. So, for example, if a client was to ask a question, an answer could be provided, or if things didn’t run quite to schedule, an alternative activity could be made available.

• Be like a swan (and don’t show what’s happening under the surface)

Just like the graceful and elegant swan, gliding smoothly along the surface of the water, Stephanie and team were hoping to deliver an elegant, seamless luxury experience to their clients. Unfortunately, their clients were exposed to the underside of the swan, paddling like mad to stay afloat and move their clients from one part of the day to the next. During the Diverse team’s lunchtime panic, a client walked in to witness the disorganised plating-up process, they saw that the table was unlaid, were served warm drinks, and observed cringemaking spectacle of Nick pushing his trolley of food into the dining room, wearing a white coat and a hairnet. This eroded client trust and confidence and contributed to them asking for a 20% refund.

• “The numbers don’t lie”

So said Lord Sugar in the boardroom, when deciding which candidate to fire. Finally! Making decisions based on data helps to make the right decisions, by validating a course of action before committing to it. Numbers and data are used each week to determine which team wins the task, but do not appear to have played a part in any of the decisions made by the candidates in this episode (or this series!). Thank you Lord Sugar.

Management Speak of the Week

“It’s been an absolute shambles” – Kathryn

Ones to Watch?

Nick got his just desserts at last. Aaron and Brittany did a good job this week. But our ultimate captain of industry must be the man with the driving motion simulator – he made a fast buck out of the Infinity team.

The next challenge involves selling on a TV shopping channel. Can’t wait to find out who’s got the gift of the gab, and who’ll be riding off in a cab.

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