Managing Change - From Centralised to Socialised

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University of Hertfordshire

Managers and companies have never been under so much pressure to change with technology accelerating and people demands and expectations on the rise. Just how do organisations take advantage of the pent up energy and enthusiasm for the new, the social, and the sharing?

Managing Change

Peter Cochrane

www.ca-global.org

COCHRANE
a s s o c i a t e s

Wednesday, 8 December 2010

Change is faster than ever
before...

Wednesday, 8 December 2010

Managers never had it
so tough!

Wednesday, 8 December 2010

This is the only human
who likes change
...and even he cries throughout
the process !

Wednesday, 8 December 2010

Old management styles &
thinking are breaking
down

Wednesday, 8 December 2010

Now is a time for good
leadership

Wednesday, 8 December 2010

A time to emulate the
best and be creative

Wednesday, 8 December 2010

Matrix management can
be really productive, but
is often used to ‘pass the
buck’...

Wednesday, 8 December 2010

Internal tension is normal
with R&D, sales, marketing
pulling in different directions

Do not assume the board has
clarity of vision either....

Wednesday, 8 December 2010

Changing a business model
is akin to modifying an
aircraft in ﬂight...

...and it is both demanding &
very risky !

Wednesday, 8 December 2010

And we know that stasis
& protectionism kills...

Wednesday, 8 December 2010

What should managers do?

Wednesday, 8 December 2010

Become a maverick
....just do your own thing?

Wednesday, 8 December 2010

Blend in, take no risks,
focus on your survival....?

Wednesday, 8 December 2010

Become a key player !

Wednesday, 8 December 2010

Socialise in all directions,
convince all that a given
direction is best...

Wednesday, 8 December 2010

Better to be inﬂuential
than powerful...

Wednesday, 8 December 2010

The good news...you are
not alone...you are part of
a team

Wednesday, 8 December 2010

And you are their mentor,
steer, help and guiding
light...

Wednesday, 8 December 2010

Don’t recruit in your own
image, or drone like ‘yes men’

Wednesday, 8 December 2010

Go for diversity in all
directions & dimensions

Wednesday, 8 December 2010

A team culture should
accept mistakes...small
mistakes...

Wednesday, 8 December 2010

Your job is to get the best
result for your company
and your team....

Wednesday, 8 December 2010

It is time for a wake up
call....everyone around you
needs to partcipate and
become a (+ve) player...

Wednesday, 8 December 2010

ca-global.org
cochrane.org.uk

Thank You

COCHRANE
a s s o c i a t e s

Wednesday, 8 December 2010

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Throughout my career in science, engineering and management I attended numerous meeting where many misconceptions and misinterpretations were evident. Perhaps the most expansive and expensive were the probabilities assumed and calculated for system reliability and/or product manufacturing quality. Eventually, I began to refer to this as ‘five nines’ problem! Not fully understanding the origins of the reliability measures, it is so easy to demand a 99.999% instead of 99.99% up time for an electronic system. What could be easier? At face value it appears to be trivial and straightforward! Likewise, taking a 5s manufacturing plant up to a 6s defect level turns out to be a monumental engineering challenge! And at the time of writing 6s has never been achieved! It appears that to few engineering and management courses address this topic, and if they do, it is as a scant reference of insufficient depth. So, we see far too many students understand in any depth, if at all! And when they become managers they just ‘don’t get it’! This presentation and the associated lecture have been specifically created to address this problem with relevance to BSc, BA, MSc and MBA students along with anyone needing a refresher or explicit introduction to the topic. In addition to the graphics, animations and movies, the lecture is also littered with practical examples and the outcomes of case studies.

Engineering Reliability and Resilience

Engineering Reliability and Resilience

Engineering Reliability and Resilience

University of Hertfordshire

Industries 1.0, 2.0 (and most of) 3.0, saw manufacturing and construction using natural materials readily extracted, refined, amalgamated, machined, and molded. In general, these exhibited fixed mechanical, electrical, and chemical properties. However, the latter stages of Industry 3.0 embraced synthetics exhibiting superior properties to afford new degrees of freedom in the design of structures and products. Today Industry 4.0 sees further advances with metamaterials, dynamic coatings, controllable properties, and additive manufacturing. Embedded smarts have also made communication between components, products and structures possible under the guise of the IoT. Adaptable materials with a degree of self-repair are also opening the door to further freedoms and less material use. In combination, these represent a big step toward sustainable societies with highly efficient ReUse, RePurposing, and Recycling (3R). At the leading edge, we are now realising active surfaces that can reflect, absorb, or amplify wireless signals, offer programmable colour, and integral energy storage. But amongst a growing list of possibilities, it is integral sensing & communication that may define this new era. In this presentation, we look at these advances in the context of smart design, cities & societies.

Smart Materials and Structures

Smart Materials and Structures

Smart Materials and Structures

University of Hertfordshire

We are engaged in an exponentially growing cyber war that we are visibly losing. Within the next 3 years it has been estimated that the global cost will equal, or overtake, the UK GDP, and it is clear that our defences are inadequate and often ineffective. Malware and ransomer-ware continue to extort more money, and cause damage and inconvenience to individuals, organisations and society, whilst hacker groups, criminals and rogue states continue to innovate and maintain their advantage. At the same time, our defences are subverted and rendered ineffective as we operate in a reactive and prescriptive, after the fact, mode with no foresight or anticipation. In any war it is essential to know and understand as much about the enemy as possible, it is also necessary to establish the truth and validity of any situation or development. Doing this in the cyber domain is orders of magnitude more difficult than the real world, but some of the relevant tools are now available or at an advanced stage of development. For example; fully automated fact checkers and truth engines have been demonstrated, whilst situational awareness technologies are commercially available. However, what is missing is some level of context assessment on a continual basis. Without this we will continue to be ‘blind-sided’ by the actions and developments of the attackers as they maintain their element of surprise along every line of innovation. What do we need? In short ; a Context Engine that continually monitors networks, servers, routers, machines, devices and people for anomalous behaviours that flag pending attacks as behavioural deviations that are generally easy to detect. In the case of attacker groups we have observed precursor events and trends in network activity days ahead of some big offensive. However, this requires a shift in the defenders thinking and operations away for the reactive and short term, to the long term continual monitoring, data collection and analysis in order to establish threat assessments on a real time. The behavioural analysis of people, networks and ITC, is at the core of our ‘Context Engine’ solution which completes the triangle of: Truth; Situation; Context Awareness to provide defenders with a fuller and transformative picture. Most of the known precursor elements of this undertaken have been studied in some depth, with some behavioural elements identified on real networks and some physical situations. The unknown can only add more accuracy!

TRUTH, SITUATION, & CONTEXT AWARENESS

TRUTH, SITUATION, & CONTEXT AWARENESS

TRUTH, SITUATION, & CONTEXT AWARENESS

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In our research paper titled "Qualitative Analysis on Tax Evasion and Reasons for Reluctance to Join ATL in Pakistan," we delve into the intricate dynamics of tax compliance and explore the underlying reasons why individuals in Pakistan might hesitate to become a part of the Active Taxpayer List (ATL) within the framework of business law and taxation. With a multidisciplinary approach, our team of five researchers embarked on an in-depth exploration of tax evasion behaviors and the factors influencing them. Through qualitative analysis, we aimed to unravel the complex interplay of socio-economic, cultural, and institutional factors shaping tax compliance attitudes among Pakistani taxpayers. Drawing on a diverse range of qualitative research methods, including interviews, focus groups, and content analysis, we gathered rich insights from a diverse sample of individuals representing various sectors of the economy. By immersing ourselves in the lived experiences and perceptions of taxpayers, tax advisors, and legal experts, we uncovered nuanced perspectives on tax evasion practices and attitudes toward ATL membership. Our findings highlight the multifaceted nature of tax evasion in Pakistan, shedding light on both the motivations driving non-compliance and the barriers to ATL enrollment. From perceived inefficiencies in the tax system to cultural norms and trust deficits in governmental institutions, our research identifies a myriad of factors contributing to tax evasion behavior and reluctance to join ATL. Furthermore, our study offers valuable implications for policymakers, tax authorities, and business stakeholders seeking to enhance tax compliance and foster a culture of transparency and accountability in Pakistan's taxation landscape. By addressing the underlying drivers of tax evasion and promoting the benefits of ATL membership, policymakers can design more effective strategies to broaden the tax base and promote sustainable economic development. In conclusion, our research paper represents a comprehensive endeavor to deepen our understanding of tax compliance dynamics in Pakistan and elucidate the complexities surrounding ATL enrollment. By unraveling the intricacies of tax evasion behaviors and attitudes, we hope to contribute to informed policymaking and foster a culture of tax compliance and integrity in Pakistan's business and taxation environment.

Challenges and Opportunities: A Qualitative Study on Tax Compliance in Pakistan

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Managing Change - From Centralised to Socialised

1. Managing Change Peter Cochrane www.ca-global.org COCHRANE a s s o c i a t e s Wednesday, 8 December 2010

2. Change is faster than ever before... Wednesday, 8 December 2010

3. Managers never had it so tough! Wednesday, 8 December 2010

4. This is the only human who likes change ...and even he cries throughout the process ! Wednesday, 8 December 2010

5. Old management styles & thinking are breaking down Wednesday, 8 December 2010

6. Now is a time for good leadership Wednesday, 8 December 2010

7. A time to emulate the best and be creative Wednesday, 8 December 2010

8. Matrix management can be really productive, but is often used to ‘pass the buck’... Wednesday, 8 December 2010

9. Internal tension is normal with R&D, sales, marketing pulling in different directions Do not assume the board has clarity of vision either.... Wednesday, 8 December 2010

10. Changing a business model is akin to modifying an aircraft in ﬂight... ...and it is both demanding & very risky ! Wednesday, 8 December 2010

11. And we know that stasis & protectionism kills... Wednesday, 8 December 2010

12. What should managers do? Wednesday, 8 December 2010

13. Become a maverick ....just do your own thing? Wednesday, 8 December 2010

14. Blend in, take no risks, focus on your survival....? Wednesday, 8 December 2010

15. Become a key player ! Wednesday, 8 December 2010

16. Socialise in all directions, convince all that a given direction is best... Wednesday, 8 December 2010

17. Better to be inﬂuential than powerful... Wednesday, 8 December 2010

18. The good news...you are not alone...you are part of a team Wednesday, 8 December 2010

19. And you are their mentor, steer, help and guiding light... Wednesday, 8 December 2010

20. Don’t recruit in your own image, or drone like ‘yes men’ Wednesday, 8 December 2010

21. Go for diversity in all directions & dimensions Wednesday, 8 December 2010

22. A team culture should accept mistakes...small mistakes... Wednesday, 8 December 2010

23. Your job is to get the best result for your company and your team.... Wednesday, 8 December 2010

24. It is time for a wake up call....everyone around you needs to partcipate and become a (+ve) player... Wednesday, 8 December 2010

25. ca-global.org cochrane.org.uk Thank You COCHRANE a s s o c i a t e s Wednesday, 8 December 2010