Stanton House NewsYour New Challenge Begins Here – 28th August 2018 Via Stanton HouseChange ManagementWhere Do You Want to be on the DevOps Maturity Scale? Via Computer Business ReviewAccounting and FinanceOvercoming inefficiency to boost profit potential Via Director of FinanceLeadership What is business innovation? Via RaconteurTechnology/CyberAutomation becoming the new norm for cyber security Via IT Pro Portal Please get in touch for a confidential discussion about how Stanton House can help you hire great people or assist with your own career goals.
31 Aug 2018
Could an internal audit add value to your organisation? CIO discuss intelligent automation and its ability to transform the operational efficiency and cost-effectiveness of your workplace and allow your staff to make smarter decisions, quicker:The Pace of Change: How Internal Audits Can Help IT Capitalize On Intelligent Automation via CIO
29 Aug 2018
29 Aug 2018
This has been the pinnacle of debate in the financial world for almost a decade, CEO succession and the rise of the CFO. The Chief Financial Officer is no longer an experienced and conservative accountant. It is now an all-encompassing general management role filled by a person who cannot only deal with figures but implement strategy, make decisions and influence stakeholders. We recently had this conversation with a client who brought a new perspective into the discussion. She was an established CFO and an incredible COO, but she never wanted to be CEO – not once. It goes without saying that CFOs are often expected to possess a portfolio of management, leadership and social skills – and while we have often attributed this to a finance professional wanting to take a step up, is it simply just a result of the changing requirements of a CFO? We would like to provide some insight on this discussion and ask finance professionals within our network if they aspire to become CEO. Please follow the link below to answer our anonymous 60 second poll or get in touch to discuss the topic in more detail. As a finance professional, do you aspire to be CEO?
29 Aug 2018
Regional Controller £70,000 - £80,000 per annum + package Reading, Berkshire, EnglandFinancial Reporting Manager Up to £72,000 per annum + bonus and benefits London, EnglandChange Manager - Retail - Pricing Data Intelligence Up to £60,000 per annum + 20% bonus + retail shop discounts London, EnglandFinance Transformation Leader £800 - £1,000 per day London, EnglandProject Manager - Continuous Improvement £550 - £600 per day Berkshire, Windsor, EnglandIT Project Manager Up to £500 per day Edinburgh, ScotlandFP&A Manager £400 - £450 per day Hampshire, England Get in touch for a confidential discussion about how Stanton House can help you hire great people or assist with your own career goals.
28 Aug 2018
Our consultants handpick their favourite articles, insight and opinion from the week that was. Stanton House NewsYour New Challenge Begins Here – 21st August 2018 Via Stanton HouseChange ManagementThe Pace of Change: How Internal Audits Can Help IT Capitalize On Intelligent Automation Via CIOThe clock's ticking! Are you ready for SAP S/4HANA? Via IT Pro PortalAccounting and FinanceEnhancing corporate governance to create lasting value in your business Via Financial DirectorPrivate equity M&A running at 11-year high in Europe Via Director of FinanceLeadership Three Steps To Achieving A Culture Of Enterprise Innovation Via Chief ExecutiveHow can boards change the game? Via The Business TimesTechnology/CyberCryptographic agility is key to post-quantum security Via Computer WeeklyMore than a quarter of organisations are still not GDPR ready, says study Via Information AgePlease get in touch for a confidential discussion about how Stanton House can help you hire great people or assist with your own career goals.
24 Aug 2018
If change is constant then why haven't we mastered it yet?I recently asked my colleagues and network ‘Do organisations understand the difference between Change and Programme Management?’. From this, many structured and insightful opinions were provided and this week I seek to delve deeper and question the prerequisites to the change process. “Everyone thinks of changing the world, but no one thinks of changing himself” - Tolstoy. We have become adept to the fact that organisational change is inseparable from individual change. Change programmes tend to not reach their full potential when individuals forget the value of changing themselves. ‘Leading Change’ by John Kotter is considered by many to be the leading work in the field of change management. This showed that only 30% of change programs succeed. Emily Lawson and Colin Price in ‘The Psychology of Change management’ put forward 4 basic conditions that are necessary before employees change their behaviour, these are: a compelling story, role modelling, reinforcing mechanisms and capability building. It is possible to assume that human nature gets in the way of successfully applying these conditions, which are ultimately necessary for change.A Compelling Story – Employees must see the point of change and agree with this. What motivates change leaders doesn’t necessarily motivate most of your employees. Approaches to change management overlook the fact that when we choose for ourselves, we are far more committed to the outcome. Role Modelling – Leaders can mistakenly believe they are already ‘the change’. They look to the famous account by Gandhi, “be the change you ant to see in the world”. Most executives don’t see themselves as ones that need to change. Most human beings do think they are better than they are. The key to role modelling is knowing what to change on a personal level. Amgen CEO Kevin Sharer asked each of his top 75, ‘What should I do differently?’ and then shred his development needs and commitment publicly with them. Reinforcing Mechanisms – In change management, reinforcing and embedding change into structures, processes and systems is important. However, leaders need to understand people don’t behave rationally and so care must be taken. Extra care must be taken where changes affect employee interaction such a head count reduction and relocation. Capability Building – In change, building skills and talents needed for the change is vital. Yet as change leaders attempt to drive performance by changing employee’s behaviours they forget the thoughts and feelings that drive behaviour. My question to the network follows, “Although not one size fits all, how do you go about embedding change or react to change yourself?"
22 Aug 2018
Senior Group FP&A Analyst £70,000 - £80,000 per annum + car + bonus + benefits London, EnglandSales Engineer Up to £70,000 per annum + 15% bonus London, EnglandHead of Performance Management £65,000 - £70,000 per annum London, EnglandInterim CFO £800 - £1,200 per day London, EnglandFC Transformation Project Manager £600 - £650 per day Berkshire, EnglandTOC Delivery Manager £350 - £400 per day London, England Get in touch for a confidential discussion about how Stanton House can help you hire great people or assist with your own career goals.
21 Aug 2018
Who is your IDEAL mentor? Are they younger or older? From the same industry or from another? Do you know them or are they a stranger? Are they the same gender as you? Please spare 60-seconds to take our anonymous survey and tell us who your ideal mentor would be. The Power of Mentoring
20 Aug 2018
Stanton House NewsYour New Challenge Begins Here – 14th August 2018 Via Stanton HouseWho is your ideal mentor Via LinkedInChange ManagementResearch: To Get People to Embrace Change, Emphasize What Will Stay the Same Via HBRWe need to talk about organizational change management Via DiginomicaAccounting and FinanceFive common myths about budgeting season debunked Via Financial DirectorStick or twist: should accountants be banking on an app-filled future? Via Accountancy AgeLeadership More Than a Manager: The Transformational Leader Via ATDGetting ahead of the game: making gamification work for your business Via European CEOTechnology/CyberIndustrial cloud moving from public to hybrid systems Via Tech TargetWhat CDOs and CAOs Want You to Know Via Information WeekPlease get in touch for a confidential discussion about how Stanton House can help you hire great people or assist with your own career goals.
17 Aug 2018
Do finance professionals aspire to become CEO, is it just CFOs who do or do those who work in finance prefer to work under someone else's leadership?We are unravelling the myth that all CFOs want to become CEOs one day, but to do that we would like to hear from you. If you are a finance professional please spare 60 seconds to partake in our anonymous survey. All responses will be included in a White Paper later this year. As a finance professional, do you aspire to be CEO?
15 Aug 2018
FP&A Manager £75,000 - £80,000 per annum + car + bonus + benefits Reading, Berkshire, EnglandRegional Controller £70,000 - £80,000 per annum + bonus + excellent benefits Woking, Surrey, EnglandFinancial Controller £65,000 - £75,000 per annum + benefits London, EnglandIntegration Programme Manager £575 - £620 per day London, EnglandFinancial Modeller £350 - £450 per day London, EnglandFinancial Accountant £300 - £400 per day Berkshire, England Get in touch for a confidential discussion about how Stanton House can help you hire great people or assist with your own career goals.
14 Aug 2018