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This is a small selection of the many articles Square Peg has written. We are happy to send you copies of articles on other related topics – please do not hesitate to contact us for further information. Click on the relevant link below to download an article:

Building the Future

It's all very well knowing what's happening now. But for decision makers in any organisation, there's a real premium in knowing what's coming next. Can we really use today's insights to piece together an accurate picture of tomorrow? Or is foresight a load of crystal balls? Richard Young (consulting strategic editor for ICAEW faculties, consulting editor FDs' Excellence Awards) investigates.
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Strictly Come Consulting

Phoebe Dunn, UK Institute of Consulting's Consultant of the Year 2011 and a Director of Square Peg International shares her top five tips for successful consulting – with a little sequinned inspiration from her seasonal favourite: Strictly Come Dancing.
This article was first published on Top-Consultant.com
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IT Leaders as Strategic Change Partners
Success in business depends on exemplary execution of strategies and effective implementation of change. Business leaders are required to overcome technological, financial and people challenges facing their organisations. Although technology pervades all aspects of business life and enables significant change, most CEOs view IT as a bewildering mix of cost, complexity, governance and potential that is never quite realised. Why is it that many IT leaders, ideally positioned to drive change across an organisation, are considered ineffective supporters and influencers of change? How can IT leaders achieve the goal of adding value, manage the complexities of the IT utility, fulfil their role as subject matter experts AND become important agents of strategic change for the benefit of business?
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Intrapreneurialism – introducing a spirit of entrepreneurialism to large organisations
How can the concept of ‘entrepreneurialism’ as a core business strategy be translated into leadership and management behaviour? Being a true entrepreneur is difficult within the framework of a large and growing organisation that needs to take advantage of synergies, economies of scale and shared risk taking for its success. In short, this risk can not rest with one or a few people only. We refer to the concept of developing entrepreneurs within a larger organisation as that of “intrapreneurialism”.
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Culture management in mergers and acquisitions
In management’s rush to “do the deal”, costly mistakes can surface long after final papers have been signed. With forethought, common pitfalls can be avoided. This article addresses the topic of managing cultural issues of transition in M&A and joint venture situations with respect to declining productivity, performance and morale during times of change. The content reflects key research findings, best practices, in addition to key pitfalls and risk factors.
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Are your senior people Change Leaders?
Many of Square Peg’s CEO clients have the recurring doubt: will their senior executive team deal with the right priorities, in the right order, to make the right things happen for the organisation? Will they take ownership and address the technology, financial and people challenges facing the organisation with the same enthusiasm, commitment, and drive that the MD intensely feels? Are they truly Change Leaders?
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Managing volunteers - when the carrot is not a paycheque
When is one of the most meaningful contributions of your life not measured in dollars and cents? When you give your time, talent and expertise to a not-for-profit or volunteer-based organisation! This article addresses what sets productive volunteer organisations apart from others? It is the way they manage, direct and utilise their volunteer resources.
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Knowing your success formula!
Do your senior managers talk strategy, or do they prioritise and make strategy work? Square Peg’s insight confirms that an organisation’s Success Formula is like a recipe. It contains the critical ingredients of how the business will get revenues, make profits and keep solvent, and it sets out the distinctive capabilities and skills needed for success.
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