Leading Change In Small Businesses

Louder for the people at the back 🎤 Many organisations today seem to have shifted from being institutions that develop great talent to those that primarily seek ready-made talent. This trend overlooks the immense value of individuals who, despite lacking experience, possess a great attitude, commitment, and a team-oriented mindset. These qualities often outweigh the drawbacks of hiring experienced individuals with a fixed and toxic mindset. The best organisations attract talent with their best years ahead of them, focusing on potential rather than past achievements. Let’s be clear this is more about mindset and willingness to learn and unlearn as apposed to age. To realise the incredible potential return, organisations must commit to creating an environment where continuous development is possible. This requires a multi-faceted approach: 1. Robust Training Programmes: Employers should invest in comprehensive training programmes that equip employees with the necessary skills for their roles. This includes on-the-job training, mentorship programmes, online courses, and workshops. 2. Redefining Hiring Criteria: Organisations should revise their hiring criteria to focus more on candidates’ potential and willingness to learn rather than solely on prior experience or formal qualifications. Behavioural interviews, aptitude tests, and probationary periods can help assess a candidate's ability to learn and adapt. 3. Partnerships with Educational Institutions: Companies can collaborate with educational institutions to design curricula that align with industry needs. Apprenticeship programmes, internships, and cooperative education can bridge the gap between academic learning and practical job skills. 4. Lifelong Learning Culture: Encouraging a culture of lifelong learning within organisations is crucial. Employers should provide ongoing education opportunities and support for professional development. This includes continuous skills assessment and access to resources for upskilling and reskilling. 5. Inclusive Recruitment Practices: Employers should implement inclusive recruitment practices that remove biases and barriers. Blind recruitment, diversity quotas, and targeted outreach programmes can help ensure that diverse candidates are given a fair chance. By implementing these measures, organisations can develop a workforce that is adaptable, innovative, and resilient, ensuring sustainable success and growth.

Why don't a lot of small family owned businesses scale ? Because the focus is on saving taxes vs increasing turnover. When I left P&G in 2014 and joined my family business, the first thing I noticed was the reluctance of my dad and uncle to "leave the cash counter". For the past 30 years either my dad or my uncle would sit at the cash counter. On weekends during rush hours when my dad has to oversee kitchen ops, 10-year old me would handle the cash sales! Logic was simple - the cash collected at the end of the day would be counted, a bare minimum sales would be recorded, and the rest of the cash would be stored or "invested" in gold or with some community investor. It took me serious (with a capital S) convincing to let a trained staff handle the cash register along with a POS system for accounting - so that the founder could be free and focus on expansion, marketing, manufacturing, etc. Apsara Ice Creams would not be 100+ stores pan India if that fundamental mindset change has not happened. To all first generation members of family businesses - it's time to completely overhaul the way you've done business so far. We are in an internet led growth economy and if you want the business to survive the inevitable "big company" onslaught then you need to change your mindset. And take more risk. To all second generation entrepreneurs - don't get comfortable with the way your family has run the business for years / decades. Challenge the model, pilot a small project to convince them, but be really clear about the next 10-20 years. Their career is almost over, your career is just starting !

Procurement’s biggest negotiation power is NOT during Contract Negotiation phase. (It is BEFORE vendors are invited for tender) You miss this window, your leverage bleeds out daily. Negotiation | 16 SEP 2025 - Procurement's ability to negotiate, shape vendor terms, price and deliver fit-for-purpose contracts "Decays Like an Hourglass" once sourcing process begins. Here’s why timing is everything: #1. Peak Leverage (Supplier Registration & PQQ) →Vendors compete blindly for a spot. → Push for acceptance of non-negotiable terms early. → Include standard T&Cs with key terms. #2. Leverage Leak (RFP/Bid Clarification & Submission) →Vendors now see competition. →Use competitive tension; let vendors know no. of bids. →Clarify specs but do not negotiate scope. #3. Critical Decline (Best and Final Offer) →Shortlisted vendors smell victory; alternative shrink. →Keep ≥ 3 vendors until BAFO; Never reveal rankings. →Use scoring gaps to extract concessions. #4. Near-Zero Leverage (Contract Award) →Winner knows you’re committed. →Switching costs soar; too late for heavy lifts. → Focus on SLA fine-tuning not pricing or terms. Use prequalification to: ✅Force adherence to standard Ts&Cs ✅Eliminate non-compliant bidders early ✅Create FOMO in Vendors (Will we make the cut?) Negotiation is a race against your OWN process. The Early Bird Catches the Worm Front-load pressure or backpedal through concessions." Always include your non-negotiables into vendor registration gateways. What procurement stage have you seen early leverage make or break a deal? #Procurement #NegotiationTips #RFPTips #StrategicSourcing

Organizational change largely requires PEOPLE to change therefore it is inherently personal. This is why we need organizational leaders who DEEPLY understand people and their thoughts and feelings about change. Leaders who genuinely engage with and DEEPLY understand people are better able to address the challenges faced in organizational change efforts. They are better able to address those concerns effectively whether that is providing additional information, offering reassurance, or involving people in the change process to reduce anxiety. AND leaders who demonstrate that they understand and care about their employees’ perspectives and well-being are better able to build trust and make people more willing to follow their lead. So how do leaders avoid superficial approaches and develop this ability to DEEPLY understand people? Well, it takes effort in a few different ways: 1️⃣ Listen Actively Make a conscious effort to listen to your employees’ concerns, ideas, and feedback. Hold regular one-on-one meetings, town halls, and feedback sessions. 2️⃣ Develop Emotional Intelligence Recognize and validate your own emotions as well as the emotions of others in relation to change. 3️⃣ Communicate Openly and Frequently Establish and maintain open lines of communication through various channels like email, intranets, social platforms, and face-to-face interactions. 4️⃣ Gather Real Data Regularly conduct surveys, polls, and suggestion boxes to gather honest feedback and gauge employee sentiment about changes. 5️⃣ Co-create Solutions To Problems At team level, organize focus groups and workshops to discuss upcoming changes, gather insights, and co-create solutions with employees. At individual level, provide regular supportive developmental coaching. 6️⃣ Observe to Understand Spend time observing and shadowing people in their daily tasks to gain a first-hand understanding of their work environment and challenges. Think Gemba Walks, not Micromanagement. 7️⃣ Develop People Create personalized development plans that align with both the organization’s goals and individual needs. Regularly review and update these plans in 1:1 coaching check-ins. And in terms of what NOT to do (Because that's just as important). ❌ Do not ignore feedback. ❌ Do not communicate inconsistently ❌ Do not overlook individual concerns What tips would you add here to help leaders to DEEPLY understand people? Leave your comments below 🙏 #changeleadership #changemanagement #leadership #leadershipskills #lean #improvement

There is a solution in family enterprise governance that is underused because it is uncomfortable to propose. I call it selective distance. The instinct in a family business is to include, to ensure that every family member who has a stake, by blood, by ownership, by the weight of shared history, is involved. To treat inclusion as a form of respect, and exclusion as a form of rejection. That instinct is understandable. It is also, in some circumstances, precisely what creates the governance failures that threaten the enterprise's survival. The research and practice on family governance is consistent on this point that not everyone needs to be involved in running the business to be respected as family. In some cases, protecting the enterprise requires keeping certain individuals away from decision-making not because they are unimportant, not because their stake is not recognised, but because their involvement at the operational or governance level is creating dynamics that damage both the business and the family. That distinction, between involvement in the enterprise and respect within the family, is uncomfortable. It requires clarity about roles that families often prefer to leave implicit. It requires the willingness to have a conversation that nobody wants to initiate, in a context where emotional stakes are very high. But it is often the most humane and pragmatic option available. A structure that is honest about roles, that protects the dignity and the stake of every family member without requiring every family member to have an operational say, is more likely to sustain both the business and the family over the long run than one that defers that clarity in the name of harmony. Harmony that is purchased by avoiding a necessary conversation is not harmony. It is a deferred crisis. #FamilyBusiness #SelectiveDistance #GovernanceDesign #FamilyEnterprise #Leadership

𝐈𝐧 𝐯𝐞𝐧𝐝𝐨𝐫 𝐧𝐞𝐠𝐨𝐭𝐢𝐚𝐭𝐢𝐨𝐧𝐬, 𝐟𝐚𝐢𝐥𝐢𝐧𝐠 𝐭𝐨 𝐤𝐧𝐨𝐰 𝐲𝐨𝐮𝐫 𝐧𝐮𝐦𝐛𝐞𝐫𝐬 𝐢𝐬 𝐚 𝐝𝐢𝐫𝐞𝐜𝐭 𝐭𝐡𝐫𝐞𝐚𝐭 𝐭𝐨 𝐲𝐨𝐮𝐫 𝐩𝐫𝐨𝐣𝐞𝐜𝐭’𝐬 𝐬𝐮𝐜𝐜𝐞𝐬𝐬. Preparation is the backbone of every successful vendor negotiation. When you understand your costs, set clear terms, and align on value, you’re building not just a contract but a reliable partnership. Here are some of the best practices we have learned for effective vendor negotiations at Venwiz: 1. 𝐃𝐚𝐭𝐚-𝐃𝐫𝐢𝐯𝐞𝐧 𝐄𝐬𝐭𝐢𝐦𝐚𝐭𝐞𝐬: Arriving at project cost estimation through detailed cost analysis sets a solid foundation. Use methods like Zero-Based Costing for detailed estimations, apply inflation adjustments to the last purchase cost, or use weighted averages from multiple quotes. When vendors see that you know your numbers, it builds credibility and respect, setting the stage for more productive discussions.     2. 𝐒𝐞𝐭 𝐂𝐥𝐞𝐚𝐫, 𝐀𝐜𝐡𝐢𝐞𝐯𝐚𝐛𝐥𝐞 𝐓𝐞𝐫𝐦𝐬: Define concrete targets for service levels, timelines, and ceiling costs. A well-defined service agreement—including specifics like payment schedules, quality & safety standards, and warranty terms—establishes a strong foundation. This clarity avoids misunderstandings and creates a structure that supports efficient, respectful negotiations.     3. 𝐋𝐨𝐨𝐤 𝐁𝐞𝐲𝐨𝐧𝐝 𝐁𝐮𝐝𝐠𝐞𝐭 𝐭𝐨 𝐅𝐨𝐜𝐮𝐬 𝐨𝐧 𝐕𝐚𝐥𝐮𝐞: Budget matters, but so does value alignment. Quality vendors look for clients who understand this. Show commitment by offering flexibility in terms, such as adjusting payment timelines or considering future projects. If a vendor can provide an extended warranty or additional service terms, it may justify a slightly higher costs if it aligns with your project’s goals.     4. 𝐇𝐚𝐯𝐞 𝐚 𝐁𝐀𝐓𝐍𝐀 (𝐁𝐞𝐬𝐭 𝐀𝐥𝐭𝐞𝐫𝐧𝐚𝐭𝐢𝐯𝐞 𝐭𝐨 𝐚 𝐍𝐞𝐠𝐨𝐭𝐢𝐚𝐭𝐞𝐝 𝐀𝐠𝐫𝐞𝐞𝐦𝐞𝐧𝐭): Always have a clear fallback plan. A strong BATNA isn’t just a backup; it’s a powerful leverage tool that ensures you’re negotiating from a position of confidence rather than necessity. In vendor relationships, the best negotiations are built on value, transparency, and mutual respect. When both sides understand the stakes and goals, you pave the way for enduring partnerships that drive long-term results. 𝐖𝐡𝐚𝐭 𝐧𝐞𝐠𝐨𝐭𝐢𝐚𝐭𝐢𝐨𝐧 𝐬𝐭𝐫𝐚𝐭𝐞𝐠𝐢𝐞𝐬 𝐡𝐚𝐯𝐞 𝐲𝐨𝐮 𝐟𝐨𝐮𝐧𝐝 𝐦𝐨𝐬𝐭 𝐞𝐟𝐟𝐞𝐜𝐭𝐢𝐯𝐞 𝐢𝐧 𝐛𝐮𝐢𝐥𝐝𝐢𝐧𝐠 𝐬𝐭𝐫𝐨𝐧𝐠 𝐯𝐞𝐧𝐝𝐨𝐫 𝐫𝐞𝐥𝐚𝐭𝐢𝐨𝐧𝐬𝐡𝐢𝐩𝐬? 𝐋𝐞𝐭’𝐬 𝐥𝐞𝐚𝐫𝐧 𝐟𝐫𝐨𝐦 𝐞𝐚𝐜𝐡 𝐨𝐭𝐡𝐞𝐫—𝐬𝐡𝐚𝐫𝐞 𝐲𝐨𝐮𝐫 𝐭𝐢𝐩𝐬 𝐛𝐞𝐥𝐨𝐰! #Venwiz #CapEx #Procurement

Here's a step-by-step breakdown on how to negotiate with a supplier (a playbook for your next negotiation)   You’re facing a supplier who’s increasing prices, and it’s threatening your margins.   This is exactly what one of my clients — a manufacturing CEO — was up against.   Here’s how I helped him turn it around:   1. Don’t Start with Price – Lead with Understanding   First, I told him: “I understand that you’re facing pressure too. Can you walk me through what’s changed on your end?”   By opening the conversation this way, he got the supplier talking about their challenges, not just about raising prices.   This put the focus on the problem, not the cost.   2. Ask for a Breakdown   You need the specifics on why the prices are going up.   “Can you help me understand the key factors driving this increase? I want to ensure we’re on the same page and can explore solutions.”   This makes it clear you’re not just passively accepting... But actively looking for mutual understanding.     3. Explore Alternative Solutions   Instead of just battling over price, ask about other ways to meet their needs without impacting your margins.   “What other solutions could we explore to offset these price changes?   Could we adjust order quantities, change delivery schedules, or modify terms to maintain the same cost?”   This opens the door to creative problem-solving that benefits both sides.     4. Use MESO (Multiple Equivalent Simultaneous Offers)   This is a powerful tactic where you offer a few alternatives that all work for you, giving the supplier options.   It helps you avoid a deadlock.     “We have a few options to consider:       1. Maintain the current price if we commit to a longer-term agreement.     2. Accept a 5% price increase but shorten the contract length.     3. A 10% price increase with better delivery terms.      Which option works best on your end?”   This lets them choose the solution that’s easiest for them while keeping you in control.     5. Highlight Long-Term Partnership Value   Make it clear that you’re in this for the long haul.   And you’re looking for a deal that benefits both of you.     "We value this partnership, and we want to continue growing it.   Let's work together to find a solution that makes sense for both of us in the long run.”   This builds goodwill and emphasizes your commitment to a strong, ongoing relationship.     My client saved 12% on operational costs and secured a long-term supplier relationship.   The key takeaway:   Don’t negotiate just on price.   Lead with understanding, ask for better terms, and propose a solution that works for both sides.   Ready to negotiate smarter? Let’s talk ---------------------------- Hi, I’m Scott Harrison and I help executive and leaders master negotiation & communication in high-pressure, high-stakes situations. - ICF Coach and EQ-i Practitioner - 24 yrs | 19 countries | 150+ clients  - Negotiation | Conflict resolution | Closing deals

#FamilyRun Businesses At a recent event with second-generation business owners, a common pattern emerged: the original founder—the “firestarter”—leads with energy, breaking barriers and scaling the business. Over time, other family members and long-standing employees take over, often resulting in stagnation. The new generation then faces two major challenges: hiring fresh talent at competitive salaries and driving strategic changes, especially when old employees resist change or are underpaid. An additional pitfall that often goes unaddressed is when business decisions are influenced by family dynamics. It’s not uncommon for owners, brothers, or family members to prioritize their children’s opinions over what’s objectively best for the business. This favoritism not only clouds judgment but also contributes to the stagnation many family-run businesses experience. Startups have an advantage here with their merit-based cultures, where decisions are made based on what's best for the business, not on personal relationships or entitlement. To break through these barriers, I believe, family businesses should focus on: 1. Transparent Conversations : Have honest discussions with long-serving employees and family members about the need for new ideas and adaptability. 2. Up-Skilling and Retraining : Provide development opportunities to help legacy employees stay valuable as the company evolves. 3. Merit Over Family Opinions : Ensure business decisions are driven by what’s right for the company, not by family ties or favoritism. 4. Performance-Based Incentives : Reward innovation and results, not tenure or family connections. 5. Gradual Role Transitions : Move resistant or underperforming employees into advisory roles, allowing room for fresh talent to take the lead. If you have any other hacks please do share Balancing respect for legacy employees and family dynamics with the need for new talent and fresh perspectives is key to avoiding stagnation and ensuring sustainable growth. #startuphacks #life #familybusiness #legacyVSchange #meritoverentitlement

What I learned from my entrepreneurs parents and their networks 💡 Some SMBs (Small Medium Businesses) don’t fail because of bad products, they struggle because their people strategy never grows at the same pace as their business ambitions. And in 2026, with talent expectations shifting fast (and job markets in shambles), SMBs can’t afford to treat HR as “admin work” anymore. HR is the growth engine. Also, not all entrepreneurs in SMBs are knowledgeable in HR strategy, planning and executions. So how should an SMB (with founders from non-HR background) design an HR Strategy and turn it into a practical roadmap that actually drives expansion and profit? Let me try to break it down simply. 🔅 Start with the business goals, not HR goals: Before talking about hiring, training, or org charts, ask one question: “What does the business need to achieve in the next 12–24 months?” Examples: Open new markets, Increase profit margin, Improve customer experience, Scale operations without adding too much cost Your HR Strategy should be a direct response to these goals, not a separate document sitting in a dusty folder. 🔅 Identify the “people levers” that will move those goals: Every business goal has a people implication. For example: Expand to new markets --> Build leadership bench, hire faster, strengthen onboarding Increase profit margin --> Upskill teams, redesign roles, improve productivity systems Improve customer experience --> Strengthen culture, reward service excellence, train frontline teams This is where HR becomes strategic; by translating business ambition into human capability. 🔅 Build a simple HR Roadmap with 4 pillars: SMBs don’t need 50 initiatives.. They need clarity. A solid 2026 HR Roadmap usually fits into four pillars: Talent Acquisition & Workforce Planning, Capability & Performance, Organization & Culture, Employee Experience & Retention 🔅 Turn the roadmap into initiatives that are realistic: A roadmap only works if it’s executable. So convert each pillar into 3–5 initiatives max. Example: Talent Acquisition Initiatives: Build a 30‑day hiring SLA, Create a talent pool for critical roles, Launch a structured onboarding program Capability Initiatives: Leadership development for supervisors, Productivity training for frontline teams, Introduce a simple OKR or KPI system 🔅 Measure what matters: SMBs don’t need complex dashboards. They need metrics that show whether the strategy is working. Something like: Time to hire, First‑year turnover, Revenue per employee, Productivity improvements, Leadership readiness, Employee engagement signals 🌟 A clear HR Strategy and Roadmap helps the business scale faster, operate smarter, and grow profitably — without burning people out along the way🌟 To give some takeaways (and my 1st time using Canva for this - Yeayy!), please check this simple carousel below. Hope this post could give more insights for the non-HR peeps building their SMBs. 🌞 #HRStrategy #HRAdvisory #Entrepreneurship

It is ten years since my first book 📚 'Sustaining Change in Organizations' was published by Sage. So in celebration of so many years writing about change here in no particular order are ten practical things to consider when implementing change: ✅ Engage stakeholders. Engaging stakeholder in change means shifting the power and agency of change from employer to employee. ✅ Ask people for their views, ideas, hopes and fears about change. The process of planned change will be much smoother if people are engaged early with it and are asked for input on issues that will affect their work. ✅ Focus on what will not change. Build in sources of stability by identifying and articulating which elements of the status quo will remain the same because people need to know what wil remain stable and not change as well as what will change. ✅ Power and politics affect all transformations. Map the political landscape of who will be affected, who can impact and who can influence the change and devise an action plan for engaging these different stakeholders. ✅ Change is an emotional process. Recognize and acknowledge the complexity of emotions that arise with a major change. ✅ Conversations are the engines of business transformations. Engage in and encourage dialogue throughout a change process. ✅ Failure is a necessary part of change. Recognize the learning from failure and share lessons learnt. ✅ Make change meaningful. For change to stick it has to be made personal by aligning it to what is of value to key stakeholders and highlighting what it means for them. ✅ Reduce the negative impact of change on wellbeing and mental health. Build wellbeing initatives into business transformations from the start and assess them: how many individuals are actively involved in them; what impact are the initiatives having; and are people applying the tools/techniques and sticking to them. ✅ Build a culture that embraces people-centric change. Process is important but people are more important when it comes to organizational change - put them at the heart of any transformation. Give them space to voice their concerns, fears, hopes and ideas. Listen and acknowledge their voices. #peoplecentricchange #leadingchange #managingchange