Category Archives: Career Growth

The flatter the better? A look at the emerging shift towards flatter organisations

The flatter the better? A look at the emerging shift towards flatter organisations

flatter organisations

More and more companies nowadays are morphing into flatter organisations. This new layout in the business world is not just a physical ongoing re-organisation but instead represents a paradgimatic shift within society. The social media usage of young people – contacting celebrities, ‘sharing’ information readily and instant messaging people across the globe – has had implications for the workplace.

The age of the flatter organisations is slowly being ushered in. One company at the forefront of this is Google, which has a more communicative and open work environment, whereby everyone can talk to everyone. There is a distinct lack of the bureaucracy seen in more hierarchical organisations. Its work culture was developed initially with the intention of making their company more appealing to younger generations, but it is debatable whether this underlies the company’s success – there are probably a plethora of reasons for this. It is very likely, however, that this is why Google has topped Fortune 500‘s list of the ‘Best Companies to Work For’ for the past few years.

Hiring and holding onto younger people is obviously of interest to companies who prioritise insight, innovation and creativity over experience, and for whom young people constitute a large portion of their demographic. Several years ago, the policy expert David Eaves conducted a report evaluating how the Canadian public could improve the hiring and retention of young employees, and he concluded that they were more drawn to environments where they had the freedom to express their ideas and where there was immediate feedback from managers – i.e. flatter organisations.

The issue with hierarchical companies is that an idea has to pass through a chain of command, and its survival to get to the top depends on the opinions of the managers responsible for passing it on. If, in contrast, a young entry-level employee can propose an idea to a top-level, senior manager and there are no barriers to this, physical or figurative, then this should create a workplace which fosters ingenuity and adaptability. Flatter organisations also allow managers to monitor progress more easily and fully inform and include every employee in the implementation of new management strategies.

flatter organisations

Jason Fried, co-founder of US software firm 37signals and author of the book ‘Rework’, states that flatter organisations free workers “from the often toxic labour-versus-management dynamic, in which neither party truly understands what it’s like to be on the other side”. More hierarchical, less flatter organisations are designed in such a way as to foment competition between colleagues, a kind of ‘nature red in tooth and claw’ mentality to produce progress – referred to as tournament theory. However, many theorists on the topic believe that this competition actually ends up hindering progress, as it reduces productivity as co-workers do not receive the benefits of co-operation and collaboration.

However, there are some downsides to flatter organisations. Herd mentality might be a problem if there is no one to give direction or to have the final say when making decisions. Barriers created by differing experience and status are all present in every aspect of the job-seeking process – from the acceptance of a CV to the interview and then the initial training and developing phase. Perhaps it is how life is supposed to be; humans have naturally been settling into social hierarchies for thousands of years.

Maybe the answer is to have flatter organisations but with some hierarchical features still intact. A workplace which combines everything in the ‘pro’ column for each; the components of hierarchy that could be kept are that someone has the final say and is responsible for overseeing others’ work. However, the flatness of the organisation will lend itself to allowing this ‘final say’ to be communicated readily and effectively. Employees of different levels would work in close proximity and there would be collaboration, allowing for creativity and the sharing of experience and expertise.

flatter organisations

There are advantages and disadvantages to the old vertical chain of command, and also for this new one, so a combination of the two would appear to be the best solution.

The importance of emotional intelligence in the workplace

The importance of emotional intelligence in the workplace

by Sasha Seddon

Emotional self-control – delaying gratification and stifling impulsiveness – underlies accomplishment of every sort” 

Daniel Goleman (author of ‘Emotional Intelligence: Why it can matter more than IQ’)

emotional intelligence

There are different schools of thought concerning the value of emotional intelligence in the workplace. Some people passionately advocate hiring based on this quality, while others believe emotional intelligence pales in comparison to cognitive intelligence and is a concept as light and fluffy as soufflé. Then there are others, who don’t really know what it comprises. So, before questioning whether it really has value, we have to first ask the question: what constitutes emotional intelligence?

Cooper and Sawaf, the authors of ‘Executive EQ’ describe emotional intelligence as “the ability to sense, understand and effectively apply the power and acumen of emotions as a source for connection, collaboration, influence and inspiration”.

Louise Altman, a Partner at Intentional Communication Consultants, a consultancy group which aims to improve the relationships, culture and communication inherent in the workplace, has outlined several clusters which emotional intelligence encompasses:

  • intrapersonal skills – self-awareness (our awareness of ourselves and our influence on our environment), self-management (our ability to identify our emotional state and make a decision about how to deal with this)

  • relationship abilities – social intelligence (the ability to empathise and to foster trust), relationship management (the ability to relate to others to optimise your objectives in both your work and personal life)

Within this second cluster, the aptitudes of listening, maintaining the right level of assertiveness and politeness, and effectively managing conflicts are emphasized as key competencies.

But has emotional intelligence contributed to real success within the workplace? And is this even quantifiable?

L’Oreal incorporated emotional intelligence competency tests into their hiring process, and the salespeople favoured by this selection criteria sold an average of over $90,000 more than candidates hired by the traditional methods. The former group were also 63% less likely to leave in their first year than the latter (Spencer & Spencer, 1993; Spencer, McClelland, & Kelner, 1997).

The firm Egon Zehnder International analysed over 500 senior executives, from Latin America, Germany and Japan, and found that those who were predominantly strong in emotional intelligence were more likely to be successful than those with high IQs or previous work experience relevant to the sector – and this result was the same for all these cultures.

Ways to improve emotional intelligence

The psychiatrist Norman Rosenthal has described several ways an individual can improve their emotional intelligence:

  • Allow time to process feelings and try not to repress or edit them.

  • Try to find associations between your emotional state and similar situations from the past.

  • Listen to the feedback given by your body, e.g. why is your stomach knotted or heart racing in a certain context? This concept has some resonance with the James-Lange theory of emotion, which postures that a physiological change occurs first and then the brain’s interpretation of this bodily response gives rise to an emotional condition.

  • Try asking others what your emotional state is – other people can be very perceptive.

Another way to improve would be to practice controlling how you react, so that you can respond with empathy or diplomacy, and not end up snapping or erupting at someone.

emotional intelligence

It is important to remember that, akin to honing cognitive development, developing these skills is something that takes a long time, and everyone has room for improvement. The former involves encouraging the growth or strengthening of new neural connections, with neuroplasticity being the property of the brain which allows this to occur. The latter – emotional development – involves altering the psyche or mind, which is not necessarily more malleable than the physical brain itself. A lack of control and understanding of emotion can manifest itself in an individual’s body as a physiological sign, or in their life as a barrier to success in their relationships, and it is important to harness the power of emotional intelligence in order to be healthy in the workplace and out of it.

WOM in small companies:
Pass the word and they will boost your business

By Catherine Bernales


Language is the essence of human nature and words are the beats of our world. Human history only started off when people learned to communicate and to create small communities. In order to survive, humans built different kind of commercial social networks. It was in that moment when the first manifestations of marketing emerged. Among them, word of mouth was the most common. Today, this ancient marketing tool has come back into fashion and it is changing the way in which companies market themselves.

In ancient times, Romans or Chinese people commercialised their goods via WOM. Based on simple recommendations, people verbally transmitted their impressions from one person to another. As simple as that, the power of WOM helped link the world. It clearly influenced in the discovery of new lands and continents.

Take the example of Christopher Columbus and the colonisation of America. It was in part, the strong influence of recommendations that encouraged adventurers to set off to new lands.

These days, something similar occurs with WOM. The advent of social media has enabled companies to pass the word online and offline too. This has helped organisations to grow their presence and to advertise their products and services. Particularly, small businesses are taking the best advantage of the WOM to expand their sales and to cover new audiences.

The five truths about WOM

Regarding a survey conducted by Verizon in conjunction with Small Business Trends, 85% of small businesses get customers through word of mouth. For instance, Jessie Hunt, marketing manager at the British Museum, explained in the AMA Conference 2012 that WOM represents the main source for the reason why people decide to come to the British Museum’s exhibitions. “It’s not only a powerful tool, but also unpaid, and therefore credible”.

But how can organisations implement this simple, but successful marketing tool in their promotional strategy?

Andy Sernovitz, the New York Times bestselling author of Word of Mouth Marketing and current CEO at explains that the Five Truths of WOM can allow companies to earn the respect and recommendations of customers.

  • Fist Truth, Talkers. Find people who will talk about you. Think about fans, volunteers, bloggers and influencers.
  • Second Truth, Topics. Give people a reason to talk. Introduce some subjects such as great services, new features, especial offer or cool product.
  • Third Truth, Helps the message spreads further and faster. You can use many resources like “tell-a-friend-form”, blogs, viral emails, handouts, online discussions and coupons.
  • Forth True, Taking part. Join the conversation, be interactive. It is important to reply feedback, join discussion and to use social media as an essential tool.
  • Fifth True, Tracking. It is crucial to measure and to comprehend what people are saying. For this, don’t hesitate to search blogs, read online discussions, listen feedback and use some tracking tools.

Some case studies to share

Currently, a wide variety of small companies are doing great use of WOM. Let’s have a look at some inspiring cases and find out how some of the 5 truths of WOM have been successfully used.

Got what it cakes: Facebook, friends and social media

In 2009 Mandy Miller quit her job as an on-air traffic reporter in North California and decided to set up her own business. At first, she started baking cakes for friends but it was an expensive hobby. Lately she put up a website, but it was not until she came up to social media that her business begun to grow.

Her sister created her a Facebook page Got what it cakes and at the end of her second year her revenues were circa $40,000. Through this social media platform, word of mouth could express virally. She said in a Huffingtonpost interview that “Facebook was a real tipping point for my business. My cakes were already very popular, but Facebook exposed me to the world, to friends of friends and family, to bloggers, party planners, etc. I couldn’t believe that something this powerful, this widespread, could be free! I use my business page as my store-front”.

Stormhoek Vineyards:  Blogging, tracking and listening to feedback


Japie Swanepoel, the author of The E of Marketing, highlighted the case of Stormhoek Vineyards. He considered it as an example of how word of mouth via blogging can grow any business. This small South African winery wanted to increase its presence in the English and French market, and to stay ahead from the competition.

The company decided to contact Hugh Macleod, an influential blogger to market their product in his Gapingvoid blog. Macleod offered to the first 100 bloggers to contact him a free bottle of Stormhoek in exchange of nothing, but to post. They were not required to talk about the wine.

The results were outstanding. Blogger, indeed, posted about the wine and a huge buzz was spread in the industry. That increased sales which were doubled within a year.

Taxi Oviedo: Interactivity, discounts and innovation

taxi oviedo

When Rixar García, from Taxi Oviedo began posting on Twitter, he realised that he could boost his taxi services through word of mouth. He was the first successful taxi driver in Spain who begun to provide his services via social media.

By the end of 2009, he was clear that he wanted to increase his customer portfolio and sales. “You need to spend months and years to make things right. What people see as success is a word of mouth that reflects the steady and continuous work in the right direction” he said in an interview on the ABC Newspaper, Spain.

In a country where only 10% of SME use Twitter, Rixar believes that it is crucial for entrepreneurs to know their business well as Twitter only provides 140 characters, what means that information must be planned.

Foursquare and geo-localisation also helped Taxi Oviedo to became a media boom. He offered discounts to all customers who book and check in his taxi, gaining a major impact in his business.

Remember WOM requires time, a strategic thinking and a planned schedule if you want to build a strong brand. If you master and monitor these 5 recommendations you will definitely increase the number of people talking about your company offline and online.

And don’t forget “When people trust you, they are willing to put their words on the line for you. Please them, inspire them, and they’ll bring their friends to you” (Andy Sernovitz).


The importance of Ethics in Sales: the opinion of Nick Lee, Honorary Professor at Aston University, Birmingham

The importance of Ethics in Sales: the opinion of Nick Lee, Honorary Professor at Aston University, Birmingham

by Antonia Di Lorenzo

nick lee 2009

As water and oil for some companies or bread and butter for other ones, Ethics and Sales is one of the thorny problems which involves the new frontier of the business.

As if I were one of his students, Nick Lee, Honorary Professor at Aston University, Birmingham, explained me in an interview the importance of “being ethics” and how to connect this aspect to the main aim of making profit.

Author of Journal of Management, Journal of Business Ethics, Journal of Personal Selling and Sales Management, Dr. Lee’s work has also featured in popular outlets such as The Times, The Financial Times and BBC Breakfast.


  • Dr Lee, what relevance does ethics have in business and why?

I think it depends, there are a lot of ways you can say it is relevant. It depends on what you mean by ethics.

  • What does ethics mean for you?

I think you talk about behaving in a fair manner. Essentially not taking advantage of the organization or customers in sales. In sales I think this is a very important thing. We have to be realistic. In sales the main objective is to make profit but automatically I think the important thing is to talk about long-term profit.

If we behave in an unethical way we tend to focus on the short-term. If we see companies having problems this is because they don’t have very good long-term prospects on relationships. Some of the reasons for the financial crisis was that there was too much short-term focus on making profit. If you think about long-term continuing relationships and continuing business, then  ethical behavior is the natural thing to do.

  • How would you recognize an ethical business? What characteristics do ethical business have in your opinion?

There isn’t a model that you can look at a business and you can say that it is ethical. You don’t have to say “we are an ethical business”. I guess what ethical organizations have in common is that they have good ethical role models, that is people who behave ethically and show you can be successful by being ethical. A lot of problems with ethics is that people make bad decisions. But they don’t make bad decisions because they are bad people, but because they don’t have experience or a knowledge what the right decision can be or they feel under pressure.

  • What do you mean for “bad decisions”?

Defining what makes a behavior ethical or unethical is actually a difficult task. Everyone knows you are wrong if you go to a customer meeting and you hit your customer with a baseball bat. But what about if you are in a customer meeting, you have to make a target by the end of the week and the customer maybe is thinking he wants to delay the decision for two weeks. What do you do? Do you lie to the customer? You can say if he orders after the end of the week, his order will be not quick enough because many factory facilities are overstressed, so he has to order quickly. And it is lying to the customer.

Lying is unethical in a philosophy point of view, but you can look at a practical one. Is anybody really being hurt by unethical behavior? Do you just think of unethical because of the behavior or the consequences? This is one of the questions we always have to think when we talk about ethics. But also why people behave like that. One reason may be they are under pressure or they don’t realize the importance of behaving in a truthful manner or they don’t have a good role model as sales manager.

  • What about Trust and Credibility? Firstly, how is possible to get the customer’s trust? How long does it take to develop a strong relationship with a customer?

If you have ethical behavior you can build trust. Sometimes people behave unethically because they are afraid. According to an economic theory, if you think someone is harming you also feel you can advantage of them. Building trust from the customer is always a difficult task.  As every relationship, it takes a long time to build a good relationship but it doesn’t take very long to break the relationship. Usually in a long term is always an ineffective strategy to be unethical, but in a short term you can relate to a great performance.

  • How much can the reputation influence a customer?

Company reputation can play an important role at the beginning of the relationship. It can help a lot to build trust.

  • If credibility comes from performance and professional reputation, what is the role of the social media? How much can they influence what people think about you?

Social media plays an important role. I think it is easier to influence people in a bad way rather than in a good way. I think it takes more to build a positive reputation. A lot of campaigns were wrong because people who were running them didn’t expect how consumers will take that. A lot of companies don’t know what it is going to happen when you put something online.

  • Can spending time together and sharing the same interests be a way to get the customer’s trust? If yes, which is the borderline?

Yes, it can. Psychologically we know that sharing interests can help to build a relationship together. But the important thing is to avoid to pass the “borderline” and be genuine. The company has to look genuine, in terms that you have to look real, not just an act.

  • Do you believe there are many organizations currently adopting an ethical approach in terms of engagement?

I think it is hard to say. It is hard to really place ethical frameworks around what people are doing. There are a couple of things to be worried about: one is how important you think being authentic is unethical or to be presenting an image to the world that is not true. But companies do that as part of their job. But probably the image ethical concerning everybody, consumers and staff, related online, is the data collection and data protection.

  • At the recent London conference by Ethisphere on ethics and governance one attendee suggested “sales trump ethics every time.” This was asserting that for most companies if it’s a choice between ethics and sales, the latter always wins. What do you think about that? Do you believe that sales always trumps ethics?

It is a kind of false choice. It is easy to say things like that, but we don’t have any reference. If you face people with the right choice you can always influence what they choose. But the problem is between Ethics and Sales on a long term prospective. On a short term basis perhaps that’s the case, for individual salespersons sometimes the choice can concern choosing the easier and the more beneficial outcome for themselves. What we have to do is showing very clearly the benefits.

People always choose the benefit over no benefit. That’s the truth. We have to present the ethical choice as long term benefit, rather than a short term benefit. The problem we had in the past concerns that there were a lot companies focused on short term performances and influenced by unethical behavior. Ethical behavior is more about long term relationships generation.

If you think about your personal life, for example, if you married with somebody you have a long term prospective or if you have a long term relationship, it is in your benefit to place wider criterion of your decision rather than your short term benefit when you are out on an evening or in a night club. Business is not different to life. If we have long-term prospective the ethical choice is always the highest performance choice. The problem is when we motivate people with short-term prospective.

If we have effective long terms wider intensive motivational programs, people will be motivated to behave more ethically. Our job is saving the long-term prospective as preference.


Allowing Employees To Have A Voice: Needless or Necessary?

 Allowing Employees To Have A Voice: Needless or Necessary?

By Brooke Paterson

employee voice megaphone

Employee voice:

Why, one might ask, should we allow our employees to have a voice in the workplace? This is a somewhat straightforward question that has a multitude of answers. Nita Clarke, director of the Involvement and Participation Association and vice-chair of the MacLeod review, adopts the simplistic approach, stating that employee voice is the key to creating and maintaining a successful business [1]. And she certainly has a point. Employee voice, generally speaking, has four main purposes, it: “helps organisations to understand the employee attitudes about work, presents a form of collective organisation to management, influences leaders’ decisions on work-related issues, and shows the reciprocal nature of the employment relationship” [2]. Adopting and promoting a structure, where employee voice is central, allows for a deeper and more meaningful relationship between the employee and the employer, helping to improve and further develop communication. Allowing employees to speak up and have an unrestricted opinion on work affairs, poses an extensive number of benefits not only to the employee but also to the employer.

Benefits to the employee From an employee’s point of view, having an assertive voice within the organisation he or she belongs to is most definitely profitable. But why?

Increases your value

First and foremost, it increases your value. Voice, according to William Kahn, is “the harnessing of organisation members’ selves to their work roles; in engagement, people employ and express themselves physically, cognitively, and emotionally during role performances” [2]. Voice, after all, characterizes the value an individual brings to a company. If you regularly share the views you have and vocalise your opinions on certain issues, you are more likely to be considered a valuable and worthy part of the team. However, if you are less willing to articulate how you feel and very rarely give useful input or share new ideas, colleagues and more senior members of the company may be more inclined to view you as a replaceable and unimportant component of the team.

More say in work

Having a voice at work ultimately means you have more influence and control over the work you do and the amount of it you are doing, allowing you to better manage your workload. When you freely and regularly express how you feel, it allows you to take control of matters and perhaps carry out a project or piece of work in a manner, which is more to your liking or to a time-scale that suits you better. If you do not let your voice be heard and fail to communicate with your manager or supervisor, then they will not be aware of any problems you may have. If you don’t speak up or voice any concerns or problems, you cannot expect things to improve or be rectified. 

Depicts you as an individual

Additionally, how you express your opinions at work reflects who you are as an individual, and more importantly mirrors the beliefs and morals you hold. For example, if a certain issue goes against the beliefs or values you have, and you speak up and make it known that you disagree, you will come across as a moral and ethical individual who whole heartedly stands by there beliefs. This may even result in other employees respecting you more, not only for speaking up about your dissatisfaction over work issues, but also for holding such commendable and creditable morals.

Leads to more opportunities

These days’ people are keeping their heads down and staying quiet as a means of avoiding confrontation and keeping favour with their boss. Many are under the impression that it is out with their role to challenge other employees or introduce new ideas. Often, employees would rather “suffer in silence” [3], as they believe they will be more likely to advance in the workplace, be offered promotions, and in turn, get more responsibilities. However, it is quite the opposite. Individuals who are more outspoken often have a more dominant and presidential role within the company. Those who are not afraid to speak their mind are often tasked with taking meetings and managing a larger group of employees, showing that it pays to have a voice within an organisation.

Develop and refine skills

By speaking up and having a voice, an employee can learn a lot about where their strengths and weaknesses lie. If they can identify a weakness and feel comfortable enough to address it with their line manager or that alike, the area of weakness can be evaluated and hopefully improved, resulting in the employee feeling happier and more comfortable with a certain area within their line of work. Similarly, they can also establish what they are best at, allowing them to hone in on that skill and focus more on that area of their job.

Job satisfaction

When an individual feels as if they can be themselves and openly voice how they feel at any given time, they understandably begin to enjoy their role more and start to truly appreciate the colleagues they are surrounded by. In a recent study carried out by Blessing White, 38% of engaged employees stated the reason they stay with the company is due to job satisfaction and fully enjoying the job they are doing. [3] When you feel as if you cannot truly address issues and problems you inevitably begin to become stressed. Giving employees a voice therefore reduces stress levels and takes a huge weight off their shoulders, allowing them to appreciate their work more and subsequently, increase their productivity.

Benefits to the employer

Allowing employees to make themselves’ heard in the workplace presents a whole number of advantages to the employers, also.

Better organisational performance

The organisation as a whole suffers when employees are not involved in decision-making and cannot have a say in company affairs. Productivity and performance becomes increasingly worse and employees begin to lose motivation and become disgruntled when they feel as if they cannot speak about how they truly feel or address any on-going issues or problems. By allowing employees to have a voice, individuals begin to flourish in their working environment and feel more comfortable and confident when it comes to sharing ideas, giving feedback and input, and having group discussions. Furthermore, there is a boost in motivation when employees have a voice, as they believe they have contributed to the overall outcome or the decision that has been made, making them feel valuable and an integral part of the team.

Gains good reputation

By treating staff fairly and allowing them to have an active input, the organisation will become well recognised for it’s stance on employee voice. As a result, recruiting will gradually become easier as more and more people will want to work with a company that values employees and considers their participation an intrinsic and fundamental part of the organisation

Reduces conflict and hierarchical divides within organisation

Employee voice results in a reduction in conflict. When an employee can exchange new ideas and openly speak their mind, there is an increase in co-operation and thus, an improvement in the relationship between the employer and the employee. As reported by Dale Carnegie, 80% of employees dissatisfied with their direct manager were disengaged. [4] These statistics prove that by having a more relaxed and open approach in the company, employees are more likely to feel engaged and will not feel as if they are being dictated to or controlled by other members of staff.  

So promoting employee voice is favourable, but is it really a necessity in the working environment? 

There are two sides to this coin. On one hand, employee voice makes relatively no difference. On the other, it is extremely detrimental to the way the organisation is run and the success it can have. So which is correct? Essentially, the evidence doesn’t lie. Well-researched statistics and figures show that implementing a structure, which allows employees to have an active role and play a vital part in the way a business is ran, is profitable to everyone. However, it is no good just promoting this kind of structure. It needs to be implemented and religiously followed, continuously allowing for employee voice to be heard. After all, if no one spoke up and had their say, where would we be?

Continue the discussion and let us know what you think via Twitter or LinkedIn.

[1]; “Employee voice” is a key to a successful business, says Nita Clarke

[2] Armstrong, 2006

[3] William Khan, 1990 [4] Albert Hirschman, 1970

[5] Blessing White, Employee Engagement: Research Update, 2013

[6] Dale Carnegie, Employee Engagement

Engagement Hands

Drum roll please. Grow3 starts blogging!

Drum roll please. Grow3 starts blogging!

By Lenka Koppová


Welcome to the Grow3 blog! Allow me to give you a quick summary of our team, what to expect from our blog and a bit about my personal experience of working at Grow3.

Although in the world of business we have been around for some time now, (25 years to be precise), the world of blogging and social media is a new platform we plan to conquer. So we want to hear from you through social media. Join the online discussion and help us grow, and in turn, we help your business grow.

Engagement Hands

My time at Grow3 and International Teamwork

When I started working at Grow3, it took me a while to truly get into the gist of our services. I had to understand the meaning of terms such as engagement services, sustainable development, business strategy, growth and market insight. But the amazing team at Grow3 helped me truly understand how crucial each function is.

Before joining the Grow3 team I studied Journalism and Applied Economy and worked as a Marketing Consultant for a Web Design Company. Marketing was always my passion; it is the perfect combination of creativity and communication. Working at Grow3 has given me the opportunity to apply all my skills and gain lots of hands-on experience.

Our team is very unique in the way that we all provide such a vast set of skills and experience. We have a variety of nationalities and languages circulating the office, which is very advantageous. We work with people from all departments such as: marketing, media and journalism, management, finance, IT and many others. Our multicultural team includes individuals from: Denmark, Belgium, Netherlands, Italy, Spain, France, Poland, Czech Republic, Belarus, Ireland, Scotland, Texas, Colombia, Venezuela, Ghana, Ivory Coast, Sudan, Bangladesh and China.

This variation enriches us not only on a cultural level but it helps us to achieve new levels of creativity through ideation. People from different parts of the world have various ways of thinking, so we can empathise with your needs and we can see things from multiple angles.

What to expect next

In our next blog post we will be discussing employee engagement. It will focus around allowing employees to have a voice in the workplace. You can look forward to new posts every Wednesday. Our articles will give you an intelligent perspective on engagement, market research or ethical leadership. We will feature interviews with successful entrepreneurs from the business world and they will share their story and their experience of business growth. Exciting stuff! So watch this space, we promise it’ll be worth it.

Get in touch with us!

Please feel free to comment, share opinions or tell us your post requests. We look forward to starting a discussion with you. If we can give you a hand with any aspect of business growth, feel free to contact us!

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