Martin P Wilson


Ideas, Innovation, Inspiration, Insight, IT

Facilitation and Mentoring for Success.

Short Story

Martin Wilson was brought in by one of the junior departments in a sensitive government programme. As a junior partner the department could not be seen to be disruptive but it had serious concerns about the programme scope. Martin explored the issues on an individual basis with the other parties and especially with the programme director. It showed that all were aware of problems with the programme direction, “the elephant in the room”, but felt powerless to deal with it. In just six weeks of sensitive negotiations Martin was able to generate consensus and get the programme redesigned and heading in a more appropriate direction.

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A government department undergoing considerable change brought Martin Wilson in as interim head of the service development. He defined the team’s role and established a strong working relationship with another section head were previously there had been considerable tensions. He then worked with that director, a permanent civil servant, to merge their two teams under her management. He made himself redundant because it was the right thing for the client.


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We were engaged by a director to review and improve the communications for his department of a major public company. We were to review behaviours and run communication skills workshops for staff. Our analysis showed that the key issue was the director’s approach to communications. We had to tell him some very difficult home truths; especially difficult as he had to approve our invoice. He disagreed but his staff reported that he did change his behaviour; and he paid our invoice.

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As part of business planning assignment for a start-up company being spun out of a university department Solidus completely restructured the service offering and its development road map. The Professor originally envisaged proving his service to individuals via a web site and marketing through a highly developed professional network. However, the service was not sufficiently automated to cope with high numbers of individual customers. As a result the proposition was changed to begin with corporate clients who could support more hands-on servicing and would fund further automation to allow expansion into the individual market.

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A firm of solicitors wanted us to help them select a new time recording system to improve their productivity. When we understood their reasons we actually helped them redesign the process for preparing wills. It cost us an assignment to select and implement a new computer system but the client got what they needed – reduced costs and increased productivity. Today we would also have pointed them in the direction of a process solutions supplier like enCircle to quickly provide automated policy and procedures to support the process.

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Quick Thoughts

Has Military Action Ever Dissuaded Tyrants?

Syria - flagIn his speech before the war in Iraq Tony Blair, the UK Prime Minister, argued that not intervening would send a message that tyrants would feel at liberty to act without consequence. By military action in Iraq, he argued, those who would perpetrate atrocities would think twice. There would not seem to be any evidence, before or since, that would back up that contention.

We now have David Cameron, the current Prime Minister, making essentially the same arguments – do politicians ever learn from history?


Government Spending is not Driver of Growth

Parliament Square London IC02001If more public spending is the only way to create growth then surely governments have become too large a part of the economy? Government is about spending and has little to do with creating wealth.

The best government can do is move wealth from individuals and business to those who serve government.


Capped Bonuses, There May be Trouble Ahead

Politicians do not seem to be good at imagining unintended consequences. The cap on bankers’ bonuses, however popular, may be counter-productive in reducing risk.

Dark Stormy Skys and Beauty Often CoexistIf a smaller proportion of a trader’s income is at risk if a trade goes wrong they may pursue high-risk opportunities to get that big win. If it works they guarantee the full bonus and could also use it to negotiate a higher salary (and bonus) for the following year. If it fails the downside is limited by the capped bonus to a smaller part of overall income. At the end of the day traders are competitive and gamblers at heart so will they be more likely to pursue the big win when their own risk is limited?

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