The Northern Powerhouse - Outstanding Leadership - Solutionize ...

 
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Outstanding Leadership

The Northern
Powerhouse               Expect outstanding
Northern Powerhouse                                                                                                                        01

Outstanding Leadership,
The Northern Powerhouse                                    Contents

Our white paper, ‘Outstanding Leadership, The              02   Foreword by Roger Marsh OBE DL
                                                           04   Market conditions
Northern Powerhouse’, is a snapshot of organisations       05   Riaan De Klerk, CDO, Solutionize Global
and individuals, during one of the most challenging        06   Our contributors
                                                           08   The Northern Powerhouse
times that we’re likely to experience as leaders.          10   Matt Kelleher, CIO, WM Morrisons Plc
                                                           12   Samantha Robinson, Interim Associate Director, Live Services NHS Digital
                                                           14   Sinead Rocks, Managing Director, Nations & Regions, Channel 4
We’ve brought together an insightful narrative that        16   Amanda and Simon Cookson, Founders, Northern Value Creators
transgresses industry verticals, in a time where the       17   Dan Kirkland, COO, Tribepad
                                                           18   Leadership principles
world needs authentic role models.                         20   Matthew Kent, Operations Director, Siemens
                                                           22   Rashmi Dubé, Partner, Gunnercooke LLP
                                                           23   Mel Kanarek, Co-founder and Director, Sheffield Digital
I want to thank the contributors for taking part in this   24   Rik Barker, CIO, Flutter Group Plc
white paper and sharing their stories.                     26   Charlotte Bailey, COO, Panintelligence
                                                           28   Jordan Appleson & Mike Jeffs, CEO & CCO, Hark
                                                           30   Sarah Tulip, Digital Director, EY
Rachel Mcelroy                                             32   Paul Johnson, Partner, Mills & Reeve

CMO, Solutionize Global                                    33
                                                           34
                                                                David Angrave, COO, Twinkl
                                                                Outstanding Leadership
                                                           36   Dan Brookman, CEO, Airship
                                                           37   Stuart Clarke, Director, Paceline
                                                           38   Ross Bray, CTO, Alps Education
                                                           39   Paul Trotter, Deputy CTO, Atom bank
                                                           40   Dave Bentley & Alex Wilkinson, CEO & COO, Solutionize Global
                                                           42   Tom Hoyland, Agile and DevOps Lead, Sky Betting & Gaming
                                                           44   Charlotte Knowles, MD, TPP
                                                           46   Biggest leadership lessons 2020
                                                           48   Peter Laflin, Head of Insight and Performance, WM Morrisons Plc
                                                           50   Simone Roche MBE, Founder & CEO, Northern Power Women
                                                           52   Yasmin Ahkter, Head of Academy, NHS Digital
                                                           53   Maureen Robson, CEO, whyaye
                                                           54   Claire Cockerton & Richelle Schuster, BUILD
                                                           55   Dr Martin Stow, Chairman and Director, NEXUS
                                                           56   Biggest challenges for 2021
                                                           58   Tim Mercer, CEO, Vapour Cloud
                                                           59   Scott Davies, Co-founder & CEO, Nightingale
                                                           60   Celine Mcloughlin, Head of Product and Delivery, DWP Digital
                                                           62   Cleveland Henry, Group Delivery & Deployment Director, EMIS Plc
                                                           64   Eve Roodhouse, Chief Officer, Culture and Economy, Leeds City Council
                                                           66   Anna Sutton, CEO, The Data Shed
                                                           68   Future focus

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Foreword by                          The events of the year to date
                                     have demanded an authentic,
Roger Marsh OBE DL                   empathetic, and creative response
                                     from leaders across the North.

                                     The unprecedented public health crisis, combined         The outstanding leadership of those within this
                                     with the subsequent economic fallout from the            White Paper, as well as many others, has been
                                     COVID-19 pandemic, has placed a great burden             vital to our region’s response to this crisis, and will
                                     of responsibility upon business, community,              continue to be key to the North’s recovery.
                                     and political leaders across our region. Amid
                                     the ongoing uncertainty, I have been impressed           However, the courage and determination of
                                     by the grit and determination of many of our             these leaders must be matched by public sector
                                     leaders who have shown courage and innovation            support to address the structural inequalities that
                                     throughout these difficult times.                        have held our region back historically. Now more
                                                                                              than ever, our region needs central government to
                                     The North has a proud legacy of leading the              deliver on their levelling-up promises and provide
                                     country through moments of national difficulty,          our business and community leaders with the
                                     and playing an integral role in the nation’s recovery.   financial resources to unlock our region’s potential
                                     Although our region has been disproportionally           to lead the nation to recovery.
                                     affected by the pandemic, our infrastructure and
                                     capabilities will be vital to the future prosperity      Our region’s leaders are well placed to bolster the
                                     of the country. It is only through outstanding           nation’s prosperity, from our expertise in innovation
                                     leadership and collaboration, however, that we will      to our nation-leading energy infrastructure. The
                                     unlock the region’s potential and secure a recovery      North can lead the country to Net Zero carbon by
                                     which will be beneficial for all our communities.        2050, it can significantly contribute and turbo-
                                                                                              charge our trade, and is already the home to
                                     The insight and information presented within             world-renowned research institutions. To unlock
                                     this White Paper outline some of the world-class         this enormous potential, Northern leaders need the
                                     leadership talent we have on display throughout the      sustained backing of central government and the
                                     North. Genuine, agile and trustworthy leadership not     certainty and stability to take calculated risks.
                                     only has the potential to transform communities, but
                                     can also make an important difference to the lives of    Our region’s business, community and political
                                     individuals and families across the region.              leaders have together spent much of the year to
                                                                                              date fighting and adapting to an economic and
                                     The North’s capacity for innovation and reinvention      health crisis. However, for all of their impressive
                                     goes back to the Industrial Revolution, and continues    qualities, which have delivered success against
                                     to be a hallmark of our entrepreneurs and small          all the odds, our outstanding leaders need
                                     business owners, whose resilience, ingenuity and         and deserve the proper support from central
                                     strong leadership are all play an even more vital        government to accelerate growth and secure
                                     role than usual in these challenging times. Often,       our recovery in the national interest for decades
                                     these businesses are the ones that have been most        to come. It is a shared desire amongst Northern
                                     impacted by the events of this year, but continue to     leaders to see the full potential of the North
                                     demonstrate the strong leadership qualities of agility   unlocked. And it is a shared commitment to bold
                                     and creativity to keep their businesses afloat and       actions, united by a common vision for northern
                                     their employees in work.                                 success - that will see further potential realised
                                                                                              over the months and years ahead.

                                                                                              The North should be seen, and is, the solution
                                                                                              for today and tomorrow.

                                                                                              Roger Marsh OBE DL
                                                                                              Chair of the NP11

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                                                                    Company
                                                                     culture

            Wellbeing
                                               Economic
                                               downturn

                                                                               Riaan De Klerk
                                                                               CDO, Solutionize Global

                                                                    COVID-19
                                 Business                                      I am sure that if you were asked a year ago what       Our imperative is to re-imagine how our teams
                                 continuity                                    your key IT priorities were for 2020, you would        work and develop strategies to improve their end-
                                                                               agree that business resiliency was important, but      end experience, support and productivity. Security
                                                                               likely not near the top. A pandemic causes a wave      is an ever-increasing area of concern as the
                                                                               of impacts across every aspect of life. Company        threat-footprint dramatically increased since the
                                                                               leaders have had to contend with radical shifts in     start of Covid-19. We saw organisations fall victim
                                                                               priorities at work whilst ensuring the health and      to cyberattacks. The National Cyber Security
                                                                               wellbeing of their families and employees.             Centre annual review for 2020 states 2 in 3

                                     Market conditions                         We have seen many triumphs of human
                                                                               collaboration and unfortunately things we all
                                                                                                                                      cyber-attacks they’ve dealt with are coronavirus-
                                                                                                                                      related. We have this great opportunity ahead of
                                                                                                                                      us to re-imagine how we do business, perhaps
                                                                               wish could have been done differently. At a            it’s bringing together teams in a different way
                                                                               financial level, organisations have been forced        (e.g. consolidating IT, product development and
                                                                               into stretching their current spend. Operationally,    marketing) or maybe it is about looking at existing
                                                                               they had to increase their focus on supporting         digital programmes differently.
                                                                               their teams as they work remotely at scale and
                                                                               from a technology perspective, they had to             As leaders brace themselves for more uncertainty
                                                          Remote               adopted new approaches to IT at speed.                 over the coming months, collaboration, strategic
                                                          working                                                                     planning and careful procurement will be essential.
                                                                               We have equally seen the ingenuity, dedication and
     Infrastructure                                                            deep care for the ‘doing it right’ with companies      When you read through some of the inspiring
                                                                               coming together in a way never imaginable. From        stories in this White paper, I hope you will see that
                                                                               redirecting their technology purchases to the NHS,     there are two common threads throughout. The
                                                                               to coming together and building ventilators, and       leaders featured here care for what they do, how
                                                                               then through to - the big one - developing several     they do it and who they do it with. These leaders
                                                                               vaccines at an astounding pace.                        are comfortable with giving more than they would
                                                                                                                                      ever expect to receive back.
                                                                               As we start to look to the future, we can be certain
                                          Employee                             of one thing – we will likely never go back to “the
                                         engagement                            way it was before”.

                                                             Cybersecurity
         Demand for
        online services

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Our contributors

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                        The Northern Powerhouse
                                                                               Matt            Samantha           Sinead                Dan                Dan             Jordan
                                                                              Morrisons        NHS Digital       Channel 4           Tribepad             Airship           Hark

                                                                               Stuart          Matthew           Rashmi                 Mel             Charlotte           Ross
                                                                            Paceline Digital   Siemens       Gunnercooke LLP      Sheffield Digital   Panintellligence      Alps

                     2020

                1 Year                 7 Cities     12 Industry Verticals
                                                                                 Mike            Sarah              Rik                 Paul              David           Yasmin
                                                                                 Hark             EY              Flutter          Mills & Reeve          Twinkl         NHS Digital

                                                                                 Paul            Tom             Charlotte            Peter               Simone            Scott
                                                                                 Atom           Skybet             TPP               Morrisons             NPW           Nightingale

             4 Months                 72 Pages       40 Contributors

                                                                               Maureen           Claire          Richelle             Martin               Tim             Anna
                                                                               whyaye            BUILD            BUILD               NEXUS               Vapour         Data shed

                                                                                Celine         Cleveland            Eve             Amanda                Simon            Roger

        2,700 minutes                54% / 46%       16 Key leadership        DWP Digital       EMIS Plc     Leeds City Council   Northern value
                                                                                                                                     creators
                                                                                                                                                      Northern value
                                                                                                                                                         creators
                                                                                                                                                                            NP11

         of interviews               Gender split        attributes

                                                                                 Dave             Alex            Rachel               Riaan               Rae
                                                                                  SG               SG               SG                  SG                 SG

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                                                                                                                                     “ You have to be brave. Things may not be perfect or entirely right from
                                                                                                                                       the outset, but if you know it is the right thing to do, and you can make it
                                                                                                                                       happen quickly - that’s more important than anything else.”

                                                                                                                                     We achieved this change in just one          you into line if you exhibit the wrong    How do you engage business
                                                                                                                                     week in mid March. Another example,          behaviours, so for that reason you        stakeholders with digital
                                                                                                                                     through listening to our customers and       should reflect on that and use what       transformation objectives and
                                          Matt Kelleher                                                                              lobbying hard for the change, we raised      you learn in the workplace.               align your goals?
                                                                                                                                     the limit on contactless payments
                                     CIO, WM Morrisons Plc                                                                           to £45 to reduce the number of               Listen                                    Whether it’s for customers or
                                                                                                                                     transactions that required the entry of      To be a supportive leader means           colleagues, everything we do is about
                                                                                                                                     information into touch card machines.        checking in, reviewing, learning,         continuous improvement. We don’t
                                                                                                                                     Requiring a change to all tills so quickly   changing things and then                  use the word “transformation” as that
                                                                                                                                     was high risk, but again it was the right    going again. We are a listening           isn’t the right fit for our business. As
Matt Kelleher is Group Technology and Supply Chain director of WM                                                                    thing to do for the customer. We rolled      organisation, which aligns with our       such there is no digital transformation
                                                                                                                                     out the change across all our tills in the   values of teamwork. The views of          plan, but all departments have an
Morrisons PLC and has been with the company for eight years. Matt                                                                    space of just one day.                       customers and colleagues are so           improvement plan and roadmap for
has a geography degree from Exeter University. He joined Andersen                                                                                                                 essential to improving everything         digital change.
                                                                                                                                     In April, we launched our doorstep           we do. We lead, listen and respond
Consulting’s Retail practice straight from university in 1996 and became                                                             delivery service aimed at elderly and        quickly, wherever possible.               These plans need to have clear
one of its youngest UK partners in 2004.                                                                                             vulnerable people who were shielding,                                                  objectives framing initiatives which
                                                                                                                                     and unable to come into the stores and       Recruit for Attitude                      make things better. We don’t just do
                                                                                                                                     whom couldn’t use our internet service.      I am a firm believer in bringing people   things because they are on trend
                                                                                                                                     Anyone classified as vulnerable within       into my team who have a personal          or in vogue in the industry - they
                                                                                                                                     10 miles of a store could call to order      purpose and interests aligned with        need to be right for our customers or
During his time at Andersen Consulting       The supermarket chain was founded             the heart of operations. Many vital       and have their food delivered the next       our goals and objectives, regardless      colleagues in our company.
(now known as Accenture) he worked           in 1899 by William Morrison and began         initiatives were implemented quickly      day. This service didn’t exist before        of experience within our industry. If
with retail businesses such as Tesco,        its life as a butter and eggs market          to support customers and colleagues       the pandemic and the necessary               people have the correct drive and         People are naturally becoming
Dixons, Sainsburys and AS Watsons.           stall trading in and around Bradford.         in an unprecedented situation, which      infrastructure of phone lines, telephone     energy, then pretty much everything       more tech native, so the shift to
After a short spell setting up Accenture’s   The business expanded under the               Matt talks about in more detail below.    staff, payment terminals, pick lists,        else can be developed. The right          digital is a more organic change. For
Retail business in the Far East he left      leadership of his son Ken Morrison who                                                  and delivery drivers was delivered in a      attitude, a passion for improving, and    example, we have just moved the
in 2008 to join Best Buy - the largest       turned a local business into a vertically     What have been your most important        matter of just three weeks. We knew          approachability are key; everything       whole organisation onto a system
electronics retailer in the world. There,    integrated food manufacturer and              leadership lessons of 2020​?              that for many of these customers, the        else can be worked over time.             that allows staff to manage payroll,
he held management positions in              retailer with a distinctive ‘Market Street’   You have to be brave. Things may not      only human contact they would have                                                     expenses and holiday on a mobile
the US and their Joint Venture with          fresh food offer. In 2004 Morrisons           be perfect or entirely right from the     was with our call centre staff and                                                     device. This development represents
Carphone Warehouse.                          acquired the chain Safeway. It launched       outset, but if you know it is the right   delivery drivers. Our decision to offer                                                a huge time-saver for HR and means
                                             Morrisons.com in 2014 and a growing           thing to do, and you make it happen       doorstep delivery for this section of our                                              our workforce controls the booking of
At Morrisons, Matt held Operations           wholesale business from 2015.                 quickly - and that is more important      community was borne out of doing the                                                   time off themselves, using workflow.”
and Non Food Trading Director roles                                                        than anything else.                       right thing and making a real difference
before taking over the Morrisons.com         Fast forward to the present day,                                                        to people.”
website and the Online and Digital           millions of customers shop at Morrisons       The pandemic will have shaped
business areas in 2015. Matt oversaw         where around 122,000 colleagues               companies in so many ways this            What are three leadership
the restructuring of the Ocado deal          work, making it one of the UK’s 10            year, both positively and negatively.     principles you live by?
to enable store pick home delivery           largest private sector employers. It is       Right from the outset, we have                                                         “ To be a supportive leader
and national online expansion with           a proud Yorkshire-born organisation           implemented change and decisions          Ask my children!
multiple partners, including Amazon          with their headquarters still located in      at a speed that we have never             Your family and your responsibility            means checking in, reviewing,
and Deliveroo.                               Bradford, the city where it all started.      achieved before.                          to them them - and how you raise
                                                                                                                                     them - covers your first role within a         learning, changing things and
From early 2019, Matt took on the            Throughout the pandemic, they have            For example, we had to enable 2,000       leadership position. I believe that how
Group Technology division to lead the        been visible for open, honest and             head office colleagues to work from       you present yourself at work should            then going again.”
change in ways of working and the            timely communications on the actions          home so that they were safe and able      be aligned with how you are at home.
modernisation programme within the           they are taking to feed the nation,           to respond to our customers.              Your “team” at home will soon bring
function before joining the Operations       using the slogan “#it’smorethanourjob
Group in 2020 when Supply Chain              as a mantra for everything they looked
moved over to report into him as well.       to deliver with their customer firmly at

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                                                                                                                                “ The rapid scale and feeling of responsibility when working on
                                                                                                                                  an essential national tech infrastructure is something, we take
                                                                                                                                  absolute pride in.”

                                                                                                                                Our staff have been working at break-        shining stars. Talent is everywhere if        by working in this way and make sure
                                                                                                                                neck speed with data integrity and           you look for it, empower it and enable        that we build on it.
                                                                                                                                security at the forefront of our mind. The   it to flourish.
                    Samantha Robinson                                                                                           rapid scale and feeling of responsibility                                                  Where do you see the biggest
                                                                                                                                when working on an essential national           What will be leaders’ biggest              challenges within your infrastructure
     Interim Associate Director, Live Services NHS Digital                                                                      tech infrastructure is something we             challenges in 2021 and beyond?             when reflecting on the last 6 months,
                                                                                                                                take absolute pride in. Leading a team          We have been operating like many           and looking to the future?
                                                                                                                                responsible for the live running of these       organisations on fast delivery of          Due to the pace at which we
                                                                                                                                services means that the pressure is             immediate solutions and supporting         have delivered digital services, our
                                                                                                                                rarely off us. I can honestly say, the          existing infrastructure. The focus on a    challenge will be ensuring these
NHS Digital is the technology partner that delivers digital services for                                                        team have been amazing.                         longer-term strategy to deliver those      services can maintain high resilience
                                                                                                                                                                                services and how we prioritise that        and reliability. They have not been
the NHS and social care, including the management of large health                                                               Personal resilience for me has been             work is now of the utmost importance.      designed at a more considered pace
informatics programmes.                                                                                                         such an important skill. As well as             We have shown we can work at               and therefore there is inevitable
                                                                                                                                leading the team to run these digital           speed so we now must ensure we             ‘technical debt’ that we need to
                                                                                                                                services, I have been responsible for my can use everything we have learnt                 address. Whilst our environment is
                                                                                                                                teams’ wellbeing. This dual priority can        this year to benefit our longer-term       under constant demand to keep
                                                                                                                                take its toll, so my own resilience has objectives for our users.                          changing, we need to build in the
They hold responsibility for delivery   and how we can get there together.           Recently the perception of                 been tested - from managing major                                                          time to address this issue to ensure
of services including the Spine which   Where there is lack of clarity, people       leadership has changed. We                 IT incidents, to working with a team            Can you name one standout thing            services are sustainable. Coupled
allows secure sharing of patient data   feel unsure and unsettled. Given the         have seen more honesty, more               member who has suffered personal                you will do differently in the future,     with this, the teams supporting these
through different parts of the NHS,     constantly changing environment I            vulnerability, and with that, a more       loss. However 6 months into this role           based on your experiences over the         services are tired. As we head into
the Electronic Prescription Service,    communicated frequently and via              authentic leader has emerged.              and I’m still standing, still smiling and still last 6- 12 months?                         winter it is my priority to ensure they
Summary Care Record and Electronic      different channels making sure my                                                       striving for balancing work with home           Flexibility of working arrangements.       are are able to adjust their working
Referral Service.                       team were able to reach out to me at    You only have to look at the interest           life. Perspective is very important.            There is a careful balance to be had       practices and work / life balance to
                                        any time.                               in Jacinda Ardern to see this in                                                                in achieving what is optimal for an        support their own wellbeing. This will
Sam took the Interim AD role at the                                             action. She’s Zoomed her country                What has been your biggest                      organisation and what is optimal for       be a big challenge given the pace at
beginning of March after nearly three   Always show empathy. These have         from her home, been open and                    leadership lesson of 2020?                      an individual, but I remain focussed       which the wider system will still need
years as head of operations. As         been the most challenging of times. It  caring and shown such humanity                  People need a leader to lead, but they          on finding this balance. Pre-pandemic,     us to work.
she stepped into this new role, she     costs nothing to check in on how people whilst focusing on leading her                  also require that leader to care for them. we were broadly aligned to 9-5pm,
headed straight into the pandemic       are and to put yourself in their shoes. people through the pandemic.                    Leadership styles need to be different          ‘office by default’ working. These rigid
with her team.                                                                                                                  in this new world. Your team need to            hours and office working have been
                                        Name one characteristic you believe          What skills do you feel have               know there is a plan and we are moving stripped away and for the future I
The success factor: Describe three      every leader should possess.                 helped you most in leading your            forward but that you have their back            plan to give time to achieving the best
leadership principles you live by?      Authenticity. This term has been used        team this year?                            and you will support and enable them.           balance for my teams.                      “ People need a
Trust. I have needed my team and        a lot in recent times but I really believe   Resilience and collaboration.              Showing empathy is something I
my peers to trust me to make the        in it. Teams have been at home with          NHS Digital is a large organisation, and   have always believed in, but now I              There is no perfect model that
                                                                                                                                                                                                                             leader to lead,
right decisions for the outcomes we     children, or on their own. Juggling          I’ve seen a single vision approach         can see these traits coming through works for everyone however what                          but they also
are aiming to achieve. I have also      work with our other roles has seen           as we united in a common purpose.          as a natural part of leadership,                I have seen work is flexibility (from
trusted my team by empowering           the lines blurred. My teams have now         There was a feeling of pride and total     something that may not have been                our organisation and our people),
                                                                                                                                                                                                                             require that
them to make good decisions. There      met all my children and have seen me         responsibility as we pulled together       as appreciated pre-pandemic.                    office working for focussed tasks /          leader to care for
is too much work to do for me to be a   in my make-shift office. This different      across long and late hours. We’ve                                                          workshops, and different types of
decision bottleneck, so I have aimed    view of each other has had a positive        had strong leadership from across          Also, working remotely has bought               working together such as meeting in
                                                                                                                                                                                                                             them. Leadership
to make the team feel empowered         impact on our working relationships.         the organisation which - coupled with      out hidden people that have risen to the local park for a walk whilst going                  styles need to be
and confident in their work and         As I developed as a leader I always          the hard work and determination from       the challenge and flourished under              through finances! This flexibility has
decision making.                        reflected on how much of my ‘real self’      everyone - has been inspirational at a     the constant change and pressure.               meant that staff can still deliver at
                                                                                                                                                                                                                             different in this
                                        should be at work – what should I be         time when we needed it the most.           These individuals may not have been             work whilst attending to home and            new world.”
Clear communication, it’s so crucial    showing to make sure I fitted into the                                                  as visible in large office environments,        family commitments. For the future I
for everyone to understand what         organisation around me? I know now                                                      and now they are noticeable as                  plan to look at what we have learned
the scope and requirement of the        that being my true self is exactly what
task is, the part we all have to play   I should be at work.

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                                                                                                                                       “ Amidst all of the uncertainty; Channel 4’s
                                                                                                                                         commitment to its Nations and Regions strategy
                                                                                                                                         and its Leeds HQ was never in any doubt.”

                                                                                                                                       Which skill has helped you lead            What has been your most significant         building reflects this, which is very
                                                                                                                                       your teams through 2020?                   leadership challenge of 2020?               different from our other offices.
                     Sinead Rocks                                                                                                      The critical skill of this year been the   My biggest leadership lesson is the
                                                                                                                                       importance of effective, transparent       realisation that everyone will come         The significant change for me is
     Managing Director, Nations & Regions, Channel 4                                                                                   and consistent communication. Like         out of this feeling slightly differently.   presenteeism is irrelevant. It’s not about
                                                                                                                                       many, we have gone from being a            Our employees have been home                the hours people work, it’s about their
                                                                                                                                       mainly office-based workforce to pretty    working for most of the year; we need       productivity and results. If employees
                                                                                                                                       much overnight a remote-based firm.        to consider what that return to the         want to work at 2am because that
                                                                                                                                       Against a backdrop of substantial          office experience is going to be like       suits their lifestyle - and they’re not
Sinead Rocks is Channel 4’s first Managing Director for Nations &                                                                      global uncertainty, a percentage           when we come together as a unit. We         putting their health at risk in doing
                                                                                                                                       of furloughed staff, adapting to an        need to utilise this catalyst of change     so - then that shouldn’t matter. Though
Regions. She is the lead executive in its new National HQ in Leeds and                                                                 incredibly different environment           to its advantage and recreate an            I appreciate there will always be times
has overseen the establishment of creative hubs in Bristol and Glasgow.                                                                and a lot of employees balancing           office experience for our employees         when teams need to come together.
                                                                                                                                       home-schooling, we had to maintain         that supports collaboration and
She started her career as a journalist at BBC Northern Ireland before                                                                  business continuity but also had to        sense of belonging.                         Where do you see your biggest
joining BBC Children’s to work on the launch of the CBBC channel.                                                                      take into consideration the welfare of                                                 challenges for infrastructure in 2021?
                                                                                                                                       our people.                                Looking at 2021 and beyond, what are        The change I led for Channel 4 was
                                                                                                                                                                                  leaders’ most significant challenges?       the biggest structural change in the
                                                                                                                                       Has your leadership style changed          I think the biggest challenges              organisation’s history. We opened
                                                                                                                                       at all in 2020?                            for leaders will be harnessing              three beautiful new offices in Leeds,
She is a former editor of Newsround        However, amidst all of the uncertainty,     3 leadership principles that you live by.       My leadership skills are continually       the information and collating the           Glasgow and Bristol and hired many
as well as Executive Producer for BBC      Channel 4’s commitment to its Nations       Integrity – If integrity is one of your vital   evolving. Throughout my career, I have     experiences of Covid-19 and shaping         new staff from these cities just before
Current Affairs where she headed           and Regions strategy and its Leeds          leading principles, you tend to have            learned just as much from poor leaders     it into something that benefits the         the pandemic. This enabled us to
up the Manchester network unit and         HQ was never in any doubt. So even          an equitable mindset and can accept             as I have from outstanding leaders.        organisation and the people in the          be much more representative of our
led the team making content for The        when we had to get a handle on our          your mistakes and learn from them.              The pandemic has made me more              future. Something that; increases           audiences across the UK.
One Show, Panorama, documentaries          finances to plan against a whole range                                                      aware of mental health issues, and it’s    productivity, improves morale and
for BBC Three and the ‘Rip Off Britain’    of different scenarios from best case       The ability to listen – Good leaders            made me think much harder about            employee engagement.                        Our challenge will be to get that
franchise. As the BBC’s Director of        to worst case - our plans for the iconic,   are willing to admit that they don’t            not generalising and lumping groups                                                    momentum back, which was about
Education, she was responsible for a       Majestic building and bringing jobs to      have all the answers. So, giving your           of people into the same category. One      One stand out thing you will do             location and forging new face to
range of content across TV, radio and      Leeds were never questioned and I           employees a voice is essential as               thing I can say I have learned this year   differently in the future.                  face relationships with people in
online including the award winning         can’t over-state the importance of that     leadership is ultimately about people.          is no two people have had the same         Pre COVID, I was an advocate of             different cities and collaborating in
Bitesize and played a key role in the      because at the time everything was up                                                       lockdown experience, there have been       flexible and agile working. I am also       innovative ways. Yes, it does work
BBC’s move to Salford.                     in the air!                                 Being an enabler - A past leader                good but also bad days. I am a firm        a real fan of not having a one-size-        virtually, but a lot of conversations
                                                                                       once said to me, “A good leader’s               believer that anything that can make       fits-all office space and having an         are about creativity which means
Explain your journey through 2020.         We had to take a large amount of            job in the main, is to create the right         you more of an empathetic leader will      environment that has collaboration          face to face conversations are
Our sector was hit in a lot of ways, and   money out of our programming budget         circumstances and environment to                serve you well in any circumstance.        zones, quiet zones and even                 hugely beneficial. That will be a
the journey has been far from easy.        and right across the business earlier in    allow the people around them to                                                            communal areas. Our Leeds Majestic          crucial challenge for Channel 4
As an organisation that prides itself      the pandemic when we weren’t sure           perform to the best of their ability”.                                                                                                 as we continue moving forward.
on its agility, we were beginning to       what the financial position was going       You are only as good as the people
face significant gaps in our schedule      to be. However, we did see a lot of the     you work alongside. It’s impossible to
because the pandemic caused a lot of       independent production companies            deliver the results all by yourself, so
programmes in production to be halted.     we work with rise to the challenge and      being an enabler is invaluable.
                                           embrace the change. So many of them                                                                                                    “ Throughout my career, I have learned just
We are entirely self-sufficient            produced exceptional, creative and
financially; we are funded mainly          innovative work over the pandemic.
                                                                                                                                                                                    as much from poor leaders as I have from
through advertising, and pretty much                                                                                                                                                outstanding leaders.”
overnight the advertising market just
froze because it was in an unknown
landscape.

Expect Outstanding
16             Northern Powerhouse                                                                                                                                                                                                                       17

                         Amanda and Simon Cookson                                                                                                                            Dan Kirkland
                       Founders, Northern Value Creators                                                                                                                     COO, Tribepad

Making businesses better, by making them more human.                                                                             Dan Kirkland is COO of talent acquisition and management software
                                                                                                                                 provider Tribepad and based in Sheffield. Regarding himself as a
                                                                                                                                 ‘techie’ at heart, Dan is mostly motivated by seeing ideas go from a
Spending many years leading and            Our reaction to fear impacts the          surviving to thriving. By using coaching    conversation to something that actually gets used in real-life.
delivering strategic change, we            way we respond to challenges at           conversations with a small number
know from first-hand experience            work. Businesses that work with the       of people; one client has avoided
what happens when leadership and           chemistry of our brain and make           long-term absences, mitigated mental
culture is not right. Which is why we’re   people feel psychologically safe are      health issues, seen people step-up
committed to doing things differently.     the ones that see most resilience,        into senior roles and delivered a huge
                                                                                                                                 3 leadership principles you live by       Transparency and communication            geography is no longer a barrier for
Seeing how bureaucratic management         adaptability and innovation in their      programme of change.
                                                                                                                                 I’m a firm believer that current skills   have also been vital, ensuring teams      many roles. However, in most uncertain
slows businesses down; drove our           people. To achieve this, we need a
                                                                                                                                 are not a barometer for future skills,    are informed and motivated, with a        times, there are always opportunities,
two founders to create human ways          human approach to leadership.             Facilitating coaching conversations
                                                                                                                                 but current attitude is a barometer for   clear goal in sight.                      so perhaps a key challenge is
to lead that deliver better outcomes                                                 is vital in human leadership and
                                                                                                                                 future attitude.                                                                    identifying and making the most of
for everyone.                             If fear is high, we see behaviours         something everyone can practice. At
                                                                                                                                                                           What has been your biggest                new opportunities that arise.
                                          that erode trust and slow businesses       its most simple, coaching is where you
                                                                                                                                 Trusting your employees to deliver,       leadership lesson of 2020?
The 2020 you’ve lived through is unlikely down. Micro-management is a classic;       create a safe space for someone to
                                                                                                                                 embracing successes as well as            It’s astonishing how rapidly situations   Can you name 1 standout thing
to be the one you planned. Everyone is trying to feel safer by taking control.       share what’s on their mind and do their
                                                                                                                                 failures, but manage failures early.      can develop from good to very bad.        you will do differently in the future,
experiencing higher levels of fear and    Avoidance is another fear behaviour        own thinking. Your role is to ask, not to
                                                                                                                                                                           Witnessing 1 million job applications     based on your experiences over the
uncertainty, that’s why we’re keen to     where people disconnect, deadlines         tell and avoid any kind of judgement.
                                                                                                                                 Training of your team is critical to      in only one week on our platform          last 6- 12 months?
get back to what we know; something missed, and faces are seldom seen on
                                                                                                                                 improve overall company performance.      highlighted the desperate reality and     Make wider use of talent across the
certain, something safer. We humans       Zoom. These behaviours are hints that      Human leadership challenges
                                                                                                                                                                           panic, with people applying for any       North; we can attract and benefit from
find uncertainty a challenge.             your people don’t feel safe.               accepted management practices,
                                                                                                                                 Name one characteristic you believe       job that they could. I am humbled and     remote talent right across the North,
                                                                                     especially the need to control. This is
                                                                                                                                 every leader should possess.              fortunate to be a part of a business      whether that’s for full-time work or
Fear impacts our brains and our            If trust and psychological safety is      vital if organisations are to thrive in a
                                                                                                                                 The ability to stay calm in times of      that has stood up to a pandemic.          utilising best-of-breed services from
behaviour. Neuroscience tells us           low; people won’t share ideas or take     changing world. Human leadership
                                                                                                                                 turmoil. Every company has highs and                                                other great Northern companies.
that when we’re triggered our vision       risks and they disengage. In a Covid-19   moves away from the bureaucracy
                                                                                                                                 lows, set an example for dealing with     What will be leaders’ biggest
narrows and we cannot access those         landscape we need leadership that         that slows us down and towards a
                                                                                                                                 the lows.                                 challenges in 2021 and beyond?            Where do you see the biggest
parts of our brain we use for creative     encourages trust.                         high trust culture that gives business
                                                                                                                                                                           2021 brings unprecedented business        challenges within your infrastructure
thinking and problem solving. This is                                                speed. Imagine what you could
                                                                                                                                 What skills do you feel have              uncertainty. Whilst overcoming the        when reflecting on the last six
a useful chemical mechanism when           So, what could you do to help? After      achieve, even in the face of Covid-19,
                                                                                                                                 helped you most in leading your           pandemic, businesses also face the        months, and looking to the future?
escaping from a tiger; it’s less useful    supporting many organisations             with the speed and agility that high
                                                                                                                                 team this year?                           uncertain impact of Brexit and IR35.      The pandemic has shown business can
at work.                                   through 2020, we see coaching as          trust brings.
                                                                                                                                 Possessing empathy and                    Maintaining a culture that is engaging,   continue without the traditional office
                                           a key tool for shifting people from
                                                                                                                                 understanding that no two people          encouraging and motivating for an         environment. In future offices may be
                                                                                                                                 have had the same Covid-19 or life        increasingly remote team is going to      seen more as an occasional team
                                                                                                                                 experiences. Also being patient and       be critical.                              collaboration hub, and to achieve that
                                                                                                                                 supporting teams in the transition to                                               in-person human interaction.
                                                                                                                                 a new way of working whilst ensuring      Also retaining talent is going to be
                                                                                                                                 their wellbeing is protected.             more challenging in a world where

Expect Outstanding
18             Northern Powerhouse                                                                                                                     19

                                     “ Trust. I have needed my team and my peers
                                       to trust me to make the right decisions for the
                                       outcomes we are aiming to achieve. I have
                                       also trusted my team by empowering them to
                                       make good decisions.”
                                       Samantha Robinson
                                                                                                “ The ability to listen. Good leaders are willing to
                                                                                                  admit that they don’t have all the answers. So,
                                                                                                  giving your employees a voice is essential as
                                                                                                  leadership is ultimately about people.”
                                             “ Encouraging the capabilities of our                Sinead Rocks
                                               people, ensuring they have the right
                                               tools to perform their job and setting
                                               them up for success.”
                                               Matthew Kent

                                                                Leadership principles

                                                                                                         “ My role as a leader isn’t to tell
                                                                                                           people what to do, it’s about
                                                                                                           bringing others up to lead and
                                                                                                           ultimately be better than me.”
                                             “ Equality In leadership, you                                 Jordan Appleson
                                               must ensure your employees
                                               feel valued not only as
                                               workers but also as individuals
                                               with opinions that matter.”
                                               Sarah Tulip

                                                                                         “ A healthy humility is paramount, both in
                                                                                           terms of how we operate as leaders and
                                                                                           how we interact with other team members.”
                                                                                           David Angrave

Expect Outstanding
20             Northern Powerhouse                                                                                                                                                                                                                                   21

                                                                                                                                    “ I have been more reflective about how to make the right decision to
                                                                                                                                      help our people, as they are our greatest asset. Managing operational
                                                                                                                                      consistency has been paramount, giving people a consistent message
                                                                                                                                      and frequent communication to lead them through the continually
                                                                                                                                      changing government rules.”

                                    Matthew Kent,                                                                                   Has your leadership style                   projects are being accelerated             significant effort planning and
                                                                                                                                    changed this year?                          to market, such as Project Speed           ensuring our employees are safe over
                              Operations Director, Siemens                                                                          Yes. I have been more reflective about      from Government. The rail transport        this period. Still, it is also impossible to
                                                                                                                                    how to make the right decisions             industry needs Government funding;         have all the answers for the unknown
                                                                                                                                    to help our people, as they are our         we need to prepare robust business         future questions, as we are not
                                                                                                                                    greatest asset. Managing operational        cases for the investment from the          experts in this field.
                                                                                                                                    consistency has been paramount,             DFT, and the supply chain needs to
Matthew Kent is the Director of Operation at Siemens Rail Infrastructure,                                                           giving people a consistent message          support in every way possible to bring     Longer-term, business continuity
                                                                                                                                    and frequent communication to               that work to market.                       will be a challenge. We have all got
a Siemens Mobility company. He sits on the Executive team and is a                                                                  lead them through the continually                                                      shareholders and bosses that we
Chartered Electronics Engineer with a demonstrable track record in the                                                              changing government rules.                  Where do you see the most                  need to keep satisfied and happy, the
                                                                                                                                                                                significant challenges within              only way of doing that is to continue
delivery of major projects, signalling solutions and business systems                                                               We have also spent a lot of time            your infrastructure in 2020/21?            to get orders in and deliver on our
implementation using various technologies in different countries.                                                                   putting measures in place to look           In the short term, we have                 commitments efficiently, on time and
                                                                                                                                    after our people who live alone. To         significant commissioning’s this           to budget.
                                                                                                                                    some extent, they were saying, “stop        Christmas at Crewe and Birmingham
                                                                                                                                    calling, I am okay”, which was, of          New Street and many more around            We hope the government continue
                                                                                                                                    course, fantastic news. Siemens is a        the UK. I also like to visit and engage    with their great strategy of investing
3 leadership principles that you          People and performance                   What has been your most important                large company, but despite this, we         with the site teams working away           in growing and building our way
live by?                                  Encouraging the capabilities of our      leadership lesson of 2020?                       still care for and look after the welfare   from their families over the festive       out of Covid. For me, that is the
I have 5 leadership principles I live     people, ensuring they have the right     Visibility and communication. As railway         of our people like a large family.          period. Significant work is completed      only way, and I hope it does not
by and have adopted over the last         tools to perform their job and setting   infrastructure providers, whilst we have                                                     at Christmas on the railway as fewer       get diverted. In my opinion, there is
10 years.                                 them up for success. Measuring           had people working from home when                What will be the leaders’ most              people are travelling, so we will be       nothing more important than building
                                          performance and making sure              they can, over 50% of our staff have             significant challenges in 2021              mobilising around 500 staff, plus our      infrastructure that generates
Zero Harm                                 everyone is pulling their weight.        been delivering projects on-site, both           and beyond?                                 valued supply chain and agency             revenue; it is a simple equation.
The health and safety of our people                                                ours and Network Rail’s, or working in           For me, the growth and engagement           staff, over this period.
and the general public. We must           Sustainability, equality, inclusion      our factories. Maintaining visibility and        of new talent through face-to-                                                         I am a big advocate of what is
ensure that everything we do is one       and having a diverse workforce           regular clear communication has been             face mentoring and contact in an            At Siemens Mobility, we have a flexible    happening currently in Northern
hundred per cent safe for all of our      The importance of looking after the      critical for ensuring our teams have felt        increasingly virtual world. How can         mobile workforce, who move between         Powerhouse; they have great
people from a heath, wellbeing and an     environment has become a key             supported throughout and for keeping             we grow and nurture our trainees,           our significant cities delivering          aspirations of securing government
engineering safety perspective.           strategic driver for Siemens Mobility    anxiety levels low, especially through           apprentices and graduates into the          multiple projects. With increasing local   funding to build significant projects that
                                          over the last 5 years. The importance    April and May. Visibility, not just at virtual   next generational leaders of the future?    lockdowns taking place, facilities are     will really support the North and also
Operational excellence                    of embedding diverse and inclusive       meetings, but in offices and on sites            That’s a big challenge, and we have         closing such as restaurants and hotels,    grow the supply chain in that region.
Flawless project delivery, getting it     behaviours into our people has been      throughout the pandemic, following               recently launched a workstream to           which hinders our ability to deliver.      Also, there is no way the rail industry
right the first time, and delivering on   so well received and has proven to       our stringent Covid-19 site operating            collate ideas and build a programme.        If you compound that with some of          can deliver HS2 and projects such
the margins that our business expects.    reap the benefits.                       procedures at all times, has been                                                            our teams potentially contracting this     as the TransPennine Route Upgrade
We have many measures, KPI’s and                                                   fundamentally important.                         Maintaining delivery and keeping the        terrible virus followed by long periods    without Northern Powerhouse and
tools to make that simple for people      What skills have helped you the most                                                      workforce motivated and enthusiastic        of isolation, we could face losing a       its focus on increasing the talent
and drive out waste.                      to lead your team through 2020?          Working with Network Rail, we kept               about the future. We have been              large portion of our workforce.            and resource pool in the region.
                                          Remaining positive and being resilient   the majority of our sites and depots             operating with social distancing                                                       Certainty around the pipeline of such
Customer relationships                    through these difficult times. We are    open and operating throughout the                rules for most of the year, and I am        We have robust safety procedures           projects enables Siemens Mobility
Delighting our customers and keeping      a national business with 11 regional     pandemic to maintain rail projects               concerned that our teams who are            and mitigations in place to minimise       and other suppliers to continue to
them as happy as they can be              offices around the UK, and every         delivery and business continuity. We did         remote working are beginning to             the spread, making all of our sites        invest in developing, people and
through collaboration, effectively        single office is different in terms of   have to close a few sites, and it was            struggle and we must have a plan to         Covid safe. Still, we must face reality    technology supporting UK jobs, skills
maintaining relationships, delivering     government rules, so empowering          a lot harder to get those sites up and           mitigate any concerns.                      that, over the next six months, we         and manufacturing.
on our commitments, and managing          senior leadership teams to make their    running again than the ones we kept                                                          have an enormous challenge to
their expectations.                       own decisions for their regions has      accessible. For me, it was always about          Finally, there are a lot of up-and-coming   maintain that delivery commitment
                                          been fundamental.                        keeping the wheels turning, and that’s           government initiatives; lots of fantastic   to our customers. We have spent
                                                                                   through visibility, communication and
                                                                                   being a part of the team.

Expect Outstanding
22             Northern Powerhouse                                                                                                                                                                                                                             23

                                           Rashmi Dubé                                                                                                    Mel Kanarek,
                                     Partner, Gunnercooke LLP                                                                                 Co-founder and Director, Sheffield Digital

Rashmi Dubé a Partner at Gunnercooke law firm has worked in the legal                                                           As one of the co-founders and directors of a not for profit, industry
industry for 25 years advising commercial and construction disputes.                                                            organisation, 2020 has given me a great deal to think about and not
She is also the Managing Director of Future Thinking Now, appointed to                                                          much time to do the thinking in.
the UK Cabinet Office for SME Advisory Panel and business columnist
for The Yorkshire Post. Rashmi advises business about their future in
terms of strategy, corporate governance and diversity and inclusion.                                                            At times, I have felt that I’m in constant   These are only a few examples but all      led the work to create an economic
                                                                                                                                crisis response mode, needing to adjust      reminded me of an important lesson:        recovery plan for the city. At the same,
                                                                                                                                rapidly to changing circumstances            never underestimate the power of your      this group collaborated with the City
                                                                                                                                with barely a moment to consider the         network and how productive it can be       Region Combined Authority to feed
Leadership is not the sole responsibility   to us in an authentic manner. They         great asset in terms of their thinking   bigger picture. Yet, at the same time, the   to simply ask people for help. So often,   into their plans for the wider region. We
of one individual who happens to be         provided clear guidance on the journey     and approach to the onslaught            situation created by the pandemic has        leadership means not trying to do          discovered, perhaps to our surprise,
sitting in the CEO or managing director’s   that needed to be undertaken and           of issues facing them, and that          brought that bigger picture into sharp       everything yourself.                       that traditional silos could be broken
chair. Leadership is bestowed upon all      asked us to join them in that journey.     authority created greater power when     focus. It has made me really evaluate                                                   down and new relationships created.
of us in our actions and responses                                                     distributed within the organisation.     where my industry, digital technology        For me, leadership is also about
to any given situation. The pandemic        With working from home becoming                                                     fits into the wider economy, and also        enabling; setting the parameters,          Looking ahead to 2021, I think our
shone a light upon us all, asking us        the norm for 2020, communication           You need to remind yourself what         ask the question “how can we play a          clearing away obstacles and then           biggest challenge will be not to fall
to lead but giving us very little time      became more transparent. It allowed        the purpose is and ask if it needs to    role in our region’s recovery?”              getting out the way so that other          back into old ways of doing things.
to think in the initial few months. The     greater trust and greater authority        change because your assumptions                                                       people can make things happen. For         As we strive to “build back better”
question here is why did some fare          being imparted upon employees              have changed. that new vision,           Luckily, I haven’t had to answer that        the first time, I’ve seen that approach    we must remember to take the time
better than others, and why were            which in turn allowed them to gain         purpose and implementation must be       question on my own. Digital companies        picked up by colleagues in the public      to really think about what “better”
some people stuck and unable to lead        confidence in their leadership skills.     communicated clearly with everyone.      in South Yorkshire were very quick           sector. People have learned how to         means. Better how, where and who
effectively?                                                                                                                    to respond, offering their help to           move quickly and leaders have learned      for? How do we make sure it is better
                                            There is no doubt that this pandemic       The second was the importance of         businesses and individuals that were         how to give people room. Ideas that        for everyone, that better is also fairer
The simple truth is we are not all          has changed us all in how we approach      recovery of oneself. No matter how       feeling the brunt of lockdown. EdTech        would have taken months to come            and that better is sustainable? For
leaders in every situation. Some of         leadership and how we have to adapt        many fires you are putting out or        company Twinkl made their resources          together have been brought to life in a    me, building back better must involve
us are better leaders when we are           our style and approach for the given       helping others put out, you will only    available for free, recruitment tech         matter of weeks.                           building differently.
steering the ship in calm waters            situation. But, in the reflections of my   function and perform your best if        company Tribepad repurposed their
heading to a fixed destination while        business - and working with others - it    you have taken time to recharge.         platform to help Voluntary Action            Alongside that, there has been a surge
others thrive on putting out fires,         would be remiss of me not to mention       For many of us, 2020 will be a new       Sheffield quickly take on a large number     of collaboration, especially across
working out a new destination and           the difficulty we face as leaders when     chapter in our own books as well         of volunteers, and data software             sectors. In Sheffield, representatives
entering uncharted territories.             we cannot fully lead from the front.       as the history books and I for one       company WANDisco teamed up with              of business, education and the public
                                                                                       am grateful to be here and able to       Learn Sheffield and our local newspaper      sector came together to form a Covid-19
Throughout this pandemic we have            On a more personal note, what I have       document the experience.                 to launch a “Laptops for Kids” scheme.       Business Response Group. The group
seen a number of leaders emerge and         really noticed during this pandemic                                                                                              helped disseminate information about
each one that has been memorable            are two points: the first is more                                                                                                pandemic response measures and also
or resonated with us in some way is         leaders have adapted, understood
because they could communicate              that diversity and inclusion was a

Expect Outstanding
24             Northern Powerhouse                                                                                                                                                                                                                                      25

                                                                                                                                        “ Since 2015 we have grown three-
                                                                                                                                          fold. You can’t succeed at that rate
                                                                                                                                          without autonomy and trust.

                                                                                                                                        Biggest leadership lesson of 2020?           We’ve hired 60 people during               One standout thing you will do
                                                                                                                                        Agile software delivery does not have        lockdown, so a large portion of staff      differently going forward?
                                                                                                                                        to be collocated to be successful.           has never worked in the office. Their      I don’t want to see us go back to how
                                                                                                                                        I have been making this point for            only experience of our culture as an       we were. The pace of change and
                                             Rik Barker                                                                                 years that teams need to be together.        organisation is only through video calls   flexibility of our team has always been
                                                                                                                                        Then we’ve moved to the home and             and the perception of how we work          good but what we have achieved
                                       CIO, Flutter Group Plc                                                                           the metrics to show delivery and             through a small number of people.          through these months underlines my
                                                                                                                                        productivity highlight that teams                                                       commitment to carry on evolving
                                                                                                                                        have gone faster and accelerated             How do we charge it up, and                this next wave of improvements
                                                                                                                                        due to fewer distractions. It helps that     how do we ensure we create the             from preconceptions of things that
                                                                                                                                        everyone at home working, in the             culture we want when we are split          we couldn’t change. It marks a huge
Rik Barker is CIO for UK and Ireland’s Flutter Group which runs                                                                         same way, means it’s a level playing         through locations?                         transition for us as a business, and
                                                                                                                                        field and how quickly we moved to                                                       if we can solve the potential issues
technology across Paddy Power, Betfair and Sky Betting and                                                                              invest in remote working tech helped         What should we bring with us to            around maintaining our cultural
Gaming. Initially joining SBG as the Head of Gaming Technology,                                                                         deliver this efficiency. It’s been eye-      build our culture and what should          battery, I don’t want to go back to
                                                                                                                                        opening how well it has worked.              we let them bring with them as we          how we were before. I want to offer
Rik quickly progressed to CTO, overseeing the organisation                                                                                                                           move to a more permanent set up of         people more options around how
through two acquisitions.                                                                                                               I have also learnt to be more open           a hybrid work structure?                   they work when they work and where
                                                                                                                                        as a leader with my team. Be honest                                                     they work. We will have failed if we
                                                                                                                                        about how I have found things and            We can’t go back to how we were            carry on with the routines of the past.
                                                                                                                                        how I’ve struggled. It means we              before. Even if there were a vaccine       Somewhere in the middle is freedom
                                                                                                                                        have created a more supportive               tomorrow, to go back into the office       for people to work in a way that
With over 20 years of experience in           3 Leadership principles you live by            drive a common purpose then                environment for everyone to work in,         on mass would be a failure. We have        suits them whilst still delivering to the
software development, Rik focuses on                                                         you will go a long way to creating         and that’s a really positive outcome         gained so much from our experiences.       strategic goals of the business.
building high performing teams and            Set a standard and don’t let it drop.          a culture where that gives you             for everyone.
developing people and has always              With your team, this can also mean             success. I think alignment is critical                                                  Out of a crisis, we have found ways        Taking into consideration regulatory
taken a people-first approach to              setting a pace. When you are in a more         also because at scale, you need            How do you maintain your                     to improve. Churchill said never waste     conditions, Brexit and the ongoing
building software.                            senior role you work with groups that          to have alignment in your teams to         culture through rapid growth?                a good crisis, and we have tried to        pandemic, where do you see
                                              have autonomy over decisions, but              ensure everyone is delivering to the       I don’t believe you maintain it intact;      ensure that we can learn and improve       the biggest challenges in your
“In terms of factors you think might be       as a leader, you should still select the       expectations and outcomes.                 you only see it evolve as you grow.          through this challenging time.             infrastructure in the future, and how
a business risk in our industry, all sports   speed and standards you expect.                                                           You have to make sure you hold on to                                                    will that impact strategy?
stopping across the world wasn’t even                                                        Since 2015 we have grown three-fold.       the things you want to keep and are          We have a new office in the centre of
on the list, but that was precisely what      Make it okay to be wrong.                      You can’t succeed at that rate without     essential and bring in new aspects           Leeds, which was our flagship location     SBG and Flutter are always on the
we faced as the pandemic hit. The first       Create an environment where failure            autonomy and trust.                        that improve it. It’s not ever a static      and the plan was to move people in         front foot on regulations, and we
consideration was how do we structure         is seen as a learning point. You can                                                      thing and will keep changing. You have       and make it a bustling place. Now it       are incredibly proactive in using
the business to survive, be positive and      create flexibility and curiosity to drive      What’s one characteristic every            to keep an eye on it and continually         will be a creative hub with a lower        tech and analytics to support
reassure people and then how do we            the business forward. If you have a            leader should possess?                     work on it.                                  occupancy rate. So, the question           vulnerable customers.
continue to operate?                          blame culture, you have rigidity and                                                                                                   is, what do you need from an office
                                              can stifle innovation. If failure is seen as   Resilience and Humility                    Biggest challenges to                        when we have shown we can work             I want to go further with data
In the space of 3 days, we went from          learning, you create space for people to       One person’s viewpoint and ideas don’t     infrastructure in 2021?                      well from home?                            and insights to support and help
having 1500 people in 3 locations to          be curious and explore and that often          scale; you have to listen and learn from   How do we recharge the cultural                                                         customers, and as a part of a division,
1500 people in 1500 places!                   leads to innovation.                           other ideas which require humility.        battery with ongoing remote working,         The overwhelming feedback from             we are working hard on this. Our
                                                                                                                                        zoom and all of those factors? Our           staff is they don’t want to go back to     industry reputation is sometimes a
“Our focus was on staff welfare and           Creating the right intrinsic motivators.       Resilience has to feature. Sometimes       interactions are more transactional          commuting and the limits of before         challenge, and it absolutely right we
business continuity and not growth. It        Drive by Dan Pink outlines autonomy,           you have to show strength even when        relationships. We don’t have those           so as leaders, we need to work             have that scrutiny, but there is much
was not the right time to market any          mastery and purpose as motivators              not feeling it and you have got to feel    water-cooler moments, see people,            through a plan for the new world.          going on around doing the right thing
products or think about strategic aims.       in a high performing team, and this            like you have the right capabilities to    and lose that natural connectivity. I feel                                              for customers.
Our primary purpose was to support            resonates with me.                             get through anything. A large chunk of     like we are running off the battery of
our workforce at a time when people                                                          the world is much worse off than us        the memories of our culture.
needed exactly that.“                         Suppose you provide people with                dealing with the ongoing pandemic
                                              autonomy if you can enable their               and that thought process has got me
                                              mastery and if you can define and              through the difficult days when work
                                                                                             and home life have collided.

Expect Outstanding
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