Why SMEs need to know what they can control…and what they can’t Details 24 August 2026 For SMEs Over the years, I have reviewed many Strategic Plans. Some are very detailed, others a bit sparse, but most cover at least some of the following: what the business does the market in which it operates its competitive advantages its marketing strategy how its operations and management work financial information its principal risks. One area that is regularly missing is a SWOT analysis. For anyone unfamiliar with the acronym, SWOT stands for: Strengths Weaknesses Opportunities Threats. It’s one of the most useful things you can do for your business, and without it you’re missing important details that can help shape your plans. Why You Need a SWOT Analysis Many owners of SMEs spend so much time working IN the business that they rarely have an opportunity to step back and work ON the business. This is understandable, particularly when customers, employees, suppliers and cashflow all need immediate attention. Time working on your business is always well spent. If you don’t do this, you risk bouncing from one urgent problem to the next without ever deciding where you actually want your business to go. This matters even more during periods of relentless change. Since 2020, businesses have dealt with Brexit, Covid, inflation, energy price rises, labour shortages, global instability and digital and AI transformation (here’s an article I wrote about this earlier this year). And as we’re learning this summer, economic and political turmoil doesn’t stop. We are adjusting to more and more change - whether that’s a new Prime Minister, tax policies or increasing costs. While things shift around your business, if you understand your market, your competition, your customers and your goals, you’ll be able to make quicker, better decisions when you need to. You can’t do this if you don’t know where you are strong, where you need to improve, what your opportunities are and when you’re at risk. That’s where a SWOT analysis is invaluable. Read more
Why Good Trustees Still Get Into Trouble – Lessons from Recent Charity Commission Inquiries Details 20 July 2026 For Charities One of my regular tasks is reviewing Charity Commission inquiry reports to identify what today's trustees can learn from yesterday's mistakes. What strikes me is that most investigations do not begin with fraud or financial collapse. They usually start with something much more ordinary – poor governance, weak financial oversight, inadequate record keeping or complaints from members of the public. Recent inquiries continue to highlight the same recurring issues: Failure to appoint or elect trustees correctly. (I’m currently working on such an issue!!) Failure to hold effective trustee meetings. Poor financial management and record keeping. Misuse of charitable funds. Conflicts of interest and related party transactions. Unauthorised trustee benefits. Trustees acting whilst disqualified. False accounting. Failure to manage debt and financial risk. Trustee disputes affecting the charity's ability to operate. None of these should be inevitable. Most are entirely preventable. Read more
Charities are Under Pressure and Trustees Should Not Ignore the Warning Signs Details 06 July 2026 For Charities From time to time I am happy to publish guest blogs from experts in other areas which can be of help to my client. This particular article by Gavin Bates of Smart Business Recovery is one of the best I have read about Charities under pressure and for me is essential reading for all my charity trustee followers. Both of us have the same philosophy that early action can provide more solutions and I commend the article to you. We all know that charities are built around purpose. They help people, support communities, fund research, provide care, protect vulnerable groups and deliver services that often matter deeply to those who rely on them. That makes financial pressure doubly difficult to deal with, but the reality of a tough economy need to be addressed. The value of charities. There are very human stories behind every charity. Staff care about the work. Volunteers give their time because the cause matters. Trustees often feel a strong personal responsibility. Beneficiaries may depend on the service. Donors may have supported the organisation for years. We need them to champion the causes that need our awareness and the people that need our help. They exist because good people have empathy for a worthy cause. However, sadly, empathy does not remove the need for a realistic assessment if things are looking bad financially. A charity may not exist to make private profit, but it must still pay wages, rent, suppliers, utilities, insurance, tax, pension contributions and other operating costs. It still needs enough money to deliver its work safely. It also needs trustees to understand whether the organisation can meet those commitments. In short, the reality is still the reality. If rising costs, falling income, uncertain funding or increasing demand are putting pressure on the organisation, trustees need to face that position early. Read more