elliot@strategyandgovernance.co.uk
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Selling your business is one of the most difficult things you will ever have to do in your business life, so it is important that you think through the consequences of your actions.
Like any good story it has a beginning, a middle and an end and strangely the first thing you have to think about is:
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From time to time I post guest articles on my blog which I believe will be useful for my clients and contacts.
The Furlough scheme introduced by the government to help businesses keep their employees comes to an end on 31st October and it is feared that this will lead to a new wave of redundancies.
Not unsurprisingly CSR (Corporate Social Responsibility) has had something of a low profile during the recent Covid-19 crisis although the amount of volunteering, for the NHS and foodbank charities amongst many others shows the best face of our community.
Indeed perhaps the one big plus to come out of the crisis is an increase in community spirit.
The following is a guest blog from my MGBA colleague Peter Schofield of Four Pillars Consulting
Staying Positive in a Time of Turbulence: What’s the second most important thing you can do to protect your business during the current crisis?
One of the things that the current crisis has already demonstrated is the need for adaptability. Whether it is in the products or services that you offer or in the way you deliver them, then we have had to change and quickly.
For many businesses and charities at present, survival is the only thing on their mind. Let us be blunt right up front; some will not survive. So how do you tilt the odds in your favour. Well you can start by remembering the old adage “don’t spend more than you earn”.
There’s something unique about the challenges faced by charities and other not for profit organisations.
For Directors, Trustees and Senior Management, the demands of sustaining income, complying with increasing regulation and the often complex needs of service users, while at the same time managing strategy, governance, risk, change, people and operations means life is far from simple.
This morning brought what in my opinion is a long overdue Charity Commission statutory inquiry into the Professional Football Association's charitable arm.
This is a question I've been asked a couple of times recently so I thought it might be sensible to re-visit. Charities often worry about whether their trading activities are primary purpose or non-primary purpose.
At the end of March this year the Charity Commission published Guidance for Charities with a connection to a Non-Charity.
Regular readers of my blogs will know that I consider Charity Commission publications to be some of the best public communications around and this one is no different. It explains in detail what constitutes a connection and how you should manage it.
We all know that inevitably, one of the biggest challenges business has faced is poor cash flow. It is very easy to come out with the excuse that it is all about the pandemic or the Ukraine and the Middle East bwhen the truth is that these things are only partly to do with it.
I always read the various decisions that the Charity Commission reach following their investigations. It is not just me being nosy. The fact is that there are always lessons to be learned. When the subject of the inquiry is a £9m turnover charity you sit up and take notice.
Have any questions or want to find out more?
Call Elliot Harris on 07896 894 711 or email elliot@strategyandgovernance.co.uk.
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