Origin Story
What is American cheese?
American cheese used to be a blend of Colby and cheddar cheeses. These varieties were most popular in America, and it was invented in America, hence the name. American cheese then was sold in blocks in delis and supermarkets. It was preferred because of its milder flavor than cheddar.
Story of cheese
The first cheese was probably made 6,000 years ago by the nomadic tribes of Asia.
Moreover, the one who start to analysis and develop the art of cheese making is Romans. Romans developed the way of storing and ferment of cheese. They paid attention to different mature techniques on the effects towards tastes, appearances and smells of cheeses. Different kinds of cheeses are then produced.
Later, the techniques were spread to France because she had been captured by Roman Empire. Actually, the lives of colonized people are affected by the colonial rulers which are implemented by a minority of foreign invaders under Colonialism. (Osterhammel, J. (2005). Colonialism: a theoretical overview) Therefore, it shows that the extremely growth of Cheese art making in France was led by Colonialism.
Through the years, cheese making spread to Europe.
Cheese in America
Americans got serious about cheddar. Cheddar cheese was a superior food that produced only when definite orders were made in the earlier stages. Later, milk was collected from livestock farmer. Therefore, those farmers were rewarded based on the amount of cheese was purchased. ("History of cheddar," ) The price of cheese was hence decreased gradually due to bulk purchase of milk by cheese makers.
Status means that the class position was determined by a person’s skills and education, prestige, social honor, or popularity in a society.
By status concept, American cheese turns from superior status to dairy products because of Jesse Williams. He created the first American cheese factory in 1851, in New York. It started as a father-son venture. Williams made commercial cheesemaking more viable and American cheese more reliably decent under rationalization system. The price of cheese becomes lower under mass production.
Then came James L. Kraft, who in 1903 moved from Canada to Chicago with $65, bought a horse and wagon, and started wholeselling cheese. By 1930 over 40% of cheese consumed in the U.S. was Kraft’s
In the 1950's when convenience foods became popular. Processed cheese took the name "American" and the American cheese product we know today was born. They are made to mix with traditional dishes of different countries later. The acceptability of cheese was then greatly increased.
Cheese in China
Cheese was introduced by European emigrants.
European expansion and later American influences are also generally credited for introducing cheese to Asia though cheese is still not considered as a usual staple in the regular diet of most Asian cultures.
The embrace a concept that an cannot obtain all the nutrients it needs from one food. Therefore, need to try different food, in order to get necessary nutrients although risks are incurred.
Hence, when time goes, one type of cheese called "rushan" has finally been produced in China since the time of the Ming Dynasty and is a staple in the diets of the Sani and Bai peoples of China.
There was no history and experience of cheese production or consumption in Asian before. Hence, when cheese was already entered the market for common use, it was still strange to Asian. However, the distances between countries are rapidly reducing under the globalized modern society. The culture of cheese - history and taste of cheese, spreads widely in Asia.
Cheese Consumption - (US Vs Asian countries)
When cheese was first introduced into Asia, consumers did not accept it, because of its sticky, soft texture. Some even regarded it disgusting that it looked like cow excrement. However, Asians have become more open-minded in recent years. Nowadays, from South Korea to China, Asian populations are adding American’s cheesy favorites like pizza and cheeseburgers to their diets.
Referring to figure, the export of American cheese was generally rising from 1999 to 2008. Starting from 2005 to 2008, the export even increased sharply in each year. This statistic suggests that there is an increased consumption of American cheese around the world. Moreover, shown by the data from U.S. Dairy Export Council (cited by Chappatta, B., 2011), the U.S. shipped more than twice as much to Asia in the first four months of 2011 as a year earlier. South Korea even tripled its imports.
(From ‘McDonaldization’ to globalization- McDonalds contributes to the globalization of American cheese)
One of the major importers of American cheese would definitely be McDonalds, which sells millions of cheeseburgers every day. As McDonalds uses slices of
American cheese as ingredients in its burgers and it’s wide-spread in every country, it acts as a bridge to bring American cheese to every part of the world.
According to Jon Spainhour, a broker and partner at Rice Dairy LLC, McDonalds planned to open 200 new outlets in China in 2011. He believes that although Asians traditionally had not been big cheese consumers but it is changing and that there will be many more cheeseburgers. (Chappatta, B., 2011) With the Support of his belief, we can observe that Asians are becoming more engaged in the cheese-eating habit and they are now major consumers of cheeseburgers as well. Therefore, ‘McDonaldization’ successfully helps to distribute American cheese in Asian countries.
(Fusion- globalization and identity)
With the spread of American cheese, Asians have started to mix it into their traditional food. For example, in sushi (Japan), in Tteokbokki (Korea) and in moon cakes (China). Although American cheese is ‘fusioned’ with the local food in Asia, the ingredients retain their own distinct appearance and taste.
On one hand, the fusion of Western and Eastern foods indicates the globalization of cheese. Cheese is applied in many dishes regardless of diverse ethnicities and identities, as a result of global communication and marketing. On the other hand, the concept of salad bowl is vivid. America is considered as salad bowl- where foreign-origin persons keep their separate identities and never assimilate (Bhattacharya, U. & Groznik, P., 2008). Its strong ties with other countries facilitate the spread of cheese but still, these countries maintain their own identities. In the mixing of American cheese in other cuisines, people try to make use of new ingredient from America (i.e. cheese) and put it into their typical food. Meanwhile, they still keep the identity and appearance of their food. For instance, cheese is only a small ingredient in a sushi to enhance the taste. When we see the sushi, we would still regard it a Japanese food, instead of American.
In figure, consumptions of cheese in selected countries such as America, Asia and European Union in recent years are summarized. As shown in the figure, there is a global incline of consumption of cheese.
(Future consumption)
In the future, the consumptions in Asian countries are believed to rise more quickly than Americans’, as suggested by the graph in figure.
The consumptions of cheese are expected to increase, so does American cheese. Although the origin of American cheese is America, the spread of it in recent years has led to an increased consumption in Asian countries. It is no longer restricted to an American typical food, but a food that can always be found across Asia. The food boundaries between countries are broken. Especially in Hong Kong, which is regarded as a “food paradise”, we can find as many as hundreds of types of cuisines.
However, regarding its consumption in Asian countries, divergent preferences are
expected among people of different ages. In the early age of older people, they may have never tried the taste of American cheese, due to the higher price of America food and the slower spread in early years. They may not accept this kind of American dairy product so they may consume less of it. While the younger generations are less conservative towards American food, they are more eager to try and eat American cheese.
But with the globalization of cheese and increased acceptance of Western food by Asians, it is still believed that American cheese will soon be wide-spread among the older generations in Asia.
Ways of cheese marketing (US Vs Asian countries)
Cheese marketing in western country
In 20s, processed cheese was not that popular among European countries, advertisements of Cheese Company would mainly focused on giving information about an introduction of their cheese. They introduced how high quality, how tasty their cheese was. Marketing strategies mainly focused giving posters or fliers.
After people have had a basic understanding about cheese, Cheese Company started to launch advertisement on news and magazines(see figure "Cheese Company started to launch advertisement on news and magazines") . This way of marketing strategy can reduce ignorance of promotion and company were easy to select their type of target customers they wanted to reach by posting advertisement on different kinds of magazine.
Later on, Cheese Company also provided suggestions about what kind of food would match with their cheese(see figure "Suggestions about what kind of food would match with their cheese").
They offered and inspired alternative ways of tasting and enjoying cheese. Not only food, they also suggested a combination of drinks with cheese, for instance tea and wine (See figure "Suggestions about combination of drinks with cheese").
Which made a very popular ways of cheese tasting and it was welcomed by upper-class people in society as it is a show of life style and is a luxury enjoyment of cheese.
In addition, value adding was an important marketing strategy so as to increase loyalty of customers to satisfy the desire of buyers; they persuade customers that cheese is not only dairy product but also a food full of nutrients which makes children grow healthier and smarter( See figure "Cheese is full of nutrients which makes children grow healthier and smarter") .
They also created a perception of happiness during cheese eating. Therefore, customers were not only buying for meal but also buy for a healthy child and happiness.
Cheese marketing in Asian countries
The development of cheese in 20 century in Asian countries is not matured, taking China as an example; China had its reform in 1978 and had its quick economic development since 1989. We can find one of the cheese companies in China which started operating in 2000. We also find some posters posted in recent years.
In the early days, this company provides slide cheese and combines the cheese products with Chinese cartoon characters in order to attract local young customers. The slogan in the poster hits the dream of Chinese parents “giving
more nutrition to children and helping them for healthy growth”. Product of “Cheese for growth” is mainly focuses on children and teenagers (see figure upper one). Product of “Fresh cheese” is focusing on youth but adults may also have this kind of cheese as it is fresh and so the whole family can enjoy having cheese together (see figure). These two products mainly concentrate on the middle-class customers and promote cheese to the next generation by saying cheese is healthy.
As cheese becomes popular, people are much familiar with cheese. There are also products of cheese showing how the cheese can be taken with other kinds of food. Pictures (see figure) show how mozzarella cheese can be mixed with pizza.
As there is a vigorous culture of imitating Western culture among Chinese businessmen, these kinds of products may let the upper-class people to enjoy cheese in a different way from the general public.
Figure "Combination of cheese and red dates in China" is found from a website for trades, the most representative part of this photo is the combination of both cheese and red dates together.
Red date is one of the traditional foods in China which is mainly used in medical purpose. The combination of cheese and red dates shows people’s acceptation of cheese in China.
Reference
*Bhattacharya, U. & Groznik, P. (2008). Melting pot or salad bowl: Some evidence from U.S. investments abroad. Journal of Financial Markets, 11(3), 228-258. http://dx.doi.org.ezproxy.cityu.edu.hk/10.1016/j.bbr.2011.03.031
*Chappatta, B. (2011). Asia Pizza Demand Boosts U.S. Cheese Exports, Kraft’s Costs. Retrieved from http://www.bloomberg.com/news/2011-07-14/pizza-demand-in-asia-boosts-u-s-cheese-exports-kraft-s-costs.html
*HistoryKing.com. (n.d.). History of Cheddar Cheese . Retrieved from http://www.historyking.com/miscellaneous/2010/7/History-of-Cheddar-Cheese.html
*The Nibble. (2005, September). The History Of Cheese. Retrieved 2010, March, from http://www.thenibble.com/reviews/main/cheese/cheese2/cheese-history-2.asp
*U.S. Dairy Export Council (2011). Retrieved from http://www.usdec.org/Products/content.cfm?ItemNumber82296&navItemNumber82241
*USDA (United States Department of Agriculture) (2011). Dairy: World Markets and Trade. Retrieved from http://www.fas.usda.gov/htp/2011_Dec_Dairy.pdf
*World Dairy Products (n.d.). FAPRI 2006 Agricultural Outlook. Retrieved from http://www.dairyplanet.ca/imgs/chart-i.gif
*Wego (2012, October 20). Chinese Cheese. Retrieved from http://wego.cqcb.com/index.php?aindex&mitem&id=87897
*World of Cheese. (n.d.). The Cheese starts here. Retrieved from http://www.world-of-cheese.com/types-of-cheese.htm
*Buzzle. (n.d.). Different types of cheese. Retrieved from http://www.buzzle.com/articles/different-types-of-cheese.html
What is American cheese?
American cheese used to be a blend of Colby and cheddar cheeses. These varieties were most popular in America, and it was invented in America, hence the name. American cheese then was sold in blocks in delis and supermarkets. It was preferred because of its milder flavor than cheddar.
Story of cheese
The first cheese was probably made 6,000 years ago by the nomadic tribes of Asia.
Moreover, the one who start to analysis and develop the art of cheese making is Romans. Romans developed the way of storing and ferment of cheese. They paid attention to different mature techniques on the effects towards tastes, appearances and smells of cheeses. Different kinds of cheeses are then produced.
Later, the techniques were spread to France because she had been captured by Roman Empire. Actually, the lives of colonized people are affected by the colonial rulers which are implemented by a minority of foreign invaders under Colonialism. (Osterhammel, J. (2005). Colonialism: a theoretical overview) Therefore, it shows that the extremely growth of Cheese art making in France was led by Colonialism.
Through the years, cheese making spread to Europe.
Cheese in America
Americans got serious about cheddar. Cheddar cheese was a superior food that produced only when definite orders were made in the earlier stages. Later, milk was collected from livestock farmer. Therefore, those farmers were rewarded based on the amount of cheese was purchased. ("History of cheddar," ) The price of cheese was hence decreased gradually due to bulk purchase of milk by cheese makers.
Status means that the class position was determined by a person’s skills and education, prestige, social honor, or popularity in a society.
By status concept, American cheese turns from superior status to dairy products because of Jesse Williams. He created the first American cheese factory in 1851, in New York. It started as a father-son venture. Williams made commercial cheesemaking more viable and American cheese more reliably decent under rationalization system. The price of cheese becomes lower under mass production.
Then came James L. Kraft, who in 1903 moved from Canada to Chicago with $65, bought a horse and wagon, and started wholeselling cheese. By 1930 over 40% of cheese consumed in the U.S. was Kraft’s
In the 1950's when convenience foods became popular. Processed cheese took the name "American" and the American cheese product we know today was born. They are made to mix with traditional dishes of different countries later. The acceptability of cheese was then greatly increased.
Cheese in China
Cheese was introduced by European emigrants.
European expansion and later American influences are also generally credited for introducing cheese to Asia though cheese is still not considered as a usual staple in the regular diet of most Asian cultures.
The embrace a concept that an cannot obtain all the nutrients it needs from one food. Therefore, need to try different food, in order to get necessary nutrients although risks are incurred.
Hence, when time goes, one type of cheese called "rushan" has finally been produced in China since the time of the Ming Dynasty and is a staple in the diets of the Sani and Bai peoples of China.
There was no history and experience of cheese production or consumption in Asian before. Hence, when cheese was already entered the market for common use, it was still strange to Asian. However, the distances between countries are rapidly reducing under the globalized modern society. The culture of cheese - history and taste of cheese, spreads widely in Asia.
Cheese Consumption - (US Vs Asian countries)
When cheese was first introduced into Asia, consumers did not accept it, because of its sticky, soft texture. Some even regarded it disgusting that it looked like cow excrement. However, Asians have become more open-minded in recent years. Nowadays, from South Korea to China, Asian populations are adding American’s cheesy favorites like pizza and cheeseburgers to their diets.
Referring to figure, the export of American cheese was generally rising from 1999 to 2008. Starting from 2005 to 2008, the export even increased sharply in each year. This statistic suggests that there is an increased consumption of American cheese around the world. Moreover, shown by the data from U.S. Dairy Export Council (cited by Chappatta, B., 2011), the U.S. shipped more than twice as much to Asia in the first four months of 2011 as a year earlier. South Korea even tripled its imports.
(From ‘McDonaldization’ to globalization- McDonalds contributes to the globalization of American cheese)
One of the major importers of American cheese would definitely be McDonalds, which sells millions of cheeseburgers every day. As McDonalds uses slices of
American cheese as ingredients in its burgers and it’s wide-spread in every country, it acts as a bridge to bring American cheese to every part of the world.
According to Jon Spainhour, a broker and partner at Rice Dairy LLC, McDonalds planned to open 200 new outlets in China in 2011. He believes that although Asians traditionally had not been big cheese consumers but it is changing and that there will be many more cheeseburgers. (Chappatta, B., 2011) With the Support of his belief, we can observe that Asians are becoming more engaged in the cheese-eating habit and they are now major consumers of cheeseburgers as well. Therefore, ‘McDonaldization’ successfully helps to distribute American cheese in Asian countries.
(Fusion- globalization and identity)
With the spread of American cheese, Asians have started to mix it into their traditional food. For example, in sushi (Japan), in Tteokbokki (Korea) and in moon cakes (China). Although American cheese is ‘fusioned’ with the local food in Asia, the ingredients retain their own distinct appearance and taste.
On one hand, the fusion of Western and Eastern foods indicates the globalization of cheese. Cheese is applied in many dishes regardless of diverse ethnicities and identities, as a result of global communication and marketing. On the other hand, the concept of salad bowl is vivid. America is considered as salad bowl- where foreign-origin persons keep their separate identities and never assimilate (Bhattacharya, U. & Groznik, P., 2008). Its strong ties with other countries facilitate the spread of cheese but still, these countries maintain their own identities. In the mixing of American cheese in other cuisines, people try to make use of new ingredient from America (i.e. cheese) and put it into their typical food. Meanwhile, they still keep the identity and appearance of their food. For instance, cheese is only a small ingredient in a sushi to enhance the taste. When we see the sushi, we would still regard it a Japanese food, instead of American.
In figure, consumptions of cheese in selected countries such as America, Asia and European Union in recent years are summarized. As shown in the figure, there is a global incline of consumption of cheese.
(Future consumption)
In the future, the consumptions in Asian countries are believed to rise more quickly than Americans’, as suggested by the graph in figure.
The consumptions of cheese are expected to increase, so does American cheese. Although the origin of American cheese is America, the spread of it in recent years has led to an increased consumption in Asian countries. It is no longer restricted to an American typical food, but a food that can always be found across Asia. The food boundaries between countries are broken. Especially in Hong Kong, which is regarded as a “food paradise”, we can find as many as hundreds of types of cuisines.
However, regarding its consumption in Asian countries, divergent preferences are
expected among people of different ages. In the early age of older people, they may have never tried the taste of American cheese, due to the higher price of America food and the slower spread in early years. They may not accept this kind of American dairy product so they may consume less of it. While the younger generations are less conservative towards American food, they are more eager to try and eat American cheese.
But with the globalization of cheese and increased acceptance of Western food by Asians, it is still believed that American cheese will soon be wide-spread among the older generations in Asia.
Ways of cheese marketing (US Vs Asian countries)
Cheese marketing in western country
In 20s, processed cheese was not that popular among European countries, advertisements of Cheese Company would mainly focused on giving information about an introduction of their cheese. They introduced how high quality, how tasty their cheese was. Marketing strategies mainly focused giving posters or fliers.
After people have had a basic understanding about cheese, Cheese Company started to launch advertisement on news and magazines(see figure "Cheese Company started to launch advertisement on news and magazines") . This way of marketing strategy can reduce ignorance of promotion and company were easy to select their type of target customers they wanted to reach by posting advertisement on different kinds of magazine.
Later on, Cheese Company also provided suggestions about what kind of food would match with their cheese(see figure "Suggestions about what kind of food would match with their cheese").
They offered and inspired alternative ways of tasting and enjoying cheese. Not only food, they also suggested a combination of drinks with cheese, for instance tea and wine (See figure "Suggestions about combination of drinks with cheese").
Which made a very popular ways of cheese tasting and it was welcomed by upper-class people in society as it is a show of life style and is a luxury enjoyment of cheese.
In addition, value adding was an important marketing strategy so as to increase loyalty of customers to satisfy the desire of buyers; they persuade customers that cheese is not only dairy product but also a food full of nutrients which makes children grow healthier and smarter( See figure "Cheese is full of nutrients which makes children grow healthier and smarter") .
They also created a perception of happiness during cheese eating. Therefore, customers were not only buying for meal but also buy for a healthy child and happiness.
Cheese marketing in Asian countries
The development of cheese in 20 century in Asian countries is not matured, taking China as an example; China had its reform in 1978 and had its quick economic development since 1989. We can find one of the cheese companies in China which started operating in 2000. We also find some posters posted in recent years.
In the early days, this company provides slide cheese and combines the cheese products with Chinese cartoon characters in order to attract local young customers. The slogan in the poster hits the dream of Chinese parents “giving
more nutrition to children and helping them for healthy growth”. Product of “Cheese for growth” is mainly focuses on children and teenagers (see figure upper one). Product of “Fresh cheese” is focusing on youth but adults may also have this kind of cheese as it is fresh and so the whole family can enjoy having cheese together (see figure). These two products mainly concentrate on the middle-class customers and promote cheese to the next generation by saying cheese is healthy.
As cheese becomes popular, people are much familiar with cheese. There are also products of cheese showing how the cheese can be taken with other kinds of food. Pictures (see figure) show how mozzarella cheese can be mixed with pizza.
As there is a vigorous culture of imitating Western culture among Chinese businessmen, these kinds of products may let the upper-class people to enjoy cheese in a different way from the general public.
Figure "Combination of cheese and red dates in China" is found from a website for trades, the most representative part of this photo is the combination of both cheese and red dates together.
Red date is one of the traditional foods in China which is mainly used in medical purpose. The combination of cheese and red dates shows people’s acceptation of cheese in China.
Reference
*Bhattacharya, U. & Groznik, P. (2008). Melting pot or salad bowl: Some evidence from U.S. investments abroad. Journal of Financial Markets, 11(3), 228-258. http://dx.doi.org.ezproxy.cityu.edu.hk/10.1016/j.bbr.2011.03.031
*Chappatta, B. (2011). Asia Pizza Demand Boosts U.S. Cheese Exports, Kraft’s Costs. Retrieved from http://www.bloomberg.com/news/2011-07-14/pizza-demand-in-asia-boosts-u-s-cheese-exports-kraft-s-costs.html
*HistoryKing.com. (n.d.). History of Cheddar Cheese . Retrieved from http://www.historyking.com/miscellaneous/2010/7/History-of-Cheddar-Cheese.html
*The Nibble. (2005, September). The History Of Cheese. Retrieved 2010, March, from http://www.thenibble.com/reviews/main/cheese/cheese2/cheese-history-2.asp
*U.S. Dairy Export Council (2011). Retrieved from http://www.usdec.org/Products/content.cfm?ItemNumber82296&navItemNumber82241
*USDA (United States Department of Agriculture) (2011). Dairy: World Markets and Trade. Retrieved from http://www.fas.usda.gov/htp/2011_Dec_Dairy.pdf
*World Dairy Products (n.d.). FAPRI 2006 Agricultural Outlook. Retrieved from http://www.dairyplanet.ca/imgs/chart-i.gif
*Wego (2012, October 20). Chinese Cheese. Retrieved from http://wego.cqcb.com/index.php?aindex&mitem&id=87897
*World of Cheese. (n.d.). The Cheese starts here. Retrieved from http://www.world-of-cheese.com/types-of-cheese.htm
*Buzzle. (n.d.). Different types of cheese. Retrieved from http://www.buzzle.com/articles/different-types-of-cheese.html
The Barometer on Change is an annual research survey conducted by Moorhouse in 2012 a business transformation consultancy head quartered in London, UK. The survey looks at how well UK businesses are delivering change projects and programmes. It is intended to be an industry tool for measuring what is driving change and how effective it is. Survey respondents are Board members and their direct reports from FTSE 250, multinational and public sector organisations.
Background
Moorhouse had noticed a rapid increase in both the number and complexity of change programmes being undertaken in a number of sectors. Research was undertaken to gain insight into how effectively these programmes were being delivered. The survey helped identify the challenges being faced by organisations when conducting enterprise-wide change and the reasons for undertaking it.
Moorhouse Overview
Moorhouse specialises in helping organisations deliver complex change through the application of project and programme management (PPM) capabilities. Moorhouse has three core service offerings; strategy into action, out of the ordinary delivery and project and programme culture. Moorhouse works with large organisations in the Financial Services,Transport, Energy and Utilities, Pharmaceutical, Consumer Business,Telecommunications,Media, Technology and Public sectors.
Moorhouse was founded in 2004 and has won a major national award in every year of its existence; Moorhouse is the only company to have won the Association for Project Management ‘Company of the Year’ award twice.
Barometer on Change 2012
The inaugural Barometer on Change was launched on April 12, 2012. The research was carried out via telephone interviews during February and March 2012.
Sample Overview
The 2012 Barometer on Change surveyed 198 UK Board members and those who report directly into the Board. Those surveyed were responsible for a spend of more than £3.4bn on change programmes, with an average of £17m investment in each, 50% of which are considered business critical. 32% of respondents were at Board level, whilst 68% reported into the Board.
Respondents came from across the sectors Moorhouse works in; 17% were from Telco/Media/Technology organisations, 9% from Health & Pharmaceutical organisations, 12% from Transport and Distribution organisations, 20% from Financial Services organisations, 15% from Energy and Utilities organisations, 18% from Retail/FMCG organisations and 9% from Public Sector organisations.
The Results
The 2012 results found that the key driver for change was cost reduction, but revenue enhancement was still a key goal for many organisations. Almost three-quarters of respondents felt that the pressure for change increased between 2009 and 2012 and two-thirds felt it would continue to increase in 2013.
The 2012 survey identified a wide variance in perceived performance. Only half of respondents claimed a better than 70% success rate with their programmes, whilst only 7% judged they were fully successful. Only a third of respondents said their objectives were achieved.
The results of the survey revealed five common challenges that organisations were facing in delivering complex, transformation programmes. According to the 2012 Barometer on Change, in order to successfully deliver change programmes, organisations need to engage stakeholders better, measure benefits, tackle their problems proactively, use better skilled resources to deliver the programmes, and make sure the Board and delivery team have the same perspective on the progress of delivering the change programme.
Set programmes off on the right footing - engage stakeholders
Half of respondents were leading business critical projects, but only 36% felt they have got stakeholders and key staff ‘bought in’ very well to the project’s aims and benefits of the change. This was a surprising result because ‘lack of ownership’ was seen as the most important threat to a successful outcome. Respondents whose stakeholders have bought in to the aims of the programme were better at achieving stated objectives.
Measure benefits effectively
The 2012 results found that organisations make some effort to track benefits but only 54% are measuring benefits fully during the course of the project. Less than a quarter are properly measuring benefits after the project has ended. Those respondents who track the benefits of their programmes are significantly more successful at achieving their stated objectives.
Be proactive and agile
92% of the 2012 respondents found that objectives altered over the course of their programme, although this was only meaningful in two-thirds of cases. The main reasons cited are that the original objectives were unrealistic or further cost savings were required during the project.
Foster the capability to change - resourcing
The 2012 Barometer on Change found there was a vast difference in the amount of external resource being used by companies. Some organisations were managing programmes almost completely with in-house resource whilst others were relying more heavily on external resource.
Understand the gap between the Board and the delivery team
Board level respondents felt that stakeholders are more effectively bought into the aims and benefits of the programme, and that the organisation is better at dealing with change in resource requirements than their direct reports. Board-level respondents were also more positive about their organisations ability to cope well with changes in resource requirements. Board-level respondents tended to rate their own leadership as more consistent than when rated by non-Board respondents, but they have less confidence in the project staff.
Launch event
The launch of the Barometer on Change 2012 results was held at the BT Tower, London. The event was attended by a number of Board level managers and their direct reports at FTSE 250 and public sector organisations. The Barometer on Change 2012 survey results were presented by Stephen Vinall, Moorhouse Managing Director, and Richard Goold, Moorhouse Executive Director. The presentation of the results was followed by a Q&A session and then lunch on the revolving, top floor of the BT Tower.
Barometer on Change 2013
The next Barometer on Change will be launched by Moorhouse on May 15, 2013. The survey will look again at how well businesses are delivering change projects and programmes and the results will be compared to the 2012 survey. Moorhouse plan to hold the launch event at the BT Tower again.
Background
Moorhouse had noticed a rapid increase in both the number and complexity of change programmes being undertaken in a number of sectors. Research was undertaken to gain insight into how effectively these programmes were being delivered. The survey helped identify the challenges being faced by organisations when conducting enterprise-wide change and the reasons for undertaking it.
Moorhouse Overview
Moorhouse specialises in helping organisations deliver complex change through the application of project and programme management (PPM) capabilities. Moorhouse has three core service offerings; strategy into action, out of the ordinary delivery and project and programme culture. Moorhouse works with large organisations in the Financial Services,Transport, Energy and Utilities, Pharmaceutical, Consumer Business,Telecommunications,Media, Technology and Public sectors.
Moorhouse was founded in 2004 and has won a major national award in every year of its existence; Moorhouse is the only company to have won the Association for Project Management ‘Company of the Year’ award twice.
Barometer on Change 2012
The inaugural Barometer on Change was launched on April 12, 2012. The research was carried out via telephone interviews during February and March 2012.
Sample Overview
The 2012 Barometer on Change surveyed 198 UK Board members and those who report directly into the Board. Those surveyed were responsible for a spend of more than £3.4bn on change programmes, with an average of £17m investment in each, 50% of which are considered business critical. 32% of respondents were at Board level, whilst 68% reported into the Board.
Respondents came from across the sectors Moorhouse works in; 17% were from Telco/Media/Technology organisations, 9% from Health & Pharmaceutical organisations, 12% from Transport and Distribution organisations, 20% from Financial Services organisations, 15% from Energy and Utilities organisations, 18% from Retail/FMCG organisations and 9% from Public Sector organisations.
The Results
The 2012 results found that the key driver for change was cost reduction, but revenue enhancement was still a key goal for many organisations. Almost three-quarters of respondents felt that the pressure for change increased between 2009 and 2012 and two-thirds felt it would continue to increase in 2013.
The 2012 survey identified a wide variance in perceived performance. Only half of respondents claimed a better than 70% success rate with their programmes, whilst only 7% judged they were fully successful. Only a third of respondents said their objectives were achieved.
The results of the survey revealed five common challenges that organisations were facing in delivering complex, transformation programmes. According to the 2012 Barometer on Change, in order to successfully deliver change programmes, organisations need to engage stakeholders better, measure benefits, tackle their problems proactively, use better skilled resources to deliver the programmes, and make sure the Board and delivery team have the same perspective on the progress of delivering the change programme.
Set programmes off on the right footing - engage stakeholders
Half of respondents were leading business critical projects, but only 36% felt they have got stakeholders and key staff ‘bought in’ very well to the project’s aims and benefits of the change. This was a surprising result because ‘lack of ownership’ was seen as the most important threat to a successful outcome. Respondents whose stakeholders have bought in to the aims of the programme were better at achieving stated objectives.
Measure benefits effectively
The 2012 results found that organisations make some effort to track benefits but only 54% are measuring benefits fully during the course of the project. Less than a quarter are properly measuring benefits after the project has ended. Those respondents who track the benefits of their programmes are significantly more successful at achieving their stated objectives.
Be proactive and agile
92% of the 2012 respondents found that objectives altered over the course of their programme, although this was only meaningful in two-thirds of cases. The main reasons cited are that the original objectives were unrealistic or further cost savings were required during the project.
Foster the capability to change - resourcing
The 2012 Barometer on Change found there was a vast difference in the amount of external resource being used by companies. Some organisations were managing programmes almost completely with in-house resource whilst others were relying more heavily on external resource.
Understand the gap between the Board and the delivery team
Board level respondents felt that stakeholders are more effectively bought into the aims and benefits of the programme, and that the organisation is better at dealing with change in resource requirements than their direct reports. Board-level respondents were also more positive about their organisations ability to cope well with changes in resource requirements. Board-level respondents tended to rate their own leadership as more consistent than when rated by non-Board respondents, but they have less confidence in the project staff.
Launch event
The launch of the Barometer on Change 2012 results was held at the BT Tower, London. The event was attended by a number of Board level managers and their direct reports at FTSE 250 and public sector organisations. The Barometer on Change 2012 survey results were presented by Stephen Vinall, Moorhouse Managing Director, and Richard Goold, Moorhouse Executive Director. The presentation of the results was followed by a Q&A session and then lunch on the revolving, top floor of the BT Tower.
Barometer on Change 2013
The next Barometer on Change will be launched by Moorhouse on May 15, 2013. The survey will look again at how well businesses are delivering change projects and programmes and the results will be compared to the 2012 survey. Moorhouse plan to hold the launch event at the BT Tower again.
The BanSitar is an instrument conceived and built in England by the stringed instrument-maker Helmut Rheingans. It is a development of the five-stringed banjo
which produces a sound with a sitar-like resonance. The round-bodied wooden version of the BanSitar has the classification 321.312-5
in the Hornbostel-Sachs classification of musical instruments.
History
Helmut Rheingans obtained a sitar in 1972 and gradually developed the idea of a more easily-held instrument, producing a prototype BanSitar
about the end of the twentieth century.
Construction and Versions
The circular-bodied banjo-style BanSitar has a cedar wood or spruce sound-board and has a shaped bone bridge like a sitar. It exists in two main versions.
An acoustic version has two sound-holes on the rim of the body which have horns attached. One horn produces sound for the audience.
The other is a monitor horn for the player.
The second version is an electric version and has a single sound-hole and also a floating electric pick-up.
A third Mandola-style BanSitar also exists.
Music Recordings and Broadcasts
Rowan Rheingans played a BanSitar for the piece Nottamun Fair on the album Weave & Spin by Lady Maisery. On 26 September 2012, this piece was performed live on BBC Radio 3's programme In Tune.
Pete Coe (BanSitar) and Maggie Boyle talk about and sing The Jackdaw
Bruce Reid plays a BanSitar with The Field in The Bansitar Waltz
Bruce Reid plays a BanSitar with Dragon and it is featured on songs from their EP "The Great Divide". You can find the album at the Dragon website www.dragononline.com.au or on the compilation double CD "The Dragon Years" on Liberation Records. The BanSitar is especially prominent on the song "Rainy Day" written by Reid and the other members of Dragon. It can be heard on the song "The Great Divide" as well as Nu Blue Moon but not as prominently as on Rainy Day.
which produces a sound with a sitar-like resonance. The round-bodied wooden version of the BanSitar has the classification 321.312-5
in the Hornbostel-Sachs classification of musical instruments.
History
Helmut Rheingans obtained a sitar in 1972 and gradually developed the idea of a more easily-held instrument, producing a prototype BanSitar
about the end of the twentieth century.
Construction and Versions
The circular-bodied banjo-style BanSitar has a cedar wood or spruce sound-board and has a shaped bone bridge like a sitar. It exists in two main versions.
An acoustic version has two sound-holes on the rim of the body which have horns attached. One horn produces sound for the audience.
The other is a monitor horn for the player.
The second version is an electric version and has a single sound-hole and also a floating electric pick-up.
A third Mandola-style BanSitar also exists.
Music Recordings and Broadcasts
Rowan Rheingans played a BanSitar for the piece Nottamun Fair on the album Weave & Spin by Lady Maisery. On 26 September 2012, this piece was performed live on BBC Radio 3's programme In Tune.
Pete Coe (BanSitar) and Maggie Boyle talk about and sing The Jackdaw
Bruce Reid plays a BanSitar with The Field in The Bansitar Waltz
Bruce Reid plays a BanSitar with Dragon and it is featured on songs from their EP "The Great Divide". You can find the album at the Dragon website www.dragononline.com.au or on the compilation double CD "The Dragon Years" on Liberation Records. The BanSitar is especially prominent on the song "Rainy Day" written by Reid and the other members of Dragon. It can be heard on the song "The Great Divide" as well as Nu Blue Moon but not as prominently as on Rainy Day.
Aston Chase is a London real estate agency. It provides services in property acquisitions and sales, lettings, new development sales, appraisals and investment advice.
History
Aston Chase was founded in London, in August1985, by Richard Bernstone and Mark Pollack. In 1995, Michael Sulkin joined the company as a director. A second office was opened in Hampstead Garden Suburb in 2007. After the recession following Black Monday in 1987, Aston Chase expanded their property sales to include flat sales, rentals and new developments.
Location and area of operation
Aston Chase offers services in a limited range of areas throughout Central and North West London. Areas include Regent's Park, Hampstead, Hampstead Garden Suburb, St John's Wood, Highgate, Little Venice, Maida Vale and Primrose Hill.
Staff at Aston Chase
Co-founders Mark Pollack and Richard Bernstone continue to hold directorship at Aston Chase. Mark Pollack holds overall responsibility for marketing and residential sales. Richard Bernstone is chiefly responsible for financial aspects of the business as well as flat sales and residential investments. Michael Sulkin who came on board in 1995 as director is responsible for house sales and for maintaining the development of the key areas: Regent’s Park, Hampstead, St John’s Wood and Marylebone. Nicole Ratzker is the director of lettings with overall responsibility of rentals.
Press Coverage
The founders of Aston Chase have featured in magazines and newspapers. Selected press coverage includes:
# July 2010 - The London Magazine - Mark Pollack spoke about agency valuations being disregarded by sellers
# July 2010 - London Property (Nort West and Central) - Mark Pollack and Richard Bernstone spoke about their collaboration over 25 years
# September 2010 - Vantage - Mark Pollack addresses the state of the market in regards to property sales
# March 2011 - Weekend Financial Times - Mark Pollack voices his opinion about the pound and buyers from China
# April 2011 - Fabric - Mark Pollack discusses overseas buyers affecting property prices
# November 2012 - Euro Cheddar - London Property Hunters Unperturbed by Global Woes
History
Aston Chase was founded in London, in August1985, by Richard Bernstone and Mark Pollack. In 1995, Michael Sulkin joined the company as a director. A second office was opened in Hampstead Garden Suburb in 2007. After the recession following Black Monday in 1987, Aston Chase expanded their property sales to include flat sales, rentals and new developments.
Location and area of operation
Aston Chase offers services in a limited range of areas throughout Central and North West London. Areas include Regent's Park, Hampstead, Hampstead Garden Suburb, St John's Wood, Highgate, Little Venice, Maida Vale and Primrose Hill.
Staff at Aston Chase
Co-founders Mark Pollack and Richard Bernstone continue to hold directorship at Aston Chase. Mark Pollack holds overall responsibility for marketing and residential sales. Richard Bernstone is chiefly responsible for financial aspects of the business as well as flat sales and residential investments. Michael Sulkin who came on board in 1995 as director is responsible for house sales and for maintaining the development of the key areas: Regent’s Park, Hampstead, St John’s Wood and Marylebone. Nicole Ratzker is the director of lettings with overall responsibility of rentals.
Press Coverage
The founders of Aston Chase have featured in magazines and newspapers. Selected press coverage includes:
# July 2010 - The London Magazine - Mark Pollack spoke about agency valuations being disregarded by sellers
# July 2010 - London Property (Nort West and Central) - Mark Pollack and Richard Bernstone spoke about their collaboration over 25 years
# September 2010 - Vantage - Mark Pollack addresses the state of the market in regards to property sales
# March 2011 - Weekend Financial Times - Mark Pollack voices his opinion about the pound and buyers from China
# April 2011 - Fabric - Mark Pollack discusses overseas buyers affecting property prices
# November 2012 - Euro Cheddar - London Property Hunters Unperturbed by Global Woes