Greater control and efficiency through

BUSINESS GOVERNANCE

Business Governance

WHY IS BUSINESS GOVERNANCE SO IMPORTANT?

Having a Business Governance process in place that cascades strategy throughout organisation is critical to achieving your strategic goals. It enables all employees to understand the role they play in achieving the strategy and provides a review structure to check, and course correct. Together, the 4 P’s of business governance provide a comprehensive framework for building a responsible and sustainable business that not only pursues financial success but also considers its impact on people, society, and the environment.

Business Governance Brochure

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Business Governance people

People

Having capable and ethical leaders who steer the company in the right direction, make responsible decisions, and set a positive example for others. Includes the workforce and stakeholders, emphasising the need for diversity, accountability, and transparency in decision-making.

Business Governance process

PROCESS

The systems, structures, and procedures in place to manage the company effectively and responsibly. This includes the way decisions are made, risks are assessed and managed, and communication flows within the organisation. A robust governance framework and well-defined processes ensure accountability, minimise conflicts of interest, and promote responsible decision-making.

Business Governance purpose

Purpose

The company’s mission, vision, and values. Purpose is defining a clear and meaningful reason for the company’s existence beyond just making profits. This guides the company’s actions, influences its strategy, and aligns its efforts with broader societal and ethical considerations.

Business Governance performance

Performance

The company’s results, both financially and in terms of its impact on various stakeholders. It involves measuring and evaluating the company’s success in achieving its goals, managing risks, and adhering to ethical standards. Transparent reporting and accountability for performance provide stakeholders with the necessary information to assess the company’s overall health and its alignment with its stated purpose.

OUR APPROACH TO business governance

Sharing in Growth’s approach to business governance involves arranging workshops to enhance skills, processes, and systems, providing coaching and support to assist in establishing and maintaining a strong governance process. Recognising the diversity of organisations, Sharing in Growth customise the MCRS methodology to suit each business, offering both constructive challenges and support throughout the journey. If certain parts of the process are already in place, these are integrated, and any gaps are filled.

Business governance process

Case studies

Instro-logo

Improved performance and doubled turnover

Instro had aggressive growth plans and a relatively new leadership team. A vision and strategy existed but this had not been deployed or communicated to the whole business. Limited KPIs existed, there was no governance process in place, and there was no overall plan to deliver the strategy and achieve the business goals.

Sharing in Growth worked with the leadership team to redefine their strategy and create a policy deployment matrix with appropriate KPIs and a visual management centre to review progress on a monthly basis.
A management control and review system with a standard calendar was designed and implemented alongside development of KPIs at all levels, including SQDCP, which was embedded into tiered performance management on the shopfloor. The governance process also included reviews of their strategic improvement charters to ensure they were completed to plan.

Through their strategic initiatives, establishing an MCRS process and implementing performance management, Instro doubled their turnover from £5.2m to £17m. They achieved a record order intake of £30m and won the largest order in their history of £17m. Through engaging the organisation to understand how they could help the company to achieve the business goals and creating an employee focus group, they have also increased their employee engagement score by 15%.

In a neighbouring cell, another team put in ‘lights out’ automation, to achieve 95% unmanned operation and a subsequent 33% improvement in lead times. And when another centre of excellence cell managed to reduce costs by £2.4 million, Castle returned the saving to the customer, a strategic decision that cemented its position as a key competitive supplier.

“Sharing in Growth have challenged both our processes and people in all aspects of the business, and we would not have achieved the results in the timescales without their support.”

CARL MILLER
OPERATIONS DIRECTOR

Instro
Instro-statistics
Walker-logo

STRATEGIC ALIGNMENT IMPROVES COMPANY EMPLOYEE ENGAGEMENT AND EFFICIENCY

Walker Precision had developed a policy deployment “X-Matrix” in order to consolidate their strategic direction, but had not communicated this outside of their leadership team, so their employees didn’t understand their role in the delivery of this strategy. The business was also holding some employee communication sessions; however, these were ad-hoc and the content was varied, not linking back to the strategy. Both of these things were contributing to low employee engagement survey scores.

It was agreed that with support from Sharing in Growth, they would create a simple visual communication structure to enable all employees to feel engaged and able to contribute to the vision of the company.
A structured process was defined for consistent content creation and delivery of information to cascade, delivered by local communication champions across the business. Strategy visual stations were created that linked current performance to the X-Matrix and company vision, mission and values. An annual communications plan was created which also included all employee briefings delivered by the SLT.

Providing this direct link to the company strategy and ensuring the employees felt engaged and communicated to on these topics generated multiple benefits for Walker, including an increase in their employee engagement survey response rate from 26% to 97%, a 50% increase in the employee engagement survey mode score, and a 30% increase in Value Add Per Person.

“The bi-monthly communication has helped to align the workforce in understanding the strategy and common goals of the business, eliminating misconceptions and helping to improve overall employee engagement.”

MARK WALKER
MANAGING DIRECTOR

Walker
Walker-statistics

Our Business Governance Team


Latest Events & Videos

SHARING IN GROWTH TRANSFORM HUTCHINSON ENGINEERING FOR OFFSHORE MARKETS

Hutchinson Engineering transformed through employee development, cost reduction, and strategic planning, driving £9.2 million offshore market growth.

Read the case study

Testimonials


“An exceptional project focussing on efficiency improvements within our Primary and Kitting Cells to overcome material shortages and secure kit availability to an agreed MPS. By consolidating material types, Primary were able to reduce machine set-ups and increase output which secured material availability for the timely kitting of primary materials against the plan.”

Tony Bussey

Head of Operational Excellence

Icon Aerospace

“With the help of SiG, we were able to bring together the different teams who are involved in the Naca Duct production, and demonstrate the criticality of the interactions between departments. Some of the teams were so enthused by the training that they have continued to develop local improvements on their own initiative.”

Carla Warnes

Continuous Improvement Manager

Sigma Farnborough

“We now have a much better understanding of Value Stream Mapping, Problem Solving, Visual Management, 5S and identifying waste. The project at our Worksop site is just a small example of where the SiG programme is adding value to our business on a daily basis.”

Barrie Hayter

Production Director

Rockford

“Thanks to the training in process mapping techniques and focussed support of the SiG team in their use, we have identified and addressed blockers in the order launch processes. This has allowed us to effectively monitor and progress the launch into manufacture.”

Pete Steffen

Operations Director

Midland Aerospace

“In addition to a 50% reduction in cycle 1 TAT £80k pa cost savings, at the product level, we have achieved order winning performance. The strength in their approach is in the way Sharing in Growth engage with our organisation at the strategic, tactical and cultural level.”

Graeme Hughes

Operations Manager

Standard Aero

“As we develop our strategy, revenue goals and make-good plans against acquisitions, we need to demonstrate that we are focusing on the right opportunities and that they are progressing. Through programme interventions, with the support of the SiG team, the business is on track to achieve these goals.”

Innes Cameron

Director

Clarkson Port Services

“The new scheduling system provided a clear view of real priority and a visual understanding of the demands and pinch points of the facility, enabling good forward planning rather than reactionary decision making.”

Jason Clewes

Operations Manager

Amphenol Invotec

“Working in collaboration with Sharing in Growth and their training partners, we have achieved immediate improvements to operational efficiency, and hence realised subsequent financial savings on a business critical project. “

Dave Dudley

Engineering Director

ELE Advanced Technologies

“With SiG’s support, we decided to take a bold, multifaceted and innovative approach to promoting change.”

Mandy Ridyard

Financial Director

Produmax

Our success record


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Our team of 100 industry experts work with ambitious companies to deliver ‘Insight & Intervention’, working alongside them to create a compelling vision and emotional connection for the people. Business growth, capital investment and net worth from companies engaged with Sharing in Growth have shown strong positive trends beyond their peers in the wider supply chain. We have a proven track record with our clients, increasing their resilience, revenue and improving their profitability.