The Pace of Change Accelerates


For all my life there have been three fundamental facts about the car industry.

  • Cars were driven by people
  • People owned cars – and aspired to own cars
  • And the cars were powered by the internal combustion engine.

But suddenly, all that is changing. Driverless cars have moved from science fiction to simple fact. My two boys, Dan and Rory, will both learn to drive – but I’m almost certain that their children won’t need to.

The dream of owning your first car? The step up from a Ford to an Audi, and the confirmation you were moving up the company ladder? Last year, half a billion people around the world used a ride-hailing app, pushing the value of companies like Uber and Chinese firm DiDi to over $50bn.

And now the internal combustion engine is giving way to the electric car – and quite possibly to the hydrogen cell.

But it’s not going to end there.

Consider these simple facts. Fifty-six companies have obtained a permit to conduct tests on autonomous vehicles (self-driving cars) in the state of California. (Remember that if California were a country it would have the 5th largest GDP in the world: we are not talking an insignificant sample here.)

Of those 56 companies, 71% are ‘tech native’ companies – from Google and Apple that you’ve heard of, to companies like Drive.ai, Zoox and Pony.ai that you probably haven’t.

And governments around the world are ever more concerned about emission targets, road safety and subsidies for electric vehicles – as people continue to embrace a pay-per-use and sharing economy, and car ownership starts to fall.

Clearly, the traditional car industry is under attack, much as the traditional banking sector is under attack from the challenger banks and fintech. You might argue that the car industry is making a better fist of fighting back than the banks – the luxury car brands, for example, have a powerful hold on their customers, at least for now. And the big car makers have been busy with mergers, acquisitions and partnerships.

But in the long term the continued success of the traditional car industry will depend on its ability to attract the talented software engineers that would otherwise join Google, Amazon and Apple – and on its ability to fight off competition from the Far East.

And now let’s change tack completely: from the internal combustion engine to veganism. Go back nine years to when I started this blog and most people knew three or four vegetarians. Now? Recent data suggests that the number of vegans in the UK has soared by 700% in the last two years. There are reports than one person in seven now identifies as a vegetarian.

And that is being reflected in business and finance. In the US, investment is pouring into ‘alternative food’ manufacturers: NotCo, a company that ‘combines AI with food science to craft cutting-edge plant based foods’ has just attracted $30m of investment, including money from Jeff Bezos’ family vehicle.

What astonishes me is that how many ideas that were on the drawing board, or which were the stuff of fantasy* nine years ago are now accepted technological developments.

I frequently write that the world is changing at an ever faster pace. Sometimes you think ‘well, is it really?’ But then I go back to my original blog posts and know that it absolutely is. Management consultants McKinsey have suggested that this AI-powered fourth industrial revolution is advancing ten times faster and at 300 times the scale of the original industrial revolution.

So quite clearly entire industries – and countries – are going to be affected. The German economy has been the engine driving Europe, but it only narrowly averted a technical recession in the last quarter. According to Bloomberg, the German auto industry employs 835,000 people: it accounts for 20% of the country’s exports. Suddenly the three fundamental changes outlined above put the industry – and Germany’s seemingly inevitable balance of payments surplus – under threat as never before.

And very clearly, what happens in Germany will mirror what happens in other countries, including the UK. When he was Chancellor George Osborne was very fond of saying how the UK could never be immune to what happened in the wider world. Equally clearly, it cannot be immune to changes in consumer behaviour and the technology that drives those changes. What is happening in the car industry and in food production will happen in countless other industries – very possibly including yours and mine.

We are living through exciting times – but we’re all going to face unprecedented challenges. If there was ever a time when you needed the strength of the TAB community around you, that time is now.

*Sadly, Newcastle United’s dominance of Europe remains the stuff of fantasy…


By Ed Reid, TAB UK

Read more of Ed’s Blogs here:

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It’s not just TAB: The Reason Why Franchises Work


TAB: A History

The Alternative Board was founded in Missouri in 1990. As with so many successful businesses, the rationale behind it was the answer to a simple question.

Why can’t owners of a small business benefit from the same advice that’s available to big businesses?

TAB founder Allen Fishman knew how much he’d gained from the advice of a board of directors throughout his business career. But where did the owner of a small business go for that advice?

The traditional answer was his bank manager, his accountant or his solicitor – but, however well meaning, they all had their own axe to grind. And what did the bank manager really know about the pressures of running a business? Secure in his job and with a comfortable pension to look forward to, could he ever know what it felt like to tell your wife that the house was on the line…

The all too apparent answer was ‘no.’ The only people who really understood what it was like to run a small business were the owners of other small businesses. They were the ones who understood what it was to put your family’s security at risk, to realise you needed to fire someone whose mortgage depended on you – and to face the loneliness that being an entrepreneur can bring.

And so The Alternative Board was born. From the very beginning it operated on a franchise model, although – in relative terms – it was very late to the party.

Why are Franchises Successful?

According to Wiki the word ‘franchise’ comes from the French franc, meaning to be free. Well, if you’ve been trapped in the corporate world, that will seem entirely appropriate. While the boom in franchising started after the Second World War, its history goes right back to the middle ages, when landowners created what might be termed ‘franchise arrangements’ with tax collectors, allowing them to keep a percentage of the taxes they collected. There’s an idea for Philip Hammond to consider as he mulls over his Spring Statement…

Why has the idea of the franchise proved such an enduring success? For me, the biggest factor is that you know the idea works. Yes, you’re spending some money to buy into the franchise, but you’re buying an idea that has been proven to work. It’s no surprise that the percentage of successful franchise start-ups far exceeds that of the go-it-alone start-ups, by a ratio of about 9:1.

We all know the names of the most successful franchise operations: McDonald’s, Starbucks, Dunkin’ Donuts and Subway, by location now the biggest franchise in the world. In business terms the biggest company is a name you might not have heard of: H&R Block, a tax preparation company operating in the US, Australia and India which has around 12,000 offices.

But in terms of business coaching there is one clear world leader, and that leader is The Alternative Board which, 29 years after Allen Fishman founded the company, now operates in 20 countries with more than 400 franchisees. Between them those franchisees have experience of more than 300 industries and have helped more than 15,000 businesses with a combined turnover of more than $11bn.

But the most telling stat for me is that the average member of a TAB board has been a member for more than 4½ years.

I think that is a remarkable figure. Simply put, it demonstrates that TAB delivers results. Owners of SMEs are not known for placidly tolerating ideas that are not working: you simply don’t stick with something for 4½ years if it isn’t delivering results.

And the key reason why TAB works so well in 2019 is exactly the reason why it worked so well in 1990. The owner of a small business still cannot access the advice, experience and expertise that is open to someone running a larger business – unless he surrounds himself with his peers.

Looking Forward

That is why I am so excited about the future – not just in the UK, but for my TAB colleagues around the world. But obviously my focus is on TAB UK: as I wrote at the end of last year, ‘my vision is to see us helping 1,000 business owners – and thereby benefiting around 25,000 employees and roughly 100,000 people in their families.’

And there’s even more good news. Despite the current uncertainty in the UK, the entrepreneurial spirit is alive and well. In fact, it’s alive and well everywhere. Generation Z is apparently going to be the most entrepreneurial generation ever. I cannot wait…


Read more of my blogs here:

The Importance of Cyber Security for Your Business

Leadership: The Key to Prosperity

What Can Businesses Learn from the Vegan Sausage Roll?

What can Businesses Learn from the Vegan Sausage Roll?


What was the big story from the high street over Christmas? Marks and Spencer’s and Debenhams reporting disappointing trading and surely signposting more store closures this year? HMV going into administration – and now rumoured to be the latest chain to be acquired by Mike Ashley?

Or was it a vegan sausage roll?

Many of you will be familiar with Gregg’s, founded 80 years ago by John Gregg, headquartered in the North East and now the largest bakery chain in the UK. And, of course, home of the ‘bacon sandwich and a coffee for two quid’ special offer which, disappointingly, has now gone up to £2.10. (A friend told me, honestly…)

Gregg’s was famous for pies, pasties, sandwiches and everything you firmly resolved on December 31st would never touch your lips again.

What it wasn’t famous for was healthy eating but, following hot on the heels of the company opening a branch in Westminster, came news of the vegan sausage roll.

Let me confess here and now that I haven’t yet tried the new delicacy (“they’re flying out” according to my local shop) but what I have seen – and greatly admired – is the marketing and social media campaign that surrounded the launch. It’s small wonder that as M&S and Debenhams were reporting Christmas trading figures with long faces, Gregg’s were cheerfully announcing a 5.5% sales rise over the Christmas period.

Gregg’s launch of the vegan sausage roll has been called ‘a masterclass in public relations’ by industry magazine PR Week. It centred on whether a vegan product could be called a sausage roll, with the YouTube ad beautifully parodying an iPhone ad.

But it was Piers Morgan who supplied the rocket fuel for the campaign, rather predictably over-reacting and calling the company “PC-ravaged clowns.” Other celebrities reacted, there were apparent demonstrations against the rolls by Brexit supporters and an article in the Guardian suggesting that a vegan sausage represented ‘a chance for a divided nation to heal itself.’

Conspiracy theorists suggested that Gregg’s had orchestrated everything: the company smiled and said nothing. But there cannot be many people who haven’t now heard of the vegan sausage roll – or who don’t know where to buy it.

Interestingly it is not so long ago that Greggs were issuing a profit warning, after the ‘Beast from the East’ meant that many of its shops were unable to open. Another company having trouble around that time was KFC, after a change of logistic company meant that many of its shops serving fried chicken ran out of, er… chicken.

But in another example of a company bouncing back from adversity, KFC produced one of the best ad campaigns of the year by way of an apology. The company recognised that its apology needed to be sincere – but not serious. It duly rearranged the letters K-F-C (which I won’t do here, but which you can see in the link) in a campaign which won a series of awards and saw KFC nominated for ‘Brand of the Year’ at the Marketing Week awards.

So what lessons can we draw for our own businesses from these two examples?

1) Laugh at Yourself

First things first – a sense of humour is becoming increasingly important in your marketing messages. We are all dealing with a different demographic to that of even five years ago and – as the current political situation seems to be more depressing every day – people are increasingly responsive to something that will make them laugh.

2) Challenge the System

It is alright to challenge the established order. It seems to me that both the Gregg’s and the KFC campaigns tapped into an increasing feeling that the we don’t want to be told what to do. We no longer want to be told what is good for us or how we should react. As I’m writing this post the great and the good of the world are meeting in Davos, supposedly “to improve the state of the world.” Am I the only one who thinks it is all starting to look a little irrelevant to someone running an SME?

3) Don’t sit on the Fence

Lastly, it is increasingly acceptable to take a view in your marketing. Nike created a stir in the US last year with its ad featuring Colin Kaepernick, the former San Francisco 49ers quarterback who famously knelt during the national anthem to protest racial injustice. ‘Believe in something,’ said Nike’s ad, ‘Even if it means sacrificing everything.’

Unsurprisingly, the ad sparked plenty of controversy, with reaction split roughly 50/50 between favourable and unfavourable responses. But analysing the figures more closely suggested that Nike had got it right. 18-34 year olds – who are likely to be Nike customers – supported Kaepernick’s stance and supported Nike’s backing for it.

That, I think, will be an important and developing trend in all our advertising and marketing. Customers and clients will increasingly want to see that we have ethical and moral principles and that we are not afraid to state them.

As the famous saying has it, you cannot please all the people all the time and the days of trying to are drawing rapidly to a close.


By Ed Reid, TAB UK

Read more of Ed’s Blogs here:

The Importance of Cyber Security for Your Business

Leadership: The Key to Prosperity

Your Goals for 2019: But What if you Achieve Them!?

It’s Time to take Two Steps Back…


This is the last blog post I’ll write before the Chancellor of the Exchequer – Spreadsheet Phil – stands up to deliver his Budget speech on Monday October 29th

As always there will be plenty of warm words: ‘fairness,’ ‘opportunity,’ ‘safety net’ and – if the Prime Minister’s speech at the Conservative Conference was any indication – the beginning of the ‘end of austerity.’ No matter that the Institute for Fiscal Studies says it will cost £19bn– inevitably meaning higher taxes and higher spending.

I am a little frustrated (my entry for the Understatement of the Year Award) when it comes to the incompetence and lack of business acumen of our elected politicians. Virgin were allowed to walk away from the East Coast franchise but have just shared a £52m dividend from the West Coast franchise. Tell me, please, which ‘high flyer’ negotiated that particular arrangement. 

As the saying goes, ‘give me the serenity to accept the things I cannot change.’ But goodness me, it is difficult at the moment. 

Back to the Budget, and another word you will need on your Philip Hammond bingo card is ‘productivity.’ It was a favourite of George Osborne’s as he regularly bemoaned the UK’s poor productivity and his successor will no doubt make the same point. UK productivity – essentially, a country’s GDP divided by the total productive hours – has not improved for ten years. It is still at the levels it was before the financial crisis. 

How can that be? Compared to other countries in the G7, the UK’s productivity is poor. The ‘productivity gap’ – the amount we lag behind the other major industrialised countries – is consistently around 16% in ‘output per hour worked.’ If you measure productivity in ‘output per worker’ terms then the gap is even higher – rising to 16.6%. And where the productivity on other G7 countries has improved since the economic downturn, the UK’s has not.

That is hard to understand. The UK is home to some of the most innovative companies not just in Europe, but in the world. And virtually every business in the TAB UK family – even if they are not at the leading edge of innovation – is simply too busy to worry about any productivity gap. 

So why the problem? 

Writing in City AM, Tej Parikh, senior economist at the Institute of Directors, suggests that we should all ‘think like a small businessto solve the productivity puzzle.’ That rather than looking to do ‘the same with less’ businesses should instead look to do ‘more with the same.’ 

In many ways that goes right to the heart of what we’re trying to do with TAB UK. I have been writing this blog for a long time but one of the earliest – and now one of the most perennial – themes has been the need for business owners to work ‘on’ their business as much as they work ‘in’ their business. 

It is by no means a new idea – Michael Gerber first wrote about the e-myth in the mid-80s and my battered copy of The E-Myth Revisitedwas published in 1995 – but the principle of working on your business is as important today as it has ever been. Perhaps more important. 

Despite the fact that the world is demonstrably changing at an ever-faster pace, people remain resistant to change. It’s human nature (especially as you get older, according to my sons…) 

Right now people are also taking the labour market into account. UK unemployment has just come down by another 47,000 in the three months to August and there is a real shortage of talented people. So if a small business has some of those talented people, it is understandable that business owners are reluctant to disturb the status quo. 

But as the last post on Uber showed, sooner or later all our status quos will be disturbed. We either manage change ourselves or some outside agent takes it out of our control. 

There is, of course, a second part to the quote I used above. ‘Give me the serenity to accept the things I cannot change – and the courage to change the things I can.’

Change takes time and it takes work. Initially it will almost certainly feel like two steps back – and the three steps forward may seem a long way off. But now, more than ever, we need the courage to change those things we can change. Let’s see if the Chancellor has that courage a week on Monday…

Uber and Out?


The time: the future 

The scene: the Wastelands.

Two vagrants huddle round a slowly dying fire. There’s a super-highway in the far distance, sleek cars heading to an even-sleeker city. 

Tom: Is that all we’ve got? 

Dave: (holding up a rat) All we caught in the trap

Tom: Guess that’s it then

(Tom drives a skewer through the rat. He holds it over the fire. But the fire will go out long before the rat cooks properly…)

Dave: My anniversary today. Three years. 

Tom: Yeah? Must be closer to four for me

Dave: What did you do? 

Tom: Sent some food back in a restaurant. Chicken wasn’t cooked. But they still gave me one star. Took my rating down below four. You? 

Dave: TAB Conference. Too many beers. Threw up in an Uber. Letter arrived two days later. Can still see the words…

Tom: Me too. ‘Your behaviour has fallen below the rating required to continue in society. You have a week to put your affairs in order…

Tom and Dave together:   …You will be escorted to the city gates.’

If you have never used Uber, it’s simple. You download the app, and use it to call a cab (more correctly, a private hire vehicle). The app tells you the name of your driver, the type of car he is driving, the registration number and when it will arrive. A map shows you exactly where your cab is. 

As many of you know, we had a family holiday in California this summer – a state that is about as far from the Wastelands as it is possible to get. But it is the state where Uber was founded less than ten years ago – and where Uber leads, society may one day follow…

You don’t pay the driver – Uber drivers do not accept cash – and the money is taken direct from your bank account. And then, when the ride is finished, you rate the driver and – crucially – the driver rates you as a passenger. 

Phew. I’m rated at 5 stars by Uber and yes, I do what I can to protect that rating. As more than one driver said to us in California, “If someone’s rated below 4.5 most of the guys I know won’t pick them up.”

It used to be said that ‘the customer is always right.’ Well, as businesses start to rate their customers that old maxim is disappearing out of the window. 

I am giving no secrets away when I say we do that at TAB. We want the product we deliver to be the best it possibly can be – and it is a product that depends on mutual trust and co-operation. It also depends on a mutual contribution: if someone consistently fails to prepare for meetings, then they lessen the value and experience of the meetings for the other participants. If the 7thmember of a TAB board is not preparing properly, we owe it to the other six members of that board to take some action – and we do. 

What we don’t have, of course, is an app that rates TAB members. I can just hear our Uber driver, ‘If a couple of Board members are rated below 4.5 most of the guys I know won’t join that Board…’ 

But I believe that where Uber leads other businesses willfollow: that the idea of businesses rating customers will become commonplace. 

As my boys get older, I become increasingly fascinated by the developments that will shape their future. They will shop almost exclusively online: they will use Uber – and I think they will be entirely comfortable with the idea of rating a service and being rated as a consumer. 

At this stage in a post I usually have a sentence along the lines of ‘so what lessons can we draw for our businesses?’ For once, I’m not sure: maybe it’s a topic for a few boards to consider…

But I am absolutely certain that ‘ratings’ will play an ever increasing role in all our futures. We may be a few years away from Tom and Dave being consigned to the Wastelands, but the penalties of a ‘low social rating’ may be closer than you think. 

And before you say it is a big leap from getting a low rating on Uber to being thrown out of society: that I’m painting a dystopian vision of the future that is never going to happen – or that I’ve written this on a Friday night after one Shiraz too many – consider this. 

China has already introduced a social rating system, and people are already being penalised. People’s routine behaviour is being rated and scored and the data is being accumulated and used.

A high score can lead to perks – lower energy bills, a better rate of interest on your savings – while a low score can see penalties imposed. Your children might not qualify for certain schools, or you might be denied rail or air travel within the country. 

That, I think, is sinister and Orwellian in equal measure: but once the tech exists, it is almost always used. So you, and your business, need to be aware of the developments. 

Uber came along and ‘disrupted’ the taxi business – and I, for one, am delighted that it did. Similarly Amazon has ‘disrupted’ our high streets. But link Amazon’s tracking with Uber’s popularisation of ratings and there are implications for all our futures. 

A Brave New World indeed…

The Seven Ages of the Entrepreneur


I like a nice drop o’ Shakespeare…

Macbeth’s my favourite, but as far as speeches go, I’m drawn to As You Like It, and Jaques’ speech to Duke Senior, which many of you will know…

All the world’s a stage/And all the men and women merely players/They have their exits and their entrances/And one man in his time plays many parts/His acts being seven ages. 

This idea of the world as a stage wasn’t new, even in the 16thCentury. Shakespeare borrowed it from the Greek dramatists, who no doubt borrowed it from someone even earlier. 

Neither was the idea of ‘seven ages’ new: in Shakespeare’s case, infant, schoolboy, lover, soldier, the justice, the lean and slippered pantaloon and – finally – sans teeth, sans eyes, sans taste, sans everything. 

Which, of course, raises a simple question for me, and for any man:which age am I at? 

Am I a soldier, still ‘seeking my reputation, even in the canon’s mouth?’ Or am I now the justice? In fair round belly with good capon lined/With eyes severe and beard of formal cut/Full of wise saws and modern instances. 

Perhaps more to the point, what age am I as an entrepreneur?

There are, I think, seven ages of the entrepreneur, just as Shakespeare had seven ages of man. Let’s see if we can define them – although, sorry, I won’t be doing it in iambic pentameters…

Pushing your breakfast round the plate 

My story of the first age of the entrepreneur is well-known now. If it’s characterised by one word, that word was ‘frustration.’ 

‘There has to be a better way.’ ‘What am I doing in Milton Keynes when my son is in the nativity play?’ 

The first age of the entrepreneur is the age when you decideto be an entrepreneur: when you make the decision that – for better, for worse; for richer, for poorer – you are going to be in charge of your own destiny.

“Doesn’t Daddy have a job any more?” 

And running through all those seven ages is a common thread: your family, the people you love, the people you are doing it for. Ultimately – as I intimated last week – ‘family’ comes to mean a lot more than immediate family. I’m very, very conscious now that my family – the people for whom I feel a responsibility – is far wider than the three people in South Milford, but when you start your journey, you musttake your immediate family with you. 

Your partner will need to come to terms with the fact that – for now at least – her security has gone. She may suddenly be the main breadwinner. And you’ll need to explain to your children that yes, Daddy doeshave a job – ‘and the reason I’m working in the spare room, sweetheart, is that nothing is more important than collecting you from school.’ 

A man and a lad 

I remember this from years ago – before I became a ‘coach’ and I was just giving advice to a friend. “There was me an’ a lad,” he said. “And I was doing alright. Now there’s me an’ seven lads and an office manager and I’m not making any more money.”

This is a key age for the entrepreneur. It’s the age where you learn two valuable lessons: businesses progress in steps, not straight lines and – much more importantly – you can’t go back. If the first age is characterised by ‘frustration’ the third age of the entrepreneur is characterised by ‘unemployable.’ You wake up one morning and realise that you’ve changed too much. You cannot go back to your old, corporate world. As you turn round, the bridge is burning brightly. 

The man who couldn’t play frisbee any more 

The title of this age is taken from one of my favourite blog posts. Just as you wake up one morning and realise that you can’t go back, so you wake up and realise that you’re no longer ‘one of the lads.’ You’re the leader, your job is to lead and – sooner or later – that means difficult decisions, quite possibly affecting someone’s career, family and mortgage. That’s when the loneliness of the entrepreneur hits home – and it’s when The Alternative Board appears on your radar. When you realise that the only person who truly understands is another successful entrepreneur. 

Make Good Art 

If ‘The Man who Couldn’t Play Frisbee’ was one of my favourite blogs this one – blog post no. 99 – possibly still ranks as my absolute favourite. The title came from a commencement address which writer Neil Gaimangave to Philadelphia’s University of the Arts in 2012. 

His message was simple: ‘make good art.’ Whatever you do, that is your art – and you should do it to the very best of your ability. And that’s where you are as an entrepreneur. Your business is established, you’ve accepted that you can’t play frisbee any more – your children even believe you have a proper job again! And every day, you are striving for excellence. Whatever your business does – from web to widgets – you ‘make good art’ and you do it consistently and remorselessly. 

Building something serious 

Remember those steps? Businesses progress not in a straight line but in a series of steps? ‘Good art’ may now consist of a lot of time with solicitors, bankers and accountants. 

But one morning you wake up and realise that you havetaken another step. Maybe your profits or your turnover have hit a level you once considered impossible: maybe your staff levels have done the same. Either way, you’re no longer just a business, you’re part of the community – maybe part of the regional or national business community. Which means that suddenly there are demands on your time which start to take you away from the business, and – although you don’t realise it immediately – prepare you for the final age of the entrepreneur. 

Giving Back

That little girl who wondered if ‘Daddy still had a proper job?’ Well, she’s all grown up now and – despite your best efforts – you can no longer convince yourself you’re 39…

It’s time to sell the business, pass it on to the team you’ve built or maybe even stand aside for your son or daughter. But that doesn’t mean your time as an entrepreneur is at an end. Far from it: and this is one of the key lessons I learned from Paul. 

When an entrepreneur sells his business, very often he gets a new lease of life. Because there’s a new generation of entrepreneurs who need coaching, guiding and mentoring. There are challenges and opportunities in your local community. The entrepreneur’s age of giving back can be the best age of them all…

So where am I? Unquestionably I’m ‘building something serious.’ If TAB York took me through the first five ages of the entrepreneur, TAB UK is the sixth (and yes, complete with bankers, solicitors and accountants…)

And – together with the extended ‘family’ I talked about earlier – we are unquestionably building something very serious. 

So let me end exactly where I began, with Shakespeare. ‘Tomorrow and tomorrow and tomorrow’ said Macbeth, again using the stage as a metaphor for life.

Macbeth ends the speech with ‘signifying nothing.’ But for TAB UK, ‘tomorrow and tomorrow and tomorrow’ signifies a verybright future. I couldn’t be more excited about our plans for the years ahead and I couldn’t be more excited about the people I’m privileged to work with every day.

A Question of Trust


Two weeks ago I was heading to Denver, for the annual TAB conference.

The plane was circling Denver International, I could see the Mile High Stadium in the distance and I was feeling reflective.

It was 9 years since I’d first flown to Denver. I’d come as someone who’d just bought the TAB franchise for York. I’d pushed my breakfast round my plate in the service station, told myself there had to be a better way, looked at a hundred different businesses and opted for TAB.

“Are you sure?” my wife had said, looking at our newly increased mortgage and feeling the serious pressure to keep working.

“Yes,” I said. “Absolutely.”

But let me be honest. During that initial training in Denver I had some doubts. Would sceptical businessmen in the UK really pay for peer to peer coaching? And I’d bought the York franchise – surrounded myself with hard-bitten Tykes, people with a reputation for being careful wi’ t’ brass…

To use a well-worn cliché, the rest is history. Building TAB York was hard work, but it was simply the most rewarding experience of my business life. And I am now privileged to be in the same position with TAB UK.

This was my second conference as the MD of TAB UK. Looking back to last year, here’s what I wrote about the 2017 Conference:

The long flight took me to Denver, for TAB’s annual conference – as many of you know, one of my favourite weeks of the year. It was great to meet so many old friends and (as always with TAB) make plenty of new ones. The best part of it for me? It was simply going back to basics. After the whirlwind of becoming the MD of TAB UK – after spending so many hours with solicitors, bankers and accountants – it was wonderful to be reminded of the simple truth of why we do what we do.

And later in the post…

TAB is now in 16 countries and is becoming a truly international organisation. The latest country to launch is India.

Well, that needs updating for a start. TAB is now active in 19 countries and we duly had our ‘national CEOs’ meeting – which prompted an obvious question at the start of our two days together. ‘Is 19 too many for a meaningful meeting, especially as an increasing number of people don’t have English as a first language?’

The answer – which was obvious in the first few minutes – was an emphatic ‘no.’ The reason was simple – and in many ways that reason was the main message I took away from Denver this year.

Summed up in one word it was ‘trust.’

D7Q07T1uQ9qt96eWzNAT_Trust-Logo.png

Trust is simply at the heart of what TAB is, what it stands for and the benefits it delivers to everyone in the ‘family.’ (Yes, another cliché but with TAB it just happens to be true.)

The annual conference means a lot of old friends for me – of course trust exists with them. It’s like the very best relationship with someone you’ve known all your life. You may only see them for three days out of 365 but instantly you pick up the conversation where you left it a year ago.

But this year there were a lot of new friends as well, especially those who’d made the significant decision to buy the franchise for a whole country. And what struck me was how immediate the trust was with them.

The atmosphere for our two days CEO meeting was unbelievably positive. We shared, we co-operated, we exchanged ideas and we trusted each other implicitly. Language barriers? They simply melted away.

So when I talked about ‘back to basics’ last year, what I was really talking about was trust – just about the most basic, and essential, human currency.

It’s the willingness to sit round a table with half a dozen other people and tell them the most detailed information about your business and – in many cases – to open up to them in a way you haven’t opened up to your professional advisers, your bank manager or even your partner.

I’ll confess it now: that was another worry of mine all those years ago. Would one Board meeting be much like the last one? Were there a finite number of business problems to solve? Would a Board – would I – eventually go stale?

I know now that nothing could be further from the truth. I’m renewed on a weekly basis as I meet with the TAB franchisees in the UK and continue my work with individual TAB members. And once a year I get a double-espresso shot of renewal in Denver – this year from the most important business commodity there will ever be.

The Biggest River in the World


Do you remember when you first heard of it?

“There’s this company in America. Only sells books. And only sells them online.”

“Really? What’s it called?”

“Amazon, I think.”

“Right. Well good luck with that. I read somewhere that people aren’t reading books any more. And it’s not like this internet thing is going to last…”

You probably had that conversation some time in the late 90s. Just 20 years later Amazon is the biggest online retailer in the world as measured by revenue and market capitalisation. And Jeff Bezos, founder, chairman, president and CEO, is the richest man in the world.

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How has Bezos built Amazon to where it is now? And more importantly, are there any lessons we can apply to our rather more modest businesses?

Amazon was founded in July 1994. It was originally called Cadabra, but that name was jettisoned after someone mistakenly heard it as ‘cadaver.’ Bezos also considered calling the company ‘Relentless’ – but that was dismissed for sounding “slightly sinister.”

So why did Bezos settle on Amazon as a name? Because it sounded “exotic and different” and because it was the biggest river in the world and he intended to create the biggest bookstore in the world. “There’s nothing about our model that can’t be copied,” he told a reporter. “McDonald’s got copied and still built a huge, multibillion dollar company. A lot of it comes down to the brand name: they’re more important online than they are in the physical world.”

So lesson number one, brand names are important and lesson number two – not that I’ve ever said this before – the job of a leader is first and foremost to lead, to know where the company is going. “We’re going to create the biggest bookstore in the world.” Good, that’s the destination sorted: and if you want to join me on the journey, that’s fine.

Since then, of course, Amazon has gone on to become rather more than just a bookstore, even going back to a substantial bricks and mortar presence with the purchase of Whole Foods for $13.4bn in 2017.

Now Amazon supplies everything. I am constantly amazed by how many everyday items I buy from them. It simply isn’t worth going shopping – we’ll leave the rights and wrongs of Amazon’s impact on the high street to another day – when I know that Amazon will deliver for free tomorrow. And yes, I still remember the sense of wonderment when I first ordered something late at night and it turned up – as promised – the next day.

There are now more than 100 million members of Amazon Prime: that’s equivalent to 64% of the households in the US and for me it’s lesson number three. Deliver what you promise to deliver, on time, every time.

But the biggest lesson from Amazon is simple. It’s one that all of us in the TAB family know all too well – but it never hurts to be reminded.

No regrets.

When he founded Amazon at the age of 30 Jeff Bezos was a vice-president of a Wall Street brokerage. He was presumably on course for a successful and wealthy career.

But he went west, as a result of what he described as his ‘regret minimisation framework.’ In a 2010 speech at Princeton he described the decision as “the less safe path.”

“I decided I had to give it a shot,” he said. “I didn’t think I’d regret trying and failing. And I suspected that I would also be haunted by the decision not to try.”

The company was funded with $100,000 of personal and family money. Within a month of the launch it had already shipped to every US state and to 45 countries. In the first five years customer accounts jumped from 180,000 to 17 million. Sales went from $511,000 to $1.6bn – and Jeff Bezos was one of the world’s richest men.

One final lesson? An absolute focus on your customer. Amazon has always been a company willing to spend money to make money. It failed to make an annual profit in 10 of its first 23 years as it ploughed money back into what Bezos described as a “heads down focus on the customer,” cutting prices, offering free shipping and developing new devices like the Kindle.

Along the way Amazon has revolutionised our shopping habits: the current buzzword, disruption, doesn’t begin to describe it. And like every successful company, plenty of ex-employees have gone on to found very successful companies of their own – always a measure of an entrepreneur’s success.

But none of it would have happened without Jeff Bezos’ regret minimisation framework – his decision to take the less safe path. The poet Robert Frost put it rather more eloquently, in words which speak to every single entrepreneur:

Two roads diverged in a wood and I –

I took the one less travelled by,

And that has made all the difference.

Don’t Join the Navy. Be a Pirate!


Of course we are always going to shop on the high street. Of course there will always be bank branches in town centres. Marks and Spencer closing branches? Don’t be ridiculous.

Suddenly, so many things that seemed absolute cornerstones of our life are – to use the modern phrase – being ‘disrupted.’

In fact, if you want to predict the future, there’s a very easy way to do it. Think the previously unthinkable.

If I look back to when I started TAB York and started writing this blog, the changes – in a relatively short space of time – have been remarkable. But I am prepared to wager a hefty sum that the pace of change over the next seven years will be far faster than it has been over the last seven.

So if you’re running a business – or planning to start one – then ‘innovate’ and ‘think differently’ have to be right there at the top of your list. As Steve Jobs put it, if you want to be successful, you can’t join the navy: you have to be a pirate.

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So everything is changing.

Or is it? Because according to the hot new business book, 300 years ago things were, well, pretty much the same…

Three centuries ago, the world was surprisingly similar. The establishment was broken, there was a backdrop of international interconnected conflict and millennials of the day worried the rise of technology would crush employment as they knew it. So they left town and created new societies aboard ships – societies that pilfered and raped, yes, but that also included the systems we operate and abide by today.

The book is Be More Pirate, by entrepreneur-turned-author Sam Conniff Allende – you can read more of his views in City AM here.

I’ll take issue with some of his points – I’m fairly certain that it was the Roman legions, not pirates, who first came up with pension schemes and workplace compensation, for example – but he’s absolutely right in suggesting that the old ways of looking at things simply don’t work any more.

Much of what we have taken for granted for so long – as the high streets and the banks will testify – is starting to break.

So where does that leave mentoring and peer group coaching at a time when innovation is more important than ever? Where does that leave The Alternative Board UK?

Mentors, surely, are part of the established order? It will be a fairly safe bet that the mentor will have more grey hair – or less hair – than the person being mentored. It’s easy to think that the mentor will simply say, “Aye well, ’appen it were done this way when I were a lad and there’s nowt new tha’ knows…” Or words to that effect.

And you could very easily make the accusation that a peer board doesn’t encourage innovation. People are drawing on their own tried and trusted experience and – with a board of six or seven – there must be an inclination to find the common ground in the middle.

In my experience, exactly the reverse is true. The one thing a good mentor knows is that there’s a great deal he doesn’t know. He knows that there is plenty that’s new – and keeps up to date with social and technological changes.

And I am constantly amazed by the cutting edge knowledge of TAB members: yes, even the ones with grey (or very little) hair. In fact, far from a TAB board producing a consensus of ‘safe’ advice, exactly the opposite is true. There is a real willingness to think outside the box and look for innovative solutions when you are discussing a different business to your own. To use a pirate analogy, the shackles are off.

It is then the job of the TAB coach – a job they do superbly well – to make sure that nothing is off the table. That the brave, innovative and outright hard questions get asked – and that they are taken seriously and answered.

So yes, the world is changing at an ever-faster pace. But watching a TAB board meet the challenges of that change is an exhilarating and very, very rewarding experience.

The Board members may be a rum bunch, but none of them parrot the company line.

I’m here all week…

Lance-Corporal Jones and the Robocalypse


You know me. Cutting edge info, state of the art tech, firmly focused on the future.

So let’s go back to 1841. And then take inspiration from Dad’s Army.

Go right back to 1841 and the first census showed that 20% of the UK’s population were engaged in agriculture, and another 20% were in domestic service.

Fast forward a few decades and millions of people were employed in the ‘horse economy.’ They made saddles, shod the horses, built the carriages and – yes – collected the dung.

Candlemakers had a healthy business as well.

But then Edison invented the long-lasting electric light bulb. Henry Ford brought us mass production of the motor car – and the sons of people who’d been employed in the horse economy became panel beaters, paint sprayers and mechanics.

Fast forward again. Right up to today. And if you work in retail, or you own a shop, then the news this week could not be worse. According to the British Retail Consortium (BRC), March and April saw an “unprecedented” decline in footfall – the number of people visiting the nations’ shops. Over the two months footfall was down by 4.8%.

The town centre vacancy rate – the number of empty shops – rose to 9.2% with every area of the UK (except Central London) reporting an increase. A spokesman for the BRC said, “Not since the depths of the recession in 2009 has footfall over March and April declined to such a degree. Even then the drop was less severe at 3.8%.”

Are we seeing the slow death of retail? Quite possibly.

Similarly – as I’ve written previously – artificial intelligence and financial technology (aided by blockchain) are going spell the slow death of the high street bank in a great many towns. “Working in a bank, sir,” will no longer be an acceptable answer to your careers master.

The doom-mongers are having a field day. “This time it really is different,” they say, as they welcome the Four Horsemen of the Robocalypse – Robotics, Artificial Intelligence, Unemployment and Bankruptcy.

And if you believe the worst forecasts, they’re right.

The darkest claims – from two American economists – suggest that 47% of all jobs could disappear. Using the same methodology the Organisation for Economic Co-operation and Development (OECD) puts the figure at closer to 10%.

That is still a massive figure – in round numbers there are 32m people employed in the UK. The social and economic consequences of 3.2m people becoming unemployed do not bear thinking about.

That’s assuming you believe in the ‘Lump of Labour.’ It’s Friday morning and you probably don’t want a large slice of economic theory, so I will deal with it in less than 50 words.

The theory in question is the ‘Lump of Labour’ theory: there is a finite amount of labour (the ‘lump’) that needs doing. If new machines are invented that do some of that labour, then jobs are necessarily lost.

That’s the theory. But as we have seen throughout history, new inventions and new technology create new jobs. Yes, the motor car did serious damage to the horse economy – but ultimately it created more jobs and more wealth than the horse economy could ever have done.

So yes, right now we may be seeing the slow death of retail and the high street banks – but what we are also seeing is simply change – as there has always been change.

And who adapts to change? Entrepreneurs: the people reading the blog this morning.

Changes in technology are going to wipe out jobs. But bright, innovative, hard-working people are going to use those changes to create new jobs. The banks may be going, but fintech (financial technology) will create 100,000 new jobs by the end of the next decade.

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Artificial intelligence ? Let me turn to one of the leading management thinkers of the last century. I refer, of course, to Lance-Corporal Jones from Dad’s Army. As the clips shows, he summed it up perfectly. Artificial intelligence will inevitably render some current jobs irrelevant: but it will open up a host of other avenues. I am certain that both my boys will – at some point in their careers – be working in jobs which simply don’t exist at the moment.

Change is undoubtedly happening at a faster pace than ever before, but change does not necessarily equal bad news. The old cliché about the Chinese character for ‘crisis/change’ being made up of ‘danger’ and ‘opportunity’ may not (sadly for business trainers up and down the land) be true, but the coming technological changes will offer a plethora of tremendous business opportunities.

And no-one is better placed to profit from that change and those opportunities than the members of TAB UK. All we ask is that the Government creates a climate that fosters innovation and enterprise, that rewards risk and long-term investment in your business. If we have that, then I have absolutely no doubt that TAB members will more than play their part in building the businesses of tomorrow, creating both jobs and wealth.