Rob Millar, Director at Transform UK, talks to Manchester Business School about the lessons he's learnt in business.
The world has changed
We live in the age of the customer.
The Internet has given power to the individual by offering transparency, accessibility and a voice that can be heard.
To succeed in this new world, your business needs to truly put the customer at the heart of everything you do. This requires an obsession with your customer, an excellence in how you run your operations and a rigor in managing your finances that together will deliver sustainable growth.
How can we help?
How can we help you on this journey? By arguing with you. By pushing you into uncomfortable places. By making you work in challenging ways. By forcing you to ask difficult questions whilst providing brutally honest answers.
Why? Because we are partners, not suppliers. As partners, we also inspire you, bring magic and fun to your journey and leave you with a new way of working that truly puts the customer at the heart of everything you do.
What we do
Each client is unique, and we deliver a customised approach drawing on our four core offerings
Creating your Strategy
We help you define a
long-term, sustainable
growth strategy
Supporting your Transformation
We help you change your
DNA to become a customer-led,
digitally-driven business
Developing your Talent
We help you upskill
existing staff and bring in
new expertise
Who we work with
We work with a wide variety national and international brands across a range of sectors
What they say about us
Our passion lies in building customer-led businesses. Here are just a few examples of how we did that…
Have a peek at our work with Lloyds Banking Group
Our work with Lloyds Banking Group: P.AC.E from Comotion on Vimeo.
Embrace your dissenters
It is hard enough getting initiatives delivered in business without have to deal with people constantly telling you about all the things that might go wrong, or about why your initiative won’t work. Ignore these people at your peril. Larger organisations are particularly prone to “groupthink” because of hierarchical management structures. Employees are usually expected […]