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Teachers Not Immune To Neuromyths

A great, and rightly scathing, short article about the prevalence of so-called neuromyths was published last year in response to a surprising survey of teachers in five countries: see here

Whilst the article itself is enlightening, the reader comment ‘why is it always teachers who fall for pyscho-babble?’ seems a tad unfair.

How many people fall for horoscopes, or moral panics, or (best whisper this one) religion? Check out what Francis Wheeler thinks about UFOs, superstitions and the response to the death of Princess Diana in “How Mumbo-Jumbo Conquered the World” if you need evidence of how widespread modern delusions can be.

Teachers internalise the myths about ‘visual, auditory and kinaesthetic learning’ or ‘only using 10 percent of our brain’ because they’re so damn prevalent.

Teachers taking the VAK learning theory too much to heart is potentially harmful, but at least it came from a genuine attempt at a model, developed by New Zealand teacher, Neil Fleming, a senior inspector over seeing over 9,000 lessons. Neuroscientists now believe it to be pretty bonkers, if that’s the right term, but not before it was allowed to get co-opted by the NLP brigade and settle into perceived wisdom hood.

For the ‘right or left brained’ myth, just head to one of the 400,000 pages Google will provide for a search on the subject, or skip straight to this Telegraph article to find out which one you are (clue: it’s neither): http://www.telegraph.co.uk/news/good-to-share/10515373/Are-you-right-brained-or-left-brained.html

For the prevalence of the 10% baloney, you need look no further than the 2014 Scarlett Johansson movie ‘Lucy’ (estimated marketing budget $35m) – Tagline: “The average person uses 10% of their brain capacity, imagine what she could do with 100%”, or the 2011 movie  ‘Limitless’ : “With the help of a mysterious pill that enables the user to access 100 percent of his brain abilities, a struggling writer (Bradley Cooper) becomes a financial wizard…” or the Ellen DeGeneres joke: “It’s true, they say we use ten percent of our brain. Ten percent of our brain. And I think, imagine what we could accomplish if we used the other 60 percent?”

Whilst teachers consider bowing their heads in deference at being caught out by such widely held beliefs, (yes, we should have known better!) tell the non-teaching friends not to get too cocky. If they think they can outsmart the QI klaxon you might like to test them out on some other beauties, such as:

  1. Did Mozart compose “Twinkle Twinkle Little Star” when he was only 5 years old?
  2. Does swallowed chewing gum take years to digest?
  3. Did Henry Ford invent the automobile or the assembly line?
  4. Can lightning strike the same place twice?
  5. Does sugar cause hyperactivity in children?
  6. Do hair and fingernails continue to grow after you die?
  7. Does everyone (apart from Bruce Willis) have five senses?
  8. Can hair products repair split ends?
  9. Are Jaffa Cakes biscuits?
  10. Can concrete heal itself?

Perhaps it is reasonable to think that thanks to the hard work of the likes of Ben Goldacre, who contributed to the ‘Test Learn Adapt’ Cabinet Office Paper, and Sense About Science (link here) the many myths around science will be put some to rest, just , don’t expect teachers to be any better at debunking them than the average joe. Unless you’re like me that is, a left-brained visual, creative thinker (using 89% of my brain).

 

Q&A: The answer to 10. is Yes – all the others are No.

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Latest News Public Relations Rushlift

Rushlift Delivers For WFS

Since the company’s founding in 1983, WFS has established itself as a leader throughout the aviation community, by providing a broad array of quality and reliable Ground Services. WFS has flourished in scope and presence and now services over 120 of the world’s major airports.

“We are used to the need to respond quickly, particularly where equipment is vital to the operation of our customers, but long lead times in specialist equipment is the norm, so this request certainly put our rapid response capabilities to the test.”

By winning the Manchester Airport ground support contract for airline, Jet2.com, the managers at Worldwide Flight Services (WFS) had created one of the most challenging opportunities for Rushlift’s Brian Grady.

Over £2.8m worth of equipment was needed in less than two months, and involved over 110 units of varied specialist ground support equipment that would typically take at least three times that long to source.

“Ground support means having the right equipment at the right location and to be able to respond to the demands of an industry that has severe penalties for delays,” says Brian.

“From our first conversation to the first delivery took just eight weeks. In that time we dealt with over a dozen different suppliers to get their best possible production times and ensure the equipment was delivered on time.”

WFS is a company that is already familiar with the Rushlift approach, having relied on the MHE side of the business to provide support at their Heathrow operation.

Unlike many MHE contracts, where Rushlift offers a high level of insight to reduce the costs, GSE requirements are usually driven by the amount of aircraft arriving at a particular airport at a specific time.

“You need two sets of steps – front and back – for passengers to embark or disembark. Four aircraft arriving at around the same time means eight sets of steps are needed – it’s that simple.”

Another part of the challenge was finding the right mix of new and used equipment to keep WFS within budget, and at the desired level of capability. Thanks to a great degree of hard work and the skilled personnel that know the GSE industry well, Rushlift was able to pull together exactly the right number of equipment for the Manchester installation.

Flying overseas to meet suppliers where necessary, the team pulled in favours and put in the extra hours to find the right items such as pushbacks, ground power units and belt loaders, with a host of baggage carts, towbars and steps also ordered for fast delivery.

“As a full service rental, maintenance and asset management business, we maintain and manage a wide variety of equipment, “ adds Executive Chairman, Peter Cosgrove.

“Our GSE operation follows similar business rhythms as our existing businesses, meaning we bring a wealth of experience and expertise to a sector that has yearned for modernisation. By responding quickly and professionally, we gave WFS the confidence they needed to move forward with their ambitious plans.”

The skills of Rushlift’s sister-company, Specialist Crane Hire, were also brought to bear with the delivery of a Trepel wide body pallet & container high loader.

The loader made the long journey from Wiesbaden, near Frankfurt, to Manchester where it was carefully off-loaded using the latest mobile crane equipment.

“The attraction of going with Rushlift GSE,” adds Gary Jenkins of WFS, “was their understanding of our business aims. From our perspective, we needed equipment fast, but we also needed it to be capable and reliable. Our experience with them to date had given us an insight into their business ethos and we were delighted with the way they rose to the challenge.”

Brian Grady - Lo resRushlft GSE meanwhile continues to invest in their Heathrow facility and infrastructure, as well as offering long-term, bespoke contracts, and industry-leading levels of account and information management. Using the latest technology, customers are managing their own fleets online, ensuring they are fully aware of their equipment status.

Says Brian: “We also hold your important maintenance documentation online to ensure complete traceability. Our technical expertise is unsurpassed and, combined with a substantial parts holding, we maintain an enviable uptime record.”

Providing excellent service means being there to make sure customer’s equipment is working well and fit for purpose.

By accurately recording up-to-date fleet and performance data Rushlift can help you attain the highest levels of equipment utilisation and maintenance planning.

Together with tailored KPIs, customers like WFS are able to predict usage trends and identify potential future issues.

With total visibility of equipment and performance, they have the materials needed to manage usage and ultimately, lower costs.

“Whatever the equipment, whatever the circumstances, our priorities remain the same,” concludes Brian, “a safe and timely aircraft departure.”

“With thousands of individual items, hundreds of equipment types and dozens of manufacturers in their product portfolio, chances are, if it’s meant to move,

Rushlift are already keeping it moving. We do not restrict our thinking when it comes to what is and isn’t considered GSE. We are driven by our customers’ needs and we will source any equipment necessary to get the job done.”

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Latest News Public Relations Swisslog

Swisslog Launch SmartLIFT At ProMat 2015

Leading automation specialists, Swisslog, will launch a new system for the monitoring and tracking of materials handling equipment at the ProMat 2015 exhibition.

SmartLIFT is a Real Time Location System (RTLS) that guides, monitors and tracks every movement of a fork truck vehicle within a facility. Along with live inch-accurate visibility of all vehicles, operators and inventory movements, SmartLIFT provides equipment monitoring and fleet management tools to track vehicle usage.

“We are excited to be unveiling our latest product at ProMat,” says Swisslog director of business development & marketing, Bill Leber. “Data plays a key role in our business, and using SmartLIFT is one of the ways in which businesses can increase their knowledge regarding their fleet utilisation and operator efficiency.”

The launch is being timed to co-incide with a seminar on Big Data, sponsored by Swisslog and hosted by VP of Customer Support, AK Schultz and Program Manager, Sahil Patel.

Says Schultz: “Big Data is an incredible area of development. We have the means to collect and synthesize data which opens the door to predictive modelling. The more we can find relationships and understand our systems, the more we will be able to understand patterns. We can then use this learning to find optimizations and improvements, today which are unknowable.”

In addition to the latest thinking in e-commerce, solutions for cold storage environments and wireless case picking, the company will also showcase its expertise in software and integrated system design.

Swisslog is rightly proud of its successes to date, particularly in the food storage, retail and pharmaceutical industries. A number of recent projects and installations have broken new ground in the US as well as enabled efficiencies in existing tote and goods-to-man handling systems.

But Swisslog not only has an excellent range of solutions for materials handling requirements, it also has considerable expertise in the planning and implementation of entire distribution centres including architecture and construction aspects, all aimed at ensuring the complete facility is perfectly aligned and optimally utilized.

“At Swisslog we have a fairly straightforward approach to what can be seen as a complex issue,” concludes Schultz. “We eliminate risk and inefficiencies for customers when delivering new or adapted automated warehouse solutions, but it takes the type of face-to-face opportunities that shows like ProMat offers, to really demonstrate this in more definitive terms.”

Other seminars presented by Swisslog during the show will cover the impact of automation on warehousing; improvements to safety with AGVs and the latest automated storage and retrieval systems.

ProMat 2015, held March 23-26, 2015 at Chicago’s McCormick Place South, is the largest expo for manufacturing and supply chain professionals in North America, and provides attendees access to the latest material handling and logistics equipment and technologies.

More info: Introduction to SmartLIFT

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Latest News Navigate Public Relations

New Governance Structure For Navigate Academies

Navigate Academies Trust is to introduce a new framework for the governance of its primary academies, to be chaired by former Ofsted regional director, Louise Soden.

Two Local Improvement Boards (LIBs) have been set up covering Navigate’s Barnsley and Tees Valley Hubs, following research and recommendations by the Department for Education, the CBI and leading education thinkers.

The boards bring together a number of highly-qualified professionals from a variety of backgrounds and disciplines with proven analytical and management skills intended to support, challenge and scrutinise the way academies are run, in order to improve outcomes across a range of performance areas.

Members were chosen, says Navigate’s deputy chief executive, Rachel Singer, for their commitment to furthering education and their “drive and creativity to inspire even greater things.”

Rachel said: “We have completed an exhaustive recruitment campaign for members of the LIBs and feel we have a team of exceptional members to work with, under the Chair’s direction, to deliver improvements for the benefit of children across Barnsley and the Tees Valley.”

“We were delighted with the phenomenal response, with 70 applicants, nearly half of which we invited for interview. The process enabled us to identify and appoint the very best and we are thrilled to be at the forefront of new a governance model which we believe can achieve great things through a new and creative way of working.”

“We see this as the next logical step in the evolution of professional governance.” – Rachel Singer, Navigate deputy chief executive.

Unlike traditional governors, LIB membership is a paid role “We see this as the next logical step in the evolution of professional governance. We believe the LIB is the right mechanism to take the best of what we’ve already got and apply it across all our academies in order to consistently deliver outstanding education.”

Navigate Academies Trust believes a professional team, chosen for their respective skills, knowledge and experience is also more likely to provide effective challenge and support to academy leaders than a potentially less effective volunteer group.

“This move toward the LIB model is a reflection of national inspection findings and what experience tells us that academies and schools fail when governance is weak. Providing support to senior leaders is a key part of the LIB member’s role, as is being able to support and challenge improved performance from all members of the academy community,” said Rachel. “Bringing a new approach to academy governance is long overdue and we now have the chance to use the freedoms and flexibilities afforded to academies in a new and highly innovative way.”

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Latest News Public Relations Rushlift

A Decade of Service

Operating in more than 70 countries and employing more than 15,000 people, the Weir Group is one of the world’s leading engineering businesses.

Rushlift & Weir – In It Together

Over a decade ago, engineering giant Weir Minerals took delivery of equipment from Rushlift on a five year deal.

During those years the equipment served the company well, but as with many industries, the demands of customers, changes in technology and expansion into new markets meant the business had moved on.

Weir Minerals is a leading part of the Weir Group, specialising in centrifugal pumps, valves, screen machines and other items that are used globally, particularly in mining and mineral processing.

With a host of manufacturing processes, equipment, materials handling and fleet management needs at their impressive Todmorden site, they are a business ideally suited to Rushlift’s multi-facetted approach.

As a leading provider of innovative customer focussed solutions in materials handling equipment, mechanical services and fleet management, Rushlift is independent from any equipment manufacturer. It allows the provision of impartial advice to enable customers to maximise the effectiveness of their industrial equipment fleets, through either long term hire contracts or servicing and repair arrangements; something that Weir found incredibly important over the previous decade.

“We have worked with Rushlift for many years,” says lean & logistics director, Andrew Battersby. “During that time our core business has remained the same but we’ve seen a lot of change and had to remain flexible in both the products we provide and the provisions we have for handling raw materials and finished products.”

Five years on from that original deal, a mix of new and refurbished equipment was installed to replace the oldest machines on site, whilst new kit was recommended for those being used in the toughest applications.

“It’s not about the equipment for us,” says Rushlift’s Mark Bann. “What matters is the customer, and the way we support their business in a cost effective and productive manner – whatever the tool for the particular job is.”

Another five years on, and the concept of providing the most cost effective, optimal fleet remains. “As before, we’ve included refurbished machines, a wide range of equipment and effective project management,” says Mark. “There’s always been a programme in place for systematically refurbishing the older trucks and looking at whether they are still fit for purpose. Once again we have surveyed the site and the changing applications to come up with a fleet with the optimal blend of new and used equipment.”

The latest deal represents an investment of over £1million and covers a huge variety of equipment. As well as specialist VNA, access platforms, telescopic equipment, and pallet trucks, there are a host of forklifts – from small electric counterbalance trucks to 32 tonnes capacity diesels.

“We’ve replaced medium sized equipment with larger capacity machines to reflect the increases in the size of the bowl and volute products made here,” adds Mark. “A telescopic truck now also replaces the role which used to be handled by a skid steer loader, as issues like reach and product size began to impact on the capacity.”

Rushlift is different in a number of ways in how it works with customers. The team listens to customer needs and requirements and provides expert advice to ensure that they have what they need and that it works effectively.

Having renewed the fleet for a second time, Weir and Rushlift continue to review the landscape to ensure that, whatever the fleet make up, the equipment serves the business well.

If that means challenging one of their longest serving suppliers to deliver even better service, says Andrew, that’s exactly what they should do. “Value chain excellence, innovation, collaboration and capacity are very much part of our business. Through effective delivery of these pillars, we call it The Weir Way, we aim to grow our own business, whilst providing great value and outstanding service and support. It’s something our customers expect, so why should we settle for anything less?”

One of the key components in Rushlift’s makeup is information. Not just product information, but fleet performance, KPIs, fleet utilisation and the logging of servicing. The company was one of the first to initiate an online fleet management system (FMS).

Having been run and refined for a number of years, FMS has been expanded to allow service technicians to input the latest data via their handheld devices.

So it’s not only high quality machines with expert advice that Rushlift prides itself on, but also services that allow customers to become more efficient. The FMS provides the most accurate and up-to-date information which forms part of the discussions at the regular monthly meetings whilst also highlighting areas for the continuous improvement process in place.

There’s also crucial operator information available to Weir that not only restricts operator access and logs impact recognition, but employs tracking capability to give extra detail on the location of equipment used over a wide area. “There is equipment that works in the same area day in, day out,” explains Mark, “but much of the fleet can be used anywhere on site. The FMS gives Andrew and the team important information on where equipment may be being used and how we can bring down damage costs whilst increasing utilisation.”

Having worked with Weir for so many years, the team has developed significant experience and is able to provide daily reports to support the monthly meetings, ensuring all issues are dealt with quickly and accurately.

The benefit to having a long-term supplier relationship, concludes Andrew, is that the understanding of the role played by the equipment is second-to-none. It means production continues apace, whilst costs, damage and downtime are kept to a minimum.

Much of the credit for keeping the fleet in tip top condition goes to resident engineer, Steve Schofield, whose engineering expertise and approachability means there’s always someone available in a hurry, something which Andrew says is noticed on site.

“One of the things we have done well is develop a good relationship, and Steve does a great job for us,” says Andrew. “The management of the relationship between the two businesses has been a key factor for us.”

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Beno Latest News Public Relations TB Marketing

Tweet This!

Some businesses seem a little confused about how best to use social media to promote their brand, particularly Twitter. The corporate world versus mere humans should be a mis-match, but so confused do some people get that at times it seems like grandpa versus the cool kids. Aside from its brevity, we try not to treat Twitter any differently from other PR tactics. These tactics should basically reflect the marketing objectives, which in turn reflect the overall aims and objectives of the business and be informed by a clear and measurable strategy.

Most corporate Twitter users adopt a fairly ad hoc approach to disseminating information. Some use it to enter into a dialogue, which usually helps grow the sphere of influence through re-tweets and larger number of followers.

From a PR standpoint, we prefer to have overall messages agreed, by which we mean the tone and purpose rather than, necessarily, the exact wording, which are clear and concise and readily understood.

Determining what these messages should be is usually a three stage process (hat tip / apologies here to PR guru Anne Gregory):
– Review: Look at existing perceptions. Are they correct? What needs to be changed?
– Consider: Can perceptions be shifted? What facts can we use to back up our view?
– Persuade: Identify the elements of persuasion, using those facts to demonstrate our point

You may find considering what brand advertising would look like helpful as this helps you to boil down your message to its essence.
It may also help to think about topics from the point of view of the other PR and marketing tactics available (research, conferences, news releases, sponsorship, direct mail etc.) i.e. what messages would we deliver via these tactics and how? Or it may help to consider common subject matter. Most organisations’ news falls into four very broad categories

– People – appointments, personal achievements, promotions, profiles etc
– Plans – announcements, targets, acquisitions, growth etc
– Performance – achievements, awards, case studies (e.g. the monkey wins)
– Products – services, innovations, what most people equate to ‘good pr’

Get a list of topics together under those headings and you’ll not go far wrong. There are also lots of good examples of corporate social media guidelines on the web which may also help. Some are fairly simple (i.e. Use your common sense. Beware of privacy issues. Play nice, and be honest.) others are more stringent. Adidas also helpfully point out at the end of their guidelines: “And finally. With all the blogging and interacting, don’t forget your daily job…”

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Latest News Public Relations

Do the Finns have the best education system?

Are the Finns really better than the rest at education? This blog posts questions the media’s received wisdom that the OECD league tables tell the whole story…

From Start To Finnish

A well-circulated story doing the social media rounds states Finland has none of the inspection, curriculum or league table protocols that most other nations have and yet manages to consistently top the education charts. Can it really be true? How do they know if there are no league tables? Surely the internet has not lied to me…

Those stories, including other notable educational performances by Japanese, Dutch and Shanghainese students, are prompted by education reports from The Organisation for Economic Co-operation and Development (OECD) published every three years.

Established in 1961, the origin of the OECD can actually be traced back to its forerunner the OEEC, an organisation set up to run the US-funded Marshall Plan for the reconstruction of a war-torn Europe. Today, 34 OECD member countries worldwide regularly turn to one another to discuss and analyse statistics, identify problems and promote policies to solve them.

When it comes to education, the OECD updates its evidence every year, but the results tend to prompt eye-catching headlines which become accepted wisdom for many years to come.

The latest report from the OECD, published in October 2014, praised the work of countries in the European Union in developing education and skills, despite the economic difficulties. East Asia, meanwhile was highlighted for the “breathtaking pace” at which it is putting “more and more highly qualified people on the market.”

The underlying theme of much of the OECD work understandably features job prospects and economic growth. Its decision to pay attention to education may seem obvious, but it still finds it necessary to point out part of its raison d’être: ‘a lack of skills only strengthens the risk of unemployment’ and ‘the labour market rewards high educational attainment and high skills’. It also looks to data on earnings to spot where the gaps between the ‘haves and have nots’ are and equates these back to educational failings.

Other findings this year show that in the majority of OECD countries, education now begins for most children well before they are five years old. Remember, in Finland, as our internet meme points out, they start full time education aged seven. But wait a minute: “Although compulsory primary education in Finland starts at the age of seven,” says the OECD, “one year later than most countries, one in two pupils is enrolled in pre-primary education by the age of three.”
Ah.

Finland’s wide-ranging reforms 40 years ago made school fees and private tuition either illegal or unheard of, but as of 2012, they did not result in more of the population attaining a tertiary education than, say the UK. Nor Ireland. Nor Australia, Canada and top of the pops, the Russian Federation.

Maths skills are not particularly good in Finland, at least compared to the rest of the OECD, but it does not have a gap between boys’ and girls’ attainments that many others do.

Younger Finns are also doing better than older Finns, more than 55% of adults attaining higher levels of education than their parents. This is well above the OECD average and second only to neighbours Russia and South Korea, two countries that have perhaps had a more difficult history over the past three generations than the peace-loving Finns.

With children not sorted into sets, and by-and-large educated in their local comprehensive, the Finns do come out well in terms of classroom size, averaging 11 students per teacher in early childhood education (the UK averages 19). At secondary education level the figure is one of the lowest across OECD countries (9 students against 14 on average). Teachers are paid a similar wage in Finland to British teachers and most, up to 90%, do not leave the profession.

In fact, Finland is one of the OECD countries in which teachers enjoy comparatively better working conditions, especially women teaching in upper secondary schools. At the beginning of their career, secondary teachers’ salaries are around 13% higher than the OECD average, but salaries fall to around 14% less than the average as they reach the top of scale. Women teachers in upper secondary schools earn 22% more than other similarly-educated female professionals. When including men, the average salary of upper secondary teachers is 9% higher than those of other similarly-educated professionals. A marked contrast to their peers across other OECD countries who earn around 8% less.

Teaching hours in Finland are comparatively low; teachers in both primary and secondary schools spend over 100 hours less per year teaching than the average in OECD countries. The outcome the OECD notes of these factors is: “that a vast majority of lower secondary teachers (95%) feel satisfied with their jobs, according to the 2013 Teaching and Learning International Survey (TALIS) results.”

There are undoubtedly many interesting lessons that can be learnt from the Finnish system, and from other countries which have a completely different way at looking at forms of education than ourselves. Yet, before we hail one system the world’s best (“It is a model that has seen education experts from all over the world make a beeline to Helsinki, to try and find out whether the Finns’ magic formula can be translated into other countries,” says The Telegraph) we should not underestimate the influence of cultural and historical differences. Or the dangers of hyperbole. Or the importance of the well being, knowledge and experience of the adult stood at the front of the class.

Sources:

OECD “Education At A Glance 2014”: http://www.oecd.org/edu/eag.htm
Also: http://www.oecd.org/about/
http://www.keepeek.com/Digital-Asset-Management/oecd/education/education-at-a-glance-2014_eag_highlights-2014-en
http://www.oecd.org/newsroom/educational-mobility-starts-to-slow-in-industrialised-world-says-oecd.htm
http://www.telegraph.co.uk/news/worldnews/europe/finland/10489070/OECD-education-report-Finlands-no-inspections-no-league-tables-and-few-exams-approach.html
http://www.theguardian.com/education/2013/dec/03/uk-students-education-oecd-pisa-report
http://www.smithsonianmag.com/innovation/why-are-finlands-schools-successful-49859555
http://www.businessinsider.com/finland-education-school-2011-12?IR=T

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Latest News Navigate Public Relations Video

Navigate Video Project

Amidst the madness of Christmas, we managed to get this great project filmed, edited and online in time for the New Year…

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Beno Latest News Public Relations TB Marketing

The best way to predict the future is…

Like many great quotes that sum up a powerful idea, the line about the ‘best way to predict the future is to invent it’ has a number of claimants for it’s own invention.

It may have been Abe Lincoln, although the evidence is thin. It certainly wasn’t Alan Kay that first came up with it, but when the former chief scientist at Atari spoke of the research carried out at the famous Xerox PARC in 1982, (the Palo Alto centre credited with inventing laser printing, graphical user interfaces and the mouse, amongst other items) he used the phrase to describe the ethos of that organisation. It’s mission: to design a truly personal computer. Atari themselves used the phrase for an ad a year later, but it was management guru Peter Drucker that really took the message to the masses, being attributed with inventing the idea by many media sources.

But it is to none of these luminaries that we should perhaps turn for the origins of this inspiring message. In 1963, Hungarian-British electrical engineer and physicist, Dennis Gabor wrote in his book ‘Inventing The Future’: ‘the future cannot be predicted, but futures can be invented.’ A review in the New Scientist reprinted an edited version, and the phrase took hold.

Gabor truly did invent his own future, having fled from Nazi Germany in 1933 he established himself as a British citizen. Working at the British Thomson-Houston company, he broke new ground in the study of electron inputs and outputs, which eventually led him to the invention of holography – an achievement for which he was awarded a Nobel Prize.

But that wasn’t the end of Gabor’s amazing endeavours. As a Professor at Imperial College London, he gave PhD students tough tasks to complete, one such being the invention of the flat screen TV!

His patents were said to be remarkable, and his writings on the future were incredibly influential. He predicted the importance of automation, cautioning society on its impact on workers, whilst admitting in 1970: “No one can deny that automation is capable of liberating mankind of almost all monotonous drudgery, of mining with the pickaxe…and mind-numbing work at the conveyor belt.”

The prototype futurologist and technologist explained in his Professorial Inaugural Lecture in 1958: “ The first step of the inventor is to visualise, by an act of imagination, a thing or a state that does not yet exist and which appears to him in some way desirable. He can start rationally arguing backwards and forwards, until a way is found from one to the other”.

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Beno Latest News Public Relations Windsor

Does your business suffer from Parkinson’s Law of Triviality?

Best known for his adage, “Work expands so as to fill the time available for its completion” former 1950s civil servant, C. Northcote Parkinson, has passed into business folklore as a wry observer of corporate culture.

So much so that the law has even gone global, as Mikhail Gorbachev observed in 1986, when Alessandro Natta complained about a swelling bureaucracy in Italy, “Parkinson’s Law works everywhere“.

Perhaps less well known is his Law of Triviality, first mentioned in the 1956 book “Parkinson’s law, and other studies in administration.”

Parkinson outlines his idea with a theoretical committee’s deliberations on a nuclear power plant, contrasting it to deliberation on a bicycle shed. As he put it:

“The time spent on any item of the agenda will be in inverse proportion to the sum involved.”

In other words, a nuclear reactor is so vastly expensive and complicated that an average person cannot understand it. So we assume that those working on it understand it. Even those with strong opinions often withhold them for fear of being shown to be insufficiently informed.

On the other hand, everyone can visualize a bicycle shed, so planning one can result in endless discussions because everyone involved wants to add his or her touch and show that they have contributed.

If that sounds familiar at least now you know why! Now, where did we put those bicycle clips…

Action Stations!

Classic quotes on the price of inaction…

“Never mistake motion for action” – Ernest Hemingway

“Well done is better than well said” – Benjamin Franklin

“A promise is a cloud; fulfilment is rain” – Arabian Proverb

“Small deeds done are better than great deeds planned” – Peter Marshall

“If you only do what you know you can do, you never do very much” – Tom Krause

“Talk doesn’t cook rice” Chinese Proverb

“If your work speaks for itself, don’t interrupt” – Henry J Kaiser
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Latest News Public Relations Rushlift

Rushlift’s Magnetism

Recently visited a great bunch of lads at Magnet Kitchen owners, Nobia.

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Doosan Latest News Public Relations

Doosan’s Community Service

The Doosan Day of Community Service was held on Oct. 24, with approximately 10,000 executives and employees in 130 sites in 13 countries slated to participate in a wide range of activities with their local communities.

Doosan has carried out similar programs in individual countries for years, but this will be the first time it goes global, with 173 programs taking place all over the world, including visiting the underprivileged, environmental clean-ups, food donations, blood drives, road repairs, fixing up welfare facilities, and providing assistance for rural villages.

In the United States, Bobcat equipment will be used to repair roads and school grounds, while in the Czech Republic a charity event will raise funds to buy wheelchairs for the disabled. In Brazil, Doosan employees are going to visit kindergartens, painting walls and repairing facilities.

At the plaza in front of Doosan Tower in Seoul, executives and employees, including Doosan Group Chairman and CEO Yongmaan Park, are scheduled to craft handmade furniture, to be donated to low-income households. Under the theme of “Heartwarming Furniture Stories,” these pieces will be designed to be space conscious, to be more useful in smaller interiors.

“What is important is that Doosan People around the world, on the same day, join hands in doing necessary tasks for others,” said Chairman Yongman Park in a video message to executives and employees in Korea and overseas. “I believe that this event will become a festival of warm-hearted sharing, where the Doosan Family and local communities come together.”

Going forward, the Doosan Day of Community Service will be held on a regular basis in location all across the globe.

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Gone In A Flash

A form of extreme discounting, flash sales originated in France and are now spreading around the world. The phenomenon tells us a lot about what brands do to manage their stock, whilst keeping their brand value high and maximise income.

In 2001, Ilan Benhaïm co-founded Vente-privee.com (‘Private Sale’) with the idea of providing brands with a new way of selling their overstock. The site soon took off, creating quick temporary sales for top brands.
In the retail environment it is common practice to sell 40% of what you produce at full price and 50% during a promotion period. The last 10% was then disposed of. Now it goes to the flash sale. The overstock, which can sometimes reach 15%, is necessary in order to produce enough to fulfil orders without incurring excessive logistics costs for multiple shipments.

“There was a major shift at the end of the 80s,” says Ilan. “Before, brands would have had a factory locally, so orders and the manufacturing of products was a lot quicker. Now everything is produced in Asia so it can take six to eight weeks for delivery of the product.”

“Companies have to structurally order more than they plan to sell, they overstock. Realistically speaking there will be five to 10 percent of product leftover in the warehouse that has not sold. If brands don’t sell these products, then the next year they are losing money.”
Crucially, the flash sale ‘members club’ hides price points, promotions and selling history behind passwords, meaning brands can continue trading at their premium levels without fear of being undercut by their own products.

The flash sale sites also believe it is essential to keep brands locked away from the company’s own regular e-commerce websites, otherwise visitors will never pay full price: “it is not the brands job to sell at discounted price”, they say. This happily also gives the flash sale sites the extra ‘width’ that they believe consumers want and the opportunity to offer vast numbers of items.

“We’ve collected together a portfolio of more than 2,500 designer brands,” says Vente-Privee’s website, “to give heart-fluttering discounts of up to 70%. We love fashion and adore anything that’s stylish: from homeware to sports equipment, cars to holidays. C’est fabuleux!”

Flash sale companies don’t physically own the inventory. They send out emails to their members on behalf of the brand, who receive it and decide whether to make a purchase. The flash sale site then goes back to the brand and places the order, the brand delivers the stock to one of their distribution centres and then dispatch to whichever place or country.

“90% of products the flash sale companies do not buy, “ sales Ilan “It could be from an LA warehouse, Florida, or the UK. Hence there is a long window for delivery.”

Typically, only 8% of visitors make a purchase, but the numbers are vast, and account for amazing success of Vente-Privee as well as it’s emulators, Cocosa.com (bought by Harrods mogul Mohamed Al Fayed), achica.com (co-founded by ASOS founder Quentin Griffiths) and the sister site of designer website Net-a-Porter.com, theoutnet.com.

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The Fight Against Fidgeting

Behaviour in the classroom has once again hit the headlines and regardless of your political leanings, it seems the issue is destined to forever be a highly emotive one.

For now, headteachers are in the firing line for, some say, allowing a ‘culture of casual acceptance’ in regards to bad behaviour, but just a few months ago it was energy drinks that were stirring up parental anger.

Allegedly inducing hyperactivity followed by debilitating crashes (the science behind the ‘sugar rush’ is at best a little sketchy), you’d be forgiven for thinking most breakfasts now only came in a can carrying a bolt of lightning.

Skip back even further and it was the parents themselves that the media spotlight was shining on, with union leaders urging parents to take a more active role ‘beyond the school gates’.

To be fair, the concerns may be legitimate and teachers everywhere know the potential impact of poor behaviour, but this is not a new phenomenon, nor a uniquely British one. If any evidence to this was needed, let’s not forget that Sue Cowley’s “Getting the Buggers to Behave” has sold over 120,000 copies and has been translated into several languages.

‘Blurring the lines between friendliness and familiarity’ is something that Ofsted’s Sir Michael Wilshaw is clearly against, whilst some might think the definitions are somewhat subjective. At this point it may also be worth pointing out that this report concerned ‘low level disruptive behaviour’ such as phone use, humming, fidgeting, making silly comments, swinging on chairs and passing notes. It was also based in part on comments volunteered by teachers, which it is probably safe to say they did not expect to be used out of context by tabloid journalists.

In any case, acceptance of changing times is not acceptance of developing poor habits, and just a few weeks after examination results which may not have been the best ever but were superb by anyone’s standards, the attempts to portray a classroom crisis serves no one, except perhaps to say to NQTs, ‘you may as well get used to this’.

So what can you do?
Setting boundaries, using silence, raising expectation and being clear about what you want, are all proven ways to improve attention and encourage teacher control. Not panicking, not getting discouraged and sticking to what works is definitely a start. Not reading the paper might also help! For one thing, waiting for silence is not something we should expect from the media.

www.navigategroup.co.uk

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Give us a lift…

When you’ve got some serious lifting to do, it helps to have a crane business as your sister-company! This amazing bit of air cargo kit is now was shipped from Germany to become part of the new Rushlift hire fleet.

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Neon sign of things to come

Our mates at Swisslog have sold hundreds of semi-autonomous robots that wizz about in warehouses to get your delivery to you in double-quick time.

Here’s what their cool dude / Innovation Manager, Mike Hattrick thinks is next for us mere humans…

The latest marketing tactics, capturing our attention when we are on the move, may reveal a little more about the future of retail. An award-winning campaign highlights the trend that sees the convergence of innovative media and shopper-marketing ideas, in the process, solving a real business problem for the client.

Travelling through Gothenburg Landvetter airport a sign in the baggage hall grabbed my attention. It had appealing pictures with a tagline that translates as “come home to a fresh food delivery!” giving the tantalizing prospect that tired or busy travellers can simply scan the 2D barcodes beneath each product with their smartphone and have it delivered, trouble free, to their home. In fact they could order while waiting for their outbound flight knowing the order would already be delivered when they got home.

A_sign_of_things_to_come_Image_1This is not an entirely new idea of course. In 2012, a photograph was published of a young man in a subway station in Seoul, South Korea. He appeared to be travelling from work, and was choosing his shopping for home delivery, again using a smartphone, this time on the subway platform. The wall was an LCD screen which allowed the retailer to vary the products on display with the click of a mouse – different products for morning and evening travellers.

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Pole Stars! Rushlift’s Innovative Solution for C&G

As the sole UK supplier of materials handling equipment to Saint-Gobain Building Distribution (SGBD), a global market leader in building and construction materials, Rushlift maintains and specifies a wide range of equipment for an extensive variety of businesses, amongst them, telegraph pole manufacturer Calders & Grandidge (C&G).

“It’s a fascinating, iconic business,” says Rushlift’s director, Dennis Shaw. “It is slightly unusual compared to the rest of the SGBD portfolio, particularly in terms of the loads and the corresponding materials handling issues.”

C&G have produced over a million poles, as well as sleepers, fences and other products, with the wood arriving via nearby Port of Boston, from Brazil, Scandinavia and Africa. Once on site, timber is moisture tested and laid in graded stacks for further seasoning. From then it takes six to twelve months, depending on the size of the individual pole, for the natural drying process to be completed. Dressing (peeling the outer layer) and fabrication then takes place, with a special exemption allowing the use of creosote impregnation to give the poles a service life of between 40 and 100 years.

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#SOCIALSERVICE

With around 1.7 billion social network users in the world, SOCIAL MEDIA is one of the most popular ways for people to share their opinions. could this be the future of customer service?

Although social networking has only taken off in the last 10 years, more and more businesses are using it as a platform to offer customer service in new and different ways.

Social media makes it much easier to complain, and not only complain directly to a business, but to broadcast the complaint publicly. More and more businesses today are taking this opportunity and are using social networking as a platform for offering customer service in a different way.

The search functions of Facebook and Twitter, combined with the use of hashtags, make it easier than ever for people to “tag” and direct their complaint to the company while allowing everyone else to see it.

However, these functions also allow companies to monitor what has been said and respond quickly and publicly. This is where social media can be used advantageously for customer service, underscoring that companies are interested in the complaint and are looking to make the customer happy.

The leading exponents can turn a complaint and bad word-of-mouth into something positive, showing the company is listening to the customer and, in trying to help customers, it can work wonders for the reputation of the business. A good example of social media customer service is what airline JetBlue provides on Twitter.

An unhappy JetBlue customer, Cassidy Quinn, took to Twitter to complain about her flight, tweeting: “Dear @JetBlue, next time can you fix the plane before we all get on it?! Fingers crossed I do not miss my next connecting flight…”

JetBlue replied quickly, offering a sincere apology and confirming that the flight would be on its way very shortly. Not only was JetBlue efficient and reassuring in its response, it turned Cassidy’s complaint into a positive by way of good customer service. She later thanked JetBlue, tweeting: “@JetBlue Thanks for the super quick response! Luckily I made my connecting flight! #happy #phew”

Social media customer service may be more common, but that doesn’t mean that every company is doing it well. Many provide worse customer service via social media.

British Airways’ poor customer service was broadcast to thousands of people on Twitter when, annoyed by BA’s failure to locate his father’s lost baggage, Hassan Syed paid for his tweet rebuking BA to be promoted on its public newsfeed. Hassan tweeted: “Don’t fly @British_Airways their customer service is horrendous.”

British Airways not only then failed to reply for 8 hours, but when they did eventually respond, it was of no help to the customer at all: The airline blamed “Twitter opening hours” for the late reply. A furious Hassan replied with a witty tweet, criticizing British Airways further: “@British_Airways how does a billion dollar corp only have a 9-5 social media support for a business that operates 24/7? DM me yourselves.”

The tweets went viral, with around 76 000 people seeing Hassan’s tweet and hundreds re-tweeting and favoriting them, publically shaming British Airways’ customer service.

The best customer service is not all about complaints. By searching social media platforms, businesses can find other generic and subtle comments that may relate to them. This gives them an opportunity to create conversations directly with customers.

It may be that someone is commenting on needing smaller sizes to be stocked in a certain product, allowing the business to create a conversation with them and ensure them that they will look into the matter.

Having conversations with customers, responding to complaints and generally answering customers queries highlights how social media can be utilized as a platform for good customer service and is a great way to grow as a business and actually deliver what people want to see.

Engage with the Swisslog Inspiration team on Twitter via @swisslogInspire.

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Detank UK Launch

Fast-growing Chinese industrial forklift manufacturer Detank has arrived in the UK.

Launched as recently as 2010, Detank has quickly become established as one of the world’s fastest-growing industrial machinery brands.

The new range, revealed to international dignitaries and leading industry figures at a London launch event, includes 1 to 10 tonne diesel trucks, 1.5 to 3.5 tonne LPG trucks, and 1.3 to 2 tonne electric trucks.

Each model was designed specifically for the UK and North American market and built to European designs using familiar components to simplify maintenance and repairs.

Finance will be supplied by Detank UK Finance, with lease purchase, finance lease, operating lease, and contract hire all available to customers and dealers.

Several senior managers, including Chery Detank vice president Hu Xuejun, flew in from the company’s new 280-acre factory and quality control facility in Wuhu, China.

Speakers included Zhao Xiaoming from the Chinese Embassy, while Parmy Singh of Coventry City Council represented Detank’s new West Midlands home.

A signing ceremony before the launch also marked a deal paving the way for Detank’s expansion into the Mexican market.

Lash Saranna, the man behind Detank UK, has a long history of importing and vehicles worldwide. He was head of the UK’s leading independent Porsche Centre before turning his sights towards China and Detank.

He said: “There’s a reason Detank is making so much headway around the world; the quality and price point are incredible. If we can show just a little bit of that to the UK I guarantee people will take notice.

“In particular, it feels good to be bringing forklift trucks back to Coventry, a place with such a proud heritage in the industry.”

To find out more about the Detank range of forklift trucks, contact Lash Saranna on 08456 444993 or visit http://www.detankuk.com/mhe

Click for high-res images:

Detank Forklift Launch

Sun Haocheng, Lash Saranna, and Mr Zhou Xiaoming

For more info visit: Detank UK

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Rushlift Help Drive Calsonic Kansei Business Forward

Calsonic Kansei is the number one supplier of automotive parts to Nissan, and one of UK’s most successful manufacturers. Thanks to Rushlift, production remains firmly on the right road.

In the early 1990’s, Rushlift became the company’s material handling equipment supplier, and ever since has maintained this long standing partnership with the business.

Steve Ridley, logistics senior at the Calsonic Kansei Sunderland Ltd, explains: “We have worked with Rushlift for many years and have a strong relationship with them. We have gone through some changes over the years but Rushlift have always been our supplier for materials handling equipment and they have worked closely with us to offer excellent advice and service; we work well together”.

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Harris Keep On Trucking

4K Systems are delighted to have taken a new order for an electric counterbalance forklift from Harris Transport – the seventh such order in just 12 months.

On the anniversary of their move to larger premises and the introduction of a new fleet of six three-wheel electrics and two articulating Aislemaster WHE20 narrow aisle trucks, Harris Transport have added to the fleet to help keep on top of growing throughputs.

The new trucks are working 24 hours a day and are fitted with battery changeover systems and driver access key pads.

4K Systems’ David Scammell believes the equipment is performing well in what is a fairly demanding environment. “Electric counterbalance trucks can get a bad reputation for not being up to tough jobs, but with careful maintenance, modern battery chargers and the correct fleet management, they can prove highly effective at reducing costs.”

George Harris, of Harris Transport, stated that he was very happy with the support provided by 4K Systems and the electric trucks have been a good cost saving investment over the diesel powered Doosan equipment that they operated before the move.

“Moving can be a stressful process, as most people know, but we are delighted with the progress we’ve made and the benefits we’ve gained. We are also very happy with the service and support we get from 4K Systems – it gives us the confidence to invest and upgrade as we grow yet further.”

Harris Transport have been providing bespoke transport, distribution and warehouse services to business of all sizes for over twenty years.

With new, modern warehouse facilities and an expanding fleet of vehicles they offer a complete end-to-end service that includes short and long term storage, logistics service and transport.

Operating out of Southampton and Rotherham, the family owned business is going from strength to strength, offering a high quality, flexible and secure service that is tailor-made to meet the demands of a changing market.

www.fourk.co.uk