Weekly Blog by Philip King, CEO of the ICM - 'The power to make a difference'

I was privileged to chair the 5th National Consumer Debt Conference, organised by Utility Week, in Birmingham on Tuesday. It was a full and interesting day with the order of subject matter judged exactly right.

 

The first section focused on the economic landscape looking at issues around ability to pay, the implications of the current welfare reforms including Universal Credit, and the mechanics of the government's Green Deal scheme. The second section looked at customer management including the use of analytics to identify the most vulnerable in our society, and a cross section of good practice examples of customer-driven strategies. The final part of the conference addressed billing and collections, exploring areas as diverse as fraud and meter-tampering, landlord web-portals, risk management strategies, and smart metering.

 

You'll probably guess from some of the subject matter above that the delegates were largely from the utility and energy sectors where there are some particular credit management issues. The water industry's problems arising from the obligation to supply, and difficulty in identifying customer details, particularly in tenancies, for example, are well known and equally well documented.

What always strikes me at events like this, however, is just how many themes are common across industries and sectors. While each has its own peculiarities, trends, and concerns, the principles and elements of good credit management practice are largely shared.

 

At the end of the conference day, I hosted an interactive workshop where we discussed, amongst other things, what best practice looks like. One of the common themes that emerged was the need to drive professionalism within organisations through the engagement and development of credit professionals within them.

 

Driving that professionalism is one of the key objectives of the Institute of Credit Management and I'm always proud to hear examples of where we're succeeding, and to be playing a part in raising standards and performance as a result.

 

 

 

Weekly Blog by Philip King, CEO of the ICM - 'The value of true leadership'

The Financial Times reported this week that "if the International Monetary Fund's latest forecasts are right, then meaningful growth looks set to elude Britain for another two years." So stagflation is here to stay.

 

I've been listening to Jim Collins' 2011 book 'Great by Choice' and the results of this research are fascinating. The sub-title is 'Uncertainty, chaos and luck – why some thrive despite them all' and, following his standard research approach, Jim (together with his colleague Morten Hansen) looks at truly successful businesses and compares and contrasts them with a direct competitor which they have out-performed by a factor of at least ten times over a defined period. I'm only half-way through the book but what is already apparent is that the successful examples are, to a great extent, the result of having a great or enlightened leader. He talks about three common elements: Fanatic Discipline, Empirical Creativity, and Productive Paranoia but comes back to an individual that led the business' approach and made a real difference.

 

The early part of the book is a captivating comparison of the attempts by Captain Scott and Roald Amundsen to reach the South Pole. He argues and demonstrates that they were both operating in similar environments but that the difference was their approach both before and during their expeditions. For Amundsen it was a race to victory and a safe return home while, for Captain Scott, it was a devastating and tragic defeat. Events that date back to 1911 have some strong and powerful lessons for today.

If we're in a prolonged period without growth then the approach we take to our roles and to our businesses will determine the outcome and – wherever we sit within an organisation – we can have an impact and have to choose whether it will be positive or negative. I know I'm currently looking closely at what I need to do differently in the months ahead.

 

When it comes to great leaders, there's been a huge amount written following the recent death of Margaret Thatcher. It's been interesting to listen to commentators and contemporaries, some of whom are great supporters and others vociferous detractors, all share one view. She was passionate in her beliefs, she was fiercely loyal to her country, and she has left a lasting legacy on British politics. In an era when bland sound-bytes and immediate short-term company results are too often the focus, real leaders are few and far between and we need more of them driving us back to growth.

Weekly Blog by Philip King, CEO of the ICM - 'Falling on deaf ears'

I was interested to see the ICAEW (Institute of Chartered Accountants in England & Wales) quoted by James Hurley in the Telegraph last weekend making the same point the ICM had made in its submission to a government consultation in March this year. The consultation related to the implementation of 'Simpler Financial Reporting for Micro-Entities'. The Telegraph article is here and the changes include a reduction in the amount of information filed with Companies House and the opportunity to mix two different types of accounting – the traditional ‘accruals’ approach and so-called ‘cash accounting’.

 

The government claims that the measures will reduce red tape for small businesses making it easier for them to do business. We believe, however, that it will reduce the availability of credit and stifle the economy rather than the claimed positive alternative. Our argument focuses on four key issues. Firstly, to abridge or abbreviate accounts – or indeed any document – you first need to have the full version to work from. Filing less information does not, therefore, reduce the preparation time, indeed if anything it will increase it. Secondly, the presentation of prepayments and accrued income, and accruals and deferred income is vital to understanding the true financial position of a business and to being certain that it is solvent.

 

Thirdly, the absence of reported information will encourage suppliers to simply refuse requests for trade credit rather than go to the trouble of seeking more detailed information from the potential customer, particularly when the amounts involved are small. It is these modest transactions that accumulate into real economic activity and potential growth. Our final argument is that by categorising a business that turns over £440,000 and employs ten people in the same way as a genuine micro-business that might trade solely on a cash basis is ludicrous. What is worse is that the turnover and net assets limits have been substantially increased since the original discussion paper was published in August 2011.

 

Another example of unintended consequences resulting from a failure to listen adequately to the voices of those who live in the real world, I fear.

 

 

Guest blog by Charles Wilson FICM, Managing Director of Lovetts plc - 'Setting Clear Expectations'

Driving to work yesterday after the Easter holiday yesterday, I was listening to the Today programme on Radio 4. The meaning of the new Archbishop of Canterbury’s first Easter message was being debated. In his address, Justin Welby appealed to everyone to adopt realistic expectations for what institutions, or individuals, could achieve. In the end, all humans are fallible, he said. (I suspect even the new Pope might agree, who knows!)

Afterwards, commentators differed in their views. Was he sensibly advising us to manage our own expectations, including our expectations of him? Or was he abrogating, as one suggested, his own responsibility to give us a clear lead from the outset?

If you read the text of his sermon in full, it is pretty clear. He was urging us to be realistic in what we can all achieve, in these terms “Complexity and humanity are ignored, and we end up unreasonably disappointed with every institution, group and policy, from politicians to NHS, education to environment”.

In a time of economic uncertainty, and business difficulty, it is easy to think that others should, or even that we ourselves can, deliver a solution that is “perfect”. Whether you are a Prime Minister, a credit professional, or a business manager, in the end you always have to rely on others. You have to delegate a lot of things. You have to choose what NOT to do. You have to trust others, knowing they may fail.

Some business leaders never take holidays. I commend Philip King for doing so and hope he enjoyed his decorating over Easter. He is not abrogating his responsibilities to the Credit Industry, he’s not given up on us, or on Government, he’s just having a well-earned break!

In fact, it is only as we ‘let go’ of trying to achieve perfection, and subject our plans to human fallibility by sharing them with others, that our world enlarges through them.

As a lawyer, I could tell you all about the Jackson reforms of the legal profession, effective this week. Like the increase of the Small Claims’ limit to £10,000. But any search engine will give you more than enough to read on that.

Most important of all is that we set realistic expectations of what can be achieved by credit departments or third parties on their behalf. As lawyers recovering debt, we try our utmost, but keep realistic. If we don’t, we’re set to disappoint. Despite Government cutbacks, changes and reforms in the Court Service, we must nevertheless all keep trying to influence and effect change for the better. As Justin Welby said, “Setting people or institutions up to heights where they cannot but fail is mere cruelty”. I agree.

Extracts from Archbishop Justin’s sermon by kind permission of Lambeth Palace – see www.archbishopofcanterbury.org