Ian J Sutherland Business Change Expert

Ian J Sutherland is a highly skilled director with expertise in governance, partnerships and regulation and almost four decades of experience serving as a powerful catalyst for change for organisations of all sizes and sectors. He thrives on identifying areas for innovation and improvement, forming effective strategies to drive efficiency and create bottom-line results. He has a proven capacity to serve as a bridge between organisations and functions, creating unity and operational coherence. A personable and creative leader, with a unique insight and the ability to see the big picture and provide constructive challenge, he writes on many matters including the delivery of change in today's world and is an opportunistic photographer who seeks to capture images that interest him. He enjoys good beer, good company and good music - not necessarily in that order.


Project Management for Founders – Effective Planning (Part 1)

Continuing to deliver on my promise to help Founders use the best of project management in their endeavours, I wanted to touch upon planning in this article.


Project Management for Founders - Framing the Right Objective

So, in my last article, I promised to try and give Founders some practical advice regarding project management. This post is the first piece of that advice, and for that we shall start at the very beginning which, as they say, is a very good place to start.


What is Success?

The other day I received a mail from the UK LinkedIn team asking, “Everybody has their own version of success; what’s yours?” They were inviting posts and comments that would be linked with #ThisIsSuccess.


Project Management for Founders – Finding a Happy Medium

As an experienced project and programme manager in organisations big and small I believe I approach the subject with both a healthy scepticism and an understanding of the benefits that can be created.


The Case For Co-Chairs

Earlier this week I attended a conference for current and aspiring non-executive directors (NED). After an opening session which argued that a NED should be a sceptical friend rather than a critical one, there was a panel discussion on diversity. I am afraid to say that it was rather predictable focusing on the explicit, outward signs of diversity and rather ignored other more subtle, but no less important aspects.


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