Business News

Feb 25 2003 By Bill Midgley, The Journal

It came as something of a surprise to realise that I have been writing these few words now for some four years, probably matched also by the surprise that I shall be celebrating my silver jubilee shortly as a resident of the North-East of England.

Twenty five years probably just about qualifies me for apprenticeship status as a real inhabitant of the region but there is nothing more passionate than a convert. The quality of life and the region's assets are unparalleled - yet we constantly under achieve in the North-East and, in spite of much of the action that has been taken, we are still at the wrong end of most social and economic measures.

One of the reasons, however, and it is about to be seen as a severe criticism of people here, is that the region is not change-minded.

That is certainly evidenced in the business community by the fact that so many of our long established companies have either disappeared or been absorbed into other organisations, with the decision making re-located.

There is little doubt that we have some highly successful companies but those are ones which have embraced change and moved ahead at a far greater pace than the rest of the region and their competitors.

I am not talking about the skill in managing the process, but a recognition of the need that the whole process needs to start. Change is often required in business because the world around us has altered - or will soon alter.

And it is the ability to read and anticipate that makes for a successful business. Customers alter, competitors come and go, expectations of work-forces alter and the need for ever-improving skills are all part of the deliberation. It is, however, a need to see rapid change which has to be taken on board by more of our business leaders.

To move away from "why mend it if it's not broke?" to businesses being honest with themselves, standing back and seeing whether what they are doing now will stand up in the regional and global market place in a year or three years' time.

I have worked in the North-West, Yorkshire and the West Midlands, all areas which have gone through similar industrial declines to the North-East. Those regions still have problems but anybody with a knowledge of Birmingham, Leeds and Manchester will realise just how much they have done to make sure their businesses remain at the cutting edge. It is those regions which have taken our companies, our jobs and the real power of the decision making process.

There is one advantage in being a little late in the game, in that we can learn from others' mistakes, but only if we are prepared to open our eyes and ears.