Help to Grow Management Programme

We last caught up with Fiona McGonigle back in March 2021, when she was one of the new team at ARU Peterborough supporting the development of the new University for Peterborough, leading the engagement with industry to develop the new Industry and employment focused curriculum. At a time when the proposed university site was still a car park, the pandemic was at its peak and a ‘full Brexit’ had been triggered – sometimes it feels like decades rather than years!

A journey to increase management skills in the region.

ARU Peterborough is now going from strength to strength winning awards and delivering on its promise to bring an employment- focused course offering, with many students gaining opportunities from industry, and industry gaining access to valuable talent.

There’s a brilliant analogy that explains how many businesses – with incredible ideas and hard- working staff – fall by the wayside: there’s a man in a forest whose job is to cut down trees for wood, which he does day in, day out. One morning, a woman approaches and says: “You know, you’d go a lot faster if you stopped and sharpened that blunt axe”. And the man replies, “I don’t have the time”.

Such is the dilemma that small business face when they start to take off – keep doing what you’re doing to fulfil growing demand, ignoring and slowly compounding the rough edges, compromises and make-dos you started with and watch as they strangle your fledgling company; or stop for a do-over and lose momentum with your new contacts and customer base?

This vicious circle is exactly what Help to Grow was set up to square – and in just over 20 months it’s done exactly that, with astonishing success. Fiona McGonigle, who was initially brought on board as part of the team setting up and implementing the new Help to Grow Management Programme into Anglia Ruskin University’s Business School explains…

“We now have a highly reputable industry course, a short course that effectively caters to businesses,” explains Fiona, as she recalls the setting up and launch of Help to Grow. “We initially launched it in Peterborough, but we have expanded to include Cambridge and Chelmsford in our locations. Specifically, we had two courses in Peterborough, one in Chelmsford, and another one in Cambridge. In September, we will be heading back to Cambridge. If all goes as we’re planning, we will bring the course back to Peterborough.”

I ask Fiona what she thinks about everything that’s been achieved since we last spoke in early 2021, about the developments of a new university, working with industry, creating projects and implementing new programmes like Help to Grow (now firmly embedded within and delivered by ARU).

“There was a lot happening in terms of where businesses’ focuses were in 2021, but what really surprised me was how engaged businesses were in the evolution of bringing forward this new university. They were involved and took ownership because they were helping us shape a future, especially considering we were in the midst of a pandemic that was vastly affecting how people worked – with hybrid working, digitalisation and transitioning to working online. After I set up the first business roundtables, I then went on to create 12 Sector Interest Groups (SIGs) across all the different courses we would like to offer. This allowed businesses to think beyond their current challenges and consider the types of employees they would want from a university. Additionally, due to the pandemic’s long- term effects, we wanted to emphasise to businesses the value of short courses and creating a short course portfolio. When we opened the doors in September 2022, we launched the first two cohorts of Help to Grow Management at our Peterborough campus, just over four months after opening the new university campus, which were a tremendous success. We didn’t expect to progress so quickly with the short course provision, but it turned out to be a happy accident. From there, we have now reached our fifth cohort in Cambridge for Help to Grow Management.

One of the positives we have seen since the new university opened, is students securing placements, internships and working on live- brief projects with businesses. The level of engagement from businesses, both in the past and now, has been surprising to many. This early involvement of businesses since 2021 has helped shape our university’s focus on employability rather than solely academic pursuits. It’s not necessarily something unique, but it’s what stands out when reflecting on that time, as we did it at scale – how engaged the businesses were and how we have managed to sustain that engagement.”

As Peterborough’s emerging ambition of, Education, education, education begins to find shape in fresh courses and an expanded university offering, Fiona is confident that businesses benefit a lot more working directly with universities to create better talent pipelines, and accessing upskilling within crucial yet very specific skills gaps.

“Management and leadership skills are a major deficiency within businesses,” she continues. “For instance, if you take someone who has been working on the shop floor in manufacturing for 10+ years and suddenly make them a manager, you are creating two skills gaps: first, you are removing their expertise from the shop floor, and second, you are not providing them with the necessary management skills. Unfortunately, businesses often fail to recognise these gaps and only focus on filling immediate needs. This is why the Help to Grow Management programme is so exciting – it aims to address this particular issue.”

Lifelong learning
The availability of the course through a well-respected and accredited university is also a huge plus for SMEs in Peterborough, Cambridge and Chelmsford as something to offer both businesses and individuals. Fiona agrees: “When people consider attending a university course, the common perception is that you need to be traditionally ‘academic’, but we’ve encountered many people from small and medium-sized enterprises (SMEs) who have successfully completed our programme without previously ever attending university. It does serve as a gateway, allowing individuals to take that first step and realise that universities are not as intimidating as they may seem. Our course attendees also discover that universities are accessible to anyone seeking to improve their lives and pursue lifelong learning, even if traditional education did not suit them during their school years or in their 20s and beyond – they find the value in higher education when they have career aspirations and desire to transition into a new role through upskilling. Universities are in a prime position to support people like this, and Help to Grow has played a significant part in enabling those who may not have previously considered it to become part of our university community.”

A major benefit, also, is for businesses to have this in their back pockets to offer as an incentive for prospective employees – chronic underinvestment in talent and training has dogged British business for decades now, and any organisation that takes employee development seriously should be sure to stand out, which leads to better retention of staff.

“It’s definitely a plus,” says Fiona. “It’s something I have experience in because I’ve worked in the skills and education sector, and I spent years working in further education colleges and regional government, where I was responsible for regional skills planning. One thing I often see going into businesses to discuss upskilling staff, there can be resentment within the workplace. The existing staff may feel undervalued because they are not given the same opportunities for growth and development as the new or younger employees. This program allows the middle and senior leaders of businesses to participate and feel valued by their employer. We’ve also seen many SMEs where the managing director has participated in the program alongside their middle or senior manager, and this has been really beneficial because it brings different perspectives and supports the business as a whole.

“Some of the participants who have come to us may have been out of education for a long time and have not received any formal training in years. It gives them that boost, if you will, to get back into it and see that this can be the starting point for new development, possibly in a longer course as well. The 12-week duration really helps them assess what they already know, while also providing the opportunity to learn from other subject matter experts. One of the brilliant aspects of the programme, which I often mention, is the peer-learning they experience from other SMEs. For example, one SME may be implementing a certain approach, while another business is doing it differently. They not only gain knowledge from the programme but also learn a great deal from each other, which is a significant positive. That’s why I established the alumni network, to ensure that businesses stay connected and explore other ways the university can support and propel them forward, whether it’s through funding, innovation, research projects or hiring graduates. There are multiple benefits businesses can derive from us, and as I mentioned, we serve as a gateway programme to help them grow. Once they realise the vast opportunities available to them within the university, they can truly reap the rewards.”

Best of all, those participants who might be worried about leaving their business unattended for long periods while they retrain (or pause to ‘sharpen their axes’) can rest easy – the course is delivered in bite-size pieces across 12 weeks, with eight of the modules delivered online.

“It’s also why we’ve avoided staying in one location, to make the course more accessible, and the response has been very positive. In Chelmsford, we started just after Easter in April 2024 and recently completed the last session in July. Additionally, there are no other universities based in the region offering this, creating a significant gap for us to fill. We’re planning to return to Chelmsford again in January 2025.”

“I often talk about lifelong learning, life-wide learning, and the idea of people being able to dip in and out of education – and this programme is a perfect example of that,” concludes Fiona. “We have participants at different levels, ranging from MD/ CEO level to middle management. Some people have been thrust into leadership roles without the necessary skills – I had a meeting last week with someone who exemplified this. She has always worked in management and considers herself a good leader, but she recognises that this is coming at the right time to help her reflect on her own management style. Instead of just doing things, she wants to understand why she does them. This aligns with the concept of lifelong learning because it emphasises that learning doesn’t end once formal education is complete.

The ‘Green transition’ is especially relevant as we consider the transition to a green economy and the need for green jobs and green skills. “This is another new area of development we are working on currently with partners,” says Fiona. “We’re developing a short course portfolio in green skills, increasing our short-course portfolio for businesses in green skills, and exploring potential short courses in Artificial Intelligence (AI) adds value to any existing provision.

“How do we integrate this transition to net zero, adopting AI and support sustainable job roles? Will it require 50% of your job to be focused on these new skills? What kind of training will be necessary? Can it come from other people or other courses? Or do you need a short course to help you bridge the gap and transition to using AI or a green job?

It’s important to address the fears people may have about green jobs or AI, replacing their current roles. This is why this programme aims to empower individuals by putting the control in their hands.”

• To find out more about the Help to Grow programme, head to https://smallbusinesscharter.org/help-to-grow-management

FIONA MCGONIGLE
CMGR MCMI
LINKEDIN

Fiona is a huge advocate for Gender Equality, Green Skills, Upskilling and using her convening power for good. Supporting organisations such as Women on Boards CIC, Midlife360 CIC, and the Cambridgeshire Chambers of Commerce Women in Business Network. As well as networks, she has founded the Agri-Food Tech & Sustainability Consortium and new LinkedIn community We Are GLOBAL Women.

We Are GLOBAL Women, visit https://www.linkedin.com/groups/14474453

“We Are GLOBAL Women”, is aligned to the United Nations (UN) Global Sustainable Development Goals (SDGs). Each month, we will feature a campaign to profile each of the 17 SDGs. We invite female influencers and male advocates to spotlight their work and commitments for the different SDGs and how together we can create impact in our own communities.”

A vibrant community dedicated to celebrating and empowering women worldwide. At the heart of our network lies a commitment to spotlighting inspiring women whose stories and achievements transcend borders and inspire change.

THE HELP TO GROW PROGRAMME – WHAT DOES IT DO, AND HOW?

Help to Grow is a business support programme that aims to help small and medium- sized businesses identify opportunities and protect themselves from future shocks.

The 12-week course – which sees business leaders receive advice and mentoring from industry experts, academics, and entrepreneurs – is supported by the Government, which offers a 90% subsidy for eligible businesses. ARU is helping businesses by covering the remaining cost through a fully funded bursary, in recognition of the challenges SMEs are currently facing, only available to those who complete the programme.

The Help to Grow: Management course is designed to help business leaders make informed decisions, inspire their teams, and navigate future challenges with confidence. Those who have completed the course also join ARU’s expanding Help to Grow Alumni Network, with over 100 SMEs, which Fiona set up and leads. She hosted a Celebration Dinner in February with over 100 businesses for the graduates of all previous cohorts. This gave businesses who weren’t aware of the programme a great insight into Help to Grow. Fiona is co-hosting ‘An evening of Innovation and Celebration’ in Chelmsford with the latest cohort to celebrate the programme, alongside ARU’s Arise Innovation Hubs Grants Programme and business community.

HELP TO GROW – THE BUSINESS VIEW

Mary Gilbey, Director Anglia Translations and Help to Grow alumnus 2023

What in particular made you think that it was the right time to take the course?
You know, when you’ve been running a business for a few years, you sometimes find you’re doing things based on your previous roles. I’d been in sales and worked as a business consultant before I took on this role, so I was doing everything I thought made sense, but I realised I needed to take a step back and think about the shape things needed to take over the next five years. When I looked at the course and its modules, I realised that even though I thought I knew some of the material, it would be good to refresh my knowledge, and also to look at my business from a different perspective.

What aspects of the course did you particularly enjoy?
The aspect that really stood out to me was the opportunity to work within smaller groups, plus the one-on-one coaching. The groups provided an opportunity to engage in peer group discussions with about five other people, and having that over the course of ten weeks was brilliant. I wanted to gain ideas from both my peers and the course material, because even if I had learned a particular thing, say, ten or 20 years ago, I knew it would be beneficial to refresh my knowledge and see how other people approach similar issues.

Now you’ve completed the Help to Grow programme, what’s been the most significant and helpful thing – for you – that you’ve taken away from it?
Before the course, I have to say I’d lost my confidence a bit. It could have just been a phase in my life, but I needed something to boost that confidence and give me some guidance on how to improve. Or even just to reassure me that what I was doing was right! It felt like something I couldn’t show in the office or talk about, but I could discuss it with peers who don’t know the situation. So it was a really safe environment for me to talk about this loss of confidence that I couldn’t fully understand, and the course helped me address that on multiple levels.

• To find out more, visit anglia-translations.co.uk

HELP TO GROW – THE BUSINESS VIEW

James Peck, Managing Director PX Farms Ltd and Help to Grow alumnus 2023

Was spending time away from the business something that worried you?
No, that bit was actually fine with me – I’ve always felt that I need to take two weeks out every year for personal development. This helps me grow as a leader and benefits my business. Each year, I focus on different areas of personal development to continually improve myself, otherwise I would be limited to the skills I had when I first started! If you hire someone from another business, their training would only be as good as the day they joined your company. To avoid this, I make sure to engage in various development opportunities. For example, I participated in a Nuffield Scholarship where I travelled for eight months and took three-week intensive courses at universities. When this opportunity came along, I was excited to take part. Although I didn’t know the specific topics, I saw it as a chance to reflect on my own business and learn from others. This kind of interaction often provides valuable insights that go beyond the course material.

One of the key aspects of the course is to get business owners and managers together, so they can swap best-practice tips and techniques.
Yes – I think one of the parts I enjoyed the most was going into the university. The weekly sessions were good as well, but I did enjoy getting together and listening to different aspects, especially because I’m in agriculture. Often in agriculture, we associate only with other people in the industry – the social life and operations within agriculture are very strong, so there isn’t always a need to seek connections outside of it. However, the opportunity to do something outside of agriculture was also interesting because business is business. At the end of the day, the problems we all face, whether in manufacturing or as service providers, are generally the same, so the Help to Grow programme has been superb for me. I got a lot out of it and enjoyed it. It gave me some thinking time and I appreciated the content of the course. It helped me expand my thought process when considering different aspects. It’s important to step out of one’s comfort zone and that’s why I took part in the programme, and I’m glad I did. I met some interesting people and found the whole experience well – overall, it was a must-do program.

What were the real-world benefits to you and how you work, and by extension your business?
I’ve learned to communicate much more effectively. For example – last year, the farm staff were achieving 30 hectares a day with each combine. Yesterday, two combines did 80 hectares, and two other combines did 42. The target is 50 hectares each. They did over 200 hectares in total with the four combines. So we’ve gone from failing to meet the targets to exceeding them. And this is all thanks to the team aspect, me learning that I need to pull everyone together and discuss why we’re doing this, to say, ‘Look, guys, if you work faster, you’ll get the job done sooner and have more time with your families and a weekend off.’ It’s a completely different concept that has now taken hold in this business. We were failing in terms of efficiency – we had the right staff and machinery, but our focus was wrong.

• Visit James’s YouTube channel to find out more about the trials and tribulations of life on the farm at https://www.youtube.com/@PX_Farms
• To find out more about PX Farms, head to pxfarms.com

HELP TO GROW – THE BUSINESS VIEW

David Imrie, Founder and Director Fir Tree Technology and Help to Grow alumnus 2023

What impact did going through the Help to Grow programme have on Fir Tree Technology?
We were bumbling along, happily doing the same stuff we’d always done, and it made us take a closer look at our practices. And then we realised, to put it bluntly, that we were pretty inadequate in many of them! It was a wake-up call, prompting us to reassess and make improvements in various areas. As a result, we had to essentially restructure everything.

That sounds pretty dramatic! Tell us more.
I set up the business over 20 years ago, back in 2001. Initially, I didn’t want to have any employees – for me, managing people was an unwanted aspect right from the start. However, by 2015 I was left with no choice but to hire employees, and now we have a team of 17.

The rapid influx of people in such a short period of time has brought about various challenges. Our processes, too, have experienced significant growth. While progress was steady for the most part, in the last five years, we have seen substantial and, to be honest, somewhat unexpected growth. I would even dare to say that our growth has doubled year on year, and a 50% increase annually is not uncommon.

In our quest to satisfy customers and meet their demands, we have created a unique marketplace for ourselves by leveraging my innovative ideas and expertise. However, adapting our existing processes to accommodate the increasing demands has proven to be quite a challenge. What used to work when we were a smaller business with a £250k turnover no longer works – now that we’ve reached £2m and tried to adjust, we found that our systems were straining at the seams. The most difficult aspect for me has been change management. Identifying necessary changes has never been an issue for me, but implementing those changes within the business has often resulted in setbacks. I’m just not that good at that aspect of it.

What solutions were you able to put in place after you’d been through the Help to Grow programme?
We created an Operations Manager position and promoted team member Ashley Gosling [who also attended the course] to Preparation Department Manager. As we were going through the programme, I realised that I actually needed to change management within the business – even though I own Fir Tree Technology, I’m definitely not the right person for the job. Once I understood that, I was able to delegate, and transfer that responsibility.

On a more practical front, we finally learned how to get to grips with our inventory management system. I had paid for it two years previously, but gave up, couldn’t get anyone to use it, so I turned it off. Now, we base most of our business and planning around it; the course gave us a new perspective on the system, and showed us how – used properly – it could create improvements. In many areas, until we went through the Help to Grow programme, we had been constantly firefighting without the time or skills to plan.

• To find out more about Fir Tree Technology, visit firtreetechnology.co.uk