Business Planning and Development

Sadly and unexpectedly, Albert Humphrey passed away in October of 2005. Albert Humphrey (known to many as Humph) was part of the original team performing the R&D work done at Stanford Research Institute which produced the "Stakeholders Concept and SWOT Analysis".

More recently, Humph was the Chairman of Business Planning and Development.

 Albert Humphrey of BPD

The Company

Business Planning and Development
Team Action Management® Reg. No. 1,064,130

Areas of Speciality:

Management Training ; Acquisition & Mergers; Business Development; Finance for new ventures, Development projects, MBO´s and LBO´s and MBI´s; Recruitment of senior people.

What we do:

Share price enhancement using client´s own staff. We guarantee share price uplift . Profit improvement or productivity improvement situations can be handled for the client on a fee guaranteed basis.

A complete "Business Development Programme" designed to correct under performing companies who may be under financial pressures or to speed up the growth of highly successful companies where higher price earning multiples are desired.

Unique Success Key

Success results from a unique key- a Team Approach to get management commitment and agreement on what needs to be done. We use Team Action Management (TAM®) as the key to corporate development and problem solving which cuts through the loss of time in persuading and manipulating employees to get the right things done on time.

Team Action Management is a group discipline which makes possible the transformation of a group of people from a discussion group into a working party where the group as a whole operates at about the same speed as the individual could with out loss of individual creative resources and talents. Total understanding gets through to each manager responsible for obtaining results.

Assignments

An assignment consists of achieving specific goals and objectives with in a specified period of time. During this period we assume responsibility for development and operations improvement activities. We supervise the work of solving immediate problems and if desired, to create a permanent short and long term planning and budgeting system which will sustain effective growth. The pre-agreed, targeted results are measurable and can be guaranteed because we use TAM®. We believe every company should offer their management the opportunity to learn and use TAM® as a new management tool kit.

Team Action Management (TAM®)

The Team Action Management toolkit enhances company understanding and improves the overall company performance. It will revitalise any "continuous improvement programme" or other special (supply chain management, balanced scorecard, or total quality management) programmes the company might already have in place. It makes possible understanding of feelings, motivations and human nature. It combines top down and bottom up communication and creates respect for leadership. It defines the problem, takes responsibility, agrees the solution, implements the solution and tracks performance and teaches the team to work together all at the same time. We can teach the process using a the actual management team, working on a real issue, to get a real result while learning "on-the-job" .. in short the TAM skill can be acquired and paid for by the results achieved. We demonstrate, use, and teach this method, on-the-job, to achieve actual objectives to a specified timetable, and to demonstrate how future problems can be tackled by building a common point of view, and by getting agreement and commitment to making required changes.

Four courses are offered to teach essential forward looking skills to reinforce success and build foundations for business and organisation development.

FIN-1) Finance and Accounting. The manager learns how to make financial pro-formas; to understand financial jargon; to cope with financial planning, budgeting; and to make investment decisions effecting the development of his part of the business.

ORG-1) Organisation Theory and Design. The manager learns all the tricks to:

  1. Design an organisation structure
  2. evolve the right structure for his own organisation
  3. and to forecast future structural changes that will be required.
He is given a background in organisation theory and some history of management systems.

EST-1) Estimating and Forecasting. The manager learns how to use the Gompertz "S" Curve for forecasting, along with standard learning curves in setting costs and price etimates, man-hour estimates, product sales forecasts and industry price levels. He learns how to make cost/ benefit forecasts and to layout simple business plans and budgets based on action programmes summaries.

TAM-1) Team Action Management: The manager learns how to manage and control teams of people to obtain quick agreement and commitment to making changes which will improve the performance of the organisation. There are specific steps, events, and forms which are learnt and applied. The process can be repeated and reliably produces the desired results.

These are one or two-day courses, which can be held at anytime, even on weekends to make it easy to get attendance of the appropriate people. You can use company premises. You decide the class room size and those you want trained. The courses combine lectures and syndicate work.

We have been working in the field of management and business development for over thirty years and are expert in the field of making and controlling change, teamwork and team building.

Theory

Team Action Management (TAM®) is the only system specifically engineered to speed up the process of initiating and controlling change within an organisation. It is a straightforward procedure to improve the use of time in setting targets, objectives and controlling results to schedules and budgets. It is a unique approach for diagnosing problems and prescribing remedies which carry the conviction and commitments of those who will be involved in actually obtaining results. This is made possible by systematically breaking down inter-personal barriers, eliminating perceptions of unfairness and threat, gathering relevant information and making it possible to use the full brain power of those working together as a "team".

Practice- Steps of the Process

1) The objectives desired are defined by an executive of the organisation, and the appropriate team leader and team members are co-opted.

2) Conduct a Team Preparation training session.

  1. Explain the TAM® process-background and logic
  2. Instruct on writing planning issues
  3. Plan- timing- venue- and supporting facilities.
  4. Train team in company management accounts and base business projection

3) Conduct two-five day workshop which follows an exact step by step agenda that makes it possible for the team to decide what needs to be done, who will do it, and how they will go about getting it done, and resulting financial statements

4) Implement the plan and get results specified

Albert S Humphrey
Background & Experience

Albert S Humphrey, is listed in Who´s Who in the World, Debrett´s People of Today, Who´s Who in the City and the Directory of Directors. He will be listed in Who´s Who in Science and Engineering 7th Edition 2003 – 2004.

He is on the Board of 5 companies and has been consultant to over 100 companies in the UK, USA, Mexico, France, Switzerland, Germany, Norway and Denmark. He was responsible for the "International Executive Seminar in Business Planning" for Stanford Research Institute and is currently the Director European Operation for the National Bureau of Certified Consultants in the USA. He graduated from the University of Illinois BS Chemical Engineering, took a Master´s degree at M.I.T in Chemical Engineering and at Harvard was awarded a Master´s Degree in Business Administration.

He first worked for Standard Oil of New Jersey´s Technical Service Division optimising Catalytic Cracking Operations at the Bayway Refinery. He was a LCDR in the US Navy serving first in WWII and again in Korea. At the US Army´s Chemical Warfare, Washington DC under General Bulline, he worked on the procurement of Gas Masks, and G (Nerve) Gas produced in Tennessee USA.

He was on the design team for the first jet airplane at Boeing (the Dash 80) and later was responsible for the business planning which supported Boeing´s investment in the 727 programme and the ground effect machine which became known as the Hovercraft operating between Britain and France. He, with Dr Shep Wolski, built the solid state physical research laboratory in Boston for PR Mallory and developed the first alkaline battery –Duracell.

He has written articles on management and developed a unique group decision making project planning system, Team Action Management (TAM®) which makes possible the practical use of a team to accelerate business development work

At SRI, he with 4 others created the "International Executive Seminar in Long Range Planning". His team method for planning created SWOT and was used by W.H. Smith and Sons plc from 1970 through 1987 to develop their annual budget at the same time their long range planning programme. This was the first such programme to involve all their employees in business planning, a precursor to “Investors in People”. His work at SRI produced the "Stakeholders Concept" which was recently recited by Tony Blair.

His planning process was based on the "retraceable logic exhibited by the human Being" published by Dr Otis J Benepee. It was first called Participative Planning to emphasis the team planning aspect of the process and then Team Action Management (TAM®) to emphasis the results aspect achievable using the process.

TAM® was used to effect the merger of CWS and JW French and the subsequent sale of this merger to Spillers all within a period of 9 months under the direction of John Massarella. It was also used to effect the successful merger of J Lyons and Tetley Tea.

In Scotland with James Kelso as team leader, the team prevented the closure of the Roche fine chemicals plant and instead created what is today the worlds largest vitamin C production facility in the world.

He coached the turn-round of Rist´s Wires and Cables Ltd becoming the worlds leading automotive cable manufacturing operation in Lucas plc.

He created "Crown Suppliers" from PSA Supplies later destroyed by Margaret Thatcher.

David Carr used Humphrey to launch what is today the largest paint and painting systems supplier to Britain´s Auto Industry.

Chauffeur Plan Ltd, an insurance company stricken by the Government´s passing of a law stopping the legality of insuring against the loss of driving license due to drunken driving, used him to successfully diversify the company .

It was used to prevent the liquidation of Thomas Waide and Sons in Leeds and Norflex Ltd in Horncastle. Instead of the liquidation of Norflex with Humphrey, acting as the TAM facilitator, Norflex was sold by Richard Beck to Polypipe for over 3 million pounds.

He was responsible for creating the Executive Nurses Network under the Chairmanship of Maureen Lahiff.

Working for Don Sanderson TAM was used to create the "Food Security Group" starting with Anglia Canners (3 million in sales) rising to a consolidated group sales of about 0.8 billion pounds.

He has used TAM as a means for increasing the share prices of companies who have under performed and whose shares had fallen. In the case Wensum plc, TAM was used to build the share price from 30p to over 145p in 18 months.

He has been sponsored by both Cranfield and the British Institute of Management to give seminars in Business Development. He was the principal speaker at the Manufacturing Management Master Class Seminar in Barcelona January 2001 and again in Madrid in February 2001.

Humph will be greatly missed by all that knew him and whose lives he touched.