How do Chartered Institutes and Trade Associations cope with Disruptive Innovation?

Chartered Institutes and Trade Associations cover thousands of sectors and trades. Here is an online directory of Professional Bodies and Trade Associations. The former serves people, primarily, the latter organisations, primarily; in both cases not exclusively. I put them together as “our representatives” for the purpose of my question. Can chartered institutes and trade associations cope with disruptive innovation? I say they can, and flourish, but like any market, there is good and bad. And it’s a gale blowing. CIM (marketing) is my professional body. UKBAA is our Trade Association, and both experience challenges and opportunities from disruptive sources such as artificial intelligence AI, internet competitors and DIY marketers. Innovation moves at breakneck speed these days, as I see first-hand at Dorset Business Angels, from the entrepreneurs and ideas we fund and review. Entrepreneurs and innovators question whether traditional organisations are fit for purpose. Can big companies survive? That’s for another discussion. My thoughts turn here to whether professional and trade bodies can cope. Issues such as GPDR – General Data Protection Regulations – are a real worry for business, and Institutes should be a place to turn to rather than just Google your problem. With innovation, moving at breakneck speed, have chartered bodies and trade associations had their day? I don’t think so, because disruptive innovation does not mean chaos, it means better problem-solving. How do our representative organisations work with disruption? What do the robots and AI have to say? Are we doomed? I’ve been a regional CIM Chair and a Trade Body Chair, plus an active, demanding customer of both. Here’re some ideas….

How we got here – charters

Charters were originally a record of land in Anglo-Saxon times. First drawn up in 670 AD granting land to the Church, subsequently to lay people. There were Congressional charters in the USA, municipal corporation charters and royal charters in Europe. The latter being the only way a company could be formed at one point. Nowadays trade bodies recognise the value of chartered status. They come under the authority of the Privy Council, who reserve charters for bodies it describes as: “eminent professional bodies or charities which have a solid record of achievement and are financially sound.” There are 900 Chartered bodies. They are the premier trade and professional organisations in the UK. Business people, Government, the public trust them to act as regulators and accreditors for their sectors. Professional people join them to stay up-to-date with the latest technical information for their industry. Members join and stay accredited by virtue of qualification and experience, and continuing professional development, CPD.

Trade Associations

There is no legislation governing trade associations and no requirement on them to be registered. Anyone can set one up. The result is a proliferation of bodies of variable quality. The Trade Association Forum estimates that there are currently as many as 3,500 trade associations in the UK. Extract from the Heseltine Report 31st October 2012, here is an extract: “The Trade Association Forum …(says) There have been various attempts to address the problems of business representation dating back to the Devlin Commission in 1972, but the issues of fragmentation and proliferation are still very much alive today. There has been little effective action to address these issues since that report.” My own experience in the equipment industry and now in the funding, finance and angel investment sectors is that you get out of trade associations, what you put in. There is a treasure trove of services to dip into, but you need to go shopping, and engage with your colleagues in the partner association. As ever, it’s all about people.

Modern Professional and Trade Associations

Effective organisations today, are lean, innovative and of limited size, or divided into smaller working units. Professional bodies and trade associations are not big organisations so can achieve the latter. In a fast changing world, they provide a vital service. At Dorset Business Angels we very much a rely upon UKBAA, UK Business Angels Association, for example to perform these key functions typical of a central trade association:

  • Speaking to Government on industry issues
  • Sharing industry best practice
  • Representing members
  • Providing networking, contact, lead and business development opportunities
  • Carrying our surveys and research
  • Acting as a catalyst and first point of contact for contact from the public and industry
  • Dealing with enquiries, complaints and ideas
  • Speaking and dealing with media
  • Running Conferences, Education and Informative events
  • Education and Training – online, classroom, centrally and regionally
  • Technical support
  • Agreeing and maintaining codes of conduct

Innovation – is renewal not destruction

Innovation, is a better solution to meet a new requirement. By definition it will shake things up, so I am never quite sure why we preface it with “disruptive”. A better engine, app, service, or product will mean another provider will suffer, go out of business, lose sales or be forced to get better. That’s what an effective market does. There was a great podcast interview recently with Marc Andreessen entrepreneur, investor, and co-founder of Netscape. His view is that the internet is only in its infancy, and we should embrace ai, robots and innovation; there are far more opportunities than problems with tech and innovation. I share this view.

Conclusion – the bad and the good are the innovative

The worst organisations demonstrate these attributes to a customer amongst others:

  • Poor service
  • Costly
  • Too many staff
  • Slow and unresponsive
  • Bureaucratic and rule bound
  • Inward focused
  • Old fashioned
  • No perceived value added
  • Backward looking

So, can chartered institutes and trade associations cope with disruptive innovation? The best chartered institutes and trade associations cope with disruptive innovation by embracing it as an opportunity and offering great, modern service to customers.  Disruptive innovation does not mean chaos, it means an opportunity for better problem solving.

Peter Eales BA Hons Chartered Marketer FCIM FIDM
Founder Director Dorset Business Angels
MD o i solutions limited


Google Forms it’s a simple survey tool to use.

Have you tried Google Forms? It’s a simple survey tool to use, here’s a step by step guide. How to create questions, the templates available. How to send and see survey results. I’ve used a number of online survey tools but not Google Forms, so took a look at it and found it easy to use. I thought it might be helpful to share my notes on how to use it. This is not a comparison or recommendation to use ahead of other survey tools, merely notes on what to do. You make your own mind up.

Starting and step by step guide

Search for

Sign in with your google email.

You can choose business, personal, education, event or whatever suits you.

Event is useful for most businesses and consultants.

Starting with a Blank Form

Name form

Describe form

Click on Untitled Question, fill in a title

e.g. Question 1

You can choose various types for example:

  • Short answer
  • Paragraph
  • Multiple choice
  • Checkboxes
  • Dropdown
  • Linear scale
  • Multiple choice grid

Google Form Multiple Choice

To the right of the form you have the control panel to design the form.

You click the “+” button to add another question for example.

The six dots in the middle of the screen enable you to move that question anywhere on the form.

The trash can enables you to delete a question.

You can use the button next to the trash can to duplicate a question, which is useful, as it can then be amended or reformatted into your final designed new question.

Options have dots next to them so you can move these too.

If you move the purple “Required” button to the right on a question, a person cannot move on until they finish the question.

Improving Form Design

To further improve design you can add titles using the TT symbol.

Images and Videos

You can add images and videos, using upload image, url or however you wish to upload the image.


You can divide the form into sections or add a section using the bottom symbol, on the right hand panel (like a big “equals”).

Colour Palette

colour palette

Click the colour palette and change the colour of your form. You can select your theme background or upload one.

Preview Function

This button is top right, next to Palette by settings. It shows what the form looks like when someone opens up the form.


When someone has completed the form they press submit. On your form under “Responses” it shows the number of responses. Each response can be seen individually. You can also see a summary.  There is also a breakdown by section.

Form Saved

Google saves the form you have made, much like most online platforms will save your last campaign template.

Send Survey

Click on the Form. Press “Send” in the top right hand corner. It can be sent to multiple emails, a link can be created for social media or there is and HTML embed code. You can limit the number of responses per person.

Video Guide – this YouTube guide is a useful help.

Peter Eales BA Hons Chartered Marketer FCIM FIDM
Founder Director Dorset Business Angels
MD o i solutions limited

Problem Solving

Problem solving in business for leaders: solve the right problem

The term problem-solving is used in many disciplines. I’m concerned and work with problem-solving in business. Specifically how to identify the root problem for a challenge in business, and then effectively go and solve it. A business leader solves problems typically by analysing , making decisions and facilitating problem-solving with a team of colleagues. Don’t solve problems yourself if someone else or others are better at doing it, as it is results that matter not recognition. Looking at tools and ideas to help with problem-solving is problematic! If you google “problem-solving” or search articles on online, there is a mass of stuff, on psychology, tech, and most areas of life, arts and science. So, my problem with how many people go about problem- solving?! Focus, lack of it. You need to solve the right problem. And let the right person solve it. Help them of course, that’s leadership. Here are ideas on problem-solving in business.

What’s the Problem?

Entrepreneurs and inventors come up with ideas and ask for support or funding. Or employees and managers ask their bosses about a problem, or to support a solution they highlight a problem. Investor colleagues and Boards I sit on will first ask the person, are you sure this is the real problem, the real issue and your solution therefore the right route to take? Too often work starts or is commissioned based upon a poor diagnosis. Peter Bregman in a 2015 Harvard Business Review article says, “Are You Trying to Solve the Wrong Problem?” Specifically, he suggests that tough, or seemingly insoluble problems may be solved by trying to reframe the problem. Asa Raskin in a blog says, understand the problem. And says, “When you are solving a difficult problem re-ask the problem so that your solution helps you learn faster. Find a faster way to fail, recover, and try again.” Idea Management Software is an excellent tool to identify, collate and choose solutions. I have spent years in this market and recommend it. A very simple Marketing Brief template here can be used to clarify exactly what work is needed for a campaign. For a Project Plan I use the BOSCAM acronymn recommended by John Cornish expert Project Planner, identifying Project, Background, Objectives, Scope, Constraints, Assumptions and Methods.

Stop Problem Solving Start Leading

In business, the objective is to solve problems. It is not to win prizes for solving problems. Entrepreneurs start off solving a problem, and need to grow a business by allowing others to solve the problems. Equally, for all but sole traders, the leadership task is to step back and facilitate problem-solving. There is a lot of problem solving literature written on the topic. For example, Michaelson, Spiegel and Markus “Stop solving your business problems” 2010, on how many leaders are proud of their problem-solving skills, but this can get in the way of allowing more widescale effective, company-wide such activity.

A Team Approach

Harness the energy of your employees. One recent large company survey cited “Workplace Collaboration Survey Finds 89% of Employees Want a More Interactive Approach to Solving Business Problems.” This was in Los Angeles this year, a company called Oblong Industries. Enthusiasm is one thing, perhaps the first step, but your staff may ask you, how do you solve problems? I was partly amused, and shocked at an article I read, entitled, “teaching business problem-solving skills.” by Keith Denton in Supervision Magazine – more here on Creating a Problem Solving Culture. He finds many people need to be taught problem-solving skills, more so than in the past, due to the over reliance on “googling problem solving”.

Some Tools to Use with Your Team

CPS – Creative Problem Solving

There is no better man than the Jeffrey Baumgartner to explain this. He is very clear. It’s not just brainstorming but a well-defined  7 step process – see here.

Problem Analysis Tree

The problem, objective and strategy tree analysis is one participatory tool of mapping out main problems, along with their causes and effects – see here

5 Whys

There are various templates for this, I like the simplest one – see here Where you keep working backwards to find the root cause. Or across a whole project you can use this.


A sequential approach, identify, gather data through to implementation but even so here are some nice templates:

Finally and Critically

There are of course problems for the leader. These don’t go away. And leadership is a lonely place. But owners, CEOs and directors, need to leave space to think and make decisions. Solve the sort of problems appropriate for the boss. Nick Hixson has an excellent video on decisions here. I will be writing more on taking control: the issue that unless you are in control of your personal life in fact all aspects of what you want to achieve, you cannot manage the business. Steve Barker’s Five Maps of adult Territory nicely describe different aspects of our life and work – here. A balanced outlook enables a considered view. Easy to say, not easy to do. As I noted earlier, the problem with problem-solving is focus. You need to solve the right problem. And let the right person solve it. Help them of course, that is leadership.

Peter Eales BA Hons Chartered Marketer FCIM FIDM
Founder Director Dorset Business Angels
MD o i solutions limited

LinkedIn image

How to Grow Connections Quickly on LinkedIn and use Sales Navigator Search

Here is a guide on how to grow connections quickly on LinkedIn and use Sales Navigator search whether you have the free or premium versions. I post every day, and write articles every week so, I checkout videos and articles on the latest changes, which I have shared them in this article. I use Twitter as my default news and chat social media site, for business. Socially Facebook is my default, and for consumer and retail customers, plus for forensic personal profiling, it is terrific. LinkedIn is the business platform. Recruiters love it, sales-people live on it too, and it is invaluable for groups, online business-thought sharing and communication.

Search 2017

The recent updates in 2017 changing Advanced Search, means search is more limited but on the free version but still powerful, and well explained on this video. What you can now do in the Free version:

In top left Search insert:

People, Groups or Job title
This brings up a list (thousands) plus on the right
Filter people by:

  • Connections 1st 2nd or 3rd degree (explained here)
  • Keywords, name, owner, company, School
  • Locations, country, town
  • Current or Past Companies or add them in
  • Industries and sectors
  • Non-profit – Board Service, Skilled Volunteering
  • Schools – actually it lists Universities and you can add them in

And then save searches, or create a search alert

Sales Navigator 2017

I have been trying out Sales Navigator. The features list is here:

And includes a very short video run-through. I won’t sell it for them, but my view is that if I were in full-time key account selling I would get it, on the basis is yields extra targeted information beyond normal search i.e. by company, it filters by company size. It asks:

Which company size do you typically target?
It asks 1-10?
And so on up to 10,000+

Sales Navigator will use your company size selections to further narrow down company recommendations. It asked me to start typing function. I chose at random Finance. I then presented 30 companies, where it said: “You have connections that can introduce you to someone at xyz”.  And against some it said there were “5 potential leads in your target functions”, and there is the ability to save these accounts.

However as a marketer, I found this inferior to Advanced Search, under the old LinkedIn version, where there was more flexibility for me to self-select and choose greater numbers. It seemed somewhat claustrophobic and predetermined for me. This is more of a salesperson’s tool. And if I am looking to build a top of the funnel engagement rather than one-to-one meets, I can still do a fair amount on Search. It depends on what you want.

How to Engage and Grow Connections Quickly on LinkedIn

To create the most possible good contacts in you market, you need a great profile. This is a great video on How to Make a Great LinkedIn Profile – 6 LinkedIn Profile Tips. And a video on your profile is also a good idea, see here.  You can now set up your company page, as described here. Once that is in place you can post articles on your areas of expertise, which is nicely explained on this recent video. Now you are ready to look at some of the LinkedIn directories for some companies, members and groups that you may want to join or follow. You will need to send invitations to connect; there is advice on this here. And a very “lively” video which you can make your own judgements on (!) but is worth a watch for some tips or as he calls them “hacks” on connecting and more on LinkedIn – see here.

I hope you found this practical guide to using LinkedIn including Sales Navigator and search helpful. I use all of the videos myself and LinkedIn is a great site whether you have the free or Premium versions. I post every day, and write articles every week so checkout the videos and articles for updates and any changes to LinkedIn which we will share with you.

Peter Eales BA Hons Chartered Marketer FCIM FIDM
Founder Director Dorset Business Angels
MD o i solutions limited

GDPR and ePrivacy Directive Essentials


The General Data Protection Regulation (GDPR) what to do now. And what the ePrivacy Directive means to you.

We work closely with Mark Gracey GDPR expert local to Bournemouth and Dorset from FLAVOURFY DIGITAL

GDPR affects everyone. All individuals, all businesses in every sector. This includes B2B. Some in B2B mistakenly believe they are exempt. This is the B2B position:

Because of the Privacy and Electronic Communications Regulations (PECR), B2B marketing does not require GDPR compliant consent, but does require the facility for the data subject to opt-out. However, the personal data itself of the individuals within those businesses is subject to all the other GDPR principles in terms of processing (such as it being lawful, transparent, secure, etc.). The only exception to these rules are sole traders who should not be considered (for data protection purposes) as businesses but private individuals.

Practical GDPR – see our easy guide below


The General Data Protection Regulation (GDPR) is a legal framework that sets guidelines for the collection and processing of personal information of individuals within the European Union (EU).

The GDPR General Data Protection Regulation becomes law on May 25th 2018. GPDR deals with the personal data of any living individual. An individual in a business is classified as personal data. Generic business data is not personal data. A sole trader is personal data.

GDPR affects everyone. All individuals, all businesses in every sector and every organisation, so if you have not acted already you need to now. Here is what GDPR is about and what to do.

GDPR Fines

€20 million or 4% of global annual turnover for the preceding financial year, whichever is the greater for the most egregious of contraventions.

What do you need to do?

  1. Appoint someone for data compliance
  2. Carry out an audit of data, systems and policies
  3. Document your approach to data protection and processing
  4. Put in place GDPR policies in your organisation
  5. Provide internal guidance and contact points for your business
  6. Train your staff
  7. Maintain compliance
  8. Keep up to date

Based on guidance from Mark Gracey from FLAVOURFY DIGITAL.

Many good practices carry forward from the Data Protection Act 1998 (DP).

As a Chartered Marketer Peter Eales supports the CIM’s Data Right Campaign and we are organising events with compliance and legal expert on GDPR Mark Gracey from FLAVOURFY DIGIGAL. We do not give specific legal advice but as a Fellow of the CIM and IDM can provide detailed information here on GDPR.  We work in the across sectors, finance, charity, B2C and B2B.

Prepare, Know GDPR.
SO, First: What’s New? – The Changes

You need to get team, and especially senior management buy-in.

Data – Key Roles and Responsibilities

Data subject means an individual who is the subject of personal data.
Data controller means … a person who (either alone or jointly or in common with other persons) determines the purposes for which and the manner in which any personal data are, or are to be, processed.
Data processor – carries out specific tasks on behalf of the data controller. You are required to maintain records of personal data and processing activities. You will have significantly more legal liability if you are responsible for a breach. NB the hundreds of staff “processing data” for instance in a bank, are not the data processors. Whilst outsource partners and icloud suppliers are data processors.

The Scope

The scope of GDPR is wider than previous legislation, in particular the Data Protection Directive 1995 and The 1998 Data Protection Act. Giving more rights to living individuals over their data and data processors regarding that data.


The Data Protection Directive 1995 and The 1998 Data Protection Act did not refer to the words  “children” and “age” at all. Not once. For GDPR, consent is now 16 years of age. GDPR does not define what a child is. Here is a helpful article on the topic by the LSE.


About your consent:

  • It must be clear
  • Demonstrate affirmative action
  • Granular consent ie consent for specific services
  • A tick box for every specific action
  • Be clear how to withdraw consent
  • Written consent must be archived
  • Aural consent is ok, but needs recording: specify exact time and details


The GDPR creates some new rights for individuals and strengthens some of the rights that currently exist under the DPA.

The GDPR provides the following rights for individuals: The right to be informed

  1. The right of access
  2. The right to rectification
  3. The right to erasure
  4. The right to restrict processing
  5. The right to data portability
  6. The right to object
  7. Rights in relation to automated decision making and profiling.


Organisation Responsibility

The GDPR will introduce a duty on all organisations to report certain types of data breach to the relevant supervisory authority, and in some cases to the individuals affected.

Processor Responsibility

Processors should report breaches to Data Controllers. A personal data breach means a breach of security leading to the destruction, loss, alteration, unauthorised disclosure of, or access to, personal data. This means that a breach is more than just losing personal data.


ICO explain this as:

The new accountability principle in Article 5(2) requires you to demonstrate that you comply with the principles and states explicitly that this is your responsibility.

How can I demonstrate that I comply?

You must:

Implement appropriate technical and organisational measures that ensure and demonstrate that you comply. This may include internal data protection policies such as staff training, internal audits of processing activities, and reviews of internal HR policies.

Maintain relevant documentation on processing activities.
Where appropriate, appoint a data protection officer.
Implement measures that meet the principles of data protection by design and data protection by default.
Measures could include:
Data minimisation;
Allowing individuals to monitor processing; and
Creating and improving security features on an ongoing basis.
Use data protection impact assessments where appropriate.

By Design – What is ‘privacy by design’?

Privacy by design is an approach to projects that promotes privacy and data protection compliance from the start. Unfortunately, these issues are often bolted on as an after-thought or ignored altogether.

Implementing the Process and Templates

For more detail on how to implement the whole GDPR process, there is an excellent guide for charities which is useful for all sectors on GDPR by Tim Turner here.

Getting into the GDPR Detail

Storing an Individual’s Data

In order to keep someone’s data or ask for it, you need to gain “consent” or have “legitimate interest”.

Legitimate Interest

Should you hold an individual person’s data, and what is a reasonable time to hold it?  Do you have a “legitimate interest?” You need to evidence why. What are the benefits for the individual? Note, that GDPR is all about the individual taking control. It’s up to the customer to decide this. If as a charity or business believes a given period of months or time makes sense, then this needs communicating and agreeing with the customer. GDPR refers to this as: “The processing is necessary for the purposes of legitimate interests pursued by the data controller or by the third party or parties to whom the data are disclosed, except where the processing is unwarranted by reason of prejudice to the rights and freedoms or legitimate interests of the data subject”. Whatever it is you want to do – wealth screening, marketing, whatever else – must be necessary. The onus is on you as a business to make a case – not prove, necessarily, but make a compelling case that your data processing is necessary.


Above we list key points on consent. Here is the definition.

Under GDPR the definition of consent has been changed to:

any freely given, specific, informed and unambiguous indication of his or her wishes by which the data subject, either by a statement or by a clear affirmative action, signifies agreement to personal data to them being processed” (Articles 4 & 32).

Duration of GDPR Consent

How long does consent last? The ICO’s consent guidance says “There is no set time limit for consent. How long it lasts will depend on the context. There will be a right to be forgotten, and have all data expunged. And a right to reach through to your suppliers who have the individual’s or individuals’ data. Consent, opt-in needs to be provable e.g. their IP address and recorded.

GDPR Consent for Specific Services

Preference centres will be a big thing i.e. exactly what list options people want to specifically opt-in to. Consent can also be offered via Privacy Policy and Cookie Policy Statements. For a useful video and templates on this visit CommuniGator

Establish Your Purposes

Write your purposes down, for example:

  1. We want to maintain a list of people who have interested in our services and events, so that we can contact them to ask them to do so again.
  2. We want to maintain a list of people who have explicitly told us that they don’t want to contact us again.
  3. We want to use (1) to research the customer and prospects financial background using public sources to work out what kind of approach to make to them.
  4. We want to use (1) to research the customer and prospects financial background, and we want to pay a company to do the research for us.
  5. We want to buy data from a third party to make sure that (2) is up to date.
  6. We want to buy data from a third party to create a list of people who have never subscribed previously with us, so that we can contact them and ask them to opt-in for the first time.
  7. We want to keep their information up to date.

Visit the Information Commissioner’s website here for a summary of what to do now, ready for The GDPR UK which will apply in the UK from 25 May 2018.

Some Practical Steps to Implement GPDR in your Business

With one charity we work with we are doing the following:

  • First ask, should you hold an individual person’s data, and what is a reasonable time to hold it?  Do you have a “legitimate interest?” You need to evidence why. What are the benefits for the individual? Note, that GDPR is all about the individual taking control. It’s up to the customer to decide this. If as a charity or business a given period of months or time makes sense, then this needs communicating and agreeing with the customer.
  • Consent. How are you going to contact the individuals? Write or email to the person. Consent must be clear and distinguishable from other matters and provided in an intelligible and easily accessible form, using clear and plain language. It must be as easy to withdraw consent as it is to give it.​ Adults must be over 16 years of age. Special categories of data – race, health, genetic require explicit consent.
  • Be clear about how their data is stored and used: be transparent, so the customer feels in control. They have a right to be forgotten.
  • Don’t pressure people. Intelligent use of social media can complement the email or letter. But not persistent emails and letters.
  • You need consent, a positive “yes” I want to remain on your database for a reasonable period of time.
  • Mandatory appointment of a Data Protection Officer. Other roles, Data Controller plus Data Processors have responsibilities handling data, though less onerous in companies under 250 people.
  • As with the Data Protection Act and policies, GDPR again requires you to be clear where data comes from and is then stored.  A data life-cycle understanding is important: be clear what data you really need, when and for how long. And a clear awareness among staff of policy and processes to ensure compliance.


An updated data protection toolkit for SMEs from the ICO website, including a new element focussed on getting ready for GDPR. The checklist can help organisations’ assess their progress in preparing for GDPR.

It includes:

Data Protection Assurance

Step 1: Data protection policy, responsibility and training

1.1 Policy – Your business has established an appropriate data protection policy.
1.2 Management responsibility Your business has nominated a data protection lead.
1.3 Training and awareness – Your business provides data protection awareness training for all staff.

Step 2: Registration, privacy notices and subject access

2.1 Registration
2.2 Privacy notices – Your business has made privacy notices readily available to individuals.
2.3 Responding to subject access requests – Your business has established a process to recognise and respond to individuals’ requests to access their personal data.

Step 3: Data quality, accuracy and retention

3.1 Data quality and accuracy – Your business has established processes to ensure personal data is of sufficient quality to make decisions about individuals.
3.2 Retention and disposal – Your business has established a process to routinely dispose of personal data that is no longer required in line with agreed timescales.

Step 4: Security

4.1 Security policy – Your business has established an information security policy supported by appropriate security measures.
4.2 Outsourcing
Your business ensures an adequate level of protection for any personal data processed by others on your behalf or transferred outside the European Economic Area.

Step 5: Privacy impact assessments

Your business has established a process to ensure new projects or initiatives are privacy-proofed at the planning stage.

Background to the GDPR and what the ePrivacy Directive means for your Business

ICO Commissioner

Here is an excellent introduction from the ICO –  Information Commissioner, Elizabeth Denham, who recently,  talked about how GDPR is an issue for the boardroom – view it here. So in order to achieve what she and the ICO suggest, how can you cope with GDPR and ePrivacy digital data regulation? Give customers and prospects great value, be lawful and gain consent for specific purposes. You can be commercial and apply common-sense, for a win-win.

The GDPR and e-privacy directive are linked

The General Data Protection Regulation (GDPR) and ePrivacy regulations need to be considered together because they are linked. The General Data Protection Regulation (GDPR) (Regulation (EU) 2016/679) is a regulation by which the European Parliament, the European Council and the European Commission intend to strengthen and unify data protection for all individuals within the European Union (EU).

The ePrivacy Directive

The ePrivacy Directive and the General Data Protection Regulation provide the legal framework to ensure digital privacy for EU citizens. The European Commission has reviewed the Directive to align it with the new data protection rules.

When you access the web, you often entrust vital personal information, such as your name, address, and credit card number, to your Internet Service Provider and to the website you are using. What happens to this data? Could it fall into the wrong hands? What rights do you have with regards to your personal information?

Common EU rules have been established to ensure that personal data enjoy a high standard of protection everywhere in the EU. Currently, the two main pillars of the data protection legal framework in the EU are the ePrivacy Directive (Directive on Privacy and Electronic communications), and the General Data Protection Regulation, adopted in May 2016.

The ePrivacy Directive builds on the EU telecoms and data protection frameworks to ensure that all communications over public networks maintain respect for fundamental rights, in particular a high level of data protection and of privacy, regardless of the technology used.

On 10 January 2017, the European Commission adopted a proposal for a Regulation on Privacy and Electronic Communications to replace the 2009 Directive.

GDPR Six Principles

You can read them on the Information Commissioner website here.

They are found in Article 5 of the GDPR and say that personal data shall be:

(I summarise key points here, see link for full transcript)

(a) lawfully and transparent manner in relation to individuals

(b) collect for specified, explicit and legitimate

(c) adequate, relevant and limited to what is necessary…to the purposes

(d) accurate and, where necessary, kept up to date

(e) kept … data …no longer than is necessary

(f) appropriate security of the personal data… protection against unauthorised or unlawful processing and against accidental loss, destruction, or damage

Article 5(2) requires that

“the controller shall be responsible for, and be able to demonstrate, compliance with the principles.”

NB “data controller” means a person who (either alone or jointly or in common with other persons) determines the purposes for which and the manner in which any personal data are, or are to be processed


Data collection must be deemed as lawful. To do so it needs to pass one of six tests, you need to ideally prioritise in the following order:

  1. Consent for specific purposes
  2. Contractual necessity
  3. Controller’s legitimate interests
  4. Controller bound by legal obligation
  5. Protect vital interests
  6. Public interest, official duty

Some Issues From ePrivacy and Social Media

One of the reasons GDPR and ePrivacy are interlinked is that online platforms such as social media sites hold email and other personal data. For example, if you think of wi-fi access. You are often asked to tick a box. This box has terms and conditions which in future may be unlawful because ePrivacy says consent must be unbundled. Suppliers of services cannot offer one services bundled with another. In the end it is all about clear consent, as this ICO GDPR Consultation consent guidance articulates.

Key Practical Issues for Businesses

Most businesses are not large. Bigger organisations have legal, compliance and marketing experts. Smaller ones don’t have the resources or time to devote to cope with GDPR and ePrivacy digital data regulation. So what are the key issues to consider? I would suggest:

  • B2B marketing remains opt-out IMPORTANT – however a sole trader and some partnerships require opt-in, many of whom are on lists or are marketed to by “B2B” companies. See the ICO guide, page 34 point 127 here. 
  • B2C marketing remains opt-in
  • There is stricter consent and higher fines
  • Make sure you know where data comes from, and is stored: keep good files and systems.
  • Allocate clear responsibility to data processing
  • Consent from people is well described by CIM Course Director @iCompli Duncan Smith as the “Four Pillars of Consent” here:-
    • control – they can manage it i.e. the subscriber
    • transparent – clearly informed ie for the subscriber
    • notification – express my wishes how and when as a subscriber
    • verifiable – proof of consent for that subscriber

How can you cope with GDPR and ePrivacy digital data regulation? Give customers and prospects great value, be lawful and gain consent for specific purposes. You can be commercial and apply common-sense, for a win-win. There are good chartered marketers to help and compliance experts, call and we can help if you are worried.

Sources and Helpful Sites

Information Commissioner’s Office – you can subscribe to their newsletter site
EU Privacy Directive – here
GDPR – Wikipedia as ever is very good on this here
Mark Gracey GDPR expert local to Bournemouth and Dorset from FLAVOURFY DIGITAL
CIM Course Director Duncan Smith
Our trusted compliance expert is Leon Thompson 

Peter Eales BA Hons Chartered Marketer FCIM FIDM
Founder Director Dorset Business Angels
MD o i solutions limited

Miles Davis

So What? Is there a Problem?

Oliviero Toscani Sky Arts Master of Photographer Judge and photographic supreme, demanded of a contestant: “So what?” He wanted to know if the contestant produced a picture, so what? I suggest with any product, idea, service, or solution we ask ourselves,”so what? Is there a problem? Does it offer the customer a great solution? If not, don’t bother”. Miles Davis a musical hero of mine and millions of others produced a magical piece called “So What” see here. In a recent interview Herbie Hancock, who played with him, said, Miles insisted that his band members produce something new, and memorable each time they played. Both Miles and Oliviero when seen on TV interviews, display almost cruel demands of work colleagues. I’m sure they and we all, prefer a friendly team, but, I think it is a great idea to stop and think before we produce any piece of work and think, “so what, what’s the purpose”.

Marketing Brief

It is not dissimilar to good project planning. And the need in marketing and campaign planning usually starts with a good brief. Impatient clients and bosses, creative colleagues may find this frustrating but it saves a lot of heartache further down the line. The problem being what is one person’s head, may very different, from what is in another person’s head. At o i solutions we use this Marketing Brief.

Connecting with People

As any project manager with tell you, most projects fail because of people, often a particular person! So engaging with people is critical as I suggest here in another article.

Have an Opinion and showing Leadership

Similarly with marketing content give an opinion when appropriate. In business, problem-solving and addressing risks and opportunities means asking “so what” and giving a view, making decisions and suggesting options.

The “So What Test”

Why wait for someone else to suggest it is “this” or “that way”?  Just remember, ask “So what? Is there a problem? Does it offer the customer a great solution, if not, don’t bother.” So, be brave enough to not bother if what seemed a great idea at 2 a.m. in the middle of the night, in the cold light of day, doesn’t pass the “So What Test”. I would suggest you need to have answers to the following:

  • Is there actually a problem?
  • Do you have a cogent solution?
  • As Professor Malcolm McDonald stresses:
    • Create a Financially Qualified Value Proposition
    • Do this by assessing all your capabilities ie your skills, resources and assets
    • Then look at your customer or prospect’s weaknesses or gaps you can satisfy with your capabilities ie overlap one versus the other
  • Do you have a market? Have you sized this? Remember I am referring to ideas, campaigns, products and solutions very generically here, not just funding a business per se
  • Do you have people to do the work on this project however small or large it is?
  • Do you have the funds?
  • Have you written down a plan, in total, a short summary, financials if required?
  • Do you have a short elevator pitch and USPs?

I am always looking for new guides and videos in this area, here is our oi solutions funding page which we updated constantly. I point people to the UKBAA website here, and our DBA resources page here. Plus Dorset Growth Hub here. Good luck!

Peter Eales BA Hons Chartered Marketer FCIM FIDM
Founder Director Dorset Business Angels
MD o i solutions limited

children playing

What made you who you are?

Nature of nurture, was it in your genes, to be who you are, or has your life and your decisions made you who you are? A study by Lindquist Sol and Praag found, as they cited “that parental entrepreneurship increases the probability of children’s entrepreneurship by about 60%.” Richard Branson, however may have been the product in part of nurture and part nature as he was in effect taught lessons in entrepreneurship. He explains in this article the most important lesson he learned from his mother — and it included being pushed out of the car at  the age of 6. A great brand, a successful person, both have a confident story. What made you who you are, and why is this important? I was watching Sky Arts Master of Photography when contestants to be best 2017 photographer were challenged to take biographical photographs. Most of them found it very difficult. The judges told contestants they needed to come to terms with “what made you who you are?” Is this challenge just artistic waffle or is it something worth pondering? I would suggest it’s important. It’s a question of personal awareness, confidence to communicate this or if you like personal branding, and here is why.

Self Awareness

How good are you? At everything you do, relationship building, achieving your life ambitions, and what do people think of you? What do people think of you? Many of us would be scared to ask, or may think these questions rather odd. But, I would suggest, it is worth knowing and the good thing is we are capable of understanding. Unlike animals we can self-reflect, (and that enables us to improve).  There is a nice blog on the topic, written by Gary van Warmerdam where he writes, it’s key to have “a clear perception of your personality, including strengths, weaknesses, thoughts, beliefs, motivation, and emotions.” Humans are sentient beings, with the ability to think. The English Philosopher John Locke (1632–1704), said mankind is “a thinking, intelligent being, that has reason and reflection, and can consider itself as itself, the same thinking thing, in different times and places.” Whilst valuable to understand the philosophy of self-awareness, including for example Buddhism (here’s a good article from Pschyhology Today), which offers some very helpful advice, I’ll the focus here on personal and business branding.

A Personal Plan

So, what made you who you are, for successful people may be a mixture of genes and luck but also taking chances and an element of planning. Branding is an enticing topic, it always attracts good numbers to marketing events. Because it tells stories about how to bring alive products with advertising, music, social media, funny stories, images, sex and so on….But for business and for personal brand planning you need a great brief, a sound plan. A marketing plan which follows a similar format to a business plan is formatted on our Mind Map template for you here. Whether you are thinking about your dreams or plans for yourself or your business – and they might be synonymous, the mind map takes you through some key items including:

  • Your vision and purpose
  • Elevator pitch
  • What is unique – your USPs
  • Your marketing
  • Budgeting and scheduling

And in terms of a personal guide, here is an excellent tool to navigate through different times and challenges in your life, The Five Maps of Adult Territory.


Just as with a business a regular self-audit is essential. See what the internet thinks of you, such as simply to google your name, as this Forbes Article on Personal Branding recommends. Here are some other ideas for your self-audit:

  • Your goals and objectives, any changes? Based on situation, opportunities, performance and ambitions
  • Your relationships with friends, family, prospects and customers – has each one improved or deteriorated?
  • Communication and appearance – what messages do people get from what comes from you?
  • Your diary, habits and lifestyle – sometimes you pick up patterns good and bad outside of goals and objectives
  • Processes – how you organise your life, from fitness, to apps on mobiles, or well-being and happiness

The Truth

So, what made you and me? Thanks mum and dad…partly. Success, failures, and some planning on the hoof. I’m not suggesting most of us would embark upon life or even chapters of our life as a grand plan. But successful people do constantly set goals and learn from failure as much as successes. I am fascinated and consoled by frank and helpful articles on failure. Nick Hixson is excellent here in this video on failure, explaining how much we learn.  And handling failure in sport is also critical: this is a good article. A great brand, a successful person, both have a confident story. If we can develop our self-awareness and control our lives, it makes for more success and happiness in my view. And enables us to understand what made you who you are, and why is this important.

Peter Eales BA Hons Chartered Marketer FCIM FIDM
Founder Director Dorset Business Angels
MD o i solutions limited

Cunning Plan

Have a Cunning Plan that’s your best Strategy

My tennis coach gave me a great tip. “Target where you will hit the ball.” So even before the opponent hits it, I have an option. I may change it, but it gives me a start on my opponent. Similarly, the best businessman I ever worked with, he was MD, used to ask me before a customer appointment: “Peter, what’s our plan, our strategy?” I used to think he was slightly neurotic, initially. The more I worked with him, and saw the millions he made (!), the more I realised, this was not just good practice: it was essential. What he was doing was what I now do as a matter of practice in business and every aspect of my life. I recommend it to you. It is this. For every challenge, review the opportunities and risks. Have a cunning plan, an option available, that’s your best strategy; take control, make decisions. The absence of a plan (a cunning plan!) leaves you reactive and open to other peoples’ decisions. Nick Hixson who I work with writes some terrific pieces and does videos on decisions. All effective, positive business people understand, the need to be constantly making decisions. Moving forward, not reacting to stuff, whenever possible, but controlling things.

The Impatient Busy Person’s Strategy Kit

This is not an academic treatise. Here is my personal strategy planner, for sport, work, or home:

  1. Use a notebook or Online Notebook such as Evernote, OneNote or even iCloud Contacts. I use OneNote
  2. Look at your objective for your forthcoming challenge, meeting, or situation. What is it? Be clear. In short be SMART.
  3. Review the situation, any previous experience of the people, organisation, opportunities and risks.
  4. Decide on five key strategies. Any more I find I will forget. Keep it simple. Write these down.
  5. Afterwards, I always record what happened. Success or failure. I am perhaps a little weird, seeing life as a  win/lose in many aspects.

Isn’t this what everyone does?

You may think, isn’t this what happens in any meeting? An agenda with action points? Possibly, but I would suggest the differences are:

  • a strategy is a very specific, forensic, time-bound activity linking past, present and future, you, others and the environment
  • meetings are often passive, lack energy and focus
  • frankly the success of this will be in the implementation, it’s up to you
  • there is also a difference between a plan, which maps out activities, and the dynamism of a strategy moving from now to implementation

So, for every challenge, review the opportunities and risks. Have a cunning plan, an option available, that’s your best strategy; take control, make decisions. Good luck!

Peter Eales BA Hons Chartered Marketer FCIM FIDM
Founder Director Dorset Business Angels
MD o i solutions limited

Peter's balls

What do Business Angels do and why are they called Angels?

What do Business Angels do and why are they called Angels? It’s someone who puts his or her money into a venture in return usually for equity. The term angel originated in the Broadway Theatre, from the financial supporters of productions. I was one of the founder directors of Dorset Business Angels (DBA), supporting Steve Berry our founding Chairman in 2012/13. We are part of UK Business Angels Association UKBAA The UK Business Angels Association (UKBAA) is the national trade association representing angel and early stage investment. I have raised money from business angels, pitching for funds. I have also invested in businesses as a business angel. Dorset Business Angels has won awards from UKBAA as Best New Angel Network 2013. We raise hundreds of thousands of pounds for new businesses. We run investors’ dinner pitch events quarterly and Angel Conferences in Bournemouth every two years.

What do Angels Do?

A business angel is typically a successful entrepreneur or professional who puts their own money into a startup or early revenue business in return for equity. They are normally used to handling the commercial challenges which the younger businesses are likely to experience. There are now two types of investor. These are defined by the Financial Conduct Authority (FCA), the financial regulatory body in the United Kingdom, but operates independently of the UK government. High Net Worth (HNW) investors and Sophisticated investors. Both categories of investor are described on our DBA About Us page.

The Process – before our event

Entrepreneurs and people with ideas submit them to DBA. We select the most viable and then these pitch at our Investors’ Dinner pitch events. We are not a training, pitch preparation or business development organisation. We have some excellent partners we point young businesses to for help such as Dorset Growth Hub, Silicon South and the Economic Development Managers in the local Councils.

What Angels Look For

At one of our events or any angel event, typically angels tend to invest in areas where they have expertise. So, an angel with a background in maritime engineering for example would be more comfortable looking for investments in this sector. Similarly, an investor with expertise in Software as a Service SaaS would focus on this. It is not always the case. Here is a nice video. The Top 3 Qualities Angel Investors Look for in Entrepreneurs. Ryan Scott is Founder & CEO of Causecast. What do I look for in an entrepreneur? He is looking for three things.  1. A business that is a game-changer 2. Persistence 3. Focus on mission not mechanics. If you come to one of our events, you see a mixture of this reflected with the investors. Sure, they want a great idea, they want Intellectual Property ideally but, what is critical is a great management team, and fundamentally a driving leader.

Why Successful Angel Investing Is Fun

The investors await

After businesses have given their presentation pitch, at DBA, our Chairman Don McQueen chairs a discussion with investors to see what people think. This is critical. Why?

  • open discussion allows investors to better understand the opportunity
  • experts on the sector can provide insights into the opportunities and risks
  • people can give views such as:
    • quality of the leader
    • quality of the idea
    • competitors in the field
    • financial robustness of the proposition
    • is it a good deal!! ROI is critical….
    • does the pitch stand up? is it truthful? factual?

Just a few of the points the come out in this fascinating session. After which it is about, “is anyone interested in looking further into this business?”

After Events and Due Diligence

At DBA we circulate information on presentations online, via social media and through our new Newsletter. For investors keen on pursuing interest in businesses, the story has only just begun. Don McQueen, our Chairman will run through this at our October  27th Conference this year.

Don 400

This includes:

  • Non-Disclosure Agreements NDAs
  • Company Valuation
  • Investment levels – what is being invested for what equity
  • Any board roles for investors
  • Any changes to management team agreed
  • The business plan – any issues, financial, IP, marketing and so on

Serious Fun

So, when asked, What do Business Angels do and why are they called Angels? Colleagues in the professional services get nervous if I include in my reply anything about angel investing “being fun”, because they are so used to working in a regulated environment. Well, so am I, and so are we. However, you will note, that we preface our reference to “fun”, with the word, “successful” because, it all about carrying out appropriate, well thought through activities. If you don’t, you cannot be effective.  Because as a business angel is someone who puts his or her money into a venture in return usually for equity, they go about their work as DBA do in a systematic way. But that is still fun!

Peter Eales BA Hons Chartered Marketer FCIM FIDM
Founder Director Dorset Business Angels
MD o i solutions limited

Dorset Growth Hub

Always have a Plan

Always have a plan, with your vision, objectives, purpose, market analysis, risks, opportunities, strategies, marketing, financials, schedule and measures. Baldrick always had a cunning plan. We laughed at him but, part of the love for the character was, that everyone is always dreaming. “I have a dream”, said Martin Luther King. And everyone does. Cavemen had to have a plan everyday, or perish. Even if it was just a simple one on where to hunt. So, why should you always have a plan? How would I know? Well, I realised this through repeated experiences of fundraising, product launches, brand creation, new campaigns and running projects for the last last few decades. I will give you an example from an excellent event last week. At Dorset Growth Hub’s excellent SME Competitiveness Event in June 2017, Nick Gregory Investment Growth Specialist (pictured above), chaired our Access To Finance discussion group. Our chief finding in our discussion was: “you should always have a plan”, because whatever form of finance you are looking for, whatever state the business is in, you need to be reviewing, be prepared, for your own good, and for that of employees in order to manage risk and to take opportunities.

Who Wants a see Your Plan?

Sources of Investment

Just about everybody, wants a plan. By a plan I mean an explanation of your situation and future intentions – more shortly on this. And by “everybody”, this does mean most people. Most importantly you gain personally by clarifying your own thoughts. Let’s make it a bit more interesting, and fun and list potential readers of your plan through the lifetime of a business. Of course nobody’s life if the same. No business is the same. Here are potential interested parties in your story:

  • YOU
  • You husband, wife, or partner
  • Children, parents and family
  • Your wider team, your salesmen, your staff
  • Your boss, supervisor, manager, director, the business owner
  • Your implementation project teams such as marketers, financers, IT, HR, logistics teams etc. for specific elements of you plans
  • Your suppliers
  • Your franchisees, or distributors, or retailers – i.e. your distribution chain
  • Funders as the business grows (see simplified image above) including
    • Family and Friends
    • Angels
    • Super Angels
    • Crowdfunding
    • Venture Capitalist
    • Government and European Grants
    • Asset and Lease Finance
    • Factor, Invoicing discounting Finance
    • As revenue grows debt and bank finance

What’s in Your Plan

So, if it’s a good idea to always have a plan, with your vision, objectives, purpose, market analysis, risks, opportunities, strategies, marketing, financials, schedule and measures. What are the essential elements people ask for?

  • a one page summary of the plan – an example if found here on Dorset Business Angels website page
  • a short video here on what to include in a business plan
  • templates for business plans from the GOV.UK website
  • tips on how to pitch from Dorset Business Angels
  • a marketing plan mind-map from o i solutions


And perhaps most important, it’s about connecting and engaging with people, in order to complete the story. It’s about people in that nothing works if you aren’t motivated, or if you fail to win people over to your idea. You and I need to believe in our work, our projects to be able to enthuse colleagues. Then with your plan, with your vision, objectives, purpose, market analysis, risks, opportunities, strategies, marketing, financials, schedule and measures, the cunning plan can come together.

Peter Eales BA Hons Chartered Marketer FCIM FIDM
Founder Director Dorset Business Angels
MD o i solutions limited