How Technology is Revolutionising the Children’s Activities Industry


By Nikki Th’ng, Co-Founder at ClassForKids (

Technology has a central role to play in the children’s activities sector today and by the very nature of the club-to-parent relationship, managing day to day communications alone an be a time-intensive battle in itself.  Although technology in general is perceived well across the children’s activity industry, its use is still quite fragmented and in many cases is yet to be fully integrated across the different business functions, whether that is managing bookings, taking payments, invoicing and finance, sales, operations, or communications with parents as a prime target customer. 

Technology can play a key role in boosting productivity and customer service and that is sometimes overlooked.  For instance, children’s clubs and activity organisers are usually happy to introduce more efficient ways to advertise their services and to take bookings; most of them have a website and social media accounts and some even take bookings directly via social media channels. But often, clubs are still left manually dealing with enquiries and recording data on archaic spreadsheets or even older systems.

If it ain’t broke…

When it comes to communicating with customers many providers in this sector have moved away from the paper printouts that found themselves lost in kids’ PE bags, and now prefer to share updates via email newsletters and social media. Some even send mass communications via bulk SMS providers, but very few messaging platforms are connected to club registers or their CRM systems.

Payment technology has also moved on in many ways today, although is by no means standardised, which often leaves parents uncertain about how to confirm their bookings. Many clubs will still take cash and cheques, with others insisting on bank transfers.  Some take card payments over the phone, and many now use online payment platforms like Stripe and PayPal. The next evolution of businesses are going one step further, connecting bookings and payments to an integrated management system, allowing them to manage bookings and payments, customer details and registers, communications, and finances all in one place.

When it comes to embracing new technologies, the truth is, in the children’s activity there’s still a strong sense that ‘if it ain’t broke, don’t fix it.’ Whilst this may be true in some cases, the reality is that things are a bit ‘broken’. This industry is still maturing and we don’t have to look back very far to remember its roots; the after-school clubs and evening sessions in community centres, run by mums and dads volunteering their time, with parents dropping a few pound coins into the collection tin.

Innovation drives customer behaviour

Things have most definitely moved on. These clubs are now businesses, catering for increasingly time-poor parents and their expectations of service are changing accordingly. Their customers (parents) have already moved on, and are using technology on a daily basis to book any number of other experiences, services, and products through their mobile devices. Innovation drives customer behaviour, which ultimately drives industry change. Think about Uber and the taxi industry – they used geo-location and mobile payments technologies to drive customer expectations of service, which has eventually resulted in an entire industry shifting its operations and business model.

The children’s activity market is going through a similar change, with parents’ expectations currently in flux. The cashless society has firmly arrived, and parents are frustrated when bookings, payments, and communications aren’t slick and connected.  As competition for the parent-pound increases clubs and organisers need more time to focus on delivering excellent classes that kids love, technology starts to play an important role.

Communicating en-mass

Paperwork is absolutely the biggest issue for this sector, juggling enquiries; new bookings, invoices, and chasing outstanding payments etc. can easily occupy 12 hours per week even for smaller businesses. Automation in bookings and online payment technologies such as PayPal, Apple pay and Android pay, are making the move away from cash increasingly simple for consumers and businesses alike.

Being able to communicate with groups of customers, both targeted and en-masse is a big technology draw. It’s still common for children’s activities to have a last minute change of venue, or for outdoor sports to cancel due to adverse weather. Without the ability to communicate to customers and feel confident that they’ve got the message it’s difficult to deliver a first class service.  The ability to connect data together and automate processes is also having a huge impact on the time spent completing admin.

Technology is making big changes in this sector, but here are five top ways that technology is changing the children’s activities industry today:

1.    The mobile revolution = a gateway to new business

The popularity of sites like Facebook and Instagram have made it much easier for kids activity clubs to connect and engage with parents on mobile, through photo, video, and blog content. Keeping parents updated with what’s going on has never been easier, and by giving parents a space to comment, like, share, and become involved in the conversation, they are extending the reach of the club into new networks and customers previously hidden to them.

2.    Online Payments = safer and more efficient accounting

For the first time in history, in 2017/18 the UK economy recorded more ‘cashless’ payments than payments using coins and notes. This move away from cash is forcing small businesses to reconsider the methods of payment they should accept. Adding momentum is the increasingly affordable range of technologies making this possible, from mobile and online banking, Apple and Android pay, to online payment processors like Stripe and PayPal, it’s become a sign of bad business to insist on cash payment. For clubs, this means safer business.

3. Software as a service = extra revenue streams

The cloud-software boom has seen thousands of previously impossible services now available to businesses. Sales and CRM systems like Pipedrive and Salesforce and online shops like eBay, Amazon, and Shopify, have meant that businesses can build quite complex operations on a skeleton staff. This gives small businesses like those in the kids activity market the ability to drive revenue from new sources. Smaller businesses can now offer merchandise, parties, and run more classes than before thanks to the support of these automated databases.

4. Marketing Automation = no more newsletters

One area in particular where kids clubs are buying back time is communications. Email newsletters and mass SMS services have meant that organisers can get targeted messages out to their customers at speed.

5. Less unstructured play for kids = Increased demand for services

On-demand media and the rise of the Internet in the home have meant that kids are spending more time in the home than in past generations. Parents are more reluctant to let their children ‘roam the streets’ and find their own adventure, preferring more structured activities and spending money on technologies to both entertain and educate. This is feeding the demand for great kids classes and fuelling the growth of the kids activity market.

What does the next five years hold?

With children and young people adopting more advanced technology at increasingly younger ages we should expect to see this impacting the kids activity sector in a number of ways. We’re already seeing an increase in computer and technology-based activity classes, with parents keen for their children to learn coding, computer literacy, as well as online safety. With more advanced communication available through mobile devices, we already see adult classes using video, audio, and images to deliver online courses, and the futurist can imagine how some of the more progressive technologies, like Virtual Reality might be used to capture the imagination of young people. Imagine kids using virtual reality headsets to take a virtual yoga class with children from the other side of the world. This technology already exists.

The biggest risk for this sector, if it doesn’t embrace future technology is that parents will take their business elsewhere if their entire customer experience isn’t satisfactory. Simply delivering a great class isn’t enough anymore, people increasingly expect more.

Achieving That Elusive Work/Life Balance


Third Door: Gateway to Achieving That Elusive Work/Life Balance

Third Door is a family-friendly coworking space with an on-site Ofsted registered Nursery. Third Door was set up by young parents who dreamed of a community that worked for both parents and children. Following their success in the 2018 Corporate Excellence Awards, we sat down with Managing Director and Co-founder, Shazia Mustafa who reveals the secrets behind their exceptional success.

Established in 2010, Third Door offers a modern solution for today’s working parents: a coworking space and a flexible nursery under one roof. Maybe you’re a freelancer looking for flexible childcare, a remote worker who likes the idea of being near your child during the day, or a business owner who needs office space and childcare that flexes with your working hours. Maybe you simply like the idea of a small, friendly nursery for your child, that offers flexibility when you go on holiday. Going into further detail about their overall mission, Shazia details the foundation that Third Door was built upon.

“Third Door is designed to help both your family and your work grow together. It was built on the passionate belief that it is possible to excel in your career whilst still spending quality time with your children. We have focused on building our innovative business on our values and mission and have attracted like-minded families as a result. Our vision is to open many more Third Door’s across London and the UK partnering up with as many likeminded developers and partnerships that we can find.”

Third Door is a truly unique company. They are one of the first in the UK, London and the world to offer the coworking and
flexible nursery hybrid, as Shazia explains.

“We have created and built Third Door through constant research and feedback from our customers. Having a full Ofsted Nursery onsite is unique in the coworking world and having a truly flexible nursery is unique within the childcare industry. Also, we are offering solutions that allow parents to work near their child, in addition to having the flexibility that affords them to be able to create a work life balance they want around their work and family.”

For both Shazia and the team at Third Door, their ethos is very important to them, and they aim to create an environment where children, parents and staff are all able to embody their values together. When discussing the internal culture, Shazia is keen to highlight the three core values that the team at Third Door work tirelessly to uphold.

It is through mutual respect that we have created the wonderful atmosphere we have at Third Door.

Our nursery team are curious childcare practitioners, who have each worked on qualifications in their spare time to help improve their practice and careers. This in turn helps the children develop a natural curiosity.

We find that confidence and peace of mind go hand in hand – for children and for parents.

Looking ahead to what the future holds, Shazia reveals what exciting plans lie in the pipeline for Third Door, as well as noting on the developments that she foresees within the industry, and how the firm will adapt around them.

“The coworking industry is growing very fast in the short time it has existed, whereas the nursery industry is growing steadily but with little innovation. Saying that, the biggest changes we have seen in the industry has been more of a move towards natural resources and outdoor learning has been the biggest changes within the nursery industry we have seen since we opened.

“We are seeing more people looking for coworking and childcare together, which shows how working patterns have evolved in the last decade with many people turning to freelancing, self-employment and looking for flexible working patterns. We will continue to listen to our customers and put in place what they are looking for.

“By the time our children have their own children, we hope that the Third Door model will be embedded nationally in the UK and internationally. Additionally, we have created our own software to support the flexibility which we hope other nurseries and coworking spaces will use.”

Contact details:

Contact: Shazia Mustafa

Address: 16 Point Pleasant, Putney, London, SW18 1GG, UK

Telephone: +44 208 877 0098

Web Address:


Pioneers in the Call Recording Industry


Pioneers in the Call Recording Industry

OrecX develops software for the global market place. Following their success in Corporate Vision’s 2018 Corporate Excellence Awards as the Best VoIP Recording Solutions Provider 2018 USA, we profiled the firm and spoke to Co-Founder, Steve Kaiser to discover more about OrecX and find out how they stay ahead of the game in this rapidly-changing industry.

OrecX develops software for the global market place. Clients include open source users, cloud and premised-based telephony platforms, unified communications service providers, call centers, and AI-enabled speech analytics software companies. OrecX’s modular design allows customers and partners to build the solution to best meet their requirements. Modules include Total Recording, Screen Recording, Quality Management, REST API, and a UI that renders on computers and mobile devices.

At OrecX, their mission is to provide customers and partners with an open, flexible, and scalable recording platform that enables them to cost effectively address current and future requirements whether they are a 10-user small business, 1,200 seat call center or a 100,000 subscriber UC service provider. Beginning the interview, Steve goes into further detail about the services OrecX provides to their clients, also noting how the team achieves its overall mission.

“Over the years we have remained committed to the concept of open innovation. Which means OrecX’s ideas, when combined with the ideas of our customers and partners, yield substantially greater return on investment than the traditional proprietary and closed ecosystems, where there is no or limited exchange.

“As a team, our goal is to match the immediate customer requirement with a solution design that most effectively achieves the desired outcome(s), as well as provide a roadmap for future requirements such as AI-enabled speech analytics. Our intent is to ‘future-proof’ their investment.”

OrecX’s strategy is to align the modern and open aspects of its platform development with industry and global trends. With customers and partners and a broad array of use cases, it is important to maintain modern and open development concepts, so OrecX’s customers’ needs are met both short and long-term. When discussing what differentiates OrecX from their competitors, Steve is keen to highlight the firm’s open innovation and what it entails.

“OrecX’s open innovation enables us to meet the widest variety of use cases at the lowest acquisition and operating costs while giving our customers and partners total control of the platform.

“OrecX’s platform flexibility and openness essentially keeps us on pace or ahead of emerging developments. Also, I would like to add that a great deal of our product roadmap is directly related to our customers’ ideas on what moves the value needle for their operations. Anecdotally, OrecX’s customers, time and again, have expressed amazement that we can create new features in days/weeks versus the months/year timelines of their former proprietary systems. This level of responsiveness is a substantial and unique differentiator.”

Bringing the interview to a close, Steve reflects on the internal culture at OrecX, explaining to us how each member of the team is well-equipped to provide the best possible service to their clients.

“OrecX’s culture encourages the exchange of ideas that yield the best result for our clients. Our co-founders and senior directors filter for customer-centric individuals in the hiring process, instill the importance of it during on-boarding, and recognise and reward behavior that is exemplary.

“In addition to this, OrecX’s culture of ideas, global development, and customer focus are desirable qualities that attract high-end talent. Coupled with the fact that we are a dynamically growing business, this excites potential hires and expands our pool of candidates.”

According to Steve, some key industry trends include the development of RESTful APIs, which are a dominant trend to replace proprietary programming interfaces. Another one is improving the audio capture quality with wideband codecs such as G.711 stereo or OPUS, as well as the virtualization of network and telephony architecture, and cloud-based AI-enabled speech analytics. Currently, OrecX can meet these requirements, but their focus remains on the future iterations that will bring additional value to their customers.

Looking ahead, the future for OrecX, LLC. looks positive as Steve signs off by going into further details about the roadmap for the award-winning company.

“The future is bright at OrecX. In general, continued support for Oreka GPL, OS telephony, premise-based and cloud-based telephony platforms, and building partnerships with AI-enabled speech analytics vendors are our key areas of focus. Specific to the software platform, improving access and control over all the functionality of software, plus the media and metadata for our customers/ecosystems partners’ benefits, are high priorities.”

Company: OrecX, LLC.

Web Address:

Address: 1 North LaSalle, Suite 1375; Chicago IL, 60602

Telephone: 1 (312) 945-7622

Powered by Success


Powered by Success

U.S. Battery is the industry leader in manufacturing deep cycle batteries. The firm were recently 2018 Corporate Excellence Awards where they were selected as the Most Outstanding Manufacturer in Deep Cycle Batteries 2018 – USA. Following the success, we spoke with Michael Wallace who provided us with a detailed overview of the innovative firm.

U.S. Battery was founded in 1926 and began in the San Diego area. In the late 70’s it was moved to Signal Hill, California and subsequently to Corona California. In the mid 80’s a second factory was located in Evans, Georgia and in the early 2000’s a third factory was built in Augusta, Georgia. Today, they have approximately 550 employees working in all three locations. While U.S. Battery started in the battery business selling a wide range of batteries into the automotive commercial and marine industries, it has evolved as the premier deep cycle battery manufacturer having worldwide distribution.

Beginning the interview, Michael starts off by informing us of U.S. Battery’s overall mission, as well what steps the team take when undertaking a new project.

“Here at U.S. Battery, our mission is to supply our customers with the highest quality, longest lasting battery available on the market today. While many of our competitors have gone to automation, much or our manufacturing process is still done by hand to ensure consistent quality and performance.

“When developing new products, the testing process can take several years. We have to fully understand the battery performance in a wide range of applications and settings. Only after this extensive process where test batteries are cycled to death, are we ready to take anything to market. Also in the design process, we work closely with the equipment manufacturer to ensure that the complete electrical system will meet the application requirements.”

When discussing the differentiates the firm from their competitors, Michael touches on the qualities that marks U.S. Battery out as the best possible option for their clients.

“Within the industry, and specifically our niche market(s) we may not be the largest, however we have the most knowledgeable team of experts working with our customers every day. We don’t just sell batteries, we are there to support our customers wherever they are and no matter what situations they are dealing with. This is a commitment that runs from the top management team all the way through the company. Our goal is to create long-term partnerships with our customers no matter if it is a large volume OEM supplier or direct to a distributor, we want our customers to feel like their problems and concerns are the most important problems and concerns that we are handling today and every day.”

Helping the firm to achieve their main goals, is the hardworking, talented team that form the backbone of U.S. Battery. Michael is keen to highlight the dedicated team and how they are able to provide the best possible service to clients.

“The greatest advantage that we have is our employees. Most of our key people have been with the company twenty years or longer. When you have a stable and happy team, everyone is motivated to do the best possible job that they can. This extra effort shows itself in the product quality and in the overall customer satisfaction.”

Looking ahead to what the future holds, Michael signs off by revealing the projects which lie in the pipeline for the firm.

“Those of us who are in the FLA (flooded lead acid) battery business are constantly working on advancements that will allow this established chemistry to remain competitive both from a performance and a pricing perspective. It may interest your readers to know that the FLA battery is now the number one recycled product in the world. Nearly 99% of the battery is recycled and used in new batteries or in other products derived from the recycled materials available. The Battery industry has been working aggressively to advance the ‘Green’ nature of this chemistry and we feel that of the power storage options available we now offer the greenest footprint of all types available. When you link that with price and performance, you have a chemistry that will withstand the test of time and that will be able to compete on an even playing field with the other chemistries currently available.”

Contact: Michael Wallace

Company: U.S. Battery

Address: 1675 Sampson Avenue, Corona, California, 92879, USA

Telephone: 001 216 754 9363

Web Address:

Zaffran Dining Experience: A Culinary Delight


Zaffran Dining Experience: A Culinary Delight

Zaffran Dining Experience is a legacy of gastronomic excellence derived from decades of research and development in visionary culinary, dedicating a unique concept for the very first time. Recently, the firm found success in Corporate Vision’s 2018 Corporate Excellence Awards as the Most Outstanding Catering Company 2018 – Indian Cuisine. On the back of this win, we profiled the firm to discover more about the authentic dishes the fine establishment serves.

Since their inception, Zaffran Dining Experience has been a legacy of gastronomic excellence derived from decades of research and development in visionary culinary, dedicating a unique concept for the very first time.

A progressive fine dining approach with traditional Indian cuisine, Zaffran Dining Experience explores a new take on presentation, flavour and textures of old favourites, in an ambience that invites and sets the mood, whether a romantic dinner for two or a night out in the town. Located conveniently in the heart of the city, Zaffran Dining Experience cater to the foodies and connoisseurs, who are seeking a culinary experience that engages the senses of their taste buds.

At Zaffran Dining Experience, they maintain their established reputation within their province and community for a high standard of:

–          Food quality, creativity and presentation

–          Consistent superior service and value for money

–          Sanitation, appearance and overall professional etiquette

The main goal of the establishment is that each of their guests receives prompt, professional, friendly and courteous service. Additionally, Zaffran Dining Experience ensure that they maintain a clean, comfortable and well-maintained premise for both their guests and staff.

Alongside providing dishes which are nutritional, well-prepared and that use only quality ingredients, the team at Zaffran Dining Experience ensure that their guests and staff are treated with both respect and dignity. By maintaining these objectives, the team at Zaffran Dining Experience shall be assured of a fair growth that will allow them to contribute to the community they serve.

Moving forward, the team at Zaffran Dining Experience will continue to develop a working and learning environment of which everyone will be proud of. In addition, they will continue to celebrate their success and the opportunities to learn from and to build upon their mistakes.

In addition to this, both team work and good personality traits are the only tools the establishment believe will help them to achieve their future objectives. As a premium food and beverage operation, Zaffran Dining Experience can only operate and achieve total guest satisfaction by recognising that each area is dependent upon the other in some way. Zaffran Dining Experience place a great emphasis on this as they believe that each employee is a player within the team and so they must work together to help each other to achieve the common goal. Overall, the team at Zaffran Dining Experience are very confident that these achievements will be reached due to the high calibre of skill, expertise and attitude possessed amongst the team.

Contact: Nitin Shroff

Company: Zaffran Dining Experience

Address: Al Emadi Financial Square C Ring Road, Doha, Qatar

Telephone: 0097477777067

Web Address:

Issue 10 2018

Issue 10 2018

Corporate Vision Magazine is a monthly publication dedicated to providing you with up-to-date news pieces and features from across the globe.

In recent news, Nutanix, a leader in enterprise cloud computing, announced on the 1st October 2018 that its AHV hypervisor and Enterprise Cloud OS platform hyperconverged infrastructure (HCI) solution, has met SAP’s criteria for running production SAP HANA® deployments.

In this month’s issue, we discover more about Lastline, a prover of AI-powered Network Threat Analytics and Email Security products that eliminate the disruption of vital business processes. We profile the firm to find out more and explore the secrets behind its phenomenal success.

Elsewhere in this edition, OPTEL is the leading global provider of traceability systems and the initiator of SCALE AI, Canada’s AI-driven supply chain consortium, one of the five winners of the Innovation Supercluster Initiative led by the Government of Canada. Taking time to provide us with a detailed insight into the firm, is marketing manager Anne-Isabelle Gauvin who reveals more about their innovative solutions.

Also in this issue, OLCO is a boutique design agency based in the Midlands offering graphic design, digital marketing, print and website solutions to clients across the UK and internationally. Recently, we profiled the firm and spoke to Director, Ollie Cox who reveals how they stay ahead of the game in such a dynamic industry.

Here at Corporate Vision, we hope that you thoroughly enjoy reading this month’s issue and look forward to hearing from you soon.

Office environment’s key role in boosting productivity


Improving productivity has been a persistent problem for the UK economy. The most recent figures for the first quarter of this year showed that productivity fell and continues to lag the rates achieved before the financial crisis. The Centre for Cities think-tank is the latest body to try and address this issue, suggesting in the summer that the focus should be on boosting exporters and improving skills in the regions.

Certainly enhancing the skills of the UK’s workforce is a common refrain among experts seeking a solution for this issue and very much allied to this is increasing recognition that the working environment could provide part of the answer to this challenge.  A recent survey by Peldon Rose found 91% of UK workers believe their office environment directly impacts their productivity[1] and Gensler’s Workplace Performance Index concluded that good office design could boost employee productivity by 20%.[2]

Productivity is essentially about optimal use of time, space and resources and establishing a workplace environment that exactly meets the needs of your business and its employees to maximise productivity requires research not luck.

Below Jitesh Patel, CEO of Peldon Rose, leading workplace consultants, outlines how evaluating the office environment and involving employees will ensure businesses are taking the right office space and investing wisely on things which the business and its people both want and need. These essential changes can help make staff more engaged, inspired and ultimately productive.

Have a clear vision

If you are planning to make worthwhile changes to your workplace, it is vital to ensure that senior management are in place and committed from the outset.  Board level executives – ideally including the CEO – need to create a clear vision of what the office transformation is trying to achieve and what success looks like. 

Whether it is boosting productivity, reducing the number of staff absences, staff turnover and overheads or simply creating an office environment that is a pleasure to be in, having a clear, well-communicated vision of what the office transformation is trying to achieve will keep the project team focused on the things that are going to help realise this goal.  The on-going support and leadership of senior executives also gives a clear message to employees that the transformation is a business priority and helps to ensure fast decision making and that the project will be delivered on-time and within budget. 

Conduct an in-depth analysis

For an office transformation to truly release optimal productivity, a workplace evaluation with input from the backroom to the boardroom is required.  This in-depth analysis should take into consideration the future goals of the business as well as evaluating what the business and its people truly want and need from the workspace.

 A space utilisation study reveals how the current workplace performs and identifies inefficiencies in how the space is used.  By monitoring the workspace, you can create a heat map showing hot and cold areas of office use, highlighting opportunities for improvement. This could reveal that the business might be paying for under-utilised meeting rooms – spaces which could be repurposed to create multi-purpose areas suitable for informal meetings, quiet working or team break-outs.  This activity will ensure money is spent wisely and that businesses are paying for the amount of space required rather than what they think they need.  Kantar TNS for example, saved nearly £500k in rent per annum when a Peldon Rose workplace evaluation revealed the amount of unused office space they no longer required.

A workplace consultation can also boost productivity by identifying where employees will work most effectively. For example, it might be that two teams which would benefit from being closer together are currently at opposite ends of the office, and putting them next to each other would save time and facilitate idea-sharing.

Engage with employees

Understanding what a workforce needs is the only way to ensure the success of office transformations. Employees have to feel listened to and considered in order for them to get onboard and adapt well to any changes in the workplace. What staff consider to be a requirement which would boost their happiness and productivity may be quite different to what the board thinks the workforce needs. Left unaddressed, small irritations in a working environment can escalate to become a contributing factor to an employee wanting to leave a job. An insufficient number of bathrooms, no shower and changing facilities, poor office acoustics, lack of meeting facilities or break out areas, or unreliable temperature air conditioning are among some of the biggest gripes of office workers in the UK.

Some of these issues may be beyond the immediate control of business leaders, but listening to and understanding the needs of the workforce instead of taking a one size fits all approach or gut feel is more likely to produce an improved and more productive working environment.  Engage directly with staff through a variety of methods, including focus workshops, collaborative sessions, interviews, online surveys and day-in-the life studies. This will help create a meaningful strategy around the company’s greatest assets – its people.

Be driven by data

The full workplace analysis will yield a treasure trove of data to use, which will form the basis of the office transformation plan.  Useful data may be both qualitative, for example information derived from staff surveys, and quantitative, looking at how much time staff spend on certain tasks versus others. A thorough workplace consultation will consider how much time is wasted by staff searching  for, or trying to book, meeting rooms, or how much time is lost to sickness due to musculoskeletal issues stemming from a lack of ergonomic desk-based facilities for example.  Anything that can be analysed in relation to the office design, and its impact on staff and productivity, should be considered.  The more forensic the evaluation, the greater the chance that the office transformation will be a success.

Make the process collaborative

Collaboration with employees should continue into the office transformation stage. Change management is a valuable tool for supporting your staff through the inevitable transition of their behaviours and habits. Discussing proposed changes with staff throughout the process can help to motivate them and ensure they are fully on board with their new workspace. It might well be there are several design options available for consideration and discussion. Getting feedback from employees will prove a useful exercise in both making them feel a part of the process, as well as identify potential problems that may otherwise have gone unnoticed.

An office environment that is pleasant to work in, minimises stress and is a place in which staff feel they can do their jobs to the best of their ability will result in a workforce where both morale and productivity are higher.  Businesses that take the time to properly plan for their office transformation will be the ones to reap these benefits, now and in the future.

[1] Peldon Rose Happy Office Survey.  April 2017


Issue 9 2018

Issue 9 2018

Corporate Vision Magazine is a monthly publication tailored to delivering you with the most recent news and features from across the globe.

In recent news, Magellan announced the acquisition of the El Dorado Gold-Silver Project, which lies 50 kilometers south of Magellan’s SDA Mill at Acaponeta, Nayarit State, Mexico. Magellan is focused on advancing El Dorado towards production and plans to truck the ore to the SDA Mill for processing.

Gracing the cover of this month’s issue, Dentacoin is the first blockchain solution for the global dental industry. It is designed, fundamentally, as a way to improve dental care on a global scale. Co-Founder and Core Developer at Dentacoin, Jeremias Grenzebach sits down with us to tell us more about the award-winning firm.

Elsewhere in this edition, we discover more about Third Door, a family-friendly coworking space with an on-site Ofsted registered Nursery. Third Door was set up by young parents who dreamed of a community that worked for both parents and children. We sat down with Managing Director and Co-founder, Shazia Mustafa who reveals the secrets behind their exceptional success.

Also in this issue, SCHOTT Pharmaceutical Systems is one of the world’s leading suppliers of parenteral packaging for the pharmaceutical industry. Recently, we spoke to Björn Weller, the Head of Marketing for SCHOTT, to see how they have driven innovation in this exceptionally future-centric industry.

Here at Corporate Vision Magazine, we hope that you enjoy reading this month’s insightful edition and look forward to hearing from you soon.