He says: "People no longer have a logically planned future, they have to adapt and be flexible and maintain a creative, constantly changing vision of what they are doing This comes naturally from the world of the artist. People need a creative mindset to thrive."This seems to hold true even in the solid world of accountancy. Akber Pandor, director of learning and dev- elopment at KPMG, works with the London Business School to tailor training courses for his company. He agrees that things are changing fast: "People are getting responsibility sooner. Ten years ago you would go on the 'management one' course one year and on the 'management two' the next. Nowadays you don't know what skills will be needed when, and training has to be done on a personal basis - as opposed to the 'sheep-dip' approach."Technology, he says, is forcing change, and is also part of the change, with the increasing use of e-learning via desktops.Employers also gain from such courses because all kinds of personal development help to compensate executives for today's lack of job security, giving them marketable skills and strengths to take with them when they move on.For firms that still see any form of change as difficult, and cling to old hierarchies and methods, training can be particularly beneficial. As Dr Drake says: "Companies must learn new skills and try new ways of handling operations.
They must let go of the past."And if being a firefighter for the day helps them to do that, then teamwork really will have paid off.. Mention charity fundraising and images of tins rattling outside Sainsbury's spring to mind. Back at the office, meanwhile, someone, you imagine, is shooting off letters to local companies begging for a few quid. Mention charity fundraising and images of tins rattling outside Sainsbury's spring to mind. Back at the office, meanwhile, someone, you imagine, is shooting off letters to local companies begging for a few quid. But this is a perception that the voluntary sector is now declaring war on. Fundraising, it claims, is an ambitious, challenging career, with pay and training to match. And increasing numbers of high-flyers are leaving the corporate world to sign up."Five years ago, most people coming into fundraising from the private sector were in their 50s.
Today, they're in their 30s and 40s," says Adele Bird, director of Charity Recruitment "The reasons are simple. First, people are becoming fed up working to line the pockets of shareholders. Second, charities are under pressure to operate more like businesses, with commercial efficiency, tough PR and marketing to attract donors.""Fundraising has had to become more creative, aggressive and competitive," says Lindsay Boswell, chief executive of the Institute of Charity Fundraising Managers "It used to have that 'Ooh, aren't you marvellous' factor. Now charities are as involved in the war on talent as the private sector. Many charity fundraisers are recruited straight from the marketing departments of big commercial organisations."People with sales, event management, finance and customer focus experience are, he says, increasingly sought.Even the pay gap is shrinking.
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