Crop storage


Brexit – it’s all a matter of change management


EXPERT VIEW


In a change from his usual grain market commentary, Jeremy Cole argues that it is still possible to prepare for Brexit – despite all the uncertainty.


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Russell Millar Ltd 30 MIDLAND FARMER • OCTOBER 2017


rexit is coming – so we all better get used to it. There is no point sitting around


doing nothing – even if real de- tails are a tad sparse at present. Everyone, it seems, is having


their say. Lots of reports have been published by “interested parties”. Even the UK government has got in on the act – albeit belatedly – ex- pressing its ideas for future trad- ing arrangements between the


UK and EU in a so-called “future partnership paper”. The UK proposals are radical and likely to be diffi cult to imple- ment. Meanwhile, a US-Irish re- port highlights the consequences for UK agriculture of leaving the EU without a deal. Warnings per- sist that the days are numbered for smaller family farms. All change needs to be man- aged. And on the farm it should be


managed from both an organisa- tional and an individual point of view. All managers of businesses are change managers – creating anticipating, encouraging, engag- ing others and helping to secure a better future.


Driving change


But how can we use the princi- ples and techniques applied to hu- man aspects of implementing ma- jor change initiatives within an organisational setting? The key is to not focus on what is driving the change but on how the change is orchestrated. It’s the same with Brexit.


A working farm is a way of life, but it is also a business. It has or- ganisational structures and pro- cesses, however loose, which in- fl uence worker behaviour and motivation. This includes a “one person” operation too, as the key


operator/motivator of the business is that person. Change in business happens


all the time. It is affected by in- ternal and external factors. Ex- ternally, there are competitors, customers, geopolitical factors, technology, suppliers, econom- ic factors and cultural attitudes. Internally, there is performance, innovation and a business culture. Changes that need to happen as a result of these external in- fl uences can range from anticipa- tory minor fi ne-tuning – a small change – to a reactive adaptation resulting from a serious impact- ful or big change, such as a com- plete re-orientation of the exist- ing business.


‘Brave New World’ One of the main reasons for change being diffi cult and worrying is that someone has to take the lead by in- troducing the “brave new world”. Internally, there may need to be changes to business processes – new information systems, chang- es in skills, behaviour and beliefs. Innovators have enemies – non-adopters who like the old


New world record for combined peas


Lincolnshire grower Tim Lamy- man set a new world record yield for combining peas this harvest – achieving 6.47 t/ha at 15.35% moisture content.


The 8.23ha crop of large blue LG Stallion peas was harvest- ed on 25 August at Worlaby Farms, near Louth. The crop performed well throughout the season and benefi ted from a planned programme of targeted inputs and


attention to detail. Peas have not been grown on the Lamyman family farm for over 20 years since working with the South Wold vining pea group. The only other pulse’s currently grown on the farm are spring beans which fi t into a seven year rotation.


The last world record for com- bined peas in Europe was 5.21t/ ha from a crop in Ireland.


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