News and Comment


Corporate Responsibility at OPM Group: our Commitment to Communities

Friday June 30 2017

At OPM Group, our Corporate Responsibility work engages with 4 main areas: Our business-based social purpose Our neighbours & local communities Environmental sustainability Employee engagement and organisational diversity We believe that for corporate responsibility work to benefit communities, it needs to be ongoing, community-driven, and transparent. As a Living Wage Employer whose social purpose is… Read More

OPM Group is part of an exciting three year project to develop connected driverless vehicles in the UK for an ageing society

Tuesday June 6 2017

FLOURISH is a three year government funded project which aims to advance the successful implementation of connected driverless vehicles in the UK. The project is worth 5.5 million and is being delivered by a multi-sector consortium.   It is anticipated that older adults with ageing-related impairments and people with mobility needs will be particular beneficiaries… Read More

Social Impact Bonds and their implications for service providers

Friday May 12 2017

During my recent visit to Japan, I heard about the early steps taken in the Yokohama City Social Impact Bond (SIB) pilot. I was struck by how radical the idea of outcomes-based commissioning and delivery is in Japan. The current interest in SIBs in Japan can be seen as an attempt to refocus public services… Read More


Should we beware the meritocracy?

Monday October 25 2010

Lord Browne’s review of higher education funding provoked much debate about whether young people from poorer backgrounds will now be deterred from going to university. The president of Oxford University’s Student Union said the report heralded ‘a dark day for meritocracy’. Meritocracy is a word that has become popular with politicians on all sides in… Read More

Striking the right balance between innovative and adaptive leadership

Thursday October 21 2010

The current financial and political climate calls for genuine transformation, and for leaders who are able to encourage and harness different styles of thinking. Traditional salami-slicing of budgets cannot yield the required level of savings; radical thinking is required. But where does this leave managers and leaders who naturally adopt a more adaptive style? OPM’s… Read More

How can managers keep trusting each other in tough times?

Thursday October 21 2010

Having to make 25 per cent cuts is enough to put a strain on relationships in any management team, and in this kind of situation ensuring good levels of trust between leaders is all important. In this post, OPM’s principal for local government, Sue Goss, pinpoints the key ingredients of maintaining trust within councils working… Read More