Alistair Cameron – Scotland in Union – Change Management Network
In part two of my recent briefing article I alluded to an obvious experience mismatch between members of Scotland-in-Union and Alastair Cameron.
I am also inclined to the view that his family heritage is at odds with his outspoken support of an anti Scottish independence group staffed by failed individuals.
If something isn’t right it must be wrong and this group raises many question but very few answers.
Alastair is an experienced “change Agent” with many successful projects to his name and it might be he has been contracted by a third party organization to mentor the group’s employee’s.
In this respect I raised the probability of his agenda being secretly driven by Westminster a conclusion arrived at by his revelation that he had given up a military career, in which he was fast tracked for promotion to a very senior rank, for the uncertainty of life as a civilian.
But I forgot to inform readers that a few persons, from within the top ten percent of Military Staff Training Course, (Alastair finished top of his course) are awarded a fully funded leave of absence, funded by Westminster, enabling their attendance, at Cranford Business School.
The two year re-educational period covers, Programme Management; Operations Management, Strategic Marketing; Management of Strategic Change; Corporate Restructuring; Finance and Accounting; Business Process Transformation; Organizational Behaviour and Business Start-up and is how the Government invests in its future leaders.
A recent “Wings” article “Know your enemy” asked questions which remain unanswered:
“Hardcore nutter collective Scotland In Union are already the de facto unofficial No campaign group for the second independence referendum.
Evidently very well-connected and already flush with cash from sources unknown, the limited company recently raised a reported £300,000 for itself at a “charity” dinner attended by such luminaries of the great and the good as Lord Alistair Darling, Lord Dunlop and (um) Willie Rennie, auctioning off exotic high-end goodies like hunting trips to Africa, polo parties with the Maharajah of Jodhpur and Alpine holidays described in the lavish 60-page auction catalogue as featuring:
“A fabulous chalet and a family home, with six bedrooms sleeping 12, all en suite. Although the chalet does not come with a chalet girl, we will provide one for you.”
(There were also some signed JK Rowling books for the paupers.)
So that’s nice. Extremely wealthy people – just getting into the dinner was £250 – who are doing very well out of the way things are, donating big wads of money to some other people trying to ensure that the rich folk stay that way. No law against it. But just who are the true believers rushing bravely to the defence of the Union’s elites?”
Alastair Cameron’s, Change Agent, Management Network lists around 50 individuals successful in the business of organizational change at corporate level
Ian Hutchison: London, Greater London, United Kingdom
Director Service Transformation at BT Global Services
Waters, Karen: Falkirk, United Kingdom
senior business analyst
Clare Parry: United Kingdom
Project Manager, Business Change
Melissa Corkhill: Edinburgh, United Kingdom
Manager at GreySpark Partners
Charles Spencer: London, United Kingdom
Experienced capital markets professional
Penny Munro: Wiltshire, United Kingdom
Senior Associate Solicitor, Farnfields LLP
Ram Narayanaswamy: Greater New York City Area
Business Transformation at Lloyds Bank, North America
Jamie Wishart: Edinburgh, United Kingdom
Director, Client Solutions at Concentrix
Nigel MacGillivray: Edinburgh, United Kingdom
ACO at The Scottish Parliament
Kieron Potts: United States
Lieutenant Colonel, ABCA Programme at British Army
Alex McEvoy: United States
Partner at Gate One, Business & Digital Transformation
Paul Arbuckle: United States
Currently trying out an early retirement role
Eve Mitchell: Surrey, United Kingdom
Healthcare Professional
Brian Ross: Inverness, United Kingdom
Logistics and Contracts Officer
Ali Ross: Edinburgh, United Kingdom
RBSgroup. Private Banking Strategy
Callum Lane: Talmine, Highland, United Kingdom
Operational Planner at Government Exchange Programme
Michael Gormley: Glasgow, United Kingdom
Barclays Wealth and Investment Management
Brian Morris: Glasgow, United Kingdom
Head of Programme Management-Student Loans Company
Fraser Scobie: United Kingdom
Financial systems and business processes
David Rees: London, United Kingdom
PA Consulting
Paul McNulty: Glasgow, United Kingdom
Deputy Director at The Scottish Government
Jamie Campbell: London, United Kingdom
Army International Branch, Whitehall, London
Sunchana Johnston: Edinburgh, United Kingdom
PMO Planning Consultant, BREXIT
Anthony Mason: United Kingdom
Housing commissioner, Hammersmith & Fulham Council
Catharine Trustram Eve: Hampshire, United Kingdom
Nutritional Therapist & Market Analyst in Health
Crispin Morton: Wiltshire, United Kingdom
Experienced manager, multidisciplinary teams
Afzal Mahmood: Edinburgh, United Kingdom
Business Transformation Executive
Peter Short MBE: Nottingham, United Kingdom
Independant Consultant
Philip Carr: London, United Kingdom
Director
Peter Fennah: Milton Keynes, United Kingdom
Executive leadership & career coach
Noel Lock: Milton Keynes, United Kingdom
Managing Director at VRS Ltd
Barry Sless: Edinburgh, United Kingdom
Director at BSB Analytics Ltd
Charles Strick: London, United Kingdom
Leader of transformation programmes
Hugh Eaton OBE: London, United Kingdom
Head of Public Sector, EMEAR
Andy Cox: Salisbury, United Kingdom
Officer at HM Forces
Lee P: London, United Kingdom
Senior Investigating Officer, The Met.
Chris Irving: Dumfries, United Kingdom
Director at PKL Group (UK) Limited
Dom Moorhouse: Bath, United Kingdom
Helping service firms grow business value.
Might go so way towards providing answers to questions raised by “Wings”
caltonjock 