franchisees and the clients, but there is little evidence of this progression happening.

Anecdotally, the Operations Director feels that the digital arm of the business will grow organically through social media over time that there is no need for future proofing and heavy investment in digital. The first of the conflicts arise through the self-named MD feel that this is where the marketing focus should be, but this is only because the competition is already benefitting from using this medium, that he feels financial investment may not be the answer, also wanting to see results before apportioning investment to it. The Compliance Director is the only senior executive to have researched digital in the financial marketplace and fully understand the implications of becoming more digitally focused, but his personality is not strong enough to stand up to either of the other Directors individually and never collectively. Resulting in, one for digital technology, one against and one still to decide.

In AFS environment, an small medium enterprise (SME) where the management struggle to relinquish power, causing conflict because they want the business to move forward whilst retaining the same level of control. This is a contradiction – how do you move forward without releasing any control in the flat organisational structure of the heroic mindset (Gosling and Mintzberg 2003), is it possible to convince the Director’s to release some control whilst still feel they are in overall control? Currently there is dissonance within the business with both the management team, unable to run the business how they feel it needs to go? Also with the Owner/Directors who each feel they know what is best to take the business forward.