cambridgemc

Your Digital Transformation Isn’t Failing Because of the Tech

Thu, 23 Apr 2026 13:12:45 GMT

Author

KEY TAKEAWAYS

The biggest reason digital and AI transformations underperform is no longer technology choice, but whether people are supported to adopt and own the change.
Around 70% of transformation programmes fail to fully meet their objectives, which suggests the main weak point is human adoption rather than the maturity of the tools themselves.
When organisations treat change management as a late-stage communications exercise instead of a core delivery risk, they push cost, delay and resistance into the adoption curve.
Leaders can improve the odds of success by treating adoption as a board-level risk and investing early in structured support that builds resilience, ownership and lasting behavioural change.

4 MIN READ

The Human Side of Transformation: Where Value is Won or Lost

For boards and executive teams, the past decade has brought continual investment in cloud, data, and now AI. Technology platforms are more advanced than ever, vendors offer compelling solutions, and most organisations now have transformation offices established. Yet, despite these advances, digital and AI-enabled transformations often do not fully deliver their promised value—not because the technology is lacking, but because real success depends on how people experience, adopt, and lead change throughout the organisation.

The critical factor in achieving intended benefits increasingly lies not in the selection of technology itself, but in organisational readiness, leadership, and the way change is adopted at every level. Confidence, clarity, and capability among people are what ultimately determine whether transformation efforts succeed or stall.

Put simply: the greatest opportunity—and risk—in transformation now sits in human adoption, not just technology selection.

Transformation Outcomes: The Evidence for Focusing on People

Most leadership teams can recall at least one digital or AI programme that did not achieve the full benefits anticipated. Far from being an exception, this is what the data shows is typical.

Multiple large-scale studies over the last decade converge on a similar figure: roughly 70% of transformations fall short of their objectives. (Source: Prosci (2023) – Top reasons why digital transformation fails )

Importantly, this figure has barely shifted as technology has improved. Cloud is now mature, agile delivery is better understood, and collaboration and automation tools are widespread. The persistent gap suggests that the key variable is not the stack, but the way people and organisations prepare for and adopt change.

As Ruth Redding, Leadership Development & Coaching Consultant puts it:

"If you do not price human adoption risk into your transformation plan, the business will price it in for you later – through delay, rework and attrition."

How Transformation is Experienced by your People

From the boardroom, transformation is often discussed in terms of efficiency, customer journeys, resilience, or new revenue. For those whose daily work is changing, the experience is often more personal and complex.

Major change can create uncertainty about roles, identity, and security. New platforms, reporting lines, and processes are often experienced as:

Loss of competence – ‘I used to be an expert; now I feel exposed.’
Loss of control – ‘Decisions are moving away from me.’
Loss of belonging – ‘My role here is up for grabs.’

Uncertainty at work is a normal human response to change. It can show up as:

Apparent agreement in meetings, followed by quiet reversion to old tools and processes.
Parallel use of legacy systems alongside the new platform.
Change fatigue, disengagement and rising sickness or churn.
Defensive behaviour and workarounds that keep the old world alive.

These responses are not signs of resistance or lack of capability, but predictable and manageable reactions to uncertainty. With the right leadership and support, teams can move from uncertainty to confidence and ownership.

Why the Human Dimension is Often Underweighted

Many transformation playbooks still treat the people side as a secondary concern, rather than a core driver of value and risk.

Programme structures often prioritise technology, architecture, data, vendors, and testing. The ‘change’ workstream is sometimes compressed into late-stage communications and training—typically just before go-live.

Leaders modelling inconsistent behaviours – asking for new ways of working while privately clinging to old reporting lines and governance.
Multiple overlapping initiatives creating noise, fatigue and confusion.
Generic messaging that never addresses the real anxieties and identity questions in teams.
Limited time and capability for line managers to have honest conversations about what the change really means for individuals.

Common patterns emerge: Research consistently ranks culture, leadership behaviour, and change capability above technology as barriers to digital transformation success. For example, Deloitte’s UK research highlights culture and skills as recurring constraints, not the underlying tools. (Source: Deloitte (2017) – Digital transformation: are people still our greatest asset? )

When organisations under-invest in the human side of change, risk is not removed—it simply shifts into the adoption curve, affecting the pace and depth of benefit realisation.

Adoption Risk: A Board-Level Concern

For boards, human adoption is not a ‘soft’ issue. It is a primary driver of whether projected benefits are achieved, and how smoothly the organisation navigates transformation.

Studies show that initiatives with excellent change management are several times more likely to deliver their objectives than those with weak or inconsistent people engagement. (Source: Prosci (2022) – Best practices in change management )

At the same time, the impact of poorly managed change is clear. Surveys indicate that 50% of employees report ‘transformation fatigue’ and 45% report burnout linked to ongoing change, with 42% saying they did not receive sufficient training to adapt to new ways of working. (Source: Emergn / ITPro (2023) – Heavy workloads and botched digital initiatives are causing ‘transformation fatigue’ )

For boards and executive teams, three implications follow:

Human adoption risk should sit alongside cyber, regulatory and delivery risk on the board risk register.
Investment in leadership, culture, and capability is not discretionary – it is a form of adoption insurance for major programmes.
The design of that adoption work needs to be as structured and data‑informed as the design of the technology stack.

The Change Accelerator – Improving Adoption & Readiness in Practice

Cambridge Management Consulting’s Change Accelerator is a practical response to adoption risk—treating people and organisational readiness as core, value-protecting capabilities rather than afterthoughts.

This bespoke, time-bound programme—typically three months—runs alongside major transformations. The objective is to help people move from uncertainty to curiosity, ownership, and resilience, so benefits are realised sooner and more fully.

Rather than offering generic training, the Change Accelerator combines accessible psychology, leadership coaching, and data-driven insight. People gain greater understanding of their own responses to change, and practical tools for navigating it.

Who it is for and how it works

The programme focuses on two key groups:

Leaders —senior and mid-level managers who must guide teams through ambiguity. The focus is on leadership blind spots, strategic storytelling, role modelling, and supporting adaptable teams.

Individual contributors and subject-matter experts —those whose day-to-day actions determine whether new processes and systems are adopted. The emphasis is on understanding their own responses, leveraging their strengths, and staying effective under pressure.

Both streams blend short, focused online modules, profiling tools, workshops, coaching, and ongoing support to build momentum and lasting capability.

What makes it different

Four elements distinguish the Change Accelerator from conventional change programmes:

It addresses the ‘why’ of resistance. People are helped to understand the neuroscience of uncertainty, status threat and identity shift, and to notice their own fight‑or‑flight patterns. That moves the conversation from blame to agency.

It builds a resilience dividend. The programme is designed to leave a lasting capability – teams become better able to handle this transition and the next, rather than burning out on each new initiative.

It shifts from compliance to ownership. Managers are equipped as ‘change facilitators’, using co‑design and meaningful involvement so teams help shape how the strategy is implemented in their context.

It uses data‑driven intelligence. Profiling and analytics give leaders a live picture of where engagement is strong or fragile, so support can be targeted rather than generic.

What Good Looks Like: The Patterns of Successful Adoption

Every organisation and programme is different, but there are clear patterns that signal when the human side is being addressed effectively.

When adoption is not prioritised, common issues include siloed communication, avoidance of difficult conversations about identity and roles, and unclear purpose behind the change. New tools are often in place, but most value is still delivered via legacy processes and workarounds.

When leaders invest in structured adoption work, patterns shift: there is a coherent narrative about why the change matters, managers are equipped to talk openly about uncertainty and opportunity, and teams know how to apply their strengths in the new model. Energy shifts from quiet hesitation to constructive engagement: ‘Given this direction, how do we make it work here?’

These outcomes are not soft. They directly influence time-to-adoption, realised benefits, and retention of key people.

What Leaders Should do Before the Next Big Programme

For boards, CEOs, CIOs, and Chief Transformation Officers in the UK and EU, the question is not whether to acknowledge the human dimension, but how to address it before the next major commitment.

Practical starting points:

Audit your current and recent programmes. Identify where human factors – culture, leadership behaviour, unmanaged anxiety – derailed value, and where strong engagement and honest communication accelerated it.
Put human adoption on the risk register. Treat it explicitly as a financial risk for each major programme, with clear owners and mitigation plans.
Fund adoption work up front. Build structured leadership and team programmes into the core business case, not as a discretionary add‑on late in delivery.
Involve HR, transformation and business leaders together. Design for resilience and ownership, not just comms and training. Be explicit about the capabilities your people will need to thrive in the new model.
Pilot the Change Accelerator alongside one flagship initiative. Use it to learn, adapt and demonstrate the value of treating adoption as a first‑class discipline.

A calm call to action

If you are about to commit significant investment to a digital, AI, or operating-model shift, treat adoption and organisational readiness as core to value realisation. Consider piloting Cambridge Management Consulting’s Change Accelerator alongside your next major programme, to give your people the clarity, confidence, and capability to own the change and deliver its benefits. Click here to learn more about our full suite of Leadership Development & Coaching services.

References

Prosci (2023) – Top reasons why digital transformation fails
Prosci (2022) – Best practices in change management
Deloitte (2017) – Digital transformation: are people still our greatest asset?
Emergn / ITPro (2023) – Heavy workloads and botched digital initiatives are causing ‘transformation fatigue’

About the Author

About Us

Cambridge Management Consulting (Cambridge MC) is an international consulting firm that helps companies of all sizes have a better impact on the world. Founded in Cambridge, UK, initially to help the start-up community, Cambridge MC has grown to over 200 consultants working on projects in 22 countries. Our capabilities focus on supporting the private and public sector with their people, process and digital technology challenges.

What makes Cambridge Management Consulting unique is that it doesn’t employ consultants—only senior executives with real industry or government experience and the skills to advise their clients from a place of true credibility. Our team strives to have a highly positive impact on all the organisations they serve. We are confident there is no business or enterprise that we cannot help transform for the better.

Cambridge Management Consulting has offices or legal entities in Cambridge, London, New York, Paris, Dubai, Singapore and Helsinki, with further expansion planned in future.

Contact Form

Energy, Risk and Competitiveness: The Real Sustainability Conversation

Fri, 27 Mar 2026 15:33:33 GMT

Author

KEY TAKEAWAYS

Sustainability should be treated less as a reporting exercise and more as a practical strategy for improving resilience, controlling costs and strengthening competitiveness.

Renewed energy volatility is pushing energy security back onto the board agenda because exposure to market shocks now directly affects margins, supply chains and operational stability.

The businesses best placed to navigate this environment are those reducing energy use, generating more of their own power and cutting dependence on volatile commodity markets.

In the lower-carbon economy, the winners are likely to be organisations with structurally lower energy, material and carbon costs built through smarter, more resilient operating models.

3 MIN READ

Why the Transition to a Lower Carbon Economy is Fundamentally about Operational Resilience

For the past decade, sustainability has steadily moved up the corporate agenda. Boardrooms have become familiar with terms such as net zero, ESG reporting, and climate disclosures. Businesses have been asked to publish targets, measure emissions, and demonstrate progress against a growing range of frameworks.

But somewhere along the way the conversation became overly complicated. For many business leaders, sustainability began to feel less like a commercial strategy and more like a reporting exercise. ESG ratings, disclosure requirements, and long-term commitments increasingly dominated the discussion. In some organisations, this created frustration and fatigue. Leaders struggled to connect sustainability narratives with the practical realities of running a business.

Yet the truth is far simpler than the debate suggests. Sustainability is not only about reputation or reporting. Financial returns and resilience are becoming priorities for businesses. Recent global events are reminding us of that reality.

The Return of Energy Security

For most companies, energy has returned to the centre of strategic decision-making.

Recent geopolitical developments have once again exposed how fragile global energy systems can be. Escalating tensions in the Middle East and the resulting conflict involving the United States, Israel, and Iran have already triggered renewed volatility in oil markets. These developments are not isolated shocks; they are part of a broader shift in how global energy markets operate.

For a long time now, energy commodity prices have not simply been influenced by supply and demand. They have been shaped by geopolitics, national security concerns, and global power dynamics.

For business, this matters enormously. Energy volatility rarely remains confined to commodity markets. It quickly feeds into manufacturing costs, logistics, procurement decisions, and the price of goods and services. Supply chains tighten, inflation rises, and margins come under pressure.

This is why energy security has rapidly returned to the board agenda. Leadership teams are now asking themselves the question:

How exposed is our business to energy market shocks?

Organisations that cannot answer that question clearly are increasingly recognising a deeper vulnerability within their operations.

The Sustainability Narrative Lost Its Way

At the same time that energy volatility has returned, the sustainability conversation itself has been undergoing a correction.

Over the past few years, many businesses experienced what has often been described as ‘ESG fatigue’. Sustainability became associated with reporting frameworks, compliance obligations, and external scrutiny. The narrative grew increasingly complex, while the operational relevance sometimes became less clear.

In some cases, sustainability programmes became disconnected from the core drivers of business performance. That disconnect has been exposed by the current global environment.

When energy prices surge or supply chains become unstable, businesses quickly rediscover what sustainability was always meant to address: resource security and operational efficiency.

The companies navigating this environment most successfully are not necessarily those with the most ambitious climate targets. They are the organisations that have invested in improving how their operations use energy, materials, and resources. They understand that sustainability is not an abstract environmental concept. It is a practical operational strategy.

Businesses that use less energy, generate more of their own power, and reduce dependency on volatile commodity markets are fundamentally more resilient. They are also structurally more competitive.

Sustainability is Really about Risk and Competitiveness

Seen through the right lens, sustainability is simply another form of risk management. Businesses today operate within a landscape of increasing regulatory scrutiny, rising energy costs, and growing expectations from investors and supply chains. At the same time, climate-related disruptions and geopolitical tensions are introducing new uncertainties into global markets.

For many organisations, sustainability risks now intersect directly with core business risks.

Energy price exposure can reshape operating margins. Supply chain disruptions can affect product availability and customer relationships. Investor expectations around climate risk can influence access to capital. Even insurance markets are beginning to factor climate resilience into underwriting decisions. Ignoring these realities does not remove the risk. It simply increases exposure.

Yet the most interesting aspect of the sustainability transition is that the same actions that reduce risk often strengthen competitiveness.

Businesses that improve energy efficiency lower their operating costs. Companies that electrify operations reduce dependency on volatile fossil fuel markets. Organisations that invest in on-site renewable energy gain greater control over their energy supply.

In volatile markets the businesses with the lowest and most stable energy costs will inevitably outperform those that remain exposed to global commodity shocks.

This is why investors are increasingly shifting their focus. Rather than simply assessing climate commitments, they are looking at something far more fundamental: transition readiness and operational resilience.

The Companies that Win Will Have Structurally Lower Costs

The transition to a lower-carbon economy will not unfold evenly across industries. Some sectors will move faster than others, and the pace of policy change will continue to vary between regions.

But one outcome is already becoming clear. The companies that succeed in this transition will have structurally lower energy, material and carbon costs than their competitors.

They will operate with more efficient processes, smarter infrastructure, and more resilient supply chains. They will generate a greater share of their own energy and rely less on volatile global commodity markets. In other words, they will have fundamentally stronger business models.

This is where the sustainability conversation needs to return. For too long, sustainability has been framed primarily as a reputational issue or a long-term climate commitment. While those elements remain important, they are not the primary reason why businesses are engaging with sustainability today. The real driver is economics.

Energy, materials, and resources underpin every industry. Businesses that can secure them more efficiently and manage them more intelligently will always have a competitive advantage.

In that sense, sustainability is not separate from business strategy. It is becoming the strategy. As global markets continue to evolve, leadership teams face a defining question. Will sustainability remain a reporting exercise within their organisation, driven by compliance and external expectations? Or will it become a strategic tool used to strengthen resilience, reduce costs and secure long-term competitiveness?

The companies that answer that question early are already positioning themselves differently.

In a volatile world, operational resilience may prove to be the most valuable asset a business can build.

Supporting Organisations through the Transition

At Cambridge Management Consulting, we work with organisations that want to approach sustainability as a strategic opportunity rather than simply a reporting requirement.

Our focus is on helping leadership teams understand how sustainability connects directly to operational resilience, energy strategy and long-term cost competitiveness. This means looking beyond frameworks and targets to focus on the practical decisions that shape business performance: energy infrastructure, resource efficiency, supply chain resilience, and credible transition planning.

The organisations that will lead the transition are not necessarily those making the loudest commitments. They are the ones building structurally stronger and more resilient operations.

If you would like to explore how sustainability can strengthen your organisation’s operational resilience and competitive positioning, we would welcome the opportunity to start that conversation.

About Us

Cambridge Management Consulting has offices or legal entities in Cambridge, London, New York, Paris, Dubai, Singapore and Helsinki, with further expansion planned in future.

Contact Form

Press Release: Cambridge Management Consulting Acquires The Carrier Club

Tue, 24 Mar 2026 12:27:28 GMT

Press Release

24 March 2026 - International consulting firm, Cambridge Management Consulting has acquired telecommunications cost-reduction specialist, The Carrier Club, strengthening its ability to help organisations reduce their telecoms and network infrastructure costs.

Since 2016, The Carrier Club has worked with telecommunications operators and enterprises of all sizes, reducing the cost of their access and core network infrastructure by up to 30% of their cost base and saving clients millions of pounds on their telecommunications spend.

The acquisition from The Carrier Club’s founding directors reflects growing demand from companies and public sector organisations seeking to reduce operational costs as increasing economic and geopolitical pressures continue to weigh heavily on budgets.

Nigel Meacham, Co-founder of The Carrier Club, said: “We have been working with the Cambridge Management Consulting team on many projects for some time. The time is now right to fully integrate the two businesses, which will expand Cambridge Management Consulting’s cost-transformation offering for its clients.”

Eric Green, fellow Co-founder of The Carrier Club, added: “When engaged by clients, we have consistently helped them to reduce a significant proportion of their telecommunications cost base. Combining our expertise more closely with the wider Cambridge Management Consulting team makes perfect sense at a time when companies and government departments need to work harder than ever to control costs.”

The acquisition reflects a broader, long-term commitment from the Cambridge-headquartered consulting firm to strengthen its procurement and commercial offering as it continues to add new AI-based tools to its cost-reduction toolkit.

The firm recently expanded its AI capabilities to extract cost data from clients’ financial systems and benchmark it, using the latest AI technology, against best-in-market pricing to identify further savings for clients.

Tim Passingham, Founder and Executive Chairman of Cambridge Management Consulting, said: “In these times of enormous geopolitical risk and uncertainty, organisations are under growing pressure to remove unnecessary costs from their operations, and we are seeing more and clients coming to us for support with this.

“Acquiring The Carrier Club - one of a number of acquisitions we are planning - will enable us to add even greater value to our clients in these challenging times.”

Media Contact

Carole Aye Maung, PR & Media Relations Manager:

cayemaung@cambridgemc.com

About Cambridge Management Consulting

Cambridge Management Consulting (Cambridge MC) is an international consulting firm that helps companies of all sizes have a better impact on the world. Founded in Cambridge, UK, initially to help the start-up community, Cambridge MC has grown to over 200 consultants working on projects in 25 countries, with offices or legal entities in Cambridge, London, New York, Paris, Dubai, Singapore and Helsinki, and further expansion planned in future.

Our capabilities focus on supporting the private and public sector with their people, process and digital technology challenges. What makes Cambridge MC unique is that it doesn’t employ consultants - only senior executives with real industry or government experience and the skills to advise their clients from a place of true credibility. Our team strives to have a highly positive impact on all the organisations we serve, confident there is no business or enterprise that we cannot transform for the better.

For more information visit www.cambridgemc.com .

About The Carrier Club

The Carrier Club provided Procurement-as-a-Service for telecommunications companies and enterprises lacking either the scale for an in-house telecommunications procurement function or needed additional, complementary resource for specific procurement or cost-saving initiatives. Since 2016, The Carrier Club has helped telecommunications operators and enterprises of all sizes save millions on their telecommunications access and network spend.

For more information visit https://www.thecarrierclub.org/about

Contact Form

Case Study: A Corporate Partnership Between Pembroke College & Cambridge MC Based on Shared Values

Thu, 12 Mar 2026 22:17:32 GMT

Author

The Corporate Partnership Between Pembroke College & Cambridge Management Consulting

Founded in 1347 by Marie de St Pol, the Countess of Pembroke, Pembroke College (‘Pembroke’ or ‘the College’) is the third oldest college in the University of Cambridge and, as part of the University of Cambridge, one of the oldest and most prestigious academic institutions in the world.

Pembroke may be one of the oldest Cambridge colleges but its outlook has always been decidedly modern. When it was founded, it was the first college to have its own chapel, and it encouraged students of all backgrounds to apply – long before this became more widespread (students from state school backgrounds now comprise around 70% of the undergraduate intake each year). The College has a representation in every academic discipline and school of the University, and it is the only college to have a Corporate Partnership Programme with the aim of bringing industry and academia closer together.

The Corporate Partnership Programme facilitates mutually beneficial cooperation between the academic community and commercial partners. Partners are carefully selected to ensure a balanced sector representation and they must have the endorsement of all the academic Fellows in the College.

Cambridge MC benefits from closer academic ties to the city where it is headquartered, and can now offer its clients, in addition to its experienced in-house team, unrivalled access to academic skills and intellectual prowess that isn’t easily available to other consulting organisations.

Since the partnership began, Cambridge MC has engaged in various activities to bring aspects of the College together with industry, including:

Support for Undergraduate Internships

In 2022, Pembroke launched the Leadership, Enterprise & Adventure at Pembroke (LEAP) Programme, designed to support students to develop their confidence and career prospects through training, events, mentoring, networking, internships, and growth opportunities. Cambridge MC has supported the LEAP Programme since its inception by offering work experience placements in each cohort and six summer internships to date, with a view to extending this in future years.

Teaching at the College

In 2024 the International Programmes at Pembroke launched the Online Capstone Programme which offers students the unique opportunity to work on a project with real-life implications. Students immerse themselves in their selected Capstone Project and receive eight weeks of intensive Cambridge-style supervisions from a leading academic or practitioner in that field, culminating in an assessed project report. Cambridge MC has proposed projects on cyber resilient organisations, cyber threat intelligence, innovation and organisational strategy for the programme.

Providing Consulting Opportunities for Academics

Pembroke academics have supported Cambridge MC on various projects including work for Bristol University and Imperial College as well as data science, sustainability, and marketing projects, to name just a few.

External Events and Engagement

Cambridge MC has brought several high-profile events and meetings to the College. As major sponsors of Cambridge Tech Week (CTW) in 2024 and 2025, Cambridge MC has welcomed visitors to Pembroke for lectures, fireside chats, breakfast meetings, panel sessions, and a Deep Tech gala dinner. Furthermore, two LEAP interns contributed to the support of Cambridge Tech Week, helping with the production of marketing materials and on-hand support during the week’s events.

Postgraduate Engagement and Support

In 2025, Cambridge MC sponsored its first PhD student at the College in the Department of Engineering. Their thesis looks at the environmental impact of digitising Africa. Cambridge MC has ambition to support more post-graduates and an additional PhD each year.

The Mutual Benefits of the Partnership

Through the Pembroke and Cambridge MC partnership, both parties have worked together to increase the exposure of the College, its values, and its legacy to a wider network of external industry professionals and companies. The pioneering Pembroke Corporate Partnership Programme offers something special for the benefit of the College, its corporate partners, and academia more widely.

The Master of Pembroke, Professor Polly Blakesley, wrote:

“Tim has become a recognisable figure around Pembroke, embodying the spirit of collaboration and innovation that the Corporate Partnership Programme aims to foster. We welcome the support Cambridge MC provides the College and, through our partnership, are glad to be supporting Cambridge MC as they help their clients have a better impact on the world.”

Tim Passingham, Founder and Executive Chairman of Cambridge MC, said:

“We’re delighted by the relationship with Pembroke. Most of all, we are enormously proud of the genuine connections we’re building with students, staff and the University and, as we grow the relationship in years to come, we look forward to fostering ever-closer relationships between industry and academia for the benefit of Pembroke, the University and wider society.”

About Us

Cambridge Management Consulting has offices or legal entities in Cambridge, London, New York, Paris, Dubai, Singapore and Helsinki, with further expansion planned in future.

Contact Form

Ransomware in 2026: What Boards Actually Need to Know

Mon, 09 Mar 2026 20:55:17 GMT

Author

KEY TAKEAWAYS

Ransomware is now a routine operating risk rather than a rare IT event, so boards need to treat it as a core resilience and governance issue.

Attacks have become more sophisticated, with data theft, extortion and AI-enabled phishing increasing both the pressure on organisations and the speed of attacks.

The biggest weaknesses are often not just technical gaps but failures in governance, recovery planning, supplier oversight and crisis decision-making.

Boards that test their preparedness, harden backups, clarify decision rights and rehearse realistic scenarios are far more likely to reduce impact and recover faster.

3 MIN READ

Globally, ransomware is now responsible for 44% of all breaches a 37% increase compared to 2024, underlining that it is now part of routine operating risk rather than a rare incident. In larger organisations, ransomware was a component of 39% of breaches, while for small and midsize businesses, ransomware was involved in 88% of breaches. [Source: Verizon 2025 Data Breach Investigations Report (DBIR).]

Recent UK cyber security survey data shows that around half of UK businesses report some kind of cyber breach or attack in a typical year – about 50% in 2024 [Source: Sophos – State of Ransomware 2024 (government sector breakdown).]

For boards, the question is no longer if you will be hit, but how ready you will be when it happens.

From Disturbing Headlines to Everyday Risk

Ransomware can now:

Halt factories and logistics chains.
Disrupt hospitals, pharmacies, and clinical systems.
Lock up municipal and education services.
Trigger regulatory investigations and investor scrutiny within days.

A major ransomware event has become a board‑defining moment: how quickly the chair and non‑executives understand the situation, how clearly they set expectations, and how credibly they engage regulators, customers and investors.

Ransomware is Now a Professionalised Ecosystem, Not Lone Hackers

Ransomware is now a structured industry. ITPro’s analysis of the market in 2025 ('Rocketing number of ransomware groups as new smaller players emerge') counted more than 70 active groups, up sharply year‑on‑year. Many operate with:

Ransomware‑as‑a‑Service (RaaS) – renting out tools and infrastructure to affiliates in exchange for a share of proceeds.
Negotiation teams – specialists who handle communications with victims using structured playbooks.
Data leak operations – dedicated sites and staged disclosure campaigns to maximise reputational pressure.

Motivation, capability and persistence on the attacker side are all increasing.

Double and Triple Extortion Have Become the Normal

The simple 'encrypt files, demand payment' model has largely given way to more complex campaigns.

DigitalXRAID’s Annual Threat Pulse 2024 reports that over 80% of ransomware attacks now involve data theft as well as encryption. Many also add further elements such as DDoS attacks or direct harassment of staff and customers – so‑called triple extortion.

In practice, attackers often enter quietly, explore your network, exfiltrate sensitive data and only then reveal themselves, already in a position of leverage.

AI is Driving Scale, Speed and Adaptation

With a ransomware attack, first they need to get through the door. In 2026, phishing is still the primary way in – in recent UK surveys, around 85% of organisations that suffered a breach cited phishing as the main attack vector.

Those attacks are becoming increasingly effective as AI rapidly updates the ransomware toolkit. A KnowBe4 report highlights a double‑digit rise in phishing volumes, with more than 80% of recent campaigns using AI‑powered polymorphic techniques – attackers generate fast‑changing variants of the same scam so it is harder for filters and analysts to spot a repeating pattern.

For boards, this shows up as:

Highly convincing phishing and social engineering – emails and messages that look and read like genuine internal correspondence, tailored to your sector and even to your executives.
Faster exploitation of vulnerabilities – AI‑assisted tools that scan for weaknesses and help weaponise them at scale.
Automation of attack stages – semi‑automated lateral movement, credential theft, and data exfiltration once inside the network.

The net effect of AI is more attempts, better‑crafted communications and a higher probability that attackers will eventually find a way through.

Board Insight: ransomware is now as much about privacy, trust, safety, and continuity of service as it is about IT systems availability.

At the same time, AI and automation are also changing the defence side. IBM’s breach research shows that organisations using security AI and automation can cut the breach lifecycle by around 108 days, with materially lower overall costs. [ Source: IBM Cost of a Data Breach – ransomware & AI analysis (2023–24 coverage)]

Boards should be asking management how they are using AI defensively, not just preparing for attackers who use it offensively.

Where Are Your Weak Spots?

When boards review real incidents, their own or peers’, we see the same patterns of vulnerability in both systems and culture.

On the Technical Side

For complex enterprises, whether financial services, manufacturing, telecoms, retail or critical infrastructure operators, the attack surface has grown with every merger, new platform and outsourcing deal.
Legacy systems and flat, poorly segmented networks turn a small foothold in one business unit into an enterprise‑wide outage across plants, trading floors, shared services and customer‑facing channels.
Weak identity and access controls (incomplete MFA, shared or orphaned accounts, poor privileged‑access management) give attackers too many keys into high‑value systems.
Complex webs of strategic outsourcers, SaaS platforms, cloud providers and key suppliers create hidden concentration risk; a single payments processor, logistics partner or IT service provider can become a single point of failure for the whole group.
Backups are not as robust as assumed – distributed across data centres and clouds, but still stored on connected systems, not immutable, or never tested end‑to‑end.

UK data shows that while attackers increasingly try to compromise backups, most organisations that recover do so from their own backup and resilience measures rather than by paying. The proportion of UK enterprises paying ransoms has dropped from almost half in 2023 to under a fifth in 2025, as more boards push for robust, tested backup strategies.

That turns backups from a comfort blanket into a potential liability if they are not properly segmented, hardened and exercised under realistic scenarios.

On the Governance and Culture Side

There is no rehearsed ransomware playbook that reflects how the enterprise actually operates across regions, business lines and shared services; roles, decisions and communication paths are improvised under pressure.

Decision rights – for system shutdowns, restoration priorities, ransom‑related choices and regulator notifications – are unclear, particularly in matrixed organisations with group, regional and business‑unit leadership.
Crisis communications are under‑prepared; spokespeople, stakeholder maps and holding statements are created on the fly for customers, partners, regulators, investors and staff.
Board reporting has focused on tools, projects and technical indicators rather than resilience outcomes, business impact and time‑to‑recover for critical services.
These are not purely technical failings; they are symptoms of how seriously ransomware has (or has not) been treated as an enterprise risk at board level.

Board Questions to Put on the Agenda

Rather than delving into technical details, effective boards focus on clear, practical questions.

You can use the following as a standing agenda aide‑mémoire:

Threat and Exposure

Which services, geographies, and customer segments would hurt most if hit by ransomware?
How are we monitoring ransomware trends relevant to our sector and adjusting our controls accordingly (for example, insights from ENISA, sector regulators, and major incidents in our industry)?
What do recent statistics (for example, Sophos, Verizon DBIR) imply about how often organisations like ours are being tested?

Preparedness and Resilience

Do we have a documented, rehearsed ransomware playbook covering IT, operations, finance, legal, and communications?
When was it last tested with ExCo and the board present? What changed as a result?
How quickly can we detect, contain and recover from an attack on our most important services? What evidence do we have – including realistic exercise results?
Are our backups segmented, immutable, and regularly tested in realistic scenarios, given how frequently attackers now target them?

Third‑party and Supply‑chain Risk

Which critical suppliers or partners, if compromised, could be an entry point or amplification path for ransomware?
How do we assess, contract, and monitor cyber resilience in key suppliers and cloud providers – and how does this align with NIS2, DORA, and other relevant frameworks?

People, Culture and Training

How are we equipping staff in high‑risk roles (finance, HR, senior executives) to recognise and handle phishing and social‑engineering attempts?
Is ransomware risk embedded in our broader risk culture and leadership behaviours, or treated as an annual awareness exercise?

When the Worst Happens: A 72‑Hour Board Checklist

No set of controls is perfect. When a serious incident lands, the board’s role is to ensure the response is being run well, not to run it themselves. In the first 72 hours, boards should look for:

Governance and Roles

A pre‑defined major incident structure, typically chaired by the CEO or COO, with clear workstreams for technical response, operations, legal, communications and customer support.
Clarity on the board’s role: oversight, major risk appetite decisions (for example, extended shutdown vs partial restart), regulatory posture, and stakeholder expectations.
A single source of truth for updates, with an agreed cadence, so directors are not relying on conflicting informal channels.

Regulatory and Legal Posture

A clear view of which regulators and authorities may need to be notified, and on what timelines (for example, data protection regulators, sector regulators, stock exchanges, law‑enforcement bodies).
Legal advice on ransom‑related decisions, including sanctions, money‑laundering and law‑enforcement considerations.

Stakeholder Communications

Prepared holding statements and trained spokespeople, updated as facts evolve.
Joined‑up messaging to customers, employees, suppliers, investors, and the media – avoiding both premature reassurance and damaging silence.

Decisions taken in these first few days – particularly on disclosure, negotiations, and service restoration – will shape regulatory, legal, and reputational outcomes for years.

Conclusion: Turning Statistics into Better Decisions

ENISA continues to place ransomware among the prime threats in Europe’s threat landscape, with significant impact across sectors. Sophos and Verizon’s latest numbers reinforce that ransomware is both common and costly – but they also show that organisations which invest in preparation and resilience are recovering faster and at lower cost.

Boards that deal well with ransomware typically:

Treat it as a standing agenda item within operational resilience and risk, not an annual technical presentation.
Set clear expectations of ExCo on preparedness, testing, and third‑party resilience.
Invest in regular crisis simulations involving both executives and non‑executive directors.
Use real incidents – their own or others’ – and fresh data as catalysts to lift maturity, not simply as reasons to "move on" once systems are restored.

Frameworks such as NIST’s Cybersecurity Framework 2.0 and EU regulations like NIS2 and DORA reinforce this direction by making governance, resilience testing, and third‑party oversight explicit board responsibilities.

The message for boards in 2026 is straightforward: you cannot eliminate the ransomware threat, but you can materially change the outcome when it arrives.

How Cambridge MC Can Help

Cambridge Management Consulting supports boards and executive teams to move from concern to confidence with practical, senior‑led work that strengthens readiness quickly:

Cyber Stress Tests – clarifying your "crown jewel" services and stress‑testing how cyber, technology and operations work together under real disruption.
Ransomware readiness health checks – focusing on identity, segmentation, backups, recovery, and third‑party exposure – with a prioritised remediation plan.
Board and ExCo simulations – realistic 72‑hour scenarios that sharpen decision‑making, governance, and communications under pressure.

If you’d like a clear view of your readiness – and a practical plan to improve it – Cambridge MC’s Digital Transformation and Cyber Security teams can run a rapid ransomware resilience assessment and board‑level simulation to identify gaps, agree priorities, and build confidence before the next test arrives.

Key References

Verizon 2025 Data Breach Investigations Report (DBIR)
UK Government Cyber Security Breaches Survey (via DCMS, 2024 and 2025)
Trustwave 2025 analysis of UK ransomware trends
ITPro 2025 coverage of falling ransom payments in UK enterprises
UK-focused cyber statistics round-ups and sector-specific analysis

About the Author

About Us

Cambridge Management Consulting has offices or legal entities in Cambridge, London, New York, Paris, Dubai, Singapore and Helsinki, with further expansion planned in future.

Contact Form

#21toWatch 2026 Winners Revealed: Deeptech Founders Tackling Society's Toughest Health and Climate Challenges

Fri, 06 Mar 2026 11:18:50 GMT

Press Release

6 March 2026 - The #21toWatch Top21.2026 winners have been announced at an awards ceremony at The Glasshouse innovation hub in Cambridge.

The annual, future-facing awards showcase the next generation of high-potential founders and technically ambitious ventures emerging from Cambridge and the wider East of England. This year’s Top21 reflects Cambridge’s deeptech signature while tackling some of society’s most persistent challenges.

The list is dominated by a new wave of innovation for overlooked and under-treated health challenges including obsessive-compulsive disorder (OCD), endometriosis, stroke recovery, maternal-fetal health, neurodegeneration and brain health - conditions that have long been underfunded and where progress has been slow despite patient need remaining high. The winning founders open new therapeutic and clinical possibilities by combining engineering, AI and life sciences, and applying precision biology, advanced diagnostics and continuous monitoring (via smart textiles and wearable technologies).

The winners’ list also includes exciting deeptech solutions tackling systemic challenges across climate and industry - including next-generation climate tech (spanning materials, infrastructure and energy storage), frontier technology to ensure clean energy, resilient energy systems, industrial decarbonisation, safer environments and trustworthy AI, and bioengineering platforms reshaping drug discovery.

Most importantly, across the list, founders are building enabling technologies designed not just to solve single problems, but capable of transforming multiple sectors simultaneously to strengthen the resilience, efficiency and intelligence of the systems underpinning modern life.

The seven Top21.2026 Companies are:

Cyclana Bio – An interdisciplinary team combining computational and tissue-level biology to target endometriosis by addressing the extracellular matrix, a previously underexplored driver of disease.

FactTrace – Developing core truth infrastructure for the AI era, preserving meaning and integrity as language moves between humans, systems and machines - a growing requirement for enterprise, institutional and governmental decision-making.

Loop52 – A circular plastics platform for the automotive sector, connecting dismantlers, recyclers and OEMs to meet EU recycled-content regulations at scale.

Protalea Bio – Developing therapies that halt the progression of cancer and neurodegeneration by targeting pre-disease inflammation before irreversible damage occurs.

Serenatis Bio – Developing three precision-medicine drug candidates for obsessive-compulsive disorder (OCD), targeting distinct glutamate and dopamine pathways to address a large unmet clinical and commercial need.

Shuffle Energy – Delivering the software layer connecting heat pumps, hot water tanks and e-boilers to energy markets, reducing electric heating costs by 30–60%.

SomNyx – An AI-powered, textile-based sleep wearable enabling clinical-grade sleep monitoring from hospital to home, supporting early diagnosis of neurological conditions.

The seven Top21.2026 People are:

Aliki Marina Tsopelakou, CLEAR-Methane: Aliki is leading the social venture, CLEAR-Methane at Department of Engineering, University of Cambridge - developing photochemical filtration technologies for ventilation systems, improving indoor air quality while reducing atmospheric methane, a potent greenhouse gas, to deliver combined public-health and environmental benefits with significant climate impact.

Callon Peate, co-founder, GreenMixes: a startup on a mission to build a carbon-negative future with a drop-in cement admixture, delivering the cheapest, most scalable route to fully decarbonising concrete and turning buildings into long-term carbon sinks.

Gemma Swan, University of Cambridge: Gemma has developed a novel, highly efficient plant transfection mechanism, integrated into a prototype device, with the aim of enabling large-scale protein production in plant systems.

Mila (Mahlaqua) Noor, Gates Cambridge alumna and postdoctoral Bye-Fellow: Mila is investigating cytomegalovirus placental transmission to develop antiviral strategies improving maternal-fetal health.

Omer Nivron, co-founder, Ötzi: A unique venture is on a mission to tackle one of the finance industry's biggest blind spots: the actual cost of climate risk. To this end, Ötzi has built the first physics-informed AI model generating risk forecasts out to 2050, which are not only more accurate than the competition but also faster and radically more cost-effective. This isn't just about better pricing for insurers; it's about a more resilient future.

Osarenkhoe Ogbeide, co-leader, Obasense: A startup creating a new form of low-cost, hyper-sensitive sensors using advanced nanomaterials for detecting toxic and dangerous gases and pollutants for multiple areas and industries.

Sara AlMahri, co-founder of Mina AI: building an agentic AI execution layer for supply chains, shifting the industry from passive information to active intelligence that takes action and - applied across procurement, logistics, and compliance for manufacturers, governments, and ports.

The seven Top21.2026 ‘Things’ (Innovations) are from:

Cambridge Atomworks: Nuclear fission micro-reactor providing reliable power to replace diesel for energy intensive local power requirements in off-grid situations such as mining and remote communities.

HotHouse Therapeutics: Rewriting the future of drug discovery with BotanAI and BotanBio - AI and plant bioengineering platforms that design and make molecules no other laboratories can reach.

Kodiaq Technologies: Pioneering a drop-in solution for redox flow batteries - enabling scalable, battery-based, long-duration energy storage that is sustainable, globally resilient and highly investable.

Memorify Technologies: Emotionally intelligent memory platform using neuroscience-led AI to automatically document, organise, preserve and resurface life’s most precious moments, bringing joy and connection while safeguarding personal histories for generations to come.

Myonerv: Wearable medical device for monitoring and treating stroke, enabling patients suffering from upper limb paralysis to regain real-time control of their hand.

NANOPLUME: Scaling the manufacture of the world's lightest, thinnest insulating biomaterial, dramatically increasing energy efficiency, space efficiency and circularity.

Polytecks: Cambridge University spin-out pioneering smart textile technology for next-generation healthcare diagnostics; they have developed high-density e-textile electrode arrays that capture bioelectrical signals from the body’s surface with unprecedented resolution and comfort.

Now into its eighth year, the #21toWatch awards are widely recognised as a credible marker of entrepreneurial excellence, identifying the innovators and companies set to define the future. Organised by multi-award-winning technology communications agency, cofinitive - part of international consulting firm, Cambridge Management Consulting – the programme is designed to identify early-stage companies and technologies with genuine potential to scale and deliver long-term impact, and is supported by premium sponsors from within the renowned Cambridge ecosystem.

Tim Passingham, Chairman, Cambridge Management Consulting, said: “Each year, #21toWatch gives us a vantage point across the region’s most technically ambitious early-stage companies. We are now seeing founders advancing frontier science design companies, not just technologies, and doing so with real-world deployment in mind from day one. This suggests that Cambridge’s next wave of deeptech will not only generate breakthrough science, but sustainable, scalable businesses capable of enduring impact.

“In the last 12 months, we have seen previous #21toWatch winners such as Paragraf, (Top21.2019) raise another $55million, Nu Quantum (Top21.2020) raise a further $60million and Xampla (Top21.2020) raise another $10million and generate significant commercial traction with their Morro [corr] coating. And just last week [25.02.2026], BeyondMath (Top21.2024), closed a $10million Seed extension to expand generative physics research.”

Even last year's cohort (which includes Peter Neurotech, Biotryp Therapeutics and Cellestial Health) is already raising capital and securing grants - bringing the total funding over eight years (excluding this year’s winners, Private Equity funding and previous #21toWatch winner/now unicorn, CMR Surgical) to £721,267,499.

Chris Keen, Partner and Head of Emerging Companies at Mishcon de Reya, one of the awards’ premium sponsors, added: “We work alongside founders every day and on every step of their journey as they turn bold ideas into real world impact. #21toWatch celebrates this entrepreneurial spirit - recognising the individuals pushing boundaries and building the next generation of standout businesses. Supporting this community of innovators is central to what we do, and we’re proud to be part of recognising their achievements.”

To stay informed, follow #21toWatch on all social media platforms, and at https://www.21towatch.com

Note to editors: Trademarks and registered trademarks referenced herein remain the property of their respective owners.

PRESS CONTACT:

Carole Aye Maung, PR & Media Communications Manager

cayemaung@cambridgemc.com

Contact Form

IWD 2026: Embracing The Power of Femininity at Work

Fri, 06 Mar 2026 10:36:11 GMT

Author

Arianna Mortali

Student / Intern

KEY TAKEAWAYS

Strong leadership does not require women to adopt ‘masculine’ behaviours – workplaces perform better when empathy, intuition, and emotional intelligence are valued as core strengths.

Persistent structural barriers remain, reflected in the UK gender pay gap and the small proportion of female CEOs – which makes visible role models and sponsorship crucial.

Women can navigate bias and double standards by asserting their right to be heard, and reframing labels like 'bossy' as evidence of confident leadership.

Building a more inclusive workplace is a shared responsibility – organisations need to tackle discrimination, create more speaking and development opportunities, and normalise diverse leadership styles.

3 MIN READ

By Arianna Mortali, Chesham Grammar School

"You don't have to play masculine to be a strong woman."
—Mary Elizabeth Winstead

Since the 1980s, women have been assuming greater responsibility in the workplace, rising to higher ranks, breaking down gender barriers as well as the infamous ‘glass ceiling’, and striving to create a more equitable environment where both male and female employees are valued equally. Yet, the ideology that has been largely promoted for many years is that women need to behave like their male counterparts in order to excel in their field – especially male dominated fields such as finance and technology.

This belief devalues traditionally feminine qualities such as empathy, intuition, and emotional intelligence that are essential to keeping a workplace functioning. To build strong connections with clients and employees, establish healthy workplace relationships, and foster loyalty and trust within businesses, we must encourage the more feminine attributes that society has discouraged in the world of work.

Discrimination in the Workplace

In 2025, women in the United Kingdom earned 91 pence for every pound a man made. This is largely because women are less likely to reach high-ranking positions that pay higher salaries. For example, only 9.4% of FTSE 100 companies have a female CEO. A couple of factors for this shockingly low percentage are the underrepresentation of women in influential positions, as well as the gender bias. It is essential that young women have inspiring female role models in the world of work to look up to, so that we believe it is promising to climb the career ladder as women.

Women’s Experiences in Their Careers

I am a 16 year old woman, soon to start my A-Levels, one of which is a STEM subject. For my post-GCSE work experience, I spent time with Cambridge Management Consulting, where I spoke to several women and had insightful conversations with them about their experiences of working as females in male-dominated environments. One woman I spoke to said she believed that her feminine attributes allowed her to connect more with the people she worked with and provide a more personal touch to her business. Speaking to this successful woman led me to further believe that femininity in the workplace is going to pave the way to a more inclusive work environment for the future, where there is a healthy balance between traditional masculine and feminine behaviours.

I also had a discussion with another female leader, who provided another view on how to strive as a woman in the workforce. She informed me that she hadn’t felt being female hindered her career, merely because she didn’t let it. One of the main lessons I took away from our conversation was that as women, we need to believe we deserve to be heard, land good jobs, promotions, and hold leadership positions. In the 21st century, it is long overdue that we all recognise that women deserve success just as much as men, and we should not allow the gender bias to change this view.

She also showed me that it is important not to let double standards hold us back in our careers. For example, women leaders are often criticised for being ‘bossy’ when a man behaving the same way is called ‘assertive’. She wisely suggested viewing that negative stereotype as a positive attribute.

If being labelled ‘bossy’ simply means acting as a strong confident leader, women should in fact strive to defend these attributes and reframe them – as well as helping others to understand their prejudices and bias.

Creating a More Inclusive Tomorrow

It is becoming increasingly apparent that many young women desire to be leaders; 40% of Gen Z women looking for new jobs want leadership, teamwork, and management training. So how can we begin to shift the outdated view that masculine qualities are more valued in leadership roles?

Businesses must ensure that any gender-based discrimination is addressed, and encourage women to actively participate in meetings, present at conferences and share their ideas. It is important to show women in the workforce that they are not less valued than men, and that they have equal opportunities to excel. Furthermore, female leaders should set an example for younger women by embracing their femininity to show being feminine is a strength and not a weakness. This includes being more empathetic, compassionate, and collaborative, which not only forms strong workplace relationships, but also ensures that everyone (men and women alike), feel valued and heard in the workplace.

Therefore, true inclusivity in the workplace doesn’t come from women having to mirror men, it comes from valuing the strengths that both femininity and masculinity bring. By encouraging women to speak up, take leadership opportunities, and be authentic in who they are, we can pave the way to a more utopian workplace environment, where all people are treated with compassion and respect.

About Us

Cambridge Management Consulting has offices or legal entities in Cambridge, London, New York, Paris, Dubai, Singapore and Helsinki, with further expansion planned in future.

Contact Form

Where Should Leaders Really Start with AI in 2026?

Thu, 19 Feb 2026 03:43:34 GMT

Author

KEY TAKEAWAYS

AI adoption is now mainstream across Europe and the UK, but most large organisations remain stuck in pilots rather than delivering scaled, measurable impact on financial and risk metrics.

The real starting point for AI in 2026 is explicit board-level clarity on risk appetite, governance, and accountability – not another isolated proof of concept.

Sustainable AI value comes from treating it as a socio-technical system, with joined-up ownership across product, risk, operations, data, and HR rather than confining it to IT or innovation teams.

Organisations that define business outcomes first, assess data fitness and exposure rigorously, and run tightly scoped, measurable pilots are far more likely to move from experimentation to a repeatable AI production model.

4 MIN READ

Introduction

Business and technology leaders in larger organisations are starting 2026 with a familiar tension: AI is everywhere – pilots, proofs of concept, demos – but scaled, measurable value is still the exception rather than the rule.

Across Europe, AI adoption is now firmly mainstream. By 2025, around one in five EU enterprises with 10+ staff were using some form of AI, up from just 8% in 2023, with Nordic markets already above a third of firms using AI. In the UK, Office for National Statistics data shows that roughly a quarter of all businesses – and over 40% of larger firms with 250+ employees – report using AI tools, with a further wave planning adoption in the next few months.

Yet despite this momentum, most larger organisations are still stuck in pilots and localised experiments, not in fully scaled, governed capabilities. The question for boards and executive teams in 2026 is no longer "Should we use AI?" but "Where should we really start if we want impact we can see on the P&L, the balance sheet, and risk metrics?

Start by Deciding Your Risk Appetite

In bigger businesses – especially regulated or multi-country organisations – the question of when to move from pilots to scale is fundamentally a question of risk appetite.

Moving early brings higher uncertainty but also the chance to define the edge in your market: better customer experiences, faster cycle times, or radically different cost and risk profiles. Waiting allows you to borrow proven patterns – but risks leaving the field open to nimbler competitors or new entrants.

For boards, this is not a purely technical decision. It is a governance decision that should sit alongside capital allocation and major transformation commitments. That means getting clear on:

Which risk domains matter most (e.g. conduct, cyber, data protection, model risk, operational resilience)

Where you are prepared to experiment, and where you need stronger controls from day one

What "unacceptable" looks like – for customers, regulators, and your brand

Once this is explicit, your AI roadmap becomes a risk-shaped roadmap, not a list of disconnected experiments.

Treat AI as a Socio‑Technical System

In large, complex organisations, AI does not live in isolation. Models sit inside products, processes, supply chains, and front‑line workflows. Their behaviour is shaped as much by people, incentives and data governance as by algorithms.

That has two consequences for where you start:

You cannot fully outsource the risk. Even if you use third‑party models or platforms, regulators and customers will still hold you responsible for outcomes.

You need joined‑up ownership. AI initiatives that sit only in IT or innovation labs rarely get to scale. You need product, risk, operations, data and HR in the room from the outset.

Frameworks such as the NIST AI Risk Management Framework and emerging EU AI governance requirements are useful because they force you to think across the full lifecycle – from design and data sourcing through deployment, monitoring, and retirement – rather than treating AI as a one‑off technology decision.

Put Basic AI Governance in Place Before Chasing Use Cases

For larger organisations, the real starting line in 2026 is governance, not tools.

Before you launch another wave of pilots, ensure you have a robust and coherent governance framework in place. At minimum:

AI policy – what is allowed, what is prohibited, escalation routes, and who can approve higher‑risk experiments.

AI risk assessment template – ideally aligned to an established framework such as NIST AI RMF, so teams have a common language for impact, likelihood and controls.

A model and data register – a live inventory of AI systems, data sources, critical dependencies, and accountable owners.

Clear expectations for AI literacy and training – especially important for EU‑facing organisations, where regulatory expectations on competence and oversight are rising.

In practice, many larger organisations already have fragments of this in model risk, information security, and data protection. The opportunity in 2026 is to connect these into a visible, usable framework that lets business teams move faster because governance is clear, not in spite of it.

Define Value First – Then Choose the Technology

A recurring pattern in both UK and global surveys is that organisations struggle less with access to AI tools and more with identifying where those tools genuinely move the dial. In one recent UK study, difficulty finding meaningful use cases was cited more often than cost or skills as a barrier to adoption.

For larger organisations, the fastest way to dilute credibility is to start with a model or vendor and then go hunting for somewhere to point it. GenAI in particular can feel like a technology in search of a problem – part of the reason so many proofs of concept never cross into production.

Instead, reverse the logic:

Start from outcomes. Decide which outcomes matter most in the next 12–24 months – e.g. unit cost, time‑to‑serve, risk‑weighted assets, customer retention, regulatory capital, or resilience metrics.

Break outcomes into initiatives. Translate those outcomes into a shortlist of initiatives with clear measures of success.

Pick the right approach per initiative. For each, decide whether GenAI, classic analytics, automation, or process redesign is the right choice – or a hybrid – and what "good" looks like in plain business language.

Only then should you ask which AI tooling, platforms, or partners you need.

Get Serious About Data Fitness and Data Exposure

For any sizeable organisation, the gating question for AI is not "Do we have data?" but "Is our data good and safe enough to use at scale?"

A simple way to operationalise this is to use a Data Readiness & Safety scorecard before any new pilot or scaled deployment. Keep it high level, score each dimension 1–5, and agree thresholds for go, go with mitigations, or no‑go.

Two dimensions are usually enough to start:

Data fitness (is it good enough to deliver value?) – quality and accuracy, completeness, freshness, consistency, and whether you can trace and maintain the data over time.

Data exposure (is it safe enough to use?) – sensitivity (e.g. personal or commercially confidential data), rights and permissions, access controls, auditability, and the likely harm if the model is wrong or information leaks.

Treat access control, permissions, and auditability as gating items: if they are weak, you redesign or stop the pilot. This aligns with the direction of travel in UK and EU regulation, where boards are expected to evidence control over high‑impact AI systems, not simply innovation.

Design Your First Enterprise AI Pilots to Be Boring and Measurable

Once you have governance, value hypotheses, and data clarity, you are ready to run the kind of pilots that actually scale.

In larger organisations, the first wave of serious AI pilots should feel almost boring in scope: obvious value, obvious metrics, and tightly controlled risk. For example:

Reducing call‑handling or case‑handling time in a high‑volume service process

Accelerating document review or drafting in legal, compliance, or finance teams

Improving triage and routing for incidents, leads, or customer requests

For each pilot:

Define success in plain language. Time saved, error rates reduced, fewer hand‑offs, higher conversion, or NPS – and capture a baseline before you start.

Set up a small, accountable team. Blend product, operations, risk, and data/engineering; keep access and permissions tight.

Build human guardrails in from day one. Approvals, review steps, or escalation paths where impact is high – not bolted on after launch.

Make monitoring part of the design. Systems drift, user behaviour changes, and external data shifts.

Monitoring for performance, bias, and security should be routine, not a special project.

At the end of each pilot, make a single decision quickly: scale, iterate, or stop – and document the learning so the next use case starts from a stronger base.

From Scattergun Experiments to a Repeatable Production Line

By 2026, the differentiator between organisations that 'dabble' in AI and those that build a durable advantage is rarely the underlying model. It is whether AI is treated as a managed change programme with:

Disciplined delivery and portfolio management

Clear governance and risk ownership

Metrics that link directly to business outcomes, not just usage

For larger organisations, the most pragmatic path is to start small, but start deliberately:

Put basic AI governance and a data readiness lens in place.

Focus on a handful of use cases tied directly to strategic outcomes.

Run them through a repeatable production line: assess, pilot, test properly, scale only what works, and measure ROI against a clear baseline.

Done this way, AI stops being a patchwork of disconnected initiatives and becomes a feedback loop that consistently improves your time‑to‑value at enterprise scale.

AI Strategy Stress Test for Larger Organisations

If you’d like an external view on where to start, Cambridge Management Consulting runs a short AI Strategy Stress‑Test for larger and mid‑market organisations.

In a series of focused sessions, we look at your current AI experiments, data foundations and governance, then highlight use cases where AI can create real value with manageable risk – using the teams and platforms you already have. We also help you frame an achievable 6–12 month roadmap that balances ambition with control.

If you’d like to benchmark where you are today – and what a sensible next stage of AI adoption could look like for your organisation – we’d be happy to talk.

About the Author

About Us

Cambridge Management Consulting has offices or legal entities in Cambridge, London, New York, Paris, Dubai, Singapore and Helsinki, with further expansion planned in future.

Contact Form

Case Study: Enhancing Data Centre Infrastructure through a Comprehensive Connectivity Study

Thu, 12 Feb 2026 21:19:44 GMT

We were approached by one of the fastest growing data centre providers in Europe. With over 20 data centres throughout the continent, they are consistently meeting the need for scalable, high-performance infrastructure.

Despite this, a key data centre in Scandinavia had become reliant on a single, non-redundant 1 Gbps internet service from a local provider, posing significant risks to operational continuity. To enhance the reliability of its network and resolve these risks, our client needed to establish additional connectivity paths to ensure the redundancy of its infrastructure.

The Ask

Cambridge Management Consulting was engaged to address these connectivity challenges by identifying and evaluating potential vendors and infrastructure options to create second and third connectivity paths. This involved exploring various types of connectivity, including internet access, point-to-point capacity, wavelengths, and dark fibre.

Additionally, Cambridge MC was asked to provide recommendations for building a local fibre network around the data centre to control and maintain diverse paths. This would allow the data centre to connect directly to nearby points of presence (PoPs) and reduce dependency on external providers, thereby enhancing network resilience and operational control.

The goal of this project was to ensure that the Nordic data centre could maintain continuous operations even in the event of a failure in the primary connection.

Approach & Skills

Cambridge MC approached the project with a focus on ensuring operational continuity and resilience for the data centre. By identifying multiple connectivity paths, we aimed to mitigate the risk of network failures and ensure that the data centre could maintain continuous operations even in the event of a failure in the primary connection. This approach allowed Cambridge MC to provide a comprehensive solution to address both immediate and long-term connectivity needs.

We employed a combination of Agile and Waterfall methodologies to manage the project. The initial investigative phase allowed a Waterfall approach, in which our team conducted thorough research and analysis to identify potential vendors and connectivity options. This phase involved detailed interviews with various telecommunications providers and an assessment of publicly available information.

Once the initial analysis was complete, the workflow transitioned to an Agile approach for the implementation phase. This allowed Cambridge MC to adapt to new information and feedback from stakeholders, ensuring that the final solution was both flexible and robust.

Challenges

Lack of information: One of the primary obstacles we faced was the lack of detailed network maps and information from some of the potential vendors. To overcome this, the team conducted extensive interviews with contacts at these companies and leveraged its existing network of industry contacts to gather as much information as possible.

Remote location: Another challenge was the remote location of the data centre, which limited the availability of local infrastructure and required us to explore creative solutions for connectivity. Cambridge MC addressed this by proposing the construction of a local fibre network around the data centre, which would allow for greater control and flexibility in connecting to nearby PoPs.

Fragmented factors: Additionally, coordinating with multiple vendors and ensuring that their services could be integrated seamlessly posed a logistical challenge. We mitigated this by recommending a phased approach to implementation, starting with the most critical connectivity paths and gradually expanding to include additional options.

Outcomes & Results

Increased Connectivity: Cambridge MC successfully identified and evaluated multiple connectivity paths for the data centre. By exploring various types of connectivity, including internet access, point-to-point capacity, wavelengths, and dark fibre, we provided a comprehensive solution that significantly enhanced network resilience and reliability.
Greater Control & Flexibility: Our recommendations for building a local fibre network around the data centre allowed for greater control and flexibility in connecting to nearby points of presence, ensuring continuous operations even in the event of a failure in the primary connection.
New Vendors: The team’s extensive network of industry contacts and deep understanding of the regional telecommunications landscape allowed for a thorough and nuanced evaluation of potential vendors and connectivity options.
Scope for Future Work: Cambridge MC identified several future developments with the potential to further enhance international connectivity and provide additional redundancy for the data centre. We also proposed further assistance, including a site visit for a more in-depth analysis of options, issuing RFI/RFP to vendors for capacity and fibre, and conducting similar connectivity studies for other candidate sites in the region.

Get in touch with Our Consultants today

Thames Freeport’s Connectivity Lab Participants Announced

Wed, 28 Jan 2026 10:49:03 GMT

Press Release

London, UK – 27 January 2026: Thames Freeport this week revealed the eight companies selected to participate in the Freeport’s Connectivity Lab, an initiative focused on validating commercially proven technologies in live port and logistics environments.

Innovation sits at the core of Thames Freeport’s approach to growth. Through its Innovation Labs, the Freeport brings together industry, startups, researchers and the public sector to tackle real operational challenges, improving productivity while supporting jobs, skills and healthier communities across the region.

The Connectivity Lab is unlike traditional innovation programmes. Managed by L Marks, in collaboration with Cambridge Management Consulting, the Lab embeds technologies directly within live operational environments at three nationally significant port and industrial sites. This enables participating companies to move beyond pilots, validating technologies in conditions that reflect the scale, complexity and safety-critical nature of real-world port and manufacturing operations.

The level of global interest in the Connectivity Lab underlines the scale of the opportunity. Nearly 150 organisations from around the world applied last autumn, reflecting growing demand for real-world environments where digital and AI-enabled solutions can be tested at operational scale.

The Connectivity Lab builds on Thames Freeport’s landmark multi-site private 5G network partnership with Verizon and Nokia. This cutting-edge infrastructure creates an environment where innovators can develop and test solutions with global relevance, while positioning Thames Freeport and the wider region as an international testbed for digital innovation.

In late November 2025, 20 standout companies showcased their solutions during the Pitch Day, and in January 2026 the eight successful participants began a 10-week sprint, with the aim of validating their technologies in real-world operational environments, with a focus on measurable outcomes and long-term impact.

Tom White, Director Innovation and Net Zero at Thames Freeport, said “The Connectivity Lab is the next phase of Thames Freeport’s programme to validate commercially proven technologies in live port and industrial environments and rapidly scale what works. Built on our multi-million-pound private 5G infrastructure investment, it’s part of a place-anchored, real-world ecosystem for leading innovators to prove measurable ROI, strengthen supply chain performance, and drive productivity gains for businesses and the wider region.”

Tim Passingham, Founder and Chairman of Cambridge Management Consulting, said, “Cambridge Management Consulting is delighted to support Thames Freeport’s innovative Connectivity Labs programme. Leveraging transformative technologies to produce positive impact for communities and corporations is central to our values, and I look forward to seeing how the Lab’s participants deploy their products towards this mission.”

Working with partners at DP World London Gateway, the Port of Tilbury and Ford Dagenham, the Lab is trialling a wide range of technologies including AI, digital twins, secure communications and advanced visual monitoring technologies.

At DP World London Gateway :

MapBI (UK) is building a digital twin of the port’s container inventory, overlaid with operational and performance data to reveal operational insights to support loading/discharge, and inventory planning.

Conroo (Germany) is implementing a smartphone-based app to track container arrivals at the port gates. The app will speed-up lorry discharge/load times, improve routing and reduce local congestion around the port.

Purple Transform (UK) will use existing CCTV data to automate context-specific PPE detection, with the aim of improving the welfare of staff working with and around heavy plant, machinery and vehicles.

At Port of Tilbury

Streamwide (Romania) will use a Push-To-Talk solution to help locate and contact staff across the entire Port site, while also adding a single all-party communications layer to enable critical alerts and multi-agency incident response.

Aible (US) will use AI-based Key Performance Indicator analysis to identify which metrics directly impact operational planning and effectiveness, generating insights to aide efficiency and productivity optimisation.

Allread (Spain) will use CCTV-based AI image analysis to augment the tracking of containers arriving and leaving the site by rail.

And at Ford Dagenham :

Nokia (Finland/US) will use sophisticated 5G-enabled cameras to provide fully immersive visual and aural operational spatial awareness in locations not currently covered by Ford’s existing monitoring capabilities.

Aible (US) will use AI Agents to understand and automate manual process flows around vehicle movements.

FocalX ’s (Denmark) mobile device-based AI analysis will enhance the inspection of vehicles arriving and leaving the site, monitoring for damage and condition changes.

During the trial Connectivity Lab participants have access to senior decision-makers and industry networks, and the opportunity to position themselves as strategic partners in the future of UK ports and logistics by demonstrating measurable ROI and long-term impact.

By linking together innovation, investment and skills, Thames Freeport ensures growth turns into measurable benefits for businesses and communities across the region.

You can find out more about Thames Freeport’s Innovation Labs programme here.

About Thames Freeport

Thames Freeport is shaping a next generation growth zone along the River Thames, where innovation, investment and skills come together to deliver real economic and community impact.

Spanning Thurrock in South Essex and the London boroughs of Havering and Barking and Dagenham, Thames Freeport brings together nationally significant ports, industrial sites and development land to support the industries of the future. Its focus is on turning innovation into delivery, improving productivity, strengthening supply chains and creating good jobs.

Backed by government and working in partnership with global operators, businesses and local authorities, Thames Freeport supports growth across advanced manufacturing, sustainable construction, logistics, food and drink, clean energy and digital innovation. Every investment is designed to unlock opportunity for local people, linking economic growth to skills, jobs and healthier, more resilient communities.

https://thamesfreeport.com/

About L Marks

Newly appointed as Thames Freeport’s strategic innovation delivery partner, L Marks is the global market leader in corporate innovation, trusted by many of the world’s most well-respected brands and organisations to identify, validate, and implement transformative solutions. Through its global network spanning more than 80 countries, L Marks discovers over 10,000 startups and scaleups annually and has enabled over 480 to pilot with corporate partners, achieving an industry-leading deployment rate of 78%.

L Marks alumni have collectively raised over $3.6 billion in venture funding. With over a decade of experience in delivering 100+ award-winning innovation programmes across Europe, North America, and Asia, L Marks is embedding new structures and technologies, driving an innovative culture, and ultimately fuelling sustainable growth.

https://lmarks.com/

About Cambridge Management Consulting

Cambridge Management Consulting (Cambridge MC) is an international consulting firm that helps companies of all sizes have a better impact on the world. Founded in Cambridge, UK, initially to help the startup community, Cambridge MC has grown to over 220 consultants working on projects in over 25 countries. Our capabilities focus on supporting the private and public sector with their people, process and digital technology challenges.

What makes Cambridge Management Consulting unique is that it doesn’t employ consultants — only senior executives with real industry or government experience and the skills to advise their clients from a place of true credibility. Our team strives to have a highly positive impact on all the organisations they serve. We are confident there is no business or enterprise that we cannot help transform for the better.

Cambridge Management Consulting has offices or legal entities in Cambridge, London, New York, Paris, Dubai, Singapore and Helsinki, with further expansion planned in future.

https://www.cambridgemc.com/

Contact Form

The Modern Data Centre: Power, Progress, and Paradox

Tue, 13 Jan 2026 02:07:05 GMT

Author

KEY TAKEAWAYS

Data centres are 'invisible' infrastructure – unremarkable buildings packed with servers, power backup and cooling that keep the digital world running 24/7.

Even with major efficiency gains, total electricity use is rising fast as AI and cloud demand accelerates – a classic Jevons’ Paradox problem.

Rack densities are surging (AI racks can reach 120+ kW), pushing power, heat and grid constraints to the forefront of data-centre strategy.

The industry is shifting from air to liquid cooling and exploring waste-heat reuse to manage high-density loads and improve sustainability outcomes.

4 MIN READ

Introduction

Duncan Clubb, Senior Partner – Data Centres, Edge & Cloud, was recently invited onto Commercis' Impactful Innovation podcast where he was asked to demystify the role of data centres in our digital society.

You can watch the full interview here: https://www.youtube.com/watch?v=8ACXIjFyoQo

Duncan starts by pointing out that these infrastructure giants are often hidden in generic-looking warehouses in our physical landscape – most of us have driven past a data centre at some point without ever recognising what it was.

“Fundamentally, they’re just facilities designed to house computers” he says[1]. In reality, these unmarked buildings quietly keep computers running and data flowing 24/7. Behind every click, video stream or cloud backup lies rows of servers, storage arrays and networking gear, all backed by layers of batteries, generators and advanced cooling systems to ensure near‑constant uptime[1][2].

While early data centres might have been just a dusty closet full of cables, they have grown into hyperscale campuses operated by tech giants, with Amazon, Google and Microsoft at the forefront of a $250bn industry.

The Energy Paradox of Efficiency

Today’s data centres have become voracious energy consumers. Industry analysts estimate they already use roughly 1–2% of global electricity – a figure set to rise as AI and cloud demand grow[5]. Indeed, Goldman Sachs forecasts that share will climb to around 3–4% by 2030[5]. (For context, the International Energy Agency projects global data center power use will more than double to about 945 TWh by 2030 – slightly more than the total consumption of Japan today[6]).

This raises a profound irony: data centres have made staggering efficiency gains in power and cooling, yet total energy use keeps climbing. Duncan calls this an example of Jevons’ Paradox – improvements in efficiency actually fuel greater demand. As he illustrates, “you add an extra lane to a motorway, the motorway doesn’t become less busy, it becomes more busy,” – meaning that each leap in hardware or cooling efficiency tends to unlock even more computing capacity and more power draw[7].

The result is that data centres now quietly consume more power than entire sectors like aviation or steelmaking. In Duncan’s view, this energy paradox is perhaps the defining challenge of modern computing: efficiency alone can’t contain our appetite for digital services and AI.

You add an extra lane to a motorway, the motorway doesn’t become less busy, it becomes more busy."

— Duncan Clubb

Scaling Up: Rack Densities and Infrastructure

To meet that demand, data centres keep scaling up. Server racks that once drew just a few kilowatts now routinely consume dozens. Where racks once consumed around 2 kW each, today’s high‑performance racks – especially for AI – reach upwards of 120 kW per rack.

Industry surveys confirm this trend: the average rack density today is about 12 kW (double what it was a decade ago) and some facilities plan for 30+ kW racks[11]. In practical terms, a standard 42‑U cabinet is now packed with dozens of powerful servers, each fitted with multi‑core CPUs and GPUs. These advanced chips deliver jaw-dropping performance but also generate enormous heat.

Artificial intelligence looms large in this story. By one estimate, AI will account for about 19% of data center power by 2028[15]. In concrete terms, that could push data centre load in the US alone from about 3% of the grid in 2022 to as much as 8% by 2030[16].

From Air to Liquid Cooling

Cooling these high-density racks has long been the Achilles’ heel of data centers. Traditionally, for every kilowatt of computing power a server used, nearly another kilowatt might go into fans and chillers. In early days that 2:1 ratio made climate control one of the largest operational costs (and carbon costs) after the servers themselves.

Over time, engineers have dramatically improved airflow, hot/cold aisle containment, and chiller efficiency. Today’s state-of-the-art data halls can achieve PUEs well below 1.2 in optimal climates. However, as racks get denser with AI chips, even these advances can struggle to keep temperatures in check.

As Duncan explains, one of the major breakthroughs has been liquid cooling. By delivering coolant directly to the hottest components, liquid systems move heat far more efficiently than air. He notes, “[liquid cooling] is beginning to come into its own now. The next generation of Nvidia chips, a lot of those will be liquid-cooled”.

The latest GPUs and CPUs are often built with liquid cooling in mind. In fact, data centre designers estimate water’s heat capacity is roughly 3,000 times that of air, meaning liquid can whisk away heat orders of magnitude faster[19].

The liquid trend is accelerating: industry analysts predict only about 22% of current data centers use any form of liquid cooling, but that could rise to nearly 50% within five years[22]. In-rack and direct-to-chip cooling solutions are being deployed from webscale clouds to colocation facilities. Even liquid immersion (submerging servers in dielectric fluid) is gaining traction for ultra-dense clusters.

Turning Waste into Warmth

Another innovation involves reusing waste heat. Instead of disposing of this energy, visionary operators are turning it into a community resource. In Scandinavia, for example, data centres already feed hot-water networks and district heating systems.

As Duncan observes, “waste heat reclamation in the Nordics, where it started, is being used to provide free hot water for municipalities”. One Finnish data centre project in Mäntsälä reuses roughly 20,000 MWh per year of waste heat – enough to supply the heating needs of about 2,500 homes[24]. In Sweden’s Stockholm Data Parks initiative, multiple centres pipe residual heat into the city grid. Even outside Europe, Amazon and Microsoft are launching schemes to recycle heat: new plants in London and Finland are slated to heat thousands of homes via district networks[25].

Duncan is encouraged by these examples, noting that they underscore a shift in perspective towards sustainability. Rather than fight the byproduct of power, data centres are seeing it as a resource. This approach – along with renewable power purchases and carbon offsets – help to mitigate the energy paradox of more efficiency leads to more demand.

Conclusion

The big challenge ahead, Duncan says, is to balance growth with sustainability. We’ve come a long way – servers are 30x more efficient than 20 years ago – but we’re still in a race against our own appetite for data and media.

By combining smarter cooling, reuse of waste energy, and new efficiency tricks, the industry strives to meet demand without shorting out the planet.

Watch the full podcast here: https://www.youtube.com/watch?v=8ACXIjFyoQo

Find out More about Our Services

Our data centre solutions connect cloud and data centre colocation with hybrid strategies, ensuring smoother transformations and costs benefits for clients. We support strategy, design, and construction for investors, enterprise, operators and business.

Find out more on our Data Centres, Edge & Cloud service page: https://www.cambridgemc.com/digital-infrastructure/data-centres-edge-cloud

Select Sources:

[26][3][6][5][24] [20][22] Duncan Club’s interview on Impactful Innovation: https://www.youtube.com/watch?v=8ACXIjFyoQo

[5] [13] [14] [15] [16] AI is poised to drive 160% increase in data center power demand | Goldman Sachs

https://www.goldmansachs.com/insights/articles/AI-poised-to-drive-160-increase-in-power-demand

[6] Energy and AI

https://iea.blob.core.windows.net/assets/601eaec9-ba91-4623-819b-4ded331ec9e8/EnergyandAI.pdf

[9] [24] [25] These companies are using data centres to heat cities | World Economic Forum

https://www.weforum.org/stories/2025/06/sustainable-data-centre-heating/

[11] Exploring Data Center Rack Density | Average kW Per Rack

https://blog.enconnex.com/data-center-rack-density

[19] [22] The Future is Liquid: How In-Rack and Direct-to-Chip Cooling are Revolutionizing Data Centers

About Us

Cambridge Management Consulting has offices or legal entities in Cambridge, London, New York, Paris, Dubai, Singapore and Helsinki, with further expansion planned in future.

Contact Form

Case Study: Supporting Thames Freeport to Create an Innovation Strategy to Drive Inward Investment

Fri, 02 Jan 2026 15:50:04 GMT

Emerging as a hub for innovation, Thames Freeport is a unique initiative designed to stimulate trade and transform the lives of people in its region. Leveraging global connectivity and occupying a strategic position with intermodal capabilities across river, rail, and road, Thames Freeport has recognised its opportunity to drive economic regeneration for the local area.

Thames Freeport engaged Cambridge Management Consulting to design a clear strategy for innovation over the next three to five years. Key considerations for this innovation strategy included objectives and KPIs, the future of the business ecosystem in the region, physical clusters and assets such as innovation hubs, and opportunities and challenges on the way.

The Solution

Working with our innovation partner, L Marks, Cambridge MC conducted an innovation strategy

project which involved the following:

Engaging with a range of stakeholders and partners from local authorities to corporate partners across the Thames Freeport area, leveraging interviews with key individuals to build a common picture of innovation aspirations, opportunities, and challenges.

Conducting a series of workshops for the Thames Freeport team to consider visions and objectives, themes and focus areas, physical hubs and overall programme structure, and a three-year roadmap plan.

Building a comprehensive innovation strategy which internalised all of the above questions. This was then presented to their board and formed the basis of the public tenders for innovation programmes that were then made public.

Having completed the innovation strategy project, Cambridge MC and L Marks subsequently designed the 5G Innovation Programme (one of the first to be prioritised in our work). This involved the following:

Engaging with three commercial sites (Ford, Tilbury Port, London Gateway – DP World) to understand the potential pain-points and opportunities for private 5G network innovation.

Conducting category-identified workshops to pull out specific themes and challenges that would form the basis of a scouting brief to identify potential companies globally to participate in the programme.

Designing a challenge-based open innovation programme to attract companies globally to address the challenges and opportunities, and collaborate with the Thames Freeport partners on solutions.

Conducting a global research exercise to identify example case studies and use cases for 5G private networks in the logistics and manufacturing sectors.

Outcomes & Results

Roadmap to Success: We clearly articulated a five-year innovation vision and ecosystem map with broad stakeholder buy-in. This included a three-year innovation programme design covering specific projects and interventions to deliver the strategy and objectives.
Transparent Progress & Goals: We provided clear objectives for innovation with associated KPIs, including a target to create five new £1Bn+ investments, engaging with 350 global hightech companies, implementing 50 new innovative solutions, and building four operational innovation hubs.
Regional Improvement: Our programme demonstrated how innovation can create multiple highly-skilled jobs in the area, and improve quality of life for local residents.
Long-Term Benefit: We clearly defined the themes and focus areas for innovation that the Thames Freeport should prioritise, aligned with regional strengths and capabilities.

Get in touch with Our Consultants today

How to Successfully Integrate AI into Your Contract Lifecycle Management

Thu, 04 Dec 2025 08:26:51 GMT

What is the Contract Lifecycle Management and Why does it Matter?

The future success of your business depends on realising the value that’s captured in its contracts. From vendor agreements to employee documents, everywhere you look are commitments that need to be met for your business to succeed.

The type of contract and the nature of goods or services it covers will determine what sort of management activities might be needed at each stage. How your company is organised will also determine which departments or individuals are responsible for what activities at each stage.

Contract Lifecycle Management, from a buyer's perspective, is the process of defining and designing the actual activities needed in each stage for any specific contract, allocating ownership of the activities to individuals or groups, and monitoring the performance of those activities as the contract progresses through its lifecycle.

The ultimate aim is to minimise surprises, ensure the contracted goods or services are delivered by the vendor in accordance with the contract, and realise the expected business benefits and value for money.

The Problem of Redundant Spend in Contracts

Despite the built-in imbalance of information favoring suppliers, companies still choose to oversee these vendors internally. However, many adopt a reactive, unstructured approach to supplier management and struggle to bridge the gap between contractual expectations and actual performance.

Currently, where governance exists, it is often understaffed, with weak, missing, or poorly enforced processes. The focus is primarily on manual data collection, validation, and basic retrospective reporting of supplier performance, rather than on proactively managing risk, relationships, and overall performance.

The amount of redundant spend in contracts can vary widely depending on the industry, the complexity of the contracts, and how rigorously they are managed. For further information on this, Cambridge MC’s case studies provide insights into typical ranges and common sources of redundant spend.

As a general estimate, industry analysts often state that redundant spend can account for as much as 20% of total contract value. In some cases, especially in poorly managed contracts, this can be much higher.

What is AI-driven Contract Management?

Artificial Intelligence (AI) is redefining contract management, transforming a historically time-consuming and manual process into a streamlined, efficient, and intelligent operation. Traditionally, managing contracts required legal teams to navigate through extensive paperwork, drafting, reviewing, and monitoring agreements — a process prone to inefficiencies and human error. With the emergence of artificial intelligence, particularly generative AI and natural language processing (NLP), this area of operations is undergoing a paradigm shift. This step change is not without concerns however, as there are the inevitable risks of AI hallucinations, training data biases and the threat to jobs.

AI-driven contract management solutions not only automate repetitive tasks but also uncover valuable insights locked up in contract data, improving compliance and reducing the risks that are often lost in reams paperwork and contract clauses.

Put simply, AI can automate, analyse, and optimise every aspect of your contract lifecycle. From drafting and negotiation to approval, storage, and tracking, AI-powered platforms enhance precision and speed across these processes; in some cases reducing work that might take several days to minutes or hours.

By discerning patterns and identifying key terms, conditions, and concepts within agreements, AI enables businesses to parse complex contracts with ease and efficiency. In theory, this empowers your legal and contract teams (rather than reducing them), allowing personnel to focus on high-level tasks such as strategy rather than minutiae.

However, it is important to recognise that none of the solutions available in the marketplace today offer companies an integrated supplier management solution, combining a comprehensive software platform, capable of advanced analytics, with a managed service. Cambridge Management Consulting is one of only a few consultancies that offers fully integrated Contract Management as a Service (CMaaS).

Benefits of Integrating AI into your Contract Lifecycle Management

Cambridge MC’s Contract Management as a Service (CMaaS)

360-degree Visibility: Enable your business to gain 360-degree visibility into contracts and streamline the change management process.

Real-time Data: Gain real-time performance data and granularly compare it against contractually obligated outcomes.

More Control: Take control of your contracts and associated relationships with an integrated, centralised platform. Advanced meta data searches provide specific information on external risk elements, and qualitative and quantitative insights into performance.

Reduces Costs: By automating manual processes, businesses can significantly reduce administrative costs associated with contract management. AI-based solutions eliminate inefficiencies in the contract lifecycle while minimising reliance on external legal counsel for routine tasks.

Supplier Collaboration: Proactively drive supplier collaboration and take a data-driven approach towards managing relationships and governance process health.

Enhanced Compliance: AI tools ensure that contracts adhere to internal policies and external regulations by flagging non-compliant clauses during the drafting or review stage. This proactive approach reduces the risk of costly disputes or penalties.

Reduces Human Errors: In traditional contract management processes, human errors can lead to missed deadlines and hidden risks. AI-powered systems use natural language processing to identify inconsistencies or inaccuracies in contracts before they escalate into larger issues.

Automates Repetitive Tasks: AI-powered tools automate time-consuming tasks such as drafting contracts, reviewing documents for errors, and extracting key terms. This frees up legal teams to focus on higher-value activities like strategic negotiations and risk assessment.

We can accurately model and connect commercial information across end-to-end processes and execution systems. AI capabilities then derive and apply automated commercial intelligence (from thousands of commercial experts using those systems) to error-proof complex tasks such as searching for hidden contract risks, determining SLA calculations and performing invoice matching/approvals directly against best-in-class criteria. Contract management teams using AI tools reported an annual savings rate that is 37% higher than peers.

Spending and tracking rebates, delivery terms and volume discounts can ensure that all of the savings negotiated in a sourcing cycle are based on our experience of managing complex contracts for a wide variety of customers. Our Contract Management as a Service, underpinned by AI software tooling, has already delivered tangible benefits and proven success.

8 Steps to Transition Your Organisation to AI Contract Management

Implementing AI-driven contract management requires a thoughtful and structured approach to ensure seamless integration and long-term success. By following these key steps your organisation can avoid delays and costly setbacks.

Step 1

Digitise Contracts and Centralise in the Cloud: Begin by converting all existing contracts into a digital format and storing them in a secure, centralised, cloud-based repository. This ensures contracts are accessible, organised, and easier to manage. A cloud-based system also facilitates real-time collaboration and allows AI to extract data from various file formats, such as PDFs and OCR-scanned images, with ease. Search for and retrieve contracts using a variety of advanced search features such as full text search, Boolean, regex, fuzzy, and more. Monitor upcoming renewal and expiration events with configurable alerts, notifications, and calendar entries. Streamline contract change management with robust version control and automatically refresh updated metadata and affected obligations.

Step 2

Choose the Right AI-Powered Contract Management Software: Selecting the right software is a critical step in setting up your management system. Evaluate platforms based on their ability to meet your organisation’s unique contracting needs. Consider key factors such as data privacy and security, integration with existing systems, ease of implementation, and the accuracy of AI-generated outputs. A well-chosen platform will streamline workflows while ensuring compliance and scalability.

Step 3

Understand How AI Analyses Contracts: To make the most of AI, it’s essential to understand how it processes contract data. AI systems use Natural Language Processing (NLP) to interpret and extract meaning from human-readable contract terms, while Machine Learning (ML) enables the system to continuously improve its accuracy through experience. These combined technologies allow AI to identify key clauses, conditions, and obligations, as well as extract critical data like dates, parties, and legal provisions. Training your team on these capabilities will help them to understand the system and diagnose inconsistencies.

Step 4

Maintain Oversight and Validate AI Outputs: While AI can automate repetitive tasks and significantly reduce manual effort, human oversight is indispensable. Implement a thorough process for spot-checking AI-generated outputs to ensure accuracy, compliance, and alignment with organisational standards. Legal teams should review contracts processed by AI to verify the integrity of agreements and minimise risks. This collaborative approach between AI and human contract management expertise ensures confidence in the system.

Step 5

Refine the Data Pool for Better Results: The quality of AI’s analysis depends heavily on the data it is trained on. Regularly refine and update your data pool by incorporating industry-relevant contract examples and removing errors or inconsistencies. A well-maintained data set enhances the precision of AI outputs, enabling the system to adapt to evolving business needs and legal standards.

Step 6

Establish Frameworks for Ongoing AI Management: To ensure long-term success, set clear objectives and measurable goals for your AI contract management system. Define key performance indicators (KPIs) to track progress and prioritise features that align with your organisation’s specific requirements. Establish workflows and governance frameworks to guide the use of AI tools, ensuring consistency and accountability in contract management processes.

Step 7

Train and Empower Your Teams: Equip your teams with the skills and knowledge they need to use AI tools effectively. Conduct hands-on training sessions to familiarise users with the platform’s features and functionalities. Create a feedback loop to gather insights from your team, allowing for continuous improvement of the system. Avoid change resistance by using change management methodologies, as this will foster trust in the technology and drive successful adoption.

Step 8

Ensure Ethical and Secure Use of AI: Tools Promote transparency and integrity in the use of AI-driven contract management. Legal teams should have the ability to filter sensitive information, secure data within private cloud environments, and trace data back to its source when needed. By prioritising data security and ethical AI practices, organisations can build trust and mitigate potential risks.

With the right tools, training, and oversight, AI can become a powerful ally in achieving operational excellence as well as reducing costs and risk.

Overcoming the Technical & Human Challenges

While the benefits are compelling, implementing AI in contract management comes with some unique challenges which need to be managed by your leadership and contract teams:

Data Security Concerns: Uploading sensitive contracts to cloud-based platforms risks data breaches and phishing attacks.

Integration Complexities: Incorporating AI tools into existing systems requires careful planning to avoid disruptions and downtime.

Change Fatigue & Resistance: Training employees to use new technologies can be time-intensive and costly. There is a natural resistance to change, the dynamics of which are often overlooked and ignored, even though these risks are often a major cause of project failure.

Reliance on Generic Models: Off-the-shelf AI models may not fully align with your needs without detailed customisation. To address these challenges, businesses should partner with experienced providers who specialise in delivering tailored AI-driven solutions for contract lifecycle management.

Case Study 1: The CRM That Nobody Used

A mid-sized company invests £50,000 in a cutting-edge Customer Relationship Management (CRM) system, hoping to streamline customer interactions, automate follow-ups, and boost sales performance. The leadership expects this software to increase efficiency and revenue.

However, after six months:

Sales teams continue using spreadsheets because they find the CRM complicated.
Managers struggle to generate reports because the system wasn’t set up properly.
Customer data is inconsistent, leading to missed opportunities.

The Result: The software becomes an expensive shelf-ware — a wasted investment that adds no value because the employees never fully adopted it.

Case Study 2: Using Contract Management Experts to Set Up, Customise and Provide Training

If the previous company had invested in professional services alongside the software, the outcome would have been very different. A team of CMaaS experts would:

Train employees to ensure adoption and confidence in using the system.
Customise the software to fit business needs, eliminating frustrations.
Provide ongoing support, so issues don’t lead to abandonment.
Generate workflows and governance for upward communication and visibility of adherence.

The Result: A fully customised CRM that significantly improves the Contract Management lifecycle, leading to: more efficient workflows, more time for the contract team to spend on higher value work, automated tasks and event notifications, and real-time analytics. With full utilisation and efficiency, the software delivers real ROI, making it a strategic investment instead of a sunk cost.

Summary

AI is reshaping the way organisations approach contract lifecycle management by automating processes, enhancing compliance, reducing risks, and improving visibility into contractual obligations. From data extraction to risk analysis, AI-powered tools are empowering legal teams with actionable insights while driving operational efficiency.

However, successful implementation requires overcoming challenges such as data security concerns and integration complexities. By choosing the right solutions, tailored to their needs — and partnering with experts like Cambridge Management Consulting — businesses can overcome the challenges and unlock the full potential of AI-based contract management.

A Summary of Key Benefits

Manage the entire lifecycle of supplier management on a single integrated platform
Stop value leakage: as much as 20% of Annual Contract Value (ACV)
Reduce on-going governance and application support and maintenance expenses by up to 60%
Deliver a higher level of service to your end-user community.
Speed without compromise: accomplish more in less time with automation capabilities
Smarter contracts allow you to leverage analytics while you negotiate
Manage and reduce risk at every step of the contract lifecycle
Up to 90% reduction in creating first drafts
Reduction in CLM costs and extraction costs

How we Can Help

Cambridge Management Consulting stands at the forefront of delivering innovative AI-powered solutions for contract lifecycle management. With specialised teams in both AI and Contract Management, we are well-placed to design and manage your transition with minimal disruption to operations. We have already worked with many public and private organisations, during due diligence, deal negotiation, TSAs, and exit phases; rescuing millions in contract management issues.

Use the contact form below to send your queries to Darren Sheppard , Senior Partner for Contract Management.

Go to our Contract Management Service Page

Reconnecting Business & Nature

Wed, 26 Nov 2025 16:42:23 GMT

Author

KEY TAKEAWAYS

Nature must be recognised as essential to sustainabil ity because it underpins human wellbeing, biodiversity, and the health of the systems our economies rely on.
Businesses have a critical role to play in reversing nature loss, and must go beyond carbon strategies alone by integrating nature protection and restoration into core decision making.
Investing in nature strengthens business performance by improving employee wellbeing, boosting brand value, driving innovation, and building long-term resilience.

7 MIN READ

Why the Natural World Belongs in Every Sustainability Strategy

Nature means something different to everyone. For some, it is a dog-walk through the park; for others, it is hiking misty mountains in Scotland, swimming in turquoise waters, or exploring tropical forests in Costa Rica. Whatever image comes to mind, the truth remains the same: we all depend on nature for a sense of clarity, consistency, and stability.

Nature provides us with clean air, fresh water, food, and moments of calm in an increasingly busy world. Its positive impact on our mental health is well documented; yet, while most of us recognise its value, we often struggle to understand how to support it, or how to bring more of it into our daily lives.

Rediscovering Nature During the Pandemic

Despite, and perhaps because of, their emphasis on isolation, the COVID-19 lockdowns reminded many of us just how vital being outside and being around nature are. That single hour of permitted outdoor exercise became a lifeline, a way to unwind, reset, and reconnect with others and ourselves.

A 2023 report by Jonathan Kingsley et al. found that gardening played a key role in moderating stress and improving mood during the pandemic. Those with access to a garden reported significantly higher life satisfaction and mental wellbeing than those without.

This experience underlined a powerful truth: access to nature should not be a luxury, it is essential for human health and happiness.

The State of Nature in the UK

When we think of nature in the UK, we might picture rolling countryside, rivers, and ancient forests. But beneath that green surface lies a concerning reality: the UK is one of the most nature-depleted countries on Earth (according to the UN).

Ancient woodland, i.e. forests that have existed since pre-1600AD in England and Wales (1750AD in Scotland), now make up just 2.5% of the UK’s land area. These woodlands host incredibly diverse ecosystems in which plants, animals, and microorganisms coexist in balance. When disrupted, through deforestation, culling, or chemical use, these systems become fragile and fragmented.

Monoculture such as dense pine plantations, for example, may appear lush but support only a fraction of the biodiversity found in ancient woodland, leaving them vulnerable to disease and collapse.

The UK once hosted brown bears, wolves, lynx, moose, and beavers. While some, like the beaver, are being cautiously reintroduced, broader rewilding debates continue. What united both sides, however, is a shared recognition of the urgent need to protect and restore nature in the UK.

One major policy proposal aiming to do just that is the Climate and Nature Bill (CAN Bill), a landmark piece of UK legislation designed to tackle both the climate crisis and the nature crisis together. The Bill calls on the Government to:

The Bill calls on the government to:

Set legally binding targets to reduce the UK’s greenhouse gas emissions in line with the latest science (limit warming to 1.5°C).

Restore nature , halting and reversing UK biodiversity loss by 2030, by setting and implementing a legally-binding roadmap.

Involving the public , through a Climate and Nature Assembly that ensures public participation in shaping solutions.

The proposed CAN Bill is gaining widespread support from the public and over 1,500 organisations, seeking to tackle this crisis head-on, aligning efforts to address both the climate and biodiversity emergencies.

A Global Challenge

The challenge extends far beyond the UK. The UN warns that over one million species worldwide are now at risk of extinction due to human activity. This loss doesn’t just affect wildlife and being able to show future generations elephants and rhinos, it threatens the very systems that sustain us: our food, water, and health.

Over the past 150 years, land use has changed dramatically. With the global population more than quadrupling, human activity now dominates 75% of the planet’s usable land. The regenerative capacity of Earth’s ecosystems is in rapid decline.

If we are to secure our future, regenerating the natural world is no longer optional; it is essential.

Why Nature Belongs in Corporate Sustainability

Despite its fundamental role, nature remains one of the most overlooked elements in corporate sustainability strategies, with the focus of many of these relating to another important aspect: greenhouse gas emissions. While this is a great start, and a fundamental issue, it must be combined with a nature strategy to ensure both the climate and biodiversity crises are tackled together.

While frameworks like the Taskforce on Nature-related Financial Disclosures (TNFD) and the Science Based Targets Network (SBTN), nature-based target pilot schemes, have begun to offer guidance, many organisations still lack direction.

As a result, we’re seeing a growing voluntary market for corporate nature investment, from tree planting and habitat restoration to animal welfare initiatives. Yet these efforts remain fragmented and underpowered relative to the scale of the challenge.

The UK Government’s Nature Recovery Network (NRN) aims to change this by moving from protection to restoration. Its goals include but are not limited to:

Protecting and managing 30% of England’s land and sea for nature by 2030

Halting species decline by 2030 and increasing species abundance by at least 10%, to exceed 2022 levels by 2042

Restoring or creating 500,000 hectares of wildlife-rich habitat outside protected sites by 2042

Improving 75% of protected sites to favourable condition by 2042

Increasing tree canopy cover to 16.5% by 2050

Improving access to nature, working across government to ensure that everyone lives within 15 minutes’ walk of a green or blue space

These efforts are directly linked to achieving net zero by 2050, improving air quality, and supporting public wellbeing, outcomes that businesses can and should help accelerate.

The Business Case for Nature

Investing in nature isn’t just good ethics; it’s good business.

Productivity and wellbeing: Studies show that employees with access to green spaces are happier, healthier, and more productive. Even having indoor plants or a green view can reduce stress, improve focus, and lower absenteeism.

Customer and employee loyalty: Millennials and Gen Z, now the largest segments of the workforce and consumer base, increasingly expect companies to demonstrate environmental responsibility. Businesses wanting to attract and retain talent must act.

Innovation and risk management: Nature-positive strategies often drive innovation, improve resilience, and ensure long-term regulatory compliance.

Brand reputation and access to capital: Investors and consumers alike are rewarding businesses that take meaningful action on biodiversity.

In short, what’s good for nature is good for business, and essential for long-term resilience.

From Biodiversity Net Gain to Business Transformation

Certain sectors are already leading the way. In construction, the concept of Biodiversity Net Gain (BNG) ensures that new developments deliver measurable improvements in biodiversity compared to pre-development levels.

Through features such as green roofs, community gardens, wildlife corridors, and sustainable drainage systems, developers are proving that commercial success and ecological restoration can go hand in hand.

A great example is Coutts Bank in Central London, which has transformed its rooftop into a thriving urban garden. The space now produces an impressive variety of fruits and vegetables, including wasabi, Sichuan peppers, iceberg lettuce, guavas, berries, and even honey from on-site beehives.

This initiative highlights how even the most densely built urban environments can integrate green infrastructure, enhancing biodiversity, improving air quality, and contributing to local food resilience and community wellbeing.

The question now is: how do we extend this mindset across all industries?

By embedding nature into corporate strategies, from supply chains to employee wellbeing, businesses can help regenerate ecosystems while building stronger, more sustainable organisations.

Embracing Nature

Nature is not an externality or something that can remain as a nice-to-have; it is the foundation of our economy, our health, and our future. By embracing nature as a core component of sustainability strategy, UK businesses can play a pivotal role in restoring biodiversity, supporting the Nature Recovery Network, and building a more resilient future for all.

With autumn upon us, why not set aside a moment this week to step outside and truly reconnect with the natural world? Notice the vibrant colours of the turning leaves, listen to the gentle rustle as they fall, feel the cool breeze on your skin, and breathe in the rich, earthy scent of the damp ground. Be present in that moment, and you’ll soon feel the restorative power that nature so freely offers.

If you’d like to help drive systemic change, write to your local MP to support the Climate and Nature Bill, and learn more at www.zerohour.uk. Parliament is next scheduled to discuss the CAN Bill on Friday 29th May 2026.

It's Time for Businesses to Lead

When developing or reviewing your ESG or sustainability strategy, supporting nature restoration and stewardship must be part of the plan. Nature underpins environmental performance, enhances social value through community engagement, and improves staff health and wellbeing, all of which are core pillars of a credible and future-proof ESG strategy.

edenseven , the sustainability sister-company of edenseven, supports organisations in integrating nature into their strategy in meaningful, measurable ways, from nature-positive initiatives and biodiversity planning to partnering with local community groups and improving employee wellbeing through access to green spaces.

Want to learn how to integrate nature into your business, be part of the change, and reap the benefits discussed above? Get in touch with edenseven today , and let’s build a future where business and nature thrive together.

About Us

Cambridge Management Consulting has offices or legal entities in Cambridge, London, New York, Paris, Dubai, Singapore and Helsinki, with further expansion planned in future.

Contact Form

The Budget is Approaching: Where Councils Can Unlock Rapid, Sustainable Savings

Tue, 25 Nov 2025 16:38:22 GMT

Author

With the UK Budget being published tomorrow, councils are facing intense financial pressure. Rising demand for adult and children’s social care, homelessness services, and temporary accommodation has left little room for manoeuvre. Traditional “easy cuts” have largely been exhausted, and many authorities are already relying on emergency support or facing the possibility of issuing Section 114 notices. In this environment, councils need to act strategically: savings must be achieved quickly, but they also need to be sustainable and aligned with long-term service goals.

The challenge is not just about cutting costs; it’s about spending smarter. By focusing on areas that do not impact frontline services, councils can generate meaningful savings while improving operational efficiency.

Quick Wins: Where Savings Can Be Found Fast

Even under tight conditions, there are opportunities to reduce costs almost immediately. One of the most effective areas is reviewing systems and services. Councils often operate overlapping processes or pay for tools that are no longer used. Identifying and eliminating duplication can generate significant savings with minimal disruption.

Contract management is another area where councils can act quickly. Large agreements for services such as telecoms, cloud platforms, and software often include unused or unnecessary elements. Reviewing these contracts ensures that councils are only paying for what they actually need, saving money without affecting day-to-day operations.

Another source of rapid savings is streamlining routine tasks. Processes in areas such as benefits, housing, HR, and administrative support can often be simplified, allowing staff to focus on higher-value work. Small changes in estates and energy management such as optimising building usage, adjusting heating schedules, or closing underused rooms can also reduce costs quickly and effectively.

Sustainable Savings: Building Efficiency for the Long Term

While quick wins are important, councils also need to focus on longer-term, sustainable savings. Simplifying processes and reducing duplication across teams can cut costs over time and improve staff efficiency.

Procurement is another key area for long-term savings. Strengthening oversight and improving contract management helps avoid duplicated spend and ensures councils get the best value from suppliers. These measures reduce the risk of unexpected costs and free up resources for priority services.

Better use of data and planning is also essential. Understanding service demand, identifying trends, and forecasting future pressures allows councils to plan proactively rather than reacting to crises. This helps to reduce unnecessary expenditure, improve outcomes for residents, and create a stronger financial foundation for the future.

How Cambridge MC can Help Local Councils

If you are currently working in local government and are feeling the impacts of the economic crisis as outlined here, the Public Sector and Education team at Cambridge Management Consulting can work with you and your council to alleviate some of this pressure in both the short- and long-term.

Our skilled procurement and contract management team can help you reduce costs; our programme and project management function offers fractional or interim leadership and full lifecycle support for challenging transformation projects; and our process and change management teams can help with process re-design and automation.

Our Digital and Innovation team can help solve your challenges in new ways, using the latest technology to improve efficiency and outcomes for your residents as well as reducing costs. We can also support your organisation with a range of cyber security issues you may be facing, whether potential or live.

Led by Craig Cheney, previous Deputy Mayor of Bristol City Council, our service combines an in-depth knowledge and awareness of the Public Sector, its operations, and challenges, with a business approach to help you identify and evaluate obstacles and opportunities for movement within your budget.

Learn more about Craig and our Public Sector & Education service, and get in touch with our professionals here .

About Us

Cambridge Management Consulting has offices or legal entities in Cambridge, London, New York, Paris, Dubai, Singapore and Helsinki, with further expansion planned in future.

Contact Form

Unique Practitioner-led 'Startup to Scaleup' Service Launches to Super-Charge UK Innovation

Thu, 20 Nov 2025 09:59:57 GMT

Press Release

20 November 2025 - International consulting firm, Cambridge Management Consulting has launched a unique practitioner-led ‘Startup to Scaleup’ support service designed to help the UK’s most innovative startups scale successfully.

While startups are built on speed, ingenuity and bold ideas, scaling is one of the biggest challenges facing innovators today, as the latest industry research data shows:

80% of startups fail to scale even after finding product-market fit
80% of Series A companies lack scalable systems
70% lose product-market alignment by Series B
60% of founders say operational chaos limits their growth

Cambridge Management Consulting’s new five-tier service is designed to tackle these pressure points, from first pitch to international growth.

Specifically created to accelerate commercialisation, sharpen investor readiness and, crucially, build resilient internal systems which will keep pace with sustainable growth, Cambridge Management Consulting’s ground-breaking offering provides modular, outcome-led support across ten critical areas of strategy, funding, brand, research & analysis, marketing & PR, sales, people & culture, operations, product, and IT & digital - all delivered by senior practitioners who have built and scaled technology and innovation businesses themselves.

The model is aligned to funding status, pre-seed through to IPO/exit. Clients simply purchase flexible blocks of support hours per month from a choice of five levels: Start (15 hours), Build (30 hours), Grow (50 hours), Thrive (75 hours) and Lead (100 hours). They can prioritise whichever part of the framework they need most at any given stage, gaining cost efficiency, continuity and one cohesive system that evolves as their company evolves.

Tim Passingham, founder and chairman of Cambridge-headquartered Cambridge Management Consulting, said: “Scaling the business is where many startups begin to struggle. Systems lag behind headcount, roles blur, leadership bandwidth stretches thin, and momentum stalls. Our new services are built to fix just that. We’ve packaged decades of experience into a system designed for real growth: one that gives founders the practical expertise they need at the moments that matter, when they need it most.

He added: “We want to be part of the solution to the UK’s scaleup challenge, and we welcome partnerships with practitioners who share that mission. Cambridge Management Consulting was built in Cambridge, which is why this is the perfect place to launch this - but the model applies globally.”

As part of the service, clients benefit from the marketing expertise of multi-award-winning PR company, cofinitive, now a Cambridge Management Consulting company.

Faye Holland, founder of cofinitive and managing partner at Cambridge Management Consulting, said: “For over a decade, we’ve supported hundreds of Cambridge startups with branding, PR and marketing, which are all critical in a crowded tech landscape. Now, with Cambridge Management Consulting’s 200-plus global experts across 26 countries, it’s incredibly exciting to be able to provide a far deeper, end-to-end growth engine for startups and scaleups.”

For further information contact us at https://www.cambridgemc.com/

About Cambridge Management Consulting

Founded by Tim Passingham in 2015, Cambridge Management Consulting brings decades of senior, real-world experience in digital technology and business transformation to startups, scaleups, enterprises and governments. From its origins in Cambridge, Cambridge Management Consulting expanded our offices to London, Paris, and other business hubs, and we now have over 200 experts in 26 countries and work with governments and enterprises internationally.

We firmly believe that there is no substitute for real-world experience, which is why we don’t employ consultants: everyone in our team has years of senior experience in their field and a track record of delivering transformation as well as having an impact in the enterprise or government roles in which they have served.

https://www.cambridgemc.com/

PRESS CONTACT: Carole Aye Maung, PR & Media Relations Manager: cayemaung@cambridgemc.com

Contact Form

The Hidden Shock: Why UK Businesses Face a Surge in Non-Commodity Electricity Costs and What to Do Now

Mon, 17 Nov 2025 23:48:09 GMT

Authors

KEY TAKEAWAYS

Non-commodity charges now make up the majority of business electricity bills: Wholesale prices may have stabilised, but grid, policy and system costs are rising fast — and they’re becoming the real driver of energy spend.

These charges are set to surge over the next two years: Transmission, distribution and balancing costs are climbing sharply, meaning bills will rise even if consumption doesn’t.

Cutting usage won’t guarantee lower costs: Many of the fastest-growing line items are fixed or capacity-based, so reductions in kWh alone won’t protect budgets.

Businesses must reshape how they forecast, contract and operate: Accurate budgeting, contract review, meter optimisation and demand flexibility are now essential to controlling exposure.

4 MIN READ

Introduction

Even as wholesale electricity prices stabilise, a new wave of cost pressure is hitting UK businesses, and it is not coming from the energy market itself.

Over half of a typical business’ electricity bill now comes from non-commodity charges; these sources include the grid, balancing, policy, and standing costs that fund the UK’s transition to a net-zero energy system. These charges are rising sharply as the country races to reinforce an aging network, integrate renewables, and finance new nuclear capacity.

At a recent UK Energy Select Committee session (October 2025), EDF’s CEO Simone Rossi warned MPs that “business electricity bills could rise by 20% over the next four years, even if wholesale prices were cut in half.”

In other words: even if markets calm, your costs won’t.

In this Insight Article, we will explain why non-commodity costs are now the biggest driver of business electricity spend; what to expect over the next decade; and, most importantly, how your organisation can prepare, mitigate, and even turn these trends into strategic advantage.

The New Cost Reality: Where the Increases are Coming From

Non-commodity costs (the portion of your bill that is not the electricity itself) include transmission and distribution network charges (TNUoS, DUoS), balancing and system costs (BSUoS), and policy levies such as Contracts for Difference (CfD) of the new nuclear RAB levy.

Each of these costs is rising for different reasons (largely due to continued under-investment by successive UK governments over the past three decades) but together they form a powerful incline.

Transmission (TNUoS): The Big Jump Starts 2025

Network investment to reinforce the grid is driving a near-doubling of fixed residual transmission charges, from £3.8bn in 2025/26 to around £7.5bn in 2026/27. These costs are passed on as fixed standing charges, which will vary by region. For multi-site operators, regional differentials could become material line-items in budgets.

Balancing & System Costs (BSUoS): The Renewables Paradox

With more renewable generation and a still-constrained grid, balancing costs keep climbing. Even as low-carbon energy expands, system flexibility lags behind, meaning higher costs for managing intermittency.

Until storage, demand response, and grid reinforcements catch up, BSUoS will remain volatile and elevated.

Distribution (DUoS): Rising with Electrification

Distribution costs are increasing as networks upgrade for EVs, heat pumps, and industrial electrification. The trend is toward more fixed and capacity-based recovery rather than pure per-kWh charges, shifting cost exposure toward your site configuration and load profile.

Policy Levies: New & Persistent

Nuclear RAB Levy: Starting in late 2025, to fund new nuclear generation capacity at Sizewell C, the Nuclear RAB Levy will add a new cost line for all consumers.

Contracts for Difference (CfD): This works counter-cyclically – when wholesale prices drop, supplier payments rise.

Legacy Schemes (RO, FiT): This will continue to weigh on bills for non-EII (Energy Intensive Industries) customers (those not exempt as Energy-Intensive Industries).

Standing Charges: The Silent Budget Killer

Many large businesses now face daily standing charge increases of £30 or more per site. Because these are fixed costs, even highly efficient or low-usage sites will see higher total bills.

“Large energy users in Britain are set to face a sharp rise in non-commodity costs – adding up to £450,000 to annual bills.” (Energy Advice Hub, 24 September 2025)

The key takeaway from this: energy efficiency alone will no longer guarantee lower bills.

Budgets and Procurement

Even if your kWh consumption falls, your electricity spending may not. This is because the proportion is fixed and policy-linked costs are increasing, while variable commodity exposure is shrinking.

For most corporate customers:

Standard contracts won’t protect you: Non-commodity costs are typically ‘pass-through’, meaning that suppliers charge the full amount, without mark-up and without caps.

Standing charges per site: This means that portfolio design now matters, and reducing the number of metered sites or rationalising MPANs could directly cut costs.

Cost allocation is changing: More fixed/capacity components mean that your load profile, peak demand, and location matter more than total consumption.

In summary, you can no longer treat non-commodity costs as a small add-on; they are now central to your cost-risk model.

The 5-10 Year Outlook: What to Budget For Transmission Charges (TNUoS)

Trend: Sharp increase through 2026-2030, possibly stabilising later.

Budget Impact: Expect near-doubling of fixed charges by 2026/27. Model per-site costs and review regional variations.

Action:

Rationalise sites/meters where possible.
Build future transmission uplifts into capital investment models.

Balancing & Constraint Costs (BSUoS)

Trend: Elevated and volatile through late 2020s.

Budget Impact: Hard to forecast; risk of doubling under constrained grid conditions.

Action:

Stress-test budgets for BSUoS volatility.
Invest in behind-the-meter storage, DSR participation, or flexible load management.

Distribution (DUoS)

Trend: Gradual but steady rise, with capacity-based recovery increasing.

Budget Impact: High electrification zones face the largest uplifts.

Action:

Review your demand profile and capacity agreements.
Engage DNOs early for expansions or new connections.
Incorporate DUoS scenarios into financial planning.

Policy Levies (CfD, RAB, RO, FiT)

Trend: New levies (nuclear RAB) plus counter-cyclical CfD exposure.

Budget Impact: More unpredictable costs when wholesale prices fall.

Action:

Include a new nuclear levy line from Q4 2025.
Review exemption eligibility (EII or partial relief).
Ensure supplier contracts clarify treatments of all levies.

Standing and Fixed Charges

Trend: Material increase across all non-domestic users.

Budget Impact: Small or under-utilised sites become disproportionately expensive.

Action:

Review metering arrangements and site count.
Explore aggregation or consolidation opportunities.
Lock in or negotiate visibility on fixed charges before April 2026 reforms.

The Political Landscape: What to Expect

Political policy directly shapes the non-commodity cost-trajectory. With Labour in power until at least 2029, expect:

Strong backing for grid expansion: The largest push for grid expansion since the 1960s, driving higher TNUoS, DUoS, and BSUoS. (Financial Times, 2025)
New nuclear RAB levy introduction (Sizewell C): This has been confirmed for late 2025. (Reuters)
Supplier requirement for lower standing charge tariffs by 2026: However, there is limited impact expected for commercial users. (Reuters)
Rejection of zonal wholesale pricing: Instead, we will maintain national uniform pricing on fairness grounds.

In summary, government investment and policy stability support decarbonisation, but also raise non-commodity costs for all consumers.

What Businesses Should Do Now

As non-commodity costs rise faster than energy prices fall, proactive action is essential. The following five steps can protect budgets, improve cost visibility, and strengthen your energy strategy.

1. Update Your Budget Models, Now

Include explicit non-commodity line-items, not just unit price assumptions. Model scenarios such as:

Standing charges increase of up to +20%
Transmission cost uplifts approaching +90% from 2026
Policy levy uplift if wholesale prices halve

Build these into 5-10 year energy and sustainability budgets, especially if your next contract ends beyond 2026.

2. Review Procurement Structures

Most supply contracts pass through non-commodity charges without limits or caps.

Check whether your contract treats non-commodity costs as pass-through or fixed.
Request transparent breakdowns of TNUoS, DUoS, BSUoS, and levy components.
For renewals due in 2026 and beyond, consider early tendering before major uplifts.
Where possible, explore supplier options offering caps or collars on non-commodity exposure.

3. Rationalise Your Metering and Site Portfolio

Every MPAN carries a standing charge – which are on the increase.

Review site counts and identify opportunities for consolidation or aggregation.
Assess whether smaller or seasonal sites justify their metering costs.
Align portfolio design with operational strategy to avoid paying for under-utilised capacity.

4. Leverage Operational Flexibility

Turn flexibility into a financial asset:

Shift loads away from peak periods.
Integrate energy storage or participate in Demand Site Response (DSR) programs.
Deploy behind-the-meter storage or generation to buffer against volatility.
Integrate non-commodity exposure into all new EV, heat pump, or electrification projects.

5. Check Exemptions and Embedded Opportunities

If your business is classed as an Energy-Intensive Industry (EII) or a major exporter, explore levy reliefs and exemptions. Even non-EII companies can capture value through:

On-site generation or storage participation.
Embedded benefits and local grid services revenue.
Supplier-linked optimisation programs.

Aligning Cost Management with Sustainability Strategy

Rising non-commodity costs are not just a financial challenge, they are also a sustainability signal. Grid and policy charges are increasing because of the UK’s transition to a net zero energy system; building new transmission lines, integrating renewables, and funding nuclear capacity all support decarbonisation.

So, rather than treating these as ‘unavoidable penalties’, businesses can view them as part of the cost of progress and respond strategically.

Aligning financial planning with sustainability can turn this pressure into advantage:

Invest in self-generation: Invest in resources such as solar, wind, and CHP in order to reduce imported kWh exposure.
Adopt flexible demand: Design strategies which earn grid services revenue.
Engage in corporate PPAs: Utilise PPA which stabilise long-term energy and levy exposure.
Report transparently: Transparent reporting on energy cost drivers in ESG disclosures demonstrates proactive risk management and alignment with net zero transition.

Those who benefit the most here will be those who leverage flexibility, technology, and foresight in order to manage these non-commodity costs, not just absorb them.

Final Word: The New Normal for Business Energy

Non-commodity electricity costs are no longer background noise, they are the main story. Over the next decade, they will determine whether your site, process, or product line remains economically competitive.

Key trends to remember are:

Transmission and distribution costs are set to rise sharply from 2026.
Balancing and constraint charges remain volatile.
New levies, like the nuclear RAB, add structural costs.
Standing charges keep climbing, even if you cut consumption.
Political commitment to grid expansion means costs will stay elevated through at least 2023.

It is essential to act now. Model and budget for uplifts, renegotiate contracts with transparency, invest in flexibility, and align sustainability with cost management. Adapting fast doesn’t just ensure resilience against the next energy cost wave, it also allows you to turn it into a competitive advantage.

How We Can Help

edenseven is the sustainability-focussed sister-consultancy to Cambridge Management Consulting. edenseven recognises the genuine concern across all sectors of the market relating to the significant increase in electrical non-commodity charges. They are here to support your business to model these charge increases, support forward budgeting, and develop mitigation strategies based on your specific situation.

Please get in contact with us at edenseven.co.uk or reach out to any of our team if you need support.

About Us

Cambridge Management Consulting has offices or legal entities in Cambridge, London, New York, Paris, Dubai, Singapore and Helsinki, with further expansion planned in future.

Contact Form

Climate Change - Is Offsetting the Answer?

Mon, 10 Nov 2025 16:13:00 GMT

KEY TAKEAWAYS

While carbon offsetting ca n support sustainability efforts, it should complement (not replace) direct emissions reductions as the primary path to meaningful climate action.
Many offset projects lack credibility or additional impact, often distracting businesses from addressing their own emissions and exposing them to growing regulatory and reputational risks.
Offsetting can be valuable only after a company has measured its full carbon footprint, implemented a robust reduction plan, and minimised emissions.

3 MIN READ

Over the last few decades, carbon offsetting has become a go-to strategy for businesses looking to demonstrate sustainability commitments and enhance their external credibility. Offsetting takes many forms, from tree planting and forest conservation to providing communities with clean cookstoves and renewable energy. However, with a vast number of offset providers offering projects of varying credibility, navigating this landscape can be confusing for businesses and consumers alike.

The Problem with Offsetting

While carbon offsetting can play a role in broader climate action, it is not a substitute for direct emissions reductions. Protecting and enhancing nature and biodiversity should be seen as complementary to carbon reduction—not a replacement for it.

Lack of Additionality - Many offsetting projects do not actually remove additional carbon from the atmosphere beyond what would have happened anyway.

Distraction from True Action - Offsetting can divert attention from the urgent need to tackle emissions at the source, delaying meaningful business-wide carbon reductions.

Regulatory and Reputational Risks - The EU is set to ban terms like "climate/carbon neutral" or "climate positive" based on offsetting from 2026, increasing the risk of greenwashing accusations for businesses wishing to claim climate positives from offsetting projects. Several large companies have already rolled back offset-based sustainability claims after using unreliable carbon offsets.

Should you Avoid Offsetting Entirely?

Not necessarily. High-quality carbon offsets can still be a useful tool to support broader sustainability efforts, and often provide social benefits, while supporting the United Nations Sustainable Development Goals (SDGs). However, they should only come after a business has taken concrete steps to measure and reduce emissions. The Science-Based Targets initiative (SBTi), a leading assessor of corporate science-based Net Zero targets, only permits the offsetting of residual, unavoidable emissions (less than 10% of a company's total emissions) after all other feasible reduction measures have been implemented. This further highlights the importance of prioritsing direct emissions reductions before considering any forms of offsetting.

Before Investing in Offsets, Ensure You:

Measure Your Carbon Footprint - This should include Scope 1, 2 and 3 emissions, to provide a full picture of your environmental impact. Without this data, you are unable to make informed carbon reductions.
Develop a Robust Carbon Reduction Plan - Your plan should cover Scope 1, 2 and 3, align with the goals of the Paris Agreement, and set ambitious reduction targets.
Take Action and Track Progress - Implement emissions reduction initiatives and continuously monitor progress towards Net Zero.

If your business meets these criteria, investing in credible, high-quality offsetting schemes can be an additional way to contribute to climate action. However, if these foundational steps are not in place, offsetting alone is not the answer for your business - it does little to drive real change.

How edenseven Can Help

edenseven, the sustainability sister-company of Cambridge Management Consulting, helps businesses to design and implement data-driven sustainability strategies that prioritise real emissions reductions. edenseven's cloud-based platform, cero.earth, simplifies carbon accounting and management, ensuring compliance with climate regulations and providing a clear roadmap to Net Zero. With expert guidance from edenseven, your business can avoid greenwashing pitfalls and take meaningful action to cut emissions, comply with regulations, ensure credibility with stakeholders, and reduce costs.

Go to the edenseven website if you would like to learn more about how the team can support you to build a credible, impactful sustainability strategy.

About Us

Cambridge Management Consulting has offices or legal entities in Cambridge, London, New York, Paris, Dubai, Singapore and Helsinki, with further expansion planned in future.

Contact Form

ESG as a Bolt-On vs Strategic Integration

Fri, 07 Nov 2025 15:21:14 GMT

Author

KEY TAKEAWAYS

ESG m ust be fully embedded into a company's core strategy and culture rather than treated as an additional or separate initiative.
When ESG operates in isolation from business goals, it loses effectiveness and fails to drive meaningful transformation.
Integrating ESG into strategy, performance, and innovation enables companies to create competitive advantage and achieve sustainable growth.

4 MIN READ

In today's rapidly evolving business landscape, Environmental, Social, and Governance (ESG) factors have moved from niche considerations to critical drivers of long-term value, investor confidence, and societal impact. Companies are increasingly recognising the imperative to address their environmental footprint, foster positive social contributions, and uphold robust governance standards. However, despite this growing awareness and investment, a significant hurdle remains for many organisations: the common misconception that ESG can simply be an add-on.

Too often, we see ESG treated as a separate department, a compliance checklist, or merely a side project tacked onto existing operations. This "bolt-on" approach, while seemingly an easy entry point, is a primary reason why even well-intentioned ESG initiatives ultimately fail to deliver meaningful, transformative impact. When ESG isn't woven into the very fabric of a company's strategy, culture, and decision-making processes, it becomes just another isolated function, lacking the power and resources to drive real change and unlock genuine value. This article will delve into why this approach falls short and, more importantly, outline how a strategic, integrated approach to ESG can lead to tangible business outcomes and sustainable growth.

The Challenge

"We have a sustainability team of 3 people trying to transform a company of 10,000."

This candid observation highlights the fundamental flaw in many organisations' approach to ESG. When ESG is treated as an isolated function, disconnected from the core business, it struggles to gain traction and deliver real transformation.

Uncovering the Shortcomings of this Approach

ESG treated as a separate function rather than core business strategy

Sustainability goals disconnected from business objectives and KPIs

Executive teams struggle to weave ESG into existing strategic planning processes

ESG initiatives compete against business priorities instead of enabling them

Lack of integration creates silos and limits transformation impact

Solution Framework: Making ESG a Strategic Enabler

What's the Solution?

To move beyond the bolt-on approach, ESG must be strategically integrated into every facet of the business. This shift transforms ESG from a compliance burden into a powerful driver of competitive advantage and sustainable growth. This means businesses need to:

Embed ESG considerations into annual strategic planning and budget cycles

Align ESG materiality assessments with business risk and opportunity mapping

Integrate sustainability metrics into core business dashboards and board reporting

Make ESG performance criteria part of business unit strategy reviews

Connect ESG goals to market expansion, operational efficiency, and innovation pipelines

Train leadership teams on ESG as competitive advantage, not a compliance burden

How edenseven Helps: Enabling Integrated ESG Strategies

Are your ESG efforts feeling disconnected and underperforming? edenseven, Cambridge Management Consulting's sustainability sister-company, closes the gap between ambition and execution, combining deep technology understanding with real-world market experience to empower companies to not just meet climate goals, but to achieve sustainable, profitable growth. edenseven designs bespoke, data-driven sustainability strategies that are fully integrated into your core business, turning ESG into a powerful strategic enabler that unlocks new opportunities and mitigates risk, rather than a costly, isolated add-on.

Go to the edenseven website if you would like to learn more about how the team can deliver powerful ESG strategies for your organisation.

About Us

Cambridge Management Consulting has offices or legal entities in Cambridge, London, New York, Paris, Dubai, Singapore and Helsinki, with further expansion planned in future.

Contact Form

Hidden Costs of Complexity: Why CIOs Must Prioritise IT Supply Chain Visibility

Wed, 29 Oct 2025 11:27:56 GMT

Author

KEY TAKEAWAYS

Fragmented, opaque IT estates – shadow IT, duplicate tools, siloed buying – inflate cost, risk, and frustration
Legacy ERP/AP/procurement record payments but not what, by whom, or why – blocking rationalisation and forecasting
Fix with a single source of truth, platform rationalisation, shadow-IT governance, vendor consolidation, and aligned KPIs
Cambridge MC’s analytics + sourcing expertise reveals hidden spend and delivers multi-million savings (5–7% annually)

5 MIN READ

Intro

As the digital backbone of modern enterprises, the CIO role has evolved from operational oversight to strategic leadership. Yet, as organisations scale and diversify, the IT supply chain has become increasingly fragmented, opaque, and costly – posing a direct threat to agility, innovation, and risk management.

“More than one-third of a company’s applications are shadow IT, and 67% of IT leaders cited rogue software purchases among their top SaaS challenges (Zylo, SaaS Management Index 2024)”.

For CIOs tasked with driving transformation while managing cost and compliance, the time has come to confront a critical question:

Do you truly know what your organisation is spending on IT and where that spend is going?

The Challenge: Fragmented Systems, Redundant Spend, and Shadow IT

Today’s IT environments are sprawling. Multiple business units, regions, and functions often procure their own technologies. “Managing cloud spending remains the top challenge over security. This marks the second year in a row that managing cloud spending is the top challenge facing organisations (Flexera, 2024 State of the Cloud)” . This complexity leads to:

Redundant software platforms performing similar functions but lacking integration
Shadow IT: business-led purchases made outside central IT governance
Disparate financial and procurement systems that obscure true vendor relationships
Siloed operations between IT, finance, procurement, and vendor management

This complexity results in:

Increased costs from duplicate licensing, support, and training
Reduced negotiation leverage with vendors
Security and compliance vulnerabilities
Inconsistent user experiences across the enterprise

Cambridge MC’s work with clients has revealed that these inefficiencies can cost organisations millions annually. For example, one global enterprise saved $4.5 million by consolidating Dell-related spend across eight suppliers. Another eliminated $1.75 million in redundant Microsoft and Splunk licences. These aren’t anomalies; they’re symptoms of a systemic visibility problem.

The Visibility Gap: Why Traditional Systems Fall Short

“Organizations lose an average of 25 % of their SaaS budgets to unused entitlements and overlapping tools (Block 64 (citing Gartner))”.

ERP, AP, and procurement systems are built for transaction processing, not strategic insight. They tell you who was paid, but not what was purchased, by whom, or why. Without a unified view of IT spend:

Benchmarking against peers is impossible
Strategic sourcing is undermined
Budgeting and forecasting are reactive, not proactive
Technology rationalisation becomes guesswork

For CIOs, this lack of clarity impedes the ability to align IT investments with business outcomes, manage risk, and demonstrate value to the board.

Strategic Actions for CIOs: From Insight to Impact

To regain control and unlock value, CIOs must lead a coordinated, data-driven transformation of IT spend management. Here are five strategic actions to consider:

1. Establish a Single Source of Truth for IT Spend

Action : Deploy an automated analytics platform that ingests and normalises data from ERP, AP, and procurement systems.
Value : Real-time visibility into total and categorised IT spend, enabling faster, more informed decisions.

2. Rationalise Redundant Platforms

Action: Audit software usage across the enterprise to identify overlapping tools and underutilised licences.
Value: Reduce costs, simplify integration, and improve the end-user experience through standardisation.

3. Govern Shadow IT

Action: Implement policies and tools to detect and manage business-led IT purchases.
Value: Enhance security, ensure compliance, and align all technology investments with enterprise strategy.

4. Consolidate Vendor Relationships

Action: Centralise procurement and reduce the number of suppliers through strategic sourcing.
Value: Increase buying power, streamline support, and improve service consistency.

5. Enable Cross-Functional Collaboration

Action : Break down silos between IT, finance, procurement, and vendor management through shared data and aligned KPIs.
Value : Drive enterprise-wide accountability, accelerate decision-making, and support holistic IT investment strategies.

Regain Control Over Your IT Spend

At Cambridge MC, we help CIOs and their teams uncover the truth behind their IT spend. Our approach combines AI-driven analytics with deep domain expertise to:

Clean, classify, and categorise vendor spend across all systems
Expose hidden costs, redundant purchases, and unmanaged spend
Enable peer benchmarking to assess competitiveness and efficiency
Support strategic sourcing and vendor consolidation
Deliver measurable cost savings and governance improvements

Our clients have achieved 5–7% annual savings on IT spend, accelerated budgeting cycles, and improved compliance – all without adding headcount or disrupting existing systems.

Conclusion: Visibility is the New Currency of IT Leadership

As a CIO, your mandate is clear: drive innovation, manage risk, and deliver value. But it is impossible to control what you can’t see.

The way forward is not about more tools; it’s about smarter insight. By partnering with Cambridge MC, CIOs can transform fragmented IT ecosystems into streamlined, strategic assets that power growth, resilience, and competitive advantage.

The journey to clarity starts now. Speak to one of our experts to find out more: www.cambridgemc.com/contact-us

About Us

Cambridge Management Consulting has offices or legal entities in Cambridge, London, New York, Paris, Dubai, Singapore and Helsinki, with further expansion planned in future.

Contact Form

Fibrematic Engages Cambridge Management Consulting to Support its Go-to-Market Strategy and Expansion in Europe

Mon, 20 Oct 2025 11:02:11 GMT

Press Release

20/10/2025, London, UK – Fibrematic, an innovative service delivery platform, is pleased to announce that it is working with Cambridge Management Consulting (Cambridge MC), an international management consulting firm known for its expertise in telecommunications, to leverage the latter’s international network of customers, clients, and contacts in order to expand the presence of Fibrematic’s transformative technology in the European market.

Fibrematic has developed a pioneering platform specifically designed to address the long-overlooked area of Service Delivery within the telecommunications and data centre industries. By maximising automation and centralisation, Fibrematic eliminates the need for multiple APIs or portals with suppliers, as well as manual email workflows, instead offering a single, intuitive interface which connects seamlessly with all of your suppliers and streamlines the administrative burden of Service Delivery. From translating supplier terminology into your own internal product language, supporting e-ordering, filtering and prioritising updates, and automating disconnection processes, Fibrematic eliminates revenue leakage and accelerates delivery handovers by up to 30%.

Cambridge MC is an international consultancy firm with a strong presence in the telecommunications market and experience working with organisations of all sectors and scales. By only employing industry professionals rather than trained consultants, Cambridge MC prioritises delivering value, growth, and impact through expertise accumulated from first-hand experience. Having designed and executed successful go-to-market strategies for technology companies at both a domestic and international scale, Fibrematic has engaged Cambridge MC to expand its market presence in Europe through meaningful introductions and connections with key players in the technology space. Cambridge MC will then support Fibrematic to turn these opportunities into actionable engagements by providing strategic support and guidance throughout the sales cycle.

Manjit Sidhu, Co-Founder of Fibrematic, said, “Fibrematic is at an exciting point in its journey, with industry-wide validation confirming the strength of our platform and vision. Our next chapter is about amplifying the positive impact we are having on Service Delivery – a long-neglected but mission-critical part of the quote-to-cash lifecycle. We see our next step with Cambridge Management Consulting and its extensive network within telecoms as the catalyst for driving industry wide adoption of our platform.”

Stuart Curzon, Chief Commercial Officer at Cambridge Management Consulting, said, “Fibrematic’s platform is transformative for the telecommunications industry, addressing long-ignored issues surrounding the service delivery process. I am delighted to be supporting Fibrematic to widen the reach of its technology through Cambridge Management Consulting’s network of international clients and customers, and look forward to bringing greater efficiency and impact to the space.”

About Cambridge Management Consulting

Cambridge Management Consulting (Cambridge MC) is an international consulting firm that helps companies of all sizes have a better impact on the world. Founded in Cambridge, UK, initially to help the start-up community, Cambridge MC has grown to over 200 consultants working on projects in 25 countries. Our capabilities focus on supporting the private and public sector with their people, process and digital technology challenges.

What makes Cambridge Management Consulting unique is that it doesn’t employ consultants – only senior executives with real industry or government experience and the skills to advise their clients from a place of true credibility. Our team strives to have a highly positive impact on all the organisations they serve. We are confident there is no business or enterprise that we cannot help transform for the better.

Cambridge Management Consulting has offices or legal entities in Cambridge, London, New York, Paris, Dubai, Singapore and Helsinki.

For more information visit www.cambridgemc.com

About Fibrematic

Fibrematic is an AI enabled middleware platform that seamlessly integrates your CRM with all of your suppliers, enabling automated order processing and disconnections and reducing manual workload and operational delays. Our platform centralises provisioning updates and provides detailed analytics to track and optimise supplier performance.

Find out more at: www.fibrematic.net

Contact Form

Cambridge Management Consulting Accredited as a National Cyber Security Centre Assured Services Cyber Advisor

Fri, 17 Oct 2025 11:07:56 GMT

2 MIN READ

Press Release

17/10/2025 – Cambridge Management Consulting is pleased to announce that it has been accredited by the UK’s National Cyber Security Centre (NCSC; a part of the Government Communications Headquarters) as an Assured Services Provider to provide advisory services related to Cyber Essentials. These services are specifically designed for small- and medium-sized enterprises (SMEs), which generally lack the resources and in-house expertise to properly recognise and address their cyber risk.

Not only do SMEs make up 99% of all UK businesses, but they are exposed to largely the same cyber threats as their larger counterparts. In 2024, businesses with revenue below $100m comprised 84% of total cyber-attack insurance claims (of which 64% have revenue less than $25m, according to the Coalition 2025 Cyber Claims Report). Despite this, many SMEs are not equipped with an IT function – let alone one able to combat sophisticated cyber threats – opening them up to risk of attack from cyber criminals targeting their victims based on vulnerability rather than income.

The Cyber Essentials standard, developed by the NCSC, is designed specifically with such organisations in mind, offering pragmatic steps to improve security, which can be achieved without causing major disruption to business operations. It has been demonstrated to significantly decrease the probability of a successful cyber-attack, and reduce the impact of an attack if one gets through. Equipped with this accreditation, Cambridge MC can support small- to medium-sized clients to build customer confidence and address new business opportunities which currently seem unattainable.

Tom Burton, Senior Partner at Cambridge Management Consulting for Cyber Security, who led this recognition and is himself certified to provide Cyber Advisor (Cyber Essentials) services, said, “Supporting the SME end of the market is something very close to my heart. They are exposed to the same threats as the rest of us but are not well supported. Not being a household name is not an effective defence in a world where the attackers use technology to scour the internet for organisations with vulnerabilities, no matter how small”

Simon Crimp, Managing Partner for Digital Transformation & CTO, added “Combined with our wider digital security capabilities, there really is nothing that Cambridge MC can’t do in the cyber domain to help companies of all sizes with their cyber security challenges – from digital security governance and cyber strategy, to fixing people, process and technology gaps. It’s an enormous, and rapidly growing, risk for all companies and governments and we’re here to help.”

About Us

Cambridge Management Consulting has offices or legal entities in Cambridge, London, New York, Paris, Dubai, Singapore and Helsinki, with further expansion planned in future.

Contact Form

5 Questions to Help SMEs with Their Cyber Security

Thu, 09 Oct 2025 12:14:09 GMT

SMEs make up 99% of UK businesses, three fifths of employment, over 50% of all business revenue, are in everyone's supply chain, and are exposed to largely the same threats as large enterprises. How should they get started with cyber security?

Small and Medium sized Enterprises (SME) are not immune to the threat of cyber attacks. At the very least, if your business has money then it will be attractive to criminals. And even if you don’t have anything of value, you may still get caught up in a ransomware campaign with all of your data and systems made inaccessible.

Unfortunately many SMEs do not have an IT team let alone a cyber security team. It may not be obvious where to start, but inaction can have significant impact on your business by both increasing risk and reducing the confidence to address new opportunities.

In this article we outline 5 key questions that can help SMEs to understand what they need to do. Even if you outsource your IT to a supplier these questions are still relevant. Some can’t be delegated, and others are topics for discussion so that you can ensure your service provider is doing the right things, as well as understanding where their responsibilities stop and yours start.

Q1: What's Important & Worth Defending

Not everything needs protecting equally. In your personal life you will have some possessions that are dear to you and others that you are more laissez-faire about. The same applies to your digital assets, and the start point for any security plan needs to be an audit of the things you own and their importance to your business.

Those ‘things’, or assets, may be particular types of data or information. For instance, you may have sensitive intellectual property or trade secrets; you may hold information about your customers that is governed by privacy regulations; or your financial data may be of particular concern. Some of this information needs to be protected from theft, while it may be more important to prevent other types of data from being modified or deleted.

It is helpful to build a list of these assets, and their characteristics like the table below:

You may also have other assets that are critical systems your business couldn’t operate without. For example, you may have a computer controlled manufacturing system and would start losing significant revenue if it stopped working for more than a week.

This asset list is unique and personal to your business. This isn’t something that can be delegated or outsourced to an IT service provider. They will most likely be unaware of the assets you use, and will certainly be unable to assess their criticality to your business. By spending some time developing this asset register you will be in a better position to decide what needs protecting and to what extent.

Q2: Are Your Users' Accounts Being Protected?

Your employees need to be able to access your assets in order to do their jobs. You finance staff need to access financial data, and your marketing team needs to be able to work on their campaigns. But because they can usually access sensitive data, if those user accounts were hijacked this same data will be fully accessible to the bad actor as well. This is why its so important to reduce the likelihood that anyone other than a genuine user can access their account.

The basic starting point is to make sure that your staff choose difficult passwords, don’t share them with anyone else, and never use the same password for different services. These rules will largely rely on a policy that you educate your staff to follow. But the single greatest improvement you can make to this aspect of security is to enable Multi-Factor Authentication (MFA). Sometimes called Two Factor Authentication (2FA) or Two-Step Authentication, this forces the individual not only to enter their password but also a one-time code that they might get by text message or from an app on their phone. It means that they are confirming their identity not only with something they know – the password – but also with something they have – their phone that is receiving the text or has the app installed.

The measures described above will strengthen authentication, increasing the confidence that the correct person is using an account and that it hasn’t be hijacked. But it is also important to make sure people only have the permissions they need to do their job. Limiting access to sensitive information further reduces the risks that it will be compromised if an individual account is broken into.

While an IT service provider may be able to put some of the authentication controls. But controlling who can access or change what – the authorisation part of the equation – is a business decision. While the execution might be delegated the decision making cannot.

Q3: How Secure Are Your Devices?

Your devices should, obviously, have anti-virus or anti-malware software installed, and up-to-date, to reduce the likelihood malicious code can be loaded or be able to run. But it has been a long time since this alone was sufficient to keep you even moderately safe.

Any software will have defects. When an application consists of hundreds of thousands or millions of lines of code, it is inevitable that mistakes will have been made. Some of these defects are weaknesses or vulnerabilities that an attacker can exploit to gain illegal access or control of the system. Every day new vulnerabilities are discovered in software. Sometimes they are discovered and reported by honest people as a result of their research and testing. But frequently they are only uncovered when a bad actor has exploited them to cause damage to an organisation.

The good news is that as vulnerabilities are discovered, the more reputable software companies work hard to update the code to remove them. If you always have the most up-to-date software running on your laptops, mobile phones and other devices then the risk of being attacked via a vulnerability is reduced significantly. Some of can be set to update automatically. The operating system, most web browsers, and many other pieces of software will regularly check for new versions and install them. But you need to ensure this feature is enabled. You also need to ensure that any obsolete software that is no longer being supported is removed, because no updates will be provided for new vulnerabilities when they are discovered.

Some software vendors are better than others at addressing vulnerabilities. For this reason it is important to make a conscious decision about what applications people can install on their devices and use for business.

A lot of the tasks described in this section can be made easier, with automated warnings and reports, by using additional tools or services. For instance, a Mobile Device Management (MDM) service – such as Microsoft Intune or Endpoint Management in Google Workspace – can enable you to manage all of the devices in your business and ensure that they are configured correctly. Similarly, a Vulnerability Scanner running on devices will alert you when devices running vulnerable software.

If you outsource your IT then most of the tasks described should be the responsibility of your service provider. But the risk will ultimately impact on your business, so it is important to ensure they are following good practice.

Q4: What If Your Assets Are Stored in the Cloud?

Increasingly your assets will be stored and processed in cloud services. This might be a single-purpose Software-as-a-Service (SaaS) application, like HubSpot CRM or Xero financial management. Or it could be broader cloud service, like Microsoft 365 or Google Workspace. You might also have other suppliers who process your data or interact with your systems. Regardless of the scope and scale, you will first need to decide whether you trust the vendor to protect your information that is in their custody.

The level of trust you need should be proportionate to the value of the asset, just as it is in the physical world. When you hand your clothes over to a dry cleaner you might want confidence that they will not damage them in the process, but may be comfortable receiving compensation if they do. But when you are selecting a child-minder you are likely to conduct significantly greater due-diligence before entrusting them with your child because the consequences of failure are significantly greater and compensation will offer little comfort. Conducting appropriate due diligence over suppliers who are handling your data may not be simple, but where the impact of things going wrong is high then it is an important task.

With cloud services the responsibility for security is shared between the customer and the service provider. For instance, the service provider is responsible for ensuring there is a secure method for users to log into the system, and that your data cannot be accessed by someone who has not logged in with the correct rights and permissions. But as the customer, it is your responsibility to make sure you only give access and permissions to the people who need it. It is also your responsibility to ensure your users don’t choose a simple password, or share it with anyone, and to enable MFA if that is available. The diagram below outlines where responsibility falls for the majority of cloud services.

Q5: What Connects to What?

Having gone into the issues outlined so far it would be a shame to then leave the back door open. Would you invest in a strong front door with a five lever lock and covered it with CCTV if your side door was only secured with a £5 Yale Lock. In the digital world, we are presented with a dizzying array of different applications that can make our life easier by integrating with each other. This is particularly the case with the cloud SaaS applications, where we can often connect one service to another at the click of a mouse.

You might connect your CRM to your email service so that it tracks the interactions you are having with individual customers. Or you might connect a reporting and analysis service to your financial management application. But each time you connect two services together you are opening up a new route to the asset. In the first example, your email service might be highly secure, but if the CRM service is insecure then the bad actor can get to your data that way.

Risk is a balancing act. There will always be risk, but the objective is to balance the benefit that you get against the risk that it introduces. Returning to the CRM example, you might allow members of your sales team to integrate it with email because the business benefit is significant, but not your executive team because the risk is not justified.

Another area of integration risk that is frequently overlooked is the use of browser extensions. These little apps that can be installed into the browser might block advertisements, offer a convenient dictionary or calculator, or provide a short cut for a particular website. But whenever you install an extension you are giving it certain permissions, and bad people can publish extensions as well as good people.

Conclusion

Good security is never done, and is best approached as an ongoing task. The five questions above are intended as helpful guidance rather than a comprehensive approach. But the important thing to do is to get started. Over time you can progressively improve your security and reduce your risk. In turn this can give you confidence to be bolder in the marketplace and to address opportunities that you previously felt were out of your reach.

If you want to discuss how you can improve your security, reduce your digital risk, and face the future with confidence, get in touch with Tom Burton, Senior Partner - Cyber Security, using the below form.

AI at the Edge: The Backbone of Digital Infrastructure

Thu, 25 Sep 2025 02:17:00 GMT

Author

The symbiotic relationship between AI and edge computing has continued to evolve from emerging technology to essential infrastructure, fundamentally reshaping how industries can operate across the globe.

Back in 2024, we explored the challenges facing builders of digital infrastructure as they created the massive data engines powering the AI paradigm-shift – particularly the mega-data centres hosting training systems for generative AI platforms.

While attention remains fixed on these behemoths, the true revolution is happening at the edge, where AI meets real-world applications across every industrial and commercial sector.

Beyond Generative AI: The Diverse Ecosystem of Industrial Applications

The narrative around AI has matured significantly since 2024. While generative AI platforms continue to capture headlines, the practical implementation of AI technologies spans a far more diverse ecosystem.

As Duncan Clubb, Senior Partner at Cambridge Management Consulting, notes, "Too much emphasis has been given to prominent large language models, when in reality, the market requires a more diverse model for deploying infrastructure that supports real-world applications."

Today we're seeing this diversity play out across multiple sectors. Industrial and manufacturing applications leveraging AI for optimisation have moved beyond early adoption into mainstream implementation. Gartner now predicts that 75% of enterprise data will be processed at the edge by the end of this year, a dramatic increase from just 10% in 2018. The Financial Services industry is also beginning to use edge technology for real-time fraud detection. This shift reflects a fundamental transformation in how businesses approach data processing and analysis.

Consider the manufacturing sector, where AI systems connected to production line sensors now control processes in real-time, improving efficiency and reducing waste. One compelling example highlighted by Clubb involves the automobile industry's use of specialist adhesives: "An AI platform has been in use to reduce the amount of glue used without compromising the efficacy of the bond. This may sound trivial, but the quantities used globally mean that even small proportional savings can amount to huge monetary savings."

Similar applications exist across healthcare, transportation, retail, and agriculture, where edge-based AI is providing unprecedented operational insights and efficiencies. According to recent projections, spending on edge computing technologies will reach $378 billion by 2028, demonstrating the critical importance these technologies have assumed in our digital infrastructure.

The Evolution of Edge Solutions

While large enterprises have leveraged AI for process optimisation for years, many smaller businesses have been excluded due to high barriers to entry. The ideal solution would be cloud-like services for AI-driven applications, but traditional cloud offerings from providers like Amazon, Microsoft, or Google often prove unsuitable for industrial applications.

"For most applications, the reason is either the amount of data that needs to be processed – it costs a fortune to transport the humungous amounts of data generated in production lines to where it could be processed – or the network latency is too long," explains Clubb. "Real-time control of industrial processes requires extremely fast networks."

The solution lies in distributed cloud-like infrastructure, positioning processing power near the companies or users generating or consuming data. This defines the current direction and rationalisation for edge computing.

"For me, it's quite simple," Clubb states. "The edge is where data processing needs to happen. That need is either defined by the sheer quantity of data that needs to be processed or the latency requirements."

The Edge Landscape: Smaller, Distributed, and Powerful

The infrastructure requirements for edge AI differ significantly from those of large language model training platforms. Edge AI data centres can be smaller and easier to build than their hyperscale counterparts, and they typically don't require the extreme power densities that training systems demand.

However, the key difference is quantity – we need many more of them. As Clubb observes, "Having access to an edge data centre within 20-40 km will normally be sufficient for many applications, but this means that we will need to build possibly hundreds of new (small) data centres to cover a country the size of the UK."

This presents both challenges and opportunities. According to research from Vertiv, the densification of computing workloads is driving innovation in power and cooling solutions. "AI applications demand increasingly efficient systems to manage the power requirements and thermal output of high-performance computing. Inferencing at the edge provides critical benefits such as reduced latency and enhanced security, making it an essential strategy for managing AI workloads efficiently in edge deployments."

The integration of 5G networks has further accelerated this trend, with edge deployments now capable of reducing latency to under 2 milliseconds – crucial for applications like autonomous vehicles and smart healthcare systems.

Meeting the Power Challenge

The exponential growth in data centre deployment brings with it significant energy demands. In 2025, the data centre industry faces intensifying power transmission challenges that threaten to delay development timelines.

"Energy availability is becoming a major concern as the demand for compute capacity grows and power densities increase," notes Vertiv's assessment of 2025 trends. "At the edge, this challenge is particularly pronounced due to distributed locations with varying access to power. AI applications further complicate this issue, as they require consistent and scalable energy sources to maintain operations."

These challenges are driving innovation across the sector. Companies are increasingly adopting renewable energy integrations, high-efficiency power systems, and alternative energy sources. For edge deployments specifically, local energy solutions like microgrids and battery storage systems are gaining traction to ensure uninterrupted operations even in remote or underserved areas.

Notably, 2025 has seen an acceleration of small modular reactor (SMR) announcements, with the total gigawatt capacity likely to double by year-end. "Nuclear power is emerging as a preferred solution to meet growing energy demand. As traditional power grids struggle to keep pace, the sector is exploring both traditional large-scale nuclear power and small modular reactors (SMRs)."

Building for a Distributed Future

The construction sector has responded robustly to these evolving demands. What started as a relatively niche sector a few years ago has transformed into a powerhouse of construction activity. Data centres continue to drive significant growth in nonresidential construction planning, with these projects contributing to a 19% increase in planning activity since December 2023.

The growth shows no signs of slowing. J.P. Morgan estimates that spending on data centres could add between 10 to 20 basis points to U.S. economic growth in 2025 and 2026. This growth extends beyond the United States, with global players making substantial investments in core and edge infrastructure.

The major tech giants companies are likewise doubling down on their data centre investments and exploring new energy solutions. Amazon is planning to invest $150bn over the next 15 years on infrastructure to handle the expected demand for artificial intelligence and other cloud computing needs.

Recently, it was reported that Google has signed its first corporate geothermal energy agreement in Taiwan with Baseload Capital, adding 10 megawatts of continuous power to support its local data centres.

Announcements such as these show market-wide confidence in the projected growth in demand, as well as growing interest in renewable energy sources.

Conclusion: The Dual Future of Data Infrastructure

As we prepare for Cambridge Tech Week 2025 (September 15-19), where ‘Seizing the AI Advantage’ will be a central theme, it's clear that the future of digital infrastructure depends on both centralised and distributed computing models working in harmony.

Duncan Clubb summarises this dual approach eloquently: "For the data centre industry, I think that is just as exciting as the need to build the behemoth data centres at the core – the truth is, we need both."

The AI industry is now a reality demanding immediate attention and action. As businesses navigate this rapidly evolving landscape, those who understand and leverage the symbiotic relationship between edge computing and artificial intelligence will be best positioned to thrive.

Cambridge's deep-tech ecosystem is at the forefront of this revolution, developing innovative solutions to address the challenges of power, cooling, and infrastructure that accompany the growth of AI and edge computing. The conversation at Cambridge Tech Week 2025 will undoubtedly shape how industries approach these opportunities in the years to come.

For organisations looking to harness the power of edge AI, the message is clear: the future is distributed, the future is intelligent, and the future is now.

If you would like to know more about our Data Centre, Edge and Cloud services, please get in touch with Duncan by email or use the Contact Form below.

Select References

[1] https://www.youtube.com/watch?v=rmGid83_Y-0 (Interview with Duncan Clubb for JSA TV at Datacloud USA in 2023)

[2] https://www.cambridgemc.com/ai-at-the-edge

[3] https://viso.ai/edge-ai/edge-intelligence-deep-learning-with-edge-computing/

[4] https://www.jll.com/en-us/insights/data-center-outlook

[5] https://www.youtube.com/watch?v=9DCsqTlcGEI

[6] https://www.edgeir.com/how-ai-2025-data-center-trends-impact-edge-computing-20250220

[7] https://www.nucamp.co/blog/coding-bootcamp-full-stack-web-and-mobile-development-2025-edge-computing-in-2025-bringing-data-processing-closer-to-the-user

[8] https://www.constructiondive.com/news/data-center-projects-construction-2025/738160/

[9] https://shows.acast.com/camtechpod/episodes/deloitte-2025

[10] https://www.iotforall.com/edge-ai-2025-predictions-reality-check

[11] https://www.forbes.com/councils/forbestechcouncil/2024/12/12/2025-it-infrastructure-trends-the-edge-computing-hci-and-ai-boom/

[12] https://www.scalecomputing.com/blog/5-predictions-edge-computing-virtualization-2025

Contact Form

How the UK Government's AI Playbook Will Reshape Public Services

Fri, 19 Sep 2025 01:57:44 GMT

The conversation around Artificial Intelligence (AI) in Government has shifted in recent years. Where once there was cautious optimism mixed with regulatory anxiety, there's now a sense of urgency and opportunity.

The publication of the UK Government’s AI Playbook represents more than just updated guidance. It signals a fundamental reimagining of how public services might operate in an AI-enabled world.

A Sea-Change in the UK Government's Approach to AI

While AI is poised to transform the way Government operates, it also presents serious challenges, including ethical considerations, security risks, and the need for transparency.

To help public sector organisations navigate these complexities, the UK Government has published the Artificial Intelligence Playbook. This guide provides practical advice on implementing AI safely, responsibly, and effectively in government services.

The guide also supports a major Government push for all things AI. The AI Opportunities Action Plan, unveiled in January 2025, laid out an ambitious vision for Britain to become not just an "AI taker" but an "AI maker". With £14 billion in private investment already secured and over 13,000 new AI-related jobs in the pipeline, the Government is clearly betting big on artificial intelligence to catalyse public sector transformation.

What is the AI Playbook?

The AI Playbook is a guidance document designed for civil servants and public sector employees. It aims to help them understand AI, select the right solutions, and ensure that AI systems operate in a fair, secure, and ethical manner. The playbook has been developed in collaboration with Government departments, public sector institutions, industry, and academia, ensuring it reflects a broad range of expertise and perspectives.

It is not a rigid set of rules but a living framework that acknowledges the fast-moving nature of AI development while providing practical guidance for civil servants who may be encountering these technologies for the first time.

The Broader Strategic Context

The playbook sits within a broader strategic framework that has been evolving since 2021. The UK National AI Strategy, published that year, set out a ten-year vision to make Britain a global AI superpower. This was followed by the 2023 white paper on AI regulation, which established the UK's distinctive ‘pro-innovation’ approach to governing these technologies.

The current playbook builds on the earlier Generative AI Framework for HMG, published in January 2024, but expands its scope considerably. Where the earlier framework focused specifically on generative AI tools like ChatGPT, the new playbook encompasses machine learning, deep learning, natural language processing, computer vision, and speech recognition.

This wider scope reflects a growing confidence that public bodies can harness AI while also managing its risks. It also signals a shift from defensive regulation to proactive adoption — a change that has profound implications for how public services might be delivered in the next decade.

Ten Principles for a New AI Era

At the heart of the playbook are ten core principles that guide the use of AI in Government. These include:

Data Responsibility – AI tools should only access the data they need and should not use private or sensitive information for training.

Security Measures – Strong technical controls must be in place to prevent data leaks and detect malicious activity.

Human Oversight – AI should not operate in isolation; meaningful human control must be maintained at key decision points.

Transparency – Government AI projects should be open and collaborative, ensuring that the public understands how AI is being used.

These principles reflect hard-won lessons from early AI implementations across Government. The emphasis on transparency, for instance, comes partly in response to criticism that public sector organisations have been insufficiently open about their use of algorithmic decision-making.

The human oversight principle is particularly significant. It acknowledges that while AI can process information at unprecedented scale and speed, the final decisions — particularly those affecting citizens' lives — must ultimately rest with human beings who can be held accountable for their ethical choices.

We welcome the AI Playbook as a thoughtful and achievable framework. Its breadth: from ethics to lifecycle management shows a maturity in government thinking.

That said, translating vision into delivery is rarely straightforward. Departments vary widely in their readiness, and without targeted capacity-building, the playbook could very easily become aspirational rather than operational. The key will be embedding its principles in everyday decision-making, avoiding a patchwork of progress and ensuring that AI enhances, not complicates, public service delivery. This is especially true at a time when more cost-effective and cheaper services are essential to reducing costs within Government."

— Craig Cheney

Building AI Solutions in Government

The playbook also provides practical steps for public sector organisations looking to adopt AI. This includes assembling the right team, defining clear objectives, selecting appropriate AI technologies, and managing risks. It also highlights the importance of understanding the full AI lifecycle, from development to deployment and ongoing maintenance.

The emphasis on team building is particularly noteworthy. The playbook recognises that successful AI implementation requires not just technical expertise but also domain knowledge, user research capabilities, and legal and ethical oversight.

Ethical and Legal Considerations for AI

One of the most important aspects of AI use in Government is ethics and compliance. The playbook emphasises the need for AI to be used lawfully, ensuring that it aligns with data protection regulations, security requirements, and ethical standards. Public trust is central to AI adoption, and government bodies must ensure that AI-driven decisions are fair, accountable, and transparent.

The ethical challenges posed by AI in Government are particularly acute because public institutions have a duty to treat all citizens fairly and equally. Unlike private sector applications, where bias might result in poor customer experience, bias in government AI systems can have profound consequences for people's access to services, benefits, or justice.

Critical Technical Barriers

Two technical barriers stand out in the application of AI in government:

Cyber Security: AI systems may introduce new attack surfaces, from adversarial inputs to data poisoning and the misuse of generative models. As adoption accelerates, public bodies will need robust, adaptive defences to safeguard sensitive systems and maintain public confidence.

Data Quality and Integration : Much of government data remains siloed, incomplete, or inconsistently formatted. Since AI systems are only as effective as the data they ingest, poor data hygiene could lead to flawed outputs, inequitable decisions, and erosion of trust. Addressing these risks early will be essential to embedding AI responsibly and sustainably.

A Living Document

For those working in or with local government, understanding the AI Playbook is an immediate priority. AI is already shaping service delivery, and having a clear framework will help ensure that it is realised in a way that is ethical, secure, and effective.

The playbook's description of itself as a 'living document' is significant. Unlike traditional government guidance, which might remain static for years, the AI playbook is designed to evolve alongside the technologies it seeks to govern. This reflects the rapid pace of AI development and the Government's recognition that rigid frameworks are likely to become obsolete quickly.

Read and download the Government’s AI Playbook here:

https://assets.publishing.service.gov.uk/media/67aca2f7e400ae62338324bd/AI_Playbook_for_the_UK_Government__12_02_.pdf

Select References:

https://www.cam.ac.uk/news/cambridge-continues-to-be-the-most-intensive-science-and-technological-cluster-in-the-world

https://www.cliffordchance.com/insights/resources/blogs/talking-tech/en/articles/2025/01/unpacking-the-uk-ai-action-plan.html

https://www.miquido.com/ai-glossary/national-ai-strategy-uk/

https://www.gov.uk/government/publications/ai-playbook-for-the-uk-government/artificial-intelligence-playbook-for-the-uk-government-html

https://www.wired-gov.net/wg/news.nsf/articles/UK+National+AI+Strategy+24092021112500

https://assets.publishing.service.gov.uk/media/67aca2f7e400ae62338324bd/AI_Playbook_for_the_UK_Government__12_02_.pdf

https://publications.parliament.uk/pa/cm5901/cmselect/cmpubacc/356/report.html

https://www.openaccessgovernment.org/how-ai-is-being-used-to-transform-public-services-in-the-uk/186588/

https://assets.publishing.service.gov.uk/media/5e553b3486650c10ec300a0c/Web_Version_AI_and_Public_Standards.PDF

https://www.gov.uk/government/publications/ai-opportunities-action-plan

https://www.gov.uk/government/publications/ai-opportunities-action-plan/ai-opportunities-action-plan

The Cost of Short-Termism: Why Ignoring Sustainability Erodes Business Value

Thu, 18 Sep 2025 08:55:36 GMT

Author

A World on Fire as Businesses Look Away

In the wake of stark warnings from the Intergovernmental Panel on Climate Change (IPCC), the need for nations and businesses to expedite climate action has never been more urgent. Yet 2024 offered a sobering backdrop. More than 60 countries went to the polls, including the US, UK, India, South Africa, Pakistan, and Russia, but climate scarcely featured in their manifestos.

Global temperatures soared, making 2024 the hottest year on record, breaching the Paris Agreement’s 1.5°C threshold with an average global rise of 1.6°C. Instead of urgency, we saw political backtracking and rising public scepticism, as nationalist politics reshaped climate discourse.

Against this backdrop, businesses are echoing the same short-termism. In 2025, the focus has shifted toward low-value investments and fast paybacks rather than the long-term strategies needed for net zero. Governments and businesses alike are kicking the climate can down the road just when decisive action is most needed.

Taking a long-term view on sustainability, particularly decarbonisation, delivers significant benefits, increases company valuation, and supports growth.

Short-term Thinking Has Taken Hold

Shareholder expectations and competitive pressures have always shaped decision-making. But what we now see is a narrowing of focus. Instead of aligning investment with the multi-decade challenge of decarbonisation, many firms prioritise projects with immediate returns, often within a 2–3-year window.

This is dangerous because:

The reporting landscape is tightening: Regulations such as the EU’s Corporate Sustainability Reporting Directive (CSRD), the UK’s Transition Plan Taskforce (TPT), and International Sustainability Standards Board (ISSB) alignment are forcing greater transparency. But disclosure is not action.

The transition window is closing: Science shows emissions must peak before 2030 and fall nearly half by 2035. Short-term finance cycles are incompatible with this.

Competitive positioning is at risk: Companies that delay risk stranded assets, supply chain disruption, and reputational damage as customers and investors demand resilience.

The Retreat from Net Zero: Sentiment vs Reality

Across boardrooms in 2025, enthusiasm for net zero is cooling. Where once CEOs boasted of ambitious targets, now there is widespread retreat.

Economic volatility: Inflation, higher interest rates, and supply chain disruption push firms to defer sustainability projects.

Investor pressure: Mainstream investors still reward quarterly earnings, not 2040 climate goals.

Political cover: With governments slowing ambition, businesses feel less exposed when reducing their own commitments.

This sentiment shift is dangerous. Net zero is not just good PR but a structural transition. Companies stepping back risk missing climate targets and financial benefits.

Why Short-term Planning Fails

Misaligned Investment Horizons: Sustainability requires investments that yield over decades. Projects like renewable infrastructure or efficiency retrofits often need 7–15 years for ROI. 2–3-year payback criteria exclude exactly the projects that build resilience.
Greenwashing Over Governance: Short-term optics - branding, offsets, marginal improvements – are favoured over transformation. Trust erodes among investors, employees, and consumers.
Regulatory Lag Becomes Risk Exposure: Carbon disclosure requirements are accelerating. Businesses unprepared for compliance will face costs, penalties, and reputational harm.
Failure to Secure Financing: Lenders increasingly evaluate transition risk. Firms without credible long-term plans will pay higher financing costs or lose access to capital.

The Case for Long-term Value

Research shows sustainability and profitability are not mutually exclusive:

Higher returns: ESG-aligned portfolios have outperformed benchmarks over the past decade.

Company valuation: Investment in carbon reduction and efficiency raises asset value and valuation multiples.

Resilience: Firms that invested early in renewables benefit from reduced exposure to fossil fuel volatility.

Investor sentiment: Global frameworks like the UN COP26 initiated Glasgow Financial Alliance for Net Zero (GFANZ) embed climate criteria into long-term capital allocation.

The lesson: businesses that look beyond immediate paybacks are better positioned to attract capital, manage risk, and capture growth opportunities.

How Businesses Must Reframe Sustainability

To break from short-termism, businesses should adopt three principles:

Transition Planning as Strategy: Carbon disclosures must be integrated into long-term strategy, aligning investments and risk management around net zero.

Evolving Investment Criteria: Payback periods should include avoided carbon costs, resilience, brand equity, and financing conditions – embracing total value, not just financial return.

Aligning Incentives: Boards should link executive compensation not only to annual results but to long-term climate and sustainability delivery.

Conclusion: Choosing Lasting Value over Quick Wins

A society grows great when old men plant trees whose shade they know they shall never sit in.”

— Greek Proverb

The world in 2025 is defined by contradiction. The climate crisis accelerates, yet business sentiment retreats into short-term paybacks.

This is unsustainable. Businesses that chase immediate returns risk competitiveness, resilience, and relevance. Those that embrace sustainability as core strategy will unlock profitability, resilience, and trust.

Pushing this problem into the long grass only makes the future more expensive – for businesses, investors, and society alike. The choice is clear: chase short-term gains or invest in lasting value.

Get in Touch

If you are working in a sustainability role or hold a senior role within an organisation and the topic of this insight article resonates with you, please come and talk to us at edenseven. We are a business of practical thinking individuals who have real life experience of working in and running businesses.

We understand the pressures of hitting short-term targets but also the huge benefits a well-structured decarbonisation strategy can have on your business. If you want to talk more, please get in touch using the contact form below.

Contact Form

AI Gridlock: The Infrastructure Problem that Might Derail the UK's AI Ambitions

Wed, 17 Sep 2025 12:00:55 GMT

Author

Introduction

Vast sums are being invested into AI infrastructure by big tech. In 2025 alone, the largest US companies have spent more on AI than the US government has on education, training, employment and social services. The bulk of this Capex investment has been spent on data centres and expensive semiconductor chips made primarily by Nvidia.

Data centres consume huge amounts of power and (sometimes) water, creating upstream infrastructure problems. The tech giants are taking care to ensure they will have enough energy. As well as hybrid partnerships with energy companies, tech firms are investing in new nuclear facilities and renewable off-grid sources.

The UK has entered a similar AI race, just will less zeros at the end. Ironically, it is also being led by US companies, although there are some homegrown firms in the mix too. This national boom will have huge implications for a known bottleneck in the system, the National Grid.

Hungry for Electricity

The data centres being planned in the UK today are on a much larger scale than we have ever seen before. Decades ago, large data centres used 2-4MW. Today, the UK’s biggest runs at 120MW.

For context, a town or city the size of Cambridge might consume about 80MW. Planned AI data centres will start at 500MW and could reach GW scale. Unfortunately, the National Grid is creaking at the seams; this is particularly evident in London. Currently, there are very few places in the UK where you can deliver that much power, and you could be waiting many years for new grid infrastructure to be made available.

The UK has another big challenge: the price of electricity. Even at wholesale rates, our electricity is probably the most expensive in Western Europe. We generate some of the cheapest renewable electricity in the world, but national pricing is skewed by gas. This makes it difficult for data centre operators to compete with other European locations which can supply large amounts of cheap, renewable energy - the Nordic countries in particular are considered as prime locations for AI data centres.

There are however a slew of government initiatives and policies intended to update the grid and solve these infrastructure barriers.

AI Growth Zones

A centrepiece of the UK’s strategy is the creation of ‘AI Growth Zones’ - special zones with favourable conditions for AI infrastructure. Announced in the AI Opportunities Action Plan (Jan 2025), these zones are intended to accelerate data centre build-out. Regions across the country have been invited to bid to host AI Growth Zone.

Each zone will offer streamlined planning approval (fast-tracking permits) and guaranteed power availability. In fact, the government has pledged to work with network operators to rapidly provide 500 MW+ of power per zone. While this is promising, it should be noted that the huge data centres in these regions will take at least five years to build, and this leads us to another problem: rack density.

Rack Density

The rate at which we can build data centres is out of pace with the acceleration of AI technology. Nvidia, the leading supplier of AI processors, is constantly upgrading its products. This rapid development means data centres designed today may be outdated by the time they are built.

The key issue here is what we call ‘rack density’. Data centres house computers in racks or cabinets, usually about 1m wide, a bit over 1m deep, and 2m tall. Pre-AI, the global average ‘density’ for a data centre rack was 8kW - in other words, each rack could accommodate up to 8kW of electricity consumption (and cooling).

Nowadays, some AI data centres are running at 50kW per rack. The current top-end Nvidia systems need upwards of 120kW/rack. They have announced that the next generation (expected in 2026) will run at 600kW/rack. This presents a huge challenge, as operators must feed 600kW into something the size of a cupboard.

Conclusion

The UK’s strategy for electricity supply is to plan ahead and invest: by channelling data centre growth to places with ready power, by massively upgrading grid infrastructure, and by reforming regulations to connect new sites faster.

Huge challenges remain - for instance, Microsoft has warned that without swift grid upgrades some of its UK data centres might wait until the mid-2030s for full power connection. Experts warn of a disconnect between UK AI ambitions and timely power access.

However, the ongoing measures - from 500MW growth zones and new substations to national grid investment plans - indicate a concerted effort to ensure the lights stay on for Britain’s AI revolution. The government’s Plan for Change aims to tackle these constraints so new AI centres can be plugged in, enabling the UK to realise its AI ambitions.

Get in Touch

If you want to find out more about our Data Centre, Edge and Cloud services and how we can help you plan and execute projects across your portfolio, then get in touch with Duncan by email or use the Contact Form below.

Find out more about our Data Centre services on our service page .

Contact Form

Why Startups Can’t Afford to Delay Their Cyber Resilience

Wed, 17 Sep 2025 11:03:12 GMT

Author

Introduction

When the founders are trying to do everything, and the biggest worry is whether you will be able to make payroll at the end of the month, it’s easy to just paper over your security cracks.

“If our target customers don’t know who we are yet, how on earth are the cyber criminals of this world going to find us?”

“We are still building our product, so why would anyone attack us?”

Phrases like these are common, convenient, and misleading.

Misleading because hiding in plain sight is no longer an effective strategy (as if it ever was). Growing evidence shows that cyber criminals are increasingly using AI and other technologies to scan the internet for any organisations that have vulnerabilities to exploit. Furthermore, they are using AI to automatically generate convincing phishing messages tailored specifically for an organisation that has been identified by other technologies trawling the internet.

If the bad people out there aren’t having to expend human effort to scale up from 10 targets to 10,000, then it is no surprise that the targeting aperture has opened to the maximum.

So, why is some investment in security important at every phase in a startup’s lifecycle?

I’ll look at this in reverse chronology, starting where most businesses want to end up and then getting progressively younger from there.

Preparing for Scale and Exit

Most of us don’t start out wanting to remain small. We want our vision not just to succeed but to have the greatest impact possible on the addressable market. In this context exit may be through acquisition. Or it may just be exiting the startup world and becoming a grown up, mid-cap business with all the responsibilities that go with it. At this stage in life, good risk management and cyber security should be a given.

If exit is through acquisition, then the buyer’s due diligence is going to expect mature processes and controls that are underpinned by robust and comprehensive policies – as well as a track record of avoiding embarrassing attacks and responding effectively to those that do get through. If this capability isn’t present, it is reasonable to expect the acquisition price to be discounted to allow for the additional work that will be required and the heightened risk carried while the improvements are carried out.

If the plan is for the business to continue its growth trajectory as an independent entity then there will be market, and probably regulator expectations to meet. The organisation may be increasingly dependent on large enterprises in its customer base, and these will increasingly demand similarly mature risk management. Investment raises, whether Series C+ or IPO, will also come with greater obligations and expectations.

At this stage during scaleup you have a lot to lose and are not just protecting the business. You are also protecting the customers that you’re dependent on and preparing the business for adulthood.

The Growth Years: Investor Confidence

During this phase you have customers to prove that the market will buy into your value proposition but are still early in the journey. You don’t yet have the protective inertia of a constant stream of new orders and may be little known to the majority of your addressable market. If a key anxiety is that you are moving too slowly with concern that a competitor will steal a march, it is easy to defer anything that seems secondary to new sales or that isn’t ‘making the beer taste better’ .

But this is illusory. Firstly, you are likely to be seeking increased investment during this phase to fund marketing and other growth catalysts. Leveraging ‘friends, family and fools’ is unlikely to be sufficient, and as you look for Seed, Series A or B investors this will bring with them their expectations. Ultimately, they want to protect their investment and maximise the potential return.

They are likely to have a number of concerns related to the cyber risk you are exposed to:

Protecting the viability and value of the business today: If the business loses control of unique and competitive intellectual property and/or experiences a collapse of customer confidence as a result of a significant cyber-attack then this will have a direct impact on the value of the business. Even if you survive the experience, it is likely to lead to greater dilution of equity in the next raise.

Protecting their reputation: Investors care about their reputation, particularly if they are a fund dependent on the favour of their own investors rather than just a HNW individual. A few investments that go south could make future investors for the fund harder to find and possibly lead to capital flight as existing investors lose confidence.

Maximising the future divestment value: They are not investing as a charity and will ultimately have their eye on their exit when they can realise the return. Regardless of the timeframe that they are looking to divest, they will want to maximise that future value. Laying the foundations for a future exit in this phase will build confidence and increase attractiveness.

What if you don’t need investment? Well, if you are lucky enough to have a business generating so much free cash that it can grow and scale without investment, wouldn’t it be wise to have the same expectations about protecting shareholder value as a conventional investor?

Early Years: Building Good Habits

By now you will hopefully recognise the need for some focus on good risk management and cyber security during the growth, scaleup and exit stages. But what about that fledgling startup composed of a small band of determined founders and a few employees.

Everyone is utterly committed to making it a success. Team cohesion comes easy when the whole organisation can fit in a six-desk room. Surely you don’t need to worry about inconvenient things like good security at this stage?

I’d agree that you probably don’t need to expend significant time and resources to achieve ISO27001 or SOC2 certification, unless you are addressing a market where that is considered table-stakes. And at this stage you may be quite content that it’s better to move fast and run the risk of breaking things.

But, if successful, you will move into one of the future phases where that situation changes. And it is far easier to establish some good habits at the outset than to try to break some bad ones once they have become entrenched.

For example, if your developers are used to having complete control over their device including being able to install any tool they like on it, it will be a very painful experience removing those rights a year later. If all of the company’s files and resources can be accessed from any device, anywhere in the world, then it will be difficult to tell staff that they are going to have to carry the company laptop around wherever they. Try telling the five-year Head of Marketing, who joined as employee #12, that they can’t use their favourite applications and browser extensions.

In the digital world it has been recognised for decades – but not always acted upon – that unless a system or business has been designed to be secure from the outset, it is far harder to make it secure at a later date.

Conclusion: Start Today & Scale Safely

No startup is too small to be a target. Cybercriminals don’t discriminate, and the cost of waiting is steep. The right question isn’t if you should act, but how much is enough at this stage and your budget.

Security, like every other business process, should evolve with growth. Strong foundations make it easier to build and scale, while neglect creates growing pains that force painful and expensive rebuilds later.

Investing early in pragmatic, phased cybersecurity ensures your business can grow with confidence - and it protects the customers, investors, and markets you depend on.

Get in Touch

The title of this blog might have been leading, and our conclusions probably do not come as a surprise. No business is immune to the threats of cyber criminals, no matter how in ‘stealth mode’ they are right now.

The trick is working out how much is enough today, and where you want to be in the future. It is far easier to build on strong foundations established in the previous phase with security and risk management, just like all the other business processes, organisational designs and policies.

The alternative is growing pains as parts of the business must be ripped out and rebuilt on a regular basis. As mentioned earlier, you’re unlikely to need enterprise grade risk management or security while working every hour to take a minimum-viable product to market. But you will need to have some care applied to the governance you put around your people, the access they have to resources and the devices they use to do their job.

Contact Form

AI Regulation: Can Policy Keep Up with its Potential?

Tue, 16 Sep 2025 09:13:41 GMT

Author

Though the term ‘Artificial Intelligence’ (AI) was first coined by John McCarthy in the 1950s, its popularity in day-to-day life, conversation, and particularly in business has seen an unprecedented explosion since the start of his decade. With this has grown the power and capacity of this technology, as the chart below demonstrates the recent rapid evolution of AI’s capabilities across reading, writing, analysis, and generation.

It comes as no surprise, then, that with this increased prevalence has come equitable anxieties regarding its potential uses and their risks. These largely surround the question-mark following this growth; in an interview with Adam Grant , Sam Altman, CEO of OpenAI, claimed that there are ‘huge unknowns of how this is [going to] play out’: ‘[AI is] not [going to] be as big of a deal as people think, at least in the short term. Long term, everything changes .’

The antidote to these concerns? Better, robust, standardised governance to regulate this potential and bring light to these unknowns. AI at its core is a tremendously powerful force for facilitating ingenuity, efficiency, and creation, but more exacting control is required to ensure that it remains directed towards socially beneficial values and usage, and limit the potential downside imposed by serious unchecked risks.

The general assumption, spurred by quotes like Altman’s above, is that AI is an unstoppable inevitability and a possible march towards dystopia. This is not the case: AI is fettered to the people who define it and use it. In this article, we will look at the ways in which these people have approached its governance and the differing attitudes towards how important this is.

Current Approaches to Regulating Artificial Intelligence

Currently, the overarching values which govern many countries’ and unions’ approach to developing and implementing AI are the OECD’s AI Principles , which are comprised of five considerations these adherents must keep in mind, the ‘Principles’, and five recommendations the OECD makes to policy makers for applying these in practice.

With the objective of keeping AI humane, transparent, accountable, and aligned with human rights, the OECD’s Principles are as follows:

Inclusive growth, sustainable development, and wellbeing: AI platforms should be developed for the benefit of people and the planet.

Human rights and democratic values, including fairness, and privacy: AI engineers should internalise the law, human rights, and democratic values in their projects.

Transparency and explainability: AI developers should disclose meaningful information and context surrounding their products.

Robustness, safety, and security: AI systems should be secure throughout their entire lifecycle so that there is no risk to safety at any point.

Accountability: AI actors should be accountable for the proper functioning of their products and platforms.

To this end, the OECD makes the following recommendations for nations, unions, and organisations to demonstrate these values:

Investing in AI research and development: Governments should encourage research and development into AI tools through public and private investment.

Fostering an inclusive AI-enabling ecosystem: Governments should ensure an inclusive, dynamic, sustainable digital ecosystem to cultivate AI development.

Shaping an enabling interoperable governance and policy environment for AI: Governments should promote agility in order to accelerate research to deployment.

Building human capacity and preparing for labour market transformation: Governments should collaborate with stakeholders to prepare for the changes AI will impact on work and society.

International co-operation for trustworthy AI: Governments should work with both the OECD and each other to maximise the opportunities of AI.

At time of writing, 48 countries and one union have signed up as adherents to the OECD’s principles, representing a widespread recognition and interest in the importance of governance. However, the ways in which these different nations and bodies have filtered it into their own attempts at policy and regulation does not always demonstrate the enthusiasm to make this imminent or even obligatory. The EU AI Act , for example, was one of the first attempts to govern the usage of AI at an international level, yet its rollout has been continually delayed ; and Australia have laid out eight AI Ethics Principles and an AI Safety Standard , yet these are both completely voluntary.

What this comes down to is evident: a bipedal concern between amplifying the innovation which the OECD promotes in order to maximise the potential of AI, as well as ensuring that this potential remains balanced and ethical in line with the OECD’s emphasis on doing so safely and securely. Moreover, the removal of restrictions in some regions coupled with clear misunderstandings surrounding the borderless nature of AI means that businesses and governments are focused on being first-to-market rather than the first to control values and provide the necessary guardrails to control this immensely powerful technology.

The Importance of Innovation

For many nations and legislative bodies, the reluctance to govern AI too stringently is attributed to a commitment to maintaining the space and breathability for innovators to make the most of its promise and wide-ranging potentials. The UK, for example, has resisted the publication of a comprehensive, regulated AI act for fear of weakening the country’s attractiveness to AI companies. Prime Minister of the UK, Keir Starmer, stated that ‘Instead of over-regulating these new technologies, we’re seizing the opportunities they offer’, and has unveiled the UK’s AI Opportunities Action Plan. This avoids the risk-based approach of the EU, which several have criticised for being too prescriptive, in favour of sustained economic growth by giving businesses the incentive to innovate and invest.

These commitments are founded on the principles of empowering talent and spreading the transformative effects of AI. By allowing AI entrepreneurs the power to realise their ideas without the buffer of regulation, the objective is to ensure a positive direction of these innovations from the inside out instead of projecting it externally through governance and law.

Similarly, the US, which aligns with the UK on a pro-innovation attitude towards AI, currently lacks an overarching governing principle surrounding AI, and President of the US Donald Trump has gone so far as to issue an ‘ Executive Order for Removing Barriers to American Leadership in AI ’ which repeals all previous policies or directives regarding its regulation. This makes it easier for developers to create AI products, platforms, and tools, especially when it comes to trialling and testing early models which otherwise risk-focused regulations would decelerate. However, given the very nature of AI and the experimentation required to develop it, the rush to deploy has left many businesses floundering with failed implementations, huge costs with little to show for it, and, in some cases, serious damage to their brands and business infrastructure.

However, as we shall cover in the next section, it is absolutely vital that this lack of regulatory control is mitigated through sound governance principles, as well as societal pressures whereby the development of AI is defined by what it should do, not what it could do.

The Pace of Change vs the Pace of Learning

However, the prioritisation of innovation over regulation raises some concerns as to the Pace of Change compared to the Pace of Learning.

Here, the Pace of Change refers to technological evolution, while the Pace of Learning represents our own human capacity to understand and remain current with these developments. These intersected in the 1950s, but the introduction of compute (the technology which established the roots of AI) caused them to widen to an almost exponential degree.

This acceleration is encouraged by policies such as the US and the UK’s which, while we hope they will ultimately bring good through the technologies and industries that they innovate, also have the potential to bring risk or harm if unchecked. In the US, the ‘Executive Order for Removing Barriers to American Leadership in AI’ replaced a more risk-based policy introduced during Joe Biden’s presidency, the ‘ Executive Order for the Safe, Secure, and Trustworthy Development and Use of AI ’. Similarly, the UK’s AI Opportunities Action Plan was unveiled in lieu of ‘ The Artificial Intelligence (Regulation) Bill ’, an attempt to introduce more strict legislation on its use which has been continually delayed or dismissed.

Even for governing bodies which are making attempts to regulate AI and its applications, there are concerns about how successful these are in keeping stride with the Pace of Change. The EU AI Act, for example, has been criticised for its delayed and ambiguous timeline. Though it was published in March 2024, the first provisions only went into effect in February of this year, and there is uncertainty as to the rollout of its subsequent stages, providing the Pace of Change with a significant head start.

Despite this, the desire for robust governance and motivation is still present. While the EU AI Act’s phases take time to implement, the EU has introduced an ‘ AI Pact ’ in the interim which organisations can sign to display their endorsement of EU AI Act before it officially goes into effect. Thus far, over 200 organisations have signed this pact, representing a commitment to balancing AI innovation with security and a protection of human dignity and rights.

Conclusion

From an analysis of the different attitudes towards regulating AI laid out in this article, it is clear that there is a balance to be struck between maximising the innovative potential of AI to make a positive change, and ensuring that this change remains strictly positive through robust and holistic governance. After all, it is not necessarily the AI tools and platforms which pose the biggest risk, but those who develop and use them, and by adhering to safe and secure legislation, they can ensure that their products are engineered with people-forward principles at the forefront.

At Cambridge Management Consulting, we are equipped with the knowledge, expertise, and experience to ensure that your AI strategies remain compliant with policies and regulation to avoid penalties, and that they are built around the safety of your people and data. Get in touch now to strengthen your approach to AI that balances safety with success.

Contact Form

Driving Value Through Sustainability: How Can You Boost Profit while Saving the Planet?

Mon, 15 Sep 2025 09:05:13 GMT

Author

As crucial decarbonisation deadlines such as the Paris Agreement (calling for Net Zero by 2050) become increasingly closer, integrating sustainability strategies into your business are no longer a nice-to-have, but an essential factor for attracting modern investors.

In a ‘ Sustainable Signals ’ report by the Morgan Stanley Institute for Sustainable Investing, 77% of investors expressed a preference for companies that balance financial performance with social and environmental responsibility. Furthermore, nearly 80% of global investors consider a company’s environmental metrics, such as carbon footprint and greenhouse gas reductions, when making investment decisions.

To stand out, your organisation should not only measure its environmental impact but also transparently report on how it integrates sustainability into business operations. Greenwashing or vague ESG claims will quickly dissuade investors, so it is important to ensure your data is credible and trustworthy. In this article, we will discuss the significance of integrating robust sustainability strategies into your business plan, and how to ensure this robustly across three Cs: Compliance, Cost, and Credibility.

Compliance: Strengthening Your Reputation Through Regulation

One of the clearest ways to demonstrate to a stakeholder, client, or potential investor that your organisation prioritises sustainability and is dedicated to decarbonising your operations is by certifying with a well-regarded sustainability standard . The ISO 14001, for example, displays an integration of robust environmental management structures, while the B Corp Certification assesses a business’ entire social and ethical principles.

Being equipped with certifications is a proven way of strengthening your organisation’s reputation, and ensuring that you stand out as a trustworthy, environmentally focused business to potential investors. All of this improves the chances of your business securing funding , grants, or investment from those with similarly sustainability-forward principles which, as we outlined in the introduction, are becoming increasingly prevalent.

As such, it is important to seek out these standards early, especially as many promote principles and processes which overlap with governmental legislation and regulation, thus improving your chances of assimilating with upcoming policies and avoiding the financial and reputational penalties which come with non-compliance. While it is often thought to be easier for larger corporations with greater resource to achieve these certifications, this is not always the case, and small or early-stage companies can still make meaningful progress . There are many schemes which offer scalable requirements in order to make such systems more accessible without impactful costs.

Cost: Creating Value Through Your Values

Not only do such certifications increase the likelihood of your business creating financial opportunities through investment, funding, and grants, but integrating sustainability strategies and principles into your company also unlocks more value through cost-saving within the company and greater revenue from your target audience.

By reducing energy consumption, waste, and resource inefficiency, research suggests that companies can decrease operating costs and increase operational profits by up to 60% . For example, switching to LED lighting can reduce energy consumption by up to 80% , which is further compounded by recycling and cuts to waste disposal.

Such practices also lead to a reduction in recruitment costs, given research that nearly 1 in 2 people want their company to incorporate ESG commitments, and 1 in 3 aged 18-24 admitted to rejecting a job offer when they found the potential employer to be lacking. Furthermore, employees already enrolled at a company are more likely to be engaged and productive when their employer promotes sustainable values.

Credibility: Enhancing Trust Through Transparency

All of this is enhanced by integrating proper tracking and reporting processes into your organisation, to ensure you understand your own sustainability practices to improve trust from outside and decision-making from within. In edenseven’s 2024 FTSE250 report, they uncovered that 74 out of 250 companies were not properly reporting their Scope 1 and 2 emissions, while 20% were not reporting Scope 3.

What this means for such businesses is not only damage to all of the benefits and positive impacts created by sustainability strategies described thus far, such as reputation, trust, and credibility with stakeholders, consumers, and investors, but it also means a barrier to all of the organisational growth promised by clear tracking.

The importance of tracking comes down to decision-making. Equipped with holistic oversight of its own sustainability progress and practices, a business can ascertain how to improve and accelerate such results and consequently amplify the benefits outlined in this article. This also allows it to benchmark its progress and compare against other companies to understand how much impact it is making in a wider arena.

To this end, reporting not only enhances transparency, but also visibility. Research suggests that 62% of Gen Z shoppers prefer to buy from sustainable brands, while 72% are willing to pay more for sustainable products, resulting in an increase in revenue of up to 20% on average. This in turn increases the likelihood of retrieving funding from investors by proving that there is more financial benefit for them.

Conclusion

As we have outlined in this article, implementing sustainability practices and processes into your organisation, from securing recognised standards, to operational and behavioural changes, and proper tracking and reporting mechanisms, has grown from a box-ticking exercise to a way of initiating valuable transformation for your organisation. Not only does prioritising environmental directives bring positive impact to your surroundings, but it also grows numerous opportunities and benefits within your business, particularly when it comes to profit. As such, it is important to make sustainable investment early in order to see this returned from your stakeholders, consumers, and potential investors.

If you are looking to maximise the value of your organisation, reach out to one of our sustainability experts to learn more about how you can accelerate this through environmental motivations. Our sister-company, edenseven , provides a complete, cost-effective sustainability solution to ensure credibility with stakeholders and compliance with regulations.

Contact Form

What Is the Third Way to Successful AI Adoption?

Wed, 10 Sep 2025 22:26:36 GMT

Not a single day passes without exposure to news or opinion about artificial intelligence (AI). It may be positive, espousing the benefits of a future world run by technology, or it may be more pessimistic, describing the many dangers to society. Either way, you can’t ignore it.

Like many topics that dominate the media, it has become extremely polarised. I’ve found that a significant number of organisations currently fall into one of two diametrically opposed tribes:

Adoption at all costs: At one end of the spectrum we have those organisations that are charging in with boundless enthusiasm — “Let’s switch on Copilot and see what happens” or “Move fast and break things is our dictum” — but, what if the thing that is broken is the entire organisation?

Cautious Paralysis: At the other end, we have those organisations that want to make sure they fully understand what they are doing before they put the business at risk. They might be choosing to do nothing until the technology has been proven by the early adopters. Or they may be trialling a variety of Proof of Concepts (PoCs) while never getting through Proof of Value (PoV) and into production. They may comfort themselves by dreaming of a future where they can sit smugly saying “I told you so” surrounded by the devastation of early adopters. But the alternative future is one where they have been left behind and are struggling to catch up.

Like most polarised topics, surely the wise move is to chart a course between the two extremes. Tony Blair was famous for his consistent adoption of 'The Third Way'. This article describes a similar approach to AI adoption, and the management of risk on the route to the benefits that lie ahead.

Stage 1: Definition & Risk

While the approach being described could, and I’d argue should, be applied to all AI initiatives, including machine learning (ML) and narrow AI, this article focuses more on Generative AI (GenAI).

The risks from careless employment of GenAI are greater, and the ease with which it can be adopted – particularly compared to ML – means it is less likely to have robust governance wrapped around its adoption.

What Problems You Are Trying to Solve with AI?

Our objective should be tangible, measurable benefits delivered through the employment of AI with a tolerable degree of risk. We want to do this again and again, consistently, and efficiently. One mode of failure would be wasting resources in experiments that never get into production to earn value. Another mode would be the deployment of an initiative into production but with devastating consequences from risks that we didn’t consider.

To get to that objective we need to decide what problems we are really trying to solve. It may seem obvious, but I suspect a lot of experimentation at the moment is being led by the technology and not by a genuine business need. What problems does your business have: Would you like to take cost out of your overheads? Do you want to differentiate your market offering with a more personalised customer experience? Perhaps you want to increase your marketing ROI by increasing your content with tailored messages that respond to changing sentiment and market news?

These 'Mid-sized Hairy Audacious Goals (MHAG)' are aspirations. The mind should be open and not encumbered by the art of the possible. But MHAGs are too broad or ill-defined to execute. They need to be broken down into bounded, measurable initiatives that can be assessed, triaged and executed on their own. By breaking the MHAGs into a discrete set of initiatives you can keep them loosely coupled so that if one isn’t currently possible the others can proceed.

The remainder of this article focuses on how to conduct this assessment, triage and execution.

Define the Solution

You can’t design what you haven’t defined. The objectives of each initiative need to be defined. What are you planning to achieve and how are you going to do it? What part does technology play, what type of technology, what data and information will it need, what will it do to these inputs, and what output will it generate? What part will people play, and what other resources and infrastructure will be involved?

It is also important to define what good looks like. What would a high-quality transactional output or outcome be, and how would you recognise a low quality one? What is the quality threshold? This will be essential when you are doing the PoC and PoV, because you will be able to objectively determine whether the concept can be achieved to the desired level of quality.

Don’t stop at the threshold though; also define what the more challenging scenarios or edge cases will be. Using a solution to calculate 2+2 to prove that AI can do mathematics is not going to be a particularly representative test if the business objective is to be able to solve fourth-order differential equations.

Each initiative, no matter how trivial, is going to require time and resource and will also attract some risk. Just like any business case, the benefits need to be defined to justify the cost, and to be validated in the PoV.

What Could Possibly Go Wrong?

There will be risks of many different types. It is far better to consider these risks before committing significant resources, than to wait for them to impact in production where the consequences may be dire.

Most risks are manageable, but by considering them before the outset you can decide whether 'the juice is worth the squeeze'. Is the likelihood and consequence of a risk impacting too great for the benefits? By understanding the risks up-front you can also design tests in the PoC and PoV to assess whether the safety and quality concerns are likely to manifest themselves.

Model Safety & Quality

We are used to considering technology to be logical, predictable and consistent. If you feed numbers into your calculator you can rely on the answers that are produced. The most you might worry about is whether there are any rounding errors, but the number of significant digits produced mean this is unlikely to be a significant concern.

Modern AI systems are not deterministic in this way. The answer you get will be dependent on the way you phrase the answer, the training data that it was taught on, and whether it has learnt from any new data since you asked the question last. This introduces a number of risks to the quality of the output and the safety of using that output to carry out an action.

Hallucinations: When the model doesn’t have sufficient information to respond to a particular prompt, current GenAI models will invent what it considers the most believable response. Lawyers have been sanctioned by judges for citing fictional case law and precedent that was generated by GenAI. This is now more widely recognised, but there is not yet a reliable solution to the problem. It is a core characteristic of the way these GenAI models operate. What would be the consequences of a hallucination generated in your initiative?

Bias: GenAI models are trained on huge volumes of information — primarily from the internet — that has been generated by people over the years (notwithstanding the risk of Model Collapse below). We know that people are biased, whether consciously or subconsciously. Even if the authors didn’t produce biased information, the sheer volume of material carries biases in its own right. For instance, far more material is available on the internet about some demographics than others. Certain demographics are more likely to be portrayed in a particular light than others. These biases can flow through into the conclusions that the models produce. What would be the consequences to your business if it acted on an initiative based on biased outputs?

Model Collapse: GenAI models produce progressively lower quality outputs when they are taught on the output from AI models. This concept, called Model Collapse, has been researched and proven. Over time more content will be published that has been AI generated and as this becomes a greater proportion of the total training data used by models there is a risk that this starts to undermine the models themselves. Similar in effect to hallucinations and bias, it has the potential to create systemic weaknesses with significantly greater impacts.

Unintended Behaviour: Not even the engineers who design the tools can truly explain why they behave in the ways that they sometimes do. Early research already has demonstrated behaviours that are of concern. In one example the latest versions of ChatGPT and DeepSeek were pitted against the most advanced online chess game and instructed to ‘win against a powerful chess engine’. On multiple occasions the AI beat the opponent by illegally modifying the location of the pieces, or cheating — for want of a better word. The rationale the AI gave was that “The task is to ‘win against a powerful chess engine’ – not necessarily to win fairly in a chess game”.

Fundamental Limitations in Models: While we might treat AI tools as analogous to human intelligence and reasoning, this is a deception. There are fundamental differences between human cognitive capabilities and the way that current AI reasons. They have no comprehension of truth (as described in the FT article referenced in the 'Hallucinations' bullet above). They also have no appreciation of the fact that there is more that they don’t know than what they do (we wrote an earlier article about this area of risk). This places limitations on the capabilities of these models, which can have a direct impact on the safety of the decisions they make.

Information & Data Security

Initiatives will generally require us to provide our own information and connect the AI solutions up to other systems we use. This introduces new data and information security risks that need to be considered. They are much the same as any other changes made to your digital services, but there are some that are more specific to the use of GenAI:

Contextual Blindness: If the information you provide for the model to analyse and use as the basis of its output doesn’t define any context then the model won’t be able to differentiate context and act accordingly. For example, let’s say you are a consultancy firm and have confidential information about a significant number of clients. You have been asked by one of your clients for advice on their strategy and use a GenAI tool, perhaps Microsoft Copilot, to do the analysis. If this tool has access to all clients’ information and there is nothing to identify the client that a document relates to, there is the risk that it will employ and possibly reproduce confidential information from another client when conducting the research. This could very easily breach confidentiality and non-disclosure clauses when released to the requesting client.

Data Use in Model Training: If you are using a multi-tenanted or SaaS AI tool then you need to find out how customer data is used to train the model. If training from customer data is isolated and only used in analysis and responses for that customer, then there should not be a problem. But if general training makes use of customer data (this tends to be the default case when people are using the free versions) then there is the risk that your own, or your client’s confidential information may leak into responses to other customers’ transactions.

Scope Creep: GenAI tools have a voracious ability to consume data, and once it has been consumed there may be no way to erase the memory. You should therefore aim to constrain the information it can access, limiting it only to the information it needs for the task or intended purpose. After all, if you recruited a new employee to write your marketing copy you wouldn’t give them access to every piece of information in your organisation.

Specific AI Attack Modes: There are a variety of malicious tactics that can be used to attack, manipulate or otherwise corrupt AI models and their data. The following three are the most frequent to be a concern:

Data Poisoning: Involves the attacker deliberately corrupting the data used to train the model, causing it to produce inaccurate or deliberately misleading outputs. In Prompt Injection, like SQL Injection attacks on web applications, carefully crafted entries are made in the hope that they will get through any input validation and cause the model to generate incorrect outputs, release sensitive information, or trigger deliberately damaging actions.

Model Inversion: Involves extracting sensitive information or training data from the model by making inferences about the knowledge that trained the model from the outputs generated in response to specific inputs.

Conventional Cyber Risk: Whether you are hosting the technology yourself or using a SaaS service, there will be all the normal cyber risks that need to be considered and controlled. Depending on the nature of your business and the data you are giving the tools access to, there may be additional regulatory obligations to meet as well, such as privacy regulations if the datasets contain personal information.

Does Your Business Have What It Takes?

So, you have decided what your objectives are, how the solution will achieve them, how you will recognise 'good' in the more challenging circumstances, and what risks your organisation may be exposed to. You still haven’t started to implement anything, but you do need to assess whether you have the data and other resources necessary to make it work.

Availability of data and information is the dominant issue here. GenAI has made this simpler than conventional ML, where the quality, structure and availability of datasets at scale presents a high bar to clear. But even with GenAI, you will need quality, structured (or at least unambiguous) data at scale to produce reliable answers to all but the most trivial problems. And beyond availability you will also need to confirm your authority to use it. The technology may be immature, but legislation and regulation has hardly even got out of the starting blocks.

Data isn’t the only cost though. There will be implementation and recurring costs for the technology, and any other contributions made by people. But the most frequently overlooked costs are the business changes that will be required to realise the benefits. What policies and procedures will need to be changed? What training and education will be necessary? Will the transition be directed or encouraged? What impact with the change have on other areas of the business, and does it need to be coordinated with a broader programme of change to avoid inefficiency just being moved around rather than eliminated? Change is hard, and applying new technology to the same old processes is just a more expensive way of doing the same old thing.

Stage 2: Triage, Prioritise and Execute

Many of the original initiatives identified in first stage may already have been either discarded or deferred to sometime in the future when the technology has improved further. But hopefully you have a few initiatives that appear viable and worthwhile. You should also be confident that you have considered the pitfalls, understand how you will manage the risks, and have a high probability of being able to take most of them quickly through PoC, PoV and into production.

Prove the Concept

In the PoC you are seeking to prove that the hypothesis is possible. A fully working solution is tested at low scale to verify whether it meets the objectives. The more challenging edge cases are run to see whether they still meet the quality thresholds.

Prove the Value

You can now scale up the trial, using it for for its intended purpose, but with tight oversight. Full trust in the output still can’t be taken for granted. Frequently you will want to conduct the PoV in parallel with the legacy approach to identify divergence and quality issues. Or you may put a manual check in place if no legacy approach exists. The test is whether the solution is reliably delivering the expected benefits for the anticipated costs.

Manage in Production

And now we have the opportunity to reap the rewards. We know that it works, are confident that we have the risks covered, have a change programme in place to drive adoption and transition, and are ready to go.

It is necessary to remain cautious though. The risks identified up front may still be present, despite gaining confidence that they are tolerable through PoC and PoV. A level of supervision and monitoring to ensure that what was predicted is borne out in reality may be wise. Models learn, and so they change. The way one behaved yesterday does not guarantee that it will behave in the same way tomorrow. You also may have overlooked certain risks.

As suggested in a previous article of ours, the concept of trust in AI has many similarities with the level of trust we have in people. Trust is established over time; there will always be a limit to the level of trust you have, and any trust needs to be regularly revalidated.

Conclusion

The aim of the approach described in this article is to successfully adopt AI, delivering the greatest benefits while managing the consequential risks. By following this approach consistently an organisation can minimise the investments that never get into production.

Highlighting the risks that arise from AI adoption does not deny the benefits that can be delivered; it enables those benefits to be realised with the greatest chance of success.

How Cambridge MC Can Help

Navigating between unchecked enthusiasm and cautious paralysis requires a balanced, strategic approach that maximises value while managing risk at every stage. At Cambridge Management Consulting, our Data and AI services are designed to help you chart this 'Third Way,' by ensuring your AI initiatives are aligned with genuine business needs, governed by pragmatic risk management, and positioned for measurable success.

Partner with us to:

Unlock tangible business value from your data and AI investments.

Implement AI solutions with strong governance, security, and ethical oversight.

Move confidently from proof of concept to production, minimising wasted resources and maximising ROI.

Build trust in AI by establishing transparent, repeatable processes that deliver consistent results.

Let us help you realise the full potential of AI: safely, strategically, and sustainably.

Discover more about our Data and AI services or use the contact form below to get in touch with your query.

Case Study: Expanding Deep Green's Market Presence Through Cambridge MC's Global Network

Fri, 22 Aug 2025 08:25:47 GMT

Author

Cambridge Management Consulting was founded by Tim Passingham with the purpose of supporting the startup and scaleup network of Cambridge, UK.

The company has since grown to employ over 200 consultants across 25 countries, yet our focus remains on working with innovative organisations of all sizes to realise their potential through well-informed and robust go-to-market strategies.

Led by Stuart Curzon, Chief Commercial Officer at Cambridge Management Consulting, our Go-to-Market team collaborates with disruptive business to recognise their growth barriers and points of market entry in order to build a strategy that is future-proofed, personalised, and regulation-compliant. Our network of C-Suite leaders, founders, directors, Non-Executive Advisors, and board members will work with your team to conduct holistic market research, identify relevant connections, and transform your sales and marketing functions.

One example of this is Deep Green, who approached Cambridge Management Consulting to help it grow into its desired market through relevant contacts and meaningful connections.

Who is Deep Green?

Deep Green is an innovative and sustainability-forward data centre operator that has developed a first-in-industry system for recapturing the heat produced by data centres to channel it into positive, environmental, and community-focused purposes. Initiatives where Deep Green contributes heat include swimming pools and district heating systems.

Deep Green engaged Cambridge Management Consulting (Cambridge MC) to help bring awareness to this innovative technology and expand its market presence through Cambridge MC’s global network of clients and customers.

The Ask

Deep Green engaged Cambridge MC to support the expansion of its market presence. Though awareness of its innovative technology was already high due to positive PR surrounding its sustainable applications, Deep Green required established expertise to maintain this presence and translate it into meaningful business ventures.

As a consultancy with global reach and successful track record within its network of clients and customers, Cambridge MC were chosen to provide this support. Particularly, Deep Green sought relevant introductions with resellers, MSPs, system integrators, and more.

The Approach

Cambridge MC’s initial approach focused on supporting Deep Green by facilitating meaningful introductions and relevant conversations with contacts in the telecommunications space who could benefit from Deep Green’s technology and data centre facilities.

However, Cambridge MC were so successful in this stage of the joint venture that the engagement was reframed due to an influx of clients. Thus, Cambridge MC’s focus shifted from supporting the ‘demand network’ of Deep Green’s business, to developing its ‘supply network’.

In other words, Cambridge MC were retained to continue using its global network to source organisations which could find homes for Deep Green’s data centres to house its increased demand. These included heat network partners, planning authority entities, and more.

Throughout all of this, Cambridge MC were instrumental in providing Deep Green with access to executive-level conversations which otherwise would have taken longer to develop and maintain — thus growing its market position and awareness with the right contacts, not just the market at large. Furthermore, Deep Green have not only heightened their presence in the UK as originally anticipated, but also overseas in the US.

Mark Bjornsgaard, Founder & Chief Innovation Officer for Deep Green, said: “Cambridge MC has helped Deep Green capitalise on our initial PR-generated awareness, facilitating important conversations with infrastructure partners here in the UK and internationally. These are invaluable in the growth of both demand and host partner pipelines. They have also provided us with strategic counsel and market insights as we deliver the vision of our business; they are part of the team."

Skills & Knowledge

As the engagement between Cambridge MC and Deep Green progressed, the breadth of Cambridge MC’s support expanded from facilitating key contacts, clients, and suppliers to grow its business, to providing technical consulting and strategic advice across all areas of Deep Green’s operations.

Initially beginning with leadership from Stuart Curzon, Chief Commercial Officer for Cambridge MC and lead for Sales & Strategy , Deep Green was later joined by a team of industry experts from the wider Cambridge MC network. While Stuart was instrumental in helping to accelerate Deep Green’s sales acumen and market strategy, Deep Green were further benefitted by support regarding the data centre market, public sector, and procurement approach.

Results & Outcomes

1. Increased Connections

Deep Green have been able to grow their market presence and maintain the awareness of its organisation through dozens of introductions, meetings, and networking events — providing it with relevant contacts on both the demand and supply side of its business.

2. Global Presence

Though initially engaged to grow Deep Green’s name in the UK, Cambridge MC’s network of international clients and customers was successful in bringing awareness of Deep Green’s mission to the US.

3. Market Awareness

As well as increasing Deep Green’s visibility in the market, Cambridge MC’s technical consulting and strategic advice ensured that Deep Green were equipped with the market understanding to maintain it in the future.

Learn More

As Diamond Sponsors of Cambridge Tech Week, our go-to-market experts will be present throughout the week’s fantastic events, and are excited to connect with promising talent in the tech space about these services and potential opportunities. To learn more about our sponsorship and how to find us, go to our official landing site here .

If you are not attending Cambridge Tech Week but would still like to discuss our offering with one of our experts, you can read more about our Go-to-Market services and how they can benefit your business here .

Contact Form

Fixing the Future: How Digital Twins Will Transform Project Management

Thu, 21 Aug 2025 23:48:59 GMT

Standing on the factory floor at BMW's Munich plant you hear the precise stop-start movement of twirling robotic arms. Workers move alongside in careful human-machine collaboration. But what's truly remarkable isn't visible to the naked eye. Every movement, every process, every potential failure has already been rehearsed countless times in a parallel digital universe — a virtual twin that exists purely in code yet mirrors the physical world with uncanny accuracy.

A car assembly line with multiple robotic arms and track. Source: Unsplash+.

This is a new frontier for project management, where the ancient art of planning meets the cutting-edge science of simulation. Digital twins — virtual replicas of physical systems that update in real-time — are transforming how we conceive, execute, and optimise complex projects across industries. What began as a niche technology in manufacturing has evolved into a $25 billion market that's reshaping the fundamental nature of project execution[1].

"Everything we are producing here in Munich has already been planned virtually," explains Peter Weber, BMW's plant director. "You can really have a run-through and improve it wherever necessary" [2].

This isn't just about efficiency — it's about reimagining the very nature of project management itself.

The Digital Twin Revolution in Project Management

The traditional project management paradigm operates on educated guesswork, historical data, and the hope that Murphy's Law won't strike at the worst possible moment. Digital twins flip this model on its head, creating what industry experts call ‘decision superiority’ — the ability to test scenarios, predict outcomes, and optimise performance before committing resources to the physical world[3].

So, how established is this new frontier? According to recent research, 92% of companies implementing digital twin technology report returns exceeding 10% , with half achieving returns above 20%[4]. More striking still is the breadth of adoption: 75% of enterprises surveyed had implemented digital twin solutions by 2023 , up from just 20% in 2020[1].

This isn't just a new way to visualise projects or run simulations — it's about a fundamental shift in how project teams operate alongside technology. Digital twins serve as a bridge between the abstract world of project planning and the concrete reality of execution, allowing managers to predict issues before they occur and test solutions in a risk-free environment.

This creates a new paradigm that can be applied across a range of industries and sector-specific solutions.

Sector-Specific Applications

The versatility of digital twin technology becomes apparent when examining its implementation across diverse industries:

Manufacturing: BMW's Virtual Factory processes over 40 vehicle models virtually before production, reducing planning costs by 30% and enabling 20% productivity improvements in new facilities[5][2]

Healthcare: Patient-specific digital twins enable personalised treatment plans, with hospitals using virtual models to optimise resource allocation and predict equipment maintenance needs[6][7]

Construction: Highway projects employ digital twins for real-time safety monitoring and progress tracking, reducing rework by 40% and cutting carbon emissions by 30%[8][9]

Energy: Rolls-Royce's engine digital twins predict maintenance needs across global fleets, enabling proactive interventions that prevent costly failures and optimise fuel efficiency[10][11]

Smart Cities: Urban planners use digital twins to simulate traffic patterns, optimise energy consumption, and prepare for emergency scenarios, with some implementations reducing carbon emissions by 21,000 tonnes annually[12][13]

Ports and Maritime: Container terminal operations leverage digital twins for logistics optimisation, while maritime fleets use virtual models to enhance safety and operational efficiency[14]

The Value Proposition: Beyond Efficiency

The benefits of digital twins extend far beyond traditional metrics of project success. They represent a fundamental move from reactive to proactive management , from crisis response to crisis prevention.

The efficiency gains are measurable and substantial. In construction, digital twins have demonstrated the ability to eliminate low efficiency and productivity challenges that have plagued the industry for decades[16].

But the true value lies in the transformation of decision-making itself. Digital twins provide what researchers call ‘comprehensive project views,’ enabling managers to understand complex interdependencies and optimise resource allocation with unprecedented precision[17]. This translates to better stakeholder communication, enhanced collaboration, and more effective risk management.

Implementation Barriers: The Reality Check

Despite the compelling benefits, digital twin implementation faces significant challenges that project managers must approach carefully. The complexity of building and maintaining these systems can be overwhelming, particularly for organisations lacking advanced computational resources.

Data quality emerges as the primary obstacle , with 43% of professionals identifying it as the biggest implementation challenge[17]. The integration of multiple data sources — from IoT sensors to legacy systems — requires careful orchestration and often reveals gaps in existing data infrastructure.

Non-technical barriers prove equally challenging. A survey of 61 industrial professionals found that issues like lack of expertise and specialists are more likely to cause implementation difficulties than technical problems[19]. The rapid pace of technological change requires continuous skill development, while managing cybersecurity risks has become a critical concern as digital twins become integral to critical infrastructure[20].

Organisational resistance represents another significant hurdle. The transformation requires not just new technology but new ways of thinking about project execution. As one expert notes, "A big mistake companies make is allowing their desire for perfect to get in the way of good enough" [18]. Successful implementations require cultural change, facilitated by change management , alongside technological adoption.

Lastly, cost considerations cannot be ignored. While 92% of tracked implementations show ROI exceeding 10%, the initial investment in infrastructure, training, and system integration can be substantial[4]. Companies must carefully balance the promise of future returns against immediate resource constraints.

The Future of Project Management: AI-Enhanced Twins

The convergence of digital twins and artificial intelligence (including Agentic AI) represents the next leap forward in project management. Generative AI is already accelerating digital twin development, reducing implementation timelines from months to weeks[21]. This integration promises to make digital twins more intuitive, more predictive, and more valuable to project teams.

The emerging industrial metaverse, built on platforms like NVIDIA Omniverse, is creating immersive environments where project teams can collaborate in virtual spaces that mirror physical reality[5]. These developments point toward a future where the distinction between digital and physical project management becomes increasingly blurred.

Looking far ahead, digital twins will likely become an industry-standard . As university courses and apprenticeships widen the resource pool — and as AI agents carry weight off the learning curve — the technology will open up to smaller businesses and a broader range of industries.

The question for project leaders right now is when to act . Once that decision is made, it becomes a question of how quickly they can hire and train teams to leverage this technology effectively.

Conclusion: The New Project Management Horizon

Digital twins offer project managers something that has long been considered impossible: the ability to predict the future before it happens, to test solutions before committing resources, and to optimise performance in ways previously unimaginable.

If the metaverse ends up being many things at once — including a testing ground for new projects, products and solutions — project management will have untold abilities to take the right path first time : saving money, time and potentially lives.

How We Can Help

At Cambridge Management Consulting, our Project Management services — led by industry expert Jason Jennings — help organisations deliver programmes smarter, faster, and with less risk. Whether you’re exploring the potential of Digital Twins or seeking to optimise complex programmes, our team brings the clarity and execution you need to ensure project success.

Learn more at www.cambridgemc.com/project-management or get in touch using the form below.

References

1. https://hexagon.com/resources/insights/digital-twin/statistics

2. https://www.automotivemanufacturingsolutions.com/smart-factory/future-ready-bmws-digital-transformation-of-its-munich-plant-and-beyond/523748

3. https://www.youtube.com/watch?v=ZZWj9k9_e98

4. https://www.visualcapitalist.com/dp/charted-the-return-on-investment-of-digital-twins/

5. https://www.processexcellencenetwork.com/digital-transformation/news/bmw-group-transforms-global-manufacturing-operations-with-advanced-digital-twin-technology

6. https://pmc.ncbi.nlm.nih.gov/articles/PMC10513171/

7. https://www.frontiersin.org/journals/digital-health/articles/10.3389/fdgth.2023.1253050/full

8. https://www.mdpi.com/2075-5309/14/7/2216

9. https://dchub.me/digital-construction/construction/journeys-in-digital-twin-implementation-real-world-success-stories/

10. https://www.youtube.com/watch?v=l2Kh5rgN2HY

11. https://www.thenakedscientists.com/articles/interviews/rolls-royces-digital-twin-engines

12. https://www.govtech.com/smart-cities/digital-twin-technology-can-make-smart-cities-even-smarter.html

13. https://www.forbes.com/sites/delltechnologies/2024/06/26/urban-digital-twins-ai-comes-to-city-planning/

14. https://www.workshopitpm.kyiv.ua/itpm-2024-supply-chain-management-information-system-project-with-the-use-of-digital-twins/

15. https://www.mdpi.com/2076-3417/14/11/4787

16. https://www.emerald.com/insight/content/doi/10.1108/SASBE-03-2024-0082/full/html

17. https://ieeexplore.ieee.org/document/10806680/

18. https://jpt.spe.org/digital-twins-7-challenges-how-to-navigate-them

19. https://asmedigitalcollection.asme.org/IDETC-CIE/proceedings-abstract/IDETC-CIE2022/86212/V002T02A055/1150306

20. https://cionews.co.in/revolutionizing-industries-the-future-of-digital-twin-technology-beyond-2024/

21. https://www.zdnet.com/article/6-digital-twin-building-blocks-businesses-need-and-how-ai-fits-in/

22. https://futuredigitaltwin.com/events/fdt-usa-2025/quotes/

Cambridge Management Consulting, Falklands IT, and Hermes/Viraat Heritage Trust Provide Educational Resources to the Falklands

Wed, 20 Aug 2025 13:50:11 GMT

Cambridge Management Consulting and Falklands IT donate £3,000 to the Hermes/Viraat Heritage Trust to provide educational resources to children in the Falkland Islands

London, UK - 20 August 2025 – Cambridge Management Consulting (Cambridge MC) and Falklands IT (FIT) are delighted to announce a donation of £3,000 made to the Hermes/Viraat Heritage Trust to support the learning and development of young children in the Falkland Islands. This contribution joins donations made by five other benefactors to fund the provision of 25 Apple iPads and other educational resources to schools in Camp.

This initiative was begun by Andy Trish, Chief Executive Officer of FIT and Trustee of the Hermes/Viraat Heritage Trust, who, in collaboration with Sarah Edwards, teacher at Goose Green School, organised the provision of 25 Apple iPads to schoolchildren in Camp, and for the excess donations to be spent on four Lego Prime kits to be distributed throughout schools in the region. This builds on the importance of increasing access to education through digital tools, a commitment which aligns with Cambridge MC and FIT’s ongoing telecommunications consultancy and digital infrastructure support on the Islands.

Andy Trish said: “Supporting children living in Camp to access the digital tools crucial for their education is a tremendously important cause, to me and my fellow donors. I am proud to have organised and contributed to this initiative, supporting these children’s learning, creativity, and connection with the wider world through these resources, and look forward to seeing how they use them.”

Tim Passingham, Founder and Chairman of Cambridge Management Consulting and Co-Founder of Falklands IT, said: “Bringing digital inclusion to the Falkland Islands and helping drive the nascent digital economy is extremely important to enable the future growth and development of the Islands. Helping educate children, and giving them the tools to learn more effectively, is something that we’re really passionate about and we consider it a huge privilege to help the young people in Camp in this way.”

David Campbell Bannerman at the Hermes/Viraat Heritage Trust, said: “HMS Hermes was the Flagship of the Falklands War, and we are proud to continue this legacy of empowerment and liberation by improving the lives and education of children in the Islands today. These resources will be transformative for the future prospects of these schoolchildren, and we are proud to have enriched their education and development.”

Sarah Edwards, Goose Green Teacher, said: “On behalf of the Camp Education team, I would like to thank Andy and all the contributors who have made – what started out as a wish – into an incredibly generous reality. The iPads and Lego Prime kits will make an impactful and meaningful difference in the way Camp children access learning. We are deeply grateful, and I believe the children will be delighted!”

Karen Steen, Executive Headteacher of the Falkland Islands Schools, added: “We are very grateful for this generous donation of iPads! It will significantly improve access to education for children living in Camp and help to bridge the digital divide. With this technology, our children can engage more easily with online resources, virtual classrooms, and interactive learning tools both at home and at school.”

These Apple iPads will be given to the students of Camp as gifts, not as a loan, and will be managed by the Falkland Islands Government (FIG) to ensure that apps, internet access, and settings are configured to create a safe, educational environment for each child.

About Cambridge Management Consulting

Cambridge Management Consulting has offices or legal entities in Cambridge, London, New York, Paris, Dubai, Singapore and Helsinki, with further expansion planned in future.

For more information visit www.cambridgemc.com .

About Falklands IT

Falklands IT (FIT) is the Falkland Islands’ friendly, reliable partner for on-island technology solutions and ongoing support. FIT’s expert team is equipped to resolve issues with IT upgrades, troubleshooting, and managed services through a local, fast, and affordable service.

FIT combines a fresh perspective, remote access, and years of experience to provide the citizens of the Falkland Islands with new opportunities through their tech.

For more information visit: https://www.falklandsit.co.fk/

About the Hermes/Viraat Heritage Trust

The Hermes/Viraat Heritage Trust is a not-for-profit organisation dedicated to maintaining the memory of the HMS Hermes Ins Viraat. Working alongside the Hermes Association, the Hermes/Viraat Heritage Trust promotes the legacy of this ship through events and programmes aimed at veterans and families, as well as the preservation of artefacts and documents related to its history.

The Hermes/Viraat Heritage Trust engages in numerous philanthropic endeavours to support others and empower communities.

For more information visit: https://hmshermes.co.uk/

Press Contact

Karl Salter

ksalter@cambridgemc.com

+44(0)7909 988997

What Drives Your Organisation’s Cyber Security?

Tue, 29 Jul 2025 09:34:24 GMT

What’s your organisation’s type when it comes to cyber security? Is everything justified by the business risks, or are you hoping for the best?

Over the decades, I have found that no two businesses or organisations have taken the same approach to cybersecurity. This is neither a criticism nor a surprise. No two businesses are the same, so why would their approach to digital risk be?

However, I have found that there are some trends or clusters. In this article, I’ve distilled those observations, my understanding of the forces that drive each approach, and some indicators that may help you recognise it. I have also suggested potential advantages and disadvantages.

Ad Hoc

Let’s start with the ad hoc approach, where the organisation does what it thinks needs to be done, but without any clear rationale to determine “How much is enough?”

The Bucket of Sand Approach

At the extreme end of the spectrum is the 'Bucket of Sand' option which is characterised by the belief that 'It will never happen to us'. Your organisation may feel that it is too small to be worth attacking or has nothing of any real value. However, if an organisation has nothing of value, one wonders what purpose it serves. At the very least, it is likely to have money. But it is rare now that an organisation will not hold data and information worth stealing. Whether this data is its own or belongs to a third party, it will be a target.

I’ve also come across businesses that hold a rather more fatalistic perspective. Most of us are aware of the regular reports of nation-state attacks that are attempting to steal intellectual property, causing economic damage, or just simply stealing money. Recognising that you might face the full force of a cyber-capable foreign state is undoubtedly daunting and may encourage the view that 'We’re all doomed regardless'.

If a cyber-capable nation-state is determined to have a go at you, the odds are not great, and countering it will require eye-watering investments in protection, detection and response. But the fact is that they are rare events, even if they receive disproportionate amounts of media coverage. The majority of threats that most organisations face are not national state actors. They are petty criminals, organised criminal bodies, opportunistic amateur hackers or other lower-level actors. And they will follow the path of least resistance. So, while you can’t eliminate the risk, you can reduce it by applying good security and making yourself a more challenging target than the competition.

Following Best Practice

Thankfully, these 'Bucket of Sand' adopters are less common than ten or fifteen years ago. Most in the Ad Hoc zone will do some things but without clear logic or rationale to justify why they are doing X rather than Y.

They may follow the latest industry trends and implement a new shiny technology (because doing the business change bit is hard and unpopular). This type of organisation will frequently operate security on a feast or famine basis, deferring investments to next year when there is something more interesting to prioritise, because without business strategy guiding security it will be hard to justify. And 'next year' frequently remains next year on an ongoing basis.

At the more advanced end of the Ad Hoc zone, you will find those organisations that choose a framework and aim to achieve a specific benchmark of Security Maturity. This approach ensures that capabilities are balanced and encourages progressive improvement. However, 'How much is enough?' remains unanswered; hence, the security budget will frequently struggle for airtime when budgets are challenged. It may also encourage a one-size-fits-all approach rather than prioritising the assets at greatest risk, which would cause the most significant damage if compromised.

Regulatory-Led

The Regulatory-Led organisation is the one I’ve come across most frequently. A market regulator, such as the FCA in the UK, may set regulations. Or the regulator may be market agnostic but have responsibility for a particular type of data, such as the Information Commissioner’s Office’s interest in personal data privacy.

If regulatory compliance questions dominate most senior conversations about cyber security, the organisation is probably in this zone.

Frequently, this issue of compliance is not a trivial challenge. Most regulations don’t tend to be detailed recipes to follow. Instead, they outline the broad expectations or the principles to be applied. There will frequently be a tapestry of regulations that need to be met rather than a single target to aim for. Businesses operating in multiple countries will likely have different regulations across those regions. Even within one country, there may be market-specific and data-specific regulations that both need to be applied.

This tapestry is growing year after year as jurisdictions apply additional regulations to better protect their citizens and economies in the face of proliferating and intensifying threats. In the last year alone, EU countries have had to implement both the Digital Operational Resilience Act (DORA) and Network and Infrastructure Security Directive (NIS2) , which regulate financial services businesses and critical infrastructure providers respectively.

Superficially, it appears sensible and straightforward, but in execution the complexities and limitations become clear. Some of the nuances include:

Not Everything Is Regulated

The absence of regulation doesn’t mean there is no risk. It just means that the powers that be are not overly concerned. Your business will still be exposed to risk, but the regulators or government may be untroubled by it.

Regulations Move Slowly

Cyber threats are constantly changing and evolving. As organisations improve their defences, the opposition changes their tactics and tools to ensure their attacks can continue to be effective. In response, organisations need to adjust and enhance their defences to stay ahead. Regulations do not respond at this pace. So, relying on regulatory compliance risks preparing to 'Fight the last war'.

The Tapestry Becomes Increasingly Unwieldy

It may initially appear simple. You review the limited regulations for a single region, take your direction, and apply controls that will make you compliant. Then, you expand into a new region. And later, one of your existing jurisdictions introduces an additional set of regulations that apply to you. Before you know it, you must first normalise and consolidate the requirements from a litany of different sets of rules, each with its own structure, before you can update your security/compliance strategy.

Most Regulations Talk about Appropriateness

As mentioned before, regulations rarely provide a recipe to follow. They talk about applying appropriate controls in a particular context. The business still needs to decide what is appropriate. And if there is a breach or a pre-emptive audit, the business will need to justify that decision. The most rational justification will be based on an asset’s sensitivity and the threats it is exposed to — ergo, a risk-based rather than a compliance-based argument.

Opportunity-Led

Many businesses don’t exist in heavily regulated industries but may wish to trade in markets or with customers with certain expectations about their suppliers’ security and resilience. These present barriers to entry, but if overcome, they also offer obstacles to competition.

The expectations may be well defined for a specific customer, such as DEF STAN 05-138 , which details the standards that the UK Ministry of Defence expects its suppliers to meet according to a project’s risk profile.

Sometimes, an entire market will set the entry rules. The UK Government has set Cyber Essentials as the minimum standard to be eligible to compete for government contracts. The US has published NIST 800-171 to detail what government suppliers must meet to process Controlled Unclassified Information (CUI).

Businesses should conduct due diligence on their suppliers, particularly when they provide technology, interface with their systems or process their data. Regulations, such as NIS2, are increasingly demanding this level of Third Party Risk Management because of the number of breaches and compromises originating from the supply chain. Businesses may detail a certain level of certification that they consider adequate, such as ISO 27001 or a System & Organization Controls (SOC) report.

By achieving one or more of these standards, new markets may open up to a business. Good security becomes a growth enabler. But just like with regulations, if the security strategy starts with one of these standards, it can rapidly become unwieldy as a patchwork quilt of different entry requirements builds up for other markets.

Risk-Led

The final zone is where actions are defined by the risk the business is exposed to. Being led by risk in this way should be natural and intuitive. Most of us might secure our garden shed with a simple padlock but would have several more secure locks on the doors to our house. We would probably also have locks on the windows and may add CCTV cameras and a burglar alarm if we were sufficiently concerned about the threats in our area. We may even install a secure safe inside the house if we have some particularly valuable possessions. These decisions and the application of defences are all informed by our understanding of the risks to which different groups of assets are exposed.

The security decisions you make at home are relatively trivial compared to the complexity most businesses face with digital risk. Over the decades, technology infrastructures have grown, often becoming a sprawling landscape where the boundaries between one system and another are hard to determine. In the face of this complexity, many organisations talk about being risk-led but, in reality, operate in one of the other zones.

There is no reason why an organisation can’t progressively transform from an Ad Hoc, Regulatory-Led or Opportunity-Led posture into a Risk-Led one. This transformation may need to include a strategy to enhance segmentation and reduce the sprawling landscape described above. Risk-Led also doesn’t mean applying decentralised, bespoke controls on a system-by-system basis. The risk may be assessed against the asset or a category of assets, but most organisations usually have a framework of standard controls and policies to apply or choose from.

The test to tell whether an organisation genuinely operates in the Risk-Led zone is whether they have a well-defined Risk Appetite. This policy is more than just the one-liner stating that they have a very low appetite for risk. It should typically be broken down into different categories of risk or asset types; for instance, it might detail the different appetites for personal data risk compared to corporate intellectual property marked as 'In Strict Confidence'. Each category should clarify the tolerance, the circumstances under which risk will be accepted, and who is authorised to sign off.

I’ve seen some exceptionally well-drafted risk appetite policies that provide clear direction. Once in place, any risk review can easily understand the boundaries within which they can operate and determine whether the controls for a particular context are adequate.

I’ve also seen many that are so loose as to be unactionable or, on as many occasions, have not been able to find a risk appetite defined at all. In these situations, there is no clear way of determining 'How much security is enough'.

Organisations operating in this zone will frequently still have to meet regulatory requirements and individual customer or market expectations. However, this regulatory or commercial risk assessment can take the existing strategy as the starting point and review the relevant controls for compliance. That may prompt an adjustment to security in certain places. But when challenged, you can defend your strategy because you can trace decisions back to the negative outcomes you are attempting to prevent — and this intent is in everyone’s common interest.

Conclusions

Which zone does your business occupy? It may exist in more than one — for instance, mainly aiming for a specific security maturity in the Ad Hoc zone but reinforced for a particular customer. But which is the dominant zone that drives plans and behaviour? And why is that? It may be the right place for today, but is it the best approach for the future?

Apart from the 'Bucket of Sand' approach, each has pros and cons. I’ve sought to stay balanced in how I’ve described them. However, the most sustainable approach is one driven by business risk, with controls that mitigate those risks to a defined appetite.

Regulatory compliance will probably constitute some of those risks, and when controls are reviewed against the regulatory requirements, there may be a need to reinforce them. Also, some customers may have specific standards to meet in a particular context. However, the starting point will be the security you believe the business needs and can justify before reviewing it through a regulatory or market lens.

AI as Your Project Management Co-Pilot: Beyond Basic Automation

Mon, 28 Jul 2025 19:04:49 GMT

Consider this scenario: you’re a pilot sitting in the cockpit during pre-flight checks. All you must do is set the destination and a few other key variables.

In the next seat sits an AI co-pilot who immediately starts analysing huge datasets, detecting weather patterns, turbulence, and anticipating risks. This attention to detail continues in real-time throughout the flight.

Your co-pilot never takes a break or distracts you with idle conversation: it continuously makes tiny adjustments to ensure that speed, comfort and safety are carefully optimised for the passengers.

The ‘co-pilot that never sleeps’ is precisely the role that Generative AI and Agentic AI will play in project management.

Deployed well, AI has the potential to transform project delivery — guiding, guarding, and giving leaders more time to focus on what really matters: the destination, not the dials.

Your AI Co-Pilot Takes the Controls

AI is already beginning to redefine the project management environment. This is clear from the headline stats: 90% of project managers using AI report a positive return on investment within a year , while organisations worldwide plan to increase their AI spend by another 36% in the coming months.

Furthermore, a study by Capterra reported that 63% of project managers report increased productivity and efficiency with AI integration.

This article offers senior leaders a introductory primer: how to leverage AI as a project management co-pilot, not a mere robotic scheduler, and how to avoid the pitfalls that can ground even the most promising project ambitions.

Welcome Aboard: More Than Autopilot

For years, talk around AI focused on automation: 'robot managers' taking over mundane tasks. But in practice, the real power of AI lies in partnership and collaboration , as with the best co-pilots in aviation.

Think of it like Crew Resource Management: pilots and machines balancing trust, oversight, and context, often averting crises before they start. The best AI integrations in project management are beginning to open up this potential, supporting leaders as they react to complexity and uncertainty.

Rather than replacing human judgement, AI absorbs massive data flows, processes new information in real time, and quietly surfaces patterns or risks early — freeing up executives to focus on judgement calls and strategic decisions that demand their attention.

How AI Lifts Project Performance

So, what actually changes when you imbed AI into the cockpit? Four engines power the transformation:

Predictive Foresight: AI sifts through past project data and live streams — flagging risks long before they appear on a dashboard. Recent studies show predictive analytics in project management can reduce resource-forecasting errors by 17%. Imagine being alerted to a supply-chain delay weeks before it bites your budget, rather than days after the fact.

Cognitive Collaboration: Generative AI has moved well beyond chatbots. It can distil rambling strings of emails into actionable items or acceptance criteria and help craft status reports that talk to the needs of each stakeholder. The AI partner isn’t just number-crunching; it’s increasingly understanding and responding in context, freeing leaders and teams to address the real issues.

Portfolio Intelligence: For those managing dozens of programmes, AI brings clarity and structure. Rather than drowning in spreadsheets, leaders gain a holistic overview that reveals which initiatives are underperforming and where timely interventions can deliver the most value.

Continuous Learning: Every cycle, each project, and every feedback loop makes the AI smarter. Organisations embedding AI into their core systems of working find that models continuously improve, offering new insights and reducing avoidable mistakes with each completed project.

When It Is Safe to Fly on AI Autopilot?

The quality of your data is foundational; AI can only be as insightful as the information it receives. Data needs to be clean, centralised, and trustworthy.

Secondly, your AI models must to be thoroughly and continuously trained on that data to detect errors and hallucinations. This is where human oversight and in-depth training are essential to ensure that errors are quickly identified and you have frameworks and checks in place to catch these mistakes before they lead to chains of further errors and then actions based on false data.

Don't over-engineer your projects. AI and Agentic AI will be most useful in projects that require real-time decision-making, dynamic data and flexibility . Project leaders will need to thoroughly redesign their workflows over time and establish new criteria and metrics to understand where AI is delivering real value.

Technology leaders should consider starting small . Begin with a targeted pilot project, perhaps deploying AI to assess risk on a critical programme and comparing the results to your initial risk assessment. Models needs to be improved over time, and you should approach things slowly, in a test silo, until you are confident that results are repeatable and error-detection is comprehensive.

Measure your outcomes in time saved, risks averted, and value delivered . Those early wins should be scaled through structured playbooks and shared learning, all governed by a responsive ethical board.

Final Call for Boarding

Change management is equally critical. In many cases, the main challenge is cultural, not technical — getting teams to adopt new tools and trust their digital co-pilot, rather than reverting to legacy routines.

Committing to continuous education, open governance, and a clear ethical framework will mark out those companies that successfully lead the AI charge.

Dealing with Turbulence

No transformation is ever smooth. Costs can escalate, models can produce cryptic or inexplicable recommendations, and a proliferation of vendors can complicate integration. Academic research and industry reviews highlight persistent issues in many traditional sectors, where old processes and siloed data present serious obstacles to automation.

Garnter recently gave a word of caution to companies excited by the automation boom predicted by Agentic AI. They predict that over 40% of Agentic AI projects will be canceled by the end of 2027 , due to "escalating costs, unclear business value or inadequate risk controls". Despite a costly teething process, the potential cost-savings will continue to drive serious investment: the same Gartner article also asserts that 15% of day-to-day work decisions will be made autonomously through Agentic AI by 2028 .

Forward-thinking technology leaders will tackle these challenges head-on: beginning pilot projects, making measured investments, redesigning workflows, and building internal centres of excellence to work towards successful AI and human partnerships.

Cambridge MC: Your Co-Pilot for AI and PM-as-a-Service

Cambridge Management Consulting have both AI and project management experts who can support your planning, testing and execution phases. Our approach is backed by a comprehensive knowledge of systems, frameworks and regulation as well as our extensive experience deploying AI in private and public sector environments.

For further exploration of how AI project management can accelerate your portfolio, Cambridge MC invites you to a discovery session to discuss your needs and challenges.

Use the form below or email us at info@cambridgemc.com to book a call.

English Devolution Bill: What It Means for Local Authorities and Communities

Thu, 24 Jul 2025 11:14:14 GMT

A New Era of Local Power: What’s in the English Devolution Bill?

The UK Government has taken a major step forward in reshaping local governance in England with the publication of the English Devolution and Community Empowerment Bill. This is more than a policy shift — it’s a structural rethink that sets out to make devolution the norm, not the exception.

This is a welcome change in direction. This framework could unlock new potential for place-based leadership, community decision-making, and joined-up regional delivery.

But as with any big reform, the opportunity lies in the detail — and in how we respond.

Key Changes Introduced by the Bill

Standardised Framework for Strategic Authorities: Combined Authorities, the GLA, and County Combined Authorities will all fall under a new, consistent legal model — making future devolution smoother and more transparent.

Mayors Gain More Leverage: Elected mayors now have a legal right to request further powers, with the Government required to respond. This could pave the way for greater local control over transport, housing, energy, and skills.

Neighbourhood Governance Becomes a Duty: Councils will be required to introduce or enhance neighbourhood governance models, supporting community voices and hyper-local decision-making.

Simplified Local Government Reorganisation: The Bill makes it easier to create unitary authorities and restructure Strategic Authorities, while mandating the leader-and-cabinet model across councils.

Expanded Local Powers: Local authorities will gain new tools to manage shared transport (e.g. e-scooters), protect community assets, and take greater ownership of local planning and infrastructure decisions.

Financial Oversight with New Audit Body: A dedicated Local Audit Office will strengthen transparency and public trust in the financial performance of devolved authorities.

Why This Matters

This legislation has the potential to reshape the relationship between central and local government. It provides:

Greater clarity for local leaders navigating the devolution journey

Stronger alignment between regional planning, investment, and delivery

Formalised community empowerment as a core part of local governance

Faster implementation of reforms, removing historical friction with Whitehall

If implemented well, it could accelerate levelling up, boost public confidence, and enable councils to better serve their communities.

Things to Watch

While the ambitions are clear, some areas need close attention:

Will funding follow the powers? Without sustained financial backing, councils risk being given responsibilities without the means to deliver.

Can neighbourhood structures scale inclusively? Capacity and engagement are key. Local authorities will need support to build neighbourhood governance that is truly representative and impactful.

Is the framework flexible enough? A standardised model may reduce complexity, but different places have different needs. Will the new system allow enough room for local variation?

Politics, Patchworks and Practicalities: Navigating the Real World of Devolution

While the Bill sets out a bold framework, turning that into action won’t be straightforward. Key challenges include:

1. Political Variation Across England

Party control differs widely across councils and combined authorities.

Some areas will embrace the model enthusiastically; others may resist due to local politics, institutional inertia, or differing visions of place-based governance.

The perception of centralisation vs. genuine empowerment may vary depending on the colour of national vs. local government.

2. Tension Between Standardisation and Local Identity

The Bill’s aim to simplify and harmonise structures may clash with deeply rooted local differences.

Places with strong local identities (e.g. Cornwall, Yorkshire) may be wary of “off-the-shelf” devolution deals or generic governance templates.

3. Differing Appetite for Mayoral Leadership

Not all areas want or have elected mayors. Extending powers to Strategic Authorities with mayors may widen the gap between those “inside” and “outside” the model.

This could reinforce a two-speed devolution system unless flexibility is built in.

4. Election Cycles and Political Continuity

Leadership turnover, locally and nationally can stall momentum, undo hard-won consensus, or shift priorities mid-implementation.

Cross-party collaboration will be essential, but not always easy in contested regions. The advantages will need to be sold well.

5. Capacity and Capability Gaps

Even with strong local political will, some councils may struggle with resourcing, skills, or institutional readiness to implement new duties or governance changes.

What Should Local Leaders Do Now?

Start preparing governance structures in anticipation of new duties

Identify gaps or priorities where additional powers could unlock outcomes

Engage partners early—from VCS organisations to universities to SMEs — to co-design delivery models

Assess audit and performance frameworks to ensure compliance and transparency

Final Thoughts

This Bill is a welcome statement of trust in local institutions. It’s now up to councils, combined authorities, and delivery partners to turn this framework into lasting, meaningful change.

Partner Spotlight: Faye Holland

Fri, 11 Jul 2025 15:10:20 GMT

Today, we are proud to be spotlighting Faye Holland, who became Managing Partner at Cambridge Management Consulting for Client PR & Marketing as well as for our presence in the city of Cambridge and the East of England at the start of this year, following our acquisition of her award-winning PR firm, cofinitive.

Faye is a prominent entrepreneur and a dynamic force within the city of Cambridge’s renowned technology sector. Known for her ability to influence, inspire, and connect on multiple fronts, Faye plays a vital role in bolstering Cambridge’s global reputation as the UK’s hub for technology, innovation, and science.

With over three decades of experience spanning diverse business ventures, including the UK’s first ISP, working in emerging business practices within IBM, leading European and Asia-Pacific operations for a global tech media company, and founding her own business, Faye brings unparalleled expertise to every endeavour. Faye’s value in the industry is further underscored by her extensive network of influential contacts.

As the founder of cofinitive, an award-winning PR and communications agency focused on supporting cutting-edge start-ups and scale-ups in tech and innovation, Faye has earned a reputation as one of the UK’s foremost marketing strategists. Over the course of a decade, she built cofinitive into a recognised leader in the communications industry. The firm has since been featured in PR Weekly’s 150 Top Agencies outside London, and has been named year-on-year as the No. 1 PR & Communications agency in East Anglia. cofinitive is also acknowledged as one of the 130 most influential businesses in Cambridge, celebrated for its distinctive, edge, yet polished approach to storytelling for groundbreaking companies, and for its support of the broader ecosystem.

Additionally, Faye is widely recognised across the East of England for her leadership in initiatives such as the #21toWatch Technology Innovation Awards, which celebrates innovation and entrepreneurship, and as the co-host of the Cambridge Tech Podcast.

Individually, Faye has earned numerous accolades. She is listed among the 25 most influential people in Cambridge, and serves as Chair of the Cambridgeshire Chambers of Commerce. Her advocacy for women in technology has seen her regularly featured in Computer Weekly’s Women in Tech lists, and recognised as one of the most influential women in UK tech during London Tech Week 2024 via the #InspiringFifty listing.

Faye is also a dedicated mentor for aspiring technology entrepreneurs, having contributed to leading entrepreneurial programs in Cambridge and internationally, further solidifying her role as a driving force for innovation and growth in the tech ecosystem.

If you would like to discuss future opportunities with Faye, you can reach out to her here .

The Ulysses Trust Receives £10,000 Donation from Cambridge Management Consulting

Thu, 10 Jul 2025 08:00:04 GMT

From left to right: Tim Passingham, Tom Burton, Erling Aronsveen, Polly Marsh, and Clive Quantrill.

Press Release

London, UK – 26 June 2025 – The Ulysses Trust is delighted to announce the generous donation of £10,000 from Cambridge Management Consulting, an international consulting firm. This contribution will directly support cadet units across the UK to deliver adventurous and challenging expeditions to army, air and sea cadets.

The donation was marked by a formal cheque presentation at Cambridge MC’s London office, where representatives from Cambridge Management Consulting met with Polly Marsh, CEO of The Ulysses Trust, to celebrate the shared values of leadership, resilience, and public service that unite the two organisations.

The Ulysses Trust’s CEO, Polly Marsh, said “The Ulysses Trust is thrilled to be working with Cambridge Management Consulting, who believe in our shared goal to develop confident and resilient young people through challenge and adventure — this generous donation will go to support as many cadets as possible to benefit from life changing expeditions in the UK and abroad".

The Ulysses Trust provides financial assistance to help cadets and reservists to undertake expeditions that develop essential life skills, including teamwork, perseverance, and self-confidence. These experiences often have a lasting impact, inspiring participants to reach their full potential both personally and professionally.

“It’s an enormous pleasure for Cambridge Management Consulting to support The Ulysses Trust,” said Tim Passingham, Cambridge MC Founder and Chairman. “This donation comes from proceeds generated by our work in the Falkland Islands. Given our passion for supporting children and young people, we wanted to contribute to a youth charity with connections to the Falklands. With The Ulysses Trust having been founded by Philip Neame MBE — who led D Company, 2 Para, in the Falklands War— it felt like the perfect charity for us to support and to begin building a deeper relationship with in the future.”

This generous support from Cambridge Management Consulting will help unlock even more opportunities for young people across the UK, enabling them to benefit from the transformational power of outdoor adventure and challenge. Without this financial support many of the participants would simply not be able to afford to take part.

About The Ulysses Trust

The Ulysses Trust is a registered charity that supports adventurous activities and expeditions for the UK's Volunteer Reserve and Cadet Forces. Since its founding, the Trust has helped 44,000 of individuals undertake life-changing journeys of personal development.

For more information visit www.ulyssestrust.co.uk

About Cambridge Management Consulting

Cambridge Management Consulting has offices or legal entities in Cambridge, London, New York, Paris, Dubai, Singapore and Helsinki, with further expansion planned in future.

For more information visit www.cambridgemc.com

Media Contact

Paul Randall | MARCOMMS Officer | The Ulysses Trust

0300 102 1992 | paul.randall@ulyssestrust.co.uk

Cambridge MC Achieves Platinum Status in a Leading UK Telecoms Consultancy Ranking

Mon, 30 Jun 2025 08:52:50 GMT

Cambridge Management Consulting is delighted to announce that we have been recognised as a Platinum-level telecommunications consultancy in Consultancy.uk’s 2025 ‘Top Consulting Firms in the UK’ ranking. This achievement places us among an upper tier of telecommunications consultancies across the UK, reflecting our continued commitment to delivering exceptional expertise and results for our clients in this rapidly evolving sector.

A Rigorous Assessment

The Consultancy.uk ranking represents one of the most comprehensive evaluations of the UK’s consulting landscape, assessing over 1,400 firms across the country. This methodology combines extensive client feedback from more than 800 clients and peer reviews from over 3,000 consultants, alongside detailed capabilities assessments that examine the reputation of each firm, project track records, analyst benchmarks, industry recognitions, and thought leadership.

Within the telecommunications sector specifically, over 500 consulting firms were evaluated, with only 50 qualifying as top players. The ranking system operates across five distinct levels – Diamond, Platinum, Gold, Silver, and Bronze; thus, Platinum status cements Cambridge MC as one of the most trusted, expert, and influential telecommunications consultancies in the UK.

This recognition is particularly meaningful given the competitive nature of the UK’s telecommunications consulting market, where established global firms compete alongside specialist independents. Our Platinum ranking demonstrates that Cambridge MC has successfully established itself as a leading authority in telecommunications strategy, transformation, and innovation.

Building on a Foundation of Success

This latest accolade adds to Cambridge MC’s impressive collection of recent achievements and industry recognition. At The Consultancy Awards 2024, we were honoured to receive three awards, winning in every category for which we were nominated. These included:

Digital Transformation: Acknowledging our project management of a multinational oil and gas company’s EV charging hub portfolio.

Productivity Improvement & Cost Reduction: Celebrating our delivery of over £10m in savings for a major UK online retailer.

Fastest Growing: Recognising our remarkable 30% revenue growth and expansion across new geographies.

Beyond organisational achievements, our individual team members continue to earn recognition for their expertise and contributions. Zoë Webster, expert at Cambridge Management Consulting for AI, Digital & Innovation, was named among AI Magazine’s Top 10 AI Leaders in the UK & Europe.

Furthermore, Craig Cheney, Managing Partner for Public Sector & Education, was made an Alderman of the City of Bristol, and Marvin Rees OBE, a member of our advisory board, was introduced to the House of Lords. Craig and Marvin were also co-founders of the Bristol City LEAP project, which recently received the World Economic Forum’s 2024 Award of Distinction for Public-Private Collaboration in Cities. This £1bn partnership between Bristol City Council and Ameresco UK represents a world-first initiative in sustainable urban development, demonstrating our capacity to deliver transformational projects with genuine societal impact.

At the Forefront of Digital Infrastructure and TMT

Our Platinum ranking in telecommunications specifically reflects Cambridge MC’s deep expertise across the full spectrum of Telecoms, Media & Technology (TMT) challenges. We work alongside TMT companies to optimise digital infrastructure and estates while delivering integrated cost reduction services that enhance procurement and contract management functions. Our capabilities span from digital transformation, procurement and network transformation to data centre optimisation and emerging technology integration.

The telecommunications landscape continues to evolve rapidly, with exponential data growth, IoT deployment, and the infrastructure demands of generative AI driving substantial transformation in both virtual and physical infrastructure. Our team support organisations to stay afloat in this changing market, with a proven track record including managing over $5bn in client revenues, saving organisations over $2bn, and driving procurement transactions exceeding $5bn.

Recent case studies demonstrate the breadth of our telecommunications expertise, from conducting technical due diligence for major investment decisions, to designing and procuring modern network solutions for leading academic institutions. Our work with the University of Bristol, helping them to complete their progressive Modern Network transformation, exemplifies our ability to navigate complex technical and commercial requirements, while delivering measurable outcomes.

Looking Ahead

As we celebrate this Platinum recognition, Cambridge MC remains committed to pushing the boundaries of what’s possible in telecommunications consulting. Ever since Tim Passingham founded Cambridge Management Consulting, to support telecommunications startups in the city of Cambridge, UK, our purpose has been to help clients make a better impact on the world. This mission drives everything we do, from individual product delivery to industry-wide transformation initiatives.

This achievement belongs to our entire team of specialist practitioners who bring decades of hands-on experience to every engagement. As we continue to expand our capabilities and global reach, this recognition serves as both validation of our progress and motivation for the challenges ahead.

Thank you to everyone who has joined us on this journey.

Tim Passingham Honoured as a Volunteer of the Year by Pembroke College, University of Cambridge

Fri, 27 Jun 2025 10:12:47 GMT

Disclaimer: The text below was originally published on the Pembroke College website. Read the original post here to read the full article, including coverage of the award's other recipients, Duncan Rule and Ian Carry.

2025 Volunteers of the Year Announced

Congratulations to Duncan Rule, Ian Carry and Tim Passingham (2022) whose contributions to Pembroke have been recognised in Pembroke’s Volunteer of the Year Awards for 2025. The award was introduced in 2022 to recognise not only the particular individuals who contribute their time and expertise for the benefit of the College and its community but also the value of volunteering itself.

Duncan and Tim received their awards from the Master, Lord Smith of Finsbury, last week, with Ian set to receive his at the LEAP celebration event next term.

Tim Passingham

Since joining Pembroke as a William Pitt Fellow in 2022, Tim Passingham has become a highly valued member of the College community. A consistent supporter of the Corporate Partnership Programme, Tim has played a pivotal role in connecting students with real-world opportunities. Through his companies—Cambridge Management Consulting and partner firm edenseven—Tim has offered numerous internships to students on the LEAP programme, helping them build professional confidence and practical skills.

Beyond internships, Tim and his team have supported LEAP students through reflective post-programme interviews, offering valuable feedback for both participants and the LEAP team. His impact is visible in many aspects of College life: from advisory work on the Milstein House sub-committee to generous support for Pembroke’s musicians, including the donation of a drum kit.

Tim has also brought significant visibility to Pembroke within the wider Cambridge community. Under his leadership, the College was a key host during Cambridge Tech Week 2024, welcoming visitors for lectures, panels, and a Deep Tech Gala Dinner. Regularly using College spaces for high-profile meetings and team retreats, Tim has become a recognisable and influential figure around Pembroke—embodying the spirit of collaboration and innovation that the Corporate Partnership Programme aims to foster.

On receiving this award, Tim said "when I was invested as a William Pitt Fellow in 2022, I stated that my desire was to give to the College and work hard to bring the worlds of Academia and Industry closer together. Since then, me and some of my team at Cambridge Management Consulting have supported numerous LEAP interns, sponsored our first PhD student at Pembroke, supported the CARA charity and initiative, supported the Mill Lane site programme, and given as much time and money as we have been able to support the Development Team and the growth of the College.

I feel enormously honoured to receive this award which, for me, represents very much the beginning of a partnership which I hope will deepen and grow over many years to come. I look forward to the years ahead and to serving the College as we seek to continue to build on the incredible legacy of Pembroke by having a disproportionate impact for good on the world around us.”

Dealing with Disruptive Trends: How to Ensure Your Strategy Remains Relevant in a Period of Accelerating Change

Mon, 23 Jun 2025 23:55:14 GMT

Disruption now occurs with unprecedented regularity, as industries are upended not by traditional competitors but by unexpected entrants wielding innovative technologies and business models.

The difference between thriving and becoming obsolete increasingly hinges on your organisation's ability to anticipate and adapt to disruption before it's too late. The Ur-case of this was Blockbuster, who ignored the threat of streaming technologies, and specifically Netflix (which it could have bought), until it was far too late to pivot and catch up.

Our article explores how businesses can develop strategies that offer predictions and agility, embedding creativity and insight into frameworks and actionable steps that plot a course through the disruptive landscapes of the next few years and beyond.

Understanding the Nature of Disruption

Disruption is no longer just a buzzword — or the philosophy of ‘break things and move fast’ that drove the early tech start-ups that now dominate our waking lives.

The theory of disruptive innovation, popularised by Harvard Business School professor Clayton Christensen, explains how new technologies, products, or services can start small but eventually surpass established offerings in existing markets[1].

This process typically begins when smaller companies with fewer resources challenge established or traditional businesses by addressing underserved market needs[5] in new ways; usually with business models that bypass normal routes to market and allow these companies to scale at pace.

Recent examples include: fintech banks that challenge the need for brick-and-mortar; online over-the-top media applications that replace the need for print media and traditional broadcast television; digital media and the success of subscription models, replacing physical media for music, films and other forms of entertainment; and platform apps like Uber, which connect us to a fleet of independent drivers who are paid per ‘gig’ and regulated by a ratings system.

Today's notion of disruption is characterised by several key features:

Accelerated Pace of Change

The pace of disruption has accelerated beyond anything previously seen, with transformative technologies reaching mainstream adoption faster than ever[15]. While it took decades for technologies like electricity and telephones to achieve mass adoption, modern innovations like smartphones and AI have transformed entire industries in just a few years.

Cross-Industry Disruption

Disruptive threats increasingly come from outside traditional industry boundaries. Companies must now monitor not only direct competitors but also adjacent industries and completely unrelated sectors where transferable innovations might emerge[15]. For example, tech giants have disrupted financial services, retail, healthcare, and automotive industries without prior experience in these sectors.

Technology-Enabled Business Models

Today's most powerful disruptions combine technological innovation with business model innovation. Examples include:

Platform models: Uber revolutionised transportation by connecting riders and drivers through a user-friendly mobile app, utilising independent drivers who pay for their own vehicles for rapid scalability[1].

Subscription services: Netflix and Spotify transformed entertainment consumption by shifting from physical media to on-demand streaming with personalised algorithmic content recommendations[1].

Direct-to-consumer approaches: Tesla's direct sales model bypassed traditional dealership networks while integrating advanced electric vehicle technology and autonomous capabilities[1].

From Traditional to Adaptive Strategy

Traditional strategic planning approaches — characterised by multi-year roadmaps and rigid implementation plans — have become increasingly inadequate in today's fast-moving business environment. We look at some of the challenges businesses now face below.

The Limitations of Traditional Strategy

Conventional strategies often fail because they:

Assume relative stability in market conditions
Take too long to develop and implement
Lack flexibility to respond to unexpected changes
Rely heavily on historical data to predict future outcomes

The Adaptive Strategy Advantage

Adaptive strategy, often described as the "Be Fast" approach, emphasises agility, experimentation, and continuous evolution[3]. This approach thrives in fluid industries with high uncertainty and a fast pace of change, such as technology, fashion, entertainment, and start-ups[3].

Organisations that embrace adaptive strategies gain significant advantages:

Higher profitability: Companies ranking high in adaptability enjoy up to 75% higher profitability than their less adaptive counterparts[10].

Faster market response: Adaptive firms achieve approximately 60% faster time-to-market compared to traditional competitors[10].

Innovation capacity: The ability to experiment boldly and rapidly iterate creates an environment where breakthrough innovations are more likely to emerge[10].

Real-World Adaptive Strategy Success

Consider Netflix's journey from DVD rental service to streaming giant to content producer. Rather than creating a 10-year plan, Netflix constantly evolved based on emerging technologies, customer preferences, and market opportunities. This adaptive approach allowed them to pivot whenever necessary while maintaining their core value proposition of convenient entertainment access[1].

A New Framework for Ensuring Strategy Relevance

To maintain strategic relevance amid disruptive trends, companies need a systematic framework that balances stability with flexibility.

Anticipate Disruption Through Trend Analysis

Successful businesses identify potential disruptions before they manifest fully by monitoring Hard Trends — future certainties based on measurable facts[15]. These include demographic shifts, technological advancements, and regulatory changes that provide predictable directional guidance.

For example, financial services firms that recognised the Hard Trend of increasing digital connectivity were better positioned to respond to the rise of mobile banking and fintech disruption.

Build your Agility

Organisational structures and processes must be designed to support rapid adaptation:

Decentralised decision-making: Empower teams closest to customers and market changes to make decisions without lengthy approval chains[3].
Cross-functional collaboration: Break down silos between departments to enable faster information sharing and coordinated responses to change[3].
Agile methodologies: Adapt software development approaches like sprints, continuous integration, and iterative testing to broader business strategy[3].

Foster a Culture of Innovation

Innovation cannot be an isolated function — it must permeate your entire organisation:

Encourage experimentation: Create safe spaces for testing new ideas with minimal bureaucracy and fear of failure[3].
Customer-centric innovation: Ground innovation efforts in a deep understanding of customer needs rather than internal assumptions[14].
Structured innovation processes: Establish clear pathways for moving ideas from conception to implementation while maintaining flexibility[14].
KPIs that support innovation: For example, looking at the value of a portfolio of innovations rather than a specific innovation project.

Leverage Data & Technology

Data-driven insights provide a vital competitive advantage in your disruption response:

Real-time market intelligence: Deploy advanced analytics to detect weak signals of change before they emerge fully-formed[3].
Predictive modelling: Use Agentic AI to identify patterns and forecast potential disruptions[2].
Digital transformation lifecycle: Invest in the necessary expertise and infrastructure to undertake on-going programmes of transformation — a big step, and potentially expensive, but it can help immunise your business against disruptive technologies and new models.

Practical Implementation Steps

Translating disruption awareness into effective action requires specific tactical approaches.

Conduct Disruption Risk Assessments

Regularly evaluate your vulnerability to disruption:

Identify potential disruptors in your industry and adjacent sectors
Assess your current business model's vulnerabilities
Evaluate your capacity to respond to different types of disruption
Prioritise areas requiring immediate attention

Develop Scenario Planning Capabilities

Prepare for multiple possible futures rather than betting on a single outcome:

Create diverse but plausible future scenarios based on key uncertainties
Develop strategic options suited to different scenarios
Identify early warning indicators that signal which scenario is unfolding
Maintain agility to pivot quickly as conditions change

Implement Rapid Experimentation Cycles

Test strategic hypotheses quickly and at low cost:

Design small-scale experiments in innovation labs to validate key assumptions
Establish clear success metrics before beginning
Gather data systematically during implementation
Scale successful approaches and terminate unsuccessful ones quickly[12]

Rather than one high-risk 200K business venture, conduct many smaller 10K projects and test them vigorously. When you hit on one that shows potential, then ramp up the investment.

Invest Strategically in Technology & Talent

Prepare for future disruption through targeted investments:

Develop digital capabilities that enable greater responsiveness and feedback
Acquire specialised expertise in emerging areas through hiring or partnerships[2] — or use experienced third-parties who bring in the expertise you need on a part-time or full-time basis
Create learning pathways that continuously upskill your workforce and create a diversification of skills that feed back into your innovation pipeline

Extending the Strategy: Dealing with Financial Turmoil

Financial volatility represents a specific type of disruption that can impact businesses across all sectors simultaneously, regardless of their technological readiness or market positioning. The recent market turbulence triggered by President Trump's totemic series of tariffs in early 2025 exemplifies how policy decisions can create sudden financial headwinds that catch even well-prepared organisations off-guard.

These tariffs, affecting goods from multiple trading partners, have introduced significant uncertainty into global supply chains, currency markets, and investment landscapes. However, the adaptive strategy framework outlined earlier also provides a valuable roadmap for navigating financial disruptions.

The same anticipatory mechanisms that help businesses identify technological disruption can be repurposed for financial volatility. Conducting regular disruption risk assessments that specifically include macroeconomic and geopolitical factors allows organisations to maintain awareness of potential financial threats before they materialise. For instance, during President Trump's first term, Apple proactively developed contingency plans to address tariff risks, including lobbying for exemptions and accelerating supply chain diversification by shifting some iPad and AirPod production to Vietnam and iPhone assembly to India. When tariffs on Chinese goods threatened to upend its margins, CEO Tim Cook successfully negotiated exemptions for key Apple products, a tactic he is repeating as tariffs escalate in 2025.

Those organisations which have already modelled potential protectionist policy scenarios and identified early warning indicators, are able to implement pre-determined response plans rather than reacting in panic. This approach exemplifies how the ‘anticipate and adapt’ mindset extends beyond technological disruption to financial turbulence.

Conclusion: Turning Disruption to your Advantage

The volatile markets of today will reward organisations that can navigate disruptive trends effectively while maintaining strategic relevance. This requires balancing stability with adaptability, prediction with reaction, and innovation with execution.

The most successful companies will be those that:

View disruption as an opportunity rather than merely a threat
Build capabilities for sensing and responding to change
Embed adaptive thinking throughout their strategy development process
Maintain a clear core purpose while adjusting their approach according to response triggers

By embracing these principles, businesses can transform disruptive trends from existential threats into catalysts for growth and renewed relevance to their customer base.

Take Action: Our Strategy Stress Test

Ready to ensure your business strategy is resilient against disruptive trends? Cambridge Management Consulting offers a focused Strategy Stress Test to rapidly evaluate your business model and challenge the original assumptions of your strategy, particularly in light of what might have changed in the market (macro, micro, competitive activities, etc.) and the impact of emerging disruptive trends.

Strategy Stress Test Process

The Strategy Stress Test offers several key advantages:

Rapid diagnostic - Quickly identifies potential gaps and vulnerabilities in your market approach
Risk mitigation - Highlights areas where execution challenges may arise before significant resources are committed
Identify disruptive trends – We use a blend of data, research and industry knowledge to identify emerging disruptive trends which could upend your strategy
Opportunity identification - Uncovers overlooked market opportunities and competitive advantages
Implementation readiness - Ensures alignment between strategy, resources, and operational capabilities
Stakeholder alignment - Creates shared understanding of strategic priorities and execution requirements

Don't risk implementing an untested strategy in today's complex and volatile market environment. Our Strategy Stress Test offers a low-risk, high-value opportunity to validate your approach in the face of disruptive trends before committing significant resources. Our data-driven methodology and specialised knowledge ensure your business model is ready for successful implementation.

Contact Cambridge Management Consulting today to speak to one of our experts and schedule your Strategy Stress Test or enquire about our other Strategy services.

Visit our Strategy services homepage here: https://www.cambridgemc.com/strategy

Citations

[1] https://www.imd.org/blog/innovation/what-is-disruptive-innovation/ [2] https://www.linkedin.com/pulse/management-consulting-landscape-2025-pzmuf [3] https://www.linkedin.com/pulse/navigating-uncertainty-power-adaptive-strategy-gopal-fewvc [4] https://www.linkedin.com/posts/nicolaayan_disruptive-strategy-lessons-part-1-of-3-activity-7182331207689383936-gr-5 [5] https://online.hbs.edu/blog/post/disruptive-strategy-skills [6] https://pll.harvard.edu/course/disruptive-strategy [7] https://www.cambridgemc.com [8] https://www.digital-adoption.com/digital-disruption-and-transformation/ [9] https://www.inc.com/soren-kaplan/the-business-consulting-industry-is-being-disrupted-nothing-can-stop-it.html [10] https://www.sapta.io/thrive-in-uncertain-times/ [11] https://professionalprograms.mit.edu/blog/technology/top-disruptive-technologies/ [12] https://www.wearetriple.com/en/becoming-a-tech-company/disruptive-strategy/ [13] https://www2.deloitte.com/content/dam/insights/us/articles/anticipating-disruptive-strategy-of-market-entrants/DUP-1098_Patterns-of-disruption_vFINAL.pdf [14] https://www.cambridgemc.com/Digital-and-Innovation/innovation [15] https://www.burrus.com/2025/02/the-new-rules-of-disruption/ [16] https://www.silicon.co.uk/workspace/silicon-uk-in-focus-podcast-disruptive-trends-shaping-our-future-596928 [17] https://www.cambridgeconsultants.com/deep-tech/digital-transformation/ [18] https://deloitte.wsj.com/riskandcompliance/turning-disruptive-trends-into-opportunity-1456376534 [19] https://www.chiefdisruptor.com/the-2024-disruptive-trends-report [20] https://www.innosight.com/insight/six-disruptive-forces/ [21] https://hakia.com/startup-success-stories-case-studies-of-disruptive-companies/ [22] https://digitalleadership.com/blog/disruptive-innovation-examples/ [23] https://online.hbs.edu/blog/post/4-keys-to-understanding-clayton-christensens-theory-of-disruptive-innovation [24] https://brandingstrategyinsider.com/10-disruptive-marketing-trends/ [25] https://emulent.com/blog/trends-in-the-management-consulting-industry/ [26] https://bts.com/insights/adaptive-organizations-the-bts-blueprint-for-turning-organizational-flexibility-into-a-competitive-advantage/feed/ [27] https://whatfix.com/blog/disruptive-technology/ [28] https://hbr.org/2015/12/what-is-disruptive-innovation?_ptid=%7Bkpdx%7DAAAA3n7ZjaTyoQoKbWJzNzdxdHpVehIQbTN6NGQxZ2VnOGVsMnY1cRoMRVhTM04yRExGRkVIIiUxODA1amJnMGNjLTAwMDAzNHJia2thdWVzYjA5c2tjbHNlZ2pvKhpzaG93VGVtcGxhdGVPQ1FKWVdFQjZWWlkzNzABOgxPVFVKNkxSUVRBUVJCDU9UVjVHRUhUTFhOOUZKHG9yZ3NvY2lhbF9ta3RnOjE3MzI2NjU2MDAxNzRSEnYtogDwGWhhOGl0ZWR4ZXNaDTY2LjI0OS43NS4xNjFiA21iYmipxJ-6BnAVeAQ [29] https://hbr.org/2015/12/what-is-disruptive-innovation [30] https://www.gartner.com/en/articles/7-disruptive-technologies-you-might-not-see-coming [31] https://pmworldlibrary.net/wp-content/uploads/2017/06/pmwj59-Jun2017-Pells-five-disruptive-trends-editorial-welcome.pdf [32] https://kpmg.com/us/en/articles/2023/four-disruptive-trends.html [33] https://stlpartners.com/research/five-principles-for-disruptive-strategy/ [34] https://www.entrepreneur.com/growing-a-business/how-to-spot-trends-and-anticipate-market-shifts-before-your/482509 [35] https://www.youtube.com/watch?v=lAPO08Loqow [36] https://www.investopedia.com/terms/d/disruptive-innovation.asp [37] https://www.cbinsights.com/research/disrupting-management-consulting/ [38] https://www.linkedin.com/posts/cambridge-consultants_futuretrends-deeptech-innovation-activity-7292468948015403009-l_Tr [39] https://www.cambridgemc.com/insights [40] https://www.cambridgemc.com/Digital-and-Innovation [41] https://online.em.jbs.cam.ac.uk/digital-disruption [42] https://www.cambridge.org/core/product/98655A769374AB12E05D3EFB4F20FF87/core-reader

"I Am Safe": How Two Amateur Radio Enthusiasts Secretly Passed Messages During the Falklands War

Sat, 14 Jun 2025 12:00:08 GMT

To acknowledge and celebrate the end of the Falklands war on 14 June 1982, we are publishing this story about the unlikely friendship of two amateur radio enthusiasts 8,000 miles apart that allowed more than 50 soldiers the opportunity to get messages home to their loved ones.

Disclaimer: This story was originally brought to light by bfbs Forces News on 7 December 2022. Certain linguistic changes have been made in the subsequent article from Cambridge Management Consulting, but all of the information comes from the original article, written by Hannah King Ros Moore, which you can read here , and an accompanying video on their YouTube page, which we encourage you to watch .

Between April and June 1982, Argentina and the United Kingdom engaged in a 10-week conflict which would come to be known as the Falklands War. Battling over the sovereignty of the Falkland Islands and its territorial dependency, South Georgia and the South Sandwich Islands, the conflict began with the invasion of the former by Argentina on 2 April, and ended with their ultimate surrender on 14 June – Falklands Liberation Day.

During this time, more than 100 villagers were being held captive in a hall by the Argentinians for almost seven weeks, before being free on 29 May by 2 PARA, following a battle to take Goose Green. Eighteen British soldiers were sadly lost during this fight, but back at home their families had heard nothing since the soldiers set sail.

That was until the unlikely friendship of two amateur radio enthusiasts 8,000 miles apart allowed more than 50 soldiers the opportunity to get messages home to their loved ones.

Bob McLeod, a ham radio operator, had already made history by making the announcement to the world that the Falkland Islands had been invaded. However, in doing so, he had also drawn the attention of the Argentinians, who were quick to confiscate his equipment.

Alan Bullock was the Forward Observation Officer of D Company, 2 PARA, and, while walking through the main street of Goose Green, spotted an antenna on a house belonging to Bob.

Alan knocked on Bob’s door, “Hello… is there any chance you are a radio amateur?”

“Yes… But the Argentinians took my transmitter and smashed it up.”

Bob’s wife then suggested that they use his 50W amplifier that was safely hidden under the stairs.

As Forward Observation Officer, Alan had his state-of-the-art at the time, military clansman radio, which, although only 20 watts for communicating over short distances, could be combined.

In order to get messages back to the UK, Bob made contact with John Wright, a radio amateur in Oxford with whom he had been chatting to over the airwaves for many years. Together, Bob and John devised a cryptic code for their conversation and each transmitted on different frequencies, in case anyone was listening.

John would be given a soldier’s phone number and short messages to pass on to his family.

John said of the plan: “Normally amateur radio enthusiasts talk about their radio equipment, experiments they’re doing.

“In this case, the communication was to pass family traffic which, under normal circumstances, isn’t allowed, but I threw caution to the wind and did what I could as quickly and clandestinely as possible.”

Word quickly got around the troops and soon it wasn’t just D Company’s families Bob and John were contacting. Before long, there was a queue outside Bob’s door, with each message always the same:

"I am safe."

About BFBS

BFBS is a pioneering military charity with a mission to entertain, inform, connect and champion the UK armed forces, their families and veterans.

Our armed forces do a tough yet invaluable job, often working in extreme conditions – so BFBS believes they deserve our unfailing support. Find out more at: https://about.bfbs.com/

The Positive Impact of Telecommunications

This story, and the combined initiative, intuition, and innovation between Allan Bullock, Bob McLeod and his wife, and John Wright, is testament to the transformative power of technology for forging connection and bringing optimism at times of difficulty, danger, and otherwise disconnect.

This story is particularly inspiring for Cambridge Management Consulting as an organisation currently working hard to enhance the telecommunications and technology infrastructure of the Falkland Islands. For more information about how we are achieving this, you can read about our consultancy work on the Islands here , and the opening of Falklands IT here .

Partner Spotlight: Simon Crimp

Fri, 06 Jun 2025 09:38:22 GMT

Welcoming Simon Crimp

Cambridge Management Consulting is delighted to welcome Simon Crimp as Managing Partner and Lead for our Digital Transformation practice. With more than 25 years of international technology leadership, Simon joins us at a pivotal moment as our clients seeking to drive meaningful change across their portfolios.

His extensive experience spans hands-on technology operation and engineering, setting global technology strategy, and C-suite advisory, positioning him as a powerful asset for businesses navigating the next wave of digital innovation.

Simon began his career in the demanding world of capital-markets technology, supporting trading floors at JP Morgan and managing service delivery across major exchanges. This early immersion laid the groundwork for a deep technical understanding and an ability to deliver resilient, high-availability systems in some of the world’s most high-pressure environments. His next chapter at Euronext LIFFE (now part of ICE Futures Europe) saw him rise through the ranks from service management to become Global Head of Systems Engineering. There, he was instrumental in delivering two state-of-the-art data centres and modern trading infrastructure, ensuring the reliability and resilience required by global financial markets.

The next decade of Simon’s career took him to IG Group, where he led the transformation of infrastructure and operations on a global scale. As Head of Infrastructure & Operations and later Regional CTO and Global Head of Shared Technology Services, Simon architected IG’s pioneering hybrid cloud strategy, orchestrating seamless integration across AWS, Google Cloud, and multiple colocation facilities. He didn’t just modernise technology, he reshaped how teams operated, leading over 400 technologists across regions, managing a significant budget, and redesigning operating models to accelerate delivery while enhancing security and compliance. Notably, Simon developed IGs Security Operations and Cyber Defence function, further strengthening the company’s posture in a fast-evolving threat landscape. His versatility was clear during his tenure as Interim CEO and Head of the Japan Office, where he secured C-level buy-in for localisation and expansion into new markets. Before leaving IG in 2024 Simon developed the Data Strategy for the company and led build out of the Data and AI capability into GCP.

Beyond his technical and commercial expertise, Simon has invested in leadership development, qualifying as an Executive Coach at Henley Business School. This enables him to drive not only digital transformation, but the cultural shifts essential for lasting impact. This helps organisations embed agile, product-focused ways of working alongside technology renewal.

Reflecting on his decision to join Cambridge Management Consulting, Simon shares: “I’m really excited to get the opportunity to take 25 years of technology and organisational transformation across Finiancial Services and Fintech into new industries and markets. Cambridge MC has had great success since opening its doors, and I’m thrilled to be part of the leadership team that will drive the next phase of growth.”

In this new role he will lead end-to-end digital transformation programmes — from initial vision and business case to execution and ongoing improvement. He will focus on orchestrating cloud-first, data and AI strategies, embedding modern operating models, guiding post-merger technology integration, and advising boards on security, compliance, and the adoption of emerging technologies.

Whether your organisation is looking to modernise legacy estates, scale digital operations globally, or embed new ways of working, Simon Crimp and the Cambridge Management Consulting team are ready to help drive value at any stage of the programme.

To connect with Simon and explore how he can support your digital transformation journey, reach out to us at info@cambridgemc.com or scrimp@cambridgemc.com

The Critical Role of Backhaul Management in Submarine Network Topology & Operations

Wed, 28 May 2025 22:43:42 GMT

Introduction

In today's interconnected world, submarine cable networks form the backbone of global communication, enabling the seamless exchange of data across continents.

While these undersea cables are the epitome of engineering marvels, their effectiveness hinges not only on the ‘wet' network in the seabed, but also on the often-overlooked terrestrial network backhaul.

The terrestrial backhaul — the infrastructure that connects submarine cable landing stations to inland data centres and networks — is as crucial as the submarine network itself. Proper management and handling of terrestrial backhaul partners is essential to ensure the optimal performance, cost-efficiency, and security of all submarine networks.

The Vital Importance of Backhaul Management

Submarine networks are only as strong as their weakest link, and the terrestrial backhaul is a pivotal link in this ecosystem. Without a well-designed and managed backhaul, even the most sophisticated submarine network can face inefficiencies, bottlenecks, and vulnerabilities.

Key reasons why managing terrestrial network backhaul partners is so critical include:

Cost Optimisation

Terrestrial backhaul costs constitute a significant portion of the total network expenditure. Poorly negotiated contracts or suboptimal supplier relationships can inflate operational costs, diminishing the overall profitability of submarine networks.

Network Performance

The design, quality, and reliability of terrestrial backhaul networks directly affect latency, throughput, and overall user experience. A poorly managed partner ecosystem can lead to performance degradation, affecting service delivery.

Security and Risk Mitigation

The terrestrial segment is often more vulnerable to physical and cyber threats compared to submarine cables. Effective partner management ensures that security measures are prioritised, and risks are mitigated.

Scalability and Flexibility

As data demands grow, submarine networks must scale effectively. Well-managed terrestrial backhaul partners enable seamless scaling and adaptability to meet changing requirements.

How We Can Help

Introducing Cambridge Management Consulting’s ‘Backhaul Management As A Service (BMaaS)’, which we’ve put together to address the challenges which we see facing our customers when it comes to designing and building a holistic submarine network inclusive of the terrestrial backhaul.

'Backhaul Management As A Service (BMaaS)', offers a comprehensive suite of services designed to simplify, streamline, and optimise the implementation, and subsequent management, of terrestrial backhaul partners.

BMaaS offers a holistic approach, encompassing strategy, procurement, supplier management, and much more.

Key Components of Cambridge MC’s BMaaS

Strategy: We design a glidepath that ensures the acquisition of successful backhaul partners at the right price, with an optimal network design and secure performance.

Supplier Management as a Service (SMaaS): A turn-key solution for managing all procurement activities. This service secures best practices and achieves the most optimised cost models.

Procurement Management as a Service (PaaS): Our off-the-shelf procurement services streamline and execute the lifecycle of backhaul partnerships.

Contract Management as a Service (CMaaS): This addresses the complex challenges of managing contracts and suppliers post-signature, ensuring adherence to terms and performance metrics.

Pricing Team Support: Offering robust pricing support and managing RFP/RFQ processes to deliver strategies and solutions for procurement exercises that lie outside normal business-as-usual operations.

Invoice & Inventory Auditing & Analytics: A critical review of backhaul services, including supplier inventory and billing, to ensure alignment with contractual agreements.

Summary of Benefits

In conclusion, while submarine networks are critical to global connectivity, their full potential can only be fully realised with effective terrestrial backhaul management. Cambridge Management Consulting’s BMaaS offering provides a structured, strategic, and results-driven approach to managing terrestrial network backhaul partners, ensuring cost-efficiency, performance, and security.

By leveraging BMaaS, clients can navigate the complexities of backhaul management with confidence, unlocking the true value of their submarine network investments, and exploit Cambridge Management Consulting’s vast experience in this sector.

For more information email the team at info@cambridgemc.com or use the contact form below.

The Best of Both Worlds: Maintain the Human Edge in AI Procurement

Wed, 21 May 2025 20:37:55 GMT

Procurement, like many other sectors, is currently being transformed by AI technologies. Organisations are rapidly adopting AI solutions to enhance efficiency, reduce costs, and gain a competitive advantage in their procurement processes.

According to recent research by Economist Impact, AI tools are already helping procurement professionals at 64% of firms, with larger organisations leading this digital transformation [7].

However, given the challenges of effectively implementing AI tools and their tendency to produce inaccurate or misleading outputs, it is essential for organisations to critically assess the immediate value of this technology, the costs involved in its deployment, and the potential impact on procurement teams.

This article explores the user cases of AI in procurement, the emergence of Agentic AI, implementation challenges and strategies, and how Cambridge Management Consulting can guide you through this complex process and over the hurdles.

We also stress that AI in procurement is not a panacea — it can be leveraged successfully for certain user cases when it is integrated with the support of well-trained teams who can spot errors and who understand the limits of these tools.

Let's Start with the Limits

AI, despite the marketing hype in the media, is not yet a ‘silver bullet’ or an all-encompassing fix when it comes to procurement. It will not solve everything on day one, but it will change how a procurement function operates and will no doubt drive efficiency alongside data accuracy and linkage. Now, more than ever, having a skilled Procurement team alongside cutting-edge technologies like AI is essential for unlocking new efficiencies and elevating procurement to the next level.

AI will make a procurement team even more data driven in their analysis and decision making. AI tools will allow procurement teams to sift through vast amounts of data quickly and will draw conclusions for review and assessment. The power of being data driven should not be underestimated and as the American composer and economist W. Edwards Deming once said,

“Without data, you’re just another person with an opinion, […] in God we trust; all others bring data” [22].

Each and every organisation must carefully consider how to leverage AI-generated data effectively. While AI can enhance procurement processes, an experienced procurement team remains essential for defining and prioritising key challenges, navigating contract negotiations, and implementing structured cost-reduction strategies.

The human touch — particularly in managing and driving commercial supplier relationships — will continue to be a vital component of procurement. While relationship management may not be the single most important aspect of supplier management, it is undeniably critical. It encompasses relationship-building, communication, collaboration, and trust: elements that are fundamental to maximising supplier value and mitigating risks.

Supplier management is more than just overseeing transactions; it demands a proactive approach that fosters strong partnerships. AI can revolutionise data management, but it must be complemented by the human expertise that ensures strategic decision-making, relationship stewardship, and long-term supplier success.

One could argue that it is easy to get lost in an AI discussion or defining a procurement strategy, but bottom-line supplier relationship management is critical and integral for any procurement department to be successful. If you cannot build, leverage and maintain relationships, you shouldn’t be at the table.

The Current State of AI in Procurement

Generative AI (GenAI) is having the same disruptive effect in procurement that it is in many other business areas, initially by completing quite simple tasks with incredible speed, accuracy and efficiency. This includes automating routine tasks, providing actionable insights from data sets, and freeing up time for your teams to focus on higher-level tasks such as managing processes and vendor relationships.

Below we highlight which tasks can be successfully enhanced or supported by AI.

AI-Powered Procurement Automation

For business leaders, AI is the tireless digital assistant that procurement teams have long needed. By automating tedious tasks like purchase order processing, linking third-party costs back to revenue services to strive for gross margin clarity, invoice management, and contract administration, AI frees professionals to focus on strategic initiatives. The impact is substantial: according to recent data, 45% of AI investments in procurement are focused on contract automation, highlighting organisational priorities for efficiency improvement and error reduction [1].

Real-world implementation has shown significant results. For example, a global manufacturing company deployed AI to automate invoice processing, reducing errors by 80% and cutting processing time by half [1].

Data-Driven Decision-Making

AI spares procurement from wading through hours of paperwork, a process that is time-consuming and prone to cascades of errors. Rather than being overwhelmed by huge data sets and unsure on which useful information to extract, AI does this with much more precision and many orders of speed.

With AI-driven analytics, procurement teams can manage and link multiple data sets, identify trends, and make more informed purchasing decisions in real time. McKinsey reports that procurement leaders implementing AI-driven analytics have accelerated supplier selection by 30%, demonstrating the significant impact on workflow efficiency [1].

The Rise of Agentic AI in Procurement

While traditional AI has already made significant inroads in procurement, a more advanced form — Agentic AI — is now emerging as a step-change for the profession.

What is Agentic AI?

Agentic AI represents the next phase in artificial intelligence models. Unlike previous automation tools that require human oversight for key decisions, AI agents can operate independently, leveraging machine learning, predictive analytics, and natural language processing to interact with suppliers, assess risks, and optimise sourcing strategies with minimal supervision[4].

According to The Hackett Group's 2025 Procurement Agenda and Key Issues Study, Agentic AI is the top trend impacting procurement this year, alongside digital procurement and automation[4]. The technology is expected to disrupt nearly 50% of procurement activities over the next five to seven years, creating entirely new opportunities for strategy[4]. The outlook for procurement teams might be more climatic, depending on the consistency and accuracy of Agentic AI. These models will be capable of independent reasoning and it currently unclear how close this will bring us to Artificial General Intelligence (AGI).

Adoption Trends and Strategic Focus

The shift in Agentic AI from concept to a reality might be surprisingly rapid. A recent survey by ProcureCon found that 90% of procurement leaders are considering AI agents for optimising their procurement functions[4]. This technology is becoming central to orchestrating complex procurement activities with unprecedented efficiency — from sourcing and contract negotiations to spend classification, supplier onboarding, compliance, and risk assessment. There is relatively little data or evidence at this point to suggest the likely error-rate among these agents and to what degree all results and actions will need to be checked and validated by human teams.

It is also underappreciated that in order to successfully implement AI, businesses must have set up basic data structures, metadata, and processes. A significant number of companies are not yet ready to adopt these technologies and must get their house in order first. Implementation is a potentially complex and expensive task, requiring long phases of design and testing to fine-tune the outputs.

Benefits of AI Procurement

The adoption of AI in procurement delivers multiple advantages that will enhance organisational performance across various metrics. We look at the key advantages below:

Cost Reduction & Efficiency Gains

AI implementation in procurement delivers measurable financial benefits. McKinsey highlights a 10% reduction in procurement costs through AI adoption[1]. By automating routine tasks, businesses reduce labour costs while simultaneously increasing throughput and accuracy.

Enhanced Supplier Management

AI transforms supplier relationships by providing deeper insights into supplier performance, risk profiles, and market dynamics. This enables procurement teams to make more informed decisions about supplier selection, negotiation strategies, and relationship management. Agentic AI will bring predictive analytics that will be able to flag and correct issues in your supply chain before they occur.

Improved Risk Management

Leading AI platforms apply advanced machine learning techniques to uncover signals in supplier data that indicate potential disruptions, from financial issues and bankruptcy risks to geopolitical challenges, climate events, and cyber threats. This allows procurement teams to mitigate risks proactively rather than reactively, creating a significantly lower threat to spend, compliance and reputational damage[6].

Contract Intelligence

Natural language processing tools extract insights from legacy contracts and external databases to benchmark terms. AI can negotiate agreements with suppliers in real-time chat sessions, optimise renewals, and highlight risks — significantly reducing the manual burden on procurement teams. Smart contracts can then self-execute when conditions are met and provide comprehensive audit trails[6].

See our separate article on AI in Contract Management for more details: https://www.cambridgemc.com/how-to-successfully-integrate-ai-into-your-contract-lifecycle-management

Challenges in Implementing AI in Procurement

Despite the clear benefits, companies face several significant challenges when implementing AI in their procurement functions.

Data Quality & Availability

AI systems require vast amounts of accurate data to function effectively. Many supply chains struggle with data silos and inconsistent formats, making it difficult to create the comprehensive, high-quality datasets needed for AI[2]. Data fragmentation across different systems — legacy platforms, ERP systems, sensors, and IoT devices — creates integration challenges that can undermine the effectiveness of AI [8].

Integration with Existing Systems

Many legacy procurement systems were not designed to integrate with modern AI technologies, leading to compatibility issues and potential disruptions in system functionality [2]. This technical challenge often requires significant IT resources to overcome.

Implementation Costs

Implementing AI involves substantial initial expenses for software, hardware, and skilled personnel. Additionally, there are ongoing costs to retrain AI models as business environments evolve [2]. These financial considerations can be barriers to adoption, particularly for smaller organisations.

Internal Resistance

Resistance to adopting new technologies often stems from a lack of understanding, fear of job displacement, or discomfort with changing established workflows[2]. This human factor can significantly slow or derail AI implementation efforts if not properly addressed with training, careful messaging and change management methodologies.

Data Security Concerns

As AI systems process sensitive procurement data, including confidential pricing information and intellectual property, security becomes a critical concern. Businesses must engage comprehensive data protection measures while still enabling AI systems to access the information they need.

Responsible AI

As well as data security concerns, there is also a strong need and argument for companies to strive for fitness and non-discrimination when it comes to AI. Companies should have an AI Risk and Assessment process in place to ensure that data bias is avoided and that ethical guidelines when it comes to data analysis and management are followed. The ‘AI Ethics Guidelines Global Inventory (AEGGI)’, created by Algorithm Watch, currently contains 167 sets of principles and guidelines, which it recommends should be followed, and there are also responsible AI training tools available, such as Google’s ‘People & AI Guidebook’ and Omidyar Networks ‘Ethical Explorer’, that can be used. Additionally, new legislation is also being introduced, for example, the ‘EU’s Artificial Intelligence Act’, to ensure that AI is used responsibly.

It’s widely acknowledged that 8 core principles should be assessed and evaluated when developing AI accountability [20]:

Privacy & Security
Reliability & Safety
Transparency & Explainability
Fairness & Non-discrimination
Professional Responsibility
Human Control
Promotion of Human Values

Strategies for Successful AI Implementation

To overcome implementation challenges and maximise the benefits of AI in procurement, you should consider the following strategies:

Establish Strong Data Foundations

Before diving into AI adoption, you must ensure that your business has the right data infrastructure in place. This includes:

Improving data quality, governance, and standardisation
Integrating disparate data sources
Establishing real-time data capabilities, which are prerequisites for effective AI implementation[4]
Implementing foundational tools like spend analysis and decision optimisation[1]

Take a Targeted Approach

Rather than attempting wholesale transformation, you should:

Identify specific areas where AI can complement existing processes
Focus initial implementation on high-value, low-complexity use cases
Use AI where it adds the most value rather than applying it universally [1]
Consider a phased implementation approach

Address the Human Element

Successful AI implementation requires careful attention to the people involved:

Equip your workforce with the skills to leverage AI effectively
Implement comprehensive change management strategies
Educate employees about how AI will enhance their roles rather than replace them
Rethink how procurement teams interact with AI-driven systems [4]

Balance AI with Human Intelligence

The most effective procurement functions will be those that:

Combine the efficiency of AI with human judgment and expertise
Preserve crucial human skills in negotiation, relationship management, and strategic decision-making
Use AI to augment human capabilities rather than replace them entirely [1]
Create collaborative human-AI workflows that maximise the strengths of both approaches

Conclusion: Blending AI & Human Expertise

AI is fundamentally reshaping procurement, transforming it from a primarily transactional function to a strategic and predictive driver of value. From automating routine tasks to enabling sophisticated predictive analytics and autonomous decision-making, AI technologies are creating unprecedented opportunities for efficiency, intelligence, and innovation.

While implementation challenges exist, businesses that approach AI adoption strategically, with proper attention to data foundations, targeted use cases, and human factors, can realise significant benefits.

As we look into the near future, the most successful procurement functions will be those that effectively blend AI capabilities with human expertise, creating a powerful synergy that drives an ongoing competitive advantage.

Cambridge MC: Your Partner for AI-Powered Procurement

Implementing AI in procurement requires specialised expertise and experience. Cambridge Management Consulting (Cambridge MC) offers you the guidance needed to navigate this complex transformation successfully. We have dedicated Data and AI teams as well as a deep background in procurement and contract management expertise.

Comprehensive Implementation Support

Cambridge MC offers:

Strategic assessment of procurement AI opportunities
Roadmap development for AI implementation
Integration of AI solutions with existing procurement systems
Change management support to ensure successful adoption
Ongoing optimisation of AI-powered procurement processes

Get in touch with Andy Everest or one of our procurement experts to discuss your current needs and any issues pertaining to AI and procurement.

Use the form below or email: aeverest@cambridgemc.com .

Visit our Commercial & Procurement page: https://www.cambridgemc.com/procurement-and-commercial

Citations

[1] https://consultingquest.com/insights/generative-ai-in-procurement/
[2] https://www.linkedin.com/pulse/6-key-challenges-ai-implementation-supply-chain-industry-chris-clowes-1r67c
[3] https://www.oracle.com/scm/ai-in-procurement/
[4] https://www.gep.com/blog/technology/agentic-in-procurement-overview-benefits-implementation [5] https://futuria.ai/futuria-and-cambridge-management-consulting-announce-innovative-ai-driven-partnership/
[6] https://www.gep.com/blog/technology/how-ai-is-revolutionizing-the-procurement-cycle
[7] https://impact.economist.com/perspectives/strategy-leadership/ai-demands-new-era-procurement-skills
[8] https://www.qservicesit.com/9-common-challenges-in-supply-chain-management-with-ai
[9] https://precoro.com/blog/ai-in-procurement/
[10] https://www.cio.com/article/3853910/how-agentic-ai-can-deliver-profound-transformation-in-procurement.html
[11] https://www.cambridgemc.com/futuria-and-cambridge-management-consulting-announce-innovative-ai-driven-partnership
[12] https://www.spendflo.com/blog/ai-in-procurement-orchestration
[13] https://media-publications.bcg.com/BCG-Executive-Perspectives-Future-of-Procurement-with-AI-2025-27Feb2025.pdf
[14] https://pmc.ncbi.nlm.nih.gov/articles/PMC11788849/
[15] https://www.cappo.org/news/660146/Pros-and-Cons-of-Using-Artificial-Intelligence-for-Procurement.htm
[16] https://pactum.com/understanding-agentic-ai-in-procurement-how-autonomous-ai-has-been-transforming-supplier-deals/
[17] https://digitalisationworld.com/news/67692/qarbon-technologies-collaborates-with-cambridge-management-consulting
[18] https://www.coupa.com/blog/ai-in-procurement/
[19] https://suplari.com/10-procurement-job-roles-most-impacted-by-ai/
[20] https://stockiqtech.com/blog/disadvantages-ai-supply-chain/
[21] ‘ Responsible AI: Principles and Practical Applications ’ – LinkedIn Course, By: Tsu-Jae Liu, Brandie Nonnecke , and Jill Finlayson ( https://www.linkedin.com/learning-login/share?forceAccount=false&redirect=https%3A%2F%2Fwww.linkedin.com%2Flearning%2Fai-accountability-build-responsible-and-transparent-systems%3Ftrk%3Dshare_ent_url%26shareId%3DhTdANzytTi28DI30mdTN%252BQ%253D%253D )
[22] Top 200 W. Edwards Deming Quotes (2025 Update). QuoteFancy . https://quotefancy.com/w-edwards-deming-quotes.

A Study in Economics: The Financial Pressures Facing UK Universities

Wed, 21 May 2025 09:05:25 GMT

UK universities are under mounting financial pressure; in 2024, the Office for Students (OfS) warned that 72% of universities in England could be operating at a deficit by the 2025-26 academic year. While institutions such as Durham University and Newcastle University are already being forced to reduce their workforce by the hundreds, Cardiff University is also discontinuing certain degree programmes, particularly nursing, music, and modern languages.

In this article, we will analyse the root causes of these challenges, including the declining student population, rising infrastructure costs, and the inability of tuition fees to keep pace with inflation – all of which pose long-term threats to the entire academic ecosystem.

We Don’t Need No Education: Why the Student Population is Declining

Despite decades of steady growth, the UK is now experiencing an unprecedented decline in university enrolments. Where initial projections anticipated that applications could surpass one million by 2030, more recent predictions suggest a potential drop of around 7% between 2030 and 2035, and up to 20% by 2040 . This decrease is particularly visible among three key groups:

Gender imbalance: Despite a higher birthrate, there is a significant deficit of male students compared to their female counterparts.

Underprivileged students: While access had improved over the past two decades for those from underprivileged backgrounds to attend university, progress has since stalled in the past few years.

International students: UK universities are also experiencing a sudden downturn in the numbers of international students by 40-50% , a major revenue loss.

Tuition fees alone aren’t to blame; adjusted for inflation, the £9,000 fee of 2012 will only be worth £5,800 in real terms by 2025 . Alongside the price of enrolling, cultural factors also have a hand in deterring applications. Political figures and media rhetoric have questioned the value of certain degrees, undermining public confidence in higher education.

Furthermore, several of the most prestigious universities are lowering their entry requirements and widening their pool, and in doing so reducing the number of students to other universities.

This severe decrease in student numbers has the potential to cause a worst-case reduction in net annual income for universities by £9.7bn . This means that up to 176 institutions could be in deficit if there is no growth in either domestic or international students.

Another Brick in the Wall: The Impact of Infrastructural Costs

Expecting continued growth, many universities have already invested heavily into building and infrastructural projects. An article published in 2021 revealed that the debt burden pressurising the UK’s 20 largest universities had increased from £6.3bn to £9.5bn (50%) since 2016. This debt will only grow if, as the current statistics anticipate as likely, these new facilities will not reach the capacity to make them profitable.

An added burden is the discovery of Reinforced Autoclaved Aerated Concrete (RAAC) in at least fifteen universities (as of 2023) . RAAC is a lightweight alternative to regular concrete used commonly between the 1950s and 1990s; with a lifespan of only 30 years and vulnerability to moisture , RAAC has proven structurally unsound, and could cost up to £1m per building to replace .

Tuition Fees-ible? The Problem of Inflation

As the most substantial source of university income, tuition fees are uniquely vulnerable to inflation. Having been capped at £9,250 since 2017, universities are one of the only industries whose primary source of income has not matched the otherwise steep incline in the rate of inflation, and are now worth just £5,925. The cumulative financial impact of the freeze comes to a loss of around £6bn in real terms since the freeze, with the pace of loss only accelerating each year.

Even with a modest rise to £9,535 in the 2025-26 academic year, this increase of 3.1% will not close the gap. Fee caps, though political motivated to protect accessibility, may be unsustainable without alternative funding mechanisms. Without reform, universities could lose a further £17bn over four years.

Back to the Mortarboard: Manoeuvring Financial Strain

Universities are urged to respond proactively to these challenges. Leo Hannah of TechnologyOne emphasises the criticality of technology in getting the most out of a university’s budget, arguing that higher education entities must prioritise long-term forecasting and streamlined and comprehensive data to make robust, informed decisions.

In this article for The Guardian, Peter Mandelson suggested linking tuition fees to inflation. On the other hand, Universities UK highlight the need for internal reform, encouraging universities to ‘increase efforts to widen access, improve the efficiency of their operations, support economic growth, enhance their local and civic roles, and improve outcomes for students.’

Professor Susan Lea , former Vice Chancellor or Hull, emphasises purposeful leadership and culture change: ‘Leadership is primarily about social change on two levels: social change within the university to maximise delivery of an institution’s strategy and academic mission […] and social change beyond the university through, among other things, educating the next generation’.

How Cambridge MC Can Help

At Cambridge Management Consulting, we help universities respond to financial pressures with clarity and confidence. Our Public Sector & Education team combines deep sector experience with hands-on expertise in cost reduction, efficiency, and financial sustainability. We work with leadership teams to identify and unlock savings, streamline operations, and ensure funding it directed where it delivers the most value.

Our proven cost reduction service focuses on actionable insights, fast delivery, and long-term value – typically identifying savings of 10-20% across non-pay spend, procurement, and process improvement. Combined with our digital and culture transformation support, we can help your institution stay financially resilient and future-ready. Learn more about how Cambridge MC can support the Education Sector here .

Cambridge Management Consulting to Establish a New IT Company with Support from the Falkland Islands Development Corporation

Tue, 06 May 2025 10:44:47 GMT

6 May 2025 – Stanley, Falkland Islands – United Kingdom (UK) based consultancy firm Cambridge Management Consulting (Cambridge MC) will establish a new IT and professional services business in the Falkland Islands after securing support from the Falklands Islands Development Corporation (FIDC), the former having since established Falklands IT (FIT), which will begin offering a full suite of managed IT services and professional services to the entire Falkland Islands starting from 1st June 2025.

Cambridge MC was selected following a rigorous process and proposal submission to the FIDC Board, which determined the company would move quickly to expand its in-country operations in IT services, offering a mix of permanent, on-Island support in IT equipment, and systems and applications, as well as full remote support services to begin offering a full suite of IT services to meet the needs of the Falkland Islands. Additionally, Cambridge MC will also offer project-based IT work for the business community and Falkland Islands Government (FIG).

As part of the support, FIDC is providing a cost-neutral, unsecured loan to Cambridge MC, to be repaid to FIDC over a period of years, as the newly established FIT entity grows.

Tim Passingham, Chairman of Cambridge MC: “We are delighted to be selected for this partnership and consider it an enormous privilege to be asked to help the Falklands as it seeks to dramatically improve its digital skills and grow its digital economy. The Cambridge MC – and new Falklands IT (FIT) team – are looking forward to working with the businesses, government, and the community to address their IT needs, plus helping with the wider digital transformation of the Falkland Islands for the benefit of all the people living and working on the Islands.”

Zachary Franklin, Managing Director of FIDC: “FIDC was impressed with the proposal from Cambridge MC, its range of proposed IT services, mix of local and remote support, and the development of a much-needed industry in the Falkland Islands. FIDC is happy to support Cambridge MC and the FIT team as they establish themselves in the Falkland Islands and help grow the IT services industry locally.”

About Cambridge Management Consulting

Cambridge Management Consulting (Cambridge MC) is an international consulting firm that helps governments and companies of all sizes have a better impact on the world. Founded in Cambridge, UK, initially to help the technology start-up community, Cambridge MC has grown to over 200 consultants working on projects in 22 countries. Its capabilities focus on supporting the private and public sector with their people, process and digital technology challenges.

What makes Cambridge Management Consulting unique is that it doesn’t employ consultants — only senior executives with real industry or government experience and the skills to advise their clients from a place of true credibility. The team strives to have a highly positive impact on all the organisations they serve.

Cambridge Management Consulting has offices or legal entities in Cambridge, London, New York, Paris, Dubai, Singapore, Prague, Helsinki, and the Falkland Islands, with further expansion planned in the near future.

For more information visit: www.cambridgemc.com

About the Falkland Islands Development Corporation (FIDC)

Falkland Islands Development Corporation (FIDC) acts as the national economic development agency for the Falkland Islands and is tasked to develop the commercial sector of the Falkland Islands. Now in its fortieth year of operation, FIDC is a quasi-autonomous government-funded body, which currently operates with an annual budget of approximately £1 MM per annum.

For more information, visit: www.fidc.co.fk

Media Contacts

Cambridge MC: Karl Salter, ksalter@cambridgemc.com

FIDC: Jane Clarke, Marketing and Communications Officer, communications@fidc.co.fk

The Naze: A Coast Under Threat & the Fight to Save It

Tue, 29 Apr 2025 08:03:45 GMT

The Naze is a unique headland that extends northwards from the seaside town of Walton-on-the-Naze. Derived from the old English word ‘naes’ meaning promontory or, quite literally, nose, the Naze is the most easterly peninsula in Essex.

The Naze's extensive tidal creeks, islands, and salt marshes form part of the 2000 acre Hamford Water National Nature, a wetland of international importance for migratory birds. This evocative landscape was the inspiration for Arthur Ransome's 'Secret Water’, part of the Swallows and Amazons series.

The Naze cliffs are a designated a Site of Special Scientific Interest. Just a short stroll along the beach offers glimpses into its rich natural history, with sharks’ teeth, shells, and fossils scattered along the shore. The cliffs offer a fascinating strata, including London Clay formed about 50 million years ago in a subtropical sea and sands called the Red Crag from about 3 million years ago.

The Naze is also home to a diverse collection of wildlife. It is home to migratory and nesting birds such as the Dark Bellied Brent Goose, Sedge Warbler, and Whitethroat. There is also a large colony of seals. They can be seen sunbathing on mudflats in the backwaters or bobbing about in the waves.

Beyond its environmental significance, the Naze is vital to the local community and visitors. It attracts 200,000 visitors each year. The Hamford Water area also provides local employment with a marine industry supporting 200 jobs for Walton, light industrial sites, and farmland contributing to the local economy.

Coastal landscapes like the Naze are increasingly recognised for their intangible cultural value, providing communities with wellbeing and mental health benefits. The iconic Naze Tower, a Grade 2* listed navigation mark built in 1720, is a beloved landmark offering museum exhibits, an art gallery, a cafe, and educational visits about the history, geology, and erosion of the Naze.

Coast Under Threat

Unfortunately, this invaluable environment is under significant threat from coastal erosion. For many years, the rate of erosion was measured at 1.5 metres per year. Yet, in the last ten years, this has accelerated to between 3-5 metres in some areas. Extreme winter weather and tidal events, often compounded by surge events, drive much of this erosion. Heavy rain saturates the cliffs, causing increased slumping, while high tides with greater wave energy claw away soft cliff sediments. Beach sands are also constantly moving along the exposed shoreline.

The soft sediment layers in the cliffs become waterlogged and wash out in the winter, leading to collapse that is then swept away by the sea. Even without sea effects, the cliffs are inherently unstable due to soil behaviour and stress changes.

The policy on open coasts allows erosion, and government funding for sea defence typically focuses on protecting property, which the Naze, as an open coast area, does not normally qualify for.

At this accelerated rate, the north end of the Naze could be lost to the sea within ten years. This would mean the sea breaching into Hamford Water, permanently changing tidal flow and impacting the fragile salt marshes, wildlife, and all who enjoy and visit this environment. The accelerated erosion is already impacting areas near existing structures.

Naze Protection Society

In response to these threats, the Naze Protection Society (NPS) was established in April 1997 as a registered charity.

The NPS is community-focused, representing local residents and visitors. Their task is to promote the issues, work to define solutions, attract community commitment, and guide the delivery of securing the future of the Naze. They believe proactive intervention is required.

The society works through partnerships, bringing together experience, resources, and determination. From 1997 to 2010, they promoted the Crag Walk project, which was built between 2010 and 2011. This rock revetment was designed to secure the Naze Tower cliff frontage. The NPS raised £250,000 from the local community and visitors as the catalyst for the £1.2 million project, which also involved Tendring District Council (TDC), Frinton and Walton Town Council, and Essex Wildlife Trust.

The NPS is now setting a new fundraising target of £25,000 a year to deliver soft-engineered structures and build resilience into the whole of the north beach area. They aim to reduce the erosion rate back to 1m/year average and provide resilience against climate change impacts between 2025-2050.

Saving The Naze: The Cliffline Project

To update the community on their efforts and plans, the NPS is holding the Saving The Naze: The Cliffline Project event. This community event, aligned with World Environment Day, will take place on Saturday, June 14, 2025 , from 10am to 3pm at The Columbine Centre in Walton-on-the-Naze.

The event aims to set out the NPS approach to the Cliffline Project, focusing on an affordable plan to slow erosion. It involves valuing everything the Naze and Hamford Water contribute to the community, wildlife, economy, and peace, and developing a plan using science, local expertise, and passion to adapt to the challenges of climate change.

To find out more, see the full agenda and reserve a space, visit the Eventbrite page: https://www.eventbrite.com/e/saving-the-naze-the-cliffline-project-tickets-1267463420209?aff=oddtdtcreator

How You Can Help the Naze

The Naze Protection Society relies on community support to carry out its work. You can help protect this unique environment for local people and visitors for future generations to enjoy.

Join: Become a member today for only £10 per year: https://nazeprotectionsociety.org/become-a-member/
Volunteer: Contribute your time and skills to help preserve the Naze: https://nazeprotectionsociety.org/get-involved/
Donate: Make a one-off donation to support the work of the Naze Protection Society. Your donation helps raise funds to promote and develop solutions to save this environment of unique historical and environmental importance: https://nazeprotectionsociety.org/donate/
Follow: Join them on social media to keep up to date with their work. You can find them on Facebook, Instagram, and Twitter.

To find out more about joining, volunteering, or donating, please visit the Naze Protection Society website: https://nazeprotectionsociety.org/

If you have any other questions, please use the form below.

Are Smart Cities in the UK about to Become a Reality?

Mon, 28 Apr 2025 19:14:02 GMT

Pioneering Technologies for the Future of Urban Transformation

Smart cities might sound like a utopian vision from the 1950s; something that sounds already out-of-date and perhaps even naive in our current geopolitical climate. But as urban spaces gradually implement a a series of technological leaps, the smart city emerges as a potential reality, offering a new way to unite communications with infrastructure via real-time feedback.

Smart cities could dramatically enhance our quality of life, efficiency, and environmental stewardship. Given that cities are significant contributors to global emissions — responsible for approximately 70% of greenhouse gases — they will play a critical role in reaching net zero.

Reflecting insights from the last Smart City Expo in Barcelona (November 2024) and a range of ambitious projects across the UK, this article delves into the strategic alignment of technology, infrastructure, and sustainability shaping today's urban landscapes.

What Defines a Smart City?

A smart city is fundamentally ‘a municipality that uses information and communication technology to increase operational efficiency, share information with the public, and improve the quality of government services and citizen welfare.’ While definitions vary, the overarching mission is to optimise city functions, drive economic growth, and enhance the quality of life through technology and data analysis.

Smart city initiatives typically require three critical components:

Networks of sensors and citizen participation to collect data
Connectivity linking these networks to government systems
Open data sharing to make results, changes, and improvements accessible to the public

Developing this underlying infrastructure is complex and expensive. Crucially, it depends on strong relationships between government, the private sector, and citizens, as most of the work to create and maintain these data-driven environments happens through collaboration and public-private partnerships.

Smart Cities tap into a rich vein of scientific utopianism, characterised most recently by the Solarpunk genre in science-fiction art and fiction

The Digital Backbone of Smart Cities

Below we outline the primary technological transformations that underpin the smart city revolution.

Digital Networks and IoT Integration

The foundation of every smart city is a comprehensive digital ecosystem, seamlessly combining Internet of Things (IoT), high-speed connectivity, and intuitive platforms. Across the UK, expansive IoT deployments integrate sensors in buildings, transport systems, and urban environments, providing data in real-time that drives informed decision-making.

Connectivity and Speed

The deployment of ubiquitous high-speed 5G networks, alongside advanced fibre-optic infrastructures supported by significant governmental investments (£5 billion towards gigabit-capable broadband), enables the real-time data flow essential for a truly responsive urban environment.

For example, projects in Cambridgeshire have pioneered smart poles, multifunctional infrastructure housing lighting, sensors, and telecommunications, enhancing urban connectivity in a novel synthesis of form and function.

Transportation Reimagined

Intelligent transportation systems (ITS) lie at the heart of UK urban transformation, dramatically reducing congestion and vehicular emissions. AI-driven smart traffic management dynamically optimises signal timings based on live traffic conditions.

Initiatives like Sunderland’s autonomous vehicle trials illustrate the UK's forward-thinking approach to infrastructure, ushering in a future of integrated, sustainable mobility.

Data Analytics and Artificial Intelligence

AI is instrumental in shaping smart city functionality, enabling cities to preemptively manage resources, plan infrastructure developments, and swiftly respond to emergent situations.

Predictive analytics allow municipal operations to anticipate urban issues before they materialise — from congestion surges to water resource inefficiencies — reinventing cities from reactive to proactively resilient systems.

Digital Twins

Digital twin technologies, 3D digital replicas of urban environments, elevate urban planning to new levels of precision and foresight. These virtual platforms allow planners to rigorously model scenarios ranging from traffic dynamics and energy use to disaster response strategies, reducing uncertainties and enhancing outcomes. Coupled with virtual reality, digital twins offer unprecedented visualisation and simulation capabilities, exemplified by urban development projects and testbeds in Milton Keynes and Manchester.

How will living walls, urban farms, renewable energy grids, and automated transport systems transform how we work, live and move around in urban spaces?

Current Smart City Projects in the UK

Several groundbreaking projects are currently transforming UK cities:

Manchester's Triangulum Project

Part of the European Smart Cities and Communities Lighthouse Projects, Manchester City Council led a consortium with Siemens and local universities to transform the Oxford Road corridor into one of Europe's largest knowledge-driven, low-carbon districts.

The project's cloud-based energy management platform has reduced the area's dependence on the grid. If scaled citywide, this central controller could potentially save Manchester approximately 57,000t CO2 emissions annually — equivalent to removing 12,000 cars from the road each year.

Hull's Smart City OS: A Programmable City

Hull's full-fibre network, supported by an investment of £85 million from KCOM, provides the fastest broadband in the UK.

This robust connectivity has facilitated the development of a Smart City OS, built on Cisco's Kinetic for Cities platform by Connexin. The OS integrates 12 separate council IT systems, allowing for real-time management of public assets and services across the city. This centralised platform enhances data sharing and decision-making, improving service delivery in areas such as traffic management, health, and social care.

Glasgow to Create Europe’s Largest IoT Hub

In January 2024, Glasgow launched a £2.5 million collaboration with the UK Government, Glasgow City Council, and the Smart Things Accelerator Centre (STAC) to establish Europe’s largest IoT hub at ‘thebeyond’ in SkyPark, projected to host 100 companies by year-end.

Additionally, Glasgow is striving to become the UK’s first carbon-neutral city through a partnership with ScottishPower, focusing on decarbonised heating, expanded EV infrastructure, and grid investment. Deputy Leader Councillor Ricky Bell described the vision as transforming Glasgow into a tech-driven, globally leading smart city powered by innovative, sustainable solutions.

Bristol is Open (BiO)

Bristol Is Open (BiO) is a joint venture between Bristol City Council and the University of Bristol, established to create a programmable digital infrastructure for smart city experiments.

BiO has developed a secure research and development testbed, enabling companies to test and scale their technology solutions in a live network environment. Projects include smart mobility initiatives, such as a web-based solution utilising sensor data to guide people through cleaner air routes, and a simulated 5G water safety trial to enhance public safety along the city's harbourside.

Peterborough and the Circular Economy

Peterborough is one of the UK's first fully gigabit cities, thanks to CityFibre's full-fibre-to-the-premises network. This digital infrastructure supports IoT trials, such as those conducted with social housing provider Cross Keys Homes, which have improved resident wellbeing and reduced maintenance costs. The Circular Peterborough initiative aims to develop a fully circular economy by 2050, aligning with the city's commitment to sustainable growth.

The city has also created the Peterborough Accelerated Net Zero (PANZ) initiative, where edenseven, a UK-based sustainability consultancy with strong ties to Cambridge MC, has pioneered a groundbreaking digital platform. This system enables councils to accurately record, report, and monitor carbon emissions as well as facilitating the management of climate strategies and tracking intervention projects aligned with these efforts.

Smart Cities will Act as Laboratories for Sustainable Urbanism

Smart cities in the UK — including London, Bristol, Manchester, and Aberdeen — are testing grounds for technologies that harmonise urban efficiency with environmental stewardship. These cities exemplify how data-driven systems can reduce emissions and enhance resource efficiency. Below we look at some of the pioneering initiatives that are laying the foundations for sustainable urbanism.

Energy-Efficient Infrastructure

Bristol’s Smart City Programme, launched in 2011, employs open data platforms and IoT-enabled smart meters to reduce energy consumption in buildings. The city’s district heating networks, powered by waste heat from industrial processes, have cut CO₂ emissions by 40% since 2005. Similarly, Glasgow’s Future Cities Demonstrator project uses intelligent street lighting and real-time traffic management to lower energy use by 30% while improving public safety.

Sustainable Mobility Solutions

Transportation accounts for 27% of UK emissions, making electrification and smart mobility critical to net zero goals. London’s congestion-charging zones and electric vehicle (EV) infrastructure — including 13,382 public charging points — have reduced transport-related emissions by 13% since 2020. Meanwhile, Hull’s Smart Bus Scheme integrates real-time data and contactless payments to increase public transit ridership while cutting fuel use by 20%.

The Circular Economy and Waste Reduction

Manchester’s collaboration with Copenhagen and Bilbao under the FCDO Smart Sustainable Cities Project highlights the role of circular economy strategies in minimising waste. Initiatives like dynamic pricing for recycled materials and AI-driven waste sorting systems have diverted 65% of Manchester’s municipal waste from landfills since 2021.

Moving from Technological Fragmentation to a Smart Nation

Current progress is mostly at a city-level, but this raises certain questions about our vision for a smart ecosystem across the UK. Will we create an even greater technological divide between cities and rural areas? What plan is there to make remote areas smart?

Furthermore, without a unified technology ecosystem, efforts to modernise cities risk occurring in silos. This fragmented approach, where different cities adopt disparate technologies and systems, is not only slower and more expensive but also carries more risk. More importantly, it may lead to disconnected systems that cannot effectively communicate with one another, undermining the broader vision of integrated, smarter cities.

To accelerate the rollout of smart city systems and avoid the pitfalls of fragmentation, we should seek a collaborative ecosystem of technologies and partners.

A national framework would provide the following:

Establish common technical standards for interoperability
Provide procurement guidance to avoid vendor lock-in
Create evaluation metrics for technology solutions
Enable knowledge sharing between cities and partners

The Smart Cities All Party Parliamentary Group (APPG) has advocated for central government to create a framework of principles, rules, and standards for procurement to help local authorities implement smart city projects more effectively. Such a framework would enable cities to maintain control over their projects and associated data while ensuring compatibility with other urban centres.

Smart City Expo World Congress 2024: A Glimpse of the Future

At the Smart City Expo World Congress 2024 in Barcelona, we saw some exciting glimpses into the future. Here are our favourite technologies that were the most fantastic, earning a place in our imagined Solarpunk utopia.

Bioo: Urban Spaces Lit by Plants

Bioo’s bioluminescent Bioo Lux lamps—activated by human touch—transform ordinary greenery into interactive art installations. But the real magic lies underground: their Bioo Panel system uses microbial fuel cells in soil to harvest electrons from plant roots, generating clean energy while slashing irrigation needs by 50% and cooling urban heat islands by 4°C. Barcelona’s Diagonal Avenue is already constructing the world’s first biotech building using this tech, where gardens pay for themselves through energy savings.

NVIDIA: Agentic AI Meets City Planning

NVIDIA unveiled an AI blueprint that’s basically Jarvis for city planners. Their system digests live video feeds from thousands of cameras, letting officials ask questions like, “Show me all bike lane near-misses last week” or “Summarise pedestrian flow in central downtown.” Powered by generative AI and digital twins, it’s a bit like having an omniscient urban analyst working 24/7. During a panel, Deloitte showcased how this tech could simulate disaster responses in virtual replicas of cities.

Barcelona: A Smart Odour City

Barcelona itself demoed a scent-sensing network hidden in streetlights. Using AI-trained ‘electronic noses,’ it detects pollution spikes, garbage buildup, or even unauthorised bonfires. The system then dispatches cleaners or adjusts traffic flow, possibly even getting there before the rats sniff it out.

Make My Day: Electric Fleet Wizards

If the public are concerned about electric buses dying mid-route, Make My Day pitched an AI platform that optimises EV fleets down to the minute. Their algorithms predict traffic, weather, and even driver breaks to keep municipal vehicles charged and efficient. One case study showed a 30% reduction in downtime for garbage trucks.

Conclusion

The UK continues to be at the forefront of smart city development, with significant government investment supporting innovative projects across the country. From Bristol's leadership in city-wide innovation to Manchester's groundbreaking energy management system, UK cities are embracing technology to improve urban living, enhance sustainability, and drive economic growth.

For professionals interested in smart city technologies, the upcoming Connected North conference in Manchester presents an excellent opportunity to engage with industry leaders and learn about the latest innovations in this rapidly evolving field.

As cities continue to grow and face new challenges, the integration of smart technologies will be increasingly vital for creating sustainable, efficient, and liveable urban environments.

Get in Touch

We have a dedicated public sector team led by Craig Cheney, who is closely involved in Bristol's smart city and sustainability initiatives. This team of experienced public sector champions work alongside our digital infrastructure teams and our sustainability-focused sister-consultancy, edenseven , to provide a complete solution to support smart city digital transformation for local governments. We are particularly well-positioned to help with strategy, procurement, innovation and project implementation, as well as creating public-private partnerships to fund these complex programmes. Please use the form below to get in touch and find out more about our services.

Citations and Sources

[1] https://www.apm.org.uk/blog/five-of-the-uk-s-most-exciting-smart-city-projects/

[2] https://www.smartcityexpo.co.uk

[3] https://www.techtarget.com/iotagenda/definition/smart-city

[4] https://www.thenbs.com/knowledge/uk-smart-cities-study-updated-for-2017

[5] https://cities-today.com/uk-startups-demo-solutions-for-post-pandemic-smart-cities/

[6] https://newo.ai/insights/the-role-of-ai-assistants-in-smart-cities-and-iot/

[7] https://www.gov.uk/government/news/smart-tech-to-be-trialled-in-towns-and-cities-with-4-million-funding-to-boost-local-connectivity

[8] https://redknightconsultancy.co.uk/2025/01/07/uk-innovation-funding-trends-for-2025/

[9] https://researchbriefings.files.parliament.uk/documents/POST-PN-0656/POST-PN-0656.pdf

[10] https://www.thesmartcityjournal.com/en/cities/london-is-the-world-s-smartest-metropolis-according-to-iese-cities-in-motion-index

[11] https://www.startus-insights.com/innovators-guide/smart-city-startups/

[12] https://eu.eventscloud.com/file_uploads/2ed36ce5867a41381abc8a5861b7fcd7_UKSmartCitiesDirectory.pdf

[13] https://soracom.io/blog/iot-smart-city-trends-2025/

[14] https://www.gov.uk/government/publications/the-smart-data-roadmap-action-the-government-is-taking-in-2024-to-2025

[15] https://www.openaccessgovernment.org/smart-tech-in-towns-and-cities-a-1-3-million-pilot/166799/

[16] https://www.irwinmitchell.com/news-and-insights/expert-comment/post/102k10j/uk-cities-shine-in-european-cities-and-regions-of-the-future-2025

[17] https://bebeez.eu/2025/03/18/innovation-nation-10-of-the-most-promising-british-startups-to-watch-in-2025/

[18] https://www.ipsos.com/en/london-takes-first-place-2025-worlds-best-cities-report

[19] https://www.seedtable.com/best-smart-city-startups

[20] https://thoughtlabgroup.com/smarter-cities-2025/

[21] https://www.london.gov.uk/sites/default/files/smarter_london_together_v1.66_-_published.pdf

[22] https://www.innovationnewsnetwork.com/uk-smart-city-adoption/610/

[23] https://en.wikipedia.org/wiki/List_of_smart_cities

[24] https://www.citiesabc.com/resources/top-10-smart-cities-leading-the-way-in-2025/

[25] https://www.nucamp.co/blog/coding-bootcamp-united-kingdom-gbr-united-kingdoms-top-10-startups-that-tech-professionals-should-watch-out-for-in-2025

[26] https://techsouls.co.uk/top-10-uk-startups-to-watch-in-2025/

[27] https://www.tg0.co.uk/blog/technationals-top-25-startups-to-watch-in-2025

[28] https://en.wikipedia.org/wiki/List_of_unicorn_startup_companies

Appendix

Notable Start-ups and Tech Companies in Smart City Development

The UK's innovation ecosystem is rich with companies developing cutting-edge smart city technologies. This list is for reference purposes and further research.

Smart City Platforms and Infrastructure

Athena Smart Cities: Developing comprehensive smart city platforms.
N-Smart: Focusing on grid reliability solutions.
Urban Smart: Specialising in EV usage optimisation
Veniam: Offering high-speed internet and smart city services through connected urban vehicle fleets.

AI and Data Analytics

Convergence Labs: Created "Proxy," an AI-powered digital assistant designed to automate and simplify daily tasks for professionals. Founded in 2024, they have secured €11 million to accelerate research and bring their vision to market.
CuspAI: An AI-driven company revolutionising the discovery of breakthrough materials for sustainability and clean energy applications. Based in Cambridge, they have secured €27.6 million to advance their AI-powered materials research.

Urban Mobility and Transportation

NTD Energy: Developing smart city mobility solutions.
Ride Report: Providing cities with software platforms for running bike and scooter share programs.
Carmera: Creating real-time 3D HD maps and navigation data for autonomous vehicles.

Waste Management and Environmental Monitoring

Nordsense: Offering a SaaS-based smart waste management platform that helps optimise waste collection processes.
Sensate: Specialising in air and water quality monitoring systems.

Future Events and Opportunities

The Smart City Expo UK, scheduled for June 24–25, 2025, in London, will bring together leaders from smart cities, innovative companies, and governments to discuss future trends in urban technology. The event will feature sessions on cybersecurity for smart cities, AI integration in city operations, metaverse applications in real estate, and sustainable urban development.

Future of Retail: How Edge Compute will Help Create a 24/7 Augmented Retail Experience

Wed, 23 Apr 2025 21:03:42 GMT

Edge computing, 5G, IoT and AI are contributing to a paradigm shift in retail that will imagine new possibilities made commercially viable by real-time data processing.

In this article, we look at the convergence of these technologies and how they will offer a radical new vision of our high street by offering customers exciting new experiences that can rejuvenate in-store shopping and retail spaces.

First, in Part 1, we look briefly at each technology and discuss the technical advantages they offer and how this supports new types of customer experience. Then in Part 2 we look at industry predictions about how the retail space might evolve over the next decade.

Part I

Edge Computing

Edge computing involves processing data near its source rather than in a centralised location. In retail, this means deploying IT infrastructure in or near store venues where consumers interact with products. This ecosystem enables real-time decision-making and personalised customer experiences by analysing data from sensors and IoT devices within the store.

Edge computing is a concept that applies to an integrated network of processing units, data centres and sensors that handle data close to the user.

Micro Data Centres

The compute part of edge computing needs to be housed in proper data centre facilities, to ensure that the expensive server equipment, especially those used by AI systems, are kept in the optimum conditions — this helps keep maintenance and operational costs down. Even though edge compute systems can be relatively compact, retailers will mostly be unwilling to give up valuable floor space for the IT equipment and its associated infrastructure (like cooling and electrical systems), so the more likely scenario is that smaller data centres will be used that can be located close by but in back-of-house areas, such as loading bays, car parks, warehouse areas and so on. These will often be operated as cloud services so that multiple retailers can benefit from edge compute without having to bear the upfront capital cost, and, most importantly, the ongoing maintenance required to keep them operational.

5G

5G networks offer high-speed connectivity and low latency, which are crucial for supporting advanced retail technologies like augmented reality (AR) and Internet of Things (IoT) applications. The increased bandwidth allows for seamless integration of online and offline shopping experiences, enabling features like virtual try-ons and real-time product comparisons.

This connectivity supports personalised marketing strategies that take place in real time and deliver targeted promotions in store.

Internet of Things (IoT)

The Internet of Things (IoT) refers to a network of interconnected devices, machines, and sensors that collect, store, and transfer data over the internet. These devices are embedded with sensors, software, and network connectivity, allowing them to communicate with each other and with other internet-enabled systems.

IoT plays a crucial role in enhancing the retail experience by providing real-time data on customer behaviours, security risks, buying preferences, inventory supply levels and daily operations. IoT devices will principally include cameras but also a range of other sensors such as RFID tags and smart shelves.

Part II

Now we will look at the new possibilities for customer experiences that will be possible due to on-site edge computing and 5G networks.

Omnichannel Shopping Experience

Edge compute, 5G and IoT will evolve together rapidly in the next decade to deliver a new model for the retail experience, one that seamlessly combines our online shopping with the physical environment and also blends the sale of both physical and digital products.

Stores will create Retail Media Networks (RMNs) that share customer data to offer personalised ads that bridge in-store digital platforms, social media, websites and apps, and other media channels. Customers will be able to buy the products they see online, in films and TV series, and pretty much anywhere else.

These networks are projected to account for $231 billion in digital marketing spending by 2030, according to Criteo, and are becoming increasingly vital as economic pressures and thinning profit margins push retailers to diversify their income sources. By enabling brands to reach highly targeted audiences at the point of purchase, RMNs are predicted to enhance the effectiveness of advertising and drive higher returns.

Experiential Spaces

Experiential spaces will replace product shelves to create a boardwalk-like environment focused on immersive experiences. This area will feature recreational areas and in-store concepts designed to enhance customer engagement, foster brand loyalty, and increase the lifetime value of each customer. This mirrors a broader trend of physical stores becoming more like experiential hubs, offering workshops, events, and installations to engage customers on a deeper level and offer community-first brand experiences that cannot be duplicated online.

Personalised Journeys with Agentic AI

Agentic AI is set to redefine the retail landscape by introducing autonomous systems capable of managing entire shopping journeys, from product discovery to post-purchase support. These AI agents leverage advanced machine learning, real-time data processing, and contextual intelligence to proactively handle tasks like comparing prices, applying discounts, and scheduling deliveries—all with minimal human intervention.

For physical stores, edge computing and Agentic AI will enable retailers to process customer data in real-time, allowing for highly personalised shopping experiences that are delivered by virtual assistants, chatbots and interactive displays. Retail stores will transform into hybrid spaces that blend experiential shopping with digital integration. Retailers may focus on creating immersive environments where AI-curated product recommendations meet tactile experiences, while smaller store footprints serve as fulfillment hubs for online orders.

Virtual Reality (VR) & Augmented Reality (AR)

The low latency provided by 5G and edge computing will power seamless AR and VR experiences in retail environments. Customers could virtually try on clothes, visualise furniture at home, or interact with products in immersive environments, all without lag or disruption. This also allows for online gaming in store, with shoppers completing short games, treasure hunts or quizzes to gain instant promotions.

Augmented reality will also be able to guide and influence shoppers in subtle ways with knowledge of their preferences: adding a gleam to certain shelves or products, decorating aisles with augmented pumpkins for Halloween, or using pop-up 3D ads.

This level of personalisation means that retail spaces become chameleon-like, appearing differently to every shopper, on every visit. Customers roam aisles that react and change to their daily wants and needs. Are you tired today? Then a fresh coffee is rushed to you by a cobot (collaborative robot) who helpfully reminds you of a promotion on one of your favourite product lines.

Accessibility

As well as creating sophisticated marketing strategies, the advent of less obtrusive and affordable smart eyewear will allow AR to solve many simple problems of the physical environment. Floating arrows might pop up to guide us to the checkout or fitting rooms; or efficiently guide us to fire exits in an emergency.

In-store transport might include a range of self-driving carts and or hop-on rides to take us around the store quickly. There are many advantages to persons with disabilities. Virtual assistants, self-guided transport, and the real-time data of IoT will make the shopping experience accessible and safe for all ages and abilities.

Smart Mirrors & Interactive Displays

Edge compute and IoT will support the deployment of smart mirrors and interactive displays in stores. These devices can offer product information, styling suggestions, and even virtual try-ons, enhancing the in-store experience.

Walls and ceilings will be wrapped with continuous screens, creating imaginative play spaces for advertisements, events and promotions. Many brands have already experimented with digital shop windows, allowing artists to unleash their creativity — and this will continue in-store, with sights, sounds and aromas that are interactive and personalised to your needs, wants and mood. This will inevitably bring a new meaning to the phrase ‘comfort shopping’.

Customisation

Eventually, with smaller, more versatile 3D printers and other on-site manufacturing technologies, shoppers will be able to customise products and choose elaborate colour schemes, creating one-off limited-edition items that are printed there-and-then in store. This will be supported by AR/VR try-ons and interactive mirrors, allowing you to visualise your creation and wear it before you buy.

Nike are already experimenting in this direction. Partnering with French AR company SmartPixels at its Paris store, customers can now personalise running shoes by configuring colours on a store tablet and using AR to project these colours onto a white shoe.

Inventory Management

Edge computing will enable real-time inventory tracking and management. Retailers can use IoT sensors and RFID tags to monitor stock levels, automate reordering, and optimise supply chain operations.

Smart shelves are equipped with various technologies such as RFID tags, weight sensors, and cameras that allow for real-time tracking of inventory levels. This technology enables retailers to monitor stock levels continuously, reducing the risk of stockouts and overstock situations. When an item is removed from the shelf, the system automatically updates the inventory records, reordering from suppliers and alerting staff to restock as necessary.

Security & Loss Prevention

Advanced video analytics powered by edge computing and AI will enhance security and loss prevention efforts in retail stores, reducing this deficit for retailers and creating safer spaces for consumers.

AI-powered security cameras will predict suspicious behaviors with remarkable accuracy.

These advanced systems can identify actions such as failing to scan an item, scanning the wrong barcode or SKU, or deliberately ‘fake-scanning’ products at self-checkout stations. By leveraging machine learning, the cameras recognise these anomalies in real time and immediately send alerts to store associates or security teams.

The Evolving Role of Retail Assistants

As physical stores increasingly serve as the tangible face of brand identity, the role of the retail associate has become more essential than ever. No longer confined to traditional tasks, store associates are now at the center of creating seamless, customer-focused experiences. This shift brings new responsibilities, requiring them to adapt quickly to emerging technologies and evolving customer expectations.

The rise of services like curbside pickup has further diversified the role, demanding that associates juggle tasks beyond the sales floor, including order management, personalised customer assistance, and efficient in-store operations. Advanced tools powered by AI will assist store associates meet these demands by offering instant access to product information, recommendations, inventory locations, and more. By equipping associates with IoT-enabled headsets, retailers will enhance productivity, streamline workflows, and enable associates to deliver a new level of customer service.

Challenges & Considerations

While these technologies offer significant benefits, retailers must also address challenges such as:

Data security and privacy concerns
Initial investment costs for infrastructure upgrades
Integration with existing systems and processes
Staff training and resistance to new technologies

As the retail industry continues to evolve, the integration of edge computing, 5G, and micro data centres will be crucial for businesses looking to stay competitive and meet the growing expectations of digital-first consumers.

The physical retail space will evolve to become more experiential, personalised, and community-oriented, blurring the lines between the online and offline worlds. Stores will serve as hubs for brand engagement, product discovery, and social interaction, offering a curated and highly personalised shopping experience that cannot be replicated online.

Preventing a Growing Digital Divide

Given the significant up-front costs of these technologies, they will be limited initially to the retail giants. They may give big brands an even greater competitive advantage over independent stores, threatening to narrow the variety of the retail experience and contributing to a growing digital divide between urban and rural areas.

The implications go beyond individual businesses to the social fabric of our shopping districts. As technology fuels retail consolidation, we risk losing the diverse, local character that makes high streets vibrant. Some organisations are working to bridge this gap by providing independents access to powerful data and shared resources. For example, distributed edge cloud services are being developed which will help democratise access to the edge and will enable smaller retailers and businesses to take advantage of the next generation of applications.

But without concerted action from technology providers and policymakers, the digital revolution could lead to further homogenisation. It will be up to governments and other local authorities to ensure our high street grows sustainably, meeting the demands of the next generation of consumers while also providing places of community, relaxation and refuge.

Citations & References

[1] https://www.fortunebusinessinsights.com/micro-data-centres-market-104849

[2] https://www.gminsights.com/industry-analysis/micro-data-center-market

[3] https://www.collaborate-it.com/blog/why-the-micro-datacentre-market-is-going-macro

[4] https://www.cablinginstall.com/data-center/article/55236268/exploring-the-evolution-and-growth-of-the-micro-data-center-industry

[5] https://www.mckinsey.com/industries/technology-media-and-telecommunications/our-insights/investing-in-the-rising-data-center-economy

[6] https://www.edgeir.com/service-directory/micro-modular-data-center

[7] https://www.zelladc.com/insights/why-retail-needs-to-buy-into-the-micro-data-centre-revolution/ [

8] https://www.techdemand.io/insights/it-infra/datacenter-solutions/why-are-data-center-solutions-mission-critical-for-the-retail-industry/

[9] https://www.cognizant.com/us/en/insights/insights-blog/6-game-changing-retail-trends-2025

How to Connect Rural Britain

Wed, 23 Apr 2025 02:25:17 GMT

How to Connect Rural Britain and the Hardest-to-Reach Customers

The lack of rural connectivity in the UK has become a pressing issue , creating a digital divide that impacts individuals, businesses and farmers.

Modern society relies on digital services, and the lack of access to reliable, high-speed internet is a pervasive social issue that results in digital exclusion for communities, depriving them of fundamental services like online banking, health care, and education.

This lack of access has a further impact on social mobility, particularly when around 37% of workers in the UK spend at least one day a week working remotely.

In 2021 the Public Accounts Committee published a report on improving broadband which states ‘1.6 million UK premises, mainly in rural areas, cannot yet access superfast [internet] speeds’. Since then, we are happy to report that there has been some progress. As of early 2025, approximately 98% of all UK households have access to high-speed broadband (defined as speeds of 30 Mbps or higher) . In rural areas, that figure is 89% — a decent improvement in the last few years. However, the gap is larger when we consider gigabit speeds: only 52% of rural households can connect to gigabit-capable broadband, compared to 87% in urban areas

There is still a significant gap to plug, but things are moving in the right direction. This allows the focus to shift, in part, to the next phase: establishing a modern digital infrastructure which can support a digital-first strategy in public services, as well as encouraging local innovation, such as smart city programmes. The hope is that this infrastructure will drive inward investment which then create a virtuous circle, where as more infrastructure is built, more innovative businesses are attracted to the region, which in turn drives demand for more advanced infrastructure. In this article we look at the improvements in rural connectivity and the programmes and innovations which are most likely to have a social impact.

Connected North Conference 2025

Meredith Sharples chairing a panel on Rural and Hardest-to-reach at the Connected North conference in Manchester 2023

At the Connected North conference in Manchester, 23–24 April 2025, two of our digital infrastructure experts, Clive Quantrill (Senior Partner - Telecoms Strategy & Transformation) and Duncan Clubb (Senior Partner - Data Centres, Edge & Cloud), will be moderating panels on the impact of edge compute and solving the problems of alt-net post-integration operability. For more details see the Connected North agenda: https://www.terrapinn.com/conference/connected-north/agenda.stm

Closing the Digital Divide in Rural Areas

Local authority areas in England classified as ‘predominantly rural’ contribute around £253bn of Gross Value Added (GVA), which equals 15% of England’s total GVA (House of Lords Library, 2020).

Consequently, the push for greater connectivity and superfast internet is vital if we are to strive for growth—both economically and socially.

Covid-19 caused an abrupt shift towards digital service delivery and remote work, emphasising a need for access to digital technology and the skills necessary to apply for remote job opportunities. To prevent the growth of digital poverty, it is imperative to ensure that connectivity options, relative costs, internet speed and digital skills are levelled up — to give one example, internet speeds in some rural areas are so bad that farmers have to travel significant distances to a public library to apply for agricultural subsidies.

One of these major challenges is a lack of funding. With providers reluctant to invest in the digital future for the hardest-to-reach, who will bear the cost of ensuring equality across the country?

In 2020 the UK government announced Project Gigabit , a £5bn investment aimed at ensuring that 85% of premises have access to gigabit-capable broadband by 2025. Now that this hurdle is largely passed, the next phase is to connect the most remote to gigabit-capable broadband and continue building the digital infrastructure that will support the needs of modern services and future technologies such as 5G, IoT and edge computing. This is essential to protect the rural population from the social effects of a stark digital divide between urban and rural areas.

Unfortunately, significant barriers remain and exclude the hard-to-reach from large infrastructure projects:

The cost of laying fibre-optic cables can be up to 20 times higher than in urban areas. Home and farms are spread out, and legal permission is required to lay cable across large stretches of private or public land

Despite the UK government's efforts to simplify the planning process, with initiatives such as changes to permitted development rights and a new code of practice for telecoms infrastructure, many of these changes are still in their infancy

Infrastructure is not only more expensive to build, but also to maintain in remote environments

Limited competition between internet service providers (ISPs) in rural parts of the UK leads to higher prices and fewer options for residents

Recent Successes

While there is still a long road ahead, there is cause for optimism. In recent years industry experts, community-led projects and investment from enterprise and government programmes have been fighting the corner for the UK's rural communities.

National ISPs: Several significant initiatives are already underway to strengthen the North's digital backbone. BT, a major infrastructure provider, reports substantial economic impact in the region, including £4.1 million in GVA contribution, direct employment of 25,700 people, and support for a total of 49,200 jobs across the North. Their digital fabric strategy aims to connect industries and provide essential connectivity for innovative technologies.

Full Fibre Rollouts: Providers like Freedom Fibre and Quickline are actively expanding full-fibre networks across Northern England. Freedom Fibre, for example, is deploying fibre in North Shropshire and parts of Cheshire, while Quickline is connecting rural villages in Yorkshire and Lincolnshire with FTTP and 5G-powered fixed wireless access (FWA) technologies.

Altnets: Over 100 altnets now operate nationally, with 32+ Project Gigabit contracts awarded. Northern-focused providers like B4RN have connected 7,000 rural homes. By 2025, altnets were expected to pass nearly 14.25 million premises with full fibre infrastructure, covering about 50% of the UK's population. Additionally, altnets with fixed wireless access networks can reach up to two million more premises, mainly in rural areas.

Satellite: Connectivity has moved from trial to critical infrastructure in Northern England. In 2024, NHS North of England deployed Starlink terminals at 15 rural GP surgeries, slashing diagnostic delays in communities like Alston Moor (Cumbria). Meanwhile, Virgin Media O2’s Craster mast — backhauled via Starlink — now provides 250,000 annual tourists with reliable connectivity, boosting local revenue by 18%. With BT/EE and Amazon’s Project Kuiper launching rival services in 2025, the North is poised to eliminate ‘not spots’ by 2027.

Education: The region's five universities and higher education colleges are also playing a crucial role, producing 68,000 students studying STEM subjects and offering one of the highest proportions of computer science students in England. This educational pipeline is creating the skilled workforce needed to develop and maintain edge computing systems.

Community-Led Projects: Community-led initiatives such as B4RN (Broadband for the Rural North) have been instrumental in connecting thousands of rural homes in the North West. These projects often involve community participation and innovative funding models.

Fibre to the Mast (FTTM): FTTM remains a viable alternative to connect homes by fitting a discreet antenna that links to a nearby mast or repeater. FTTM technology has been around for a while now and in recent years it's been adopted by ISPs and government as an an alternative technology to connect remote locations. Installing masts is costly, but some providers are exploring ways to share the cost and have one mast serve several operators and functions.

Key Takeaway

Achieving better rural connectivity in rural areas requires a collaborative approach involving government funding and voucher schemes, regular oversight from local authorities, incentives for ISPs, and community-led projects.

ISPs may need to use a mix of technologies to reach remote locations and communities. They might also need to find ways to share the cost, via shared masts for example. It is also important that large infrastructure projects use technology solutions that will last and provide reliable and upgradable network access for the long-term; with maintenance costs and the impact of weather (in the case of satellite and masts) being a factor.

By all working together, we can ensure that residents and businesses in rural locations have access to fast and reliable internet that meets their needs and grants them the opportunities which they deserve.

Get in Touch

We have a range of strategy, digital infrastructure, project management, and integration consulting services geared towards regional ISPs, AltNets and the PSTN switch-off in 2027. If you have any questions or think you might benefit from one of our services, please do not hesitate to get in touch using the form below.

Sources

https://bbcmag.com/uk-altnet-fiber-to-reach-1-million-premises-by-2025/

https://totaltele.com/vmo2-bring-connectivity-to-rural-notspot-with-starlink/

https://assets.publishing.service.gov.uk/media/67d8842d9dc953ac3bfe937f/5_Connectivity_and_Accessibility_11_02_2025_0325vers.pdf

https://superfastnorthamptonshire.net/project-delivery/project-gigabit/

https://business.bt.com/content/dam/bt-business/pdfs/public-sector/industries/local-government/bt-enabling-the-north-of-englands-digital-future.pdf

https://investnortheastengland.co.uk/sectors/digital-and-tech/

https://www.datacenterdynamics.com/en/opinions/the-altnet-market-faces-challenges-but-market-collaboration-is-offering-a-path-forward/

https://www.computerweekly.com/news/366602532/UK-altnets-fibre-optic-overbuild-risking-rural-connectivity

Cell Towers in Space: Satellite-to-Cell Technology

Wed, 16 Apr 2025 20:58:38 GMT

"Is it Snowing in Space?!"

“Is it snowing in space?!” Asks a disgruntled Bill Murray in the film Groundhog Day when he is told that he cannot call out from the snowbound town of Punxsutawney, Pennsylvania. If there is a remake, Bill might not have to worry: signal dead zones may soon be a thing of the past due to recent advancements in satellite technology.

Whereas the old picture of satellite communications was a scientist in the wilderness with a big clunky antenna, these days the technological payload is all in space. Recent advancements such as Low Earth Orbit (LEO) satellites, advanced beamforming, and the use of mobile spectrum bands means that any phone supporting 4G LTE can potentially receive satellite data directly.

This integration of satellite and terrestrial networks is set to reshape the mobile industry, creating both opportunities and challenges for traditional mobile network operators (MNOs) and mobile virtual network operators (MVNOs).

In this article we give an overview of the technological advancements, the major players in the market, and then consider the effects this will have on traditional wholesale mobile market structures; concluding with the emerging opportunities for new revenue and growth.

The Evolution of Satellite Connectivity

Historically, satellite communications operated independently from terrestrial networks, serving specialised markets with limited scalability and high entry barriers. However, recent advancements, particularly in Low Earth Orbit (LEO) satellite technology, have dramatically altered this scenario. The most well-known example is obviously SpaceX, which has played a pivotal role in democratising space: reducing barriers to entry and making satellite connectivity more scalable, performant, and accessible.

SpaceX and other companies have found innovative ways to dramatically reduce costs.

Since Sputnik 1 in 1957, launching payloads into space has been prohibitively expensive, with costs exceeding $100,000 per kilogram in the 1960s and averaging $16,000/kg for heavy payloads from 1970 to 2010. SpaceX’s innovations have brought these costs down through reusable rockets, vertical integration, economies of scale, and advancements in materials and manufacturing processes: leading to price points as low as $100 per kilogram in recent years. However, cost is just one of the barriers.

The real gambit has been provided by Low Earth Orbit (LEO) satellites, which typically orbit at altitudes ranging from approximately 160 to 2,000 km and offer low-latency, high-speed connectivity — making them ideal for real-time applications and direct-to-device communications. The latest generation of technologies now enable LTE mobile phones to connect directly to satellites without specialised hardware, marking a significant milestone in mobile communications.

The Major Satellite-to-Cell Players

While SpaceX's Starlink has garnered the most attention, several other major companies are actively developing satellite-to-cell technologies and forming strategic partnerships with terrestrial mobile operators.

As of April 2024, Starlink had established 15 partnerships with mobile carriers globally — including T-Mobile in the US. T-Mobile has structured its beta program to begin with text messaging capabilities, gradually expanding to include picture messages, data connectivity, and eventually voice calls. As of February 2025, it is reported that 7,086 Starlink satellites are in orbit, with 7,052 being operational.

AST SpaceMobile has emerged as a significant innovator, achieving a historic milestone in April 2023 with the first-ever two-way voice call directly with an unmodified smartphone, via their BlueWalker 3 satellite. AST SpaceMobile launched its first five commercial satellites, the BlueBird 1-5 mission, on September 12, 2024, aboard a SpaceX Falcon 9 rocket.

Lynk Global represents another significant player. In a recent expense report, it revealed that each satellite costs around $400,000 to build and up to $815,000 to launch into space. They hope to have up to 1000 satellites (for full continuous broadband coverage) in orbit by 2025 and 32 mobile network operator (MNO) partnerships by the end of 2025. The company has successfully demonstrated text messaging capabilities from satellites to standard cellular devices and continues to expand its constellation and service offerings.

Huawei has partnered with China Telecom to demonstrate satellite-to-phone messaging capabilities, while Apple has worked with Globalstar to implement emergency satellite messaging features in recent iPhone models.

Implications for Traditional Wholesale Mobile Market Structures

Traditionally, the wholesale mobile market has been structured around MNOs, MVNOs, and wholesale aggregators. Revenue streams have typically included MVNO wholesale pricing, and IoT and machine-to-machine (M2M) solutions. However, the rise of satellite-to-cell technology poses potential threats to this established model.

Disintermediation of MNOs and MVNOs

Satellite-to-cell connectivity introduces the potential for disintermediation, where control traditionally held by MNOs could become fragmented across multiple parties in the value chain. As satellite providers increasingly offer direct-to-device services, traditional operators risk losing their central role in network management and customer relationships.

Pricing Pressure on Wholesale Markets

The increased availability and competition from satellite connectivity providers could exert downward pressure on wholesale pricing. As satellite services become more affordable and accessible, traditional wholesale providers may face challenges in maintaining their pricing structures and profitability.

Competitive Pressure in IoT and Enterprise Applications

Satellite connectivity is particularly well-suited for IoT and enterprise applications, especially in remote or challenging environments. As satellite-to-cell technology matures, traditional wholesale providers may face intensified competition in these segments, necessitating strategic adjustments to remain competitive.

Emerging Opportunities in Satellite-to-Cell Connectivity

Despite these challenges, the integration of satellite connectivity into mobile networks also presents substantial opportunities for innovation and growth. Forward-thinking operators can leverage satellite-to-cell technology to develop new business models and revenue streams.

Hybrid Terrestrial-Satellite Subscription Models Providing Ubiquitous Connectivity

Operators can offer hybrid subscription plans that seamlessly integrate terrestrial and satellite connectivity. Such models provide customers with uninterrupted coverage, enhancing user experience and creating differentiated service offerings.

Wholesale Satellite Resale for MVNOs

Satellite-to-cell technology opens new avenues for MVNOs to expand their service portfolios. By reselling satellite connectivity, MVNOs can offer enhanced coverage and reliability, particularly in underserved or remote regions, thereby attracting new customer segments.

IoT and Enterprise-Focused Applications

Satellite connectivity is a natural fit for IoT and enterprise applications, such as remote monitoring, asset tracking, and industrial automation. Mobile operators can forge strategic partnerships with satellite providers to deliver specialised solutions for these markets, tapping into new revenue opportunities.

Emergency-Only and Disaster Recovery Plans

Satellite-to-cell technology can play a crucial role in emergency and disaster recovery scenarios, providing a reliable backup to terrestrial networks when they are unavailable or overwhelmed. Operators can develop emergency-only plans that leverage satellite connectivity to ensure critical communications during crises.

Conclusion

Satellite-to-cell technology represents a convergence of space and terrestrial communications systems that promises to fundamentally alter global connectivity markets and players. The dramatic reduction in launch costs by a factor of 20 has enabled the deployment of massive satellite constellations that were previously economically unfeasible.

The competitive landscape continues to evolve rapidly, with SpaceX, AST SpaceMobile, and Lynk, and traditional telecommunications companies all pursuing various technological approaches and business models. Commercial text messaging services are already becoming available through beta programs, with video calling capabilities demonstrated and voice calls progressing toward wider availability. The integration of 5G standards with satellite networks continues to advance through collaborative industry initiatives, with projections of a $50 billion market by 2032.

As this technology continues to mature throughout 2025 and beyond, it promises to eliminate mobile dead zones and create new application possibilities that were previously unimaginable.

The future of mobile communications is undoubtably hybrid: blending terrestrial and non-terrestrial networks into seamless connectivity solutions that follow users wherever they go. This has wide reaching implications for connectivity in remote and isolated regions, and offers perhaps the fastest and most cost-efficient route to bridging the digital divide.

It will also transform how we respond in disaster zones and hazardous areas — increasing the ability to protect and save lives with faster and safer humanitarian and emergency services.

Why SaaS Providers Shouldn’t Upsell Essential Security Features

Wed, 09 Apr 2025 08:10:22 GMT

What Problem do Too Many SaaS Providers Have in Common?

Many SaaS security providers have a history of treating important safety and security features as something to upsell. This raises the important question of whether a software vendor has a moral responsibility for the secure operation of their solution.

In this article, we explore the implications of treating important security and safety features as an upsell, using Boeing as a test case of where this can go wrong.

The Case of Boeing and the Aviation Industry

The case against Boeing is emblematic of a more systemic issue across the aviation industry, and many other industries. The public became aware of this issue under tragic circumstances when the Lion Air and Ethiopian Air Boeing 737 Max airliners crashed in 2018 and 2019 respectively. According to the widely quoted New York Times article , the crash could have been avoided if the pilots had access to two safety features that were sold by Boeing as optional extras.

According to the incident reports, at the root of the incident were the angle-of-attack sensors. These mechanical sensors operate in a similar fashion to a weathervane to measure whether the aircraft’s nose is pointing above or below the direction of airflow. Being mechanical, they may be prone to malfunction, perhaps jamming after having been installed incorrectly — as was believed to be the case for the Lion Air aircraft . The system that led to the aircraft’s demise, which identifies the risk of the aircraft stalling, only listened to one of the sensors. A difference in the signal being sent by the two sensors was not recognised by the anti-stall system; and the instruments that would have alerted the pilots to the conflicting signals were upsell items.

This wasn’t a fancy, nice-to-have bell or whistle that makes the flight more comfortable, efficient, or profitable. It is an underlying safety feature of the aircraft. If there was no safety requirement for the redundancy of two sensors, it is difficult to see why there would ever be more than one.

Boeing has now addressed the issue, and the anti-stall system listens to both sensors, responding safely in the event of conflicting signals. It should also be noted that the investigation identified pilot error and deficiencies in the training that contributed to the disasters (and this will be relevant to our points regarding many SaaS product decisions as well).

The SaaS Parallels

Cloud-delivered Software as a Service (SaaS) has revolutionised the tech industry, and catalysed a phenomenal level of innovation and growth. It has enabled new software capabilities to be brought to market faster than ever before, and facilitated the ability to reach a scale with costs defrayed across multiple customers that would have been unimaginable 30 years ago. However, the benefits of being able to access a service from anywhere, at any time, by anyone also presents significant risks. The ‘anyone’ can be a malicious party operating outside of the reach of law enforcement or extradition. As a result, there are clear commercial responsibilities placed on SaaS providers to secure their infrastructure from attack, and those that do not are unlikely to last long in the marketplace.

But just like the aviation industry, there are different flavours of security, and different perceptions of what is considered essential. Taking due care and applying due diligence to ensure that the platform itself is adequately secured from a direct attack is clearly the vendor’s responsibility – but what about those elements of security that relate to risk owned by their customers?

One key element of customer risk relates to the security of a user’s password. It is their responsibility to make sure they choose a long and random string drawn from upper case, lower case, numerical, and special characters (if allowed). It is also their responsibility to ensure that they do not ever use the same password for multiple applications or services.

But, we know that compromised credentials is a common failure mode. Just because it is the user’s responsibility to mitigate this risk, this doesn’t mean that system developers do not also have some mutual responsibility to make it easier for the user to exercise that responsibility; controls have been developed specifically for that purpose. The most obvious ones are Multi Factor Authentication (MFA, or 2FA), and Single Sign On (SSO). With MFA, we improve the security of the credentials by also verifying that the user is in possession of their trusted device before we trust them at sign in. With SSO, we minimise the number of credentials and accounts to manage by federating with a single corporate account; we can then concentrate our effort to secure that corporate account rather than spreading our resources thinly. Both are relatively easily implemented these days, particularly in the case of SSO where the OAuth protocols are widely offered by Identity Providers. Once implemented, both are essentially free to operate, particularly if MFA uses an Authenticator app rather than SMS text messages.

SaaS providers recognise that this security is important, and they will frequently implement MFA and SSO controls into their applications to meet that customer demand. But, too frequently, we see them only offered as part of the more expensive subscription options. This element of security is not enhancing the vendor’s core proposition; it is not making their offering more functional, better looking, or more efficient for their users. It is just making it more secure, and therefore to treat it as an item to upsell comes across as price-gouging rather than the responsible application of good security practice. It is almost as though these vendors have run out of innovative bells and whistles that their clients would value in their core product, so they have had to resort to undermining the security of their cheaper options in order to encourage their customers to pay for their more expensive ones.

It is equivalent to a bank only using the CSC code on a card to secure transactions for customers who pay for their premium banking services, because, after all, it is the customer’s responsibility to protect their card details.

Conclusion

What we have described here is not universal, and probably is not even representative of the majority of SaaS providers. But, when you are reviewing a new service, we urge you to take a closer look at what security your provider is charging extra for. If low cost, high value security controls are being upsold, then you may want to consider what other security good practices are not being considered essential.

For more information about our cyber security consulting services and Secure by Design principles in action, please contact Tom Burton, Partner for Cyber Security, using the form below.

BT Gives a Call to Action for CNI Providers to Switch Over to Digital Services

Thu, 03 Apr 2025 10:20:54 GMT

As the UK's ageing copper landline network becomes increasingly unstable, Cambridge Management Consulting reports that BT is urging Critical National Infrastructure (CNI) providers to expedite their transition from analogue to digital voice. With the Public Switched Telephone Network (PSTN) nearing the end of its life, organisations face significant risks if they delay planning and execution for this essential upgrade.

Recent data indicates that 60% of CNI providers in the UK still lack a strategic plan to migrate from the legacy analogue network. This statistic underscores an urgent need for action to safeguard essential public services, such as healthcare, water, energy, emergency services, and government operations. The transition is not merely a technological upgrade; it is a once-in-a-generation programme to future-proof communications and improve service reliability.

The PSTN, our communications backbone for over a century, is becoming increasingly prone to faults and difficult to maintain, with recent reports showing a 45% increase in significant resilience incidents. The impact of this transition is wide-reaching, affecting critical systems such as telemetry monitoring sensors, emergency phone lines, telecare alarms in hospitals and care homes, CCTV, intruder and fire alarms and older EPOS machines.

As the below graphic shows, a broad spectrum of devices and services will be affected by the analogue switch off, including ISDN, ASDL and Fibre to the Cabinet (FTTC) broadband services. The majority of organisations are almost certainly in the dark when it comes to common knowledge of all of the devices affected, lacking the internal expertise and records to identify and audit complex, interrelated legacy systems.

Delaying your PSTN Transition Could Impact Lives

The upcoming switch-off of legacy services will have far-reaching implications, extending beyond voice calls to impact security systems, health and well-being, and the complex network connecting equipment reliant on these services. Delaying action will only exacerbate the challenges, as several factors could significantly increase the complexity of the transition.

Key considerations include:

Number and Location of Sites : A larger or more dispersed footprint adds logistical challenges.

Supplier Involvement : Managing multiple suppliers and contracts can complicate coordination and timelines.

Accuracy of Records : Outdated or incomplete records will hinder effective planning and an audit of equipment.

In-house Expertise : Limited resources or legacy knowledge may slow progress.

Application Variations : Bespoke solutions may be required for non-standard use cases.

Procurement Challenges : Finding new suppliers, contract management, cost reduction; and installation and housing—as well as the removal of redundant equipment.

Budget Control : Adequate funding is essential to cover the cost of changes, including a team to manage the process.

Proactive planning is essential to mitigate these risks and ensure a smooth transition. Organisations that act now will be better positioned to navigate the complexities, avoid disruption, and future-proof their operations.

How We Help Private & Public Organisations to Prepare

Cambridge Management Consulting offers a comprehensive suite of services designed to assist CNI providers in managing this transition efficiently and cost-effectively. Our team of experts is ready to conduct thorough reviews of technology estates, test device compatibility with digital networks, and guide organisations through the switch to more stable and secure connectivity solutions by the end of 2025.

The benefits of moving from analogue to digital networks are substantial, including enhanced stability, security, and operational efficiency. Digital networks offer faster speeds, improved scam protection, and the flexibility to make and receive calls from multiple devices using a single number. These advancements not only safeguard operations but also position your organisation for future growth and innovation.

We urge all CNI providers and all local authorities to act now, rather than wait until the switch-off deadline. By proactively engaging with our consultancy services, organisations can mitigate the risks associated with outdated infrastructure and embrace the long-term benefits of digital transformation.

For more information on how Cambridge Management Consulting can assist with this transition, please contact us to discuss our bespoke solutions designed to reduce costs and allow you to retain focus on day-to-day operations.

Get in touch to discuss your needs and find out more.

Read the original article here .

Our View: New UK Government Guidance on Multi-Region Cloud & SaaS

Thu, 27 Mar 2025 15:49:30 GMT

Well Intended Guidance Leaves more Questions than Answers

The UK Government Digital Services – part of the Department for Science, Innovation and Technology – has recently published guidance for how the public sector should adopt a multi-region approach to cloud technology. At first sight this appears encouraging. Any unnecessary constraints on hosting arrangements (or any other non-functional requirements) reduce the available market of providers, constrain competition, and therefore inevitably reduce value for money. If parts of Government, whether central, regional or local, have felt that everything must be hosted in the UK then it makes sense to produce guidance that clarifies this perception and helps to open their options up.

But for guidance to be useful it should guide. It should make it easier for people to take actions that they previously would have discounted. The guidance in this case, which at 1420 words is almost as short as this article, probably leaves the reader with more questions than answers. It may reveal some unknowns, but without increasing certainty.

The Guidance in a Nutshell

A summary of the guidance is as follows:

Look wider than UK: Many cloud solutions may not offer UK hosting, particularly new innovative solutions that haven’t scaled up yet. Irrespective, their staff are likely to be distributed around the world if the service is supported 24/7. There may also be other benefits in looking wider than UK hosting, such as enabling better business continuity and disaster recovery options if the vendor only has one UK site.

Get legal advice: Before you even consider a non-UK option you need to seek advice from your own legal advisors and your Data Protection Officer (DPO).

Ensure compliance with ICO guidance: Before you even consider a non-UK option you need to check and make sure that any international transfer of personal data will be compliant with the Information Commissioner’s Office (ICO) guidance, and you should get further guidance from your own legal advice and DPO.

Do a full review of vendor security: Before you even consider a non-UK option you need to make sure the vendor and solution are compliant with your own security policies.

In a nutshell, it says: 'you should consider options outside of the UK but only if you have checked everything is legal and secure'. This seems to be verging on a statement of the obvious; the real difficulty in going offshore is covering all of the legal, regulatory and security compliance aspects.

Adequacy is a Moment in Time

On point 3, the guidance points out data protection compliance is easier if the country in question is considered by the ICO to be adequate – having equivalent regulations for data protection to the UK. Sound advice. But even this is not that simple. For instance, the USA is not considered adequate unless it is under an extension of the EU-US Data Privacy Framework. This framework is dependent on an Executive Order that the Biden administration put in place, and it is entirely possible that it will be revoked by the current administration. If such an action was taken, or if for any other reason the EU decides that adequacy is no longer met (also not unlikely given Herr Schrems has achieved this twice already and has stated he plans to challenge the DPF), then the vendor will no longer be considered compliant.

Consideration is Far Wider than Residency

Security is far wider than data residency though. This is where point 4 both states the obvious and understates the complexity. Managing risk in the supply chain is inherently difficult. Cloud providers, and particularly SaaS solutions, aggravate this challenge by an order of magnitude. By their nature they are solutions designed for a broad and varied range of customers. This means they will always involve compromise. If they tried to meet the most demanding requirements, they would price themselves out of the scale marketplace. If they went for the lowest common denominator, they would be unable to meet the requirements of the majority. An individual customer can rarely dictate a specific security requirement for themselves.

They are also highly opaque. The vendor presents their service as a black box. The features delivered to the customer are defined, but much of the underlying design and the means the vendor uses to manage it in operation are hidden. This makes assessing the risk far more of a judgement call than when the design and delivery is conducted under your control. Depending on the supplier, and the leverage that the customer has over them, it may be possible to get some information and assurances; but the right questions need to be asked, and the answers need to be interpreted correctly. Third party certifications and audits, such as the ISO27000 series of standards or the SOC1, SOC2 and SOC3 reports, can also provide some additional assurances. But only the customer will be able to decide the extent to which they can mitigate the risk, and the confidence they have in the supplier to manage their own. This is a business decision informed by the specifics and nuances of the risks being considered.

Summary

It is important to minimise the non-functional requirements and keep an open mind about potential solutions and vendors. This includes looking wider than just the UK when national security requirements are not paramount. But this is not something that can be distilled onto a single sheet of A4 in any meaningful way. Yes, there are legal and regulatory issues that need to be reviewed. And geopolitical risk needs to be factored in, considering how you would respond to future external changes that are outside of the UK’s control.

But from experience, the greatest challenge is getting comfortable that the vendor’s organisation and their solution have adequate security – this applies equally whether the solution is hosted in the UK or overseas. The SaaS world is opaque, and balances priorities across a broad and varied customer base. The public sector needs to increase its adoption of cloud and SaaS solutions to remain efficient and relevant, in the same way that the private sector has had to. But the route to responsible adoption is more nuanced, requiring candid conversations with suppliers, and ultimately an informed but subjective judgement by the customer’s leadership.

Sources/Links:

DSIT Guidance for Multi-region cloud and software-as-a-service ↩︎

ICO Guide to International Transfers ↩︎

Executive Order (E.O.)14086 of October 7, 2022, on Enhancing Safeguards for United States Signals Intelligence Activities ↩︎

Note: This article originally appeared on Tom Burton's personal blog at https://digility.net/insights/

APPG Report Summary: 'Care to Connect: Public Switched Telephone Network (PSTN) Migration'

Tue, 25 Mar 2025 20:43:28 GMT

The Digital Communities All-Party Parliamentary Group (APPG) shared the ‘Care to connect: Public Switched Telephone Network (PSTN) Migration’ report with key parliamentarians on Monday at a launch meeting on Parliament Street. This report highlights key recommendations for managing the ongoing Public Switched Telephone Network (PSTN) migration, focusing on protecting vulnerable residents and ensuring effective solutions.

Here are the major takeaways for local government and communication providers:

Data-Sharing Agreements (DSAs)

DSAs between communication providers (CPs), local authorities, and telecare providers are crucial for identifying vulnerable residents during the migration.
Challenges include inconsistent responses from local authorities and fragmented approaches across CPs.
The APPG recommends all local authorities and housing associations sign DSAs, regardless of progress in digital switchover, to promote uniformity and resident safety.

Telecare Devices

The sale of analogue telecare devices must end, as these can leave residents unsupported during the transition.
The government, in collaboration with the TEC Services Association (TSA), should enforce higher standards (TEC Quality’s Quality Standards Framework) across the telecare industry to achieve robust digital migration practices.
Financial support for local councils is critical to replace outdated telecare devices and prevent double costs.

Battery Backup Solutions

Existing guidance from Ofcom, requiring one-hour resilience for power cuts, is insufficient. The APPG recommends increasing power backup requirements to at least 4 hours in homes and 6 hours for fixed networks.
Communication and energy providers must jointly create resilient power solutions, particularly for vulnerable residents reliant on telecare devices.
A multi-sector priority service register should integrate communications and energy service protection for those at risk.

Sunset of 2G and 3G Networks

UK mobile network operators plan to stop supporting 2G and 3G networks by 2033, with some networks already switched off.
There are cases where local authorities and residents have purchased telecare devices using 2G/3G SIM cards, as a lower-cost, interim solution — these devices will need to be replaced again, posing double replacement costs for local authorities and additional risks to residents.
The government should stop the sale of analogue devices and accelerate efforts to prevent the redeployment of outdated telecare alarms.

Summary

We welcome these recommendations alongside the December 2023 PSTN Charter, the Telecare National Action Plan and the PSTN Non-voluntary Migration Checklist. The conclusions make it clear that coordination between local and central government, industry regulators (such as Ofcom and Ofgem), and communication providers (CPs), as well as significant investment in digital teams at a local level, are essential goals to ensure a safe and inclusive digital switchover for all vulnerable residents and telecare users.

Read the full report here: https://digitalcommunities.inparliament.uk/care-to-connect-public-switch-telephone-network-migration-report

About the APPG

The Digital Communities APPG is a cross-party group of parliamentarians, with the aim to promote the delivery of digitally equipped places that support and foster a connected, healthy, and productive community. This includes the creation and maintenance of sustainable digital infrastructure, as well as providing residents with equal opportunity to thrive in a digital world. The LGA provides the secretariat to the APPG.

Cambridge Management Consulting

Our Public Sector and PSTN teams can help local councils and other public bodies by providing strategy, financial planning, procurement, and project management services to ensure that you have a comprehensive transition strategy and accurate financial costing for the PSTN switch-off. We can help you follow the recommendations in this report by completing a full audit, signing DSAs with CPs and most importantly, protecting vulnerable service users.

Get in touch with Craig Cheney, Managing Partner and lead for Public & Education, to discuss a range of services which might suit your needs: ccheney@cambridgemc.com (or use the form below).

Act now, before time and resources run out.

The Real Financial Cost of Scope 3 for Businesses

Thu, 20 Mar 2025 16:26:40 GMT

What Do Your Scope 3 Emissions Have to Do with Inflation?

Scope 3 emissions cover everything outside your direct operations —the carbon footprint of your supply chain, purchased goods, logistics, business travel, and more. The higher your Scope 3 emissions, the more energy-intensive your supply chain is. And the more energy-intensive your supply chain, the more vulnerable you are to rising costs.

Think of it this way:

High Production Costs- If your suppliers are heavily dependent on fossil fuels, their production costs are rising fast

Price Volatility- If your supply chain lacks efficiency and resilience, price volatility will hit you harder

Locking in High Costs- If you’re not actively engaging with suppliers to reduce emissions, you’re locking in long-term cost increases that could have been avoided

Without accurate Scope 3 data and a clear engagement strategy , businesses are leaving themselves open to higher prices, lower margins, and greater financial risk .

Why Businesses Struggle with Scope 3

A major challenge is that Procurement and Sustainability teams often operate in silos:

Procurement teams focus on cost and supplier relationships but often lack deep sustainability expertise

Sustainability teams focus on compliance and decarbonisation but aren’t typically measured on financial performance

This disconnect means emissions reduction is rarely treated as a financial opportunity —when in reality, cutting carbon from your supply chain is also one of the most effective ways to reduce exposure to cost inflation.

The Businesses That Get This Right Will Lower their Costs

Leading organisations are already taking action. They are:

Gathering detailed Scope 3 emissions data to map out cost risks in their supply chain

Engaging suppliers to drive efficiency, reduce emissions, and lower costs

Building resilience by shifting towards lower-carbon, more cost-stable alternatives

The result? Lower long-term costs, reduced financial risk, and a competitive edge over those stuck with inefficient supply chains.

This is not just about sustainability compliance —it’s about smart financial decision-making.

If You’re Not Taking Action, You’re Losing Money

Every business will feel the impact of rising supply chain costs—but not every business will be prepared for them.

If you don’t have accurate Scope 3 emissions data and an effective engagement strategy, you are:

Paying more than you need to for essential goods and services

Exposing your business to long-term cost inflation

Missing out on opportunities to build a stronger, more resilient supply chain

The sooner you act, the better the outcome for your bottom line and the planet.

Is your business ready to take control of its costs?

>>> Get in touch with Cambridge Management Consulting and edenseven today <<<

About edenseven

edenseven is the sustainability-focussed sister-company of Cambridge Management Consulting.

We work with businesses across all sectors in multiple regions to deliver robust and deliverable net-zero strategies. The success of any strategy relies on its awareness of how changes in policy and subsidies can create both risks and opportunities for a business.

If you are a business trying to enter a new market or evolving in an existing market and would like to learn more about how edenseven can support you, please get in touch with the team at edenseven at info@edenseven.co.uk or use the contact form below.

Find out more about edenseven on their website: edenseven.co.uk

Customer Centricity: Leveraging Technology for Customer Satisfaction

Thu, 13 Mar 2025 09:30:34 GMT

Peter Drucker wrote in his book The Practice of Management (1954) that ‘it is the customer who determines what a business is’. This sentiment still firmly holds true today, as consumers increasingly expect personalised shopping experiences from aspirational businesses that desire to have a positive impact on the community, country, or world in some way. Across this series of articles, Daniel Fitzsimmons explores the role of customer-centricity as a mechanism to support the delivery of superior customer experience and business profitability.

In the first two articles in this Customer Centricity series, Daniel has established the foundations of what makes a truly customer-centric organisation, and how a business can be tailored towards ensured customer satisfaction. In the final article in the series, he takes this further to discuss how technological innovation can amplify these goals.

Digital Transformation – Technology Acceptance Model (TAM)

Technology is typically the most common interaction point for customers engaging with products, and is especially critical to the service industry. The banking industry has pioneered the digitalisation of services (Dube and Helkkula, 2015), with digital payment services and blockchain solutions. In a fiercely competitive environment, the creation of superior value requires increased insight into how customers experience value (Medberg and Heinonen, 2014).

Value can be typically defined as the ‘consumers’ overall assessment of the utility of a product based on perceptions of what is received and what is given’ (Zeithma, 1988). This concept can be extended to a value definition in the following forms:

Total Monetary Value – The amount a customer is prepared to pay for a product
Perceived Use Value – Defined by a customer’s perception (utility)
Exchange Value – Realised when the product is sold

Value can be enhanced through digital capabilities, marking technology solutions, and digital marketing strategies to support user acceptance.

Securing User Acceptance

One compelling approach to understanding how users may engage with a new technology is the TAM model. The TAM model suggests that Perceived Usefulness (PU) and Perceived Ease of USE (PEOU), define how a user will interact with a new product or service, i.e. if the product usefulness and ease of use can be communication, barriers to adoption can be mitigated. When developing new customer solutions, mobilisation of the TAM model is the engagement of consumers in product development, and inclusion of then construct of ‘user intent’ to inform product ideation.

Venkatesh et al. formulated the unified theory of acceptance and use of technology (UTAUT). This model was found to outperform other models (Adjusted R square of 69 percent), and is worthy of further investigation in terms of its ability to predict user acceptance of new technology solutions.

Experimentation

Technology should function as an enabling mechanism to support experimentation in the creation of products and services, and increased alignment with prospective customers. Experimentation, which from an engineering perspective represents ‘continuous improvement’, allows businesses to see what does and doesn’t resonate with target personas, iterating towards a value proposition that will drive superior customer engagement and subsequently an increased % of the customer wallet.

Booking.com runs more than 1,000 tests simultaneously to fine tune its offering specific to a user profile, behaviours, and characteristics. Experimentation and the subsequent data generated provides a meaningful base from which to make decisions, thereby negating ‘strong opinions or the HiPPO mentality, which is often pervasive in organisations.

For experimentation to be successful, leadership needs to create a culture of curiosity in the business, supported by organisational design and the psychological safety to try and fail.

Digital continuity provides an exciting opportunity to enhance the customer voice in product development. Real time data availability provides instant insight into consumer preference, which can be used to support product development and increasingly personalised product offers. Through the experimentation cycle, digital prototypes can be rolled out quickly to support the product innovation cycle. For experimentation to be successful, customer requirements should be integrated into business operations to create an industry-aligned value proposition (Ohmae, 1988).

Conclusion

Throughout this three-part series, I have demonstrated the importance of customer-centricity as a critical way to ensure success. In this article specifically, I have covered how to leverage technology – a power that is already prevalent and constantly evolving – to best support this venture. Building upon the TAM model, technology can be used to facilitate enhanced customer satisfaction, consequently spurring innovation and growth.

A Wave of Change: The Trafalgar Saints Surf Club in South Africa

Fri, 07 Mar 2025 10:11:07 GMT

Funds donated by Cambridge MC supplied some new equipment, including new boards.

Surf for Lives

Royden Bryson, ex professional surfer on the WCT, supported by Mary-Lou Pasquier and Sue-Anne Pearson, has founded a non-profit company dedicated to supporting children in underprivileged communities in South Africa, called Surf for Lives.

The initiative starts with passionate young surfers and culminates in independent adults with sustainable careers.

The mission of Surf for Lives is to provide these children with a safe and nurturing environment where they can enjoy surfing during their youth, while guiding them as they transition into adulthood and explore career opportunities enabled by their ocean-based skills. Surf for Lives continually collaborates with local authorities and organisations to identify diverse pathways to success. These opportunities may include, but are not limited to, lifeguarding, working with the Sharks Board, or joining the South African Marines. The associations unwavering dedication to these children reflects a long-term commitment to fostering positive change. One of the clubs supported by Surf for Lives is the Trafalgar Saints Surf Club, helping children in the Bhokodisa Community, South Africa. We look at the important life-changing activities run by the club and the incredible social impact it creates.

The Trafalgar Saints Surf Club: A Lifeline for Children in the Bhokodisa Community

The Trafalgar Saints Surf Club embodies the profound impact of community and the transformative power of sport. This remarkable charity and surf club serves as a lifeline for approximately 20 to 30 children from the impoverished Bhokodisa community in KwaZulu-Natal, South Africa.

Situated about 150 kilometres south of Durban, near the picturesque main beach of Trafalgar, the club offers far more than just surfing lessons; it provides a sanctuary, mentorship, and pathways to a brighter future. For the past few years the club has been successfully guiding and supporting local children to take part in provincial surfing trials and developing mentorship programmes to assist them in joining the South African Navy. The club's unwavering dedication to these children reflects a long-term commitment to fostering positive change.

Catching a Break

The Trafalgar Saints Surf Club operates as a refuge for the children of the Bhokodisa community, recognised as one of the most impoverished areas along the lower South Coast of KwaZulu-Natal. The children who participate in the club hail from a community beset by violence, substance abuse, and pervasive social challenges.

For these young individuals, the club transcends the role of a mere surf school; it stands as a beacon of hope, a place to learn important skills, build self-confidence and escape the harsh realities of their daily lives.

The club's core mission is to provide comprehensive support through:

Swimming and Surfing Instruction: The club imparts essential swimming and surfing skills, fostering a vital connection to the ocean and enhancing the children's confidence.

Mentorship and Guidance: The club offers mentorship on educational aspirations and critical life choices, steering the children towards positive futures.

Safe and Supportive Environment: The club ensures a secure space where children can spend their time, free from the negative influences that permeate their community.

Skill Development and Confidence Building: Through various activities, participants cultivate valuable skills and a robust sense of self-worth.

Creating New Opportunities: The club actively seeks to inspire children to envision and pursue futures that extend beyond their current circumstances.

Maxing out the Impact

The Trafalgar Saints Surf Club profoundly enhances the lives of the children it serves, offering a myriad of opportunities and positive impacts. These include:

Escape from Adverse Conditions: The club provides a reprieve from the challenges of their impoverished community, offering a day at the beach, away from violence and substance abuse.

Development of Essential Life Skills: Children learn to swim and surf, gaining confidence and resilience in the ocean while acquiring vital life skills.

Mentorship and Positive Role Models: Through guidance, children receive support in developing life skills and educational goals, paving the way for a brighter future.

Pathways to Sustainable Employment: The club encourages members to pursue careers as professional lifesavers, enabling them to support their families and uplift their communities. This opportunity can empower many children to become the primary earners for their households.

Competitive Surfing Opportunities: The club facilitates participation in provincial surfing trials, instilling goals and a sense of achievement that motivates children to strive for excellence.

Support to Join the South African Navy: The club assists children in exploring opportunities within the South African Navy, offering further avenues for a promising future. This pathway represents a significant chance for these children to escape seemingly hopeless situations and embrace a new world of opportunity.

Fighting the Tide

Despite its noble mission, the club grapples with substantial challenges, primarily stemming from the severe poverty and scarcity of resources within the Bhokodisa community:

Limited Access to Resources: The club continually struggles to secure sufficient equipment and surfing accessories for the children, who must make do with what is available.

Unmet Basic Needs: Many children trek barefoot for 10 to 12 kilometres to reach the beach each weekend, often surfing with minimal food. The club faces ongoing challenges in addressing these basic needs.

Financial Constraints: Relying on donations and funding, the club must navigate various financial hurdles to sustain its operations and support the children effectively.

Carving Out a Future

The Trafalgar Saints Surf Club collaborates closely with Surf For Lives, a non-profit organisation dedicated to supporting its mission. Additionally, a separate NPO has been established by Royden Bryson, Mary-Lou Pasquier, and Sue-Anne Pearson to raise funds and bolster the club's efforts. There are several meaningful ways for the public to make a tangible difference in the lives of these children.

We list here several ways you can help out today. Please get in touch using the contact form below if you would like to make a donation or find out more.

Donations for Equipment and Supplies: Urgent funds are needed to purchase surfboards, wetsuits, and other essential gear. Contributions can also help provide basic necessities like food for the children during their time at the beach.

Long-Term Financial Support: The NPO seeks sustained financial contributions to ensure the club's viability for future generations. Donations can assist with operational costs, including transportation, coaching, and mentoring programmes.

Awareness Campaigns: Help raise awareness for the club through social media and at the PTC 2025 conference, sharing the stories of these children and the impactful work of the Trafalgar Saints Surf Club.

Mentorship and Skill Sharing: If you possess relevant experience or skills, consider offering mentorship or training to the children and the club organisers.

Surfs Up

The South African Junior Surfing Championships at Jeffreys Bay

The Trafalgar Saints Surf Club recently participated in the South African Junior Surfing Championships held in Jeffreys Bay from September 24-29th 2024. The competition showcased the talents of young surfers from across the nation, and the club's representatives delivered commendable performances, embracing the competition with gratitude, respect, and enthusiasm.

As the championships concluded, a significant swell arrived on the final evening, prompting the decision to extend their stay. This allowed the boys to experience the renowned waves of Jeffreys Bay during one of the year's best swells—a memorable opportunity that will undoubtedly leave a lasting impression on them.

The success of this trip was made possible through the unwavering support of the Cambridge MC community, whose collective efforts helped create invaluable experiences for the aspiring surfers of the Trafalgar Saints Surf Club.

Thando Sashi (left), Kwanele Sashi (middle), and Okuhle Ngcungama (right) wait for their lift and then make a 12-hour drive to the competition.

Amkela Mgcina (left), Thando Sashi (middle) and Kwanele Sashi (right) get ready to hit the surf.

Thando Sashi (front) and Thando Sashi (back).

Staying in the Pocket

The long-term vision for the Trafalgar Saints Surf Club is to establish a self-sustaining entity capable of supporting children from the Bhokodisa community for generations to come.

The club's strategic plan includes:

Sustainable Funding: Securing consistent financial support is crucial for the club's ongoing operations and its ability to provide for the children. This includes raising funds to cover equipment costs and basic needs.

Developing a Robust Mentoring Programme: The club aims to create a structure that provides continuous mentorship and guidance to the children, helping them navigate positive life choices.

Expanding Employment Pathways: The club seeks to build upon its efforts in encouraging children to become lifesavers and join the South African Navy, thereby broadening their future possibilities.

Empowering the Community: The club aspires to empower both the children and their community, instilling a belief in their potential to effect positive change in their lives.

The Trafalgar Saints Surf Club stands as a inspiring example of how a community-based initiative can engender lasting change. By supporting this club, Cambridge Management Consulting pledges to help these children realise their potential and forge a brighter future for themselves and their families.

If you would like to support Surf for Lives, you can use this donation link: https://www.givengain.com/campaign/surfforlives

You can follow the Trafalgar Saints Surf Club on Instagram at: https://www.instagram.com/trafalgarsaintssurfteam/

A major aim in 2025 is to get these six boys their lifesaving qualification

Kwanele Sashi made it to quarter finals U14 SA Championships in 2024. This board will enable him to train and work towards participating again this year and who knows, maybe even win.

Red is also the Colour of our Carpet: Recent Awards Won by Cambridge Management Consulting

Tue, 04 Mar 2025 23:06:27 GMT

At Cambridge Management Consulting, we pride ourselves on building a consultancy practice that goes beyond traditional consulting. Our team is composed of specialist practitioners who have reached the pinnacle of their industries, bringing years—often decades—of hands-on experience to guide others in achieving exceptional results. This approach has established Cambridge MC as a consultancy powered by a network of diverse, proven expertise, consistently recognised for its impact and innovation.

Our consultants and their work have been honoured with numerous accolades, reflecting the value we bring to our clients and industries. For example, Zoë Webster, an expert in AI, Digital & Innovation, was named one of AI Magazine’s Top 10 AI Leaders in the UK & Europe, celebrated as a pioneer reshaping industries and societies. Similarly, Craig Cheney, Managing Partner, Marvin Rees, Board Advisor, and David White, Associate, were recognised with a World Economic Forum Award for Public Private Collaboration for their contributions to the Bristol City Leap project. Craig Cheney was made an Alderman of the City of Bristol, acknowledging his eminent services to the city; and just recently, Marvin Rees OBE was introduced into the House of Lords.

These achievements were further complemented by our success at the Consultancy Awards, where Cambridge MC proudly received awards in every category we were nominated for.

The Consultancy Awards

The Consultancy Awards, hosted annually by The Consultancy Growth Network, celebrate hard work, commitment, and innovation across the consultancy sector. Cambridge MC was honoured to receive three awards in recent years, recognising our contributions across key areas:

Digital Transformation: For our project management of a multinational oil and gas company, coordinating the development of a portfolio of high-priority EV charging hub sites in major cities.

Productivity Improvement / Cost Reduction: For delivering £10m in savings for a large UK online retailer in just 13 weeks, leveraging our expertise in procurement, contract, and vendor management.

Fastest Growing: Celebrating our 30% growth in revenue, 100% increase in geographies, and doubling the profit we donate to charity to 12%.

These awards are a testament to our commitment to delivering exceptional results for our clients while contributing to the industries we serve.

Celebrating Industry Excellence

While receiving accolades is always an honour, the opportunity to give back to the industries that shaped us is equally rewarding. Cambridge MC has been privileged to sponsor and judge several prestigious awards, recognising the talent and innovation that drive progress across telecommunications, technology, and connectivity.

ITP Telecoms Awards

As Platinum Sponsors of the ITP Telecoms Awards, hosted by the Institute of Telecommunications Professionals, we celebrated the achievements of individuals and organisations making significant contributions to the digital industry. Tim Passingham, Founder & Chairman of Cambridge MC, presented the Engineer of the Year award to Mike Mawson, Head of Fibre Innovation at Hyperoptic, recognising his exceptional work in advancing telecommunications.

Global Connectivity Awards

The Global Connectivity Awards, held at the O2 in London, marked its 20th year of honouring innovation across 40 categories, from technology breakthroughs to regional achievements. Cambridge MC’s Managing Partner, Charles Orsel des Sagets, joined the panel of 30 impartial judges, bringing over 30 years of expertise in fintech, cybersecurity, and connectivity to evaluate the finalists. This event highlighted the ingenuity shaping the connectivity industry and provided a platform to celebrate its brightest minds.

World Communication Awards

The World Communication Awards, now in its 25th year, continues to recognise excellence across telecommunications. Naaz Bax, Former Senior Partner and Chief of Staff at Cambridge MC, served as a judge and presented the prestigious Woman in Telecoms Award. This category celebrated the achievements of brilliant women in the industry, with the award going to Josephine Sarouk, Managing Director of Bayobab Group, for her invaluable contributions to telecommunications.

DCD>Global Awards

The DCD>Global Awards, held at Grosvenor House in London, celebrated talent and achievement in the data centre and telecommunications industries. Duncan Clubb, Senior Partner for Data Centres, Edge & Cloud, brought his expertise to the judging panel, evaluating finalists in categories such as the Edge Data Center Project of the Year. This event showcased the transformative impact of innovation in data centre infrastructure and edge computing.

A Legacy of Ingenuity

The awards, events, and individuals highlighted here reflect the wealth of expertise, innovation, and achievement that define the consulting, telecommunications, and technology industries. At Cambridge MC, we are privileged to contribute to these industries, whether by delivering impactful projects, receiving accolades, or celebrating the achievements of others.

As we look ahead, we remain committed to supporting and shaping the industries we serve, continuing to drive progress and innovation in the years to come.

The Impact of the PSTN Switch-Off on Property: Act before Services Cease to Function

Mon, 03 Mar 2025 13:32:07 GMT

In my discussions with building owners and occupiers about property technology, the conversation often centres on leveraging new technologies and existing data to enhance compliance, reduce costs and carbon emissions, and improve workplace experience.

Many people in the property sector share a common concern around the quality of data currently held on their buildings. This gap in record-keeping could pose significant challenges as the UK's Public Switched Telephone Network (PSTN) is retired in early 2027.

PSTN is the analogue telephone network that carries voice and data over copper wires. This legacy infrastructure is becoming increasingly costly and difficult to maintain, and it is unable to handle the data demands of modern telecommunications. As a result, BT and other UK phone companies intend to withdraw PSTN services by the end of January 2027.

Although records may not show it, many buildings rely on PSTN lines for critical services such as lift emergency calls, fire alarms, security systems, door entry monitoring and building management systems. Once PSTN is decommissioned, these services will cease to function without warning, potentially leading to safety compliance and security risks.

To mitigate these risks, building owners should proactively assess their exposure before PSTN services are discontinued. Identifying and replacing existing PSTN connections with future-proofed, and potentially more cost-effective, digital solutions is essential for business continuity. Building occupiers should also seek assurances from their landlords regarding these transitions.

At the Connected Britain Conference last year, the Minister of State for Data Protection and Telecoms, Sir Chris Bryant MP, highlighted the vital importance of digital infrastructure and cited the PSTN switch-off as a significant concern.

BT recommends that its business customers act before the end of 2025. The transition to digital alternatives including testing and commissioning could take 6-9 months. A critical first step is to carry out an audit to identify systems that rely on PSTN. This audit should identify all devices connected to the PSTN, their locations, their functions, and upgrade options.

I have been urging property owners and operators to develop and implement a programme of discovery and rectification as a priority. Without early and rigorous planning, the risks to safety, business continuity, and occupier experience are high. Also, as the switch-off date approaches, the costs of this work are very likely to increase significantly.

Cambridge Management Consulting has a team of PSTN experts, who can identify existing PSTN-based systems, procure replacement solutions and migrate your services, as well as identifying and implementing cost reduction strategies that become possible through the transition to digital solutions. We can also ensure your organisation avoids the risks to compliance, security and occupier experience when PSTN services are withdrawn as well as reaping the long-term benefits of going digital.

Partner Spotlight: Darren Sheppard

Fri, 28 Feb 2025 11:15:48 GMT

At Cambridge Management Consulting, we place just as much emphasis on the growth and development of our in-house industry experts and professionals, as the businesses and organisations that they work with. We do not hire consultants; we hire genuine practitioners with hands-on, demonstrable real-world experience – but we also make sure that doesn’t stop at the door. We ensure that our consultants get as much out of our partnerships and business ventures as our customers do.

One of our consultants who has experienced this growth and progression first hand is Darren Sheppard, recently made a Senior Partner for Contract Management & Digital Transformation. In this article, we are shining a spotlight on Darren’s numerous career highlights with Cambridge Management Consulting, including the delivery of multiple successful projects and award-winning cost saving programmes.

Darren Sheppard

With nearly 30 years of experience, Darren began his career as a collections agent, underwriter, and later a Credit Risk and Collections Manager for 20th Century Fox. Since then, Darren has occupied numerous senior consulting and senior management roles across Finance, Operations, Sales/Business Development and Commercial/Contract Management for major telecommunications companies such as T-Mobile, EE and BT. After establishing his own consultancy business, he was engaged by Sovereign Business Integration Group as Group Director of Operations.

Darren joined Cambridge MC in 2021 as a Partner to lead our Digital Contract & Service Management practice. Since then, he has delivered multiple complex and successful programmes for numerous high-profile clients and customers.

Throughout his career, his positions have seen him responsible for setting and delivering the strategy of each organisation, be it driving partner growth, managing stakeholder relationships, coordinating go-to-market, operations, and commercial management.

Contract Management, FTSE250 Financial Services Provider

In 2021, Darren began a programme with a FTSE250 financial services provider specialising in trading solutions to support the transition of two of their financial derivatives trading platform businesses. Throughout this, Darren was responsible for reviewing the TSA document and all associated Vendor Contracts, negotiating with the vendors on a continuation and/or transfer of agreement post-closure and throughout the term of the TSA. Due to his proficiency, Darren and the team were able to deliver this TSA programme six months early and significantly under budget. You can read more about this project here .

Following the success of Darren’s work, this financial services provider continued to engage Cambridge MC to support their Strategic Partnerships & Commercial Management. In reviewing their current processes and modernising as appropriate, together with assessing strategic supplier contracts to align their KPIs with business goals, Darren helped to establish a set of processes to help his client reach their business goals.

Deputy COO, Management Consultancy

Between the summers of 2022 and 2023, Darren occupied the role of Deputy Chief Operating Officer for a management consultancy, overseeing strategic planning, project management, and operational efficiency initiatives. During this time, Darren designed and implemented a lifecycle workflow for managing engagements, ensured effective contracting, and successfully delivered the implementation of ISO 27001 standards.

COO, Environmental Air Quality Monitoring

Alongside the above interim role, Darren was engaged to occupy the role of COO for IKNAIA, an environmental air quality monitoring organisation, of which the CEO was originally forced to occupy both C-Suite positions. In this role, Darren managed day-to-day operations, elevated the leadership team, and oversaw all operational aspects of company strategy. Throughout this time, Darren has helped them to overcome limited capital, streamline operational efficiency, and re-prioritise their pipeline. Finally, he supported the successful divestment of the company, carefully balancing the interests of stakeholders, he ensured that the deal structure was both fair and beneficial, delivering long-term value to the acquiring organisation while safeguarding the interests of the employees, investors, and clients. Ultimately, his efforts achieved a transaction that positioned the company for continued success under new ownership. You can read more about this work here .

Cost Reduction, Online Retailer

In early 2023, Darren supported a large UK online retailer through a downsizing exercise and the changes in demand and expenditure which came with it. By performing a deep dive on all vendor contracts, establishing priority saving areas and engaging in supplier negotiations, Darren and the team were able to deliver £10m of savings on an addressable budget of £85m, in just thirteen weeks. This programme was later nominated for and won an award at the Consultancy Awards 2024 in their Productivity Improvement/Cost Reduction category.

Due Diligence, Wholesale Networks Provider

Darren’s next programme involved conducting commercial due diligence for a wholesale networks provider, working with their investors to review the feasibility of investing in a company specialising in telecoms software. This saw him evaluate their business model, examine the software’s features to identify any intellectual property and patents, and assess the business’ risk register to ensure that it was future-proofed. Darren’s due diligence work and focus led to the successful acquisition of the company.

Vendor Performance Management, Russell-Group University

For a prestigious academic institution, Darren conducted Vendor Performance Management and Service Performance Management, assessing their current performance delivery in order to identify areas where improvement was needed. During this time, Darren was responsible for all of the Vendor Performance for their three Modern Network Vendors, analysing data to identify areas for improvement, developing a communication plan, and presenting a negotiation strategy to the university.

Get in Touch

Across all of these projects and programmes, Darren has leveraged his commercial, contract management and vendor negotiation capabilities to streamline and strengthen each organisation he has supported.

For more information on how Darren can optimise your business, contact him using the form below.

Should AI Appreciate its own Ignorance?

Wed, 26 Feb 2025 12:19:53 GMT

Since the origins of the quest for artificial intelligence (AI), there has been a debate about what is unique to human intelligence and behaviour and what can be meaningfully replicated by technology. In this article we discuss these arguments and the ramifications of 'ignorance' as it is expressed by current AI models.

To what Extent can Artificial Intelligence Match or Surpass Human Intelligence?

This article approaches the question of artificial intelligence by posing philosophical questions about the current limitations in AI capabilities and whether they could have significant consequences if we empower those agents with too much responsibility.

Two recent podcast series provide useful and comparative insights into both the current progress towards Artificial General Intelligence (AGI) and the important role of ignorance in our own cognitive abilities. The first is Season 3 of 'Google DeepMind: The Podcast”, presented by Hannah Fry, which describes the current state of art in AI. The second is Season 2 of the BBC's 'The Long History of… Ignorance' presented by Rory Stewart, which explores our own philosophical relationship with ignorance.

A Celebration of Ignorance

Rory Stuart’s podcast is a fascinating exploration of the value that we gain from ignorance. It is based on the thesis that ignorance is not just the absence of intelligence. It feeds humility and is essential to the most creative endeavours that humans have achieved. To ignore ignorance, is to put complex human systems, such as government and society, into peril.

The key question we pose is whether or not current AI appreciates its ignorance. That is, can it recognise that it doesn’t know everything. Can AI embrace, respect and correctly recognise its own ignorance: meaning it doesn’t just learn through hindsight but becomes wiser; and is fundamentally influenced, when it makes decisions and offers conclusions, that it is doing so from a position of ignorance.

The Rumsfeldian Trinity of Knowns

The late Donald Rumsfeld is most popularly remembered for his theory of knowns. He described that there are the things we know we know; things we known we don’t know; and things we don’t know we don’t know.

Stewart makes multiple references to this in his podcast. At the time that Rumsfeld made the statement it was widely reported as a blunder—as a statement of the blindingly obvious. Since then, the trinity of knowns has entered the discourse of a variety of fields and is widely quoted and used in epistemological systems and enquiries. Let us take each in turn, and consider how AI treats or understands these statements.

Understanding our 'known knowns' is relatively easy. We would suggest that current AI is better than any of us at knowing what it knows

We also put forward that 'known unknowns' should be pretty straightforward for AI. If you ask a human a question, and they don't know the answer, it is easy to report this an an unknown. In fact, young children deal with this task without issue. AI should also be able to handle this concept. Both human and artificial intelligence will sometimes make things up when the facts to support an answer aren’t known, but that should not be an insurmountable problem to solve.

As Rumsfeld was trying to convey, it is the final category of 'unknown unknowns' that tends to pose a threat. These are missing facts that you cannot easily deduce as missing. This includes situations where you have no reason to believe that 'something' (in Rumsfeld's case, a threat) might exist.

It is an area of huge misunderstandings in human logic and reasoning; such as accepting that the world is flat because nobody has yet considered that it might be spherical. It is expecting Isaac Newton to understand the concept of particle physics and the existence of the Higgs boson when he theorises about gravity. Or following one course of action because there was no reason to believe that there might be another available: all evidence in my known universe points to Plan A, so Plan A must be the only viable option.

In experiments with ChatGPT, there is good reason to believe that it can be humble; that it recognises it doesn’t know everything. But the models seem far more focused on coping with 'known unknowns' than recognising the existence of 'unknown unknowns'. When asked how it handles unknown unknowns, it explained that it would ask clarifying questions or acknowledge when something is beyond its knowledge. These appear to be techniques for dealing with known unknowns and not unknown unknowns.

The More we Learn, the More we Understand How Much we Don’t Know

Through early life, in our progression from childhood to adulthood, we are taught that the more you know and understand, the more successful you will be. Not knowing a fact or principle was not something to be proud of, and should be addressed by learning the missing knowledge and followed by learning even more to avoid failure in the future. In education we are encouraged to value knowledge more than anything else.

But as we get older, we learn with hindsight from the mistakes we have made from ill-informed decisions. In the process, we become more conscious of how little we actually know. If AI in its current form does not appreciate or respect this fundamental concept of ignorance, then we should ask what flaws might exist in its decision-making and reasoning?

The Peril of Hubris

To feel that we can understand all aspects of a complex system is hubris. Rory Stewart touches on this from his experience in government. It is a fallacy to believe that we should be able to solve really difficult systemic problems just by understanding more detail and storing more facts about the characteristics of society.

As Stewart notes, this leads to brittle, deterministic solutions based on the known facts with only a measure of tolerance for the 'known unknowns'. Their vulnerability to the 'law of unintended consequences' is proven repeatedly when the solution is found fundamentally flawed because of facts that were never, and probably could never be, anticipated.

These unknown unknowns might be known elsewhere, but remain out of sight to the person making the decision. Some unknown unknowns might be revealed, by speaking to the right experts or with the right lines of enquiry. However, many things are universally unknown at any moment in time. There are laws of physics today that were unknown unknowns to scientists only few decades previously.

The Basis of True Creativity

Stewart dedicates an entire episode to ignorance’s contribution to creativity, bringing in the views and testaments of great artists of our time, like Antony Gormley. If creativity is more than the incremental improvement of what has existed before, how can it be possible without being mindful of the expanse of everything you don’t know?

This is not a new theory. If you search for “the contribution that ignorance makes to human thinking and creativity” you will find numerous sources that discuss it, with references ranging from Buddhism to Charles Dickens. Stewart describes Gormley’s process of trying to empty his mind of everything in order to set the conditions for creativity. Creativity is vital to more than creating works of art. It is an essential part of complex decision-making. We use metaphors like 'brainstorming or blue sky thinking' to describe the state of opening your mind and not being constrained by bias, preconception or past experience. This is useful, not just to come up with new solutions, but also to 'war game' previously unforeseen scenarios that might present hazards to those solutions.

What would you Entrust to a Super-Genius?

So, if respecting and appreciating our undefined and unbounded ignorance is vital to making good and responsible decisions as humans, where does this leave AI? Is AI currently able to learn from hindsight – not just learn the corrected fact, but learn from the very act of being wrong? In turn, from this learning, can it be more conscious of its shortcomings when considering things with foresight? Or are we creating an arrogant super-genius unscarred by its mistakes of the past and unable to think outside the box? How will this hubris affect the advice it offers and the decisions it takes?

What if we lived in a village where the candidates for leader were a wise, humble elder and a know-it-all? The wise elder had experienced many different situations, including war, famine, joy and happiness; they have improvised solutions to problems that they have faced in the past, and have learnt in the process that a closed mind stifles creativity; they knew the mistakes they had made, and therefore knew their eternal limitations. The village 'genius' was young and highly educated, having been to the finest university in the land. They knew everything ever written in a book, and they were not conscious of making a bad decision.

Who would you vote for to be your leader?

Conclusion

The concepts described here are almost certainly being dealt with by teams at Google DeepMind and the other AI companies. They shouldn’t be insurmountable. The current models may have a degree of caution built into them to damp the more extreme enthusiasm. But I’d argue that caution when making decisions based on what you know is not the same as creatively exploring the 'what if' scenarios in the vast expanse of what you don’t know.

We should be cautious of the advice we take from these models and what we empower them to do—until we are satisfied that they are wise and creative as well as intelligent. Some tasks don’t require wisdom or creativity, and we can and should exploit the benefits that these technologies bring in this context. But does it take both qualities to decide which ones do? We leave you with that little circular conundrum to ponder.

UK Carbon Border Adjustment Mechanism: What It Means for Your Business

Fri, 14 Feb 2025 14:09:03 GMT

In 2023, the UK Government announced plans to introduce a carbon border tax from 2027, known as the UK Carbon Border Adjustment Mechanism (UK CBAM). This policy aims to prevent carbon leakage (the practice of shifting emissions-intensive production to countries with weaker climate policies) by ensuring that imported goods are subject to a comparable carbon price as those produced domestically under the UK Emissions Trading Scheme (UK ETS). Ultimately, the goal is to drive global reductions in industrial emissions and support the transition to a low-carbon economy.

What is the UK CBAM?

The UK CBAM will apply to imported goods in emissions-intensive industries. Starting in 2027, businesses importing iron, steel, aluminium, ceramics, cement, fertilisers, glass and hydrogen into the UK will be required to:

Mandatory Disclosures: Submit reports detailing the carbon emissions embedded in their products (embodied carbon). The UK CBAM will require reporting to detail the Scope 1 (direct emissions from production), Scope 2 (indirect emissions from purchased electricity), and select precursor product emissions embodied in imported products.

Levy Payments: Pay a levy based on the carbon pricing of the exporting country.

If the exporting country has little to no carbon pricing, UK importers will be subject to a higher tax rate. This initiative encourages businesses to source materials from suppliers with strong carbon policies, incentivising sustainable production methods.

How Will it Work?

The UK CBAM will require importers to report and pay for the emissions embedded in their products at the UK ETS carbon price. If a foreign producer has already paid a carbon price in the country of manufacture, this may be deducted from the payment charge under UK CBAM to avoid double taxation.

The UK Government has proposed to have four accounting periods per year to align with the standard practices used by other taxes.

How Does the UK CBAM Differ from the EU CBAM?

While both mechanisms share the same overarching objectives, there are key differences:

Scope of Products : The EU CBAM applies to cement, iron, steel, aluminium, fertilisers, electricity, and hydrogen, whereas the UK CBAM excludes electricity imports but also applies to additional products, such as ceramics and glass.

Implementation Timeline : The EU CBAM has already begun its transitional phase (October 1, 2023), requiring emissions reporting, with full financial enforcement starting in 2026. The UK CBAM, however, will take effect in 2027.

What Can Businesses Do to Prepare?

To limit exposure and ensure compliance with UK CBAM, businesses should take the following steps:

Assess Supply Chains: Assess your exposure to UK CBAM by reviewing your suppliers to understand where imported products and materials are being manufactured and their carbon intensity. Identify other suppliers with lower-carbon intensities.

Engage Key Suppliers: Work with your suppliers to encourage the adoption of low-carbon technologies and practices that will reduce the carbon intensity of manufactured materials. Consider switching suppliers and sourcing materials from UK-based companies that already comply with UK ETS, to reduce exposure.

Comprehensive Emissions Reporting: Ensure you have sufficient emissions accounting and reporting practices in place, to minimise disruption caused by mandatory reporting. We recommend businesses understand their Scope 1, 2 & 3 emissions to identify high-impact activities and inefficiencies within their operations and their supply-chain.

How We Can Help

Cambridge Management Consulting is equipped with in-house sustainability experts through our sister-comp any, edenseven . edenseven is a sustainability consultancy with a proven track record in designing and delivering data-driven sustainability strategies. Our cloud-based carbon accounting and management platform, cero.earth , si mplifies compliance and reporting for businesses of all sizes.

Why Choose cero.earth?

Regulatory Compliance: Aligns with the Greenhouse Gas Protocol (Scope 1, 2 & 3) to ensure accurate and compliant carbon reporting.

Expert Support: Backed by a team of analysts who guide you through the process, making compliance straightforward.

Seamless Data Integration: Easily upload and export data in required formats with our integrated report building tools, for effortless reporting and disclosure.

Enhanced Credibility: Track and disclose detailed emissions data to investors and stakeholders with confidence, ensuring enhanced credibility.

Reduce Costs: cero.earth identi fies high emissions sources and inefficiencies within your operations and supply chain, enabling you to make informed decisions about where to implement impactful change, saving you cost with CBAM and ongoing operations.

Net Zero Project Tracking: Design, implement and track your carbon-reduction projects and leverage our Net Zero Carbon (NZC) dashboard to visualise your pathway to Net Zero and set strategic carbon reduction targets.

Flexible Packages: cero.earth of fers tailored packages to suit all businesses. For businesses seeking a hands-off experience, our Strategic package allows us to handle the entire carbon accounting and compliance process on your behalf, ensuring a seamless and fully managed approach, allowing you to focus on what you do best.

Prepare Your Business for the Future

With the UK CBAM on the horizon, businesses must take proactive steps to manage their carbon impact and ensure compliance. cero.earth by edenseven, on of the Cambridge Management Consulting family of companies, provides the tools and expertise needed to navigate these changes with ease.

Click here to learn about Cambridge Management Consulting's full suite of sustainability services, and here to get in contact with edenseven to learn more about cero.earth .

Making Devolution Work: A Transformational Opportunity for the UK

Wed, 12 Feb 2025 09:58:01 GMT

The UK’s Devolution White Paper represents a significant milestone in the evolution of local governance. By transferring greater powers and funding to regions, devolution has the potential to rebalance the economy, drive local innovation, and improve public services in ways that reflect regional needs. However, while the policy direction is clear, ensuring that devolution delivers on its promise will require focus, leadership, and a commitment to making it work in practice.

The opportunity ahead is vast. With both new Combined Strategic Authorities (CSAs) and new Unitary Authorities (UAs) set to emerge, the challenge is not just about establishing new structures but about delivering real outcomes for people, businesses, and communities. To do this, leaders must prioritise three key areas: getting early decisions right, establishing strong partnerships, and moving beyond governance to delivery.

The First 100 Days: Setting a Clear Direction

For newly devolved regions, the early months are crucial. The way new Combined Authorities and Unitary Authorities establish themselves will determine their credibility and effectiveness in the years to come. Experience from existing devolution settlements suggests that success depends on:

A strong, unified vision that aligns political, business, and community interests.

Early investment in strategic priorities such as transport, skills, and business support.

Clear governance and decision-making structures that enable action rather than bureaucracy.

For new Combined Strategic Authorities, which will bring together multiple local councils under a regional governance model, the key challenge will be to establish strong relationships between constituent authorities and ensure that devolution delivers meaningful economic and social benefits. These authorities must act as catalysts for regional growth, shaping investment strategies and infrastructure development.

Meanwhile, new Unitary Authorities, which will replace existing two-tier local government structures in some areas, face a different challenge: ensuring a smooth transition from district and county councils while maintaining service delivery. Early decisions on financial sustainability, workforce integration, and community engagement will be critical to their success.

When these new authorities get these fundamentals right, they build public confidence, attract investment, and demonstrate the real benefits of devolution. The alternative—slow decision-making, fragmented priorities, or uncertainty—risks undermining the potential benefits before they can be realised.

Beyond Structures: Delivering Growth and Public Value

For devolution to succeed, it must be measured not by the governance arrangements it creates but by the impact it delivers. At its best, devolution can:

Support economic rebalancing – allowing regions to shape their own growth strategies and attract investment tailored to local strengths.

Improve public services – integrating health, transport, and housing policies in ways that work for local communities.

Drive innovation and sustainability – empowering regions to lead on green growth, digital transformation, and new models of service delivery.

However, turning these ambitions into reality requires expertise, collaboration, and a focus on delivery. It is essential to recognise that devolution is not a one-size-fits-all solution.

Challenges and Pitfalls to Avoid

Devolution must be tailored to local needs rather than driven by central government’s preferred model. As Councillor John Merry, Chair of Key Cities and Deputy Mayor of Salford, has noted, the government’s current approach to devolution, which often emphasises large unitary authorities as a prerequisite for greater powers, does not suit all areas. While a move towards larger authorities may improve efficiency in some regions, it risks overlooking the distinct economic and social needs of smaller urban areas. Local leaders must be actively involved in shaping devolution settlements to ensure they work in practice, not just on paper.

Similarly, the County Councils Network (CCN) has warned that while local government reorganisation may be necessary in some areas to unlock more ambitious devolution deals, it must be evidence-based. They have raised concerns that breaking up county councils into smaller unitary authorities could create structures that lack the scale to drive economic growth or deliver major infrastructure projects effectively. This highlights the need for carefully considered and locally led approaches to reform.

Another critical risk is funding uncertainty. Many local leaders have welcomed devolution in principle but remain concerned that new authorities will be given responsibility without the long-term financial certainty needed to deliver real change. Without multi-year funding settlements and greater fiscal autonomy, there is a danger that new authorities will find themselves constrained by short-term financial pressures rather than empowered to drive transformation.

The National Opportunity

While much of the focus has been on how local areas can use devolution to their advantage, the opportunity is equally significant for the UK as a whole. A successful devolution agenda would mean:

A stronger, more balanced economy where growth is not concentrated in London and the South East but driven by thriving regional economies.

A more responsive state, with policies shaped closer to the people and businesses they affect.

Greater trust in government, as local leaders demonstrate the ability to deliver tangible improvements.

The next phase of devolution must be a shared national effort—where central government, regional leaders, businesses, and communities work together to ensure that this is not just a shift in structures but a real shift in power, funding, and impact.

The UK stands at a crossroads. If devolution is done well, it has the potential to unlock one of the most significant economic and social transformations in a generation. The question is whether we will seize this opportunity or allow it to become another layer of bureaucracy. The choice, and the challenge, lies ahead.

Preparing your Business for Policy Change is Vital to Reach Net Zero

Wed, 05 Feb 2025 21:49:38 GMT

Why Strong Policy Matters

When we look back over the first few years of this decade, there have been numerous environmental pledges, policies, and targets announced with great fanfare around the world. In the media, we constantly see images that affirm that history is being made: world leaders in rare agreement and lofty speeches behind podiums.

In the meantime, the business sector has taken a deep, quiet breath. In most cases, companies have acted: starting their net-zero journey by recalibrating their operating models.

It is clear that policy should lead to direct action. But legislation isn’t always contractual; sometimes policy can simply be guidance. Even then, under the influence of public pressure and media scrutiny, it can effectively steer customers and businesses in the right direction.

Awareness of policy and the effects of ignoring it are also significant factors. If businesses respond slowly to this shift, it can have a material impact on the products and services that they provide, and even destabilise their long-term financial security.

How to Create Momentum

To create momentum, a policy needs to provide clear targets for all market participants to work toward. Secondly, depending on the market, a subsidy/support mechanism should be considered to stimulate customer participation and provide the right conditions for investors.

We will look at both elements in a bit more detail:

Targets and Plans

Every target needs a business plan. However, you will struggle to make a realistic plan without knowing what the rules are—picking up the ball and throwing it in the net won’t get you very far in football. In this analogy, when I say ‘rules’ I am referring specifically to policy. Policy creates structure and gives the market guidance. This in turn creates the ability to grow from a solid foundation through investment.

What makes a good or bad policy? With the introduction of each new policy there will be those who support it, those who hate it, and those who are in between. The simple key to a good policy is that it is clearly defined with a set of well-considered actions to complete. To achieve this outcome, policymakers should:

Engage with the market : This is critical. The market participants, suppliers, consumers and relevant stakeholders live and breathe it on a daily basis. It is important to do more than just listen when creating the policy: make sure you are constantly responding to the market throughout its implementation to better understand when sensible adjustments are required.

Timing and certainty : For any market and its participants, having a clear view of when polices will be introduced or changed gives the sector time to plan. Markets and investors hate surprises and uncertainty. If a policy creates shockwaves and continues to be short-term (due to ministerial change etc.), then investors will flee and find another market to work in.

Larger participants, who can bring volume and real change to a market, need a clear reason to change. In some instances, these market leaders have been established for decades. Changing the rules creates uncertainty, and uncertainty reduces investment.

Subsidy or Transitional Support

In any new market ( such as green hydrogen ) or a new version of a market (such as the transition from ICE to EVs and boiler degasification ), there is a need to create momentum. In a nascent market, companies don't have a bottomless pit of finances to run R&D programmes, invest in potentially expensive equipment, or employ technical expertise. In a changing market, customers don’t have the ability to jump into a new environment when disposable income isn’t available.

A lack of subsidy creates a huge barrier to entry for small dynamic and innovative businesses, who are often the ones who really challenge tradition and drive the necessary change into a market. Without subsidies, progress is difficult or impossible, as contracts are often short in duration. This means that businesses start on the back foot from day one. In short, cash flow is key.

Transitional support is also instrumental for customers who need to make the ‘leap of faith’. It has become clear from recent experience that we need this support to create a national shift. Without it, only the wealthy can afford to make the necessary changes and not the wider population—and a large chunk of this demographic is necessary to move the needle in a material way.

This has been evidenced in the renewables market in the UK over the last decade, where we have seen the benefit of subsidy-support in developing a market. This gave investors the confidence to invest, and businesses the confidence to build, amounting to a huge success.

We should also expect some bumps in the road, as we saw with the Solar PV Feed in Tariff which was initially set too high and therefore too attractive to ignore. It led to a greater take up than envisaged by the government, which resulted in unplanned charges having to be absorbed by suppliers or passed onto end users.

The silver lining, however, is that it put momentum into installation and has boosted the UK to rapidly decarbonise its grid ahead of a number of leading global nations.

Stability and Support will Bring Change

It is clear that the journey to net zero will be challenging for companies of all sizes, but it is also clear that we as a nation and global community will need to do this at pace. If we don’t create challenging timelines, then only a small proportion of the population will decarbonise.

This means governments will need to make firm, long-term decisions which not all of the population will agree with. But, if the policies are good, and subsidy/transitional support mechanisms are put in place, momentum will increase and public perception will amplify those effects as more and more households and businesses report progress.

Given these statements, it is clear that both consumers and markets need stable targets and continued support to reach ambitious and legally-binding net-zero goals.

Our 4-Point Plan to Protect your Business against Policy Change

In a politically unstable world, we must expect twists and turns on the route to net zero.

As a supplier, innovator, or anyone who is trying to develop products, deliver services or enter new or evolving markets, there is need to prepare for sudden changes. To help, we have set out four steps that can be followed to navigate volatile policy:

Be aware : Make sure as a business you are clearly aware of the detail behind any policy or subsidy that has an impact on you and your business. If you are short on knowledge, this is a clear risk to your business. As an individual responsible for policy or subsidy you will need to know these details to reassure senior stakeholders. As a business you will need to know these details for long-term planning and presenting to customers and investors.

Engage with policy makers and industry think tanks : One of the key points we made above is that a good policy is one that has been developed by listening to the market. This doesn’t always happen; so, sometimes this means that the market itself needs to be proactive and talk to the policy makers in a coordinated manner. This might be through direct contact as an individual business, a group within the industry, or through a consultation process.

Create a Plan B : If your business is solely dependent on the current policy or subsidy in place, then you clearly need to ask ‘What if’? A business plan needs to factor in changes to subsidy, term, and government, etc. By doing this you will be able to weather the storms and react quickly to change. Surprises can immediately derail a business and permanently damage its long-term viability. Having a Plan B may also produce opportunities that your competitors haven’t seen and are slow to react to.

Continuously evaluate : Businesses are continually evolving and, as we’ve discussed, so are policies and subsidies. This means that continually reassessing scenarios, and the impact these changes can have, gives your business a first-mover advantage. We advise companies all the time about maintaining up-to-date management reporting to deploy net-zero strategies. This should be no different to your assessment of the impact of policy and subsidy changes.

Summary

We have outlined the role of policy in establishing clear goals and subsidising new markets, which encourages both the business sector and consumers to take critical decarbonisation actions.

The journey to net-zero emissions is undeniably challenging, but with the right policy framework, both businesses and consumers can benefit in both the short- and long-term.

The importance of continued support and stable targets to meet ambitious and legally binding net-zero objectives is vital to the future resilience of our economy and the confidence of our markets. A proactive and resilient approach to policy will allow businesses to adapt, react swiftly to changes and potentially discover opportunities missed by competitors.

About edenseven

edenseven is the sustainability-focussed sister-company of Cambridge Management Consulting.

Find out more about edenseven on their website: edenseven.co.uk

The Role of Climate Tech in Decarbonising the Public Sector

Mon, 03 Feb 2025 13:15:10 GMT

In their 2020 report , the Climate Change Committee emphasised the importance of local authorities in national decarbonisation efforts and the UK’s journey to net zero. Quoting the capacity to impact roughly one third of UK emissions, the report highlighted the significant remit of local authorities, including local transport, social housing, and waste, as well as their influence over local businesses and communities.

Unlike private entities and businesses – which also contribute significantly to UK emissions yet often exhibit limited willingness to respond* – local authorities have demonstrated a clear commitment to addressing climate change. Out of 394 local authorities, 327 have declared a climate emergency, with 114 setting net-zero targets and 280 developing actionable plans.

This highlights the readiness of local authorities to act; however, translating this enthusiasm into meaningful outcomes requires clearer direction and support from central government. While the new government has shown a willingness to address these challenges, the reality is that news policies and funding mechanisms take time to develop and implement. Bridging this gap between ambition and action will be crucial to unlocking the full potential of local authorities in driving the UK’s net-zero agenda.

One stand-out and wide-reaching solution to this is climate technology . With the ability to process data more effectively, identify problems faster, and test solutions virtually , technology provides an efficient, transformative vessel for decarbonisation and net zero strategies. In a recent survey , 40% of senior executives said they believe that digital technologies are already having a positive impact on their sustainability goals. And, with the ability to initiate significant carbon reductions across energy, materials, and mobility, and save money at the same time, climate tech has the potential to provide the public sector with the resources it needs toward net zero.

*According to a recent analysis of the FTSE 250 conducted by our sustainability sister-company, edenseven, 41% of the FTSE 250 do not have a net zero target, and those who do have delayed it by an average of 13 months.

Climate Technology

According to a study by ICG , decarbonisation is accelerated in heavily digital economies, but with no risk or loss to finances. Between 2003 and 2019, the most digitalised economies in the EU reduced their greenhouse gases (GHGs) by 25%, while continuing to grow their economies by 30%. For comparison, the least digital economies reduced their GHGs by only 18%, and grew their economies by the same amount.

Climate technology can be categorised under three main areas:

Decision Making Technologies (such as Digital Twin, Artificial Intelligence, and Machine Learning)

Enabling Technologies (Cloud, 5G, Blockchain, Augmented/Virtual Reality, etc.)

And Sensing & Control Technologies (eg. Internet of Things, Drones & Imaging, and Automation & Robotics)

In this article, we will discuss how each technology can be, and is being, specifically applied to climate strategies, and ultimately how these practices can be leveraged to benefit the Public Sector.

Enabling Technologies

By increasing efficiency, Enabling Technologies have the potential to accelerate decarbonisation with specific applications in the energy sector. For example, in a study by the World Economic Forum which placed the impact of digital technologies at a reduction of 8% on GHGs by 2050, they named 5G as a boost to energy efficiency in highly networked environments.

Similarly, blockchain technologies promote circularity, transparency, and security, all of which can be used to track carbon emissions within an organisation. This is particularly unique for its ability to measure Scope 3 emissions including the supply chain, which are notoriously difficult to monitor as they are indirect emissions, as opposed to Scopes 1 and 2 which are associated directly with an organisation’s operations.

Cloud technology also has numerous applications in climate endeavours, including grid management, smart meters, asset planning tools, solar propensity modelling, and methane tracking.

Sensing Technologies

Sensing technologies such as Internet of Things (IoT)-enabled sensors, imaging, and geolocation have the capacity to support climate strategies through their ability to gather real-time data and drive decision-making. Specifically, this has applications in the transport industry, improving route optimisation and decreasing emissions across both rail and road.

Decision Making Technologies

As useful and beneficial as all of these technologies are for accelerating sustainability strategies, their efficacy is predicated on beginning with a strong foundation. One particularly prevalent technology which can provide this comes in the form of the decision-making technology, Artificial Intelligence (AI).

According to a collaborative study by the World Economic Forum and Accenture , AI alone has the potential the reduce global GHG emissions by 4% by 2030. Even greater, CapGemini places the figure at 16% for AI’s climate potential across multiple sectors.

This is due to the substantial boost in efficiency that AI provides when integrated into a business or organisation. This is universal regardless of sector or industry, however it poses the most significant environmental benefit to energy-intensive systems, allowing them to limit their emissions by reducing the energy required to complete their operations.

The most pressing example of this is the manufacturing industry , which can employ AI in order to propel the efficacy of their process optimisation and model production lines, as well as using Machine Learning (ML) to streamline demand forecasting.

However, the efficacy of AI, ML, and other decision-making technology depends upon robust data. Between identifying and tracing source materials, optimising routes, and enhancing efficiency, access to clear and solid data is crucial for building streamlined solutions and a direct path to net zero.

Though not wholly reliant on AI, one example of this data-intuiting technology is cero.earth, the in-house carbon accounting and management platform from edenseven which is been funded by InnovateUK as one of their seven flagship ‘net zero living programmes’. Dynamic and intuitive, and designed to work specifically in the public sector, cero.earth gathers holistic data across all three Scopes of emissions in order to provide an organisation with actionable outcomes to propel them toward net zero. This provides the entity with the ability to track their progress and easily report developments to stakeholders, providing complete control over their climate journey. Thus, cero.earth is the optimal starting point for organisations to understand their current position, future opportunities, and roadmap to net zero.

Decarbonising the Public Sector

Through the combined benefits outlined in this article of transparency, efficiency, and clarity, climate technology has the potential to provide the direction toward net zero that the public sector could benefit from. In particular, climate tech has attractive applications across major emission areas including transport, waste, and infrastructure:

Transport: As well as the aforementioned ability of sensing technologies to benefit route optimisation in local rail and road networks, there are already numerous examples of transport technology with sustainable benefits such as electric vehicle charging and energy management.

Buildings: In buildings, it is easy to initiate decarbonisation through better controls such as thermostats, air quality monitoring, and smart parking .

Waste: Forecasting technologies like AI and ML can support public sector bodies to reduce waste by providing an overview of resources and accurately projecting their usage.

Furthermore, technology can improve the energy efficiency of other public sector organisations such as healthcare. In a survey conducted by Bain & Company , healthcare companies were asked which technological application they had trialled in the previous three years (as of 2022). Innovative solutions included the use of big data to improve medical R&D, digital interfaces for electronic records and telecare, and integrating centralised information on healthcare providers, drugs, and treatments. All of these improve efficiency, and ergo reduce emissions.

The Responsibility of the Public Sector

The public sector also has a part to play itself in improving access and innovation to these technologies, in order to increase their availability and applications to its industries and operations. The World Economic Forum highlighted three ways in which the public sector can bolster climate investment, namely the use of incentives to drive activity from technology suppliers and financial investors; create longer-term certainty through regulatory support, providing security for technology companies to develop their solutions; and set better standards to credentialise green products and services.

These objectives are particularly prescient for those technologies which present a double-edged sword to sustainable initiatives. For example, though Enabling Technologies such as data centres, as explained earlier in this article, have the potential to boost efficiency within highly networked areas of the public sector, they also come with their own climate considerations. As of 2022 , data centres account for 1% of the world’s electricity consumption, and 0.5% of CO2 emissions, figures which are more concentrated when analysing Europe in isolation, where a 2020 EU Commission Study revealed that data centres use 2.7% of the continent’s electricity demand, expected to reach 3.2% by the end of 2030 if they continue at the current rate.

This is not the end of the story, however, as technological innovations are being accelerated to offset this carbon contribution. Namely, the replacement of liquid cooling with air cooling provides a much more sustainable alternative to maintaining the efficiency of data centres, which relies on them not overheating. Air cooling leverages variable-speed fans which can run at reduced speeds to match a reduced cooling requirement; paired with strategic containment, this can create ‘hot’ and ‘cold’ aisles that produce a tailored thermal profile and ensure efficient cooling.

Though the growth and application of technologies such as these is largely dependent on bigger organisations, the public sector can still play its part by spurring and motivating the momentum of their development.

Financial Benefits to the Public Sector

The public sector itself also has numerous financial benefits to expect from increased sustainable investment, particularly in climate tech. As aforementioned, a study by ICG revealed that digital economies are able to reduce their GHGs by 25%, while increasing their economies by 30%. A report from the Institute of Local Government provided insight into these benefits, highlighting the role of technology as a crucial component:

Energy Efficiency: The Institute listed the replacement of outdated lighting fixtures in streetlights with more energy efficient LED bulbs as a quick way to save money, as well as improving street safety. This is heightened in combination with sensing technologies, such as motion detectors and dimmers. The City of Sacramento , for example, has been able to save an average of $302,800 annually through this change.

Transportation: Encouraging and facilitating the use of sustainable transport options comes with the economic benefits of conserving fuel and cutting fuel costs, reducing the health impacts of air and water pollution – and ergo saving on healthcare costs – and reducing traffic congestion, making streets safer for pedestrians and transit users alike.

Overall, increasing efficiency and sustainability through climate tech means that less funding has to be allocated to considerations such as the cost of water, energy, and infrastructure development and maintenance. These savings can then be reinvested into more targeted initiatives which in themselves can spur economic and environmental development, as well as increasing financial stability.

An increased priority and emphasis on sustainability also has the economic benefit of producing green jobs. Defined as any job which ‘contribute[s] to preserving or restoring the environment and our planet’, green jobs go hand-in-hand with the introduction of climate tech, including environmental technicians, wind turbine or solar panel technicians, green construction managers, and nuclear engineers, to name a few.

The Role of Cities

In particular, cities are public sector bodies equipped with the potential to create an immense environmental impact. In a TedTalk from Marvin Rees , on the Board of Directors for Cambridge Management Consulting, he explains that, despite occupying less than 3% of the earth’s land surface, cities are home to around 55% of the world’s population, are responsible for around 75% of CO2 emissions, as well as being prodigious emitters of nitrogen dioxide and methane, and consume 80% of the world’s energy.

However, Marvin explains, due to their reach, size, density, close proximity to leadership, adaptability, and capacity for reinvention, they have a vast capacity to manage those statistics. Attributing much of this potential directly to technological innovation, Marvin lists several of the technologies outlined in this article as being particularly accessible to cities: their population density makes public transport more accessible and cost effective, renewable investment is more financially attractive in large-scale markets, and the heightened presence of a circular economy brings greater benefits to waste management and recycling, in which goods are reused, and unavoidable waste such as food waste can be processed, for example as fertiliser.

Providing inspiration from a global perspective, Marvin names technological examples from around the world:

Malmö: Malmö has developed a heat network that is fed by heat generated by processed waste; they intend to be 100% powered by renewable or recycled heat by 2030.

Oslo: Oslo is subsidising electric vehicles and charging points, as well as introducing a circular waste management system and the purchase of a biogas plant.

Bogota: Bogota has introduced a bus rapid transit system and have one of the largest fleets of electric buses in Latin America.

Innovations such as these are especially concentrated in Smart Cities, defined as cities which leverage information and communication technology to improve operational efficiency with the twin aims of improving economic growth and quality of life. As such, one of their most prescient objectives is environmental and sustainable development.

Conclusion

As this article has outlined, the only thing decelerating the public sector on its journey to net zero is a lack of direction, clarity, and security – technology has the potential to bridge this gap by providing transparency and efficiency. Through the differing and wide-reaching applications of foundational, decision making, enabling, and sensing and control technologies, the public sector can decarbonise across numerous emission-contributing factors. While it is worth noting that the technologies listed throughout this article do not in themselves offer a one-size-fits-all approach, their numerous benefits and uses at least contribute greatly to developing the framework for a coordinated approach.

Furthermore, they also possess incredibly financial and economic benefits to public sector entities, increasing employment through the availability of green jobs, as well as saving money through efficiency which can be reallocated to other initiatives.

For more information on the power of climate technologies such as cero.earth, visit the website for our sister-company, edenseven, here: https://www.edenseven.co.uk/cero-earth

For guidance on how to navigate the public sector, contact Craig Cheney, Managing Partner, here: https://www.cambridgemc.com/people/craig-cheney

A Sustainable Future for Megacities?

Fri, 31 Jan 2025 05:10:52 GMT

There were only 2 megacities globally in 1950.
Currently, there are 34, and this number is projected to reach 43 by 2030.
Megacities are expected to house 70% of the world's population by 2050.

According to the World Bank, 56% of the world's population, about 4.4 billion people, currently reside in urban areas. By mid-century, this number is expected to increase to 7 in 10 people.

As a result, cities are responsible for 70% of global energy consumption and 67-72% of carbon dioxide emissions. In addition, this ongoing shift toward urbanisation has led to the creation of megacities, which, due to their size, create both distinct environmental problems and solutions.

Cities and NDCs

Despite the number of climate-related disasters tripling in the last 30 years, causing rising death tolls, mass migrations and billions of dollars in damages, the majority of governments continue to miss the crucial role that cities play in achieving a net-zero future.

Many Nationally Determined Contributions (NDCs) explicitly reference urban strategies for both mitigation (e.g., reducing emissions from energy and transport) and adaptation (e.g., enhancing resilience to climate hazards like flooding).

As the role of cities comes under renewed scrutiny, we have taken the opportunity explore the relationship between megacities and climate change, and the potential for mitigating these impacts through sustainable urban planning and technological innovations.

We also discuss the importance of addressing social inequalities and promoting community participation in addressing urban challenges.

What is a Megacity?

Megacities, defined as urban areas with populations exceeding ten million, are increasingly common, particularly in developing countries. They offer economic opportunities but also pose significant environmental challenges, such as air and water pollution, resource scarcity, and rising temperatures.

The Top Five Megacities

As you can see from the table below, the top five megacities, ranked by population size, differ significantly in terms of GDP per capita and technological maturity (as per the Digital Cities Index):

These varying factors lead to a complicated picture when we assess the role of megacities and climate change. While some of the categories in this table contribute significantly more to climate impact than others—some offer distinct advantages that will help to offset emissions before 2050.

In order to better understand the interplay of these factors, let’s first look at the contributions of Population Size and Density.

Population Size: the Biggest Driver of CO2

Population size is generally considered the primary driver of total CO2 emissions in cities. According to studies, there is a near 1:1 relationship between population size and CO2 emissions, meaning that as population increases, emissions also increase proportionally.

For example, the 50 largest cities globally emit about 2,600 megatons of CO2 annually, which is more than some entire countries, like Russia or Japan.

Additionally, in rapidly growing megacities (particularly in Asia), population growth rates can reach 4% per year, while emissions growth can be as high as 10% per year.

Density: Pros & Cons

Population density offers potential savings in terms of reducing emissions per capita by enabling more efficient infrastructure and shorter transport distances.

Research shows that a 1% increase in population density can lead to a 0.79% reduction in CO2 emissions per capita, primarily due to more efficient transportation networks and energy use.

High density can also lead to increased energy demand for buildings (heating/cooling) and waste management challenges. In urban slums, where a high population density is served by poor infrastructure and a lack of waste management and planning, there is exacerbated pollution and resource strain.

The relationship between population size and density is complex and is perhaps best understood on a case by case basis. While larger populations inherently produce more emissions, higher density can mitigate some of these effects by promoting more efficient urban infrastructure.

A study in Nature Sustainability examining 120 major cities found that improving public transport systems and increasing urban density could reduce transport-related CO2 emissions by up to 31% over 15 years.

Tokyo Case Study

Tokyo is the most populated city in the world, but it has the second lowest density on our list; and it is ranked first for GDP per capital, GMP, and the Digital Cities Index.

Tokyo boasts advanced smart systems like real-time sensor and camera-based traffic management and innovative energy-efficient building codes. Similar to Berlin, Tokyo is committed to reducing greenhouse gas emissions by 80% by 2050.

To achieve this, the city has made ambitious pledges in its comprehensive Zero Emission Tokyo Strategy, which aims to achieve net-zero CO2 emissions by 2050.

Tokyo is focusing heavily on urban infrastructure and green energy to reduce emissions:

By 2050, all buildings in Tokyo are expected to be zero-emission buildings, with energy efficiency measures and renewable energy use integrated into their design.
In transportation, Tokyo aims to have 50% of new passenger cars as ZEVs by 2030, with a long-term goal of making all vehicles zero-emission by 2050. The city is also investing in ZEV infrastructure, including fast chargers and hydrogen stations.
Tokyo is committed to expanding renewable energy use, with a target of 50% renewable electricity by 2030.

Local Impact of Megacities

The current global rallying call for environmental action, following the Paris Agreement, prioritises action to reduce greenhouse gas emissions to avoid catastrophic climate events. But there are many other local environmental effects from megacities that affect biodiversity, deforestation, pollution, and other factors that have a knock-on effect on climate change.

Here are some key environmental impacts:

Air Pollution: Cities like Beijing and Delhi experience air pollution levels that often exceed World Health Organisation (WHO) recommendations.

Water Pollution and Scarcity: The rapid growth of megacities often leads to water pollution and scarcity. For instance, Mexico City faces significant challenges with water supply due to its location on a lakebed, leading to subsidence and limited access to clean water.

Heat Island Effect: Urban areas in megacities tend to be warmer than their rural surroundings due to human activities and infrastructure, a phenomenon known as the heat island effect.

Waste Management: The sheer volume of waste generated in megacities poses significant challenges for waste management systems, often leading to environmental contamination if not properly managed.

Impact on Biodiversity: The expansion of megacities often leads to habitat destruction and fragmentation, impacting local biodiversity. This urban sprawl can encroach on natural areas, reducing habitats for wildlife.

These environmental impacts highlight the urgent need for sustainable urban planning and management strategies in megacities to mitigate adverse effects on both local and global environments.

Future Megacities: Neom

Neom is designed to be a futuristic megacity that spans 26,500 square kilometres, an area roughly 33 times the size of New York City. The project has a budget of $500 billion and aims to house upwards of 10 million people in its various regions. At the heart of this development is ‘The Line’, a 170-kilometre-long linear city that will be entirely car-free and powered by renewable energy sources like solar and wind.

Neom's sustainability vision is unparalleled in its scope and ambition. Here are some key aspects that make it a potential blueprint for future sustainable cities:

100% Renewable Energy: Neom aims to be powered entirely by renewable energy by 2030, leveraging its unique solar and wind resources. The city will also host one of the world's largest green hydrogen plants, which will provide clean energy for both industrial and residential use.
Zero Carbon Emissions: ‘The Line’ will operate with zero carbon emissions, eliminating the need for cars and traditional road networks by using autonomous electric vehicles and high-speed transit systems. This focus on clean transportation could drastically reduce pollution and congestion.
Circular Waste Management: Neom plans to recycle 100% of its wastewater, using it for agriculture, landscaping, and energy production through biogas. This closed-loop system aims to minimise waste and prevent pollution.
Biodiversity Preservation: Over 95% of Neom's land will remain untouched, preserving natural ecosystems while integrating urban development with green spaces. This approach prioritises habitat conservation alongside urban expansion.

Neom’s influence on future urban development could be profoundly influential, as it aims to redefine how cities are built, operated, and lived in.

Bristol Case Study: Successful Public-Private Partnerships

Although far from a megacity, Bristol in the UK offers a prime example of successful public-private partnerships (PPPs) to boost funding for sustainable initiatives in urban planning. The Bristol City Leap initiative focuses on achieving city-scale decarbonisation by installing low carbon energy infrastructure, primarily funded and delivered by the private sector. The goal is for the JV to attract £1bn in investment over the partnership’s duration, with at least £42m committed by 2027. This level of funding would have been difficult for the city to achieve through public sources alone. The private sector involvement allows cities to undertake ambitious projects without overburdening public finances.

Megacities should likewise aim to form similar public-private partnerships to fund city-wide infrastructure projects. PPPs can help cities accelerate their sustainability progress by leveraging private sector expertise in technology and project management. Furthermore, these schemes generate jobs and economic growth, and allow risk to be shared among public and private ventures.

Conclusion

As this article has explored, megacities are complex entities with a significant impact on the global environment. While they present considerable challenges, they also offer an unparalleled opportunity to pioneer innovative solutions for a sustainable future. COP29 represents a pivotal moment to acknowledge the vital role of cities in achieving climate goals and to translate commitments into concrete action.

The lack of comprehensive urban focus in many national climate plans is a concerning trend. Governments must move away from a siloed, sector-specific approach and recognise cities as integrated systems capable of driving transformative change. The success of city-led initiatives in Freetown, Bogotá, and Seoul, alongside ambitious projects like Neom, demonstrates the power of urban innovation to address pressing environmental challenges. These initiatives highlight the potential of cities to reduce emissions, enhance resilience, and create a more sustainable and equitable future for their residents.

However, these examples represent just a fraction of what is possible. The scale of the climate crisis demands a collective, global effort. This is where organisations like Cambridge Management Consulting, with their expertise in sustainability, retail, property, and manufacturing, have a crucial role to play.

By partnering with megacities and governments, Cambridge Management Consulting and edenseven can provide the strategic guidance, innovative solutions, and implementation support needed to accelerate the transition to a low-carbon, climate-resilient future. Our public sector expertise can also be leveraged to create and foster public-private partnerships, to drive funding for large-scale sustainability projects that support a long-term vision.

Select References: [1] https://eventscustom.economist.com/navigating-the-concrete-jungle-insight-hour/ [2] https://www.futuresplatform.com/blog/scenarios-future-megacities-urbanisation [3] https://ui.adsabs.harvard.edu/abs/2012EGUGA..14.8846G/abstract [4] https://www.arabnews.com/node/2495731 [5] https://populationconnection.org/blog/megacities-population-growth-climate-change/ [6] https://www.iberdrola.com/sustainability/megacities-urban-area [7] https://www.oxfordeconomics.com/resource/rise-of-new-megacities-will-drive-global-urban-growth/ [8] https://www.weforum.org/stories/2016/01/what-will-it-be-like-to-live-in-a-megacity-in-2100/

Other Sources:

1. The Economist Impact: "Navigating the Concrete Jungle" – Insight into sustainable urbanization challenges today that can be extrapolated into future trends.

2. Futures Platform: "Four Scenarios on the Future of Megacities" – Detailed scenarios that outline potential futures for megacities based on current trends.

3. Population Connection: "Megacities, Megarisks" – Focuses on how population growth exacerbates climate vulnerabilities in developing-world megacities.

4. Iberdrola: "Megacities' Definition and Characteristics" – Highlights key sustainability challenges faced by future megacities along with innovative solutions.

5. Arab News: "Solving Urban Challenges in the 22nd Century" – Discusses urban planning challenges specific to developing countries with a focus on vertical cities.

6. Oxford Economics: "Rise of New Megacities Will Drive Global Urban Growth" – Provides forecasts on population growth trends across major global cities up until 2050.

Customer Centricity: Happy Customers, Happy Business

Mon, 13 Jan 2025 10:00:26 GMT

Following from the first article in this series, in which Daniel covered the basics of customer centricity and initial ways to implement it into your organisation, this article applies these premises to the development of actionable customer satisfaction.

Purposeful Value Creation

Purposeful value creation involves the increased alignment of an organisation to a broader societal cause to secure a positive association with potential customers. As ethical consumption becomes increasingly important to consumers, brands must be increasingly sensitive to not only profit generation, but also the nature of the profit being generated.

A customer-centric business purpose statement helps to project a company’s motives to prospective customers, and provides an impetus or bias with which to engage with your products or services. However, failure to fulfil a stated purpose can negatively impact brand equity, share prices, and future revenue generation, highlighting the need to embed purpose messaging within the fabric of the organisation.

Purposeful value creation represents a key informant to customer journey mapping, consumer touchpoint messaging, and the identification of what matters to potential clients. Through increased alignment to customer values, you are better positioned to define the customer journey through your organisation, and secure future access to the customer’s wallet.

Customer Journey Mapping

Sales funnel formulation and market targeting typically focuses resources and efforts on ‘top of funnel’ customer acquisition and the development of velocity around transaction creation. When considering customer-centricity, greater focus needs to be given to Post Purchase Management, and securing customer loyalty through an improved customer experience. Post Purchase Management supports the creation of brand equity, reputation, and future opportunities.

Effective customer journey mapping requires the identification of market segments, target consumers, and product positioning. Once you have identified targets, it becomes easier to map the offline-online interactions of target customers and how best to engage with each distinct customer persona, amplifying or quietening their voices as they contribute to business success.

Customer Satisfaction

Customer satisfaction and the creation of customer enjoyment should be at the forefront of your organisation’s culture. However, it necessitates a mechanism to collect and codify customer feedback related to the delivery of goods and services.

Various mechanisms exist to support customer satisfaction identification, including:

Kano’s model for customer delight

Net Promoter Score Measures, ie. the likelihood to which you would recommend a service

Customer Effort Score, identifying the friction associated with engaging with a product or service

ACSI Measures, which address a) Overall satisfaction, b) Expectancy disconfirmation, and c) Performance versus the ideal product or service.

While it is impossible to pick just one ideal method, and organisations will need to select a solution which best supports their insight creation process, we can confidently recommend the use of CSAT surveys as critical to customer-centricity and the provision of critical insights into products and services on offer.

Conclusion

When cultivating a customer-centric organisation, all ventures and operations should be directed towards the goal of customer satisfaction; inversely, you can be assured that your business is successfully customer-centric when you observe increased customer satisfaction. In this article, I have covered how best to integrate this goal into your business plan, ensuring it follows the same steps as your customer’s journey.

In the next and final article in this series, I take these basics and outline ways in which technology can be leveraged to amplify these goals.

Case Study: Transforming Legacy Telecoms Networks

Fri, 10 Jan 2025 10:02:13 GMT

It is no exaggeration that telecommunications operators worldwide retain an abundance of ‘legacy’ networks: those using decades-old technologies for which support and maintenance contracts, software updates and hardware parts have already ceased to be available.

Legacy networks become increasingly expensive to maintain as they age: a dwindling source of parts requires pricey refurbishment of the old, a situation exacerbated by accelerating failure rates causing network and service outages, and even liquidated damages to be paid.

These networks should have been retired long ago. However, that they still garner significant revenue, directly and indirectly from the millions of services and other networks they transport – business voice, data, mobile access and core, emergency services, control and signalling – such that continuing worth demands some sort of technology transformation.

After all, proprietary and dated tools, and manual processes associated with them, can be transformed alongside, to technologies such as Software-Defined Networking (SDN) and virtualised networks that are highly automated.

So, what stands in the way of that transformation? The cost of maintaining the legacy network should outweigh the cost of transforming them, but it is not that straightforward unfortunately. Cost, risk and feasibility prove to be a very complex and circular interaction, and that is what has held back such investment, even by the most resourceful of operators.

3 Problems

Three factors dominate their dilemma:

Employees familiar with legacy technologies and their arcane proprietary management tools, are a diminishing proportion of the workforce. As they retire year on year, that undermines confidence, to the extent that the problem is thought best left alone
Service and billing records and the actual network configuration - the so-called back-office - is data generally only in partial agreement with each other, incomplete, and not always an accurate reflection of reality. Sometimes this data is not available – older nodes can fail management communications – or are in difficult-to-consume formats. Without a reconciled and complete view, no one really knows if transformation is feasible, let alone how to conduct it reliably.
Selecting the starting point is critical to success, but even with a clear big-picture strategy, so many detailed considerations and constraints contrive to make this far from obvious. Evaluating many, occasionally opposing, tactics and a myriad of interplays (customer, control, in-building services, physical distributions and virtual protections), must be confected – almost magically – into an effort, spend and recovery efficient roll-out that also mitigates all risks.

The Challenge

A large NA telecom local and long-distance operator had an established business case and strategy for transformation, but no longer had a planning team with the modelling capability to do so. Their scheduled goal was behind by years, so they sought to source an outside ‘Planning Tool and Service’ and select parts of their network to which it should be applied to meet their priorities.

LightRiver, a well-established services supplier with advanced monitoring and management tools already deployed in their network, were awarded the contract.

“Despite our accurate inventory of circuits and assets, we needed a partner that could process tens of millions of lines of data, and build a system to manipulate, sequence, and display the data in a way that was consumable and actionable. Cambridge MC was the perfect partner for us. Their tools and dashboards allow us to change the project sequence depending on the customer’s specific needs in each different area of the network.”

– Matt Briley, SVP Global Sales & Solutions, LightRiver

The Approach

Our first step was to dispense with the original piecemeal focus on parts of the network, and analyse the whole: big data for deep insights. That revealed ‘simple’ transformations: those without ramifications for other regions, services or networks, and thereby avoid creating a large backlog of implementation work.

That simplicity had to be quantified, to be credible and satisfy the operator’s priorities. We invented a novel ranked evaluation methodology to combine circa 25 complex and often diametrically opposing metrics. This yielded stepwise transformations that were well (but not critically) sequenced, such that dismantling the network became progressively simpler.

Our Data Science and ML were also used to combine back-office records with actual network configuration data from LightRiver’s netFlex platform, reconciling information and filling in blanks, to provide for the first time an accurate and complete view to direct implementation and mitigate risks.

Our automated ‘planning’ process could be conducted in whatever scope, scale and sequence of priorities the operator needed.

Outcomes

The plans produced enabled the operator to:

Discover empty resources that could be powered down without any procurement.
Determine the value of recoverable parts, that turned out 5x greater than anticipated, including previously untrackable inventory.
Determine opportunity clusters like whole-site transformations, avoiding repeat site visits boosting field engineering efficiency.
Recover their schedule to the extent that legacy products earmarked for 2025 could be conducted in 2024.

Get in touch with Our Consultants today

Scope 3 Emissions: Making Sustainability Your Business (Original)

Mon, 06 Jan 2025 19:29:44 GMT

Authors

As COP28 comes to a close in Dubai, the question emerges: is the world on track to prevent a climate catastrophe?

The Paris Agreement calls for a strong global effort to reach Net Zero by 2050. According to the Intergovernmental Panel on Climate Change (IPCC), global emissions must peak before 2025 and roughly halve by 2030 if we are to limit warming to 1.5°C. However, global emissions continue to increase , requiring immediate action to meet the 1.5°C target. One-fifth of total UK emissions are generated by businesses, so it is essential that they measure their carbon footprint and implement strategies to achieve Net Zero.

Scoping out the Problem

A company's carbon footprint is made up of different categories, or 'scopes'. Scope 1 covers a company's direct emissions from its owned vehicles and fuel combustion at company facilities (e.g., in furnaces and boilers). Scope 2 covers the emissions from the electricity and heat or steam that a company purchases. Scope 3 covers a company's indirect emissions, such as business travel, employee commuting and product distribution, purchased goods from suppliers, use of sold products, and product end-of-life. For many businesses, scope 3 is the largest source of emissions, accounting for over 70% of their total footprint .

Scope 3 emissions are particularly difficult to measure because they are not under the direct control or oversight of the reporting company. Measuring scope 3 emissions often requires collaboration with suppliers and life-cycle assessments (LCAs) of products to determine the full extent of emissions associated with a business. This can be expensive and time-consuming, so many businesses hire external consultants to conduct assessments and develop action plans.

A Business Matter

A new report by edenseven, Cambridge Management Consulting’s sister-company specialising in sustainability consulting, reveals that the FTSE 250 companies are far from achieving Net Zero goals and have serious gaps in their emissions reporting. According to the report , the FTSE 250 companies emitted more than 129 million tonnes of CO2 equivalent (CO2e) in 2022, equivalent to the annual emissions of 35 coal-fired power plants. Moreover, the report shows that the FTSE 250 emissions rose by 9% compared to the previous year, indicating a lack of progress and urgency in reducing their carbon footprint.

The report shows that only three-quarters of the FTSE 250 companies report their Scope 1 and 2 emissions, and less than half disclosed their Scope 3 emissions for 2022 and a baseline year. This raises doubts about the alignment of these companies with the Paris Agreement, and suggests that many of them are either unaware or unwilling to reveal their full emissions impact. This implies that the 129 million tonnes CO2e figure is an underestimate, and that the actual problem is much bigger. This puts some companies in a position where they cannot make informed and credible decisions to cut their emissions. It also exposes them to the risk of non-compliance with upcoming climate regulations, such as the EU’s CSRD and the ISSB’s IFRS S1 and S2, which require scope 1-3 reporting among other disclosures.

The report shows that many FTSE 250 companies are not taking sufficient action to align their Net Zero goals with the Paris Agreement, which aims to limit global warming to well below 2°C, and preferably 1.5°C, compared to pre-industrial levels. More than a third of FTSE 250 companies have not stated a target year for reaching Net Zero, and a mere 4% have adopted science-based targets through the Science-Based Targets initiative (SBTi). Science-based targets are crucial, as they ensure that businesses decarbonise at the rate necessary to meet global climate objectives and reach Net Zero.

How Cambridge MC & edenseven Can Help

Cambridge MC’s primary sustainability capabilities are located with our sister-company, edenseven, who strive to optimise the environmental potential for organisations through data driven sustainability strategies.

To simplify the process of measuring and reducing carbon emissions, edenseven has developed cero.earth, a comprehensive management tool that calculates and manages the full scope of emissions sources (scopes 1-3). Using cero.earth, businesses can visualise their emissions, identify areas for improvement, and monitor the impact of their reduction initiatives. By using cero.earth, businesses can make informed and effective decisions to help them reach Net Zero and comply with upcoming regulations.

There is a small window of time left to meet the Paris Agreement and minimise the worst effects of climate change.

For more information about how edenseven can help decarbonise your business, visit www.edenseven.co.uk , or learn more about cero.earth visit https://www.edenseven.co.uk/cero-earth .

About Cambridge Management Consulting

Our capabilities focus on supporting the private and public sector with their people, process and digital technology challenges.

For more information visit www.cambridgemc.com or get in touch below.

The Devil is in the Diligence: Conducting Due Diligence for Tech Start-Ups

Sun, 29 Dec 2024 20:10:49 GMT

For start-ups of any industry or sector, securing funding from an investor is reliant upon your early-stage company’s ability to match against a series of criteria; the extent to which will be determined by the investor conducting due diligence. Defined as a ‘systematic way to analyse and mitigate risk from a business or investment decision’, investors perform due diligence to ensure that their investment capital is well-placed and profitable, and thus it forms a hinge upon which the investment cycle rests.

In a previous article , we discussed the importance of self-due diligence when preparing for a divestiture or acquisition. In this article, we draw upon our investment expertise and experience to apply this process of scrutiny to uncovering any weaknesses before a potential investor identifies them. Here, we examine key factors specific to tech start-ups.

Financial Factors

It's no surprise that financial health is one of the first areas scrutinised by investors, especially regarding profitability and scalability. These are particularly critical for tech start-ups, which often take longer to achieve profitability. Read on for strategies to address these challenges early.

Profitability

Start-ups in the technology and biotechnology sectors are high-growth, often offering complex products that require considerable research and development (R&D). Compounded by crowding in a saturated and competitive market, this delays the time until such organisations can generate enough revenue to be profitable. This demands more upfront investment compared to sectors like retail or services, leading to delayed revenue generation.

Because of this, investors will scrutinise burn rate—the rate at which a start-up spends its capital—and runway—how long the company can sustain operations at the current burn rate without needing additional funding. Anticipating these questions is critical, so ensure you're equipped with accurate financial projections.

Scalability

Although profitability might be delayed, the ability to scale can compensate for this. According to a study by McKinsey & Company, ‘While most companies tend to focus on launching new businesses, the real value comes from being able to scale them up. Based on analysis of US venture-capital (VC) data, two thirds of value is created when a company scales up to penetrate a significant portion of the target market.’

The right technology stack will catalyse this process, making it easier to acquire customers, expand markets, and scale up.

Another strategy to support scalability is the use of Fractional Leadership. With this model, start-ups have access to highly experienced professionals on a part-time or project basis, offering expertise without the full financial commitment of permanent hires. We’ve previously detailed how Fractional Leadership can be a cost-effective solution for growing start-ups in this article .

Security & Compliance

Beyond financial factors, risk management is a growing concern for investors—particularly for tech start-ups handling large amounts of digital data. Cyber security failures can lead to substantial financial losses (the average data breach costs $4.3m) and irreversible reputational damage. Expect a potential investor to scrutinise all aspects of your organisation for chinks in your digital armour.

A strong cyber defence aligned with frameworks like NIS2 (the latest version of the EU’s Network and Information Security Directive) is essential. Not only does compliance with regulations strengthen your cyber defences, but it also ensures that your start-up aligns with international regulations—important for attracting investors with global interests.

Sustainability

Sustainability is no longer a nice-to-have—it’s a must for attracting modern investors. In a ‘Sustainable Signals’ report by the Morgan Stanley Institute for Sustainable Investing, 77% of investors expressed a preference for companies that balance financial performance with social and environmental responsibility.

Nearly 80% of global investors consider a company’s environmental metrics, such as carbon footprint and greenhouse gas reductions, when making investment decisions. To stand out, your start-up should not only measure its environmental impact but also transparently report on how it integrates sustainability into business operations. Greenwashing or vague ESG claims will quickly dissuade investors, so ensure your data is credible and trustworthy.

Conclusion

As highlighted throughout this article, performing thorough internal due diligence is vital for anticipating the scrutiny your start-up will face from potential investors. Getting this right will significantly improve your chances of securing investment and positioning your start-up for future growth, including go-to-market stages.

Approaching this with a comprehensive strategy is essential, and this can be facilitated by partnering with experts who have the necessary insight and experience.

Cambridge Management Consulting, founded to support the growth of innovative start-ups in Cambridge, offers a range of Technical and Commercial due diligence and legal services globally. Learn more about our Due Diligence offering and expert advice here .

Pausing to Reflect: Our Charitable Work in 2024

Mon, 23 Dec 2024 09:00:00 GMT

Charities we are Proud to Support

Every year, the festive period provides a time to reflect on the previous year, its milestones, and achievements. A time to spend time with loved ones and connect with your community, the end of the year brings plenty of opportunities to think about others and what you can do to support those around you. As such, we at Cambridge Management Consulting want to take a moment to bring attention to some fantastic and transformative charities which are very close to our company values, as well as those within our network who have given up their time and efforts this year to support philanthropic causes.

At Cambridge Management Consulting, we resolve to give back to society as much as we can, by donating up to 1% of our profits to charitable causes – this year, we exceeded this, donating roughly 1.25%. Below details some of the organisations we were proud to support in 2024.

British Exploring Society

Established in 1932, British Exploring Society (BES) is an equal-opportunities charity devoted to ensuring that all young people are ‘able to contribute confidently in the world’ by organising, fundraising, and leading expeditions across the globe. Combining their threefold values of adventure, knowledge, and personal development, BES works to establish the skills and support each young person will need to take part in an expedition, providing them with the appropriate training, knowledge, and ideas, and sending them on an adventure that promotes experience, diversity, and confidence.

In September, a team of enthusiastic individuals from Cambridge Management Consulting took part in a charity walk to raise money for BES. Together with Richard Walton, Chairman, David Tilston, Trustee and Treasurer, and Sarah Greasley, Trustee, we completed 25km between Eastbourne and Alfriston, to raise funds and awareness for the incredible opportunities they provide. In total, the team raised over £18,300, contributing to fantastic initiatives, such as an expedition currently taking place in Wildestan, Antarctica.

Find out more about British Exploring Society and get involved: https://www.britishexploring.org/

The College of Sanctuary, Support by the Cara Fellowship Programme

As well as organising and taking part in this brilliant charity walk, we were also proud to support British Exploring Society by sponsoring them at Cambridge Tech Week’s Deep Tech Dinner, alongside another charity close to our company values, The College of Sanctuary.

Supported by the Cara Fellowship Programme, The College of Sanctuary is a rescue mission for academics in immediate danger. Standing for Council for At-Risk Academics, Cara supports individuals to continue their work in safety, whether through regional programmes to protect them in their home countries, and those in exile nearby, or collaborating with higher education institutions whose research is threatened by these risks to human life.

Find out more about Cara and the Fellowship Programme: https://www.cara.ngo/what-we-do/caras-fellowship-programme

Sands

Established over 40 years ago by bereaved parents, Sands (originally an acronym for the Stillbirth and Neonatal Death Society but now simply referred to as Sands) is a non-profit organisation devoted to improving the care and support for anyone affected by the loss of a baby, and ultimately working to decrease the number of those who experience it.

Sands launched the 9 Bereavement Care Standards as part of the National Bereavement Care Pathway during Baby Loss Awareness Week in 2018. Produced as a result of stories and testimonials told by parents affected by pregnancy loss or the death of a baby, these standards are comprised of 9 different protocols and expectations , and provide a concise and comprehensive guide for how each NHS trust should support a parent or family during and after the loss of an infant.

Considering how important, and often urgent, the Bereavement Care Standards are to improving the wellbeing of bereaved families, healthcare professionals previously reported struggling to find them readily available, thus stunting their ability to provide the proper care imminently and effectively. Subsequently, Cambridge MC’s marketing and IT experts have, pro bono, produced a new website specifically for the National Bereavement Care Pathway and the 9 Standards, to make their implementation in UK-wide hospitals as easy and seamless as possible.

Find out more about Sands and get involved: https://www.sands.org.uk/

The Carers Network

David Lewis , Digital & Innovation, is a trustee of the Carers Network, an independent charity which supports unpaid carers in some of the most isolated and deprived pockets of the City of Westminster, the London Borough of Hammersmith and Fulham, and the Royal Borough of Kensington and Chelsea.

The Carers Network’s vision is that every unpaid carer has recognition in their work and is able to lead a healthy, fulfilling life with control over their caring role. Unfortunately, this is rarely the case in a society that fails to recognise or reward the vital work carrier out by carers – leaving them feeling isolated, overwhelmed, and often in economic ruin. Carers Network was established in early 1991 following two public meetings with carers and professionals. Today, Carers Network continues to innovate and expand its services, thanks to the dedication of its staff and trustees, volunteers, and generous funders.

Find out more about the Carers Network and get involved: https://www.carers-network.org.uk/

The Peter Bibby Award

The Peter Bibby Award is an annual event which selects a number of promising young cricket players in the Eastbourne area and provides bursary funding to place them at Eastbourne College where they benefit from world-class facilities and coaching. This award has been truly transformative for many young people , and has already established several sporting careers.

In July, a team from Cambridge Management Consulting supported the Peter Bibby Award by playing in and helping out at their annual golf fundraiser at the Royal Eastbourne.

Find out more about the Peter Bibby Award: https://linke.to/Peter-Bibby-Award

Surf For Life

Surf For Life is a global non-profit whose mission is to provide a cross-cultural experience between travellers and communities within the developing world. They aim to create a more sustainable future by sponsoring high-impact projects in underserved communities, collaborating with in-country partners and community members to develop and deliver projects that will alleviate a pressing need or concern in the local area. These projects are aimed at improving educational opportunities, healthcare, and economic development.

This year, Cambridge Management Consulting made a donation to Surf For Life to support these fantastic initiatives, and make a difference to international communities.

Find out more about Surf for Life and and get involved: https://www.surfforlife.org/

Period Friendly Places

Period Friendly Places is a charity which aims to eradicate period poverty across towns and cities. Founded in Bristol, their mission is to provide free sanitary and period products for women and girls, as well as to end stigma and provide education to enable all people to talk freely about periods and period poverty. This year, Period Friendly Places raised over $45k and distributed tens of thousands of products across the city to the most disadvantaged people and places in the city.

Craig Cheney , Managing Partner for Public Sector and Education, founded Period Friendly Places in 2019 and was Chairman until April this year, when he stood down but stayed on as a trustee.

Find out more about Period Friendly Places and get involved: https://www.periodfriendlyplaces.org/

Cancer Research UK

In August, Holly Ashworth, ( edit: former ) Office Manager, completed two days of volunteering at her local Cancer Research charity shop in Billericay, which she chose as an organisation which has “touched the hearts of many people around the world – especially families”. During this time, Holly was responsible for much of the behind-the-scenes work, including sorting donations, supporting the shop floor, dressing windows, and making sure the stock on display was plentiful and varied.

Holly described the experience volunteering for Cancer Research as “heartwarming”, and enjoyed the opportunity to “meet different people from different walks of life”, alongside giving back to a cause which has had “such a personal effect on so many people”.

Find out more about Cancer Research UK and get involved: https://linke.to/Cancer-Research-UK

Our New Years’ Resolutions

At Cambridge Management Consulting, our biggest incentive is the ability to give back and bring awareness to the invaluable work completed by charitable organisations. 2024 was a very productive year for this goal, and we took as multiple many opportunities as possible to support our beloved causes. In 2025, our New Years’ Resolution, as always, is to continue this goal, and to further endorse the life-changing work achieved by these foundations.

Mawdsleys Signs Long-Term Agreement to Use cero.earth

Wed, 18 Dec 2024 18:02:38 GMT

Mawdsleys signs a long-term agreement to use edenseven’s market-leading carbon reporting and management platform, cero.earth, to monitor all emissions and programmes of work to reach net zero

Press Release: 23/10/2024 – Mawdsleys is the UK’s largest independent pharmaceutical distributor. Established nearly 200 years ago, they have a fast-growing international network supplying medicines to meet patient needs and providing a route to market for manufacturers. Mawdsleys has signed a long term agreement with edenseven to use their carbon accounting and management platform, cero.earth.

Built by edenseven, one of the Cambridge Management Consulting group of companies, cero.earth is a cloud-based carbon accounting and management platform that provides businesses with a complete view of their emissions and decarbonisation plan. Using a dynamic view of all three emissions scopes, cero.earth provides a clear understanding of the current position against net zero targets and allows for the proactive monitoring of both current and planned projects.

With a need to monitor and decarbonise operations at pace, Mawdsleys will leverage cero.earth to assess their current sustainability targets and produce a dynamic delivery plan to eradicate emissions permanently from their supply chain.

Pete Nisbet, Managing Partner of edenseven, said: “We continue to evolve cero.earth to make sure we are providing our customers with the tools to dynamically monitor their decarbonisation programmes in a clear and practical manner. We are very excited to be working with Mawdsleys and are certain that, by embedding cero.earth into their net zero deliver plan, we can collectively make significant quantifiable environmental and financial gains.”

William Sanders, CEO of Mawdsleys, commented; “Mawdsleys are leading the way in our sector, working towards net zero. Investment into thousands of solar panels and cutting edge battery storage technology, as well as operating electric vehicles, up to and including an HGV, makes edenseven the perfect partner to assist monitoring our decarbonisation plans. Mawdsleys are a key part of the healthcare system, delivering critical medicines to hospitals every day, so utilising cero.earth will help us maintain and enhance our position in the NHS Evergreen benchmarking assessment.”

About edenseven

edenseven is a sustainability consultancy and technology provider, who use data and market experience to enable companies and their supply chains to play their part in tackling climate change while achieving sustainable growth. edenseven uses the combined power of data, advanced analytics, and pragmatic project management to help companies baseline their current status, identify improvement opportunities in the short, medium, and long terms, and plan and implement those opportunities.

For more information, visit their website: www.edenseven.co.uk

About Mawdsleys

Mawdsleys, founded in 1825, is the UK’s largest independent pharmaceutical wholesaler. They supply both licensed and unlicensed medicines globally, partnering with healthcare providers to ensure timely delivery. With a strong international presence, they offer services like logistics, over-labelling, and third-party logistics.

Cambridge Management Consulting & Trustmarque Join Forces to Support Local Government Through PSTN Switchover

Wed, 18 Dec 2024 16:10:24 GMT

Press Release: 18/12/2024, London – Cambridge Management Consulting (Cambridge MC), a global management consulting firm known for its expertise in telecommunications, and the Trustmarque Group (Trustmarque), a technology solutions provider with deep expertise in Public Sector expertise, have announced a strategic partnership to support local government authorities across the UK to manage the transition from the Public Switched Telephone Network (PSTN) to digital communications, ensuring a smooth and efficient switchover by January 2027.

Trustmarque’s Public Sector division was recently named Public Sector Partner of the Year by CRN. They work with local authorities across the country, and will now work closely with Cambridge MC to offer a turnkey PSTN upgrade solution, ensuring that they are ready for the switchover.

Through this partnership, Cambridge MC and Trustmarque will augment each other’s technological expertise to provide a complete service wrap for their current and future customers. Specifically, Cambridge MC will bring their consulting success and understanding of the public sector and its unique challenges concerned with the PSTN Switch Off. Trustmarque will bring their deep understanding of the digital solutions required to address the PSTN challenges. Together, this collaboration will provide customers with a holistic strategy toward this transition, including advice, resources and hands-on experience.

Commenting on the news, Simon Williams, Chief Executive Officer at the Trustmarque Group said: “I am delighted to announce the collaboration agreement between Cambridge MC and the Trustmarque Group. Together we are committed to empowering local authorities to embrace this transformation with confidence and ensure uninterrupted service delivery to their communities. Cambridge MC’s consultants bring with them decades of telephony expertise.”

Tim Passingham, Founder and Chairman of Cambridge Management Consulting, added: “I am very excited to be working with Trustmarque to ensure a seamless transition following the PSTN Switch Off. The switch to digital communications requires expert oversight, and Trustmarque’s technological expertise makes it well equipped to support this move.”

Craig Cheney, former Deputy Mayor of Bristol and Managing Partner at Cambridge Management Consulting, said: "The PSTN shutdown presents huge risks to local authorities, universities, the NHS and across the public sector. Making sure you have the right strategy to get the right solutions into the right places at the right time is urgent and vital and could have ramifications across life and limb services as well as implications for traffic control, smoke and fire alarms and much more."

What is the PSTN Switch Off?

By the end of January 2027, Openreach will undertake a significant transformation in communications by closing the Public Switched Telephone Network (PSTN). Consequently, any PSTN-based products currently utilised by your business will require modification. The PSTN infrastructure supports not only traditional landlines but also voice services. Additionally, widely available broadband services, including fibre-to-the-cabinet (FTTC) and standard broadband (ADSL), are dependent on the PSTN.

Craig Cheney , Managing Partner for Public Sector & Education, recently discussed the implications of the the PSTN switch-off will impact the public sector.

About Cambridge Management Consulting

Cambridge Management Consulting has offices or legal entities in Cambridge, London, New York, Paris, Dubai, Singapore and Helsinki, with further expansion planned in future.

For more information, visit cambridgemc.com .

About Trustmarque

Trustmarque is a leading provider of technology solutions, helping organisations across sectors optimise their IT infrastructure and achieve digital transformation. With decades of expertise and a commitment to customer success, Trustmarque delivers solutions that drive efficiency, security, and growth.

For more information visit their website: trustmarque.com

Customer Centricity: How to Ensure Your Organisation is Customer Centric

Wed, 11 Dec 2024 09:07:33 GMT

In the first article of the series, Daniel explains the concept and mindset of aligning a business to the customer as opposed to the product, and initial ways that this can be internalised throughout the wider organisation.

What Makes a Customer-Centric Organisation?

Customer-centricity stands in contrast to product-centric business, providing an interesting juxtaposition when discussing the delivery of business value and customer satisfaction:

Typic ally, a product-centric company focusses on, as the phrase suggests, a product and its features, and attempts to sell this product to as many customers as possible. Thus, the business selling this product is organised around product management, with resources allocated to the delivery of a superior product.

On the other hand, a customer-centric organisation implies the creation of business structures and systems which are aligned to the development and delivery of superior customer value. A customer-centric business attempts to understand the needs of its customers, and designs solutions around these needs.

Customer-centricity is gradually becoming a more appealing means of securing new and future business, concurrent with the greater demand on businesses to prioritise the expectations of their customers, who are becoming increasingly willing to pay more for solutions which align to their beliefs. However, the route to internalising this customer-centricity to the core of a business strategy requires significant investment, and often an evolution of pre-existing systems and the organisation’s process landscape, culture, and financial metrics (Shah et al 2012).

In other words, becoming a customer-centric organisation requires a total reimagining of the organisation’s structure and, critically, its identity. Failure to define and adhere to an ‘identity’ that aligns with the target market, and to incorporate this strategic direction into everyday business operations can lead to a gap between strategy and execution (Leinwand et al, 2015).

Payne and Frow (2005) identified five processes that a company can leverage to become customer-centric:

a) The strategy-development process which includes not only a business strategy, but also a customer strategy.

b) The dual value creation process that is at the heart of the exchange process.

c) The multichannel integration process that encompasses all the customer touch points.

d) The information-management process that encompasses all of the customer touch points.

e) The information-management process which includes the data collection and data analysis functions.

f) And the performance-assessment process that ties the company’s actions to company performance.

Each of these processes requires a cross-functional coordinating mechanism to be successful, and are reliant upon data acquisition and transformation.

Data Democratisation

Despite being considered a strategic asset, most of the data that companies generate today remains unused due to limited access and insufficient funds. As such, the democratisation of data can function as an enabling mechanism to achieve increased customer-centricity and foster long-term customer engagement (Zeng and Glaister 2018).

Data democratisation initiatives empower and encourage employees to use data to extract business value. Data democratisation can be enabled through provision of the following:

Increased accessibility for all business associates
Self-service analytics tools and dashboards
Data and analytics training
Cross functional collaboration mechanisms
Promoting a data driven decision-making culture

Furthermore, a commitment from leadership to create the systems and mechanisms required to allow easy access to data sources is critical to the operationalisation of data democracy. For example, within the auto industry, it is typical to have 2,000+ applications on multiple platforms and, as such, data can become siloed – owned by subject matter experts or product managers. To address siloed information pools, organisations can consider the creation of data lakes and data lake houses to support ease of access and support user interaction (Porter, M and Heppelmann, E. 2015).

The adoption of data democratisation can be further improved by the development of a data enablement team, as well as providing the governance and security mechanisms required to achieve compliance goals before being implemented at an operational level.

The data collected from this directive can subsequently be used in the following operational frames to gain further insight into the customer experience of your product or service:

Customer Journey Mapping – tracking and analysing customer interactions with products and services across online and offline channels.

Increased Personalisation – increasing the personalisation of customer experience based on user behaviours.

Customer Feedback / Satisfaction – transparent feedback from multiple sources can be leveraged to improve products and services.

Customer Lifetime Value – calculating a customer’s CLV allows organisations to make informed decisions about customer acquisition targets, amplifying the voices of key customer segments.

Customer Segmentation – using customer-specific data, organisations are better positioned to segment customer groups and create targeted marketing campaigns and personalised experiences.

Altogether, effective data operationalisation, supported by empowered employees, leads to improved insights around customer needs and preferences, as well as the potential for predictive analytics to identify future product offers (Porter et al, 2015).

In short, for data democratisation to be effective, business leaders must create a data-driven culture and mindset within the business. To achieve this goal, leadership must position the use of data as a critical input into decision making, and invest in the tools, mechanisms, and training required to enable data within the organisation. To this end, data democratisation can create a data-driven culture, centred around a customer-centric mindset.

Creating a Customer-Centric Mindset

When approaching customer-centricity, it is easy to project standard operational models which fulfil a ‘known’ solution against customer experience, rather than directly addressing what it means to be customer-centric.

“The most important single thing is to focus obsessively on the customer. Our goal is to be earth’s most customer-centric company.” Jeff Bezos

Customer-centricity is not simply a business model. It involves a mindset transformation at all levels of a business, requiring a deepening of the personal, operational, procedural, and organisational operations to align with the customer. To cultivate this customer-centric mindset, you need to understand a customer’s needs, expectations, as well as to predict future requirements (Porter et al, 2015). This involves focusing on the customer, to think and feel like them, to see the world from their point of view, and to develop complete solutions for the user’s needs, all the way ensuring that you leverage iterative innovation to evolve toward an ideal solution.

Three ways to achieving a customer-centric mindset include:

Hiring for customer centricity
Facilitating direct customer interactions
Rewarding and incentivising customer-centric measures

For customer-centricity to be effectively operationalised, we must marry culture, strategy, and rewards to the delivery of a superior customer experience.

Conclusion

As I have demonstrated in this initial article, customer-centricity is becoming a pre-requisite to future success, as consumers increasingly expect personalised offers that align to a broader societal shift in consumption habits. As I have begun to outline, and will continue to across the following two articles, implementation of a customer-centric organisation requires the creation of a culture of customer targeted curiosity, supported by a digital and operational landscape that allows for the capture and ingestion of data to create digital insights. Through the operationalisation of these measures, a business will position itself to secure future revenues and an increased % of the customer wallet.

In the next of these articles, I will discuss how the foundations outlined above can be channelled into purposeful value creation, leading to palpable and transformative customer satisfaction.

How the PSTN Switch-Off Will Impact the Public Sector

Fri, 06 Dec 2024 10:42:23 GMT

BT has recently announced an extension to the Public Switched Telephone Network (PSTN) switch-off in the UK. The previous deadline of December 2025 has been postponed to 31 January 2027.

Given the lack of a national plan or central funding for the necessary infrastructure upgrades, responsibilities for welfare and safety will impact at a local level on councils, the NHS and healthcare services, social housing, fire services, and third sector organisations (charities and community groups). If these upgrades do not get funded and planned in detail (and if alternative digital solutions are not adequately tested under real scenarios) then emergency services could fail at a critical moment, putting vulnerable people at risk.

The PSTN switch-off will impact five key areas; read below for more information on these.

Vulnerable Citizens & Healthcare

Communications technology has become vital in care home settings, which rely on technology such as fall alarms to ensure the wellbeing of their residents. Currently, in the UK, there are around 25,000 sheltered housing schemes, and an estimated 90% of them are reliant on analogue connections – for both admin and security – that will need to be transitioned onto an IP solution for continuity.

This speaks to concerns across the healthcare industry more widely, which is currently characterised as a ‘Frankenstein estate’ of different telephony systems and technologies, suffering from inefficiencies, security vulnerability, and fragmented communication as a result. Across 56 NHS Trusts which took part in a Freedom of Information request by Maintel, they uncovered up to 10,315 PSTN/ISDN lines installed.

Not only this, but 44% of these Trusts have admitted that they have no strategy in place for the PSTN switch-off

This poses several risks and dangers following the switch-off if these Trusts do not plan accordingly. Disruptions to operations may seem resolvable to a smaller, private entity, but the impact on the healthcare industry to essential mechanisms which rely on traditional phone lines such as the emergency services will be critical. This will be compounded by a litany of administrative burdens which will divert time and resources away from patient care.

Building Alarms & Security

Unless fitted with an IP-based signalling solution, the majority of alarms and security systems – including intruder alarms, fire alarms, personal alarms, and CCTV – rely on signal transmission to an Alarm Receiving Centre (ARC) via the legacy PSTN network. This means that, once the switch-off takes effect, older and outdated alarm systems which have not been upgraded will no longer be able to transmit vital signals.

This makes the PSTN switch-off, and planning for a proper transition, a matter of public safety. In 2019, there were nearly three million PSTN-connected intruder alarms across the UK, meaning that a lot of national infrastructure will be at risk after the switch off – both to intrusion, and fire.

Transport Infrastructure

On a day-to-day basis, the PSTN switch off has the potential to create severe disruption throughout public spaces due to its monopoly on transport infrastructure. A spokesman for Transport for London explained that of their nearly 6.5k sets of traffic lights, 1k still use remote monitors relying on PSTN technology.

This issue isn’t just contained to London, nor traffic lights. Throughout the UK, a lack of migration plan past the switch-off could mean inadequate replacement of bus stops, EV charging hubs, travel card technology, and roadside telephones, all of which utilise PSTN technology to a certain extent.

Facility Monitoring

It is not just transport infrastructure that threatens to cause disruption if not properly transitioned, as the same monitoring technology leveraged for traffic lights and security systems is also used to monitor facilities and their utilities. As of 2022, the water industry relied on around 25,000 PSTN lines to complete critical services such as monitoring water levels, managing flood and stormwater, and treatment works. Furthermore, 43,000 lines were utilised to monitor gas pressure and electricity supply.

Office & Depot Telephony

Although the effect to analogue and landline phone lines introduced by the PSTN switch-off may be obvious (if not, read another of our articles on the stop sell), its impact on other telephony technology present throughout the public sector may be unconsidered. For example, though their use has been declining since its introduction in the 1980s, fax machines are still utilised by certain organisations for their apparent heightened security and reliability compared to digital alternatives. Furthermore, until recently two of the UK’s telephony providers were duty bound to support fax on their networks within the Universal Service Obligation (USO). This was changed with the announcement of the PSTN switch-off.

Local businesses and other organisations comprise a key demographic of the public sector, however all entities regardless of industry or sector may still be utilising fax or landline phones, which need to be replaced before the switch-off in order to maintain key operations.

How the Public Sector Should Respond

Given the lack of a national plan or central funding for the necessary infrastructure upgrades, responsibilities for welfare and safety will impact at a local level on councils, the NHS and healthcare services, social housing, fire services, and third sector organisations. If these upgrades do not get funded and planned in detail, then the technology and services detailed in this article could fail at a critical moment, putting vulnerable people at risk.

Funding & Planning: Councils will need to work with hospitals, schools, and other public bodies, alongside Communication Providers (CPs), to share resources, overcome common problems, and model future costs.

Protecting the Vulnerable: Ofcom has ruled the following: ‘If you are dependent on your landline phone – for example, if you don’t have a mobile phone or don’t have mobile signal at your home – your provider must offer you a solution to make sure you can contact the emergency services when a power cut occurs. For example, a mobile phone (if you have signal), or a battery back-up unit for your landline phone. This solution should be provided free of charge to people who are dependent on their landline.’

Continuity of Public Services: Understand how the PSTN supports the services offered in the local community, and work with local groups and advisory boards to ensure there are communication strategies and ways to share resources. Also, make it clear that migrated services must be tested and comply with current regulations.

Infrastructure Development: Ensuring adequate internet infrastructure is a key responsibility of local councils. They need to work with internet service providers (ISPs) to enhance connectivity, particularly in rural and underserved areas, to support new IP-based communication systems.

Awareness: Unlike the shift to digital TV, which was government-initiated, the phase-out of the PSTN is industry-driven because the network is privately owned. Consequently, it is unlikely that there will be a government-sponsored national campaign to spread awareness of these changes and the risks involved. It therefore falls to local authorities, in conjunction with CPs and local groups, to try and disseminate this information to their communities, and in particular to vulnerable people.

How We Can Help

Our Public Sector and PSTN teams can help local councils and other public bodies by providing strategy, financial planning, procurement, and project management services as and when you need them.

Get in touch with Craig Cheney, Managing Partner and lead for Public & Education, to discuss a range of services which might suit your needs: ccheney@cambridgemc.com .

Terminology

PSTN: Public Switched Telephone Network - a complex network of copper wires, switching centres, and other infrastructure that has been the backbone of the UK's telephony network since Victorian times.

VoIP: Voice Over Internet Protocol - a technology that allows people to make voice calls using an internet-based communications technology. By converting voice signals into digital data packets, VoIP can transmit conversations over broadband connections and across the internet.

Digital Voice: refers to BT's specific VoIP service or more generally to any service that transmits voice over your broadband connection. Confusingly, VoIP, IP and Digital Voice are often used interchangeably.

CP: Communication Provider - an organisation, either private or public, that offers telecommunications services or a mix of information, media, content, entertainment, and application services over networks.

ISDN: Integrated Services Digital Network - a set of communication standards that allow for the digital transmission of voice, video, data and other services over the PSTN network.

ADSL: Asymmetric Digital Subscriber Line - allows for high-speed data transmission over existing copper lines. ADSL is a type of digital subscriber line (DSL) technology that is typically provided from a telephone exchange enabling broadband internet access, video-on-demand, and LAN services. The service is asymmetric in that the broadband speed profile to the premise is higher than that from the premise. Maximum download speeds are in the order of 20Mbit/s (Megabits per second).

VDSL: Very high speed Digital Subscriber Line - a form of DSL technology primarily delivered from street side cabinets delivering very high-speed data rates over existing copper lines. Often referred to as Fibre To The Cabinet (FTTC). VDSL is an asymmetric service, with superior performance when compared to ADSL technologies. Maximum download speeds are in the order of 80Mbit/s.

FTTP: Fibre To The Premises - a fibre connection from a premises to a fibre exchange. Offers superior performance when compared to DSL technologies. Services can be symmetric or asymmetric. Maximum speeds are in the order of multiple Gbit/s (Gigabits per second).

Useful Links

A Councillors Guide to Project Gigabit: https://www.gov.uk/guidance/a-councillors-guide-to-project-gigabit

https://www.gov.uk/government/publications/gigabit-broadband-voucher-scheme-information

Gigabit Voucher Scheme Eligibility Checker: https://www.gov.uk/government/publications/gigabit-broadband-voucher-scheme-information

Project Gigabit government webpage: https://www.gov.uk/guidance/project-gigabit-uk-gigabit-programme

Virgin O2 guide to the Switchover: https://www.damianhinds.com/sites/www.damianhinds.com/files/2023-10/23%2010%2030%20Virgin%20Digital%20Voice%20Switchover%20MP%20Guide.pdf

Ofcom guide to moving your landline to digital: https://www.ofcom.org.uk/phones-telecoms-and-internet/advice-for-consumers/future-of-landline-calls#:~:text=If%20you%20don%27t%20have%20a%20broadband%20connection%2C%20your%20provider,take%20up%20a%20broadband%20service

BT Guide: How the PSTN Switch Off will Affect my Business: https://business.bt.com/insights/what-is-ip-telephony-pstn-switch-off/

A guide to digital voice: https://www.damianhinds.com/sites/www.damianhinds.com/files/2023-10/23%2010%2030%20A%20guide%20to%20Digital%20Voice%20BT%27s%20new%20home%20phone%20service.pdf

Telecare stakeholder action plan: https://www.gov.uk/government/publications/telecare-stakeholder-action-plan-analogue-to-digital-switchover

Shared Rural Network: https://srn.org.uk/about/

Digital Poverty Alliance: https://digitalpovertyalliance.org/

Cambridge Management Consulting Acquires cofinitive, a Leading Tech PR and Marketing Agency

Fri, 29 Nov 2024 11:48:32 GMT

Press Release: 29th November 2024 – Cambridge Management Consulting, a global management consulting firm known for its expertise in digital transformation, has today announced its third company acquisition, bringing Cambridge-based Marketing company cofinitive, into the portfolio.

The acquisition - which follows the additions of Straxia in 2021 and Blue Creek in 2024 - will bring important additional marketing skills to the portfolio offering alongside the other existing services and strategic partnerships that drive clients’ efficiency, growth, and competitive advantage.

The exciting announcement was made at cofinitive’s 10th birthday celebration, which was held yesterday evening at The Bradfield Centre on the Cambridge Science Park, attended by over 200 guests including Mrs Julie Spence OBE CStJ QPM, HM Lord-Lieutenant of Cambridgeshire who proposed the toast, and the cream of Cambridge’s science and technology ecosystem.

Over the last 10 years, multi-award-winning cofinitive - founded by entrepreneur, Faye Holland in 2014 - has built a solid reputation, delivering impactful marketing for groundbreaking companies poised to make a difference in the world, telling their stories to the audiences that matter.

Working at the heart of the inspirational Cambridge cluster with some of the world’s leading startups, scaleups and tech companies, cofinitive has established itself as the leading specialist tech agency across Cambridge and the East of England. It remains the only Cambridge-based agency to feature in PR Week’s prestigious Top150 listings (Specialist and Outside London).

Founded in Cambridge and with long-lasting ties and presence in the city, Cambridge MC maintains a commitment to supporting its start-up and business community. As such, by acquiring cofinitive, Cambridge MC can enhance their offering by providing further marketing and communications support and advice to these organisations.

Tim Passingham, Chair of Cambridge Management Consulting, said: “I’ve followed Faye and cofinitive for many years and, like others, I’ve been impressed by their reach and impact. I am delighted to welcome Faye and the entire cofinitive team to the Cambridge Management Consulting portfolio. Their expertise in strategic marketing, PR, and branding will enhance the services we offer to our global clients. Additionally, they will have access to our broader capabilities as we continue to expand in Cambridge and beyond.”

He added: “As part of the acquisition, Faye will lead all of our external client marketing projects, head the Cambridge office, and join the company leadership team. We’re truly excited to embark on this new chapter together.”

cofinitive founder, Faye Holland said: “We are enormously proud of what we have achieved in our first decade. Our goal for the next 10 years is clear: to remain competitive, deliver even more to our clients, and scale effectively and at pace. Joining Cambridge Management Consulting provides the perfect opportunity to achieve this vision and empower our clients to grow and thrive on a truly global scale.”

The company will continue to operate under the cofinitive name, with the new structure taking effect on January 1, 2025.

About cofinitive

cofinitive was founded in 2014, and very quickly established itself as the leading hybrid PR and communications company. Specialising in technology and early-stage startups, cofinitive is described as “the epitome of everything that defines a UK-leading communications powerhouse” and as having “serious class and attitude in a nice-but-edgy kind of way”.

The multi-award-winning company’s vision has always been to deliver impactful communications for companies poised to make a difference in the world: the startups, the innovators, the ground-breakers, the game-changers, the world-changers even. Innovative businesses with a focus on tech. All tech; any innovation: transformative, AI, IT, quantum computing, agritech, biotech, cleantech, deeptech, femtech, healthtech, medtech, semiconductor. Locally, nationally, globally.

For more information, visit cofinitive.com

Press contact: carole.ayemaung@cofinitive.com

About Cambridge Management Consulting

Cambridge Management Consulting has offices or legal entities in Cambridge, London, New York, Paris, Dubai, Singapore and Helsinki, with further expansion planned in future.

Introducing edenseven and their Team of Sustainability Experts

Wed, 27 Nov 2024 23:30:45 GMT

Meet Key Members of the edenseven Team

As COP29 unfolds in Baku, Azerbaijan, the global focus on sustainability and decarbonisation intensifies. Among the organisations at the forefront of this critical dialogue is edenseven, a consultancy specialising in environmental solutions and net zero strategies. The edenseven team, composed of industry experts in sustainability and data, brings a wealth of experience and expertise to the table, making significant strides in helping private and public organisations transition into sustainable practices and eventually net zero.

Pete Nisbet - Managing Partner

Pete Nisbet serves as the Managing Partner at edenseven, bringing a wealth of experience from his extensive career in energy trading and risk management. Pete began his journey in 1997 as an Energy Trader at Scottish and Southern Energy, where he honed his skills in managing diverse commodity portfolios. His transition to Utilyx in 2006 marked a pivotal point as he adapted his expertise to the UK and European energy markets, eventually leading their Risk Management Services.

In 2016, Pete joined Mitie Energy as Managing Director, spearheading their award-winning Energy, Utilities, and Sustainability business. His strategic leadership and deep understanding of decarbonisation strategies led him to co-found edenseven in 2020.

Under Pete's guidance, edenseven has grown into an international team dedicated to providing systematic, data-driven pathways to net zero. He emphasises the importance of having precise data to streamline emissions management.

Alejandro Navarro - Director of Sustainable Innovation & Technology

Alejandro Navarro leads as the Director of Sustainable Innovation & Technology at edenseven. With a background in telecommunications, Alejandro has held significant roles such as Head of Technology Consulting at Source8 and Director of Products and Data Analytics at Mitie.

His expertise in commercial and digital strategies has been instrumental in developing innovative technology solutions.

At edenseven, Alejandro is pivotal in shaping the company's technology strategy and advising on emerging technologies that drive sustainable growth. He played a crucial role in designing and launching cero.earth, edenseven's carbon accounting and management platform designed to provide actionable insights across all emission scopes.

Alejandro's work focuses on helping organisations to leverage technology effectively to enhance their sustainability efforts.

Simon King - Senior Partner & EV Fleet Expert

Simon King is a Senior Partner at edenseven and an expert in electric vehicles (EVs) and supply chain decarbonisation. His career began as an Environmental Sciences Chemist at Zeneca, followed by leadership roles at Coca-Cola, Dairy Crest, and Tata Group. Simon has consistently delivered solutions that reduce costs and risks while enhancing sustainability performance.

At Mitie, Simon launched 'Plan Zero', rolling out one of the UK's largest pure electric fleets and significantly reducing carbon emissions. His efforts earned him recognition as one of the Top 10 most influential people in Green Fleet.

At edenseven, Simon oversees transport and supply chain decarbonisation initiatives, helping organisations optimise logistics and reduce Scope 3 emissions—a critical area given that these emissions account for a significant portion of total emissions.

Drew Davy - Partner

Drew Davy brings his expertise in business transformation to edenseven as a Partner. With experience managing major projects across industries like retail and hospitality, Drew excels in driving strategic growth and implementing digital transformations.

His work with clients such as John Lewis and Tesco underscores his ability to guide businesses toward ambitious sustainability goals. Drew's passion for ESG initiatives extends beyond his professional life; he actively supports charitable causes in Guatemala and Berkshire.

At edenseven, Drew leverages his strategic acumen to help clients enhance their sustainability strategies and reduce their carbon footprints effectively.

A Unified Vision for Sustainability

The team at edenseven, with their diverse backgrounds and expertise, is uniquely positioned to address the pressing challenges of sustainability and net zero strategies. Their work is not only about reducing emissions but also about transforming businesses to thrive in a sustainable future. As COP29 highlights the urgent need for action, edenseven’s commitment to innovative solutions and strategic guidance is more relevant than ever.

For more information on how edenseven can support your sustainability efforts, visit their website , or use the contact form below.

Case Study: The Environmental Potential of Thames Freeport and Special Economic Zones

Wed, 27 Nov 2024 22:19:43 GMT

Thames Freeport is a unique initiative designed to stimulate trade and innovation and transform the lives of people in its region, leveraging global connectivity to over 130 ports in 65 countries. Occupying a strategic position with intermodal capabilities across river, rail, and road, Thames Freeport has recognised its opportunity to achieve social good, and has demonstrated an active commitment to advancing decarbonisation and fostering a circular economy. Thames Freeport is emerging as a hub for clean energy technologies, advanced logistics, and value-added manufacturing.

Special Economic Zones (SEZs) such as the Thames Freeport are uniquely positioned to drive decarbonisation. By clustering industries and research institutions, SEZs enable collaboration on sustainable practices and green technology development. This concentration accelerates the adoption of renewable energy sources, smart grids, and circular economy practices.

The Thames Freeport: A Model for Green Transformation

The Thames Freeport is a great example of how an SEZ can lead decarbonisation efforts, aligning economic growth with environmental sustainability. To progress these activities, Thames Freeport has engaged edenseven, a part of the Cambridge Management Consulting group, renowned for developing and delivering successful data-driven sustainability strategies.

Recently, edenseven analysed and reported on the progress being made by the FTSE 250 companies toward net zero, and collated recommendations based on areas for improvement in those companies. Thames Freeport’s own journey to decarbonisation is aligned with these recommendations, actively pursuing strategies to achieve net-zero across all three scopes of carbon emissions.

Thames Freeport is establishing a clear emissions baseline through a comprehensive carbon accounting and management system. Such platforms provide insights for compliance and strategy formulation, enabling organisations to model emissions trajectories, and adapt project parameters for maximum impact.

Equipped with this knowledge, Scope 1 emissions, primarily diesel emissions within the port’s boundaries, are a key focus for Thames Freeport, as advised by edenseven’s recommendations. The Freeport is implementing programs to register all assets and integrate GPS vehicle tracking technology for detailed asset utilisation analysis. This data-driven approach will inform an effective electrification strategy, leading to cost savings for existing businesses and creating a foundation for low-carbon solutions for new entrants.

However, as Scope 1 emissions are addressed through electrification, the demand of electricity will raise the focus on Scope 2 which involves electricity usage. To meet these needs, Thames Freeport is leveraging its renewable energy assets and creating an energy model to analyse power and capacity requirements. This model will guide innovative energy sourcing, including corporate power purchase agreements, on-site generation, load balancing, and energy storage solutions, such as vehicle battery integration.

Scope 3 emissions which are indirect greenhouse gas emissions that occur in a supply chain but not necessarily produced by the company itself is often the largest proportion of emissions for organisations, are a critical focus. The edenseven FTSE 250 report identified that 86% of emissions from FTSE 250 companies are associated with Scope 3.

In line with edenseven’s recommendations, Thames Freeport is helping businesses to detail their supply chain emissions using edenseven’s Supplier Emissions Reduction Approach (SERA). Additionally, the Freeport is analysing logistics and broader transportation impacts, including employee commuting, with the support of advanced technologies such as a 5G network. These insights will enable the development of a comprehensive decarbonisation strategy for transportation.

By enabling the consolidation of supply chains and reducing transportation distances, the Freeport minimises carbon emissions associated with freight. The location of London Gateway and Port of Tilbury, for instance, reduces the need for road transportation, cutting fuel use and emissions.

Beyond businesses, the Thames Freeport focuses on creating a sustainable future for the local community. Investments in green jobs and skills development will empower residents to participate in the decarbonisation journey.

These actions demonstrate Thames Freeport’s proactive intent to make significant strides toward net zero. With plans to continue this momentum into 2025, Thames Freeport, Cambridge Management Consulting’s, and edenseven’s combined expertise in port management, innovation, and sustainability is attracting forward-thinking businesses, driving economic growth, creating high-quality jobs, and delivering environmental benefits. This integrated approach positions Thames Freeport as a leader in sustainable industrial development, setting a benchmark for decarbonisation and circular economy practices.

Special Economic Zones like the Thames Freeport are vital in driving decarbonisation. By serving as hubs for green innovation, they catalyse sustainable development and align economic growth with climate goals. Thames Freeport exemplifies this potential by integrating low-carbon practices, fostering green industries, and contributing to the UK’s ambition for a net-zero economy. Through its leadership in sustainable logistics and community-focused initiatives, the Thames Freeport is a beacon for how SEZs can transform areas into low-carbon, thriving regions.

Supply Chain Engagement Will Make Your Business Stronger

Wed, 20 Nov 2024 11:22:37 GMT

Don't Fear Scope 3, Embrace It

Momentum is vital if you want to deliver an effective and on-time sustainability strategy. But it’s often a challenge for organisations to create. As time ticks on, your teams face a mountain that gets steeper and steeper. This inevitably causes a ‘rabbit in the headlights’ effect, intensified by business resource shortages and diary backlogs. The longer you leave it, the steeper that curve gets.

First, you must quantify the size of the task ahead: where have you set the boundaries and what is the 'Scope' you have signed up to? Every strategy is different, as no industry is the same. No matter what sector your company sits in and no matter how well you think you know your business, capturing the right data in a timely and effective manner, and harnessing ‘momentum’, brings many challenges.

That said, there are ways to make this process focussed and more efficient. We will explain more below, but first let’s start with a definition of the three Scopes and your responsibilities as a business.

What are the Three Scopes?

The Greenhouse Gas Protocol divides emissions in three categories:

Scope 1: Emissions released directly from a business

Scope 2: Indirect emissions released from the energy purchased by an organisation

Scope 3: Indirect emissions, accounting for upstream and downstream emissions from a product or service and emissions across your supply chain

As a business, Scope 1 and Scope 2 are pretty much in your control: you own the data and to a certain extent have control of the people and processes. Scope 3 can put fear into even the most experienced sustainability professional.

Why the Fear?

It's big: At least 90% of your overall footprint and in some instances even more, depending on the industry

It's hard to organise: It can be a bit like 'herding sheep'. You have multiple suppliers from potentially different sectors, different attitudes to sustainability, and different stages of 'carbon maturity'.

It's complicated: Some will have data, some will not. It might be very manual at the start. Your suppliers might be in different countries, speak different languages and have different legislation. How do you summarise your findings to give them value?

Ultimately, this is the right thing to do . A net zero strategy which covers Scope 3 communicates clear intent to make a difference to the way you operate. Tackling Scope 3 will embed sustainability into your overall culture and BAU operations sooner rather than later; before the mountain becomes too steep.

A Three-Step Approach

If your organisation doesn’t cover Scope 3 in your targets don't immediately worry; but do start planning to extend your horizons. If you do have it embedded in your targets but haven’t engaged with your supply chain, once again don't panic.

Below are a few simple thoughts on how to achieve your goals and thrive in the process.

Step One: Be Organised

As with most things we deal with in the world of energy and sustainability, if you don't know the start position, how will you know what you've achieved? Scope 3 is an enormous element of your overall carbon footprint, so you need to understand the problem in detail.

This can be done through realistic assumptions and estimates to start with, but ultimately going straight to the source and asking 'simple' and straightforward questions is going to be the most effective way of building clear data sets. We would like to emphasise the word 'simple'. You don't want to turn suppliers off before you've even started. Build 'data confidence' over time.

Start with a simple survey, which takes no more than 10 minutes to complete. Then build from this starting point. Once you have a base line of information, you can progressively expand the questions over time.

Step Two: Be Engaged

Using data requests in a new procurement process is an effective way of gaining the data quickly. However, engaging with an already established supplier is a slightly different process. Demanding that legacy suppliers give you 100 separate pieces of data by next week might work, but it is likely to damage a relationship rather than enhance it.

We are finding that organisations who outline their own intention for net zero and why they are asking for this information will get better long-term results from their supply base. This moves it from a purely transactional relationship to one which is a true embedded partnership.

If you can articulate what you need and why, it's amazing what suppliers will do. If you can’t do this then, you don’t have a well-considered plan.

Step Three: Be Consistent

Have a plan and let your suppliers know about it. Tell them what you are doing and what has worked in the past and what hasn't. Achieving net zero is a multi-layered process and one which will have many twists and turns along the way. Your customers will demand change and your supply chain needs to be aware of it. This will take time and needs continuous focus. Don't expect it to happen overnight.

Bring structure to your plan. Examples of how this can be done are:

Creating a simple and easy data capture process (preferably an online platform rather than spreadsheets)
Create sustainability forums with suppliers included
Build a communication hub outlining key achievements and announcements
Ring fence green 'funds' to subsidies capex programmes
Develop joint community events across your business regions

These actions will ease the pain and really move things forward for your engagement plan.

It isn't Easy, but the Rewards are Huge

One thing is for certain, sustainability and carbon reduction programmes will become part of standard business practice. If they are not embedded into BAU operations, customers and policymakers will make it very hard for organisations to remain financially viable.

There is a business need to create true joined up engagement across the whole supply chain. Increasing dialogue and forming a common link between each organisation in your network of businesses can only improve your ability to adapt to change through the sharing of innovative ideas and building true partnerships.

If you would like to speak to our sustainability team about effective steps to implement Supply Chain Engagement programmes, go to our Sustainability page here .

Accelerating Local Government with Agentic AI

Wed, 20 Nov 2024 02:07:59 GMT

The Urgency for Efficiency in Local Government

The financial challenges facing Local Governments in the UK over the past few years have been impossible to ignore. In 2023 alone, Birmingham City, Nottingham City, and Woking Borough councils were all reported ‘bankrupt’. Clearly, the realities of growing and aging populations, increasing poverty, and strained funding are putting greater pressures than previously realised. Specifically, this is challenging social care, and housing and accommodation, which are both suffering from an increased need in funding which is not available.

At the recent ‘Future of Britain: Governing in the Age of AI’ conference (July 2024), organised by the Tony Blair Institute for Global Change, speakers suggested that the only opportunity presenting itself currently is the recent steps forward in Artificial Intelligence (AI), specifically Generative AI and Large Language Models.

Needless to say, it will require more than poems on ChatGPT or images on Midjourney to drive improvements in local services provisions. However, in the last year we have seen an AI development that shows promise, albeit with translation into reliable operations with secure environments. This new development is being referred to as Agentic AI, or multi-AI agent teams. But what does this new technology offer for Local Governments?

What is Agentic AI?

Agentic AI represents a shift from traditional centralised AI models to a distributed system comprising multiple specialised Agents working collaboratively. This approach allows for the division and specialisation of tasks among trained AI agents, which can efficiently solve complex problems by leveraging the strengths of each individual Agent within their specialised domain.

Agentic AI offers several distinct advantages over a traditional Large Language Models (LLMs), which are particularly relevant for environments where accuracy, transparency and security are paramount.

Imagine you are a council leader, with the power to bring the best people, with the best knowledge and information at hand, into a room to solve every problem statement that you are currently facing. Now, imagine that you can quickly create AI Agents with that same knowledge and information at hand, and the ability to effectively collaborate to solve those problems.

It probably sounds farfetched, and yet there are already examples of this technology working effectively in secure organisations within the UK. In this article, we explore the implications of Agentic AI for Local Government spending, procurement, delivery, and HR functions.

Budgeting & Spend Management: Enhancing Precision & Reducing Costs

What have you got planned over the next few years?

What do you have to do vs what do you want to do?

What variables play into those decisions?

These questions may cover capital projects, provision of housing, technology products, or services reform—such as social care, operations, pensions, and more.

Imagine this use case: you are able to do a budgetary cost estimate of everything in minutes, with multiple scenarios and risk analysis for each to a degree of confidence in the execution of the project or service within the price given, as well as proactive recommended interventions to de-risk.

This can all be done with Agentic AI, which has already delivered time savings in central government by a factor in excess of 100x, with massive cost decreases too. This technology can provide completely calculated cost estimated and full referenceability in less than half an hour.

This doesn’t work entirely by magic. It can be preconfigured to apply your estimate methodologies and local policies and understand what has been done before, but it learns over time, and will continue to verify from other sources, including talking to your employees. However, you would be amazed at the results observed in only weeks.

Also, ask yourself this question: How do you find the most accurate budget estimate? Is it better to have a team follow a process to get one answer over time, or to apply a distribution curve to 100-1000 automatically generated estimates for multiple scenarios to determine what is statistically most likely? Agentic AI will give you a customisable set of accurate estimates, with as many parameters as you require, in a fraction of the time and cost.

We help you build an Agentic AI team configured to support your project managers, service managers, and operational leaders in everything that they do. This can include accelerating onboarding, gaining excess to deep expertise, making informed recommendations, and working in conjunction with your teams.

People have long worried about AI replacing humans, but what if it could be harnessed effectively to help superpower your teams?

Agentic AI is a paradigm shift in budget planning and prioritisation, as well as reducing the risks of delay and cost slippage through provision of reliable budgetary estimates for everything Local Governments want to execute.

Procurement: Accelerating Processes and Reducing Acquisition Costs

Agentic AI can also be harnessed to improve the entire set of processes in the procurement cycle, with a focus on reducing risk and reducing elapsed time to next-step outcomes. There are already established Generative AI solutions that write bid responses, and soon they are likely to generate requirements documents such as ITTs, RFPs, and even contracts. There are AI solutions that enable global search for any widget in any geography, producing Gartner-style sophisticated reports, in hours, on recommended options—enabling procurement teams to source suppliers far more quickly. In addition, Agentic AI will provide effective decision-making solutions that assist with the review of responses to determine risks, costs, and gaps.

There are now two approaches to accelerating the procurement process. The first is traditional, mapping out the end-to-end process, determining the areas of delay or pain, and focussing on improving or automating those elements. The second is more novel, and perhaps completely new with Agentic AI: if we can identify the capabilities, tools, and knowledge that are needed in that end-to-end process, then your team of AI Agents can be trained to determine approaches to accelerate these outcomes in your organisation. In truth, there is a strong argument to try both where possible.

Delivery: Streamlining PMO Functions & Managing Risks

Estimating costs faster is one essential function, but the challenge is also to ensure that these services, projects, or operational needs, are still being delivered for the cost envisaged.

Agentic AI can also be applied to act as an enhanced Project Management Office (PMO) function by taking progress input from a variety of sources, interpreting against all that is known, and making proactive intervention recommendations to help keep the team on track.

Imagine this use case: an Agent Team that has specific agents focused on aggregating data, perhaps supplied from existing Excel reports or through interfaces to the financial systems; some agents are specialised at determining and evaluating risks, while others are trained to have a deep understanding of the contract terms, operating model, resourcing, or anything that can be provided as a set of data or interface. There are, of course, numerous regulations (GDPR as a minimum), policies, and ethical AI frameworks that must be adhered to, but we have already seen robust solutions designed for highly secure environments. That being said, do not compromise here: it is critical that organisational data is protected from a security perspective, requiring a full transparent, auditable solution.

Agentic AI in HR & Finance: Driving Productivity Improvement

In a wider context, Agentic AI can impact the entire Operating Model of a local authority or council, improving productivity and enabling existing teams to achieve more, and faster, through the assistance of AI Team Members.

There are numerous use cases for these applications across HR, campaign recruitment, performance appraisals, apprenticeships, and more. This technology is also beginning to ask questions of regulations; for example, for many years we have pushed job descriptions through tools that ensure gender neutrality, yet if we can easily create and promote a multiplicity of job descriptions and adverts that are targeted on broadly diverse groups, then there may be a more effective engagement across these demographics.

We are also seeing Agentic AI applied to finance functions, bringing a meld of machine learning tools with Generative AI to help automate process flows such as invoice processing, forecasting, accounting, financial reporting, and auditing.

Summary: Harnessing Agentic AI for Local Government Transformation

If your perspective on Generative AI is driven by playing with ChatGPT or Dall-E, and you have dismissed it as being irrelevant to your work in Local Government, then my plea is to look further. If you have worried about hallucination, or the security/privacy issues of applying it to the public sector, or the impact it may have on jobs, then look at the emergence of Agentic AI as helping to resolve some of these genuine concerns.

Regarding the impact on jobs, though it is undoubtedly true that the employment landscape is constantly evolving, there are some wider, incontrovertible megatrends that are making it increasingly difficult to recruit the necessary people to deliver the required services—for example, aging populations, or shrinking populations (in some geographies). As a strong voice in the world’s CDR (Digital Responsibility) movement, I have been talking about the necessity to think of these consequential impacts for nearly a decade. Yet, I have seen the reaction to public sector employees finding themselves better able to perform the actions required for their departments or citizens without the reliance on consultants in the supply chain.

Think of Agentic AI as enabling you to do far more with your existing teams; to onboard new employees faster; and to condense elapsed times to respond to requests or deliver services. Think of it as a way of making your employees’ lives easier, by providing them with the information to help make their decisions, or complete activities faster. It is true that there are risks and dangers regarding AI, but these can be understood and mitigated in the context of specific use cases. Let its innovative potential drive your engagement with it, over fear of the unknown.

In an environment in which taxation is unlikely to significantly increase to provide greater funding and the costs of delivering public services continues to increase, we must find some transformative ways to keep going. Agentic AI presents this opportunity, we just need to understand how to harness it most effectively in harmony with human teams who need that help. In short, Agentic AI can be instrumental in future-proofing your operations and delivering better public services for less cost.

Agentic AI from Futuria Combined with Cambridge MC’s Public Sector Expertise

Cambridge Management Consulting and Futuria have formed a strategic partnership to offer Agentic AI solutions tailored to the needs of UK local authorities. This collaboration brings together Cambridge MC’s extensive expertise in public sector transformation and Futuria’s cutting-edge AI technology, creating a powerful proposition for councils facing budgetary constraints and operational challenges.

Craig Cheney, Managing Partner for the Public Sector at Cambridge Management Consulting, highlights the potential impact of this collaboration: "Our partnership with Futuria presents a transformative opportunity for local authorities across the UK. By combining our deep expertise in public sector transformation with Futuria's advanced Agentic AI technology, we are empowering councils to navigate their financial challenges while improving service delivery. This is not just about cost-cutting; it's about enabling local governments to do more with less—delivering better outcomes for their communities in a sustainable way."

Cambridge MC has a long-standing commitment to supporting the public sector through economic challenges. With decades of experience working with councils and educational institutions, Cambridge MC has helped organisations save over £2 billion through cost reduction initiatives and business transformation. This expertise is now amplified by the integration of Futuria’s Agentic AI solutions, offering local governments a powerful toolset to future-proof their operations and superpower their leadership and teams.

About Rob Price

Rob is a co-founder of Futuria, an Agentic AI company enhancing organisational productivity with multi-agent teams. He hosts the Futurise podcast, interviewing CEOs and AI business founders about the start-up and scale-up world of AI and Generative AI in the UK, Europe and US. Rob has held various senior leadership roles, from Sales Director to CDO, COO, and Deputy CEO at Worldline UK&CEE, demonstrating strategic thinking, problem-solving, and effective execution.

Link to Podcast on Spotify

Rob co-founded the Corporate Digital Responsibility movement and helped launch the International CDR Manifesto in October 2021. He manages corporatedigitalresponsibility.net and hosts the 'A New Digital Responsibility' podcast, now in its fifth season.

A frequent speaker at European events, he is also a trustee of Inspire+, a charity promoting healthy lives for primary school children.

About Futuria

At Futuria, we’re passionate about reshaping the future of enterprise operations with our advanced AI Agent Teams and pioneering Agentic AI solutions.

Our mission is to empower businesses by integrating modular, explainable, and responsible AI that fits seamlessly into complex environments.

By enhancing human expertise, we help organisations gain full control, transparency, and scalability—delivering impactful solutions that drive efficiency, reduce costs, improve decision-making, foster innovation, and empower users.

Fine out more at: www.futuria.ai

Futuria and Cambridge Management Consulting Announce Innovative AI-Driven Partnership

Wed, 13 Nov 2024 10:46:17 GMT

Press Release: 13/11/2024, London – Cambridge Management Consulting (Cambridge MC), a global management consulting firm known for its expertise in digital transformation, and Futuria, a leader in Agentic AI solutions, today announced a strategic partnership. This collaboration will empower businesses with innovative artificial intelligence (AI) solutions that drive efficiency, growth, and competitive advantage.

Futuria is transforming enterprise operations with its advanced AI Agent Teams and pioneering AgenticAI platforms. Its AI solutions are modular, explainable, and responsible, ensuring seamless integration into complex business environments while enhancing human expertise.

Cambridge MC is an international consulting firm with a proven track record of helping organisations navigate complex challenges and seize emerging opportunities. Led by a team of senior executives, Cambridge MC provides strategic guidance and expert support to clients across sectors such as telecommunications, public sector, and back-office operations. Cambridge MC is committed to embracing technological advancements and maximising the benefits of AI for its clients.

By combining Futuria's multi-agent AI teams with its own expanded market presence, Cambridge MC continues to enhance its AI-enabled service offerings to improve the speed and quality of client delivery. This strategic partnership brings together Futuria's AgenticAI solutions and Cambridge MC's deep industry expertise and global reach, enabling enhanced decision-making and project delivery.

"We're excited to partner with Cambridge Management Consulting," said Rob Price, Co-Founder of Futuria. "Their extensive industry knowledge and global reach will accelerate the adoption of our AgenticAI multi-agent teams, empowering organisations to achieve new levels of efficiency and innovation."

Tim Passingham, Chairman of Cambridge Management Consulting, added, "Futuria's innovative AgenticAI platform aligns perfectly with our commitment to providing clients with cutting-edge digital solutions and helping clients navigate the brave new world of Artificial Intelligence. We are confident that this go-to-market partnership will enable us to help our clients harness the tremendous opportunities presented by AI and avoid some of the potential risks of the new technology."

About Cambridge Management Consulting

Cambridge Management Consulting (Cambridge MC) is an international consulting firm that helps companies of all sizes make a positive impact on the world. Founded in Cambridge, UK, the firm has grown to over 200 consultants working on projects in 22 countries. Cambridge MC focuses on supporting private and public sectors with challenges related to people, processes, and digital technology. Cambridge MC is unique in employing only senior executives with real industry or government experience, ensuring clients receive advice from a place of true credibility.

For more information, visit www.cambridgemc.com .

About Futuria

Futuria is dedicated to reshaping the future of enterprise operations with advanced AI Agent Teams and pioneering AgenticAI solutions. The company's mission is to empower businesses by integrating modular, explainable, and responsible AI that fits seamlessly into complex environments. By enhancing human expertise, Futuria helps organisations achieve control, transparency, and scalability, delivering solutions that drive efficiency, reduce costs, improve decision-making, foster innovation, and empower users.

For more information, visit www.futuria.ai .

Cambridge Management Consulting Pledges Support to the Armed Forces Covenant

Mon, 11 Nov 2024 09:36:27 GMT

At Cambridge Management Consulting, we are built on a commitment to social values and opportunities for giving back to society. As such, we are proud to announce that we have signed the Armed Forces Covenant (AFC), cementing our extension of this equality and awareness to existing and future employee with military affiliations.

Enshrined in law in 2011, former Prime Minister David Cameron explained the importance of the Covenant in his intention to make it a legal obligation:

‘Whether it’s the schools you send your children to, whether it’s the healthcare that you expect, whether it’s the fact that there should be a decent military ward for anyone who gets injured. I want all of these things refreshed and renewed and written down in a military covenant that’s written into the law of the land.’

In other words, the Armed Forces Covenant requires a shared understanding and acknowledgement that those who have served in the Armed Forces and their families should be provided with ‘ fairness and respect ’ in the communities they serve or have served. Despite the Covenant being primarily directed towards Public Sector bodies, particularly those affiliated with Healthcare, Education, and Housing, it is also open to private entities wishing to partake, and in 2024 Cambridge Management Consulting has chosen to strengthen our regard for the Armed Forces by signing it – read on to learn why, and more about the AFC.

Social Values

At Cambridge MC, our dedication to social values is intrinsic and wide-reaching. To support non-profit organisations close to these principles, we provision at least 1% of our time, 1% of our profits, and 1% of our equity annually (more details on initiatives close to the company can be read here ). Our commitment to sustainability and accelerating the path to net-zero is channelled through our sister-company, edenseven, who support companies to decarbonise their operations. And we recognise and uplift the importance of youth development through our partnership with Pembroke College’s Leadership, Enterprise & Adventure at Pembroke (LEAP) Programme, which secures transformational internship opportunities for their students.

Now, we are galvanising our appreciation for the invaluable service provided by members of our organisation who have been involved with the armed forces, and the immeasurable impact felt by family members of our team who have taken up the same duty. At Cambridge MC, 23% of our employees currently have close family members who have served in the UK Armed Forces, and 45% have had or do have family members serving Globally in the Armed Forces. As such, we recognise the unique skills and values they bring to any organisation, and we are committed to creating an inclusive environment that supports them in their careers and beyond. By signing the Armed Forces Covenant, we have made the following pledge:

We, the undersigned, commit to honour the Armed Forces Covenant and support the Armed Forces Community. We recognise the value Serving Personnel, both Regular and Reservists, Veterans and military families contribute to our business and to our country.

A Simple and Timeless Statement

Although only published in May 2011, the wording of the Covenant emphasises that its promise encapsulates a much longer, and stronger history. ‘ The first duty of Government is the defence of the realm,’ it explains, ‘Our Armed Forces fulfil that responsibility on behalf of the Government, sacrificing some civilian freedoms, facing danger and, sometimes, suffering serious injury or death as a result of their duty.’

The Statutory Guidance on the Armed Forces Covenant Duty details these numerous substantial sacrifices and life changes that accompany the service that members of the armed forces have volunteered to provide, including the obvious ‘wide range of threats of violence’ they risk, and the geographical mobility they must be ready to accept. Further to this, the Guidance highlights emotional factors associated with separation from both their loved ones and civilian life, as well as the hours of work they endure and the stress this accumulates.

In short, Cameron referred to the military as ‘the noblest end of public service’, and Cambridge MC looks to reciprocate this to the best of our abilities by signing the Covenant.

Principles of the Covenant

The Covenant Duty ‘ does not mandate what organisations do ’, in order to ensure that they have the flexibility to balance local needs within the local context. Instead, the Duty only seeks to encourage organisations involved to raise and maintain awareness of the impacts associated with service life as outlined above.

In other words, by signing the Covenant, Cambridge MC have promised to internalise the following principles:

No member of the Armed Forces Community should face disadvantage in the provision of public and commercial services compared to any other citizen.

In some circumstances, special treatment may be appropriate, especially for the injured or bereaved.

Furthermore, Cambridge MC is honoured to uphold and demonstrate this promise through the following:

Promoting the Armed Forces: Promoting our position as an Armed Forces-friendly organisation to our staff, customers, suppliers, contractors, and wider public.

Veterans: Supporting the employment of veterans, recognising military skills and qualifications in our recruitment and selection process; working with the Career Transition Partnership (CTP) to support the employment of Service leavers.

Reserves: Supporting our employees who are members of the Reserve Forces; granting additional paid leave for annual Reserve Forces training; supporting any mobilisations and deployment; and actively encouraging members of staff to become Reservists.

Cadet Organisations: Supporting our employees who are volunteer leaders in military cadet organisations, granting additional leave to attend annual training camps and courses; actively encouraging members of staff to become volunteer leaders in cadet organisations; supporting local military cadet units; and recognising the benefits of employing cadets/ex-cadets within the workforce.

Service Spouses & Partners: Supporting the employment of Service spouses and partners; partnering with the Forces Families Jobs Forum; and providing flexibility in granting leave for Service spouses and partners before, during, and after a partner’s deployment.

National Events: Supporting Armed Forces Day, Reserves Day, the Poppy Appeal, and Remembrance Activities.

Armed Forces Charities: Supporting Armed Forces charities with fundraising and supporting staff who volunteer to assist.

Looking Ahead: the AFC Network

At Cambridge MC, we do not believe in ticking a box, and our commitment to the Armed Forces Community is not static in our signing of the Covenant. To continue raising awareness and empowerment, we have established an Armed Forces Network, bringing together those across our organisation with involvement or family members in the Armed Forces with the purpose of sharing experiences and mutual support.

As our company continues to grow, so too will this community, and we are enthusiastic about the opportunity to welcome veterans and reservists with their unique skills and experiences into the team.

For more information about the Covenant and our pledge specifically, click here .

FTSE 250 Report: Are Businesses Ignoring the Climate Crisis?

Thu, 07 Nov 2024 19:33:28 GMT

PRESS RELEASE - LONDON - 3 NOV 2024

KEY POINTS:

New FTSE 250 Report Highlights 'Alarmingly Poor' Response of FTSE250 Companies to Climate Crisis

7% rise in carbon emissions as business growth outpaced effective environmental action
41% of businesses do not have a net zero target date
20% of businesses failing to report Scope 3 emissions
Average net zero target date extended by 13 months

Download the full report here: https://www.edenseven.co.uk/ftse250

A new sustainability report by edenseven has revealed that 41% of FTSE250 companies are not responding quickly enough to the warnings about the impact of climate change and have still not set or declared a net zero target date.

To meaningfully reduce emissions, businesses must set a clear target year to achieve net zero - and this latest report by expert sustainability consultancy, edenseven [corr] highlights a growing gap in climate commitments ahead of the UK’s 2050 net zero goal, and ahead of the 2024 UN Climate Change Conference (UNFCCC COP 29) which is set to convene from 11 to 22 November 2024 in Baku, Azerbaijan.

The FTSE250, the bedrock of the UK economy, generates equivalent to over half (53.8%) of the UK’s total emissions, and represents a key benchmark for evaluating the UK’s response to the climate crisis challenge.

However, the report reveals that only 14% of the FTSE250 have Science-Based Targets initiative (SBTi) accreditation. With the average net zero target date now delayed to December 2044 - 13 months later than last year - reflecting a lack of credible and actionable emission reduction plans.

Of particular concern is the report of emissions increasing. The FTSE250’s Scope 1, 2, and 3 emissions have increased to 206.4 million tons of CO2e, a 7% increase in like for like emissions compared to the previous year. As this is in line with a 9% increase in revenue, it reflects how businesses are not decarbonising quickly enough to offset their revenue growth and are failing to integrate all-important climate considerations into their growth strategies.

The report also highlights a decline in transparency reporting, with 20% of businesses failing to report any Scope 3 emissions at all. These are the indirect emissions from a company’s value chain, which form the largest component, accounting for 86% of a company’s total carbon footprint.

Pete Nisbet, managing partner at edenseven, says: “The findings of this latest report are concerning and the response from some of these FTSE250 companies has been alarmingly poor. The reality is, every company, whatever their business, whatever their size, needs to be working towards net zero. The FTSE250 have the potential to lead the UK towards a sustainable future, and it is critical that these businesses take decisive action now.

“Managing emissions offers advantages in competitiveness, compliance and credibility. Proactively reducing emissions can cut costs through energy efficiency and waste reduction, while investments in clean technologies lower long-term cost exposure and risk. Stakeholders also place increasing value on those prioritising sustainability and social responsibility, and so it’s crucial for reputation too.”

Marvin Rees is a member of the Global Commission for Urban SDG Finance and former Mayor of Bristol. Last week, the Bristol City Leap project received the prestigious ‘2024 Award of Distinction for Public-Private Collaboration in Cities’ at the World Economic Forum's Urban Transformation Summit. Marvin says: “Government action is essential, but government action alone will never be enough. To achieve net zero and avoid catastrophic global warning, we need the private sector not just to deliver, but to provide leadership for others.

“This is not an optional extra from the CSR and ESG “To Do” list. Climate change and its social, political and economic consequences must be recognised as being business critical. We need businesses to understand and operate with an understanding that the way they do business today will determine whether the world is more, or less, conducive to their ability to do business in the years and decades ahead.”

Global energy transition expert Graeme Cooper also wants to see more commitment from the FTSE250. He says: “I would expect to be seeing real leadership from the FTSE250 by now, but as this report suggests they don’t seem to be moving at a quick enough pace to achieve their own, let alone the country’s, targets.

“There are great examples out there where, rather than focusing on reporting, companies are incorporating environmental impact into their short term and leadership targets, and it’s those companies that see the benefits of improved efficiency and reduced running costs. We need to move from warm words to demonstrable action, embed environment targets to individuals’ performance metrics, and change the narrative by showing the benefits achieved through good data and processes and their effect on the bottom line.”

ENDS

Supplementary FTSE250 company comment

David Ville, Group Carbon & Environment Manager: "At Currys, we've decarbonised massively over the last few years, and we're all really proud of the progress we've made. From the new products and propositions we are launching, to the circular business models we are growing and the carbon reduction investments we are making; climate change impacts are integrated in what we do.”

About edenseven

edenseven is an expert sustainability consultancy that helps organisations achieve quantifiable environmental and financial benefits by designing, improving and running data-driven sustainability strategies.

edenseven’s approach is always “Driven by Data” - a fact underlined by their leading carbon accounting and management platform www.cero.earth. This solution delivers seamless management and reporting of Scope 1, 2 & 3 emissions, project and progress tracking, insight generation and integrated compliance solutions.

edenseven has assembled a unique team of like-minded people with decades of real-world experience to provide advice and create tools that deliver both environmental and business benefits for clients.

www.edenseven.co.uk

PRESS CONTACT

For interviews with Pete Nisbet (Managing Partner) or Simon King (Partner) at edenseven, please contact:

carole.ayemaungkyles@cofinitive.com

Pete Nisbet – Pete is the Managing Partner at edenseven. He started his career over 25 years ago working for Southern Gas in their operations team and since then has built a deep understanding of the Global Energy and Carbon sector having held senior roles in operations, commodity trading and portfolio management. Pete most recently held the role of Managing Director for Mitie Energy where he built an award-winning and market-leading business which provided Integrated Energy and Carbon Services. At edenseven, Pete leads the business, working across multiple industries, helping clients manage their complex decarbonisation programmes to achieve their net zero targets.

Simon King - Simon is a Senior Partner at edenseven. He is an experienced Sustainability & ESG senior leader, who repositioned Mitie (the UK's leading Facilities Management company with £4.5 bn revenue & 78,000 employees) as an ESG high performer. Launched Plan Zero, a commitment to net zero by 2025 with 35% achieved, alongside decarbonisation services for clients with 350,000 tonnes saved and rolled out what was the largest Electric Vehicle Fleet in the UK. Previously Simon was a Global Chief Procurement Officer, having worked for Tata Group (TGB), Coca-Cola and Dairy Crest.

Note to editors: Trademarks and registered trademarks referenced herein remain the property of their respective owners.

Case Study: Energy Sourcing Review and Supplier Engagement

Thu, 07 Nov 2024 01:52:57 GMT

edenseven Designs Energy Supply Strategy for H2 Green

By conducting an energy sourcing review and engaging with suppliers

H2 Green are a large-scale hydrogen storage business with a focus onsite close to towns and cities across the UK.

H2 Green’s ambition is to build hydrogen hubs that deliver large amounts of hydrogen, providing security of supply for multiple users across whole regions.

H2 Green engaged edenseven, one of the Cambridge Management Consulting group of companies, to build an electricity supply strategy to meet their growth aspirations and environmental requirements.

Project Overview

To provide a clear outline of the contracting structures within the UK electricity market which would support the green credentials of the business. Structures needed to range from REGO back supply contracts to more complex long-term renewables agreements.

All contracting requirements needed to meet the ‘Renewables Transport Fuel Obligations’ and ‘Low Carbon Hydrogen Standard’.

Investigate the commercial opportunities short short-term flexibility of assets and liaise with the supply commodity on product development.

Support in consultations to government departments relating to the proposed price support mechanism.

Skills & Knowledge

An energy expert with a detailed knowledge of the UK energy market, with a specific understanding of the evolving policy landscape and how green hydrogen fits into the government’s forward plans.

An insight into global commodity markets and the various contracting structures currently in place across the supply community.

A clear understanding of how assets can be utilised in the short-term trading markets and the value of ‘optionality’.

An individual who holds key relationships across the supply community to enable product development and the ability to influence existing standardised offerings.

Outcome & Results

Market Analysis : The delivery of a clear and concise view of all the contracting structures currently being provided with the UK electricity market; this included both physical and financial products.
Engagement with Government Bodies : A well-considered submission to the relevant government bodies in response to a published consultation. This outlined the appropriate pricing and support structure needed to accelerate the Green Hydrogen Industry.
Supplier and Investor Relationships : The creation of a strong link to key suppliers and investors within the energy market. Promoting the development of Green Hydrogen and the benefits it can bring to global decarbonisation.

About Cambridge Management Consulting

Our capabilities focus on supporting the private and public sector with their people, process and digital technology challenges.

For more information visit www.cambridgemc.com or get in touch below.

Bristol City Leap Wins World Economic Forum Award for Public-Private Collaboration

Thu, 31 Oct 2024 09:59:35 GMT

Last week, the Global Partnership for Local Investment announced the winner of their 2024 Award of Distinction for Public-Private Collaboration in Cities, awarded to the Bristol City Leap Project.

An initiative led by the World Economic Forum and UN-Habitat, the Global Partnership for Local Investment is designed to uplift collaborations between public and private entities which unlock important investment in local communities. Their objective rests on a three-pillared purpose to mobilise the international community, scale tried-and-tested models, and facilitate a global track record of success.

Thus, it is an incredible honour for the Bristol City Leap project, which was co-founded by Marvin Rees, Board Advisor, Craig Cheney, Managing Partner – Public Sector & Education, and David White, Associate, to fulfil these aims, to be recognised with this prestigious award. Read below to learn more about the Bristol City Leap Project and why it earned this achievement.

Leaps and Bounds

The Bristol City Leap project is a world-first partnership between Bristol City Council and Ameresco UK, securing a £1bn investment from Vattenfall, begun during Marvin Rees’ and Craig Cheney’s tenures as Mayor and Deputy Mayor respectively. This partnership was designed to maximise sustainable investment in the city in order to accelerate its progress toward decarbonisation and net-zero.

The primary outcomes of this project are:

Transport: An investment of £18m in the city’s electric vehicle (EV) charging network within the first five years.

Infrastructure: In Council Operation Buildings, the project plans for £2.5m of improvements to Building Management Systems, energy-efficient chillers, and LED lighting, with a further £10m of projects in advanced development to begin within the year. Across Social Housing, £57m will be set aside by 2029, including £16m for refurbishing nine blocks of flats and a £7.8m window replacement program to improve energy efficiency.

Education: Reducing the carbon footprint of schools in the city through the installation of solar photovoltaic (PV) systems and air-source heat pumps.

Renewable Development: An investment of £83m for large-scale renewable development, mostly on council-owned land, as well as an expansion of the city’s heat network by Vattenfall, which will supply low-carbon heat to 12,000 homes over the next five years.

Altogether, this impressive portfolio of programmes and renovations is projected to install 182 MW of clean, renewable energy while reducing roughly 140,000 tonnes of carbon emissions.

Cross-Sector Collaboration

The Bristol City Leap Project has been given the Award of Distinction for Public-Private Collaboration in Cities for the way it prioritises the public conscience through support from private entities.

Spanning the next twenty years, the Project is estimated to benefit the local economy by roughly £61.5m in social value, £55m in contracts with the supply chain, and over 1,000 local jobs, work placements, and apprenticeships. Further to this, it has established a Community Energy Fund valued at £1.5m and will deliver £4m worth of energy efficiency measures for the city’s vulnerable households.

Through engagement with the private sector, these initiatives are expected to be funded by £1Bn in investments, with at least £424m already committed by 2027.

For more information on the Bristol City Leap project, visit their website here .

To learn more about Craig Cheney’s career and how he can support you to navigate between the public and private sector, contact him here .

Avoid Issues in Operations: Be More Secure by Design

Fri, 25 Oct 2024 09:53:49 GMT

Would you feel comfortable flying in an aeroplane designed by engineers who only considered what might go wrong after they had built it?

‘Secure by Design’ (SbD) is not a technology, it is a set of principles to be adopted to improve business risk and resilience. It has strong similarity to conventional engineering practices, and it will save money by reducing wasteful rework.

The critical first step is to understand the risks that the solution will be exposed to. Like Failure Mode Analysis in conventional engineering, these inherent risks form an essential part of the solution requirements. The design can then be a collaborative and iterative exercise of review and enhancement to meet the security requirements.

Effort spent defining requirements before design and implementation is widely recognised to save time and money. The situation is no different with security requirements, but there are wider benefits as well, compared to addressing security late in the lifecycle:

Security controls applied after design and implementation are more likely to restrict functionality, undermining overall user satisfaction and the return on investment

Early engagement reduces the risk of budgets overruns, or having to accept inadequate security if you can’t secure the budget

A well-documented set of risks, security controls and design decisions can then follow the solution through implementation and into operations, enabling future change to understand past rationale
Above all else, late identification of risk and security requirements causes wasteful rework of the solution, which will cost time and money

The key to success is defining the system scope correctly. If the scope is too great and encompasses a number of separate systems, then the benefits are eroded and the exercise becomes more akin to a homogenous enterprise risk assessment. If the scope is too small, the number of systems becomes unwieldy and unsustainable to assess and manage.

It is not a Technology, and it is not New

Despite what you might believe from some of the cyber tech product sheets, SbD is not a technology (for that matter, Zero Trust, which we see as a valuable component of SbD practice, is not a technology either). It is a philosophy or strategy, a set of principles that bring efficiency, consistency, and discipline to cyber risk management. You may find tools that help you to adopt these principles, and the practice requires a sound understanding of technology, but above all SbD is a human endeavour.

Like many other buzzwords in the security community, SbD is frequently presented as something rather mystical, requiring specialist knowledge and attracting a new set of standards and vocabulary. We don’t hold with this concept; in our view, it ‘does exactly what it says on the tin’. It is about ensuring the system’s very design enforces security and mitigates risk rather than relying on sticking plasters applied after implementation. Whether those design features are preventative controls, controls to detect and respond to issues, or any other category, they will have been defined and tuned to the specific risks and characteristics of the solution in advance (and managed through life).

The concept is not new. The benefits of early security engagement have been known for some time. But sadly, this has been frequently ignored. As the cyber security industry matures, and the frequency and impact of cyber attacks on businesses increases, the call for this discipline has been increasing. Governments are starting to mandate it in the standards and security governance of technology programmes.

The Similarities between Digital and Conventional Engineering

Most engineering lifecycles, not just those related to digital solutions, recognise the importance of spending adequate time defining the requirements. At the start of the programme, the level of uncertainty will be at its greatest. The purpose of Requirements Engineering is to reduce that uncertainty so that design and implementation can proceed with direction and to minimise the number of ‘wrong turns’ that have to be unwound. If you do not reduce uncertainty as early as possible, the problems grow as they move downstream, and solving them then becomes a disheartening exercise in ‘pushing water uphill’.

Let us imagine that we want someone to build us a house. We would go to our local house building company and commission the job; if they get started immediately, the chances of the end result being anything like what we originally wanted would be almost zero. Where do we want our home located? How many bedrooms, bathrooms, and living rooms? What architectural style? What about the fixtures and fittings? We will identify everything wrong once the sub-optimal, ill-thought-out building is completed for our inspection. Putting those right at this stage will cost orders of magnitude more than they would have with an effective design phase. Worse, there will be many issues that we cannot put right without starting again, and, therefore, we will be left operating in a flawed and compromised solution.

Where do we Start?

So, how do we identify the security requirements for the design? What is Requirements Engineering in a security context? The security requirements are defined by the risks that the solution will be exposed to. One of the most important SbD principles emphases this by stating that you must ‘adopt a risk-driven approach’. These risks and your organisation’s appetite to accept risk determine the requirements for controls; or, to put it another way, the controls are required to mitigate the risk to a level that it is within your organisation’s appetite. Again, there are similarities with conventional engineering. Understanding the risks that the design must treat is similar to identifying the Failure Modes of an aircraft or other system.

The risks need to be articulated so that all stakeholders can understand them, including by the non-technical and non-security communities. Getting all stakeholders to sign off on these inherent risks is crucial to ensure that everyone recognises the constraints the solution will be confined by. If you do not have a sound understanding of the risks before work starts on the design, let alone the implementation, then you are lacking an essential part of the solution requirements.

Review, Collaborate, and Iterate

Once you have the security requirements, you can feed them into the design process similar to functional requirements. Selecting appropriate controls to meet the requirements will undoubtedly require some specialist expertise. However, this is similar to the requirement for technical architects to be familiar with the technologies employed in the solution stack.

This design process should be iterative. Requirements change, frequently due to learning in one iteration providing feedback into the next. The security requirements may influence the architectural approach to fulfil the functional requirements. Occasionally, a complete rethink may be required to adjust the functional requirements to meet the security constraints while also meeting the business needs.

However, like the house-building analogy above, this time spent optimising the design will be significantly less than the time, cost, and disruption caused if security is addressed later in the lifecycle.

Each iteration takes the proposed design, reviews the inherent risks to identify any that can be retired or if new ones have been created, assesses the residual risk given the existing security controls, and identifies additional security controls to reduce the residual risk to an acceptable level. Done collaboratively, this can introduce fast feedback into the design process, and, over time, the technical architects will become more familiar with security issues and their resolutions.

Zero Trust’s Role in the Exercise, and Scope Definition

Zero Trust is another trending buzzword frequently camouflaged with mystique, or hijacked as a ‘feature’ on product sheets. My view on Zero Trust is similar to my view on SbD: it should be easy to understand, and ‘does exactly what it says on the tin’. In design and in operations, we start from the baseline that nothing is trusted. Whether it is digital identities, devices, applications, or services, we can only trust them once we have an objective and explicit reason to trust them.

We use the principle of Zero Trust extensively when applying SbD. By having no implicit trust in any identity, device, or service, we can decide on the minimum level of trust we need to enforce and the maximum level of trust that the entity can offer. If the maximum trust on offer is less than the minimum trust we need, then there is a design decision to be made about how we close the gap. It may be necessary to reduce functionality in order to reduce the required minimum. Or, we may need to put in place other compensatory controls to reduce the risk in other ways.

Defining an appropriate scope of the system is key to success. If you set the scope too large, then everything is inside the ‘circle of trust’, and SbD becomes a homogenous exercise in enterprise security. If you set the scope too small then you will drown under the sheer quantity of projects to manage.

The World is not a Greenfield Site, and Security is not a Fire-and-Forget Weapon

The world is not a greenfield site, and there will be challenges retrofitting a SbD approach to the broad portfolio of legacy solutions. There is no simple or quick solution to this, it will be a case of progressively revisiting each project’s architecture and identifying the changes that will make it secure by design.

But, risk can help us here too. Some projects or services will be sufficiently low-risk so that they can be tolerated until they are retired (so long as they are not trusted by any other more important system).

The SbD approach lends itself well to a progressive rollout. SbD will limit the negative impact that a legacy system can have on a target system, because nothing outside of a project’s scope is implicitly trusted. You can only aim for a perfect world by progressively taking steps to make it a better world.

In this article, we explain why risk management needs to be addressed at the design phase of projects. This does not mean that we believe this is the end of the journey. Security and risk management still needs to be managed in operations as new threats change the risk profile, or change is applied to a system. But with the foundations laid early in the lifecycle, the task of management through life becomes easier. The documentation generated by SbD should provide clear traceability between risks and controls. When a project is reviewed in life, the rationale behind previous decisions can be clearly understood, enabling change to be an informed process.

Summary

This article outlines why I believe applying the principles of Secure by Design avoids issues getting into operations, and saves time and money. If what I have described already seems obvious, then that is positive. However, from my experience, too many projects do not consider security to be an essential component of design. I believe that this is a missed opportunity, and, when applied correctly, it delivers solutions that are more secure and easier to manage.

Once Upon a Business Case: Recognising the Strategy of Story

Thu, 24 Oct 2024 20:13:11 GMT

"If you want to build a ship, don’t drum up people to collect wood, divide the tasks, and give orders. Instead, teach them to yearn for the vast and endless sea."

—Antoine de Saint-Exupéry

The need to communicate complex topics to third parties, whether they be executives, stakeholders, or potential clients, is a universally recognised challenge across industries and sectors – particularly doing so in a way that connects with the people behind these roles. You can enter a meeting with all of the evidence, data, insights, and analysis, but unless you make an emotional connection with your audience, you are only going to get halfway there. In other words, you might win their minds, but how are you going to win their hearts?

In this article, Mauro Mortali, Senior Partner for Strategy and expert in leveraging the power of narrative to convey a message, details how to apply age-old story structures and techniques in a business context to amplify communication and build positive working relationships. This approach of using the power of story is a key part of how Cambridge MC delivers Strategy Development projects.

The Science of Story

The practice of storytelling is an intrinsic component in the genetics of human nature and our history. Cave paintings may be comprised of pictures rather than words, but they still tell a story and represent the way in which constructing narratives is as old as communication itself. Since then, story has proved invaluable for enabling us to share experiences, transfer knowledge, and build social connections.

In fact, there is evidence to suggest that story is the primary lens with which we interpret the world and digest our day-to-day lives. Though it may seem reductive, our brains are constantly creating a world for us to understand our experiences, populated with ‘good guys’ and ‘bad guys’, main characters – Me! – and deuteragonists – You. All of our milestones, memories, and goals, become the plot-points that tell the story of our lives.

This makes them the perfect, universal language with which to engage with other people. Our brains respond positively and attentively to stories because they eliminate distraction and help us to remain focused on a particular topic or message. We register stories with the same receptors that detect speakers, giving them the ability to reach our psyche quicker and facilitate a shared experience.

In a Board Room Far, Far Away

So how can we apply these practices and principles to our working life? In short: decision making is driven by emotion first and rationality second. We spend a lot of our time justifying decisions that we have already made with our gut. Fundamentally, organisations are systems of people who are characterised and steered by their emotions, and so organisations should be considered to be a network of collected emotions.

Thus, data may speak to a person’s rationality, but it is often not enough to influence their actions or their decisions. Stories are significantly more powerful for the way they capture someone’s emotions, and so the language and narrative you use to frame your data has much more authority. Below are several techniques that you can use to strengthen this framing to facilitate an emotional connection with your audience.

Narrative Arcs

A narrative arc can be a useful tool for structuring a speech or proposal to make its delivery more cohesive, relatable, and dynamic. There are numerous classical arcs which you can extrapolate to fit the message you are seeking to convey and suit the tone you are hoping to create.

The Cinderella Story, for example, provides an inspiring rags-to-riches trajectory which communicates hope, optimism, and determination. Man in a Hole (a person leading a perfectly bearable life finds misfortune, overcomes it, and then is much happier afterwards) is useful when encouraging someone to escape from a stagnating situation. And when you need to face your fears, or empower someone to do the same, Overcoming the Monster (an underdog story where the main character sets out to destroy a greater evil of some kind) provides a positive framework for success.

The most common and popular, however, was uncovered by Joseph Campbell (1904-1987) in the 1940s, upon collating and studying all available myths, legends, and fairytales across the world to compare them for similar patterns and structures. Following this thematic analysis, Campbell coined the Hero’s Journey , a monomyth which can be applied to nearly all protagonists between classical and modern fiction, and now the boardroom, following their journey from the call to adventure, initial resistance, influence from a wise mentor, and ultimately pursuing their mission.

Simplified, this becomes a universal and accessible three-act structure of Context / Conflict / Resolution (known to some as SOAR: Situation, Obstacle, Action, Result) which can be used to frame any story and give it an emotional, uplifting ending.

Hook, Line & Success

When you begin a story, open in a way that immediately captivates your audience, and sustains their engagement and belief in what you are about to reveal. These are referred to as hooks , and, similar to narrative arcs, there are numerous different kinds that you can use. For example:

Provocative Question: Intrigue your audience with a provocative question that compels them to learn the answer, e.g. What if a single app could revolutionise the way we manage our health?

Personal Anecdote: Speak to the human, emotional side of your audience by pulling from your background or that of your company, e.g. Five years ago, our founder was living out of a van chasing a dream; today, that dream is a $1million enterprise.

These represent only a couple of examples, but it is important to remember that the rule of first impressions applies just as much to your story as it does to you, so open with something charismatic that will make your audience want to learn the rest.

Know Your Audience

Choosing a hook to open your story can be coloured by a keen and informed understanding of your audience. Specifically, predicting how they will respond to a topic is dependent on knowing their comprehension of it before you begin.

One way to visualise this is through the idea of a Story Ladder , which extends from a place of no awareness on your given subject or message, and lands in a place of actionable understanding. The rungs in between represent all the stages of knowledge which it takes to get from one end to the other—and thus it is unrealistic to expect your audience to be able to jump multiple rungs at a time. Before addressing your audience, first acknowledge where on this ladder they are to anticipate where you would like them to end up, and how you will manoeuvre them there.

Another way to imagine this ladder uses a more emotional structure. If you view the top of the ladder as a feeling you want to produce, you can use the rungs as stages to work out how you can produce an emotional pay-off.

Happily Ever After

We will finish our story with a reiteration on the importance of speaking to the hearts of your audience, as well as their minds. One half of this may be supported by data, facts, and figures, but the rest is ensured by a relatable, thought-through, and structured delivery which speaks to the human, rather than just the client/employee/stakeholder/etc.

This can be informed by turning to the idea of story, a premise which everyone has grown up with, whether consciously or not, and thus envelops a social feeling of community, and amplifies your message with importance and universality.

In this article, we have detailed the basic methods of forming this structure and improving how you frame your narratives, but for further guidance and information on this topic and how Cambridge MC uses story within Strategy Development Projects, get in touch with Mauro Mortali , Senior Partner for Strategy.

An Overview of the Current Satellite Communications Industry

Tue, 15 Oct 2024 20:48:53 GMT

The Satellite Industry is in a Period of Momentous Transformation

The satellite industry is going through a period of momentous transformation with the emergence of new entrants and new technologies in every segment of the value chain.

For decades satellite communications have been dominated by a handful of GEO satellite manufacturers, satellite operators and ground segment manufacturers with almost a cottage-industry-like network of service providers and value-added manufacturers (BUCs, LNBs and antennas). This has been a linear and predictable business model with entirely proprietary technologies.

We now see the emergence of new Non-Geostationary Orbit (NGSO), or multi orbit players in LEO, MEO and HEO building completely vertically integrated systems. This shift has significantly driven down capacity pricing: the price of satellite bandwidth for data services has dropped 77% over five years according to analysts Novaspace, formerly known as Euroconsult.

Starlink, as the first to market, is making waves by disrupting market sectors historically monopolised by the established GEO players such as maritime, aero and enterprise connectivity. Two years ago, the industry would have dismissed Starlink's impact on maritime or aero connectivity segments. The sentiment was that Starlink has ‘no CIR’ (Committed Information Rate) and therefore would not be considered ‘reliable’ for mobile or critical communications. This notion has since been overturned and the naysayers have paid a price with a significant impact to revenues in maritime—the cruise industry in particular—with Starlink now making inroads into aviation and previously inviolable segments like defence.

Starlink has also revolutionised satellite manufacturing, leveraging new technologies such as 3D printing to mass-produce satellites at a phenomenal rate, reducing costs to between $250,000 and $500,000 per satellite.

The race is on, with Elon Musk’s Starlink trying to acquire as many subscribers as possible before the challengers like Amazon's Kuiper and Telesat's Lightspeed emerge. Forrester's Digital has predicted that SpaceX’s Starlink broadband-by-satellite system is likely to end 2025 with around 8 million customers (it ended 2024 with approximately 5 million), a remarkable growth rate when you consider that each of the leading GEO satellite operators typically have around 25,000 enterprise VSAT terminals activated.

We also see the emergence of Small Sat and MicroGEO manufacturers disrupting traditional commercial models with innovations like satellite-as-a-service. This technology provides additional or targeted capacity for defence and government in hotspot areas.

Twenty-five years ago, building and launching a satellite would have cost at least two billion USD. Now we see them being built and launched at a fraction of that cost (circa $60 million), reducing the price per gigabit equal to or below fibre.

Starlink has also been fundamental to reducing launch costs. In 1981, launch costs were $147k per kilogram of payload. Starlink’s current generation of rockets have brought this down to $2300 and with the introduction of their new Starship rocket, Elon Musk is talking about a price as low as $100 per kilogram. This scale of reduction in launch costs is driving the democratisation of space by allowing new use cases for space to emerge.

The satellite industry is also seeing unprecedented consolidation, coopetition and collaboration, creating a range of new offers to consumers, enterprise and governments. Significant transactions include:

In April 2024, SES announced its intention to acquire rival Intelsat. If and when this completes, it will be a significant transaction

In May 2023, Viasat completed its acquisition of Inmarsat

In October 2023, Eutelsat and OneWeb completed their merger transaction

In March 2024, prior to the SES announcement, Intelsat extended its partnership with competitor Eutelsat-OneWeb for LEO services.

We are also witnessing the most significant digital transformation in the satellite industry’s history. The telecommunications industry underwent this transformation years ago, and the satellite industry is fast catching up by digitising and virtualising its infrastructure and moving away from proprietary analogue systems to standards compliant digitised IF and software-defined networking. This convergence will integrate terrestrial and space-based systems.

Indeed, this convergence of terrestrial and non-terrestrial systems is reflected in the 3GPP standards for 5G and 6G. Release 18 will build on the work which began in Release 17 on integrating and optimising satellite access into terrestrial networks. This will continue to push the satellite sector towards greater standardisation and away from its proprietary roots.

The release of the Apple iPhone 14 saw satellite access integrated into a mass market mobile device, providing users with an additional lifeline in the event of an emergency—no longer requiring cellular coverage to send an SOS. A new entrant, AST SpaceMobile, is looking to launch new direct to device satellite mobile services that will ultimately allow users to access mobile internet anywhere in the world. AST SpaceMobile has already established relationships with AT&T and Verizon, as well as being part-owned by Vodafone. Starlink’s latest generation of satellites are also direct-to-device ready as they look to capture a share of this new market.

Geopolitical tensions have accelerated the adoption of satellite technologies as countries increase defence spending. According to Novaspace, in 2023 government space budgets reached a record-breaking $117 billion, marking a growth of over 15% compared to the previous year. This trend is set to continue as countries bolster their military capabilities amid ongoing conflicts like Ukraine and regional flashpoints.

With subsea cables being cut in hostile and contested regions, having a satellite-based backup is becoming increasingly vital to security. With the convergence of terrestrial and satellite networking standards, we are seeing the adoption of SD-WAN where fibre links are backed up with an automatic satellite failovers.

Current Challenges

Despite these advancements, the satellite industry faces several challenges. Private equity and venture capital investment in the satellite industry has significantly declined over the last two years in terms of deal value. Investments totalled just $1.19bn in 2023, down more than 87% from $9.48bn in 2022. In 2024, there was a degree of investment ‘cold feet’ and scepticism around so called ‘new space’ entrants.

The lack of financial liquidity is forcing companies to reduce headcount in an attempt to remain profitable and meet shareholder expectations. This creates long-term uncertainties as companies attempt to innovate, adopt new technologies and pivot into the future landscape.

Ground segment manufacturers have been slow to innovate next-generation technologies. For example, software-defined modems were desirable for larger satellite operators in the mid 2010s, and yet this has been a slow reality. Furthermore, power supply and consumption of gateways and data centres is an increasingly significant cost consideration with the growth in distributed satellite access.

Next generation constellations have faced delays partly due to pandemic manufacturing issues, even as Starlink aggressively acquires subscribers.

Political factors like interference, jamming, and geofencing add complexity to the industry. In September 2023 it was alleged that Elon Musk had implemented geofencing in Ukraine thereby thwarting an attack by the Ukrainian armed forces on a Russian military position in Crimea.

Service providers must diversify their offerings to maintain revenue streams and competitiveness, and the industry is exploring the adoption of Generative AI and addressing ongoing supply chain challenges. Increase energy and fuel costs since the start of the Ukraine conflict have further exacerbated supply chain costs from component contract manufacturers.

This cocktail of uncertainty, makes the satellite industry an extremely exciting but also volatile space to operate in the coming years.

Conclusion

The satellite industry is undergoing significant transformation, which will continue throughout this decade. This period of change will bring considerable disruption, with some companies disappearing or being acquired. Cambridge Management Consulting is here to help companies in the satellite industry seize opportunities and ensure they are positioned for success in this evolving landscape.

How Cambridge MC can Help your Business

At Cambridge Management Consulting, we have the expertise and experience to guide companies through this transformative period. Our independent and agnostic perspective helps identify the business case for change and we support you in both strategy and execution to address these challenges.

With our experience in the satellite industry, we help companies to capitalise on new opportunities position themselves for success amid disruption.

If you would like to find out more about our services and talk about your current challenges, please get in touch with the satellite team using the form below.

How to Protect the Digital Achilles Heel of Military Capability

Fri, 04 Oct 2024 11:01:39 GMT

Our demographics and the moral value that we place on life as a society mean that our military must rely on technology to an ever increasing degree in order to exploit its advantages. However, the increased dependence on support from suppliers transforms the supply chain into an extended part of the networked battlespace, and thus its security and resilience has become a critical concern.

Capabilities with a Competitive Advantage also Bring New Vulnerabilities

In general, any new capability that has given our military a competitive edge also brings with it new vulnerabilities. A recent example is the introduction of GPS and other navigation systems. When these became widespread in the 90s, the risk of getting ‘geographically embarrassed’ was reduced, and thus members of the army bought consumer GPS receivers for personal use on exercise and operations. Thus, this capability represented a significant advance, and the joke that ‘the most dangerous thing in the combat zone is an officer with a map’ became less relevant.

However, skills like map reading need to be learned and practised, and as such the more we rely on technological aids, the more we atrophy muscle memory . How many of us follow phone directions, only to realise we haven’t learned the route and have no feel for the environment we have just travelled through?

This effect is organisational as well as individual. The strive for achieving efficiency through digital transformation has led to fragility, with the loss of capacity and capability when digital services are disrupted. The global IT failure caused by CrowdStrike overnight on the 18-19th July demonstrates this clearly; in just a few hours, a software update crashed 8.5m computers globally, severely disrupting banks, airlines, rail services, healthcare, and other critical services.

Maintaining full capacity in a reversionary mode is not economically viable once core business processes have been digitally optimised. However, reducing the likelihood and impact of a systemic incident like this requires systems to be designed with resilience from the outset.

Good Cyber and Data Security is about Much More than Preventing Data Leaks

It is natural to assume that maintaining data security is primarily about preventing someone from stealing confidential information. Granted, this has been an important consideration since spies first operated; this is why we classify and compartmentalise information.

However, confidentiality is only a part of the problem. If we look back at the trends over the last decade, many of the most damaging attacks have been ransomware. In these incidents, the attackers deny their victims the ability to access their own information until they pay a fee.

It is also vital to ensure that information is not modified covertly. It is an intriguing aspect of human nature that people frequently assume the information presented on a computer is completely accurate, when they would not have the same trust in information provided by a human.

When serving, I saw staff officers assume that a unit’s location displayed on a digital map was accurate to within metres and always up to date. They knew, though, that the underlying information had been reported by a human to another human, over the radio, sporadically, and as an approximate six-figure grid reference. That instinctive belief in digital accuracy contrasts with the physical map table, where the information was recognised as inherently vague and out of date.

Protecting the availability of information and preventing its modification is just as important as preventing it from falling into the wrong hands.

Why do we need to care? What is the threat?

What must we protect to preserve our fighting power and freedom of manoeuvre on military operations? How could malicious actors undermine military capability? We first need to step above the world of ‘bits and bytes’ and decide what maligned intents might target us. The following are just a few examples, but they illustrate that the systemic nature of our digital landscape makes the risks far more complex and nuanced than they first appear.

Espionage

Espionage is as old as human conflict. Two and a half thousand years ago, Sun Tzu wrote a whole chapter on the importance of espionage and the use of spies. It is practiced across all contexts from the grand strategic and political levels , down to the compromise of tactical communications and devices . Espionage is also rife across the defence industrial base to gain insight and intellectual property about future weapon systems so that they can be countered and copied .

Capability Denial

Even with Mission Command to empower and delegate, any operation relies on the efficient flow of information and commands to exploit opportunities and achieve the desired effects. This makes Command and Control capabilities a ripe target. One hour before Russia launched its full-scale invasion, it attempted to disrupt Ukraine’s C2 capabilities by executing a cyber-attack on the communications company Viasat . Disruption of communications bearers is an obvious approach, but a widespread attack on networked computers would be more complicated to recover from. And, as we realise the vision of an ‘ Internet of Military Things ’, described recently by the UK Chief of General Staff, by networking all elements of battlefield equipment, digital denial could extend across those platforms, disrupting intelligence, logistics, mobility, and fires.

Subversion & Deception

Subversion and deception are already directed at our personal lives; phishing attacks, spoofed websites, fake news, trolls, and bots all attempt to manipulate the way we think and act. A notable case involved an AI-generated deep-fake of a company CFO on a video conference call, leading to criminals defrauding Arup, a UK Engineering firm, by HK$200m (US$25m) .

It may be a while before we see Microsoft Teams in the trenches, but reachback from formation headquarters to the home-base is nothing new. Are we prepared for remote support into theatre, provided by partners and suppliers, being used as a vector to conduct highly realistic live deception and socially engineered attacks like the one Arup experienced?

Degradation of the Moral Component

The moral component – the ability to get people to fight – is the pre-eminent of the three essential elements that make up fighting power according to the UK defence doctrine . Many things would influence it, but a sense of confidence in the security and wellbeing of a soldier’s family at home is a key one. What if the family at home couldn’t access money because the military payroll system had been attacked? How quickly would force motivation and cohesion on operations deteriorate?

What is Being Done, and What More Should We Do?

The UK government has recognised the threats and risks for some time, and it has done a lot to reduce them. Cyber security has been recognised as a fundamental part of national security for over a decade, with the Defence Industrial Sector identified as critical national infrastructure . The Ministry of Defence’s (MOD) recent shift in governance policy to demand that systems are Secure by Design , and that a programme’s Senior Responsible Officer takes ownership and responsibility for risk, is significant progress.

However, threat and risks are not static. Foreign state hacks, both covert and overt, have risen with geopolitical instability . In the most recent National Cyber Security Centre’s annual review, they specifically described the intensity and pervasive nature of the cyber threat from Russia. Cyber-attacks against our information, digital services, and infrastructure, will be a core component of any hybrid war, not least because of their deniability. We can see this today with attacks that closely correlate with the Kremlin’s interests and motivations, such as the recent attack by Russian hackers on NHS partners in London .

Fragile networks are only as strong as their weakest link. For some time, the defence ‘network’ has spanned the wider defence enterprise, which extends deep into the supply chain. Our need to maintain technological advantage and agility means we will need to source innovation far beyond the traditional Defence OEMs, and we will need to get updates into theatre quickly and frequently. This makes the supplier of a digital ‘widget’ part of the operational network, even if they’re not connected to it.

So, the extended network is expanding and becoming increasingly operationally critical, and the capabilities and motivations of the geopolitical threats we face are evolving. What was adequate five years ago is unlikely to be sufficient for the next five. There are many steps that can be taken to respond to this change, and the following three focus on resilience in the extended defence network:

Threat Escalation Contingency Planning

All networks have non-critical capabilities that deliver softer benefits and efficiency. However, every piece of software, network segment, or service presents a part of the surface that can be attacked. When the threat escalates, we can reduce our attack service by pre-emptively switching off non-core services, and further segmenting critical capabilities, all at the expense of efficiency . There is evidence that Ukraine’s resilience in the face of Russian cyber-attacks in 2022 benefitted from this preparation . Preparing and testing these measures takes time and imposing it on suppliers will also have commercial consequences.

Enhanced Continuous Supplier Assurance

Supplier assurance for cyber risk has been an element of MOD risk management for some time, albeit the tools to facilitate it have been limited since the Octavian Supplier Cyber Protection Service was retired without replacement in 2021 . However, when the scope of the networks at risk increases and the threats evolve, we need to change our posture. This will affect the suppliers to focus on, the questions we ask, and the standards we expect. Assurance needs to be flexible and dynamic; threat changes may require targeted or widespread reviews at short notice, with commercial as well as practical implications.

Cyber Stress Testing

The Bank of England introduced its Critical National Infrastructure Banking Supervision and Evaluation Testing ( CBEST ) in 2014 to assure operational resilience in the UK financial sector. Implementing the Defence equivalent of CBEST would take some significant time and effort to deliver results. However, without this type of activity, there is insufficient objective evidence that risk and resilience are tolerable.

Conclusions

Our demographics and the moral value we place on life as a society mean our military’s ability to deter and, if necessary, defeat a belligerent nation-state, will rely on it exploiting technological advantage. The evolution of conflict in Ukraine also demonstrates that industries will need to be able to deliver digital enhancements to that technology rapidly into theatre to maintain an advantage. But this introduces vulnerabilities well beyond the boundaries of Government departments and their Tier 1 suppliers. If the enemy can exploit these vulnerabilities, the impact would be significantly greater than the equivalent several decades ago.

The increased dependence on agile reachback support from suppliers makes the supply chain an extended part of the networked battlespace, and their security and resilience are critical components of the risk calculus. A lot of progress has been made over the last ten years. But this period has also demonstrated that we should expect a cyber-capable adversarial state to do against us. To prevent and, if necessary, prosecute a war in the future, we need to not just maintain, but significantly enhance our management of risk in the defence supply chain.

To find out more about our Cyber Security services and security philosophy, check out our service page .

To contact Tom Burton and arrange a free consultation, use the form below or email Tom at tburton@cambridgemc.com .

Case Study: Reinvigorating the HR Department of a Top UK University

Fri, 04 Oct 2024 09:51:10 GMT

Cambridge MC engaged with a historic and world-famous university to support the reinvigoration of their Human Resource functions. Specifically, we were asked to improve HR service delivery, and establish the first steps towards change readiness preparation to support the HR function during a college-wide Enterprise Resource Planning (ERP) Project.

To achieve these outcomes, we conducted a 3-dimensional process review model to assess their current HR operations. Within this, we evaluated and understood the university's HR department through multiple data streams, using the information collected to identify current quick wins and present recommendations going forward.

Strategy

Cambridge MC used a unique ‘3-dimensional process view model’ to evaluate the efficacy of the processes, people, and systems that formed the HR department at the outset of the project.

These three dimensions include:

A Maturity Assessment and identification of any Quick Wins to restore. confidence in HR delivery.
A Process Map Review against future Employee Life Cycle, using our own ‘Employee Life Cycle Model’, and 40k Service Tickets to improve automation and efficiency.
The development of an implementation plan and blueprint for the successful roll-out of HR ERP.

Data Streams & Findings

The HR Maturity Assessment highlighted strong management support experienced by participants, as well as a solid understanding of HR strategy and of overall University strategy.

The HR Process & Programmes Review uncovered that 196 processes in Nimbus (an end-to-end patented cloud WorkForce Optimisation application) are not linked to the HR Sub Functions; the current SLAs are based on historical volume and thus are not fit for an SSO environment; and current expertise in the Hub is not sufficient to deal with the volume of service tickets.

Five quick wins were identified as follows:
Recruitment
Fixed Term Contracts
Review Current SLAs
Re-Routing Payroll and Pension Queries
One single mailbox for sending Service Tickets

In the detailing phase, we implemented the aforementioned agreed quick wins, the blueprint for HR ERP, assured the build readiness of the HR team, and built the HR SSO to accommodate HR ERP. Finally, in the communications stage, we developed a Communications Grid for HR Maturity assessment, established Cambridge MC presence in the process, and implemented .

Outcomes & Results

1. Cost Savings

We identified quick wins that led to an annual saving of £500k, by tightening the relation and process flow between HR and payroll.

2. Systems Optimisation

We analysed the efficacy of HR Service Tickets solutions delivery and recommended different workflows for the 1.8k tickets received per month.

3. Forward Planning

Our ‘Employee Life Cycle Model’ was instrumental in analysing the gap between current and future HR process and systems needed in an ERP environment.

Get in touch with Our Consultants today

Falkland Islands Government Appoints Cambridge MC as Telecommunications Consultants

Thu, 03 Oct 2024 13:35:18 GMT

Press Release: The Falkland Islands Government (FIG) is pleased to announce that it has appointed Cambridge Management Consulting (Cambridge MC) as telecommunications consultants. The

appointment comes following an international tender process that received multiple bids.

The consultancy is being appointed to serve several purposes. Initially Cambridge MC will

undertake a root-and-branch review of the technical, legal and regulatory frameworks that

operate in the Falkland Islands. This scope is wide-ranging and flexible, and will be able to

respond to the recommendations of the FIG Select Committee on VSAT licenses, as well as

other emerging work.

The second phase of the work Cambridge MC will undertake will respond to their initial

findings. They will work with FIG to help Executive Council decide on the best routes forward

after the end of the current exclusive telecommunications license period, from 1 January 2028.

They will support FIG through the necessary procurement and legal processes to establish a

secure telecommunications future for the Falklands.

Member of the Legislative Assembly (MLA) of the Falkland Islands, Mark Pollard, Portfolio

Holder for Development and Commercial Services, said: “I am delighted to welcome

Cambridge MC into this role, and pleased that FIG now has the additional resource and

expertise needed to positively progress this essential work. The upcoming engagement of all

communities here in the Falklands is key to this work being successful.”

Tim Passingham, Chairman of Cambridge Management Consulting, added: “We are delighted

to be selected for this work and consider it an enormous privilege to be asked to help the

Falklands as it seeks to dramatically improve its telecommunications connectivity. The

Cambridge MC team is looking forward to working with the government, businesses and the

community on this crucial work for the future wellbeing of the Falkland Islands.”

About the Falkland Islands

The Falkland Islands are a growing, diverse and resilient island community with a population of

around 3,200 people that has prospered over time, thanks to the pioneering efforts and the

ingenuity of the generations of people who have chosen to make this archipelago their home.

As a British Overseas Territory with full internal self-government, our culture is founded on the

principles of democracy, fairness, hard work and collaboration.

Sometimes referred to as ‘one of the last great wildernesses of the world’ – the Falkland Islands

has a unique natural environment, which plays a central role in the sustainable development of

our economy, community and our nation as a whole.

For more information visit: Falkland Islands Government (falklands.gov.fk)

About Cambridge Management Consulting

Cambridge Management Consulting (Cambridge MC) is an international consulting firm that helps companies of all sizes have a better impact on the world. Founded in Cambridge, UK, initially to help the start-up community, Cambridge MC has grown to over 200 consultants working on projects in 25 countries. Our capabilities focus on supporting the private and public sector with their people, process and digital technology challenges.

Cambridge Management Consulting has offices or legal entities in Cambridge, London, New York, Paris, Dubai, Singapore and Helsinki, with further expansion planned in future.

For more information visit: www.cambridgemc.com

Media Contacts

FIG – Head of Communication, communications.officer@sec.gov.fk

Cambridge MC: Karl Salter, Marketing Director, ksalter@cambridgemc.com

Case Study: Transforming Data Connectivity for a Global Services Provider

Tue, 10 Sep 2024 09:57:29 GMT

Staying ahead of the curve in a fierce market

Our client, a renowned global services provider, approached Cambridge Management Consulting (Cambridge MC) with a critical mission: to benchmark their data connectivity services against industry best practices, identify growth opportunities, and develop an innovative growth strategy.

Their objective was to stay ahead of the curve in a rapidly evolving market and solidify their position as a leader in data connectivity solutions globally.

The Challenge

The client faced significant challenges:

Decline in Traditional Voice Services: As the market shifted towards IP-based solutions, traditional voice services were becoming less profitable.
Revenue vs. Margin Dilemma: Although data connectivity services were growing in revenue, they yielded lower margins compared to voice services. This trend was impacting overall profitability negatively.
Future-readiness of Existing Offerings: The client's current portfolio, while performing adequately, required evaluation to ensure alignment with modern standards and preparedness for future market demands.

The client sought actionable insights to enhance their portfolio and capitalise on emerging market opportunities.

Cambridge MC was tasked with:

Diagnosing the data connectivity services business to benchmark against industry best practices
Identifying and prioritising growth opportunities
Developing a comprehensive growth strategy aimed at achieving revenue and margin targets
Building a set of initiatives with detailed programs and supporting action plans to deliver the growth strategy

Our Approach - Diagnostic Phase

In the diagnostic phase, Cambridge MC applied its comprehensive Diagnostic Framework to assess the client's organisation across several key parameters:

Portfolio Analysis: Evaluating the range and performance of existing products and services
Go-to-Market Strategy: Reviewing current market entry strategies and sales approaches
Systems & Processes: Assessing internal systems for efficiency and scalability
Network Technologies: Analysing the technological infrastructure supporting data connectivity services
Product Margins: Examining financial performance metrics for each product line.

This involved:

Conducting in-depth interviews with key team members
Reviewing essential documentation, strategic plans, market reports, and financial statements
Performing detailed market, customer, and competitor analysis
Utilising Cambridge Subject Matter Experts (SMEs) to benchmark the client against industry Best-in-Class standards

Our Approach - Growth Opportunity Phase

In this phase, Cambridge MC facilitated:

Co-Creation Workshops: Collaborative sessions with the client team to identify and prioritise potential growth opportunities
Stress Testing: Rigorous financial analysis involving SMEs and customer feedback to validate identified opportunities
Initiative Scoping: Detailed workshops to scope out, quantify, and agree on key initiatives necessary for realising growth opportunities.

The culmination of this phase was the development of an agreed-upon growth strategy underpinned by robust financial projections and a detailed delivery plan.

Outcomes & Results

Through this structured approach, Cambridge MC successfully identified several key improvement areas resulting in:

1. Gross Margin

A project ed 66% increase in gross margin.

2. Recurring Revenue

An incremental annual recurring revenue of $90 million by year five.

These results provided the client with a clear roadmap for enhanced profitability and sustained competitive advantage in the dynamic data connectivity market.

Get in touch with Our Consultants today

Go-to-Market Advice for Startups Beginning their Investment Journey

Mon, 09 Sep 2024 19:42:41 GMT

The Go-to-Market (GtM) stage is a crucial phase in the investment journey for startups. This stage involves the core activities required to launch a new product or service into the market, including developing effective delivery models and marketing tactics. For new startups, it is essential to proactively develop a GtM strategy, as this stage introduces a range of dynamic challenges to develop a solid market presence. Consequently, a GtM strategy must be continuously tested, refined, and adapted over time.

A clear Go-to-Market strategy provides a defined path, outlining objectives and identifying areas that may need ongoing adjustments. It serves as a roadmap to guide strategic decisions, ensuring the organisation remains focused on its goals while remaining flexible enough to pivot when necessary.

Cambridge MC was originally founded to support the Cambridge ecosystem, has since expanded its services globally. Drawing on insights from our work with startups and scaleups, we have created the below introduction for startups beginning their product journey. We have identified the key components of a GtM strategy that are essential for startups and other early ventures.

6 Key Components of your GtM Strategy

The following are 6 key elements of a GtM strategy:

Define the Unique Value Proposition (UVP) of the product

“Articulate clearly the unique value that you deliver.”

As a startup brings its product to market, defining the Unique Value Proposition (UVP) is essential. The UVP highlights what sets your product or service apart and why it is valuable to customers. Without a clear UVP, potential customers have little reason to consider your offering over existing alternatives. Understanding your unique strengths and integrating them into your strategy, marketing, and investor pitches is crucial to stand out in a competitive market.

Cambridge Management Consulting helps startups articulate a compelling UVP during their investment readiness assessments and due diligence stages. These assessments also involve analysing competitors and comparable companies to emphasise your product’s differentiation, ensuring that your UVP is clearly defined and communicated.

Research the Addressable Market

“Market Research is key.”

Your startup should continuously research its addressable market to deepen its understanding of the customers it aims to serve. The addressable market includes every potential customer whose needs are met by your product. Regular research allows your business to stay informed about market trends and evolving customer expectations, ensuring your product remains relevant.

Cambridge Management Consulting supports startups by helping them build detailed profiles of their target customers — uncovering insights into their needs and preferences. This valuable information can be used to refine your Go-to-Market (GtM) strategy, such as adjusting your commercial model or redefining how you present your Unique Value Proposition (UVP) to maximise appeal to your target audience.

Product Delivery

“What is the commercial model that underpins the service?”

Your startup must carefully choose how its products or services are delivered, which includes deciding on the commercial model, price point, and distribution channels. For example, will your product be offered on a subscription basis or through a one-time fee? Will it be sold directly through an eCommerce platform or via partners? Selecting the right delivery method involves more than just considering costs and revenue; it also requires a strategic approach that aligns with your ideal customer profile, ensures scalability, and provides a repeatable method for customer acquisition.

We help startups refine their pricing strategies and market approach by analysing key financial elements, such as customer acquisition costs, profit margins, and burn rate. This process helps develop a financial plan that aligns with your overall Go-to-Market strategy, ensuring the chosen delivery model is sustainable and strategically sound

Identify competitors and comparable players

“Find as many comparable companies as you can to understand why you are different.”

Your GtM strategy should be shaped by a thorough understanding of your competitors and comparable players in the market. Competitors significantly influence market dynamics, and aligning your strategy with these realities is essential. Conducting due diligence and competitive research allows your start-up to benchmark its GTM approach against others, helping you assess its potential effectiveness and identify potential risks.

A common mistake among startups with a new tech product is claiming they have no competitors. It’s crucial to broaden your perspective to include indirect competitors, fringe market players, or providers that offer alternative solutions to the needs your product addresses. We recommend that startups compile a list of at least 20-30 competitors or comparable players. This comprehensive analysis not only aids in refining your Unique Value Proposition but also demonstrates to investors that you have a deep understanding of your addressable market and your positioning within it.

Develop a Marketing Strategy

“There is an overcommitment to driving traffic early when you are still trying to figure out your SEO strategy, your key words, your target customer etc.”

“Build it, and they won’t necessarily come.” Developing the right marketing strategy for your addressable market — and within your budget — is crucial. A key objective is to communicate your product’s Unique Value Proposition effectively, which involves selecting the most suitable marketing channels. Depending on your target audience and budget, this might mean leveraging a comprehensive and consistent social media campaign, forming strategic partnerships, or exploring other tailored approaches in media and advertising.

A common pitfall for startups is over-investing in marketing without fully understanding potential customer behaviour. For instance, investing heavily in Search Engine Optimisation (SEO) to drive website traffic without knowing what type of traffic converts into sales can lead to wasted resources. Therefore, aligning your marketing strategy with the broader Go-to-Market plan is essential. Begin with a ‘learning’ and ‘testing’ phase to deepen your understanding of the market and customer expectations before scaling efforts.

We offers sales and marketing expertise to guide you through these critical strategy elements. Our experts provide advice on optimising marketing channels, brand development, tone of voice, pitch decks, SEO, and both paid and organic campaigns, as well as lead-generation tactics. This holistic approach ensures your marketing efforts are effectively integrated with your overall GtM strategy.

Feed Pitch Deck

“Articulate a narrative from a market perspective.”

Your Go-to-Market strategy should play a pivotal role in shaping the pitch deck you present to investors. It is important to craft a narrative that illustrates how you developed and refined your strategy, demonstrating your startup’s ability to adapt, learn, and respond to market dynamics.

For instance, highlight how market research guided the creation of an ideal customer profile as part of your GtM strategy and how this insight led to adjustments in your marketing tactics to better capture your target audience. Use your GtM strategy to tell a compelling story supported by relevant data points that showcase your startup’s value proposition and growth potential.

We offer a unique combination of expertise and due diligence to support startups in achieving investor readiness. We also have access to partners who offer a range of services that enabling startups to present their team, products, and services to attract investors efficiently.

Three Key Characteristics of a Strong GtM Plan: Executability, Measurability and Repeatability

When developing your strategy, startups should focus on three key elements: executability, measurability, and repeatability . The importance of these elements shifts across different funding stages, as we explore in more detail below.

Executability

An executable Go-to-Market strategy is crucial for startups at the seed stage, as it assures investors that their capital will be used effectively to achieve practical results. To demonstrate that your GtM strategy is executable, highlight your expertise in the relevant market. This can be achieved by showcasing a credible, talented, and knowledgeable team that instills confidence in your investors.

Measurability

A measurable strategy is crucial at the seed stage because it demonstrates to investors that your startup is committed to an informed, data-driven approach. By measuring your GtM strategy, you can test specific elements, make adjustments, and optimise your approach — an agile process that minimises risk and enhances decision-making.

While other factors like repeatability are valuable, they are less critical at the seed stage, as investors understand that your GtM strategy is still evolving. At this stage, the focus is on learning about the market and refining your approach rather than having a fully mature strategy.

Repeatability

An important final element of your GtM strategy is repeatability. A repeatable strategy is one that can be consistently applied to capture customers and drive growth. This element becomes particularly critical for scaling startups, where investors have higher expectations regarding the maturity and effectiveness of your GtM approach.

“As a scaling start-up, your Go-To-Market has to be fairly established. Everyone expects you to know your addressable market, your ideal customer, your commercial model. You should be able to demonstrate that you have converted a number of customers in a repeatable fashion.”

Cambridge MC: Empowering Start-ups on their Path to Success

Cambridge Management Consulting offers unparalleled support to startups embarking on their investment journey.

With over 200 senior consultants across 22 countries, we provide global expertise in technology, helping startups overcome people, process, and digital technology challenges.

Key Benefits

Industry Expertise : Consultation from senior executives with extensive first-hand experience in both private and public sectors

Investment Readiness Program : Assessment of the key elements for investment readiness and improvement supported by experts

Investor Start-Up Matchmaking : Developing startup-investor connections based on industry, stage, and business focus

Global Reach : Connection with a global network spanning major cities and innovation hubs such as Cambridge, London, New York, Paris, Tel Aviv, Dubai, Singapore, and Helsinki

Channel Distribution : Use of Cambridge Connect, which is part of the Cambridge MC family of companies, and which is a leading Technology Services Distributor (TSD) with a global presence, specialising in the EMEA market

Tailored Solutions : Customised strategies that address specific needs and market conditions unique to each startup

Enhanced Credibility : Demonstrable partnership with an established market leader, which can instil confidence in potential investors

Fractional Leaders : Access to seasoned executive technology leaders who can fulfil a critical CxO role in a fractional capacity and at a fractional cost, enhancing your technological capabilities

This combined service ensures that startups are not only equipped with a watertight GtM strategy, but also gain the critical insights needed to navigate the complexities of early-stage investment. Through strategic guidance and practical solutions, we help startups achieve sustainable growth and long-term success. Get in touch using the form below to find out, email info@cambridgemc.com more or go to our Go-to-Market service page .

The Power of Fractional Leadership for Scaling Startups

Mon, 09 Sep 2024 18:52:57 GMT

Fractional Leadership is a service that allows you to hire a highly experienced industry practitioner as an on-demand resource, as opposed to the traditional full-time model. For example, you could hire a Fractional Leader to take on your Chief Technology Officer (CTO) position, and to support your organisation’s technological capabilities. This is particularly useful for start-ups, who perhaps haven’t yet reached the scale or income to hire full-time digital leadership.

This article draws attention to three ways in which the power of fractional leadership for scaling startups is clear.

Cost-Effectiveness of Fractional Leadership for Scaling Startups

Fractional Leadership offers a cost-effective way for scaling startups to access highly experienced resources compared to a traditional full-time hire. Highly experienced and skilled individuals suited to high-impact roles are expensive to hire as full-time permanent staff. But, in a fractional capacity – which is neither full-time nor permanent, but rather based on the demands of an organisation – such experienced individuals can be hired at a fraction of the cost of a full-time hire.

The cost effectiveness of Fractional Leaders is well-suited to scaling start-ups. Firstly, this is because scaling startups are either small- or medium-sized, and typically have more limited resources compared to a larger and more mature organisation. This might mean that, as a scaling start-up, you would be unable to expend the resources on recruiting highly experienced individuals into your team full-time. So, a Fractional Leadership service allows you to access the advantages of experienced individuals as team members in a cost-effective way.

Secondly, as a scaling startup, you may not have the same consistent activities that a mature company does. In which case, you may not be able to justify the cost of having a highly experienced full-time CTO, for example. Rather, a Fractional Leader would be well-suited to you as they work by your demand, rather than full-time. So, a Fractional Leader can instead be used flexibly and efficiently to match your own activities and resources.

Improved Competitiveness of Fractional Leadership for Scaling Startups

Fractional Leadership can improve the competitiveness of scaling startups. A variety of different fractional leaders are available to make a scaling business more competitive depending on its needs. These can range from product development, to mitigating risks, to designing a Go-to-Market strategy.

These can be illustrated with a few examples. First, a Fractional CTO can accelerate the development of a new product, so that it can be brought to market sooner. Second, as a startup scales up, it might become more prone to targeted cybercrimes. In which case, a Fractional Chief Data Officer can be employed to address and mitigate any data risks that may arise as a start-up becomes a more attractive target for cybercriminals. Another example is that a Fractional Chief Digital Officer (CDO) can help the design and management of a digital transformation strategy to ensure a smooth scale up.

Team Developmental Benefits of Fractional Leadership for Scaling Startups

Fractional Leadership can help a scaling startup with team development. It is important for any scaling business to have a good team made up of skilled individuals. Fractional Leadership offers a way to improve your roster with experienced individuals. As scaling startups are, by nature, in a state of transition to a larger and more mature state than they previously were, for many members of a startup, this will introduce to them a new dynamic. A Fractional Leader is a great means of assisting with that transition, as they will have the experience of being a leader in a mature organisation, and can offer their unique experience to help the scaling startup.

Moreover, Fractional Leaders are well-placed to mentor founders in developing leadership skills within the new context of a mature organisation. For founders, the state of transition that a scaling startup goes through will likely have completely new demands for them. But a Fractional Leader can lend their experience to founders through mentorship, so that a founder is more prepared to meet these new demands. For example, a Fractional CTO can mentor you in how to lead a digital transformation at a much larger scale than you may have experience in.

So, fractional leaders are not merely positive additions to a team in of themselves, but they also improve the skills of other team members positively through mentorship.

Cambridge MC: Empowering Startups on Their Path to Success

Cambridge Management Consulting offers unparalleled support to startups embarking on their investment journey with its Fractional Leadership service. With over 200 senior consultants across 22 countries, Cambridge MC provides expertise in various sectors, helping startups overcome people, process, and digital technology challenges.

Cambridge MC offers the following Fractional Leaders in the technology space:

Chief Digital Officers
Chief Information Officers
Chief Technology Officers
Chief Transformation Officers
Chief Data Officers
Chief AI Officers

Visit our Fractional Digital Leadership service page .

For more information on our fractional leadership services, email info@cambridgemc.com or use the form below.

Building an AI-Ready Infrastructure

Fri, 06 Sep 2024 15:19:36 GMT

Artificial Intelligence (AI) is the hottest topic in technology for many reasons, good and bad, but it’s happening and it’s here to stay, so how do we build the infrastructure necessary to support it?

To start with, we should recognise that there are many forms of AI. The one that has created the most buzz is generative AI, as seen in ChatGPT, Meta's LLaMA, Claude, Google’s Gemini, and others. Generative AI relies on LLMs (Large Language Models) which have to be trained using vast amounts of data. These LLMs sit in data centres around the world, interconnected by vast fibre networks.

The data centre industry has not stopped talking about AI for at least 18 months, as it gears up for an ‘explosion’ in demand for new capacity. Some of the most respected voices in technology have predicted immense amounts of growth in data centre requirements, with predictions of triple the current capacity within 10 years being at the conservative end. That’s three times the current global data centre market, which has taken 30 years or more to get to where it is today. And, when we say growth, we’re talking about power. AI systems will require three times more electricity than data centres currently consume. Depending on who you ask, that’s about 2-4% of today’s global electricity production. And we’re talking about tripling that, or more.

Data Centres

So, what is ‘AI-ready infrastructure’ and how are we going to build it? The two key elements are data centres (to house the AI systems) and networks (to connect them with the rest of the world). LLM training typically uses servers with GPUs (the chip of choice for AI) and, for various technical reasons, these work best when in close physical proximity to each other – in other words, GPUs work best in large numbers in large data centres. Not just that, but the new generations of GPUs work best in dense data centres, meaning that each rack or cabinet of AI kit needs a lot of power.

Most data centres are designed to accommodate older kit that is not so power hungry. The average consumption globally is about 8kW per rack, although many still operate at about 2kW per rack. The latest nVidia (the leading GPU manufacturer) array needs a colossal 120kW per rack. The infrastructure inside a data centre designed for these beasts is complex: the cooling systems (GPUs run very hot) and electrical distribution systems are much harder to design and set up, and are also expensive.

So, data centres for AI training systems are mostly going to be new, as adapting older facilities is a non-starter. So, where do you put them? Finding land next to the vast amounts of electricity required is increasingly difficult in many European countries, especially in the UK. Most of the utility grids in Europe are severely lacking in spare capacity, and building new grid connections and electricity generation is a slow and expensive process.

The answer might be to locate these new AI data centres near new renewable energy generation sites, but those are few and far between, so land with access to power now carries a hefty premium. Small nuclear reactors could also be an answer but might take a few years to materialise – we know how to build them (witness the nuclear submarine industry) but getting planning permission to put them on land is another matter.

All in all, the data centre industry seems to be at least a few years away from being able to provide the massive upgrade in capacity that is expected. Even solving the land/power problem leaves the issue of actually building a new scale of data centre, 10 or 20 times bigger than what most would consider to be a gigantic site today. It can be done, we can solve the engineering challenges, but these are huge construction projects.

Networks

What about the networks? Actually, although very little real research has been done on the impact of large-scale AI rollouts on existing networks, we might be in a better position. The fibre networks in the UK and many European countries have benefited from significant investment over the last few years, so coverage is a lot better than it used to be. That does not mean that fast and large fibre routes, which will be a necessity for most AI systems, are all there, but it will be easier to build out new capacity than it will be to find power. Still, what we really need is some serious research into the amount of data that will need to be moved about and how that maps with existing network infrastructure.

All in all, we have more questions than answers. Some people in the infrastructure industry are sceptical that things will ever get to the scale that some are predicting, but most of us do expect it to happen – it’s just a matter of time, and the race has already begun.

Cambridge Management Consulting

Duncan Clubb is a Senior Partner at Cambridge Management Consulting, specialising in data centre and edge compute strategy. Duncan has extensive experience as an IT consultant and practitioner and has worked with many leading organisations in the financial, oil and gas, retail, and healthcare sectors. He is widely regarded as a leading expert and is a regular speaker at industry events.

If you or your organisation require support preparing your Digital Infrastructure for the emerging AI-industry, you can read about our array of Data Centre services, and get in touch with Duncan Clubb, through our designated Telecoms, Media, and Technology service page.

Partner Spotlight: Zoë Webster - AI & Innovation

Wed, 04 Sep 2024 16:22:19 GMT

This month we put the spotlight on Zoë Webster, Associate Consultant for AI, Digital & Innovation

With over two decades in the Artificial Intelligence (AI) sphere, Zoë Webster is renowned as a practitioner and leader, recently recognised as one of AI Magazine’s Top 10 Women in AI in the UK and Europe (2024). At Cambridge Management Consulting, Zoë takes on the pivotal role of leading our AI initiatives and driving digital innovation. Leveraging her extensive experience in developing and applying novel AI techniques across diverse sectors such as retail, cyber security, defence, and health, Zoë is instrumental in shaping our AI strategy and implementation.

Her unique ability to bridge the gap between the public and private sectors, coupled with her insights on the opportunities and risks of emerging technologies like Large Language Models, positions her perfectly to guide our clients through the complexities of digital transformation. Zoë’s expertise ensures that we remain at the forefront of AI advancements, delivering cutting-edge solutions that drive sustainable growth and innovation for our clients.

An Introduction to Zoë's work

Having been in the AI space for over 20 years, the past couple of years, since the launch of ChatGPT and the catapulting of AI into the public consciousness, have been in part eye-opening and in part déjà vu for me. The scale and reach are different to anything we have seen to date – I realised this when friends and family of all ages and backgrounds are talking about AI – but it is part of the well-cited technology hype pattern we have seen before in AI as specific techniques show promise (expert systems and neural networks, for example) and organisations see them as a way to solve current problems/challenges.

I am fortunate in that I got into AI early. I describe myself as classically trained in that I learnt and experimented with the broad range of AI algorithms on different applications in my early career, so I understand that AI has much more to offer than whatever technique is currently in vogue.

After developing and demonstrating novel AI techniques in a range of applications, I got the opportunity to learn more about the role of innovation to the wider economy and society through my time at Innovate UK, now part of UK Research and Innovation. From that, I understand the impact of technology and how business innovation can be accelerated given the right conditions and collaborations. My COVID-19 story includes the juggle of leading Innovate UK’s first COVID-19 innovation competition, to get critical grant funding out to businesses to ensure innovation could continue during this time, while attempting to home-school two children.

During lockdown I joined BT, where I built and led their AI Centre of Enablement to scale up AI development and deployment across the company. Developing a machine learning model as a proof-of-concept is one thing, but it takes a whole other set of skills and approaches to successfully and safely deploy that model at scale and with real users, and then to repeat that for other models for different applications. Luckily, my breadth of experience as well as my deep AI expertise enabled me to set up and lead the team to specify and address dozens of AI opportunities.

Even as the current developments in AI fail to quite live up to all the hype for everyone, organisations have an opportunity to apply the best and most relevant advancements to generate value, whether that is through customer acquisition, better customer service, better colleague experience, greater productivity or improved sustainability. This goes beyond the technology but to AI governance too, which means thinking carefully about how to practice AI responsibly. Working with Cambridge Management Consulting, I am excited to use my breadth and depth to help more organisations make the most of AI to create value in meaningful ways.

To find out more about our AI, digital and innovation services, go to our Innovation service page or contact Zoë using the form below.

Making Waves: How Subsea Cables are Improving Global Connectivity

Fri, 30 Aug 2024 06:27:15 GMT

In 2011, the United Nations (UN) declared their Broadband Advocacy Targets, in which they promised to Make Broadband Policy Universal by 2025. Given that over 90% of all internet traffic passes through submarine cable systems, such networks have become a hugely influential factor in this goal, and thus a significant global and political force.

Since the inception of telegraph cables in the mid-to-late 19th century, the prevalence of geopolitics in the submarine cable industry has been intrinsic and impossible to ignore. It is no coincidence, after all, that the current network of cables traces the same lines as the original trade routes: both possess the shared purpose of connecting multiple regions across numerous continents in the shortest time – to boost economies and promote international directives. The telegraph cables of the British Empire were exactly that, a way to consolidate power and trade throughout vast geographical distances.

Thus, as we come rapidly closer to the UN’s 2025 target, this article will focus on the positive impacts which are created and accelerated by access to undersea connectivity. In doing so, we will explore different regions, how they are currently benefitting from the UN’s path toward a more connected globe, as well as opportunities for improvement on the horizon.

Repeatered Cables

Before going into greater detail on the regions that current subsea networks traverse, and the positive impacts they bring, it is worth hovering briefly on the technical make-up of these cables, particularly the component of ‘repeaters’. Also known as optical amplifiers, repeaters are present at intervals along submarine cables which are longer than several hundred kilometres (as opposed to those used within lakes or rivers, etc.) and are built within the ocean floors, often several kilometres deep. Given the length of these cables, repeaters are used to amplify information-carrying wavelengths to sustain the quality of received optic signals over such long distances.

However, given their housing in such a harsh and inaccessible environment, redundancy – the technical term for having a backup or recovery option for failed or damaged subsea cables – becomes crucial. Repairing repeatered submarine fibre cables can be incredibly capital intensive and complex, and thus it is important to ensure the strength and stability of subsea cable networks to protect the longevity of the benefits outlined below.

Africa

Africa is no stranger to the importance of subsea connection, nor the debilitating impacts of a lack thereof. In 2017, Somalia suffered three weeks of internet outage when its only international cable was severed by an anchor, costing the country $10m a day until its repair.

According to a 2023 report from Telegeography , international bandwidth has been doubling every two years, and much of this growth has been concentrated in Africa; the report reveals, ‘Africa experienced the most rapid growth of international internet bandwidth, growing at a compound annual rate of 44% between 2018 and 2022.’ Despite this, less than half of Sub-Saharan African regions – 36% to be exact – are connected to the internet.

This leaves the majority of the region lacking many of the benefits provided by submarine connectivity, including global collaboration and cultural exchange facilitated by the flow of data, as well as more crucial factors such as economic growth and access to education and telemedicine .

As such, Meta has installed a 37,000km cable between Europe, Africa, and the Middle East, named the 2Africa cable. With 16 fibre pairs, this network will connect France, Spain, Portugal, and Italy with 18 countries across Africa and the Middle East. By their own admission, access to reliable connectivity of this kind catalyses entry and expansion into new markets, citing a World Bank Study which highlighted a 1.2% point increase in GDP initiated by a 10% rise in broadband penetration across 66 countries. Thus, the 2Africa cable presents unignorable opportunities and positive impact to the African continent.

It is not only Meta who is expanding their subsea connectivity to Africa, as Google has also extended their cable systems to the continent through two networks: Equiano , named after Nigerian-born writer and abolitionist, Olaudah Equiano, and Umoja , the Swahili word for unity. Equiano connects Westen Europe with the West Coast of Africa and is the first subsea cable system to incorporate optical switching at the fibre-pair level, as opposed to the traditional approach of wavelength-level switching. Similarly innovative, the Umoja subsea cable is the first fibre-optic route to directly connect Africa with Australia. Google’s subsea cable systems are all privately built, allowing them the freedom to choose routes with low latency, tailor bandwidth to their desired customers, and guarantee connectivity with a substantial longevity for them to plan ahead confidently and securely.

Other privately-built subsea ventures traversing Africa include:

DARE1 : Standing for the Djibouti African Regional Express 1, DARE1 connects Djibouti with Somalia and Kenya. Developed by SubCom, this amounts to nearly 5,000km, and supplies up to 36 Tbps of capacity to East Africa.

PEACE : The Pakistan & East African Connecting Europe (PEACE) cable system is a 15,000km cable spanning between Pakistan and France, as well as an additional 6,500km extending to Singapore. This is owned by Peace Cable International Network Co., as well as having numerous other privately-owned companies using PEACE to leverage their own connectivity from Africa to different regions. (A full list of which can be found here.)

Asia & the Asia Pacific

According to the same Telegeography report , Asia was a close second to Africa for experiencing the most rapid growth in international internet bandwidth, having risen at a compound annual rate of 35% between 2018-2022. However, similarly to Africa, this is not the case across the entire continent, as South Asian regions find themselves particularly lacking in connectivity. As of 2022, only 43% of users in this region had access to broadband, with Bangladesh and Pakistan home to only two landing stations each compared to Singapore’s 26, despite possessing far larger coastlines, populations, and bandwidth demands.

With Singapore’s already substantial network of submarine cables expected to double by 2030, the country represents one of several highly developed hubs within the continent, accompanied by Japan and Hong Kong. As such, Meta has made it their mission to open these bottlenecks, diversify routes, and reach underserved communities, by developing eight new submarine cable systems with key regional and national partners throughout the Asia Pacific region. Two of these, Echo and Bifrost, will bypass the Luzon Strait – an area which, as aforementioned, is vulnerable to geological events – and are the first to directly connect Jakarta, Indonesia, with the US.

With Meta’s eight new routes set to be completed next year, these initiatives are expected to:

In Indonesia, increase GDP by $59bn cumulatively and create up to 1.8m new jobs in construction, telecommunications, finance, healthcare, IT, and education.

In the Philippines, increase GDP by $34bn cumulatively and create 380,000 new jobs.

Create up to 3.7m new jobs in total across the APAC region.

As these initiatives facilitate the rapid expansion of cloud infrastructure and deployment of artificial intelligence, countries within the Asia Pacific including China, India, and Australia are emerging as epicentres within our technologically transformative age.

Latin America

As with other continents, countries within Latin America are increasingly in demand for stronger and more improved bandwidth. As their largest country, Brazil is in particular need of the connectivity which subsea cable networks provide and is positioned to benefit greatly from its positive impacts, including reduced latency – a prescient concern since the COVID-19 pandemic moved many businesses and their operations online – and access to disaster recovery, given that subsea cables provide redundancy and backup sources of communication in the event of network failures.

As such, EllaLink is working to improve connectivity between Latin America and Europe, positioning Brazil as an epicentre within this network. According to EllaLink, this directive is designed to support ‘economic growth, technological advancement, and social development’, and benefit various sectors including ‘finance, education, healthcare, and entertainment, fostering greater innovation and collaboration across continents.’

As part of this project, Brazil has agreed to remain a neutral partner in the way they control and delegate this connectivity, ‘ ensuring that [they do] not favour any particular nation or political agenda’. This underscores the political currency that subsea cables and their connectivity can hold and ensures a step in the right direction that Brazil is committed to wielding it equally and judiciously.

Google has also extended its portfolio of privately-owned subsea cables to Latin America, through the development of Firmina and Curie . Continuing their theme of naming their cables after world-changing visionaries like Equiano, Firmina is named after Maria Firmina dos Reis, a Brazilian abolitionist and author, and runs from the East Coast of the United States to Las Toninas, Argentina – the longest cable in the world capable of running entirely from a single power source if its other power source(s) become temporarily unavailable.

Curie, named after scientist Marie Curie, is the first subsea cable to land in Chile in nearly two decades. Being privately owned allows Google to tailor Curie’s deployment and routing for the optimal latency and availability, including a further branch delivered to Panama, as well as an added layer of security.

Europe

As well as working to enhance Latin America’s burgeoning connectivity, EllaLink ’s subsea cable network is designed to improve Europe’s much-needed access to global connectivity, given that much of the world’s traffic does not yet pass through the continent. To achieve this, EllaLink’s cable will pass through Portugal, one of the more strategic locations within Europe’s geography due to its safety, position, and advanced infrastructure. This relationship will prove to be symbiotic, facilitating cross-continent connectivity while equipping Portugal to attract major technology players and evolve it into a technological hub.

It is not only Portugal in which the benefits of increased connectivity are being concentrated, as Meta’s transatlantic cable system, Marea , has seen an increase of $18bn to Europe’s GDP each year since 2019, equating to roughly 6% of its current average annual growth. Furthermore, they are set to expand these efforts, planning the delivery of two new cables throughout Europe by 2027 which will contribute ~$65bn annually to the European economy.

These subsea cable systems represent several of a portfolio of ongoing and impending network projects being disseminated throughout Europe, with others including:

Finland: In Finland, the domestic data centre industry is facilitated by the C-Lion1 submarine cable system which connects their capital, Helsinki, with Rostock in Germany. This has the potential to enable an annual economic contribution of €2.3bn and support 33,000 jobs through its data centre industry and supply chain impacts.

England: A study by the ECB revealed that a large number of the international cables positioned in the UK increased the number of financial transactions by as much as one third, strengthening its position as a financial centre.

Ireland: Ireland’s existing portfolio of data centres, which are supported by a network of subsea cables, have already generated €7bn between 2010 and 2018 , and created 5,700 jobs in construction and operations. Further to this, Meta’s cables in Ireland are estimated to contribute $2.78bn to the Irish economy each year, contributing an impact roughly equivalent to 15% of their typical GDP growth.

Norway: A report commissioned of Copenhagen Economics by NORDUnet concluded that an Arctic cable could boost GDP in the Nordic region by more than €1bn, not only to investors but more widely to society as a whole. This is enhanced by Norway’s unique conditions, of which its low temperatures and access to renewable energy sources make data centres more energy effective and they emit less CO2 than in other European regions.

Plans to capitalise on these conditions include Far North Fibers ’ delivery of the first ever long-haul submarine fibre route through the Arctic Ocean, connecting Asia to Europe via the Northwest Passage. This is partly fuelled by the increasing demand for international data transmission and Internet of Things (IoT) adoption, as well as the approaching expiry date of current trans-ocean fibre optic systems, which are gradually reaching the end of their design lives – an important consideration given the repair difficulties outlined previously. Also, while the Arctic, in terms of ice, creates a challenge, the planned cable is very secure as the ice protects the cable for most of the year.

Furthermore, Space Norway is preparing to implement a new fibre cable connecting mainland Norway to Svalbard by 2028, after one of the previous two cables was damaged in 2022.

North America & the North Atlantic

As well as this array of subsea projects designed to boost connectivity within Europe, there are several further ventures seeking to enhance this through connection with North America specifically, as well as neighbouring geographies in the North Atlantic.

One such network is the Anjana cable system, another Meta-led endeavour which will connect Myrtle Beach in South Carolina to Santander in Spain via over 7,000km of transatlantic fibre-optics. Expected to be delivered by the close of this year, the Anjana cable is set to be the highest-capacity subsea cable in the world, overtaking Google’s UK to US Grace Hopper cable, and providing the first landing station in Santander. As such, it will respond to both Spain and South Carolina’s growing need for geographic diversity and network resilience through improved user experience, redundancy, and scalability.

As well as this, Google is seeking to connect the US with Bermuda, the Azores, and Portugal, through a subsea cable network named ‘ Nuvem ’ – the Portuguese word for ‘cloud’. Nuvem will be the first cable of its kind to connect Bermuda with Europe, following the Government of Bermuda’s work to encourage investment in subsea cable infrastructure, including the introduction of legislation to create cable corridors and simplify the permitting process. This highlights the desirability of subsea cables, and Nuvem will respond to Bermuda’s objectives through the creation of trade, investment, and productivity.

Cambridge Management Consulting's Subsea Projects

It is clear from this top-down view of the subsea network industry that the power and importance held by cables which are often no thicker than a hosepipe cannot be overstated. Transmitting over 90% of all data traffic, their influence on the economies, infrastructure, and opportunities for collaboration is present in the significant growth they create in each region they connect. In short, though they may be hidden deep below sea level, their presence is felt palpably in the fabric of every society.

This presence is something we at Cambridge Management Consulting are striving to amplify. Our Subsea Infrastructure team, within our Telecoms, Media, and Technology service, is equipped with combined decades of experience in the planning, research, and delivery of subsea infrastructure. Examples of this work include:

Aki Uljas, C-LION1 & C-LION2: Senior Partner and lead for Subsea, Aki Uljas, was engaged by Cinia to be responsible for the technical and commercial development of their implementation of the C-LION1 submarine cable system in the Baltic sea. For this project, Aki led the site selection and design of cable landing stations, as well as the overall network design. Following this, Aki is currently providing advisory services to Cinia’s subsequent subsea project, C-LION2, which is similarly providing connectivity to the Baltic Sea region. In addition, Aki Uljas has developed a cable system between Europe and Japan, via the Arctic Sea, now called Far North Fiber.

Erling Aronsveen, Celtic Norse: From 2018 until present, Erling Aronsveen, Senior Partner for Nordics, has been developing the Celtic Norse submarine fibre-optic cable system, planned to extend from Killala Bay, County Mayo, Ireland, to Trondheim, Norway. This cable system is a joint venture between three Norwegian Energy Companies, also including Eidsiva and Aqua Comms Ltd., Ireland. This is the first system of its kind connecting Norway and Ireland, and provides further connectivity to the US, allowing Norway to break into the hyperscale and enterprise data centre market.

Andy Bax, Seabras-1: In 2007, Andy Bax, Senior Partner for Digital Infrastructure, began leading the development, design, and implementation of a new 1,240km submarine fibre optic cable system linking Trinidad, Guyana, and Suriname, providing the first direct submarine cable connections to the latter two regions. Further to this, in 2010, Andy led the design, construction, and implementation of Seaborn Networks’ Seabras-1 submarine cable system from New York to Brazil.

Turks & Caicos: In 2023, Cambridge MC was awarded a contract to prepare the final Strategic Outline Business Case (SOBC) for their proposed domestic submarine telecommunications cable system for the Turks & Caicos Islands (TCI). The primary object of this is to replace the current microwave links with high-capacity fibre optic cables, ensuring resilience connectivity in adverse weather, and offering low latency digital access to underserved TCI communities.

Cayman Islands: In 2023, Cambridge MC entered into a strategic partnership with the Cayman Islands’ Government’s Ministry of Planning, Agriculture, Housing and Infrastructure to support a critical initiative of submarine cable modernisation. This followed a study which revealed the importance of the Cayman Islands’ existing infrastructure in the context of global connectivity. Cambridge MC’s role in this directive includes project planning, system procurement, and project execution.

Visit our dedicated Subsea Infrastructure page to read more and learn about how they can support your organisation.

Peterborough City Council Leverages New Technology to Reach Net Zero Targets

Tue, 27 Aug 2024 15:14:36 GMT

Cambridge Tech Week

As Cambridge Tech Week approaches, there is a spotlight on innovative technological solutions that can accelerate local authorities towards their net zero targets. This year, a standout contribution comes from edenseven, an environmental consultancy with strong ties to the region.

In collaboration with Peterborough City Council and a consortium of other organisations, edenseven is developing an innovative digital platform, cero.places, designed to accurately measure emissions, report on interventions, and provide insights for the council's decarbonisation strategy.

As we gather at Cambridge Tech Week to celebrate and explore world-class technological advancements, the work of edenseven and Peterborough City Council serves as a compelling example of how tech-driven solutions can level the barriers to a sustainable future.

The Opportunity

Local Authorities have the capacity to impact roughly one third of UK emissions, according to the Climate Change Committee’s 2020 report, being able to control significant portions of local transport, social housing, and waste, as well as influence the behaviours of local businesses and communities.

327 out of 394 (June 2024) Local Authorities have declared a climate emergency, of which 114 have a net zero target and 280 have a plan (CAPE.mysociety.org). This demonstrates both a belief in the importance of responding to climate change, and a willingness to act .

The Challenge

While there has been support from central government, including the establishment in 2022 of regional Net Zero Hubs, the assistance website – Net Zero Go - in 2023, and substantial funding, the Climate Change Committee summed up the main challenge:

‘In England and Northern Ireland, there is no overall plan on how local authorities fit into delivering net zero. The onus is on local authorities to work out their own course based on piecemeal policy and communications from Government.’

This ‘working out their own course’ is demonstrated by the 2024 Local Government Association Sustainability Survey , which showed significant variation across authorities:

92% are reporting their authority’s scope 1 and 2 emissions, but only 35% are reporting their scope 3 emissions . 52% report their local area’s scope 1 and 2 emissions, and only 15% report their area’s scope 3 emissions .

37% use their own tools to arrive at their authority’s carbon emissions, 33% use a purpose build tool, and 19% used an external consultancy. To measure area wide emissions, 52% use the BEIS inventory, 16% use an external consultancy, 16% use SCATTER, and 8% have developed their own tools.

But there is no single platform which provides both area-wide and authority accounting, and certainly not one which also combines pathway strategies and project tracking for local authorities.

The absence of a common framework and approach to report emissions is problematic, as good measurements are key to building effective emissions reduction strategies , setting measurable and ambitious emission goals, and tracking progress accurately.

Our Technology Solution

The absence of a common framework is clear, but the solution is clearer: good measurements and accurate tracking require robust and dynamic data and management , which can be found in a technological approach.

Using Peterborough as an example of a region whose environmental strategy could benefit from further structure, the holistic and objective nature of a technological solution stands to resolve the following boundaries:

Understanding of the emission totals across the authority and area.

A consistent a simple way to manage emission data across the council.

Creating standard reports quickly and easily for different audiences (eg. senior executives to local communities).

Consolidating and tracking all intervention projects across the council area.

Measuring and illustrating the impact of ongoing projects both individually and collectively.

As part of Peterborough Accelerated Net Zero (PANZ), edenseven, a sustainability consultancy based in the UK with strong connections to Cambridge, has been developing a digital platform with which to respond to these very challenges, and more, cero.places .

In affiliation with their in-house carbon accounting platform, cero.earth , this system is being designed to specifically help Peterborough City Council and Cambridgeshire County Council to successfully record and report their carbon emissions, climate strategies, and intervention projects aligned to these strategies.

With the potential to further benefit other local councils , cero.places also has the built-in capacity to identify potential intervention projects , capture stakeholders , track funding , and communicate updates to the public .

As such, leveraging the numerous positives and innovations of technology, cero.places will support councils to easily and accurately record, manage, and report on their emissions, strategies, and projects in a consistent way, providing a standardised approach to the project. Furthermore, partners, and the public, will be able to see the projects they are involved with and the impact that their interventions are having on reducing emissions and achieving targets.

What's Next?

Although cero.places is being designed using Peterborough and Cambridgeshire councils as test cases, the underlying tech will be flexible enough that it can easily be customised to any local authority , integrating with their tools and systems. The long-term vision is to make a platform that becomes the go-to for local authorities to manage their net zero journey end-to-end .

About edenseven

edenseven is a sustainability consultancy and technology provider that uses data and market experience to enable the private and public sector, and their supply chains, to play their part in tackling climate change while achieving sustainable growth.

For more information, visit their website .

About PANZ

edenseven is delivering Peterborough Accelerated Net Zero alongside consortium partners: Peterborough City Council, Cambridgeshire County Council, Nordic Energy, Energy Systems Catapult and PECT. Innovate UK are funding £2.75m of this £3.2m project. The work described here is just one of several work packages.

For more information, read more here .

Legislating AI: A Comparison between the EU and the UK

Mon, 19 Aug 2024 13:05:10 GMT

The EU AI Act

In March of this year, the European Union published their Artificial Intelligence Act, establishing a common regulatory and legal framework for AI across the EU.

Two significant features of this act include the definition and prohibition of AI practices which pose an ‘unacceptable risk’; as well as the requirement for developers and ‘implementers’ to register high-risk AI models and maintain technical documentation of the model and training results.

The AI Act is the first comprehensive AI legal framework in the world. It will help to shape the digital future of the EU and guarantee the safety and fundamental rights of people and businesses.

Who does it Apply to?

The Act applies to any marketing or use of AI within the EU, regardless of whether those providers or developers are established there or in another country. While this effectively makes the act global in scope, this will depend heavily on how effectively authorities can prosecute outside of the EU.

A Risk-Based Approach

The EU’s AI Act adopts a risk-based approach which categorises AI systems into different risk levels (Unacceptable, High, Limited, and Minimal Risk), and imposes corresponding regulatory requirements.

Unacceptable Risk

AI systems that pose a threat to safety, livelihoods, or individual rights will be banned. This includes, for example, government social scoring and voice-assisted toys promoting dangerous behaviour.

High Risk

AI Systems are considered High Risk if they profile individuals, i.e. the automated processing of personal data to assess various aspects of person’s life. Consequently, AI systems used in the following are categorised as High Risk: critical infrastructures like transport; education if it could affect the outcome of someone’s career, e.g., exam scoring; safety components such as AI in robot-assisted surgery; employment, where it affects selection, e.g., CV sorting; essential services like credit scoring which may affect eligibility for a loan; law enforcement, e.g., evidence evaluation; migration services which could affect asylum claims; and democratic processes such as court ruling searches.

High-risk AI technologies will be subject to strict obligations before they are allowed onto the market.

Limited Risk

Limited risk involves the risks associated with AI's lack of transparency. The AI Act mandates transparency to build trust with users. For example, users must know when they are interacting with an AI, for example when they use chatbots. Providers must label AI-generated content, including AI-generated text or media made to inform the public. This also applies to audio and video content that constitutes deep fakes.

Low Risk

The AI Act permits unrestricted use of minimal-risk AI, including AI-enabled video games and spam filters. Low Risk encompass most AI systems currently used in the EU.

Key Objectives of the EU Act

The EU’s AI Act is comprehensive and wide-reaching, however its primary principles and objectives can be summarised under three main purposes: Regulation , Trust , and Innovation .

Regulation

As aforementioned, the AI Act aims to create the first-ever legal framework for AI, addressing the risks and challenges which it has posed within its recent, rapid evolution, including the banning of those that are deemed harmful. This is particularly prescient for high-risk AI systems used in critical infrastructures, including education and employment, with the aim of maintaining their safety through conformity assessments, human monitoring, risk management, and more. Not only this, but the Act accounts for significant penalties for non-compliance, including fines of up to €35m or 7% of global revenue, which will be managed by a governance structure involving multiple entities such as the European AI Office, national authorities, and market surveillance authorities. While this appears to be a relatively complex ecosystem and may require further funding to be successful, the Act overall aligns with existing EU laws regarding data protection, privacy, and confidentiality, ensuring a cohesive regulatory environment.

Trust

In regulating AI, what has become a fast-growing industry, the Act promotes trust and transparency by making it more human-centric and with a revitalised respect for fundamental rights, safety, and ethical principles. It imposes requirements which ensure that AI systems interacting with humans are clearly identified as such, and mandates documentation and logging for high-risk AI systems. This is particularly salient for generative AI models, with specific regulations introduced to ensure compliance with EU copyright laws and ethical standards. This keeps the development of AI models in the right direction, in other words a trajectory which is ethical, beneficial to society, and contributes positively to social and economic well-being.

Innovation

Further to this, the Act maintains the momentum of AI’s development by fostering innovation and competitiveness. This will be beneficial for SMEs and start-ups, including measures to reduce administrative burdens, and promoting international cooperation and collaboration. Furthermore, the Act encourages the use of regulatory sandboxes and real-world testing environments to develop and train innovative AI systems.

The UK Government AI Framework: 5 Core Principles

The UK announced their own response to AI regulation in February of this year, in which the Rt Hon Michelle Donelan MP, Secretary of State for Science, Innovation and Technology, described her aim to produce a ‘bold and considered approach that is strongly pro-innovation and pro-safety’. As such, the Act acknowledges the rapid growth of AI, while being grounded in a risk-based approach similar to its EU counterpart. In order to address key concerns surrounding societal harms, misuse risk, and autonomy risks, the UK Act puts forward five core cross-sectorial principles to mitigate potential dangers:

Safe, Secure & Robust: AI applications should function securely, safely, and robustly, with risks carefully managed.
Appropriate Transparency: Organisations developing and deploying AI should be able to communicate the context in which it was used as well as the system's operation.
Fairness: AI should comply with existing laws such as the Equality Act 2010 and UK GDPR, and not discriminate against individuals or create unfair commercial outcomes.
Accountability & Governance: Measures are needed to ensure the appropriate oversight and clear accountability for the ways in which AI is used.
Contestability & Redress: People need clear routes through which to dispute harmful outcomes or decisions generated by AI.

In following these values, the UK hopes to fulfil their goal ‘to make the UK a great place to build and use AI that changes our lives for the better’.

Key Differences between the UK and EU AI Legislations

The primary difference between the EU and UK’s respective approaches to AI regulation is that, where the former framework requires the introduction of a new European Agency, National Authorities, and numerous registration/compliance processes in order to operate, the latter is much more flexible. The UK Act works by asking existing regulatory bodies to interpret and adapt its regulations into their sectors.

As such, the UK framework is arguably a more practical approach, given that such entities are likely to already be considering the impact of AI. The EU AI Act, on the other hand, can be considered ‘top-heavy’, and may become bogged down in administration, only able to focus on the very big or scandalous AI incidents. It also risks becoming outdated quickly, as AI evolves and outpaces regulations.

One way to visualise this is that the EU offers a horizonal, top-down approach, while the UK is operating on a more agile, vertical system – in other words, the EU is prescriptive whereas the UK is principles-based.

This is not to say that the UK regulation is not without its drawbacks, however. It requires current regulators to quickly become more AI-savvy, and delegates the interpretation of principles to the discretion of each entity. This may produce a series of patchy or inconsistent approaches in different sectors, and it allows companies more opportunities to exploit gaps.

Summary

To conclude, though the respective EU and UK approaches to regulating the swift development of AI share certain similarities while maintaining notable differences, thus equipping them with strengths and weaknesses respective to their goals, what they both represent is a global interest in keeping AI within a strict legal and ethical framework. This is important for maintaining the safety and transparency of an industry which has the potential to introduce irreparable risk, but also seeks to increase its momentum, encouraging innovation in a way that is pragmatic, beneficial, and principled.

How we Can Help

With increased regulations comes further considerations and heightened scrutiny upon your business. AI is an increasingly prescient and useful tool, so to make sure you are utilising it to its full potential, while remaining compliant with worldwide standards, contact Cambridge Management Consulting. Our Digital & Innovation team is equipped with combined decades of real-world experience, and an acute and up-to-date knowledge on market trends, regulations, and technologies, to ensure your business is making the most of our evolving digital landscape. Contact Rachi Weerasinghe to learn more.

Supporting Unpaid Carers: Spotlight on the Carers Network

Tue, 30 Jul 2024 15:21:47 GMT

On average, 600 people a day leave work to care and there are an estimated 5.7 million carers in the UK ( https://www.carersuk.org/policy-and-research/key-facts-and-figures/ ).

The value of unpaid care to our economy is equivalent to a second NHS in England and Wales — about £164 billion (2020/21 funding levels - Petrillo and Bennett, 2023). This silent and unseen workforce cares for our sick and boosts the economy, yet they receive very little recognition and endure both poverty and social isolation.

We recently spoke to the Carers Network in London, an independent charity which has been supporting unpaid carers in some of the most isolated and deprived pockets of the City of Westminster, the London Borough of Hammersmith and Fulham, and the Royal Borough of Kensington and Chelsea, since 1991.

Cambridge Management Consulting recognises and supports the important work done by the Carers Network, and David Lewis, Managing Partner for Digital & Innovation, is a trustee of the charity.

Nadia Taylor, Chair of the Trustees of the Carers Network, was kind enough to speak to me about her personal experiences as a full-time carer and her role for the Carers Network. She is a passionate campaigner for carers in the UK and devotes what free time she has, outside of caring for three family members, to improving the lives of carers in the UK.

About Carers Network

The Carers Network was founded with a wish to raise the profile of carers in Westminster. It now supports over 6000 unpaid carers in three London Boroughs, 3210 of whom live in Westminster.

Today, their vision is that every unpaid carer has recognition for their work and is able to lead a healthy, fulfilling life with control over their caring role.

Unfortunately, this is rarely the case in a society that fails to recognise or reward the vital work carried out by carers — leaving them feeling isolated, overwhelmed, and often in economic ruin.

Carers Network was established in early 1991 following two public meetings with carers and professionals. By September 1991, a steering committee was formed, and the first Coordinator was employed part-time, funded jointly by the health authority and Westminster City Council. The first Annual General Meeting took place in October 1991.

The charity's initial efforts focused on reports, surveys, and political lobbying to raise awareness about carers' urgent needs. A significant increase in funding in 1997, following a change in government, allowed the organisation to expand its support services. Carers Network became a registered charity in December 1997 and a Company limited by guarantee in March 2003.

The Carers Acts of 2004 and 2014 further solidified the organisation's role by mandating local authorities and health authorities to assess carers' needs and provide support plans. Over the years, Carers Network has introduced various projects, including support groups for Arabic and Bengali-speaking carers, the Carers Emergency Card Scheme, and the End of Life Project, among others.

During the COVID-19 pandemic, the charity adapted quickly by moving many activities online, continuing to provide essential services to vulnerable carers. The charity’s efforts have been recognised nationally, including a video call with Her Majesty the Queen and The Princess Royal during Carers Week in 2020.

Today, Carers Network continues to innovate and expand its services, thanks to the dedication of its staff and trustees, volunteers, and generous funders.

Nadia’s Story

Nadia Taylor, Chair of the Trustees for Carers Network, has dedicated her life to caring for her parents, a role that has brought significant hardships. As an unpaid carer, Nadia has faced a trial of both physical and mental exhaustion. She has also been forced to accept an economic reality that presents numerous challenges, including a period of time where she sustained her family entirely on discounted potatoes, bought end-of-the-day from a local market.

Over the years, Nadia has navigated the bewildering complexities of adult social care, financial difficulties, and housing issues. Despite her education, extensive professional experience, and knowledge of available resources, she has found the support system for unpaid carers to be severely lacking.

The financial assistance she receives is minimal, with Carers Allowance being just over £80 a week, an amount that has seen only modest increases over the years.

Nadia’s story is illustrative of the general conditions faced by full-time carers across the UK. The economic strain is profound, and the stringent evaluation system often disqualifies carers from receiving additional state benefits, leaving them in a precarious situation.

Nadia's personal income is limited to the Carers Allowance, and she does not benefit from other entitlements such as free prescriptions, dental and eye care and transport, which are available to those over 60. This financial hardship is compounded by the high costs of essential medication and the lack of respite — Nadia has not had a holiday or a proper rest in over two decades.

The lack of recognition and support from the state exacerbates the mental heath burden, leaving carers feeling marginalised and undervalued despite their substantial contributions to society as both caregivers and a labour force that saves the NHS billions of pounds.

The Financial Burden

Due to the prevailing cost of living crisis, carers are under severe financial strain; 25% are cutting back on essentials like food or heating, and 63% are highly concerned about managing their monthly expenses (Carers UK, State of Caring 2022).

Carer's Allowance, the primary benefit for carers, is £81.90 per week, increased from £76.75 (2023/24) for a minimum of 35 hours of care, making it the lowest benefit of its kind —equivalent to, at most, £2.34 an hour or less for those providing full-time care.

Furthermore, the system penalises single parents. A carer who looks after more than one person can claim only one allowance, but a couple caring for two people can each claim respectively.

A recent Guardian article highlights additional problems with Carers Allowance, namely its complexity and restrictions placed on the ability to work. New estimates show that almost half a million unpaid carers in the UK are failing to claim the £4,200-a-year benefit.

There are a few causes for this. Firstly, many do not claim Carers Allowance because of the strict limitation on weekly earnings, currently £151. Carers risk stringent penalties if they earn more than this sum, even by £1. Baseless fraud prosecutions have been heaped on carers due to overpayments from the DWP that are largely the result of a badly designed system and administrative failures. Honest mistakes that should have been picked up quickly by DWP have led to months or even years of overpayments and debts that run as high as £40,000.

40% of carers surveyed in the 2023 State of Caring report by Carers UK have quit their jobs to provide unpaid care, while 22% reduced their working hours. Women, who constitute 59% of unpaid carers, are more impacted financially, with female carers being three times more likely to work part-time compared to male carers (Carers UK).

Reducing hours or quitting work means losing your salary, employer pension contributions, and national insurance credits needed for the full state pension. The average private pension income in the UK is £7,750 a year, but for carers, it is only £5,600, according to the Pensions Policy Institute.

“It’s a full-time job that involves raiding your savings, dancing through bureaucratic hoops and sometimes sacrificing your own career.” — Emma Duncan, a Times columnist

What Needs to be Done

Nadia advocates for a change in the socioeconomic climate to better support unpaid carers, who save the state and local authorities millions, if not billions, annually. This contribution is quantifiable, and could be included in GDP, yet the support provided to carers remains insufficient.

To address these issues, Nadia calls for several changes:

Increased Financial Support: Extension of the Minimum Living Wage provision to unpaid carers to allow them life in dignity, or at the very least raising the Carers Allowance to a more substantial amount that reflects the true contribution of caregiving to our economy.
Access to Benefits: Simplifying the assessment process to ensure more carers qualify for state benefits and entitlements; and allowing unpaid carers, including those in receipt of Carers Allowance only, free access to basic healthcare such as free prescriptions, dental and eye care.
Recognition and Awareness: Greater public and governmental recognition of the vital role unpaid carers play in the economy and society through a Carers Passport to allow access to basic health care, transport and additional concessions.
Respite and Mental Health Support: Providing more opportunities for carers to take breaks and access mental health resources to alleviate the constant strain they face.
Access to free education and training courses, as well as flexible employment opportunities for carers or those transition from a caring role following the loss of the cared for.

Nadia's experiences underscore the urgent need for systemic changes to ensure that unpaid carers receive the support and recognition they deserve. By addressing these issues, society can better acknowledge the invaluable contributions of carers and improve their quality of life.

How You can Help

Supporting Carers Network is a powerful way to make a tangible difference in the lives of unpaid carers. There are multiple ways you can contribute:

Donate to Carers Network
Volunteer with Carers Network
Spread awareness
Corporate sponsorships

"Your support means the world to us and to the carers we serve. Every donation and every hour volunteered brings us closer to a community where unpaid carers are fully supported." — Carers Network

Go to https://www.carers-network.org.uk/support-us/support-us to find out more.

Conclusion

About 4 in 10 unpaid carers are in poverty. Recognising the tireless work of unpaid carers is a collective responsibility. Every one of us has a part to play in ensuring they receive the recognition and assistance they so rightly deserve. Carers Network stands at the forefront of this mission, offering a lifeline to those who find themselves overwhelmed by their caregiving roles.

By supporting organisations like Carers Network and the campaign work of Nadia and others, we can all make a tangible difference. Whether through donations, volunteering, or simply spreading awareness, each action contributes to lightening the load on these unsung heroes of our society.

Stand with unpaid carers today and in the future, and together we can build a society that values one of its most essential pillars.

Case Study: Market Evaluation and Go-to-Market Proposition Creation

Tue, 23 Jul 2024 22:02:05 GMT

edenseven Helps ISS to Decarbonise their Operations

By conducting a review of their market and target audience to align their organisation with their sustainability goals.

ISS is a leading workplace experience and facility management (FM) company which provides placemaking solutions that contribute to better business performance and make working life easier, more productive, and more enjoyable. With a significant presence in the build environment, ISS has a clear focus on delivering sustainable services to their customer base, helping them to achieve their net zero ambitions.

edenseven , one of the Cambridge Management Consulting group of companies, were commissioned to review ISS’ current sustainability market offering, and, through an engagement programme, make sure that it was aligned to the requirements of their customers’ long-term sustainability ambitions.

Project Overview

To review the current market relating to sustainability services within the sector and outline the different types of structures and products being offered.

Assess the current product and service positioning of ISS and review how they are being presented and articulated to the internal delivery teams and customer base.

Create a clear and concise value proposition which outlines ISS’ breadth of services, and which can be communicated to customers by a broad cross section of the ISS team.

Through a customer engagement programme, test the value proposition with a set of key accounts and record areas where refinement would be needed to align it to their requirements.

Present findings to the ISS UK board and provide clear feedback and next steps.

Skills & Knowledge

Data Analysis: A broad knowledge of both the FM and sustainability sectors, and an ability to articulate findings from market research and stakeholder/customer interactions in an effective manner.

Report Generation: Create documentation and reports which deliver complex requests and findings in a concise and clear manner to senior stakeholders and customers.

Stakeholder and Customer Engagement: Build a continuous feedback loop to senior stakeholders within ISS and across key customer accounts. edenseven captured and reviewed customer needs and service requirements to produce effective and timely decision making.

Outcome & Results

Market Awareness: A clear understanding of market trends and contractive characteristics relating to sustainability services in the FM sector.
Organisational Clarity: An outline of current services and how they are delivered through the sales process.
Value Proposition: A clear and relatable value proposition which captures all services in a format which can be delivered by a broad cross-section of the ISS workforce.
Forward Planning: A board-level presentation and report outlining key findings and next steps to deliver existing and new services which are focussed on meeting key customer requirements.

About Cambridge Management Consulting

Our capabilities focus on supporting the private and public sector with their people, process and digital technology challenges.

For more information visit www.cambridgemc.com or get in touch below.

Case Study: Creating a Strategy for a Submarine Cable System to Connect the Turks & Caicos Islands

Mon, 22 Jul 2024 13:21:38 GMT

Replacing microwave connectivity with fibre optic links to provide reliable internet during adverse weather as well as laying the foundations for a digital future

In April 2023, the Turks and Caicos Telecommunications Commission (TCITC) completed a Request for Proposals for a study on the feasibility of a domestic submarine telecommunications cable system for the Turks & Caicos Islands (TCI).

Originating from a 2016 Turks and Caicos Islands Government mandate to enhance inter-island communication, the initiative aimed to establish a national fibre ring, ensuring robust connectivity—especially during natural disasters—as well as facilitating a secondary international broadband link.

In 2023, Cambridge Management Consulting Limited was awarded a contract to prepare the final Strategic Outline Business Case (SOBC), involving consultations and with local stakeholders.

The Challenge

T he primary objectives of the project include replacing the current microwave links with high-capacity fibre optic cables, ensuring resilient connectivity in adverse weather, offering low latency digital access to underserved TCI communities, and laying the groundwork for further digital investments.

Subsea cables, being the internet's backbone, are crucial for island nations, offering superior capacity and latency compared to alternatives like satellite or microwave connections.

High-speed internet is crucially important to economic growth across the islands. Tourism and local businesses require reliable and fast service to meet the growing needs of users. Hospitals, ports, and emergency services will also benefit greatly from new digital services—for example, 20% of patients in TCI already use remote doctor appointments.

Our Approach

The project started by analysing the telecommunications market in the Turks and Caicos Islands. As with many of the other Caribbean Islands, the market data is not readily available. Market information was gathered from a wide range of sources, including official statistics, third-party databases, market data sources, and by conducting meetings with the local stakeholders, including cruise lines, telecom operators and others.

Our legal partner in the project, Baker Botts, also conducted a legal review of the regulatory framework, procurement framework, and government financing framework. Ensuring open access to the new subsea cable system and related facilities was emphasised in carrying out this legal review and recommendations from that review.

Our technical partner in the project, Pelagian, conducted a desktop study, which is always the basis of any subsea cable system, assessing cable landings, environmental aspects, developing a cable route that would be used to perform marine survey activities and further into the project, the cable installation. This was done by following recommendations from the International Cable Protection Committee to ensure the quality of the study.

After the reviews and studies, we created a financial plan for the cable system, including estimated investments, profit and loss calculations, cashflow analysis, and balance sheets. This was followed by writing a Strategic Outline Business Case report, which was based on the UK Government’s Green Book guidelines.

The Team

Our Senior Partner for Subsea, Aki Uljas, led our contribution to the project, providing his subsea expertise and understanding of government-led projects, based on his previous work—including work with the Finnish Government-owned company Cinia, which he has been advising for the Baltic Sea and Arctic cable projects.

Julian Rawle has two decades of experience in the subsea and telecommunications industry, specialising in market analysis, market forecasts and due diligence work.

The Cambridge MC team worked alongside the Turks & Caicos Islands Telecommunications Commission (TCITC), specifically with Kenva Williams, Director General, to ensure an effective outcome that benefits all TCI citizens.

Outcomes & Results

After we completed the Strategic Outline Business Case report, we presented it to the Turks and Caicos Islands Cabinet and the UK Governor of the Turks and Caicos Islands.

1. Strategic Outline Business Report

The Strategic Outline Business Case report was delivered in Autumn 2023. Cambridge MC presented the business case to the Cabinet in December 2023, after which the Cabinet approved the project to move forward.

2. Procurement Package

Cambridge MC and Pelagian started to work on the Procurement Package and the upcoming tender process in April 2024, after budget allocation for the project was completed.

3. Cable System Extensions

We also identified a few possible new international cable systems passing close to the Turks and Caicos Islands, which could have the potential to be extended into the islands:

Several potential planned cable systems were identified
Cambridge MC reached out to these parties and facilitated discussion and negotiations on behalf of the Turks and Caicos Telecommunications Commission
Cambridge MC revised the Strategic Outline Business Case to also include these potential new cable systems to be connected to the islands.

Get in touch with Our Consultants today

The Funding Crisis in Local Councils in the UK: Causes & Consequences

Thu, 11 Jul 2024 00:11:52 GMT

It is no secret that Local Authorities throughout the UK have found themselves in a period of economic turmoil; struggling with a lack of funding and how to distribute it - or, often, deciding to withhold it.

Since Northamptonshire County Council issued section 114 (the local council equivalent to declaring bankruptcy ) in 2018 – the first to be issued in nearly two decades – an average of two regional authorities have issued their own section 114 notice each year since. Three local authorities issued section 114 notices last year alone, including the largest in Europe, Birmingham City Council .

Referring to this escalation, Jonathon Carr-West , Chief Executive of the Local Government Information Unit (LGIU), said: “This year’s State of Local Government Finance report reveals the desperate, ruinous financial situation councils find themselves in.

“With over half of councils warning us they are at risk of bankruptcy within the next Parliament, it is no longer possible to blame individual governance issues.”

What are the Causes?

Funding

The key driver is lack of central government funding. Council’s cannot borrow to run services and so rely on income and reserves in order to pay for day-to-day services. Central government funding cuts have seen councils lose nearly 50% of their government funding since 2010. This has been partially offset by council tax rises, but still means local authorities have lost nearly 20% of their funding in real terms since 2010, with those representing the most deprived areas reaching nearly 30% .

Adult Social Care

During this time spending on Adult Social Care (support provided to adults, including both older people and people of working age, with physical disabilities, learning disabilities, or physical or mental illnesses) has increased dramatically. An ageing population is driving increased demand while the cost of care home placements has increased by 35% .

Child Social Care

Spending on Children’s Social Care has increased significantly, particularly since COVID-19 with the number of children in secure units and children’s homes and the number with Education, Health and Care plans both increasing by over 30% between early 2020 and early 2023.

The cost per placement has increased by almost 20% over that time period. Both Adult and Children Social Care costs have increased far above inflation over this time, coming on the back of a huge reduction in core spending power.

Temporary Accommodation

Finally, the cost of providing Temporary Accommodation has risen sharply over the past few years. An LGA report revealed that local councils were spending at least £1.74bn to provide temporary accommodation, with a severe shortage in social housing resulting in a portion of this going to private alternatives including hotels and B&Bs.

These figures represented the current situation as of March 2023, when 104,000 households were living in temporary accommodation, an 89% increase over the past decade. Only 8 months later at the close of 2023, this had risen to 112,660 households in temporary accommodation—with the funding required to balance this increasing exponentially, pushed higher by a cost of living crisis and inflation.

What are the Consequences?

The most immediate and simple way look at this is that while bills have increased significantly for the average council tax-payer, services have been significantly scaled back.

Cuts to park budgets, economic development, culture services, and the reduction in spending on Public Health, education, housing services, children's centres and everything else that local government is responsible for have left many cities, towns and villages looking neglected and often struggling with anti-social behaviour and boarded-up high streets.

Behind the scenes, many of the essential back office functions have been stripped to the bone in order to protect frontline services: call centres are understaffed; planning services unable to cope with demand; not enough project managers, accountants or procurement staff to deliver on council ambitions or the transformation projects to reduce costs on essential services; not enough HR staff to support those on the frontline and not enough administrative staff to support the social workers, education & skills teams, the transport teams and the rest of local government trying to prop up essential local services.

Local government is the government that touches all of us every day, even if we don’t always realise this. The new Labour government will need to focus on this issue for the benefit of every individual, community and region.

How Cambridge MC can Help Local Councils

We can also support your organisation with a range of cyber security issues you may be facing; potential or live, and our Digital and Innovation team can help solve your problems in new ways, using the latest technology to improve outcomes for your residents as well as reducing costs.

Learn more about Craig and our Public Sector & Education service, and get in touch with our professionals at https://www.cambridgemc.com/public-sector-and-education , or use the form below.

Smart Schools, Bright Futures: The Role of ICT in Africa's Education

Mon, 08 Jul 2024 23:35:18 GMT

Since the 1960s, significant strides have been made to provide and increase access to quality education for children and young people in Africa. The educational environment has not remained stagnant, and the continent is all the better for it. However, this unfortunately does not paint the whole picture, and there is a poignant reality that lies just behind the statistics. In short, merely having access does not guarantee an improvement to the actual quality of this education; as rightly noted by Faturoti, “Although all African countries have legal provisions recognising the right to education, there is no corresponding law on access to the Internet.”

Yet, Africa’s unique combination of challenges has left more than just gaps in knowledge: 2019 saw 17% of African children not attending primary school, and 53% of teenagers not attending upper secondary school . The harsh blow dealt by COVID-19 has only deepened the educational crisis globally. Yet, despite these challenges, there is a resilient spirit that refuses to be extinguished. The pandemic has underscored a powerful lesson: technology, when harnessed with the right connectivity, can be a transformative force, offering a ray of hope in the quest to overcome educational barriers.

In this article, we will explore how we can take the barriers blocking this intelligent future and support the growth of a digitally connected classroom, ensuring that no one is left behind in the continent’s transformation. The ways in which learning is conducted has never been more important: to learn is to grow and the progress which begins in the classroom will soon be reflected across the continent.

From Challenges to Change: Barriers to a Connected Classroom

In the expansive landscape of Africa, a sobering reality appears –only 39.7% of the population is woven into the digital fabric, standing in stark contrast to the global average of 66.3% as reported by the International Telecommunication Union (ITU). This digital divide is not just a technological hurdle but a societal challenge, one that deepens when faced with the simultaneous necessity to invest not only in advanced technology but also in financial literacy. As we grapple with the intricacies of digital inclusion, the first bridge we must construct is one that spans connectivity disparities: the use of online educational platforms can ensure that students not only have access to educational material relevant to their studies, but also that this material is the latest available.

Electrical reliability stands as a foundational must-have for the successful implementation of digital learning initiatives. Investment in expanding telecommunications infrastructure , such as laying fibre-optic cables and deploying wireless networks, is crucial to bridge the digital divide and ensure widespread connectivity. Furthermore, enhancements in power generation including the use of traditional and renewable energy sources and distribution systems are essential to guarantee uninterrupted access to online educational resources. Uninterrupted power supply ensures that students can access online lectures, assignments, and collaborative activities seamlessly, fostering a conducive learning environment. Put simply, enhanced learning makes for more engaged and enlightened students.

Furthermore, technical support is indispensable for ensuring the effective implementation and maintenance of digital learning infrastructure. However, limited access to skilled technical personnel, inadequate training, and insufficient resources present significant challenges. Training and capacity-building programs must be enhanced to equip individuals with the necessary skills to support complex ICT infrastructure effectively. There are many projects already underway which promise to forge this change and training. Investing in training programs, certification courses, and apprenticeship initiatives promise to cultivate a skilled workforce capable of delivering and, importantly, sustaining these changes.

Addressing these interconnected challenges requires a holistic approach, encompassing political commitment, infrastructure investment, educational reform, and skills development initiatives. Without sustained political commitment and investment, efforts to expand internet access and improve electricity reliability risk being compromised, perpetuating the digital divide. The strategy was endorsed by the Thirty–Sixth Ordinary Session of the African Union Executive Council held in February 2020 , who recognised this: only through collaborative efforts and sustained investment can Africa bridge the digital divide and unlock the transformative potential of digital learning for all its citizens.

Looking Forward and Building Change

Yet, by overcoming these challenges, the future is bright and worth investing in. We must recognise what is at the core: education is a basic right to all communities, globally.

Results are already beginning to bear fruit: UNESCO’s forum on quality public digital learning reveal how bright the prospects could be. Van Manen et al. (2021) emphasise the remarkable impact of digital learning on advancing SDGs , highlighting how it enables countries to address key challenges such as poverty, inequality, and access to quality education without the need for extensive physical infrastructure investments. By leveraging digital technologies, governments can reach underserved populations, bridge educational divides, and empower individuals with the knowledge and skills needed to uplift themselves and their communities.

The continent’s digital uptake has also been staggering and speaks to a unique adaptability and adoptability when faced with change. In a 2020 study conducted by GSMA, it was revealed that over 1.4 billion subscribers on the continent utilise their mobile phones as powerful tools for educational enrichment , underscoring the widespread recognition of digital learning's value in shaping the future of African youth. From accessing online courses and educational apps to engaging in virtual classrooms and interactive learning platforms, mobile devices have become indispensable companions on the journey towards academic achievement. This should not be ignored: beyond mere convenience, this shift represents a democratisation of learning, where access to knowledge is no longer limited by physical proximity or socioeconomic status. Instead, digital learning empowers individuals to take ownership of their educational journey, enabling them to learn anytime, anywhere, and at their own pace.

Yet, the role of ICT initiatives in classrooms can go even further, providing a visionary tool for tackling existing education inequalities. Behind stark statistics lie the stories of over 129 million girls’ dreams , which are deferred by the harsh realities of poverty, gender-based violence, and early marriage. Each day, countless young minds are forced to miss out on the transformative power of education: girls miss up to 50 days of schooling each year due to the lack of sanitary wear according to Life Healthcare . ICT-equipped classrooms do not promise to solve these issues but bridge the gap: if remote learning becomes a possibility, so does change.

Key stakeholders are also ready, able, and actively engaging with the modern education landscape to make the path to learning easier. We’ve seen initiatives take root here in the UK, with Mobile network operators (MNO’s) offering zero rated connectivity packages for education platforms such as BBC Bitesize . Yet, these changes can be seen across the globe and felt deeply: in Kenya, Nigeria and South Africa, initiatives have revealed whole new possibilities for access to information . With software providers also offering free subscription platforms with available content and data, it is clear that the future is brighter than ever.

Amidst these challenges, digital learning platforms emerge as powerful allies, tearing down barriers and extending the hand of opportunity to every corner of the globe. Through the magic of digital tools, students are no longer confined by the limitations of geography or circumstance. Instead, they can connect with specialists and mentors from across the world, unlocking new realms of knowledge and inspiration.

Conclusion

Connected classrooms provide a bridge to change, change which is exciting and necessary. Access to a learning which is digitally engaged promises to enrich education opportunities and better the outcomes for future students. Yet, beyond mere access, digital literacy becomes a lifeline, empowering individuals to navigate the complexities of the modern world with confidence and resilience. In the midst of a rapidly evolving digital landscape, these skills serve as a passport to a future where no dream is too big and no obstacle too daunting.

How We Can Help

At Cambridge Management Consulting, we stand out from the crowd, particularly in the dynamic and intricate landscape of Africa. Our commitment goes beyond quick fixes; it's about crafting tangible and enduring impacts that resonate with the unique challenges and opportunities present in this diverse continent.

Just as digital education offers a cost-effective avenue for countries to enhance their performance on Sustainable Development Goals (SDGs) without the need for expansive physical infrastructure, our consulting philosophy embraces innovative solutions that recognise and leverage Africa's unique dynamics.

At the heart of our approach lies our handpicked team of experts, deeply passionate and intimately connected to the pulse of Africa. With a nuanced understanding of the challenges and opportunities this diverse continent presents, we strive to positively impact businesses in the most authentic and sensitive manner, echoing this article's recognition of the transformative potential of digital education in Africa.

About Cambridge Management Consulting

Our capabilities focus on supporting the private and public sector with their people, process and digital technology challenges.

For more information visit www.cambridgemc.com or get in touch below.

Case Study: Undertaking a Strategic Business Review for a Leading Service Provider in the Satellite Industry

Fri, 28 Jun 2024 10:13:12 GMT

Analysing the business to provide recommendations and enhancements

The satellite industry is going through an intense period of transformation at every level of the value chain.

The status quo within the satellite communications industry has been largely unchanged and unchallenged since its inception over 60 years ago. This is all about to significantly change, and it will force many established businesses to look afresh at how they operate. Many will adapt but many will fail.

The two key factors driving this transformation are a) the emergence of Non-Geostationary Satellite Operators (NGSO) and b) the technology drive to digitisation, standardisation, and virtualisation. New market entrants such as Starlink are hugely disruptive and have contributed to a 77% reduction in satellite capacity pricing over the last 5 years. Other new entrants will soon emerge, creating further disruption to the norm and downward price pressure.

The Challenge

A leading satellite communications service provider had already anticipated this market shift and transformation, but wanted to undertake a brief study to validate their assumptions and to review their Go-To-Market strategy.

Spanning operations in the US and Europe, Steve Tunnicliffe was tasked with undertaking this strategic business review that included:

Stakeholder Mapping and Engagement
Corporate Governance Review
Change Management and Communication
Revenue Review
Performance Management Review

Our Approach

Steve provided critical insights and enabling methodologies to support the service provider in anticipating where to invest next and what resources to align where. Steve also identified areas of weakness within the company’s corporate governance and identified where changes needed to be made to ensure the service provider seized the opportunity for its next phase of growth.

He was able to engage key stakeholders in the identification of business issues and make recommendations on how and what to implement from a change management perspective.

His experience in leading a global sales organisation and strategy for a leading player within the satellite industry helped provide critical insights to empower the service provider to achieve its stated objectives.

Out comes & Results

1. Go-to-Market Strategy

The client refocused its efforts on Defence and Government, which accounted for over 50% of its business but an event greater percentage of its profit.

2. Corporate Governance

The client put in place a charter and clear definitions around the role of the Board of Directors and the Executive Management Team defining what matters were reserved for each.

3. Efficiency

All of this provided not only the necessary clarity but an efficient plan to implement.

Get in touch with Our Consultants today

PSTN Switch-Off Delayed to 2027: What this means for You

Mon, 24 Jun 2024 20:21:44 GMT

Authors

UPDATED: February 2025

In this article we look at the extension to the PSTN Switch-Off date and explain why it is happening. We consider why businesses and local authorities should not delay in their PSTN migration plans. Then we look at three UK sectors—the Public Sector, SMEs & Large Enterprises, and Property & Real Estate—and assess the challenges they face and what they can do to avoid costly pitfalls.

What is the PSTN Switch Off?

The Public Switched Telephone Network (PSTN) is the traditional analogue network in the UK that uses copper cables to carry landline voice calls between users. It has been the backbone of the UK's telephony network since Victorian times. The PSTN is an aging network that is becoming harder and more expensive to maintain. It is not capable of handling the speeds and data volumes demanded by modern telecommunications

By the end of January 2027, BT and Openreach, along with other phone companies, plan to decommission the Public Switched Telephone Network (PSTN). This transition marks a shift towards digital services, such as Voice over Internet Protocol (VoIP), which will replace traditional landline services.

The PSTN supports over 300 recognised use cases, including alarm systems, medical devices, and monitoring equipment. The implications of this transition will be far-reaching, affecting residents, businesses, public services and all industries in the UK.

Please note: This article is written for a range of audience familiarity. Discussion of the PSTN switch off often uses some technical language—please see the Appendix below for a glossary of terms.

When is the New Date?

BT has recently announced an extension to the Public Switched Telephone Network (PSTN) switch-off in the UK. The previous deadline of December 2025 has been postponed to 31 January 2027.

Openreach (a subsidiary of BT) has reacted to this announcement by extending the withdrawal timeline of their Wholesale Line Rental family of products (landline and ISDN services) to the same date.

Why is the PSTN Switch-Off being Postponed?

This delay is primarily due to the difficulties in securing the smooth transfer of vulnerable customers, such as the complex migration issues that could disrupt continuity for safety-critical devices, such as telecare devices, including personal alarms, which in some cases were found to stop working during the initial stages of the switch-off. It is estimated that 2.3 million people in the UK currently use personal alarms that rely on the telecommunications network.

Act Now before Time & Resources Run Out

It is wrong to think that the extra 13 months given by the delay means pushing back your plans for action. We highly recommend that you continue to focus on December 2025 in order to achieve risk free migrations that ensure continuity of services from the simple to the complex. BT recently made the same recommendation, urging its business customers to act before the end of 2025.

The transition to digital alternatives could take at least 6-9 months, with additional time needed for testing and a break-fix approach to solutions. A critical first step for all businesses is to comprehensively audit all your phone lines and identify systems that rely on the PSTN.

Transitioning early is critical for the public sector and other organisations that provide a duty of care to vulnerable people and the elderly. We look at those responsibilities in more detail below.

We also make a case for urgent action by property owners and building operators—to address service continuity, fire safety and security issues.

List of Affected Equipment

Many businesses still rely on PSTN service-based technologies and will be severely impacted by the switch-off. We have provided a quick reminder of affected services other than your landline below to help with general awareness (please note, this is not an exhaustive list, and you should contact your Communication Provider (CP) and conduct a thorough review of your equipment and PSTN lines):

Air Con Units
ATM (cash machines)
Broadband services using ADSL or FTTC
Broker/Dealer circuits (see also: Secure Phones)
Bus Stops
Cardiac Arrest phones
Car Parks (including lifts, CCTV and alarms)
CCTV
Centrex telephone systems
Dial-Up and DSL Modems
Dialysis Machines
Door Entry systems (and similar systems running on ISDN)
Electronic Points of Sale (EPOS)
EV Charging Hubs
External Bells
Fax
Fire & Smoke Alarms
Flood Monitoring
Franking Machines
Hazardous Environment Phones
Intruder Alarms
Lift Emergency Lines/Alarms
Medical Equipment
PDQ Machines
Printers
Emergency Pull Cords
Railway Level Crossings
Redcare (a security monitoring service provided by BT)
Roadside Telephones
Road Signs
School Security
Secure Phones (Brent phones)
Shop 3rd party terminals
Smart Meters
Telecare (and other healthcare monitors)
Telemetry equipment (data loggers, remote sensors etc.)
Traffic Lights
Train Station Call Points
Travel Card technology
Utility Monitoring
Vending Machines

How the PSTN Switch-Off Impacts Different UK Sectors: What You Need to Do

We will now look at how the PSTN Switch-Off will impact the Public Sector , SMEs & Large Enterprises and Property and Real Estate .

Public Sector

Given the lack of a national plan or central funding for the necessary infrastructure upgrades, responsibilities for welfare and safety will impact at a local level on councils, healthcare services, social housing, fire departments and third sector organisations (charities and community groups). If these upgrades do not get funded and planned in detail (and if alternative digital solutions are not adequately tested under real scenarios) then emergency services could fail at a critical moment, putting vulnerable people at risk.

Key areas impacted by the PSTN switch off that are acutely relevant to Local Authorities (LAs) are as follows:

Telecare devices

Fire and security alarms

Specialist housing and care homes

To help public bodies plan and budget their migration strategy, we have grouped the major responsibilities into five areas:

1. Funding & Planning

Councils will need to work with hospitals, schools and other public bodies, alongside Communication Providers (CPs), to share resources, overcome common problems, and model future costs. Councils can also help to secure funding from government schemes and may be able to provide other means of financial support to help local bodies.

2. Protecting the Vulnerable

Ofcom has ruled the following: ‘If you are dependent on your landline phone – for example, if you don’t have a mobile phone or don’t have mobile signal at your home – your provider must offer you a solution to make sure you can contact the emergency services when a power cut occurs. For example, a mobile phone (if you have signal), or a battery back-up unit for your landline phone. This solution should be provided free of charge to people who are dependent on their landline.’

Councils should continue to work with CPs to provide these services free-of-charge as well as providing a smooth transition and clear communication for vulnerable people.

3. Continuity of Public Services

Understand how the PSTN supports the services offered in the local community, for example: emergency lift lines in council buildings, payment machines in cafes, and local call centres/help desks. Involve all impacted departments as this minimises blind spots and facilitates the sharing of best practices. Affected departments include adult social care, highways, flooding, estate management, and risk management. View the migration as a Business Continuity challenge as this has already helped some LAs to galvanise local parties. The Government has set up a Working Group for the digital switchover to share information: https://www.local.gov.uk/our-support/cyber-digital-and-technology/digital-switchover/working-group

4. Digital Inclusion

Ensuring adequate internet infrastructure is a key responsibility of local councils. They need to work with Communication Providers (CPs) to address digital exclusion in their jurisdictions, particularly in rural and underserved areas, to support new IP-based communication systems. Wireless-based solutions, such as 5G, IoT, or LORaWAN, and low orbit Satellite communications will also offer an option for the hardest to reach locations.

5. Awareness

Unlike the shift to digital TV, which was government-initiated, the phase-out of the PSTN is industry-driven because the network is privately owned. Consequently, it is unlikely there will be a government-sponsored national campaign to spread awareness of these changes and the risks involved. It therefore falls to local authorities, in conjunction with CPs and local groups, to try and disseminate this information to their communities, and in particular to vulnerable people.

Of particular importance is the response to telecare devices in supported housing and care homes run by Local Authorities (LAs) or third-sector organisations.

Telecare National Action Plan

At the end of 2024, Telecoms Minister Chris Bryant convened a roundtable in London with telecoms companies to address concerns surrounding the digital switchover and its impact on telecare users. The meeting, which included representatives from BT, Virgin Media, Vodafone, and Sky Broadband, focused on safeguarding vulnerable telecare users during the upgrade from analogue phone lines to digital networks.

Key outcomes from the roundtable included:

Telecare National Action Plan: Bryant agreed to a new 'Telecare National Action Plan' with major UK broadband and phone providers. This plan, slated for publication before the end of 2024, is designed to offer more protection to vulnerable telecare users as phone lines are upgraded to digital (IP-based) networks.

Checklist of Safeguards: Telecoms companies were directed to complete a strict checklist of safeguards before transferring customers from analogue to digital phone lines.

Engineer Visits: Companies will be required to offer engineer visits to vulnerable customers. These engineers will personally test the telecare alarms to ensure they continue to function after the household transitions to the digital network.

Battery Backup Solutions: Bryant urged companies to extend the power of battery back-up solutions beyond the existing one-hour minimum. This is aimed at maximizing resilience and ensuring access to emergency services during power outages

How we can Help

Our Public Sector team can help local councils and other public bodies by providing strategy, financial planning, procurement and project management services as and when you need them. Get in touch with Craig Cheney, Managing Partner and lead for Public Sector & Education, to discuss a range of services which might suit your needs: ccheney@cambridgemc.com .

View our Public Sector & Education services .

SMEs & Large Enterprises

Surveys indicate that around 9 out of 10 UK businesses have essential services that rely on the PSTN. Your business needs to prepare for the 2027 switch-off by transferring your tradition phone line, and any device that uses it, to a digital alternative.

While communication providers (CPs) are aware of which organisations are using PSTN services and should contact them directly, the overall responsibility for upgrade and hardware updates falls to the customer. Many businesses potentially require new phone handsets and may need to retrain staff on new service dashboards.

Larger businesses should conduct a thorough analysis of the potential impact and identify outdated equipment to replace. This is also an opportunity to leverage the benefits of IP by incorporating call analytics and other AI or cloud-based tools. We highly recommend you start now to prevent a costly and stressful transition or worse, a last-minute overhaul that creates service disruption.

You may wish to enlist a third-party solution provider who will migrate all of your phones numbers to IP-services, provide phones and headsets and a call management platform. This could reduce the headache for your business and prevent the risk of downtime and outages when you switch.

How we can Help

To find out more about how our services and experts can help your business, contact Phil Laws, Senior Partner - PSTN Services, and his team: plaws@cambridgemc.com .

If you operate a call centre and need help with the migration of services and/or setting up a call management platform with AI analytics, get in touch with our Contact Centre specialists, Simon Kissane and Marcel Biesmans: skissane@cambridgemc.com . We have partnered with Dialpad , an industry-leading AI-powered Customer Intelligence Platform.

Property & Real Estate

Many buildings rely on PSTN lines for critical services such as lift emergency calls, fire alarms, security systems, door entry, monitoring, and management systems. Once the PSTN service is decommissioned, these services will cease to function without warning, leading to potential safety compliance risks.

Both owners and operators in the property sector need to act now. You should start planning upgrades and the migration of your infrastructure to digital voice services using a systematic methodology. If you lack the in-house experience or this is a drain on internal resources, consider using a third party to conduct a comprehensive review of your IT and telephony equipment to create a detailed migration and upgrade strategy.

Companies and organisations potentially affected by the PSTN switch-off include: retailers; department stores; shopping centres; outlet centres; retail parks; entertainment and leisure venues; distribution and logistics centres; service stations; drive-thru facilities; office buildings and campuses; factories; advanced manufacturing facilities; hospitals; health centres; care homes; schools; universities; sports facilities and many more.

This is a complicated process with many project streams for those businesses and organisations that have a property portfolio/estate to manage. Public Sector organisations that service and maintain various distinct property types, such as social housing, will also face significant challenges.

It may be in your best interest to upgrade these services under one programme, using a central PMO and procurement process, and a single solution provider, to ensure targets are met on time and operational efficiencies are maximised to reduce costs.

How we can Help

Our team can help; providing strategy, procurement and project management services as and when you need them. Get in touch with our Retail, Property, & Manufacturing team, to discuss a range of services which might suit your business needs: info@cambridgemc.com .

View our Retail, Property, Manufacturing practice .

Our Services

Cambridge Management Consulting has a team of experts who specialise in the PSTN switch-off and help private and public sector organisations of all sizes. We can analyse your telephony and IT equipment, as well as alarms and other special service devices; and then create a detailed migration plan as well as offering procurement services to keep this plan within your budget.

By outsourcing this process, you can save time and money and also negate the drain on daily resources——allowing your teams to stay focused on daily operations. If you do not have the knowledge and skills in-house to manage this process, please get in touch with Clive or Craig using the form below to discuss your requirements.

Terminology

IP: Internet Phone - the digital version of your traditional home telephone. It uses VoIP to transmit your voice over a broadband connection. IP phones can offer a range of features like voicemail, call forwarding, video calls, and integration with other internet services.

ISDN: Integrated Services Digital Network - a set of communication standards that allow for the digital transmission of voice, video, data and other services over the PSTN network.

ADSL: Asymmetric Digital Subscriber Line - allows for high-speed data transmission over existing copper lines. ADSL is a type of digital subscriber line (DSL) technology that is typically provided from a telephone exchange enabling broadband internet access, video-on-demand, and LAN services . The service is asymmetric in that the broadband speed profile to the premise is higher than that from the premise. Maximum download speeds are in the order of 20Mbit/s (Megabits per second).

FTTC: Fibre To The Cabinet - a type of digital subscriber line (DSL) technology that delivers very high-speed data rates over existing copper lines, often from street-side cabinets. It utilises fibre optic cables to the main exchange and copper wires to connect to individual premises.

SOGEA: Single Order Generic Ethernet Access - only provides a broadband service rather than a package including a phone line. SOGEA is cheaper because it only provides data.

Useful Links

A Councillors Guide to Project Gigabit: https://www.gov.uk/guidance/a-councillors-guide-to-project-gigabit

https://www.gov.uk/government/publications/gigabit-broadband-voucher-scheme-information

Gigabit Voucher Scheme Eligibility Checker: https://www.gov.uk/government/publications/gigabit-broadband-voucher-scheme-information

Project Gigabit government webpage: https://www.gov.uk/guidance/project-gigabit-uk-gigabit-programme

Virgin O2 guide to the Switchover: https://www.damianhinds.com/sites/www.damianhinds.com/files/2023-10/23%2010%2030%20Virgin%20Digital%20Voice%20Switchover%20MP%20Guide.pdf

BT Guide: How the PSTN Switch Off will Affect my Business: https://business.bt.com/insights/what-is-ip-telephony-pstn-switch-off/

A guide to digital voice: https://www.damianhinds.com/sites/www.damianhinds.com/files/2023-10/23%2010%2030%20A%20guide%20to%20Digital%20Voice%20BT%27s%20new%20home%20phone%20service.pdf

Telecare stakeholder action plan: https://www.gov.uk/government/publications/telecare-stakeholder-action-plan-analogue-to-digital-switchover

Shared Rural Network: https://srn.org.uk/about/

Digital Poverty Alliance: https://digitalpovertyalliance.org/

Government guide for local councils: https://www.gov.uk/government/publications/uk-transition-from-analogue-to-digital-landlines-guidance-for-local-authorities/uk-transition-from-analogue-to-digital-landlines-guidance-for-local-authorities

Telecare National Action Plan: https://www.gov.uk/government/publications/telecare-national-action-plan-protecting-telecare-users-throughout-the-digital-phone-switchover/telecare-national-action-plan-protecting-telecare-users-through-the-digital-phone-switchover

Working Group for Local Authorities: https://www.local.gov.uk/our-support/cyber-digital-and-technology/digital-switchover/working-group

Additional Sources

https://www.ukauthority.com/articles/london-cdo-raises-alert-for-councils-over-pstn-switch-off/

https://www.ukauthority.com/articles/mayors-sound-alarm-over-effect-of-digital-switchover-on-telecare/

https://www.ofcom.org.uk/news-centre/2023/protecting-customers-during-the-migration-to-digital-landlines

https://www.channelfutures.com/channel-business/pstn-switch-off-set-to-cause-problems-for-businesses

https://www.commsbusiness.co.uk/content/news/charities-urge-clarity-after-pstn-switchover-delay/

https://www.bbc.com/news/articles/c5119g5z4q5o

https://www.commsbusiness.co.uk/content/news/charities-urge-clarity-after-pstn-switchover-delay/

https://www.ft.com/content/df368907-17a8-43cb-9a8e-28be20e6ea7c

Deep Green Engages Cambridge Management Consulting to Expand their Data Centre Solutions

Thu, 20 Jun 2024 13:00:00 GMT

Press Release: 19/06/2024, London – Deep Green, an innovative and sustainability-forward data centre operator, is delighted to announce that it has engaged Cambridge Management Consulting (Cambridge MC), a leader in management consulting, in order to expand its market presence and widen Cambridge MC’s portfolio of digital infrastructure solutions.

Deep Green is a first-in-industry decarbonised data centre operator who has developed an innovative system for recapturing the heat produced by data centres in order to channel it into positive, environmental, and community-focused purposes. Examples of such initiatives include swimming pools, district heating systems, pharmaceuticals, and agricultural entities, for which Deep Green will provide heat for free in exchange for the opportunity to host their technology.

Through this engagement, Deep Green will work with Cambridge MC on its go-to-market strategy, and have access to Cambridge MC’s network of clients and customers, for whom Cambridge MC can also expand their digital infrastructure and sustainability support through the use of Deep Green’s unique service.

Mark Bjornsgaard, Founder and CEO of Deep Green, said: “As we continue to drive demand for our unique data centre solution, it is critical to forge the right partnerships, and in this case initiated by an organisation that people trust. Cambridge MC understands what we are doing as a business, and why it is critically important; they share our passion and motivation for sustainable change in infrastructure. I look forward to a fruitful partnership, and one that drives our growth.”

Stuart Curzon, Chief Commercial Officer of Cambridge MC, said: “Deep Green are an incredibly innovative organisation whose principles of sustainability and community-focus speak directly to Cambridge MC’s own values. We are very excited to be able to bring their brilliant solution to more customers and clients.”

Tim Passingham, Founder and Chairman of Cambridge MC, added: “Our purpose is to help our clients have a better impact on the world, and Cambridge Management Consulting is continually looking for new ways to make digital infrastructure more sustainable. Deep Green’s approach to digital infrastructure is truly innovative, and I am delighted that they chose Cambridge MC, and for our teams to be working together.”

About Cambridge Management Consulting

Cambridge Management Consulting has offices or legal entities in Cambridge, London, New York, Paris, Dubai, Singapore and Helsinki, with further expansion planned in future.

About Deep Green

Deep Green was founded i n 2016 by Mark Bjornsgaard, an entrepreneur with an interest in technology and energy. Deep Green’s pioneering ‘immersion cooling’ technology efficiently re-uses heat from its on-site 'edge' data centres to provide free heat for a range of organisations, including public swimming pools and district heat networks. Decarbonising commercial and domestic heating is one of the most urgent climate imperatives and Deep Green is excited to be at the heart of this important transition.

For more information visit: www.deepgreen.energy

Further Information

If you would like to find out more about this partnership or need a press contact, please use the contact form below to get in touch.

Case Study: Navigating Cloud, Content & Telecoms Markets in the UK

Thu, 20 Jun 2024 10:11:43 GMT

How Cambridge MC helped Virgin Media Business Wholesale Fibre develop a deeper understanding of the UK CCT market

Virgin Media Business (VMB) engaged Cambridge MC to help build an overview of the Cloud, Content and Telecoms market and ecosystem in the UK. Hundreds of companies comprise the CCT market, including many international players.

The links between companies like VMB, who provide the fundamental infrastructure that the CCT market sits on, and the end-users of their services create a complex ecosystem. The space is constantly evolving and new technologies such as Artificial Intelligence (AI) and Edge applications are introducing new requirements that the various operators and service providers must cater for in the future.

The Ask

The CCT ecosystem is complex and is constantly growing. New entrants are emerging all the time and new applications and services are being driven by new technologies and services, all of which are driven by new demands from a very diverse user base—commercial, industrial and consumer markets are all evolving extremely rapidly.

Understanding how it all fits together provides new insights for sales and marketing teams to use in positioning their products. VMB challenged Cambridge MC to produce a single infographic that encapsulated the ecosystem and its most important elements.

To accompany the ecosytem map, VMB commissioned a report on the UK market and the key drivers influencing change and evolution in the ecosystem.

The Solution

Cambridge MC produced a single infographic (a much simplified version of it is shown below) that showed the UK market divided into 4 layers, each of which serves the layers above and/or below. The end-users at the Application Layer drive all the demand — this is where data is generated and consumed. The Service Level provides end-users with sophisticated and aggregated services, such as streaming or cloud access services. In turn, this layer relies on a Technology Layer of cloud compute/storage systems and network services. Underpinning all of this is the Infrastructure Layer which includes fibre networks and data centres.

Within the lower three layers, Cambridge MC identified 24 groups of participants with over 45 different company profiles, all of whom are participants in the ecosystem. The infographic also showed how revenue tends to flow at a macro level between the players in the market.

The study also included a written report on aspects of the UK fibre and data centre markets from both the perspective of the data centre operators and providers of network services. The purpose was to give VMB guidance on strategic developments in the UK markets, based on short- and long-term trends.

The study looked at the potential impact of emerging technology trends, including adoption of large-scale AI systems and deployment of distributed Edge platforms in markets outside of the usual hubs in the UK.

The CCT Map

Outcomes & Results

1. CCT Ecosystem Infographic

We completed the challenge set by Virgin Business Media to represent the entire CCT ecosystem in a single infographic, showing the data flows across 4 layers, from source to end-users, via a multitude of intermediaries.

2. Report on the UK CCT Market

A comprehensive report on the UK fibre and data centre markets from both the perspective of the data centre operators and providers of network services. It showed VMB the major players and emerging technology trends in the CCT ecosystem.

3. Insights

Both the infographic and written report gave VMB strategic insights into the CCT market in the UK, allowing them to tailor their product design and marketing to match the needs and future expectations of end-users in commercial, industrial and consumer markets.

Get in touch with Our Consultants today

NIS2 & DORA Bring Tough Fines & Stricter Reporting Obligations: A Guide for Financial Services

jmadelin@cambridgemc.com (John Madelin) — Mon, 17 Jun 2024 11:34:21 GMT

What are NIS2 & DORA?

Standing for the Network and Information Security Directive, the NIS Directive is an EU Regulation which details a blanket level of cyber security measures required of all Member States and organisations within them, as well as those with or seeking to establish a footprint in Europe. In 2022, the Official Journal of the European Union published their updates to this Directive in NIS2 , which made their regulations more stringent while broadening the scope of who it applies to. One of these amendments differentiated between entities deemed ‘important’ and ‘essential’, whereby the latter, which includes Banking and Finance, will be subject to closer scrutiny and greater penalties regarding their compliance with NIS2 – or lack thereof .

This level of regulated scrutiny will also be heightened by a further EU directive, the Digital Operations Resilience Act ( DORA ). Similar to NIS2, DORA is described as establishing a ‘ comprehensive framework for harmonising digital resilience processes and standards ’. However, where NIS2 applies to all business entities within the EU, DORA is specifically designed to ‘strengthen the resilience of digital operations in the financial sector ’. Thus, though accounting for similar processes and practices, as we shall outline, the emergence of both NIS2 and DORA represent at least two sets of cyber criteria which financial entities must comply with, not only to avoid legal penalty, but to remain robust in an increasingly dangerous digital environment.

NIS2 and DORA are scheduled to become national law on the 17 ^th October 2024 and 17 ^th January 2025 respectively, and it is important to understand both in order to ensure that your business is compliant with their requirements.

NIS2 Requirements

Chapter 4 of NIS2 requires that all Member States of the EU ensure that all of their essential and important entities ‘take appropriate and proportionate technical, operational, and organisational measures to manage the risks posed to the security of network and information systems’ . By ‘appropriate and proportionate’, NIS2 directs all such entities to adopt an ‘all-hazards approach’, by which they refer to a baseline set of requirements including:

a. Internal Security Policies: Develop and enforce good essential policies that ensure robust internal security practices.

b. Incident Handling: Establish tested protocols to effectively respond to and manage security incidents.

c. Backup Management & Disaster Recovery: Ensure reliable backup solutions and disaster recovery plans to safeguard data integrity, also ensuring continuity.

d. Supply Chain Security: Maintain mutual responsibilities with partners through clear connections and dependencies to avoid the cascade effect of major incidents.

e. Information Security Maintenance: Ensure the security of your network, including vulnerability handling and disclosure.

f. Ongoing Assessment: Continuously update and monitor information security measures to protect against the ever-changing street smarts of evolving threat actors.

g. Cyber Security Hygiene & Training: Regularly assess and adapt security measures to current threat landscapes, which are often basic and repeated.

h. Cryptography & Encryption: Provide continuous cyber security training promoting best practices among employees, and ensuring Quantum-ready cryptography, a subject of other evolving regulations.

i. Human Resources Security: Implement thorough background checks and enforce security protocols for all personnel.

j. Multi-Factor Authentication: Enhance access control through the use of multi-factor authentication, which is always a feature of successful cyber incidents.

DORA Requirements

DORA is considered a Lex Specialis for financial sector entities, meaning that, where it possesses overlapping or shared regulations and principles with NIS2, DORA takes precedence. Thus, though it is still important to remain aware and informed regarding NIS2 and its requirements, it is more important to be equipped with an acute understanding of DORA.

DORA requires that all financial entities be equipped with an ‘ internal governance and control framework ’ designed to strengthen their cyber defences, particularly in regards to the transfer of data, risk of corruption, confidentiality and loss of data, and protection from human error. In order to ensure this, DORA insists upon the implementation of the following processes:

a. An information security policy with clearly defined rules to protect the availability, authenticity, integrity, and confidentiality of data.

b. A sound infrastructure management structure which makes use of appropriate techniques and mechanisms, such as those which isolate affected assets in the event of a cyber attack.

c. Policies which limit the physical access to information assets and ICT assets to what is legitimate and approved.

d. Protocols for strong authentication mechanisms based on relevant standards and systems, including the use of encryption.

e. Controls for ICT change management in order to ensure that any changes are recorded, tested, assessed, approved, and verified.

f. Appropriate policies for patches and updates .

Implications for the Finance Sector

Both NIS2 and DORA may appear to establish relatively basic levels of cyber security awareness and defence, however it is important that they are properly implemented and strengthened within your operations.

This is partly due to the financial and reputational losses that can and will impact your organisation in the event of a cyber security breach. In considering financial entities to be essential, NIS2 makes them liable to a fine of up to €10m or 2% of their annual turnover, whichever is higher. Similarly, DORA penalises any instance of non-compliance with a daily fine of up to 1% of the average daily worldwide turnover of the financial entity until compliance is reimposed.

Furthermore, the reporting obligations of both Acts pose significant and specific considerations to financial entities, based on how and when an organisation should bring awareness to a potential or recent cyber security breach.

DORA’s Article 10: Detection imposes that financial entities shall ‘have in place mechanisms to promptly detect anomalous activities’, and expands the reporting process in Article 17: ICT-related incident management process to ensure that ‘major’ cyber security incidents are reported to the appropriate management bodies in order to enact mitigation and prevention procedures.

Similarly, NIS2’s Article 23: Reporting Obligations requires that all essential and important entities promptly identify and report any ‘significant’ cyber security breach or incident to their representative computer security incident response teams (CSIRTs).

There are two main indicators which make an incident ‘significant’ under NIS2: one is that it has affected or caused damage to other entities or persons; the second is that ‘it has caused or is capable of causing severe […] financial loss for the entity concerned’. This is particularly emphatic for organisations which by nature and definition handle and advertise the possession of large amounts of money, a consideration which DORA highlights as an Act specific to the financial sector.

In their classifications of ICT-related incidents which financial entities should use to determine their impact, DORA specifies ‘the criticality of services affects, including the financial entity’s transactions’ as well as ‘the economic impact, in particular direct and indirect costs and losses’. Thus, it is crucial for financial organisations to ensure that their operations are properly barricaded against cyber threats, and that they have airtight contingencies and reporting protocols in place in case they are breached.

Finally, it is important to internalise clear accountability within your organisation. NIS2 makes it clear that the responsibility for the approval, delivery, and maintenance of an essential entity’s cyber security risk-management measure rests with the management bodies of the entity. This includes coordinating cyber security training and the provision of ‘sufficient knowledge and skills to enable them to identify risks and assess cybersecurity risk-management practices’. DORA is even clearer in this regard, specifying that the management body of the financial entity shall ‘bear the ultimate responsibility for managing the financial entity’s ICT risk’. Thus, the stakes are higher for executives and C-suite professionals to ensure compliance, as they will be the ones held accountable for breaches and attacks.

How Cambridge MC can Help

Whether your company is based primarily inside or outside the EU, it is crucial that your organisation complies with NIS2 and DORA by the end of the year if you have any entities or subsidiaries, or currently/plan to conduct work in any EU Member States. In any case, NIS2 and DORA represent aspirational sets of guidelines pertaining to the cyber hygiene of your organisation that would only strengthen it to internalise.

This is particularly salient in a regulatory culture which is increasingly prioritising and scrutinising cyber security. As of April this year, the UK Government implemented minimum security standards to protect consumers and businesses from cyber attacks. These include the banning of easily guessable default passwords; regulations which, like NIS2 and DORA, are seemingly basic yet possess higher stakes for non-compliance.

At Cambridge Management Consulting, we have a team of experienced Cyber Security professionals with decades of combined practical experience in the field, as well as detailed and up-to-date knowledge on all relevant regulations and principles.

To avoid your organisation from being left behind or penalised for a lack of cyber maturity, contact our cyber team to understand your pain points and vulnerabilities—we will work with you to construct, assess, and deliver a comprehensive strategy to resolve them.

Contact John Madelin , our Managing Partner for Cyber Security, or learn more about our Cyber Security capability here .

Cambridge Management Consulting Wins Three Awards at the Consultancy Awards 2024

Fri, 14 Jun 2024 22:25:12 GMT

Last night, we attended The Consultancy Awards 2024 – the annual awards event hosted by The Consultancy Growth Network, with the objective to recognise and celebrate hard work, commitment, and innovation across the consultancy sphere.

Taking place at the De Vere Grand Connaught Rooms in London, The Consultancy Growth Network distributed over thirty awards across ten categories to this year’s finalists, of which Cambridge Management Consulting are the proud recipient of three – earning a place in each of the categories we were nominated.

This is a testament to not only the impressive quality of talent, ingenuity, and drive present within our company, but throughout the consultancy industry itself. As an industry with collaboration at its heart, last night represented an excellent opportunity to connect with our peers for the shared purpose of uplifting our achievements.

Read on the learn about the three different awards we won, and the incredible work our practitioners completed to receive them.

Digital Transformation

Sponsored by Method Grid, the Digital Transformation award looks to recognise consultancies who have harnessed the power of technology to reinvigorate an organisation; whether that be in making it more efficient, cost effective, or sustainable.

Cambridge MC won an award in this category due to our ongoing project management of a multinational oil and gas company, to coordinate the development of a portfolio of high-priority EV charging hub sites throughout big cities. Thus far, we have delivered the successful deployment of the first EV hub site in Luxembourg, eight in the Netherlands, are currently in the process of rolling out further sites in the US and UK, and additional sites in other countries across other several continents.

Productivity Improvement / Cost Reduction

Sponsored by CMap, this award encompasses consultancies and projects which have increased and improved the efficiency, productivity, and operations of an organisation, while also reducing their costs.

In this category, Cambridge MC won an award for our delivery of £10m in savings for a large UK online retailer across only thirteen weeks. By leveraging our experience in procurement, contract, and vendor management, we were able to perform a deep dive into all vendor contracts facing the business, establish areas for saving, and engage in supplier negotiations, in order to maximise cost savings while the company was experiencing significant changes in demand.

Fastest Growing

Sponsored by Sonovate, the Fastest Growing award is one that is particularly important to Cambridge MC, for recognising our rapid development from a start-up to a multinational consultancy firm represented in offices, experts, and clients across the globe.

In the last few years alone, Cambridge MC has experienced exponential growth. Between our talented industry experts, reputation for a workplace culture grounded in integrity, and commitment to sustainability and pro-bono work, we have observed a 30% growth in revenue, 100% increase in geographies, 50% more services, and double the number of clients. Our consultant base has also grown by 100%, and were proud to be able to double the profit we donate to charity to 12%. Winning an award in this category is only part of the pride, strength, and affirmation that this growth provides us as an organisation.

Thank You

We want to end by showing gratitude to our partners, clients, and peers who have made all of this work and acknowledgement possible. As it was emphasised in the brilliant speeches made last night, the consultancy industry is to its core a service industry, with work completed for the benefit of our clients and customers, not for an award. However, it is always encouraging to earn recognition from our peers, and to have the opportunity to celebrate them in return.

Last night represented a brilliant collaboration of talent, and we look forward to returning next year.

The Consultancy Awards

The Consultancy Awards are presented by The Consultancy Growth Network, a group of professional advisers and service providers to the consulting community that offer one of the most robust, insightful performance benchmarking reports in the consulting industry.

The annual awards celebrate the breadth, depth, quality and impact of consultancies in the UK and beyond. Read more about the 2024 winners here .

How the New UK Procurement Act will Affect the Public Sector & SMEs

Thu, 30 May 2024 20:54:08 GMT

What is the Procurement Act 2023?

Every year, one in every three pounds of public money is spent on public procurement exercises. This amounts to roughly £300bn spent annually to fund public procurement projects, including those within central government departments and their arm’s-length bodies, local government and health authorities, utilities companies operating in the water, energy, and transport sectors, and more.

However, the current system for managing and coordinating these movements is convoluted and outdated, comprised of over 350 individual regulations derived from several different sets of EU Directives from different years (e.g. the Defence and Security Public Contracts Regulations 2011, Public Contracts Regulations 2015, Utilities Contracts Regulations 2016, etc.).

As such, the UK Government have decided to capitalise on some of the flexibility left by Brexit by repealing these existing regulations, and consolidating them into one single act, the Procurement Act 2023. Having received Royal Assent on the 26 ^th October 2023, the Act puts forward a revised matrix of rules, clauses, and criteria regarding public procurement provisions that is set to take effect throughout England, Wales, and Northern Ireland in October of this year. Thus, the Act is set to make public procurement ‘ quick, simpler, more transparent and better able to meet the UK’s needs while remaining compliant with [its] international obligations’.

In this article, we will highlight and dilate the differences between the new act and its predecessors, why these changes matter and how they will affect and, hopefully, improve the processes of public procurement, and how we can help you prepare for ‘ one of the largest shake ups to procurement rules ’ in the history of UK legislation.

What is Different about the Act?

The primary difference attached to the Act, and the main repository for the accessibility and transparency promoted by the consolidation of the previous regulations, is in the updated procedure surrounding a covered procurement. Differentiated from a regular procurement, the Act introduces a covered procurement as ‘the award, entry into, and management of a public contract’, exclusively within the public sector.

This process is described by the Act as a competitive tendering procedure, and can be understood by breaking it down into before, during, and after.

Before: Objectives

Before beginning a competitive tendering procedure, it is important that the contracting authority enters the process with the correct narrative and intentions in mind in order to make an informed decision when selecting suppliers. In order to assess this, the Act contains a list of objectives that the authority must internalise and adhere to when evaluating applicants for a procurement exercise. Outlined in Part 2, Section 12 , these objectives dictate that a contracting authority ‘must have regard to the importance of’:

a. delivering value for money;

b. maximising public benefit;

c. sharing information for the purpose of allowing suppliers and others to understand the authority’s procurement policies and decisions;

d. acting, and being seen to act, with integrity.

These objectives and principles encourage and ensure that the contracting authority will select their suppliers openly and judiciously, with ‘regard to the fact that small and medium-sized enterprises may gave particular barriers to participation, and consider whether such barriers can be removed or reduced’.

During: Competitive Tendering Procedures

‘ Competition is at the heart of the regime ’, and, once these objectives have been understood, the contracting authority must apply them to the subsequent selection process by conducting a competitive tendering procedure. This is described in Part 3, Chapter 2, Section 20 as:

a. single-stage tendering procedure without a restriction on who can submit tenders (an “open procedure”), or

b. such other competitive tendering procedure as the contracting authority considers appropriate for the purpose of awarding the public contract (a “competitive flexible procedure”).

It is this second option, the ‘competitive flexible procedure’, which differentiates the procurement legislation outlined in the Act from its predecessors, writing flexibility into the very fabric of the law. Section 20 proceeds to ensure that ‘the procedure is a proportionate means of awarding a public contract, having regard to the nature, complexity and cost of the contract’. As the anticipatory policy paper explains, this is unique as it allows contracting authorities to ‘design a competition to best suit the particular needs of their contract and market’.

After: Awarding Public Contracts

Once applications and proposals have been entered into a competitive tendering procedure, Part 3, Chapter 2, Section 19 simply dictates that the awarding of the public contract may be granted to the ‘most advantageous tender’ offered, by which it refers to the tender that ‘best satisfies the award criteria’. Aside from permitting the contracting authority to disregard suppliers from outside the UK, or those that offer a price that they consider to be ‘abnormally low for the performance of the contract’, the Act is otherwise open in its criteria, leaving much of the selection to the discretion of the contracting authority and the assurance that they will do so democratically and unbiasedly.

That being said, the Act does include provisions for the direct award of a contract which bypasses the competitive tendering procedure. There are two cases for this, as delineated in Chapter 3: Direct Award :

Direct Award in Special Cases: This allows for a contracting authority to override the usual competitive tendering process if there is an ‘overriding public interest’ in the selection of a particular supplier; this may be if they require the public contract to construct or maintain critical national infrastructure, ensure the proper functioning of a crucial sector, or if it would otherwise disrupt military or security operations.

Direct Award to Protect Life: Similarly, a contracting authority is free to select a particular supplier over others if it contributes to the protection of ‘human, animal or plant life or health’, or otherwise ‘protect public order or safety’.

Exclusion & Debarment

The Act also expands the criteria for the exclusion of suppliers by contracting authorities. As well as adding new violations such as theft, corporate manslaughter, and competition law infringement, the Act notably introduces the ‘ ability to exclude suppliers based on the status of their associated suppliers and subcontractors, and not solely on their own performance’. This is significant for the way it prevents larger companies from operating on the unfair approach of winning businesses first before sourcing subcontractors to fulfil their contract.

Furthermore, the Act also introduces several changes to what constitutes ‘ discretionary grounds for exclusion ’, with a significant addition being ‘Contractual performance relating to contracts where the bidder has underperformed against KPIs and failed to rectify performance following an opportunity to do so’. This speaks to a major issue with previous procurement processes, which is public bodies being met with unsatisfactory contracts due to (a) poor KPIs or a lack thereof, (b) KPIs being unreflective of the buyer’s expectations, or (c) suppliers twisting the definitions or loopholes surrounding their KPIs. As such, using KPIs as a possible exclusionary tool encourages suppliers to take their inclusion and adherence much more seriously. (For guidance and advice on the definition of a reasonable KPI, contact our Procurement & Commercial experts here .)

On the increased stringency for debarring suppliers, which also includes more scrutiny on those suspected of modern slavery, Minister for the Cabinet Office Jeremy Quin explained: “We have taken the long-term decisions that will increase our powers to protect our security in our supply chains and procurement.

“This has included radical steps such as creating a National Security Unit for Procurement and giving Ministers the power to prevent suppliers from bidding for certain products where there is a risk to national security. It will deliver lasting change which protects the UK for generations to come.”

Changing the Face of Procurement

As aforementioned, the primary purpose and design of the Act is to promote transparency, simplicity, and accessibility; as the Cabinet Office explains in their green paper, the revamp is directed toward ‘reinforcing and adding clarity rather than changing scope’. In particular, this is intended for the benefit of small businesses and social enterprises , so that they have the opportunity to compete for and win more public contracts. There are several ways in which this philosophy is being implemented, such as:

The creation of a central digital platform, on which suppliers can register and enter their details. This allows them to apply for multiple bids more directly, as well as have a more holistic overview of what tenders, projects, and opportunities are upcoming and available.

The inclusion of numerous regulation-making powers which will maintain a ‘ modern procurement structure ’, by which the Government defines as concurrent with ‘technological advances, new trade agreements and ahead of those who may try to use procurement improperly’.

The encouragement of contracting authorities to assess the boundaries which challenge or inhibit SMEs throughout the procurement lifecycle, and work to consider how they can be resolved and removed.

Also within reach of these changes is the Defence Sector, whose procurement activities will also benefit from the increased simplicity and flexibility and a more strategic relationship with the government, catalysing the development of the Defence and Security Industrial Strategy .

However, the main emphasis is on SMEs. For example, as discussed, the enhanced criteria for excluding suppliers is not only intended to prevent larger companies from operating on unfair means, by winning bids and putting the pressure on downstream suppliers to fulfil them, but to inversely make it more accessible for smaller and local businesses to bid directly. Cabinet Office Minister Baroness Neville-Rolfe said: “These new rules will help grow the economy and deliver better and simpler public sector procurement.

“I am particularly pleased to help small and medium sized businesses secure a greater share of nearly £300 billion worth of government contracts.”

How to Prepare for October

The Procurement Act 2023 is set to take full effect in October of this year, and though it is designed to make procurement simpler and more streamlined, it is still important for your organisation to understand and anticipate in breadth the nature and extent of the changes it will initiate.

For example, the new regulations are not retroactive, meaning that any procurement activity begun under the Public Contracts Regulations (PCR) 2025 will continue to operate within its remit. However, you will still need to consider which of those contracts will expire after the introduction of the new regulations, and form contingencies in advance for reprocuring as early as possible, if this is your intention.

The Crown Commercial Service (CCS) has delineated the process of preparing for these new regulations into five workstreams:

Commercial activity: review all current and planned commercial opportunities.
Standard operating procedures and policies: ensure they are robust and future-proofed for the new regime.
Guidance and information: review the documents that your teams and suppliers use and ensure they are current.
Systems: consider the readiness of your organisation’s systems and what changes may be needed.
People: ensure your people understand Transforming Public Procurement and undertake the necessary training.

In addition to this, the CCS has also produced a substantial list of commercial agreements that they expect to be awarded under the new legislation. This is a useful resource to read and internalise in advance of their introduction so as to ready your organisation for their application.

How Can Cambridge MC Help?

The last of the CSS’ five workstreams refers to a Government initiative paced to make the transition into the procurement activity under the new Act easier and smoother, by releasing intermittent ‘Knowledge Drops’ covering all changes and their effects. However, if you prefer a more hands-on and human-centric approach, our Procurement & Commercial experts possess the real-world experience and expertise to walk you through the new legislation, and prepare your organisation for the shift that it will bring.

Furthermore, if you are interested in securing projects and clients in the public sector, speak to our Public Sector team for guidance and support.

Case Study: Applying Secure by Design to High-Threat Programme Change

Thu, 23 May 2024 15:29:53 GMT

Implementing continuous development to address new opportunities and requirements

The client owned a mature, large-scale web application that housed vast amounts of sensitive information. One part of this application was accessible from the internet, while the other was used within government infrastructure, which had a low tolerance for risk.

Due to its business-critical nature, the client sought the expertise of Tom Burton, a Cyber Security specialist at Cambridge Management Consulting, to update the application to meet new opportunities and modern network requirements.

The Challenge

The client needed to integrate a new third-party SaaS web service into the existing application to enhance business efficiency and process speed.

This SaaS environment was subject to compliance with some UK Government security standards, however they could not apply conventional, direct assurance and accreditation activities because of the third-party's SaaS shared delivery model.

The client needed the final solution to recognise this uncertainty while managing risk, security, and business benefits.

The Approach

To resolve their challenges, Tom and his team adopted an approach based on the principles of 'Secure by Design', working with the client's business and engineering representatives to jointly develop the optimum integration approach and security controls before implementations started.

The lack of assurance meant that the integration needed to treat 3rd party SaaS as largely untrusted. The client had several architectural options, each with different implications in their cost, timescale, risk profile, business efficiency, and future flexibility. Tom iterated the design with the client, helping them to select the best, most viable solution, reconsidering risk, compensatory controls, and benefits at each stage.

Adopting a risk-driven approach, Tom identified the inherent risks that the change would introduce regardless of the integration approach as a first critical step. These risks were understandable to the non-security and non-technical communities. Getting stakeholder agreement on them ensured that all parties would recognise the constraints the solution would have to live within. The client proposed their preferred solution architecture, enabling Tom to assess the residual risk that the change would present, and propose additional security controls to bring that risk down to an acceptable level.

As Tom's work progressed, the client adjusted the solution architecture in response to address options that became unviable or inefficient. Alternative options and their implications were discussed. When changes had been decided, Tom quickly reviewed and updated the risks and security controls, introducing fast feedback into the design process, and ensuring that his architecture design was built with future flexibility internalised. The inherent risks did not remain static either, and were reviewed on each iteration, adding new risks that arose, and retiring redundant ones according to the proposed solutions characteristics.

Outcomes & Results

1. Faster, Cheaper Deployment

If security had been considered late in the change process after implementation, it is likely that the solution design would have needed significant rework, retrofitted inefficient controls with a negative cost and operational impact, and/or a higher level of risk accepted. Tom and his team avoided these costly and unnecessary effects by getting early agreement on the risks that needed to be treated, and quickly iterating to an optimal solution with the client.

2. Long Lasting Solutions

This approach also aligned with the principles of embedding continuous assurance and making changes securely because all controls can be tied back to the risks that they are addressing; future changes will be able to refer to these dependencies and build on them rather than undermine the existing security.

3. Positive Reception

The Government end-client was delighted with the thoroughness of the analysis and documentation, had no concerns about the risk or mitigations proposed, and saw significant benefits in the collaborative approach that had been adopted.

Get in touch with Our Consultants today

Case Study: Optimising the Sales Model of a Luxury Car Manufacturer

Thu, 23 May 2024 15:24:46 GMT

Implementing critical insights and innovative methodologies to add value at every stage

The automotive industry is under intense cost pressure, a function of razor thin margins being generated by new energy vehicles (NEVs) and expensive legacy operations and processes. To address future profitability challenges being posed by an increasing portfolio of EV vehicles, automakers are reviewing opportunities to reduce costs across the operational landscape, and notably the sales process.

The dealership model has been in place for over 100 years, however it is designed in a way that disadvantageous for both the car buyer and the OEM. This is because it is characterised by a lack of vehicle price transparency, a low trust relationship between buyers and dealers, and a process no longer representative of the digital service landscape that consumers have become accustomed to.

Catalysed by new market entrants such as Tesla, the bricks and mortar sales model was ripe for disruption, something which was recognised by a German automotive manufacturer who sought out Daniel Fitzsimmons , expert in Change Management and the Automotive Industry at Cambridge Management Consulting, to optimise their sales agency model.

The Ask

A German automotive manufacturer, recognising the need to digitise the sales process and begin its journey to a more customer-centric sales model, and secure the subsequent financial benefits, engaged our Automotive partner to support its digital transformation and change management requirements.

Spanning a complex stakeholder map involving 7 legal entities, 4 user journeys, 3 critical functions and 1000s of employees, Daniel Fitzsimmons was engaged to provide clarity and structure across the entire digital transformation process.

Solutions

Functioning as a coordinating mechanism across a fragmented vendor landscape, Daniel Fitzsimmons provided leadership, facilitating:

E2E Customer Journey Mapping
Dealer Journey Mapping
Digital Touchpoint Mapping
Customer-Centric Messaging
Stakeholder Mapping and Engagement
Data-driven Sales Mapping
Change Management and Communication

Daniel provided critical insights and enabling methodologies to support the OEM begin its journey to the direct-to-consumer sales model, and the definition and calculation of digital sales logic streams.

Teams

Daniel Fitzsimmons , as partner of our Change Management function, was able to engage stakeholders in identification and communication of a change imperative that created unity in the delivery of the programme.

His experience in delivering best in industry digital journey solutions helped empower the OEM to achieve its stated objectives within budget and in advance of target deadlines.

Outcomes & Results

1. Model Redesign

Provided experience and leadership to the project delivery organisation, allowing senior OEM executives to give guidance, rather than being hands-on in the management of the initiative.

2. Optimised Communication

Engaged the organisation in the project as well as clarifying their communication strategy.

3. Efficiency

All of this was delivered on budget and on time, with an NPS of 96.

Get in touch with Our Consultants today

Advice for Winning Long-term Contracts in the Public Sector

Tue, 21 May 2024 20:40:57 GMT

“As a consultant, you can have a big impact on the lives of the people in your country.” —David Lewis

Last December, David W. Lewis , ( edit: Former ) Managing Partner for Cambridge Management Consulting and lead for Digital & Innovation, was featured in SAWOO’s Leaders in Consulting podcast. A platform which is dedicated to giving a voice to industry experts on salient topics for consultants and advisors, David’s episode specifically contended with ‘Mastering Government Contracts: Expert Advice for Winning Long-Term Government Projects’. An insightful conversation, David joins host Sammy Gebele to break down the complexities of government contracts and developing lasting client relationships.

In this article, we will elucidate the main points of this discussion, and highlight the most important steps toward building a presence in the public sector.

A Comparison of Winning Projects in the Public versus Private Sector

Sammy opens the episode by asking David to differentiate the criteria between applying for and securing work in the public sector, as opposed to regular clients and companies. David explains that there are two main differences: ‘One is frameworks, and the other is lead time.’

By ‘frameworks’, David here refers to the UK Government’s continual emphasis on framework-based procurement, whereby your organisation or one you are partnered with must be on a framework in order to deliver work into the Government. As there are hundreds of frameworks that comprise the UK Government, this requires considerable time to establish which avenues are most relevant to the work you are looking to secure, whether they are appropriate to your business, and how to access them.

This, along with other factors such as internal and external politics, can consequently affect the lead time to applying, bidding, and achieving the work in the public sector. This requires your company to be able to absorb a certain amount of time and cost to contribute toward this; the upside, however, is that once this pathway is established and ready, new work within that framework will generally be contracted more efficiently.

How to Build Relationships

Following this, David goes on to explain the importance of building strong, positive, and trusting relationships with your chosen client. Obviously, these are influenced and dependent on the quality of work completed throughout the project, however David attributes as much significance to open and honest conversation sustained alongside this.

For this reason, David warns against ‘mining’ when seeking and selecting projects and work, explaining that he finds a ‘land and expand’ approach to be transactional, as the client can easily assess and intuit when an organisation is more focused on the profit than the outcome. He highlights how this is even more heightened in the public sector, where the work is intended to improve the quality of life for individuals and/or the wider country.

How to Stand Out from other Organisations

When asked for the primary piece of advice he would give to an organisation looking to secure work in the public sector, David recommends isolating what differentiates your organisation from the other contenders, and emphasising this. Public bodies will be expecting a baseline set of requirements from their applicants anyway, so in order to stand out above these, it is crucial to understand your own value-add to the project.

One way to establish and support the USP of your organisation is through forming and sustaining relevant partnerships with other companies who could either benefit from your chosen speciality, or help to foster one within your capabilities. His Majesty’s Government encourages healthy partnerships, and uses its buying power to support the development of a healthy digital delivery SME community.

The Benefits of Networking

In order to initiate and build these partnerships, it is important to make the most out of networking. David warns against approaching networking from a point of transaction, finding the practice of establishing a ‘quasi-relationship’ purely for the sake of reaping business from it to be disingenuous: ‘That’s where I have a problem: It’s the conversation with intent rather than conversation as humans just communicating.’ It is through this latter avenue, getting to know a person before seeking to understand how they can help you from a business angle, that David has experienced the most fruitful and authentic working relationships.

Growing Client Relationships

One approach to securing work and relationships within the public sector which David reiterates throughout the podcast is to make yourself redundant by the end of the project. Though this may sound counter-intuitive, especially when it comes to sustaining repeated projects, what he is referring to is a teach-a-man-to-fish methodology whereby you implement your work into the material of the public sector entity so that it can continue beyond the timeline of the project, proving yourself to be a trust-worthy, reliable, and capable partner in the process.

The positive extension of this approach is the goodwill built with your clients, which will grow more and more fruit over time.

How you can Secure Work in the Public Sector

To learn more about David Lewis’ approach to securing work in the Public Sector, or get to know David Lewis and his career in more detail, you can listen to the full episode here .

To learn about David’s Digital & Innovation capabilities and offerings and how they can revolutionise your business, visit our Digital Innovation service page here .

If any of the topics or challenges outlined in this podcast/article resonate with you or your business, you can reach out directly to David Lewis .

About Cambridge Management Consulting

Cambridge Management Consulting (Cambridge MC) is an international consulting firm that helps companies of all sizes have a better impact on the world. Founded in Cambridge, UK, initially to help the start-up community, Cambridge MC has grown to over 160 consultants working on projects in 22 countries. Our capabilities focus on supporting the private and public sector with their people, process and digital technology challenges.

Cambridge Management Consulting has offices or legal entities in Cambridge, London, New York, Paris, Tel Aviv, Dubai, Singapore and Helsinki, with further expansion planned in the near future.

For more information contact us below.

Cambridge Management Consulting acquires Blue Creek, a Dubai-based Consultancy

Wed, 15 May 2024 13:43:59 GMT

Press Release: 16/05/2024 – LONDON, UK - Cambridge Management Consulting (Cambridge MC), one of Europe’s fastest growing and most innovative consultancies, is continuing an ambitious growth strategy with the acquisition of Dubai-based management consulting firm Blue Creek.

The acquisition of Blue Creek will expand Cambridge MC’s team and reach to 22 countries globally and embolden our mission to help our clients make a better impact on the world.

Blue Creek is an IT and business advisory firm which works with key growth and delivery partners to serve local and regional clients in the FinTech, RegTech, RiskTech, Commerce and Cloud markets.

The combination of Cambridge MC’s clients in the Middle East, such as BP and Etisalat, and Blue Creek’s extensive local market understanding expands the strength and knowledge base of our offer to clients, existing and new.

Blue Creek’s projects for GCC clients have included digital strategy and technology change assignments across Smart City, SME Sector & tourism development in the UAE and Saudi Arabia, for sovereign asset, technology, government and energy sector clients.

Tim Passingham, Founder and Chairman of Cambridge Management Consulting stated “We are delighted to have acquired Blue Creek and to have Owen Stubbs and his associates join the Cambridge MC team. I’m excited by our international expansion plans and our ever-growing ability to serve an increasingly wide variety of clients and vertical markets.”

Owen Stubbs, Managing Partner of Blue Creek added “It’s an enormous pleasure to join the Cambridge Management Consulting team and looking forward to helping Cambridge MC grow further internationally into new markets and with new clients.”

About Cambridge Management Consulting

Cambridge Management Consulting has offices or legal entities in Cambridge, London, New York, Paris, Dubai, Singapore and Helsinki, with further expansion planned in future.

For more information visit: www.cambridgemc.com

About Blue Creek

Blue Creek is a professional IT and business advisory firm that collaborates with strategic growth and delivery partners to cater to the needs of local and regional clients in the FinTech, RegTech, RiskTech, Commerce, and Cloud markets.

Our focus is on facilitating business transformation and growth through various means such as product development, technology innovation, investments, M&A, and effective management of key technology risks. We strive to achieve bottom-line success by driving enterprise technology transformation and rationalisation.

For more information visit: https://www.bluecreek.ae/

Qarbon Technologies enters Agreement with Cambridge Management Consulting to Innovate Go-to-Market Strategy

Tue, 14 May 2024 13:22:38 GMT

Press Release: 14/05/2024 – Qarbon Technologies (Qarbon), the world’s first platform for securely transferring data between workflow management and data centre systems, is excited to announce the start of an ongoing collaboration with Cambridge Management Consulting (Cambridge MC), an international management consultancy. This will initiate a joint go-to-market strategy, providing Cambridge MC with a digital solution to provide to their portfolio of clients and customers, and provide Qarbon with a management solution for implementing and assisting with a client’s existing infrastructure.

Qarbon’s service, LATTICE™, is a SaaS-based orchestration platform designed to provide a single interface between data centres and customers, allowing them to avoid the challenges caused by using multiple providers with varying systems for managing data. This offers a solution to data centre infrastructure which is more secure in its transparency, compliant through its use of OpenAPI, and sustainable by reporting ESG data.

Thus, Qarbon and Cambridge MC will together provide an ongoing orchestration platform and service wrap, including data cleansing and management, cost reduction, and procurement services, to a market of international customers and clients who require support or transformation of their digital infrastructure. By implementing LATTICE™, this collaboration between Cambridge MC and Qarbon represents a joint go-to-market strategy, widening Cambridge MC’s portfolio of solutions while allowing Qarbon to further disseminate their service.

Robert Davidson, Founder and CEO of Qarbon, said: "Today marks a pivotal moment, as Qarbon Technologies partners with Cambridge Management Consulting to redefine how digital infrastructure is managed and optimised across industries. This collaboration not only amplifies our mission to streamline data workflows through our LATTICE™ platform but also empowers Cambridge MC's clients with transformative, secure, and sustainable digital solutions. Together, we are setting a new standard for operational excellence and strategic growth in the tech sector."

Nigel Meacham, Managing Partner for Digital Procurement at Cambridge MC, said: "Cambridge Management Consulting is excited by our collaboration with Qarbon. A combination of Cambridge MC’s experience and innovative consulting, alongside Qarbon’s LATTICE™ orchestration platform, is truly unique, providing clients with an approach for managing data centre estates going forward that is based on reliable, cleansed, and normalised inventories."

About Qarbon Technologies

Qarbon is creating the world's first SaaS-based orchestration platform for secure, seamless integration of data centre infrastructure and customers' existing business applications. It unlocks data contained in a multitude of data centre infrastructure systems and seamlessly integrates it with customer's business applications like ServiceNow and Salesforce. Qarbon's first product, Qarbon LATTICE™, provides customers with a single, ubiquitous interface between their data centres and their business systems, eliminating the current complexity, friction, cost, security, and observability issues caused by existing manual workflows and enabling secure, plug-and-play workflow automation. Whether to reduce energy costs, increase operating efficiency, track inventory, comply with ESG reporting, or anything else—Qarbon is your solution for data about the data centre.

For further details, visit: www.qarbontech.io

About Cambridge Management Consulting

Cambridge Management Consulting has offices or legal entities in Cambridge, London, New York, Paris, Dubai, Singapore and Helsinki, with further expansion planned in future.

For further details, visit: www.cambridgemc.com

Case Study: Foresight Group Commissions Cambridge Management Consulting for Technical Due Diligence

Tue, 30 Apr 2024 15:28:21 GMT

Creating a detailed report for towns in the South East on behalf of a regional-focused alternative network provider

Foresight Group is a sustainability-led alternative assets and SME investment manager. They commissioned Cambridge Management Consulting to conduct a detailed Due Diligence report for one of their fibre portfolio assets in the South of England. This report would recommend strategic towns in the South East that are potential targets for their growth strategy.

The Request

The challenge from Foresight Group was to quickly mobilise a survey team and create a detailed Due Diligence assessment on a number of key expansion areas. The report had to establish the following:

The current deployment of BT Openreach in the area, including signs of recent activity.
The current deployment and connectivity status of other altnets, including signs of recent activity and an estimation of current live customers.
The proportion of overhead to underground fibre build, with approximate split between underground ducts and armoured buried cable (direct in ground).
Availability of PIA infrastructure, including DP poles, splitters, ducts, swept tee, chambers/nodes/CBTs etc.
Potential problems in the network, e.g., blockages, gaps between poles that have not been spanned and cannot be serviced by the underground network etc.

The Approach

Foresight Group and the alt-net's leadership teams required thorough technical due diligence, but accurate information on network condition, existing infrastructure, and presence of competing networks (including signs of recent activity) could only be gathered by cross-referencing public data and on-the-ground visual observations at the site. The survey team established a visual topology and methodology that could be used to analyse and answer the points above.

The survey team comprised of specialists from Cambridge MC spent a number of days on-site, conducting a thorough sweep of the area while recording the visual topology in real-time using the ArcGIS app. Our team in the office used PIA data from the Openreach portal to guide the survey, and they were able to corroborate observations made on the ground.

Advantages of this Approach

An on-the-ground survey team can verify and investigate network inconsistencies and establish how active an ISP is in a particular area, i.e., the team can determine when a ‘homes passed’ strategy has been accelerated to show network presence in an area despite the fact there are large gaps that do not have light and/or few live customers.

The team gathers information in real-time via the ArcGIS app.

The findings and visual observation record are presented to senior management and leadership in a detailed report that makes a final ‘go/no go’ recommendation based on a set of justifications and a timeframe.

The report includes photos and examples, as well as a background on the location and a summary of PIA data.

Foresight Group said: "Working with the Cambridge MC team was a huge pleasure. The Due Diligence team were fast and delivered what we needed to help shape our strategic planning."

Outcomes & Results

1. Cambridge MC provided clear recommendations based on a strong justification from the evidence and data gathered.

2. The client received a full, detailed report to discuss with the senior leadership team and the Board.

3. The decision was presented with a timeframe based on the activity of other fibre providers. The timeframe was essential for a final decision by the leadership teams.

Get in touch with Our Consultants today

Charity Focus: Sands - Improving Care for Bereaved Families

Tue, 30 Apr 2024 12:42:38 GMT

Who are Sands?

According to their website , 13 families a day are affected by the heartbreak of losing a baby, whether that be before, during, or after birth, and at least 15% of pregnancies end in miscarriage. Sands recognises that child-loss does not follow a linear process, and as such aims to make the bereavement journey more manageable for the wider network of family, friends, and healthcare professionals involved, by establishing national bereavement care pathways. In short, ‘to ensure that every bereaved parent and family receives the best possible care wherever they are in the UK’.

Sands achieves these ventures by working in partnership with healthcare professionals, health trusts, and boards, and offers a variety of training programmes and bereavement care resources to prepare healthcare staff for the loss of a baby. They also promote crucial research to increase understanding and knowledge regarding the causes of infant loss and avenues for improving the safety of both mothers and babies. Further to this, they raise awareness of such issues and collaborate with governments and other stakeholders to elevate them to the priorities that they should be.

The 9 Bereavement Care Standards

Sands launched the 9 Bereavement Care Standards as part of the National Bereavement Care Pathway during Baby Loss Awareness Week in 2018. Produced as a result of stories and testimonials told by parents affected by pregnancy loss or the death of a baby, these standards are comprised of 9 different protocols and expectations, and provide a concise and comprehensive guide for how each NHS trust should support a parent or family during and after the loss of an infant.

Several of these are designed to be implemented into the infrastructure and running of the NHS trust in question: no. 5 designates that ‘Bereavement rooms are available and accessible in all hospitals’, so that grieving parents can begin to process their experience and emotions in privacy, peace, and quietude; no. 8 advises that a ‘system is in place to clearly signal to all health care professionals and staff that a parent has experienced a bereavement’ in order to prevent the harmful elongation and disruption of their grief, and repetition of ‘having to tell their story again and again’; no. 2 suggests that ‘training is offered to staff who come into contact with bereaved parents’, a provision which Sands can resource; and no. 4 employs the role of a ‘bereavement lead in every healthcare setting where a pregnancy or baby loss may occur’.

Further to this, some of the standards cover protocols to be enacted immediately following the tragic loss of an infant. No. 6 makes this moment as sensitive and personalised to the parents as possible, by making sure that the ‘preferences of all bereaved families are sought’, particularly regarding ‘decisions relating to their care and the care of their babies’. Depending on the wishes of the families, this may result in the inclusion of no. 3, which ensures ‘emotional support [and] specialist mental health support’ if requested, and/or no. 7, in which the bereaved parents are ‘offered opportunities to make memories’. The latter refers to the reversal of an antiquated practice whereby, in the 1970s when Sands originated, deceased babies would be removed from the room immediately before their parents could see them; however, many studies have highlighted the importance of the mother spending time with the baby, and to form physical and emotional bonds as they would with a living infant. Thus, ‘making memories’ allows parents and families to retain sentimental items such as a teddy bear, a cast of the child’s feet or hands, and anything else that will allow them to keep a part of what they have lost.

And several others are to be established before the loss of an infant occurs – not to promote fearmongering for prospective parents, or attempt to mitigate the shock caused by such a traumatic event, but to make sure everyone involved is at least somewhat prepared so that those affected enter the most comfortable environment and setting without the further disorientation of a buffer or delay. This includes the very first of the nine Standards, which promotes the preparation of a ‘parent-led bereavement care plan’ so that all of the appropriate resources are readily available, and, to further this, no. 9, which instructs healthcare professionals to be equipped with enough ‘support and resources to deliver high quality bereavement care’.

How Cambridge MC is Supporting Sands

It is this final standard, no. 9, which Cambridge Management Consulting is striving to support in collaboration with Sands.

Since beginning this journey in 1978, Sands has taken advantage of technological advancements and their benefits to make such research and work both more sophisticated and, more importantly, more accessible. As well as a UK-wide network of around 100 support groups, Sands disseminate their support and resources through a Freephone helpline and online community. Now, as a technology-forward consultancy, with a collective wealth of technical expertise, Cambridge MC is aiming to bring this same accessibility and visibility specifically to the 9 Bereavement Care Standards.

Considering how important, and often urgent, the Bereavement Care Standards are to improving the wellbeing of bereaved families, healthcare professionals previously reported struggling to find them readily available, thus stunting their ability to provide the proper care imminently and effectively. Thus, Cambridge MC’s marketing and IT experts have, pro bono, produced a new landing page specifically for the National Bereavement Care Pathway and the 9 Standards, to make their implementation in UK-wide hospitals as easy and seamless as possible.

Karl Salter, Head of Marketing for Cambridge MC and project lead for the website, said: ‘Sands is an incredible cause, bringing light to such an important issue and vastly improving the wellbeing of those affected by it. It is an honour, and very moving, to be able to bring further awareness to this work.’

Marc Harder, Head of Bereavement Care & Hospital Liaison at Sands, said: ‘Healthcare professionals across the UK find themselves in a challenging environment at the best of times, and caring for newly bereaved parents requires a specialised set of people skills. The resources Sands and its partners provide are crucial to equipping the workforce to care for parents when they need it most, and we are so grateful to Cambridge MC in supporting this aim by creating the new NBCP website pages which will make accessing tools and resources so much easier.’

To learn more about Sands and their incredible work, particularly if you have been affected by any of the sentiments outlined in this article, click here .

To visit the new landing page for Sands' National Bereavement Care Pathway, click here .

About Cambridge Management Consulting

Our capabilities focus on supporting the private and public sector with their people, process and digital technology challenges.

For more information visit www.cambridgemc.com or get in touch below.

Risk Management in an AI World

Thu, 25 Apr 2024 20:15:38 GMT

Why do we trust computers?

AI is a constant feature in the news these days, but a couple of news items in recent weeks might have struck you as worthy of more thought. First was the announcement by Meta and OpenAI that they will shortly be releasing models that ‘think’ more like people and are able to consider the consequences of their decisions. And the second was an article in the FT that the speed of AI development is outstripping the development of methods to assess risk.

These two developments and the conflicts they raise are related to a quixotical feature of human nature: why do we trust computers more than humans?

If there is a reliable basis of trust in a person or in a piece of technology, then the level of risk being taken can be more clearly understood. Without a sound basis of trust, this risk becomes increasingly uncertain.

In this article, Tom Burton, a cyber security expert and technology thought leader, addresses the historical roots of this dilemma, and also answers the following:

Why is digital risk such a challenging concept?
How will AI make this problem more complicated?
What principles could be put in place to manage trust in an era of AI?

Where does this bias originate?

Why is it that a human is more likely to implicitly trust what a computer tells them than what another human tells them?

Before you hit back with disagreement, consider this scenario: How would you react if a gentleman dressed in the regalia of an African prince turned up at your door offering untold riches without any conditions?

Many over the years have been taken in by exactly that offer received by email. Phishing, fake news on social media, and numerous other socially engineered deceptions rely on this digital bias, which has been the subject of plenty of research.

When Tom Burton was responsible for information systems, information management, and information exploitation in his Army Headquarters, he found it striking how many people assumed the accuracy of a unit’s location on a screen was 100% reliable. They would take a similar ‘sticky’ marker on a physical map with caution; recognising that there was implicit uncertainty in the accuracy of the ‘reported’ location, and that the unit in question may have moved significantly since they made that report. Yet, they would be happy to zoom in to the greatest detail on a screen and ask why A Squadron or B Company was on the east side of the track rather than the west.

This implicit trust has striking implications for many aspects of our digital lives, and will be brought into even sharper focus with the widespread adoption of AI applications.

Is tech more like a hammer or a human?

Tom has a theory. Humans are inherently fallible, deceitful and unpredictable. We make mistakes, sometimes intentionally; sometimes due to tiredness, emotions or bias. And we have spent at least 300,000 years reaffirming this model of each other.

Machines are considered to be predictable and deterministic. No matter how many times two large numbers are entered into a calculator, it’s expected that they will be added up correctly and consistently.

When considering the output of a computer, at least subconsciously, it is considered to be more like a hammer than a human : a predictable tool, that will produce the result it was programmed for.

But even in the case of conventional, non-AI technology, this perspective is a fallacy. Computers are designed and programmed by fallible humans. Mistakes are made, and those mistakes are transferred to the code, and in turn, the results that this code produces. The more complex the code, the less certainty there will be of accurate and consistent results.

A ‘truthful’ response may also be dependent on having a similar perspective to the person who designed a system. If ambiguous problems are interpreted differently by the designer, then the probability that the results will be misinterpreted increases significantly.

People consider their digital tools as predictable as a hammer, but too frequently they operate more like the humans who created them.

This situation is only likely to get more extreme with AI. Technology is actively being designed to operate more like humans. To learn and apply insight from that learning in new situations. The question asked of a system today might well produce a different answer if asked again in the future, because the information and ‘experiences’ that answer is based on will change. In exactly the same way that if one asks a human the same question ten years apart, we are not surprised by a different answer, particularly if seeking an opinion.

How does this affect the risks of employing increasingly advanced technologies?

If technological tools are increasingly becoming more similar to humans than hammers, then how does this affect risk? The diversity and unpredictability of humans is something with which society is familiar and has been managing for some time; so let's look at the similarities, because, after all, the aim is to replace people with technologies that operate in a similar way.

It's known that people misunderstand tasks because language is ambiguous, and interpretation is based on an individual’s perspective. Everyone has different value systems, influencing where focus is placed and where corners might be cut. At an extreme, these different values may lead to behaviour that is negligent or even malicious. People can be subverted or coerced to do things. All of these behaviours have parallels with complex technology, and AI in particular.

Ambiguity will always create uncertainty and risk . AI models are based on value systems that are intended to steer them towards the most desired outcome; but those value systems may be imperfect, especially when defined in the past for unforeseen situations in the future. And it's known that technology can be compromised to produce undesirable outcomes.

But it is important to note that there are some fundamental differences as well. Groups and organisations tend to have inherent dampers that reduce extremes (though geopolitics might provide evidence against this). Recruiting one person to do a task might result in a ‘good egg’ or a bad one. But recruiting a team of ten increases the chance that different perspectives will challenge extreme behaviours. Greater diversity increases this effect. This does not eliminate risk, and a very strong character might be able to influence the entire team, but it introduces some resistance. However, if the ‘team’ comprises instances of the same AI model, feeding from the same knowledge base, using the same value systems and learning directly from each other, it might operate more like an echo chamber; as seen with runaway trading algorithms that are tipped out of control by the positive feedback of their value systems.

Are digital risk and business risk the same?

Assuming the trajectory of technology continues into the age of AI, intelligent tools will be used wherever possible to do tasks currently done by humans. Over time, every aspect of business will be decided or influenced by digital systems, using digital tools, operating on digital objects, to produce outcomes that will be digital in nature before they transition into the physical world.

Consequently, there will not be many risks that do not have a very significant digital element. It could therefore be argued that managing cyber-, information- or digital-risk (whichever term you prefer) will be inseparable from the majority of business risks. Going into the future, the current construct of a CISO function managing information risk separate from many of the other corporate risk areas might seem quaint. Instead, it's uncertain whether any area of business risk management will be able to claim they ‘don’t do technology’ and it will be more important than ever for technology risk to be managed with an intimate and universal understanding of the business.

Applying human risk management to artificial intelligence

Improving our understanding of risk by considering technology components as people , at least at a conceptual level, is possible. Society is already there in many respects and, as AI solutions emerge over the years and decades to come, this convergence is only going to accelerate. An AI model’s decisions are based on an unpredictable array of inputs that will change over time. They are based on a set of values that need to be maintained in line with business and ethical values. But most importantly, they will learn. Learn from their own experiences, and learn from each other. This sounds far more like a human actor than a hammer.

Tom Burton suggests that we can take lessons from managing human risk and apply them to digital risk. He suggests the following measures that can be immediately adopted by businesses:

Initiation: When embarking on an initiative, time needs to be taken to consider the inherent risks faced. Not just the discrete risks within the initiative but also the more systemic risks that need to be avoided.

Recruitment: Deciding what is meant by trust when selecting the types of technologies to be employed, and where technology will be applied versus where a human in the loop is desired, is necessary. The frame of reference used to define and measure trust, what external evidence can be taken, and how much needs to be reinforced with one's own due diligence needs consideration. For instance, government regulation and certification of AI models may provide a baseline of trust, but in the more sensitive and high risk areas of business, 'interviews' and tests will likely need to be applied.

Design: The more risk that can be designed out, the easier (and cheaper) it will be to manage the residual risk in operations. The concept of Secure by Design is important now but will become essential as the progression continues. Ensuring the equivalent of segregation of duties until more is understood about how these systems will operate, learn, and develop over time is crucial. Applying segmentation is too often ignored today, with broad flat networks, but it will be vital to contain risk in the future.

Operations: In operations, just like with people, preparation for the worst scenario is necessary. This is not just about monitoring an environment. It is also about maintaining an understanding of risk and war gaming new scenarios that come to mind. The military planning process always includes the question: "Has the situation changed." Industrialising this in the way systems are managed, maintained, and evolved is needed. The most obvious 'big issue' that comes to mind is the point when operationalised quantum computing comes to the fore; but there will be others as well and adaptation to overcome them will be required.

Summary: Optimism is Good, but Hope is not a Strategy

There is a lot to be optimistic about in the future. There will be change, and the need to adapt, but the pace of change and the breadth of its impact demands that we take an objective approach to understanding and managing risk— hope is not a strategy .

If we do not understand something, then our trust in it must decrease as a consequence. This does not mean that we should not employ it; after all, the trust we have in our people and our partners isn't binary. But we put controls and frameworks in place to limit the damage that people can do proportionate to this trust.

We need to treat technologies that demonstrate human traits in a similar way.

About Tom Burton

With over 20 years of experience in business, IT, and security leadership roles, including several C-suite positions, Tom has an acute ability to distil and simplify complex security problems, from high-altitude discussions about business risk with the board, to detailed discussions about architecture, technology good practice, and security remediation with delivery teams. With a tenacious drive to enhance cyber security and efficiency, Tom has spent a significant amount of time in the Defence, Aerospace, Manufacturing, Pharmaceuticals, High Tech, and Government industries, and has developed an approach based on applying engineering principles to deliver sustainable business change.

If you would like to speak to Tom or anyone from the Cyber Security team, please use the form below.

About Cambridge Management Consulting

Our capabilities focus on supporting the private and public sector with their people, process and digital technology challenges.

For more information visit www.cambridgemc.com or get in touch below.

LB Networks engaged Cambridge Management Consulting to Support their Go-to-Market Strategy

Wed, 24 Apr 2024 07:54:48 GMT

Press Release: 24/04/2024 - LB Networks, an industry leader in service-based business intelligence and customer-facing portal solutions to carriers, is excited to announce a partnership with Cambridge Management Consulting (Cambridge MC), a globally renowned international management consultancy. This partnership is to expand LB Networks’ reach as well as Cambridge MC’s portfolio of tech-based solutions, by allowing Cambridge MC to represent LB Networks and co-develop a market strategy to penetrate the EMEA markets.

Service providers use LB Networks’ solutions to solve their digital transformation challenges while providing immediate contribution to margins. LB Networks’ OcularIP and Business Service Portal differentiate carriers’ service and provide brand relieving price pressure while increasing ARPU and accelerating client acquisitions.

Robert Kittner, Chief Revenue Officer at LB Networks, said, "We are excited to partner with Cambridge MC. Their experience and expertise in delivering innovative solutions to telecoms is well recognised and we are appreciative that they committed to representing our solution throughout EMEA."

Stuart Curzon, Chief Commercial Officer at Cambridge MC, said, "Our global team of consultants are experts at helping telecoms scale through effective solutions. LB Networks’ applications are proven to provide unique value for telecoms. From concept through to execution, we will use our broad communications industry experience to support LB Networks as they expand the reach of their impressive portfolio application."

About LB Networks

LB Networks is a SaaS solution provider focused on digital transformation for telecoms by providing unique solutions that leverage carriers’ current infrastructure and optimise availability reporting. LB Networks is empowering hundreds of carriers worldwide to optimise their service delivery reporting and visualisation. These carriers have saved millions in costs while growing revenues with an award-winning Business Service Portal. Their success-based model can be implemented in days.

For further details, visit www.lbnetworks.co .

About Cambridge Management Consulting

Cambridge Management Consulting has offices or legal entities in Cambridge, London, New York, Paris, Dubai, Singapore and Helsinki, with further expansion planned in future.

For further details, visit: www.cambridgemc.com .

Change Management Closure: From Formal Sign-Off to Lessons Learned

Thu, 18 Apr 2024 08:39:20 GMT

Project Control

Having completed our planning activity and mobilised a team of dedicated professionals through a well-defined execution plan, it is now time to ensure that our hard work is reinforced by a rigorous control and status communication mechanism.

A transparent, iterative control tool helps to enhance communication, increase adaptability, promote stakeholder engagement, and contributes to the overall success of the project.

At Cambridge Management Consulting, we visualise this control mechanism as a one-page project dashboard, documenting project progress against key milestones, capturing delivery risks and maintaining adherence to project time and budgetary constraints.

A transparent communication of project status and the assignment of ownership of issue resolution helps to streamline decision making. It is therefore critical that dashboards are an objective reflection of the project reality. Far too often, project managers present an idealised version of a project, failing to identify or communicate the risks that threaten to derail an activity. Hiding issues is common, and can be for a variety of issues, which is why a rigorous control process is required to keep us on track.

The creation of a Cambridge MC project dashboard follows a 5-step process:

Goal Definition: The change dashboard should be a reflection of the business goals and change imperative driving the activity.
Measurement Creation: Each measurable should be defined with a benchmark created to support an objective view of progress against operational targets.
Visualisation: A change dashboard should be an easy-to-understand visualisation of the project measures that can be shared with all levels of the organisation.
Control: Use the dashboard to control your progress towards the change imperative, with an appropriate review and communication plan.
Adapt: Planning and execution is by nature iterative, and therefore measures should be adapted as required and subsequently communicated across the stakeholder landscape. Resources should be onboarded or released as dictated by the evolution of the project requirements.

The use of a simple traffic light system helps to bring our dashboard to life, and communicate the status of how well team members are following our exemplary direction.

Change Agent and Sponsor Assessments

At strategic points during the project, it is important to perform Change Agent and Change Sponsor assessments. These assessments are used to gauge how well the project is being delivered by the team and how the project is perceived by sponsor stakeholders.

Assessments typically focus on key qualities associated with project delivery, such as communication skills, positive influence, role modelling, and resilience. These skillsets are indicative of the competencies required to navigate uncertainty, and help inspire others to embrace the change.

These reviews can take the form of a self-assessment, or be performed by a designated resource from the PMO. This engagement activity represents an excellent opportunity to reinforce project goals, and to motivate the team towards completion as energies and commitment levels may falter at different stages of execution.

Closing

Finally, having worked tirelessly to deliver the future state of the organisation, we have an opportunity to celebrate a job well done… well, almost. Before the celebrations can commence, we need to formally close our project.

Project closure is our opportunity to assess deliverables, confirm stakeholder satisfaction, and ensure that all outstanding tasks are finalised. Our goal during closing should be a smooth transition between the old and new states, promoting accountability and distilling lessons learned into actionable insights for future transformative endeavours.

Closing typically comprises the following deliverables:

Project Hand-Over
Formal Sign-Off
Vendor Contract Closure
Lessons Learned
Resource Release

Project Hand-Over - Institutionalisation

Having completed the project, our focus returns to institutionalising the change within the organisation and the transition of the project outputs into line functions.

A project is only as successful as the ability for the company to institutionalise change within the fabric of the organisation; if change cannot be operationalised, our efforts may have been wasted.

The hand-over activity encompasses the process owners’ acceptance of the changed operational landscape. This involves assessing the ability of the organisation to operate effectively within the new structure with minimal disruptions. During this transition phase, Cambridge MC provides additional team training and skills workshops to reinforce the institutionalisation of the change.

Formal Sign-Off

Having worked diligently towards business transformation, it is now time to seek formal sign-off from our sponsors and acceptance of project deliverables.

The sign-off activity typically involves a thorough review of the projects’ outcomes against the pre-defined expectations. This critical milestone serves as a tangible validation of successful collaboration and adherence to project goals, accountability, and acknowledgement of a job well done.

Once formal sign-off is received, we can release project teams to return to championing the change within the organisation.

Lessons Learned

A ‘Lessons Learned’ review represents a fantastic opportunity to distil insights gained during the project lifecycle into continuous improvement initiatives. However, in my experience, it is often the most neglected component of project closure, and there is nothing worse than repeating mistakes.

At Cambridge MC, we conduct a comprehensive review of the project, analysing the successes and challenges that arose during the activity, codifying those insights into enhanced organisational learning, and preventing the repetition of previous mistakes.

Resource Release

Having celebrated the project sign-off, it is now time to release project assets back to their functional roles, including personnel, equipment, and financial assets that were allocated for the project's execution.

Effective resource release is vital for organisational efficiency, preventing unnecessary expenses and optimising workforce utilisation. It signifies the formal conclusion of resource requirements, allowing the organisation to redirect its assets towards new projects and to flex newly acquired change management skills.

It is also a great time to celebrate the closure of the project!

Vendor Contract Closure

As internal project team is released, we can begin the process of releasing our hard-working vendors back into the wild. However, before they can be relinquished, we must undertake a thorough review of deliverables to formally conclude the business relationship and reconcile any financial obligations.

Successful closure ensures legal compliance, financial transparency, and a positive vendor-client relationship, helping to set the stage for future collaborations.

Conclusion

Undertaking a significant business transformation is not easy, and Change Management is not necessarily a function that exists within most organisations. Cambridge MC is in a unique position to be able to provide expertise across the change landscape, helping define the desired future state through our network of industry leading executives, whilst also possessing Change Management methodologies to institutionalise the change in your business.

Before undertaking your next change initiative please contact Daniel Fitzsimmons for a discovery session.

Contact us to identify how Cambridge MC’s Change Management methodology can act as the critical enabling mechanism to support your projects success.

About Cambridge Management Consulting

Our capabilities focus on supporting the private and public sector with their people, process and digital technology challenges.

For more information visit www.cambridgemc.com or get in touch below.

Case Study: Carbon Assessment and Global Supplier Engagement

Wed, 17 Apr 2024 09:33:40 GMT

edenseven Supports Direct Wines’ Progress to Net Zero

By providing a carbon assessment and supporting global supplier engagement.

Direct Wines Ltd (Direct Wines) is an international and independent wine merchant which launched its first non-UK business in 2007 and currently has operations across the globe, with over 450 suppliers in their network and employing approximately 1,000 people.

Direct Wines owns Laithwaite’s Wine and Averys in the UK, as well as owning and operating a number of their own vineyards and wine-making facilities in the UK, France, USA, and Australia.

Direct Wines engaged edenseven, one of the Cambridge Management Consulting group of companies, to support the acceleration of their sustainability programme, with a clear focus on engaging their supply base.

Project Overview

To research the different techniques being adopted across the globe to sequester (store) carbon within the wine-growing community. The final report would need to show technical in-depth research and be summarised in a format to enable general circulation.

Create a muti-language online questionnaire focussed on benchmarking Direct Wines’ supply chain engagement levels relating to decarbonisation. This analysis would be summarised and presented to the board.

To create an engagement plan with key suppliers across multiple regions to provide a variety of consultative services to enable the acceleration of decarbonisation.

Skills & Knowledge

An environmental expert with an in-depth knowledge of carbon sequestration and best practice techniques.

Digital capability to produce a multi-language questionnaire and host it on a separate domain to Direct Wines.

A clear understanding of an appropriate questionnaire structure, which will product meaningful quantifiable data, while assuring a high response rate.

Experience in delivering bespoke carbon reduction and benchmarking projects across different geographies.

Outcome & Results

Market Analysis : A structured research paper giving clear guidance on the methods used to sequester carbon across multiple regions. This gave Direct Wines a document which would be distributed to senior stakeholders and suppliers to help positively impact their overall Scope 3 emissions.
Supply Chain Assessment : A clear benchmark of Direct Wines supply chains current understanding an progress to achieve net zero. This gave Direct Wines the ability to identify individual suppliers who needed support to move forward.
Programme Development : The delivery of a programme of work across selected suppliers which consisted of carbon foot-printing assessment, renewable energy feasibility studies, best practice gap analysis, and data reviews.

About Cambridge Management Consulting

Our capabilities focus on supporting the private and public sector with their people, process and digital technology challenges.

For more information visit www.cambridgemc.com or get in touch below.

cambridgemc

Your Digital Transformation Isn’t Failing Because of the Tech

Author

The Human Side of Transformation: Where Value is Won or Lost

Transformation Outcomes: The Evidence for Focusing on People

How Transformation is Experienced by your People

Why the Human Dimension is Often Underweighted

Adoption Risk: A Board-Level Concern

The Change Accelerator – Improving Adoption & Readiness in Practice

Who it is for and how it works

What makes it different

What Good Looks Like: The Patterns of Successful Adoption

What Leaders Should do Before the Next Big Programme

A calm call to action

References

About the Author ﻿

About Us

Contact Form

Energy, Risk and Competitiveness: The Real Sustainability Conversation

Author

Why the Transition to a Lower Carbon Economy is Fundamentally about Operational Resilience

The Return of Energy Security

The Sustainability Narrative Lost Its Way

Sustainability is Really about Risk and Competitiveness

The Companies that Win Will Have Structurally Lower Costs

Supporting Organisations through the Transition

About Us

Contact Form

Press Release: Cambridge Management Consulting Acquires The Carrier Club

Press Release

About Cambridge Management Consulting

About The Carrier Club

Contact Form

Case Study: A Corporate Partnership Between Pembroke College & Cambridge MC Based on Shared Values

Author

The Corporate Partnership Between Pembroke College & Cambridge Management Consulting

Support for Undergraduate Internships

Teaching at the College

Providing Consulting Opportunities for Academics

External Events and Engagement

Postgraduate Engagement and Support

The Mutual Benefits of the Partnership

About Us

Contact Form

Ransomware in 2026: What Boards Actually Need to Know

Author

From Disturbing Headlines to Everyday Risk

Ransomware is Now a Professionalised Ecosystem, Not Lone Hackers

Double and Triple Extortion Have Become the Normal

AI is Driving Scale, Speed and Adaptation

Where Are Your Weak Spots?

On the Technical Side

On the Governance and Culture Side

Board Questions to Put on the Agenda

Threat and Exposure

Preparedness and Resilience

Third‑party and Supply‑chain Risk

People, Culture and Training

When the Worst Happens: A 72‑Hour Board Checklist

Governance and Roles

Regulatory and Legal Posture

Stakeholder Communications

Conclusion: Turning Statistics into Better Decisions

How Cambridge MC Can Help

Key References

About the Author ﻿

About Us

Contact Form

#21toWatch 2026 Winners Revealed: Deeptech Founders Tackling Society's Toughest Health and Climate Challenges

Press Release

Contact Form

IWD 2026: Embracing The Power of Femininity at Work

Author

Discrimination in the Workplace

Women’s Experiences in Their Careers

Creating a More Inclusive Tomorrow

About Us

Contact Form

Where Should Leaders Really Start with AI in 2026?

Author

About the Author

About the Author