Making Waves: How Subsea Cables are Improving Global Connectivity

Erling Aronsveen


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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.

© Telegeography 2024


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 Australua. 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.)

© Telegeography 2024


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. Continuing to expand on this connectivity, Chile is also planning the build of a subsea cable to connect to Antarctica, the last remaining unconnected continent. The feasibility study for this project was funded in early 2024, and it is now developing the tender process and related requirements. This planned cable system will enable real-time collaboration by scientists and researchers in Antarctica and their global counterparts, removing the delay in the massive amounts of information sourced in the continent which is currently being transported on airplanes.

© Telegeography 2024


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.

© Telegeography 2024



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.


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by Darren Sheppard 4 December 2025
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
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