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The Environmental Trade-off in Digital Infrastructure Development Digital development presents a double-edged sword. On the one hand, it boosts productivity through remote work, AI, and automation, with the potential to lift billions out of poverty. Yet, at the same time, the rapid growth of infrastructure required to support these developments will need a corresponding growth in decarbonisation to avoid a climate catastrophe. The German Advisory Council on Global Change highlights this contradiction: “uncontrolled digital change threatens to undermine the important foundations of our democracies” [1] . This article takes an in-depth look at how global institutions push the mantra of ‘digitisation’ as a developmental priority for nations while failing to adequately acknowledge the huge climate impact of this enterprise. This obscuring of consequences eases the way for a rapid extension of infrastructure that consumes billions of gallons of non-renewable resources annually. In this article, I suggest that detailed modelling and forecasting are one of the major pillars needed to address this dichotomy. I will set out an approach and resources for modelling the digital demand to design a more predictive approach to digital infrastructure builds. The Environmental Impact of a Data Explosion The amount of data flowing over global digital infrastructure has exploded 300-fold over the last 10 years [2] , with the next 20 years expected to see faster-paced growth on the back of the continued digitisation of life and entertainment, as well as from huge numbers of people in developing countries coming online for the first time. This explosion is a good thing—the UN’s Sustainable Development Goal (SDG) 9 aims to provide universal and affordable access to the internet by 2030 [3] . Access to the internet and digital services strongly correlates with improvements in education, healthcare and women’s empowerment. As increasing numbers of people come online, and the scale of their data use grows, a variety of digital infrastructure will need to be built or scaled up if the digital ambitions of countries and trading blocks are to be realised. Connectivity is one part of the solution—increased coverage of broadband, mobile and satellite will undoubtedly support these targets. But, ultimately, all that data traffic needs a destination point, in the form of data centres, which, unfortunately, require vast sums of power. In the USA, data centres are expected to consume 380TWh of electricity by 2027 [4] , almost 9% of the country’s total consumption. Ireland faces an even larger burden with digital infrastructure expected to consume 33% of the country’s total electricity by 2026 [5] , and potentially 70% of the country’s electricity by 2030 [6] . Ireland and the USA have reliable national power grids, but this is not necessarily the case in developing countries. In Nigeria, data centres and mobile towers rely heavily on diesel generators, burning nearly a billion litres of diesel annually. This is a country where the average annual mobile data traffic per subscription is only 6GB per year [7] , just over 0.1% of the average traffic from a UK subscriber. To achieve universal internet access for a population that is estimated to cross the 300 million threshold by 2036 will require an exponential growth in digital infrastructure. If Nigeria remained dependent on diesel generators, and data consumption on a per-person basis reaches the UK’s level of data traffic, then the country would consume 9 trillion litres of diesel a year—over 100 times the amount of diesel consumed by the entire world in 2022 [8] . This single event would create a climate catastrophe—even if the UK, France, Germany, Spain and the Nordics reduced their CO2 emissions to zero, this would offset less than half of this increase. This is of course the worst-case scenario. Grid infrastructure has developed across West Africa and there are a multitude of projects which are building green energy infrastructure. But there has yet to be a major MNO, TowerCo or data centre company which has shown significant year-on-year reductions in emissions. It is unjust to expect developing nations to slow down or halt their digitisation while developed countries reap the benefits of a digitised economy. Instead, alternative approaches to managing global emissions are needed. And this is where predictive analytics become a crucial tool for forecasting future demand. These tools and models will support the development of alternative strategies for power generation and implement methods to reduce emissions from digital infrastructure. A predictive tool that models national network traffic growth and compares it to projected digital infrastructure expansion will help identify underserved areas early, enabling better planning of digital and power infrastructure. Early planning allows for the integration of renewable energy, natural cooling solutions, and partnerships with sustainability experts to reduce emissions. Creating the Model: Traffic vs Digital Infrastructure To address these challenges, David Jones, an Associate of Cambridge Management Consulting, has developed a comprehensive model that examines global internet traffic on a country-by-country basis and compares it to existing and planned digital infrastructure within those countries. This model considers several factors: Population Growth: Increasing numbers of internet users Economic Growth: Rising wealth levels leading to more internet usage Internet Penetration: A growing proportion of each country’s population getting online Usage Patterns: Moving towards video transmission over the internet significantly increasing traffic B2B and M2M Traffic: Business-to-business and machine-to-machine Internet traffic growth This model projects internet traffic growth over the next 20 years, if data traffic growth follows a logarithmic curve, increasing at a decreasing rate. In Germany and other developed nations, the rate of traffic growth slows once it reaches a certain threshold, as there is a natural limit to how much HD video a person can consume. By comparing these projections with a database of over 10,000 data centres, including locations and power consumption, it is possible to identify regions with underdeveloped or overdeveloped digital infrastructure. Note: This model does not account for the growth in generative AI, which adds further demand on a strained digital infrastructure. For more information on this subject, see our recent article: Building an AI-ready infrastructure . Initial Results When we run this model and compare countries, what immediately becomes clear is the difference in scale between the growth of digital infrastructure and internet traffic. Ireland’s digital infrastructure is increasing at a rate faster than its internet traffic, while in countries like Bangladesh and Algeria internet usage is growing ten times faster than the digital infrastructure that supports it. David has modelled 76 countries and will be completing another 50 over the next few months. So far, the CAGR of internet traffic is around 30%, and the CAGR of data centres is around 12%. What’s clear from this graph is how the difference in growth rates compounds over time, and that as the years progress the gap between traffic and infrastructure widens. This shows that over time the availability of infrastructure will become a massive limiting factor to digital experience. Eventually, the lack of adequate infrastructure may even prevent citizens from accessing essential internet services.

The Go-to-Market (GTM) stage is a crucial phase in the investment journey for start-ups. 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 start-ups, 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. Since early 2024, Cambridge Management Consulting and composability have partnered to leverage their extensive experience in supporting start-ups. Cambridge MC, originally founded with a focus on the Cambridge start-up ecosystem, has since expanded its services globally. composability is an advisory company dedicated to empowering tech startups, especially underrepresented founders, to secure investment and scale successfully. Drawing on insights from both organisations, we have identified the key components of a GTM strategy that are essential for start-ups throughout their investment journey. “The Go-to-Market is the cornerstone of any new company, and it just becomes more important as you go through raising larger rounds.” - Ian Jarvis, CEO of composability 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 start-up 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 and composability help start-ups 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 start-up 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 and composability support start-ups 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 start-up 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. Cambridge Management Consulting and composability support start-ups in refining 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 Go-to-Market 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 start-ups 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 start-ups 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, this might mean leveraging a social media campaign, forming strategic partnerships, or exploring other tailored approaches. A common pitfall for start-ups is overinvesting 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. Cambridge Management Consulting and composability offer 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 start-up’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 start-up’s value proposition and growth potential. Cambridge Management Consulting and composability offer a unique combination of expertise to support start-ups in achieving investor readiness. composability offers a platform for tech startups to showcase profiles and video pitches, enabling startups to present team, products, and services to attract investors efficiently. Three Key Characteristics of a Strong GTM Plan: Executability, Measurability and Repeatability When developing a Go-to-Market (GTM) strategy, start-ups 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 (GTM) strategy is crucial for start-ups 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 Go-to-Market (GTM) strategy is crucial at the seed stage because it demonstrates to investors that your start-up 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 Go-to-Market (GTM) strategy is repeatability. A repeatable GTM strategy is one that can be consistently applied to capture customers and drive growth. This element becomes particularly critical for scaling start-ups, 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.” - Ian Jarvis, CEO of composability Using a repeatable GTM strategy, investors can be confident that your start-up has found its place in the market, that it will be able to grow revenue and possibly develop further products or services that can be taken to market. Cambridge MC & composability: Empowering Start-ups on their Path to Success Cambridge Management Consulting , in partnership with composability, offers unparalleled support to start-ups embarking on their investment journey. With over 175 senior consultants across 22 countries, Cambridge MC provides global expertise in technology, helping start-ups overcome people, process, and digital technology challenges. composability offers a comprehensive, AI-powered solution designed to help tech start-ups become investment-ready and connect with the right investors. Key Benefits of the Partnership: 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 AI-Driven Investor Start-Up Matchmaking : Developing start-up-investor connections using AI technology 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 start-up 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 start-ups are not only equipped with a robust GTM strategy, but also gain the critical insights needed to navigate the complexities of early-stage investment. Through strategic guidance and practical solutions, Cambridge MC and composability help start-ups achieve sustainable growth and long-term success.

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 .