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ButtonTech Revolution: How AI is Transforming the Digital Landscape
Explore how AI is revolutionising industries, enhancing innovation, and transforming the digital landscape in unprecedented ways.
by Rob Price
•
20 November 2024
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
by Cambridge Management Consulting
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13 November 2024
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 .
by Duncan Clubb
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10 September 2024
Authors
by Zoë Webster
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4 September 2024
Zoë Webster AI, Digital & Innovation
by Rachi Weerasinghe
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19 August 2024
Authors
by Tom Burton
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25 April 2024
In this article, Tom Burton, a cyber security expert and technology thought leader, addresses the historical roots of our implicit trust in computers. As AI models increasingly begin to mimic human traits such as memory and learning, he asks how we can better manage risk and evaluate trust in an era of AI technology.
by Elia Tsouros
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4 December 2023
Authors
by Cambridge Management Consulting
•
18 December 2024
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 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.
by Pete Nisbet
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27 November 2024
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.
by Pete Nisbet
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27 November 2024
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.
by Jon Wilton
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21 November 2024
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):
by Simon King
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20 November 2024
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 .
by Pete Nisbet
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7 November 2024
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.
by Cambridge Management Consulting
•
31 October 2024
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 .
by Kat Wilcox
•
27 August 2024
Authors
by Stuart Curzon
•
20 June 2024
Authors
by Pete Nisbet
•
19 March 2024
Authors
13 February 2023
Net zero carbon emissions by 2050 In 2008 the UK Government announced the Climate Change Act, which set the target of reaching net zero carbon emissions by 2050. As we approach the half-way mark to this deadline, it becomes increasingly clear that this seemingly futuristic date is no longer the stuff of science fiction. Unlike hoverboards or teleportation, climate change and global warming are definites, and will cause irreparable damage to our planet should we not meet our targets. Encouraging paper straws and public transport is no longer enough; pressure needs to be put on both the public and private sectors to make consistent and substantial changes before it is too late. Enter cero.earth : a carbon accounting platform developed by edenseven . Part of the Cambridge MC group of companies, edenseven combines the data and technology expertise of Cambridge MC, with its own data-led sustainability consulting expertise. In addressing the urgency of achieving net-zero - hence its name, cero - cero.earth works on the cloud to measure and report your emissions and provide you with actions, delivering quantifiable outcomes to achieve complete decarbonisation. Its three main objectives: to provide accurate and mature DATA in order to produce honest and straightforward INSIGHT, which can be turned into tangible and effective ACTION. Why now? So why cero.earth now? Looking first at the public sector, aside from the ever-approaching date of net zero 2050, edenseven has located a distinct lack of structure in the sustainability operations across public sector organisations. In 2022, the House of Commons Committee of Public Accounts reported that, ‘the public sector as a whole lacks clear standards for measuring and reporting emissions’. This boils down to two things: an absence of clear achievable targets, and little precedent for the progress and tracking of these ‘targets’ to remain transparent and accountable, an operation which the same report describes as ‘fragmented and ineffective’ (2022). In short, though the UK Government has established a multitude of ‘ Greening Government Commitments ’ to aid their journey to net zero, they don’t appear very committed to them; and though there are a handful of loose targets scattered throughout the public sector, they are not coherent enough to be fruitful. cero.earth, however, leaves no room for this. cero.earth takes good quality, mature data from the public sector and treats it with edenseven and Cambridge MC’s wealth of consulting expertise and technical understanding to produce clear and actionable solutions. In the private sector, this imperative to act is even broader. Not only are companies expected to take meaningful action on climate change by a range of stakeholders—from customers, to employees, to investors—but reducing emissions saves money and thus increases profit. To put it bluntly: carbon equals cost. This was the case before the recent spike in energy prices and is even more prescient now. This means that there are not only the obvious environmental reasons to take rapid action, but reducing emissions has positive ramifications for both the engagement and economy of a business. And, as any good business knows, good data allows for meaningful insight, which in turn produces impactful actions, something which cero.earth is designed to provide. What makes cero.earth different What makes cero.earth different from other carbon accounting platforms? Here, we return to the repeated term: data, specifically mature data. Firstly, this refers to data which prioritises robustness over precision in order to deliver equally robust insights with the imminence and urgency so key in environmental matters . This data will subsequently become accurate and precise over time, by working with cero.earth, which leads us onto the next of cero.earth’s unique qualities. cero.earth is not a static platform that can be glanced at idly once in a blue moon. It is a dynamic, intuitive, and forward-thinking programme which gathers data across both an organisation and its supply chain to provide well-informed insights, and produces a stepping-stone pathway of actions that terminates at net-zero. This makes it plain and easy for public sector organisations of all sizes to track their progress against their own unique and individualised goals. And thirdly, as this suggests, cero.earth uses holistic data, taking into account the entirety of the emissions landscape in order to produce big picture results. Regarding cero.earth’s primary aim of complete decarbonisation of the private and public sector, this refers to the inclusion of ‘Scope 3’. Most sustainability assessments and carbon accounting platforms will prioritise—or look exclusively at—Scopes 1 and 2, which cover the direct and indirect burning of fossil fuels respectively. Put simply, direct burning, or Scope 1, can be seen in the day-to-day usage of one’s car (unless it is electric), boiler, or gas-powered oven. Indirect burning, or Scope 2, is most commonly found in the use of electricity—i.e. light switches, fridges, or your TV—which also requires the burning of fossil fuels to be powered. cero.earth does not stop here, but takes into account Scope 3: the fossil fuels burned, as aforementioned, throughout the supply chain. Why is this important? Because Scope 3 constitutes roughly 70-80% of all total emissions, which is a visibly large chunk to be brushed under the carpet. By giving this the same attention as Scopes 1 and 2, cero.earth demonstrates its commitment to the serious and wide-reaching approach that sustainability consulting requires. So why should you use cero.earth in your organisation? As we have outlined, cero.earth is able to intuitively and efficiently assess your emissions with the purpose of providing you with a complete and fool-proof plan to achieving net zero. Not only will this mark your contribution to the future of our planet, but will keep your organisation cost-efficient and relevant in our increasingly environmentally-conscious landscape. Since its launch, cero.earth has already captured 1,500 emission factors, a figure which is growing all the time. So don’t wait—climate change certainly isn’t. click here to book your free consultation now.
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Explore our Sustainability insights to learn how your organisation can accelerate net zero progress by measuring, tracking and reporting with accurate data as well as using your sustainabilty strategy to create growth.
by Cambridge Management Consulting
•
11 November 2024
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 .
by Cambridge Management Consulting
•
3 October 2024
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 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 160 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, Tel Aviv, Singapore and Helsinki, with further expansion planned in the near 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
by Cambridge Management Consulting
•
3 October 2024
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 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 160 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, Tel Aviv, Singapore and Helsinki, with further expansion planned in the near 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
by Cambridge Management Consulting
•
11 November 2024
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 .
by Cambridge Management Consulting
•
11 November 2024
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 .
by Pete Nisbet
•
7 November 2024
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. 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by Lucas Lefley
•
23 December 2024
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 , Managing Partner for 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, 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.
by Cambridge Management Consulting
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18 December 2024
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 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.
by Cambridge Management Consulting
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18 December 2024
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 (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, Tel Aviv, Singapore and Helsinki, with further expansion planned in the near 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
by Daniel Fitzsimmons
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11 December 2024
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 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.
by Lucas Lefley
•
23 December 2024
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 , Managing Partner for 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, 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.
by Cambridge Management Consulting
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18 December 2024
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 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.
by Cambridge Management Consulting
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18 December 2024
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 (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, Tel Aviv, Singapore and Helsinki, with further expansion planned in the near 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
by Daniel Fitzsimmons
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11 December 2024
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 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.
by Craig Cheney
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6 December 2024
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/
by Cambridge Management Consulting
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29 November 2024
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 (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, Tel Aviv, Singapore and Helsinki, with further expansion planned in the near future. For more information, visit cambridgemc.com .
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LONDON
45 Beech Street
London, EC2Y 8AD
+44 (0)1223 750335
CAMBRIDGE
5 High Green,
Cambridge, CB22 5EG
+44 (0)1223 750335
PARIS
2 rue Paul Borel
75017, Paris
+44 (0)1223 750335
UNITED STATES
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FINLAND
c/o Eden Accounts Oy
Kappelikuja 6
02200 ESPOO
Finland
info@cambridgemc.com
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