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Tech Revolution: How AI is Transforming the Digital Landscape


Explore how AI is revolutionising industries, enhancing innovation, and transforming the digital landscape in unprecedented ways.

Rainbow wave of colours in segments that spiral
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 13 November 2024
Press Release: 13/11/2024, London – Cambridge Management Consulting (Cambridge MC), a global management consulting firm known for its expertise in digital transformation, and Futuria, a leader in Agentic AI solutions, today announced a strategic partnership. This collaboration will empower businesses with innovative artificial intelligence (AI) solutions that drive efficiency, growth, and competitive advantage. Futuria is transforming enterprise operations with its advanced AI Agent Teams and pioneering AgenticAI platforms. Its AI solutions are modular, explainable, and responsible, ensuring seamless integration into complex business environments while enhancing human expertise. Cambridge MC is an international consulting firm with a proven track record of helping organisations navigate complex challenges and seize emerging opportunities. Led by a team of senior executives, Cambridge MC provides strategic guidance and expert support to clients across sectors such as telecommunications, public sector, and back-office operations. Cambridge MC is committed to embracing technological advancements and maximising the benefits of AI for its clients. By combining Futuria's multi-agent AI teams with its own expanded market presence, Cambridge MC continues to enhance its AI-enabled service offerings to improve the speed and quality of client delivery. This strategic partnership brings together Futuria's AgenticAI solutions and Cambridge MC's deep industry expertise and global reach, enabling enhanced decision-making and project delivery. "We're excited to partner with Cambridge Management Consulting," said Rob Price, Co-Founder of Futuria. "Their extensive industry knowledge and global reach will accelerate the adoption of our AgenticAI multi-agent teams, empowering organisations to achieve new levels of efficiency and innovation." Tim Passingham, Chairman of Cambridge Management Consulting, added, "Futuria's innovative AgenticAI platform aligns perfectly with our commitment to providing clients with cutting-edge digital solutions and helping clients navigate the brave new world of Artificial Intelligence. We are confident that this go-to-market partnership will enable us to help our clients harness the tremendous opportunities presented by AI and avoid some of the potential risks of the new technology." About Cambridge Management Consulting Cambridge Management Consulting (Cambridge MC) is an international consulting firm that helps companies of all sizes make a positive impact on the world. Founded in Cambridge, UK, the firm has grown to over 200 consultants working on projects in 22 countries. Cambridge MC focuses on supporting private and public sectors with challenges related to people, processes, and digital technology. Cambridge MC is unique in employing only senior executives with real industry or government experience, ensuring clients receive advice from a place of true credibility. For more information, visit www.cambridgemc.com . About Futuria Futuria is dedicated to reshaping the future of enterprise operations with advanced AI Agent Teams and pioneering AgenticAI solutions. The company's mission is to empower businesses by integrating modular, explainable, and responsible AI that fits seamlessly into complex environments. By enhancing human expertise, Futuria helps organisations achieve control, transparency, and scalability, delivering solutions that drive efficiency, reduce costs, improve decision-making, foster innovation, and empower users. For more information, visit www.futuria.ai .
A smooth golf-ball top of a modern building against a neon sky
by Duncan Clubb 10 September 2024
In a previous article, Building AI-ready Infrastructure, we looked at the challenges that face the builders of digital infrastructure to create the massive engines that will power the ‘AI Revolution’ – in particular, the mega-data centres that will host the training systems used in Generative AI platforms like ChatGPT.  Most of the attention in the data centre industry is on these monsters, but there is more to it that we need to consider. This article looks at the other uses, applications, and implications of AI, and the infrastructure required to maintain them. The Growth of Industrial AI There are many flavours of AI, and although much of the current focus is on Generative AI, commercial applications use all sorts of other techniques to get the benefits that AI can offer. Indeed, there are some AI experts who think that too much emphasis is being given to the prominent large language models, and that the market will require a more diverse model for deploying infrastructure that will support real-world applications. There are many examples of industrial and manufacturing applications using AI already to optimise, for example, production-line efficiency in factories. These systems take data from sensors and devices (e.g. cameras), and then control the manufacturing processes in real time to improve efficiency, or to reduce the use of raw ingredients – a great example being the use of specialist glues in the automobile industry for sticking windscreens to car bodies – an AI platform has been in use to reduce the amount of glue used without compromising the efficacy of the bond. This may sound, trivial but the quantities used globally mean that even small proportional savings can amount to huge monetary savings. This type of application, used across multiple industries, has enormous potential for saving precious resources (or money), and many industries have been using these techniques for years. However, it is mostly the large manufacturers and processing companies that have been able to exploit this. Deploying this type of system can be expensive and usually entails situating a lot of processing power close to the production line. This excludes smaller enterprises from being able to take advantage as the barrier to entry is too high and involves maintaining IT kit that is expensive and difficult to look after.
by Duncan Clubb 6 September 2024
Artificial Intelligence (AI) is the hottest topic in technology for many reasons, good and bad, but it’s happening and it’s here to stay, so how do we build the infrastructure necessary to support it? To start with, we should recognise that there are many forms of AI. The one that has created the most buzz is generative AI, as seen in ChatGPT, Meta's LLaMA, Claude, Google’s Gemini, and others. Generative AI relies on LLMs (Large Language Models) which have to be trained using vast amounts of data. These LLMs sit in data centres around the world, interconnected by vast fibre networks. The data centre industry has not stopped talking about AI for at least 18 months, as it gears up for an ‘explosion’ in demand for new capacity. Some of the most respected voices in technology have predicted immense amounts of growth in data centre requirements, with predictions of triple the current capacity within 10 years being at the conservative end. That’s three times the current global data centre market, which has taken 30 years or more to get to where it is today. And, when we say growth, we’re talking about power. AI systems will require three times more electricity than data centres currently consume. Depending on who you ask, that’s about 2-4% of today’s global electricity production. And we’re talking about tripling that, or more. Data Centres So, what is ‘AI-ready infrastructure’ and how are we going to build it? The two key elements are data centres (to house the AI systems) and networks (to connect them with the rest of the world). LLM training typically uses servers with GPUs (the chip of choice for AI) and, for various technical reasons, these work best when in close physical proximity to each other – in other words, GPUs work best in large numbers in large data centres. Not just that, but the new generations of GPUs work best in dense data centres, meaning that each rack or cabinet of AI kit needs a lot of power. Most data centres are designed to accommodate older kit that is not so power hungry. The average consumption globally is about 8kW per rack, although many still operate at about 2kW per rack. The latest nVidia (the leading GPU manufacturer) array needs a colossal 120kW per rack. The infrastructure inside a data centre designed for these beasts is complex: the cooling systems (GPUs run very hot) and electrical distribution systems are much harder to design and set up, and are also expensive. So, data centres for AI training systems are mostly going to be new, as adapting older facilities is a non-starter. So, where do you put them? Finding land next to the vast amounts of electricity required is increasingly difficult in many European countries, especially in the UK. Most of the utility grids in Europe are severely lacking in spare capacity, and building new grid connections and electricity generation is a slow and expensive process. The answer might be to locate these new AI data centres near new renewable energy generation sites, but those are few and far between, so land with access to power now carries a hefty premium. Small nuclear reactors could also be an answer but might take a few years to materialise – we know how to build them (witness the nuclear submarine industry) but getting planning permission to put them on land is another matter. All in all, the data centre industry seems to be at least a few years away from being able to provide the massive upgrade in capacity that is expected. Even solving the land/power problem leaves the issue of actually building a new scale of data centre, 10 or 20 times bigger than what most would consider to be a gigantic site today. It can be done, we can solve the engineering challenges, but these are huge construction projects. Networks What about the networks? Actually, although very little real research has been done on the impact of large-scale AI rollouts on existing networks, we might be in a better position. The fibre networks in the UK and many European countries have benefited from significant investment over the last few years, so coverage is a lot better than it used to be. That does not mean that fast and large fibre routes, which will be a necessity for most AI systems, are all there, but it will be easier to build out new capacity than it will be to find power. Still, what we really need is some serious research into the amount of data that will need to be moved about and how that maps with existing network infrastructure. All in all, we have more questions than answers. Some people in the infrastructure industry are sceptical that things will ever get to the scale that some are predicting, but most of us do expect it to happen – it’s just a matter of time, and the race has already begun. Cambridge Management Consulting Duncan Clubb is a Senior Partner at Cambridge Management Consulting, specialising in data centre and edge compute strategy. Duncan has extensive experience as an IT consultant and practitioner and has worked with many leading organisations in the financial, oil and gas, retail, and healthcare sectors. He is widely regarded as a leading expert and is a regular speaker at industry events. If you or your organisation require support preparing your Digital Infrastructure for the emerging AI-industry, you can read about our array of Data Centre services, and get in touch with Duncan Clubb, through our designated Telecoms, Media, and Technology service page.
Zoe Webster with office background and blue tint
by Zoë Webster 4 September 2024
This month we put the spotlight on Zoë Webster, Associate Consultant for AI, Digital & Innovation With over two decades in the Artificial Intelligence (AI) sphere, Zoë Webster is renowned as a practitioner and leader, recently recognised as one of AI Magazine’s Top 10 Women in AI in the UK and Europe (2024). At Cambridge Management Consulting, Zoë takes on the pivotal role of leading our AI initiatives and driving digital innovation. Leveraging her extensive experience in developing and applying novel AI techniques across diverse sectors such as retail, cyber security, defence, and health, Zoë is instrumental in shaping our AI strategy and implementation. Her unique ability to bridge the gap between the public and private sectors, coupled with her insights on the opportunities and risks of emerging technologies like Large Language Models, positions her perfectly to guide our clients through the complexities of digital transformation. Zoë’s expertise ensures that we remain at the forefront of AI advancements, delivering cutting-edge solutions that drive sustainable growth and innovation for our clients. An Introduction to Zoë's work Having been in the AI space for over 20 years, the past couple of years, since the launch of ChatGPT and the catapulting of AI into the public consciousness, have been in part eye-opening and in part déjà vu for me. The scale and reach are different to anything we have seen to date – I realised this when friends and family of all ages and backgrounds are talking about AI – but it is part of the well-cited technology hype pattern we have seen before in AI as specific techniques show promise (expert systems and neural networks, for example) and organisations see them as a way to solve current problems/challenges. I am fortunate in that I got into AI early. I describe myself as classically trained in that I learnt and experimented with the broad range of AI algorithms on different applications in my early career, so I understand that AI has much more to offer than whatever technique is currently in vogue. After developing and demonstrating novel AI techniques in a range of applications, I got the opportunity to learn more about the role of innovation to the wider economy and society through my time at Innovate UK, now part of UK Research and Innovation. From that, I understand the impact of technology and how business innovation can be accelerated given the right conditions and collaborations. My COVID-19 story includes the juggle of leading Innovate UK’s first COVID-19 innovation competition, to get critical grant funding out to businesses to ensure innovation could continue during this time, while attempting to home-school two children. During lockdown I joined BT, where I built and led their AI Centre of Enablement to scale up AI development and deployment across the company. Developing a machine learning model as a proof-of-concept is one thing, but it takes a whole other set of skills and approaches to successfully and safely deploy that model at scale and with real users, and then to repeat that for other models for different applications. Luckily, my breadth of experience as well as my deep AI expertise enabled me to set up and lead the team to specify and address dozens of AI opportunities. Even as the current developments in AI fail to quite live up to all the hype for everyone, organisations have an opportunity to apply the best and most relevant advancements to generate value, whether that is through customer acquisition, better customer service, better colleague experience, greater productivity or improved sustainability. This goes beyond the technology but to AI governance too, which means thinking carefully about how to practice AI responsibly. Working with Cambridge Management Consulting, I am excited to use my breadth and depth to help more organisations make the most of AI to create value in meaningful ways. To find out more about our AI, digital and innovation services, go to our Innovation service page or contact Zoë using the form below.
A couple standing in front of a neon portal to representing stepping into an AI future
by Tom Burton 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.
Picture of data centre hubs in a network that looks like a city
by Duncan Clubb 11 September 2023
Authors
A satellite over planet Earth with the sun glowing in the top left
by Steve Tunnicliffe 15 October 2024
The Satellite Industry is in a Period of Momentous Transformation The satellite industry is going through a period of momentous transformation with the emergence of new entrants and new technologies in every segment of the value chain. For decades satellite communications have been dominated by a handful of GEO satellite manufacturers, satellite operators and ground segment manufacturers with almost a cottage-industry-like network of service providers and value-added manufacturers (BUCs, LNBs and antennas). This has been a linear and predictable business model with entirely proprietary technologies. We now see the emergence of new Non-Geostationary Orbit (NGSO), or multi orbit players in LEO, MEO and HEO building completely vertically integrated systems. This shift has significantly driven down capacity pricing: the price of satellite bandwidth for data services has dropped 77% over five years according to analysts Novaspace, formerly known as Euroconsult. Starlink, as the first to market, is making waves by disrupting market sectors historically monopolised by the established GEO players such as maritime, aero and enterprise connectivity. Two years ago, the industry would have dismissed Starlink's impact on maritime or aero connectivity segments. The sentiment was that Starlink has ‘no CIR’ (Committed Information Rate) and therefore would not be considered ‘reliable’ for mobile or critical communications. This notion has since been overturned and the naysayers have paid a price with a significant impact to revenues in maritime—the cruise industry in particular—with Starlink now making inroads into aviation and previously inviolable segments like defence. Starlink has also revolutionised satellite manufacturing, leveraging new technologies such as 3D printing to mass-produce satellites at a phenomenal rate, reducing costs to between $250,000 and $500,000 per satellite. The race is on, with Elon Musk’s Starlink trying to acquire as many subscribers as possible before the challengers like Amazon's Kuiper and Telesat's Lightspeed emerge. Forrester's Digital has predicted that SpaceX’s Starlink broadband-by-satellite system is likely to end 2025 with around 8 million customers (it ended 2024 with approximately 5 million), a remarkable growth rate when you consider that each of the leading GEO satellite operators typically have around 25,000 enterprise VSAT terminals activated. We also see the emergence of Small Sat and MicroGEO manufacturers disrupting traditional commercial models with innovations like satellite-as-a-service. This technology provides additional or targeted capacity for defence and government in hotspot areas. Twenty-five years ago, building and launching a satellite would have cost at least two billion USD. Now we see them being built and launched at a fraction of that cost (circa $60 million), reducing the price per gigabit equal to or below fibre. Starlink has also been fundamental to reducing launch costs. In 1981, launch costs were $147k per kilogram of payload. Starlink’s current generation of rockets have brought this down to $2300 and with the introduction of their new Starship rocket, Elon Musk is talking about a price as low as $100 per kilogram. This scale of reduction in launch costs is driving the democratisation of space by allowing new use cases for space to emerge. The satellite industry is also seeing unprecedented consolidation, coopetition and collaboration, creating a range of new offers to consumers, enterprise and governments. Significant transactions include: In April 2024, SES announced its intention to acquire rival Intelsat. If and when this completes, it will be a significant transaction In May 2023, Viasat completed its acquisition of Inmarsat In October 2023, Eutelsat and OneWeb completed their merger transaction In March 2024, prior to the SES announcement, Intelsat extended its partnership with competitor Eutelsat-OneWeb for LEO services.
Abstract neon lines from a spinning object
by David Jones 11 September 2024
The Environmental Trade-off in Digital Infrastructure Development Digital development presents a double-edged sword. On the one hand, it boosts productivity through remote work, AI, and automation, with the potential to lift billions out of poverty. Yet, at the same time, the rapid growth of infrastructure required to support these developments will need a corresponding growth in decarbonisation to avoid a climate catastrophe. The German Advisory Council on Global Change highlights this contradiction: “uncontrolled digital change threatens to undermine the important foundations of our democracies” [1] . This article takes an in-depth look at how global institutions push the mantra of ‘digitisation’ as a developmental priority for nations while failing to adequately acknowledge the huge climate impact of this enterprise. This obscuring of consequences eases the way for a rapid extension of infrastructure that consumes billions of gallons of non-renewable resources annually. In this article, I suggest that detailed modelling and forecasting are one of the major pillars needed to address this dichotomy. I will set out an approach and resources for modelling the digital demand to design a more predictive approach to digital infrastructure builds. The Environmental Impact of a Data Explosion The amount of data flowing over global digital infrastructure has exploded 300-fold over the last 10 years [2] , with the next 20 years expected to see faster-paced growth on the back of the continued digitisation of life and entertainment, as well as from huge numbers of people in developing countries coming online for the first time. This explosion is a good thing—the UN’s Sustainable Development Goal (SDG) 9 aims to provide universal and affordable access to the internet by 2030 [3] . Access to the internet and digital services strongly correlates with improvements in education, healthcare and women’s empowerment. As increasing numbers of people come online, and the scale of their data use grows, a variety of digital infrastructure will need to be built or scaled up if the digital ambitions of countries and trading blocks are to be realised. Connectivity is one part of the solution—increased coverage of broadband, mobile and satellite will undoubtedly support these targets. But, ultimately, all that data traffic needs a destination point, in the form of data centres, which, unfortunately, require vast sums of power. In the USA, data centres are expected to consume 380TWh of electricity by 2027 [4] , almost 9% of the country’s total consumption. Ireland faces an even larger burden with digital infrastructure expected to consume 33% of the country’s total electricity by 2026 [5] , and potentially 70% of the country’s electricity by 2030 [6] . Ireland and the USA have reliable national power grids, but this is not necessarily the case in developing countries. In Nigeria, data centres and mobile towers rely heavily on diesel generators, burning nearly a billion litres of diesel annually. This is a country where the average annual mobile data traffic per subscription is only 6GB per year [7] , just over 0.1% of the average traffic from a UK subscriber. To achieve universal internet access for a population that is estimated to cross the 300 million threshold by 2036 will require an exponential growth in digital infrastructure. If Nigeria remained dependent on diesel generators, and data consumption on a per-person basis reaches the UK’s level of data traffic, then the country would consume 9 trillion litres of diesel a year—over 100 times the amount of diesel consumed by the entire world in 2022 [8] . This single event would create a climate catastrophe—even if the UK, France, Germany, Spain and the Nordics reduced their CO2 emissions to zero, this would offset less than half of this increase. This is of course the worst-case scenario. Grid infrastructure has developed across West Africa and there are a multitude of projects which are building green energy infrastructure. But there has yet to be a major MNO, TowerCo or data centre company which has shown significant year-on-year reductions in emissions. It is unjust to expect developing nations to slow down or halt their digitisation while developed countries reap the benefits of a digitised economy. Instead, alternative approaches to managing global emissions are needed. And this is where predictive analytics become a crucial tool for forecasting future demand. These tools and models will support the development of alternative strategies for power generation and implement methods to reduce emissions from digital infrastructure. A predictive tool that models national network traffic growth and compares it to projected digital infrastructure expansion will help identify underserved areas early, enabling better planning of digital and power infrastructure. Early planning allows for the integration of renewable energy, natural cooling solutions, and partnerships with sustainability experts to reduce emissions. Creating the Model: Traffic vs Digital Infrastructure To address these challenges, David Jones, an Associate of Cambridge Management Consulting, has developed a comprehensive model that examines global internet traffic on a country-by-country basis and compares it to existing and planned digital infrastructure within those countries. This model considers several factors: Population Growth: Increasing numbers of internet users Economic Growth: Rising wealth levels leading to more internet usage Internet Penetration: A growing proportion of each country’s population getting online Usage Patterns: Moving towards video transmission over the internet significantly increasing traffic B2B and M2M Traffic: Business-to-business and machine-to-machine Internet traffic growth This model projects internet traffic growth over the next 20 years, if data traffic growth follows a logarithmic curve, increasing at a decreasing rate. In Germany and other developed nations, the rate of traffic growth slows once it reaches a certain threshold, as there is a natural limit to how much HD video a person can consume. By comparing these projections with a database of over 10,000 data centres, including locations and power consumption, it is possible to identify regions with underdeveloped or overdeveloped digital infrastructure. Note: This model does not account for the growth in generative AI, which adds further demand on a strained digital infrastructure. For more information on this subject, see our recent article: Building an AI-ready infrastructure . Initial Results When we run this model and compare countries, what immediately becomes clear is the difference in scale between the growth of digital infrastructure and internet traffic. Ireland’s digital infrastructure is increasing at a rate faster than its internet traffic, while in countries like Bangladesh and Algeria internet usage is growing ten times faster than the digital infrastructure that supports it. David has modelled 76 countries and will be completing another 50 over the next few months. So far, the CAGR of internet traffic is around 30%, and the CAGR of data centres is around 12%. What’s clear from this graph is how the difference in growth rates compounds over time, and that as the years progress the gap between traffic and infrastructure widens. This shows that over time the availability of infrastructure will become a massive limiting factor to digital experience. Eventually, the lack of adequate infrastructure may even prevent citizens from accessing essential internet services.
A smooth golf-ball top of a modern building against a neon sky
by Duncan Clubb 10 September 2024
In a previous article, Building AI-ready Infrastructure, we looked at the challenges that face the builders of digital infrastructure to create the massive engines that will power the ‘AI Revolution’ – in particular, the mega-data centres that will host the training systems used in Generative AI platforms like ChatGPT.  Most of the attention in the data centre industry is on these monsters, but there is more to it that we need to consider. This article looks at the other uses, applications, and implications of AI, and the infrastructure required to maintain them. The Growth of Industrial AI There are many flavours of AI, and although much of the current focus is on Generative AI, commercial applications use all sorts of other techniques to get the benefits that AI can offer. Indeed, there are some AI experts who think that too much emphasis is being given to the prominent large language models, and that the market will require a more diverse model for deploying infrastructure that will support real-world applications. There are many examples of industrial and manufacturing applications using AI already to optimise, for example, production-line efficiency in factories. These systems take data from sensors and devices (e.g. cameras), and then control the manufacturing processes in real time to improve efficiency, or to reduce the use of raw ingredients – a great example being the use of specialist glues in the automobile industry for sticking windscreens to car bodies – an AI platform has been in use to reduce the amount of glue used without compromising the efficacy of the bond. This may sound, trivial but the quantities used globally mean that even small proportional savings can amount to huge monetary savings. This type of application, used across multiple industries, has enormous potential for saving precious resources (or money), and many industries have been using these techniques for years. However, it is mostly the large manufacturers and processing companies that have been able to exploit this. Deploying this type of system can be expensive and usually entails situating a lot of processing power close to the production line. This excludes smaller enterprises from being able to take advantage as the barrier to entry is too high and involves maintaining IT kit that is expensive and difficult to look after.
by Duncan Clubb 6 September 2024
Artificial Intelligence (AI) is the hottest topic in technology for many reasons, good and bad, but it’s happening and it’s here to stay, so how do we build the infrastructure necessary to support it? To start with, we should recognise that there are many forms of AI. The one that has created the most buzz is generative AI, as seen in ChatGPT, Meta's LLaMA, Claude, Google’s Gemini, and others. Generative AI relies on LLMs (Large Language Models) which have to be trained using vast amounts of data. These LLMs sit in data centres around the world, interconnected by vast fibre networks. The data centre industry has not stopped talking about AI for at least 18 months, as it gears up for an ‘explosion’ in demand for new capacity. Some of the most respected voices in technology have predicted immense amounts of growth in data centre requirements, with predictions of triple the current capacity within 10 years being at the conservative end. That’s three times the current global data centre market, which has taken 30 years or more to get to where it is today. And, when we say growth, we’re talking about power. AI systems will require three times more electricity than data centres currently consume. Depending on who you ask, that’s about 2-4% of today’s global electricity production. And we’re talking about tripling that, or more. Data Centres So, what is ‘AI-ready infrastructure’ and how are we going to build it? The two key elements are data centres (to house the AI systems) and networks (to connect them with the rest of the world). LLM training typically uses servers with GPUs (the chip of choice for AI) and, for various technical reasons, these work best when in close physical proximity to each other – in other words, GPUs work best in large numbers in large data centres. Not just that, but the new generations of GPUs work best in dense data centres, meaning that each rack or cabinet of AI kit needs a lot of power. Most data centres are designed to accommodate older kit that is not so power hungry. The average consumption globally is about 8kW per rack, although many still operate at about 2kW per rack. The latest nVidia (the leading GPU manufacturer) array needs a colossal 120kW per rack. The infrastructure inside a data centre designed for these beasts is complex: the cooling systems (GPUs run very hot) and electrical distribution systems are much harder to design and set up, and are also expensive. So, data centres for AI training systems are mostly going to be new, as adapting older facilities is a non-starter. So, where do you put them? Finding land next to the vast amounts of electricity required is increasingly difficult in many European countries, especially in the UK. Most of the utility grids in Europe are severely lacking in spare capacity, and building new grid connections and electricity generation is a slow and expensive process. The answer might be to locate these new AI data centres near new renewable energy generation sites, but those are few and far between, so land with access to power now carries a hefty premium. Small nuclear reactors could also be an answer but might take a few years to materialise – we know how to build them (witness the nuclear submarine industry) but getting planning permission to put them on land is another matter. All in all, the data centre industry seems to be at least a few years away from being able to provide the massive upgrade in capacity that is expected. Even solving the land/power problem leaves the issue of actually building a new scale of data centre, 10 or 20 times bigger than what most would consider to be a gigantic site today. It can be done, we can solve the engineering challenges, but these are huge construction projects. Networks What about the networks? Actually, although very little real research has been done on the impact of large-scale AI rollouts on existing networks, we might be in a better position. The fibre networks in the UK and many European countries have benefited from significant investment over the last few years, so coverage is a lot better than it used to be. That does not mean that fast and large fibre routes, which will be a necessity for most AI systems, are all there, but it will be easier to build out new capacity than it will be to find power. Still, what we really need is some serious research into the amount of data that will need to be moved about and how that maps with existing network infrastructure. All in all, we have more questions than answers. Some people in the infrastructure industry are sceptical that things will ever get to the scale that some are predicting, but most of us do expect it to happen – it’s just a matter of time, and the race has already begun. Cambridge Management Consulting Duncan Clubb is a Senior Partner at Cambridge Management Consulting, specialising in data centre and edge compute strategy. Duncan has extensive experience as an IT consultant and practitioner and has worked with many leading organisations in the financial, oil and gas, retail, and healthcare sectors. He is widely regarded as a leading expert and is a regular speaker at industry events. If you or your organisation require support preparing your Digital Infrastructure for the emerging AI-industry, you can read about our array of Data Centre services, and get in touch with Duncan Clubb, through our designated Telecoms, Media, and Technology service page.
Glistening subsea cables that look like neurons
by Erling Aronsveen 30 August 2024
In 2011, the United Nations (UN) declared their Broadband Advocacy Targets, in which they promised to Make Broadband Policy Universal by 2025. Given that over 90% of all internet traffic passes through submarine cable systems, such networks have become a hugely influential factor in this goal, and thus a significant global and political force. Since the inception of telegraph cables in the mid-to-late 19th century, the prevalence of geopolitics in the submarine cable industry has been intrinsic and impossible to ignore. It is no coincidence, after all, that the current network of cables traces the same lines as the original trade routes: both possess the shared purpose of connecting multiple regions across numerous continents in the shortest time – to boost economies and promote international directives. The telegraph cables of the British Empire were exactly that, a way to consolidate power and trade throughout vast geographical distances. Thus, as we come rapidly closer to the UN’s 2025 target, this article will focus on the positive impacts which are created and accelerated by access to undersea connectivity. In doing so, we will explore different regions, how they are currently benefitting from the UN’s path toward a more connected globe, as well as opportunities for improvement on the horizon. Repeatered Cables Before going into greater detail on the regions that current subsea networks traverse, and the positive impacts they bring, it is worth hovering briefly on the technical make-up of these cables, particularly the component of ‘repeaters’. Also known as optical amplifiers, repeaters are present at intervals along submarine cables which are longer than several hundred kilometres (as opposed to those used within lakes or rivers, etc.) and are built within the ocean floors, often several kilometres deep. Given the length of these cables, repeaters are used to amplify information-carrying wavelengths to sustain the quality of received optic signals over such long distances. However, given their housing in such a harsh and inaccessible environment, redundancy – the technical term for having a backup or recovery option for failed or damaged subsea cables – becomes crucial. Repairing repeatered submarine fibre cables can be incredibly capital intensive and complex, and thus it is important to ensure the strength and stability of subsea cable networks to protect the longevity of the benefits outlined below.
by Duncan Clubb 27 November 2023
The data centre industry is currently experiencing an unprecedented increase, and while air cooling has been the conventional choice for keeping them in optimal conditions for many years, that is now being replaced by liquid cooling.
Picture of data centre hubs in a network that looks like a city
by Duncan Clubb 11 September 2023
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Aerial view of the beach.
by Aki Uljas 22 July 2024
Replacing microwave connectivity with fibre optic links to provide reliable internet during adverse weather as well as laying the foundations for a digital future In April 2023, the Turks and Caicos Telecommunications Commission (TCITC) completed a Request for Proposals for a study on the feasibility of a domestic submarine telecommunications cable system for the Turks & Caicos Islands (TCI). Originating from a 2016 Turks and Caicos Islands Government mandate to enhance inter-island communication, the initiative aimed to establish a national fibre ring, ensuring robust connectivity—especially during natural disasters—as well as facilitating a secondary international broadband link. In 2023, Cambridge Management Consulting Limited was awarded a contract to prepare the final Strategic Outline Business Case (SOBC), involving consultations and with local stakeholders. The Challenge T he primary objectives of the project include replacing the current microwave links with high-capacity fibre optic cables, ensuring resilient connectivity in adverse weather, offering low latency digital access to underserved TCI communities, and laying the groundwork for further digital investments. Subsea cables, being the internet's backbone, are crucial for island nations, offering superior capacity and latency compared to alternatives like satellite or microwave connections. High-speed internet is crucially important to economic growth across the islands. Tourism and local businesses require reliable and fast service to meet the growing needs of users. Hospitals, ports, and emergency services will also benefit greatly from new digital services—for example, 20% of patients in TCI already use remote doctor appointments. Our Approach The project started by analysing the telecommunications market in the Turks and Caicos Islands. As with many of the other Caribbean Islands, the market data is not readily available. Market information was gathered from a wide range of sources, including official statistics, third-party databases, market data sources, and by conducting meetings with the local stakeholders, including cruise lines, telecom operators and others. Our legal partner in the project, Baker Botts, also conducted a legal review of the regulatory framework, procurement framework, and government financing framework. Ensuring open access to the new subsea cable system and related facilities was emphasised in carrying out this legal review and recommendations from that review. Our technical partner in the project, Pelagian, conducted a desktop study, which is always the basis of any subsea cable system, assessing cable landings, environmental aspects, developing a cable route that would be used to perform marine survey activities and further into the project, the cable installation. This was done by following recommendations from the International Cable Protection Committee to ensure the quality of the study. After the reviews and studies, we created a financial plan for the cable system, including estimated investments, profit and loss calculations, cashflow analysis, and balance sheets. This was followed by writing a Strategic Outline Business Case report, which was based on the UK Government’s Green Book guidelines. The Team Our Senior Partner for Subsea, Aki Uljas, led our contribution to the project, providing his subsea expertise and understanding of government-led projects, based on his previous work—including work with the Finnish Government-owned company Cinia, which he has been advising for the Baltic Sea and Arctic cable projects. Julian Rawle has two decades of experience in the subsea and telecommunications industry, specialising in market analysis, market forecasts and due diligence work. The Cambridge MC team worked alongside the Turks & Caicos Islands Telecommunications Commission (TCITC), specifically with Kenva Williams, Director General, to ensure an effective outcome that benefits all TCI citizens. Outcomes & Results After we completed the Strategic Outline Business Case report, we presented it to the Turks and Caicos Islands Cabinet and the UK Governor of the Turks and Caicos Islands. 1. Strategic Outline Business Report The Strategic Outline Business Case report was delivered in Autumn 2023. Cambridge MC presented the business case to the Cabinet in December 2023, after which the Cabinet approved the project to move forward. 2. Procurement Package Cambridge MC and Pelagian started to work on the Procurement Package and the upcoming tender process in April 2024, after budget allocation for the project was completed. 3. Cable System Extensions We also identified a few possible new international cable systems passing close to the Turks and Caicos Islands, which could have the potential to be extended into the islands: Several potential planned cable systems were identified Cambridge MC reached out to these parties and facilitated discussion and negotiations on behalf of the Turks and Caicos Telecommunications Commission Cambridge MC revised the Strategic Outline Business Case to also include these potential new cable systems to be connected to the islands. 
Satellite going into the sky.
by Steve Tunnicliffe 28 June 2024
Analysing the business to provide recommendations and enhancements The satellite industry is going through an intense period of transformation at every level of the value chain. The status quo within the satellite communications industry has been largely unchanged and unchallenged since its inception over 60 years ago. This is all about to significantly change, and it will force many established businesses to look afresh at how they operate. Many will adapt but many will fail. The two key factors driving this transformation are a) the emergence of Non-Geostationary Satellite Operators (NGSO) and b) the technology drive to digitisation, standardisation, and virtualisation. New market entrants such as Starlink are hugely disruptive and have contributed to a 77% reduction in satellite capacity pricing over the last 5 years. Other new entrants will soon emerge, creating further disruption to the norm and downward price pressure. The Challenge A leading satellite communications service provider had already anticipated this market shift and transformation, but wanted to undertake a brief study to validate their assumptions and to review their Go-To-Market strategy. Spanning operations in the US and Europe, Steve Tunnicliffe was tasked with undertaking this strategic business review that included: Stakeholder Mapping and Engagement Corporate Governance Review Change Management and Communication Revenue Review Performance Management Review Our Approach Steve provided critical insights and enabling methodologies to support the service provider in anticipating where to invest next and what resources to align where. Steve also identified areas of weakness within the company’s corporate governance and identified where changes needed to be made to ensure the service provider seized the opportunity for its next phase of growth. He was able to engage key stakeholders in the identification of business issues and make recommendations on how and what to implement from a change management perspective. His experience in leading a global sales organisation and strategy for a leading player within the satellite industry helped provide critical insights to empower the service provider to achieve its stated objectives. Out comes & Results 1. Go-to-Market Strategy The client refocused its efforts on Defence and Government, which accounted for over 50% of its business but an event greater percentage of its profit. 2. Corporate Governance The client put in place a charter and clear definitions around the role of the Board of Directors and the Executive Management Team defining what matters were reserved for each. 3. Efficiency All of this provided not only the necessary clarity but an efficient plan to implement.
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by Craig Cheney 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/
Row of old analogue telephones
by Clive Quantrill 24 June 2024
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Ground up view of a telephone post with cables in all directions
by Phil Laws 19 December 2023
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A lonely house in the countryside under a starry sky
by Clive Quantrill 21 April 2023
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by Doug McCauley 14 February 2025
In 2023, the UK Government announced plans to introduce a carbon border tax from 2027, known as the UK Carbon Border Adjustment Mechanism (UK CBAM). This policy aims to prevent carbon leakage (the practice of shifting emissions-intensive production to countries with weaker climate policies) by ensuring that imported goods are subject to a comparable carbon price as those produced domestically under the UK Emissions Trading Scheme (UK ETS). Ultimately, the goal is to drive global reductions in industrial emissions and support the transition to a low-carbon economy. What is the UK CBAM? The UK CBAM will apply to imported goods in emissions-intensive industries. Starting in 2027, businesses importing iron, steel, aluminium, ceramics, cement, fertilisers, glass and hydrogen into the UK will be required to: Mandatory Disclosures: Submit reports detailing the carbon emissions embedded in their products (embodied carbon). The UK CBAM will require reporting to detail the Scope 1 (direct emissions from production), Scope 2 (indirect emissions from purchased electricity), and select precursor product emissions embodied in imported products. Levy Payments: Pay a levy based on the carbon pricing of the exporting country. If the exporting country has little to no carbon pricing, UK importers will be subject to a higher tax rate. This initiative encourages businesses to source materials from suppliers with strong carbon policies, incentivising sustainable production methods. How Will it Work? The UK CBAM will require importers to report and pay for the emissions embedded in their products at the UK ETS carbon price. If a foreign producer has already paid a carbon price in the country of manufacture, this may be deducted from the payment charge under UK CBAM to avoid double taxation. The UK Government has proposed to have four accounting periods per year to align with the standard practices used by other taxes. How Does the UK CBAM Differ from the EU CBAM? While both mechanisms share the same overarching objectives, there are key differences: Scope of Products : The EU CBAM applies to cement, iron, steel, aluminium, fertilisers, electricity, and hydrogen, whereas the UK CBAM excludes electricity imports but also applies to additional products, such as ceramics and glass. Implementation Timeline : The EU CBAM has already begun its transitional phase (October 1, 2023), requiring emissions reporting, with full financial enforcement starting in 2026. The UK CBAM, however, will take effect in 2027. What Can Businesses Do to Prepare? To limit exposure and ensure compliance with UK CBAM, businesses should take the following steps: Assess Supply Chains: Assess your exposure to UK CBAM by reviewing your suppliers to understand where imported products and materials are being manufactured and their carbon intensity. Identify other suppliers with lower-carbon intensities. Engage Key Suppliers: Work with your suppliers to encourage the adoption of low-carbon technologies and practices that will reduce the carbon intensity of manufactured materials. Consider switching suppliers and sourcing materials from UK-based companies that already comply with UK ETS, to reduce exposure. Comprehensive Emissions Reporting: Ensure you have sufficient emissions accounting and reporting practices in place, to minimise disruption caused by mandatory reporting. We recommend businesses understand their Scope 1, 2 & 3 emissions to identify high-impact activities and inefficiencies within their operations and their supply-chain. How We Can Help Cambridge Management Consulting is equipped with in-house sustainability experts through our sister-comp any, edenseven . edenseven is a sustainability consultancy with a proven track record in designing and delivering data-driven sustainability strategies. Our cloud-based carbon accounting and management platform, cero.earth , si mplifies compliance and reporting for businesses of all sizes. Why Choose cero.earth? Regulatory Compliance: Aligns with the Greenhouse Gas Protocol (Scope 1, 2 & 3) to ensure accurate and compliant carbon reporting. Expert Support: Backed by a team of analysts who guide you through the process, making compliance straightforward. Seamless Data Integration: Easily upload and export data in required formats with our integrated report building tools, for effortless reporting and disclosure. Enhanced Credibility: Track and disclose detailed emissions data to investors and stakeholders with confidence, ensuring enhanced credibility. Reduce Costs: cero.earth identi fies high emissions sources and inefficiencies within your operations and supply chain, enabling you to make informed decisions about where to implement impactful change, saving you cost with CBAM and ongoing operations. Net Zero Project Tracking: Design, implement and track your carbon-reduction projects and leverage our Net Zero Carbon (NZC) dashboard to visualise your pathway to Net Zero and set strategic carbon reduction targets. Flexible Packages: cero.earth of fers tailored packages to suit all businesses. For businesses seeking a hands-off experience, our Strategic package allows us to handle the entire carbon accounting and compliance process on your behalf, ensuring a seamless and fully managed approach, allowing you to focus on what you do best. Prepare Your Business for the Future With the UK CBAM on the horizon, businesses must take proactive steps to manage their carbon impact and ensure compliance. cero.earth by edenseven, on of the Cambridge Management Consulting family of companies, provides the tools and expertise needed to navigate these changes with ease. Click here to learn about Cambridge Management Consulting's full suite of sustainability services, and here to get in contact with edenseven to learn more about cero.earth .
Close up of public buildings with neon overlay
by Craig Cheney 12 February 2025
The UK’s Devolution White Paper represents a significant milestone in the evolution of local governance. By transferring greater powers and funding to regions, devolution has the potential to rebalance the economy, drive local innovation, and improve public services in ways that reflect regional needs. However, while the policy direction is clear, ensuring that devolution delivers on its promise will require focus, leadership, and a commitment to making it work in practice. The opportunity ahead is vast. With both new Combined Strategic Authorities (CSAs) and new Unitary Authorities (UAs) set to emerge, the challenge is not just about establishing new structures but about delivering real outcomes for people, businesses, and communities. To do this, leaders must prioritise three key areas: getting early decisions right, establishing strong partnerships, and moving beyond governance to delivery. The First 100 Days: Setting a Clear Direction For newly devolved regions, the early months are crucial. The way new Combined Authorities and Unitary Authorities establish themselves will determine their credibility and effectiveness in the years to come. Experience from existing devolution settlements suggests that success depends on: A strong, unified vision that aligns political, business, and community interests. Early investment in strategic priorities such as transport, skills, and business support. Clear governance and decision-making structures that enable action rather than bureaucracy. For new Combined Strategic Authorities, which will bring together multiple local councils under a regional governance model, the key challenge will be to establish strong relationships between constituent authorities and ensure that devolution delivers meaningful economic and social benefits. These authorities must act as catalysts for regional growth, shaping investment strategies and infrastructure development. Meanwhile, new Unitary Authorities, which will replace existing two-tier local government structures in some areas, face a different challenge: ensuring a smooth transition from district and county councils while maintaining service delivery. Early decisions on financial sustainability, workforce integration, and community engagement will be critical to their success. When these new authorities get these fundamentals right, they build public confidence, attract investment, and demonstrate the real benefits of devolution. The alternative—slow decision-making, fragmented priorities, or uncertainty—risks undermining the potential benefits before they can be realised. Beyond Structures: Delivering Growth and Public Value For devolution to succeed, it must be measured not by the governance arrangements it creates but by the impact it delivers. At its best, devolution can: Support economic rebalancing – allowing regions to shape their own growth strategies and attract investment tailored to local strengths. Improve public services – integrating health, transport, and housing policies in ways that work for local communities. Drive innovation and sustainability – empowering regions to lead on green growth, digital transformation, and new models of service delivery. However, turning these ambitions into reality requires expertise, collaboration, and a focus on delivery. It is essential to recognise that devolution is not a one-size-fits-all solution. Challenges and Pitfalls to Avoid Devolution must be tailored to local needs rather than driven by central government’s preferred model. As Councillor John Merry, Chair of Key Cities and Deputy Mayor of Salford, has noted, the government’s current approach to devolution, which often emphasises large unitary authorities as a prerequisite for greater powers, does not suit all areas. While a move towards larger authorities may improve efficiency in some regions, it risks overlooking the distinct economic and social needs of smaller urban areas. Local leaders must be actively involved in shaping devolution settlements to ensure they work in practice, not just on paper. Similarly, the County Councils Network (CCN) has warned that while local government reorganisation may be necessary in some areas to unlock more ambitious devolution deals, it must be evidence-based. They have raised concerns that breaking up county councils into smaller unitary authorities could create structures that lack the scale to drive economic growth or deliver major infrastructure projects effectively. This highlights the need for carefully considered and locally led approaches to reform.  Another critical risk is funding uncertainty. Many local leaders have welcomed devolution in principle but remain concerned that new authorities will be given responsibility without the long-term financial certainty needed to deliver real change. Without multi-year funding settlements and greater fiscal autonomy, there is a danger that new authorities will find themselves constrained by short-term financial pressures rather than empowered to drive transformation. The National Opportunity While much of the focus has been on how local areas can use devolution to their advantage, the opportunity is equally significant for the UK as a whole. A successful devolution agenda would mean: A stronger, more balanced economy where growth is not concentrated in London and the South East but driven by thriving regional economies. A more responsive state, with policies shaped closer to the people and businesses they affect. Greater trust in government, as local leaders demonstrate the ability to deliver tangible improvements. The next phase of devolution must be a shared national effort—where central government, regional leaders, businesses, and communities work together to ensure that this is not just a shift in structures but a real shift in power, funding, and impact. The UK stands at a crossroads. If devolution is done well, it has the potential to unlock one of the most significant economic and social transformations in a generation. The question is whether we will seize this opportunity or allow it to become another layer of bureaucracy. The choice, and the challenge, lies ahead.
A dense forest with a clearing and blue pool in the middle
by Pete Nisbet 5 February 2025
Why Strong Policy Matters When we look back over the first few years of this decade, there have been numerous environmental pledges, policies, and targets announced with great fanfare around the world. In the media, we constantly see images that affirm that history is being made: world leaders in rare agreement and lofty speeches behind podiums. In the meantime, the business sector has taken a deep, quiet breath. In most cases, companies have acted: starting their net-zero journey by recalibrating their operating models. It is clear that policy should lead to direct action. But legislation isn’t always contractual; sometimes policy can simply be guidance. Even then, under the influence of public pressure and media scrutiny, it can effectively steer customers and businesses in the right direction. Awareness of policy and the effects of ignoring it are also significant factors. If businesses respond slowly to this shift, it can have a material impact on the products and services that they provide, and even destabilise their long-term financial security. How to Create Momentum To create momentum, a policy needs to provide clear targets for all market participants to work toward. Secondly, depending on the market, a subsidy/support mechanism should be considered to stimulate customer participation and provide the right conditions for investors. We will look at both elements in a bit more detail: Targets and Plans Every target needs a business plan. However, you will struggle to make a realistic plan without knowing what the rules are—picking up the ball and throwing it in the net won’t get you very far in football. In this analogy, when I say ‘rules’ I am referring specifically to policy. Policy creates structure and gives the market guidance. This in turn creates the ability to grow from a solid foundation through investment. What makes a good or bad policy? With the introduction of each new policy there will be those who support it, those who hate it, and those who are in between. The simple key to a good policy is that it is clearly defined with a set of well-considered actions to complete. To achieve this outcome, policymakers should: Engage with the market : This is critical. The market participants, suppliers, consumers and relevant stakeholders live and breathe it on a daily basis. It is important to do more than just listen when creating the policy: make sure you are constantly responding to the market throughout its implementation to better understand when sensible adjustments are required. Timing and certainty : For any market and its participants, having a clear view of when polices will be introduced or changed gives the sector time to plan. Markets and investors hate surprises and uncertainty. If a policy creates shockwaves and continues to be short-term (due to ministerial change etc.), then investors will flee and find another market to work in. Larger participants, who can bring volume and real change to a market, need a clear reason to change. In some instances, these market leaders have been established for decades. Changing the rules creates uncertainty, and uncertainty reduces investment. Subsidy or Transitional Support In any new market ( such as green hydrogen ) or a new version of a market (such as the transition from ICE to EVs and boiler degasification ), there is a need to create momentum. In a nascent market, companies don't have a bottomless pit of finances to run R&D programmes, invest in potentially expensive equipment, or employ technical expertise. In a changing market, customers don’t have the ability to jump into a new environment when disposable income isn’t available. A lack of subsidy creates a huge barrier to entry for small dynamic and innovative businesses, who are often the ones who really challenge tradition and drive the necessary change into a market. Without subsidies, progress is difficult or impossible, as contracts are often short in duration. This means that businesses start on the back foot from day one. In short, cash flow is key. Transitional support is also instrumental for customers who need to make the ‘leap of faith’. It has become clear from recent experience that we need this support to create a national shift. Without it, only the wealthy can afford to make the necessary changes and not the wider population—and a large chunk of this demographic is necessary to move the needle in a material way. This has been evidenced in the renewables market in the UK over the last decade, where we have seen the benefit of subsidy-support in developing a market. This gave investors the confidence to invest, and businesses the confidence to build, amounting to a huge success. We should also expect some bumps in the road, as we saw with the Solar PV Feed in Tariff which was initially set too high and therefore too attractive to ignore. It led to a greater take up than envisaged by the government, which resulted in unplanned charges having to be absorbed by suppliers or passed onto end users. The silver lining, however, is that it put momentum into installation and has boosted the UK to rapidly decarbonise its grid ahead of a number of leading global nations. Stability and Support will Bring Change It is clear that the journey to net zero will be challenging for companies of all sizes, but it is also clear that we as a nation and global community will need to do this at pace. If we don’t create challenging timelines, then only a small proportion of the population will decarbonise. This means governments will need to make firm, long-term decisions which not all of the population will agree with. But, if the policies are good, and subsidy/transitional support mechanisms are put in place, momentum will increase and public perception will amplify those effects as more and more households and businesses report progress. Given these statements, it is clear that both consumers and markets need stable targets and continued support to reach ambitious and legally-binding net-zero goals. Our 4-Point Plan to Protect your Business against Policy Change In a politically unstable world, we must expect twists and turns on the route to net zero. As a supplier, innovator, or anyone who is trying to develop products, deliver services or enter new or evolving markets, there is need to prepare for sudden changes. To help, we have set out four steps that can be followed to navigate volatile policy: Be aware : Make sure as a business you are clearly aware of the detail behind any policy or subsidy that has an impact on you and your business. If you are short on knowledge, this is a clear risk to your business. As an individual responsible for policy or subsidy you will need to know these details to reassure senior stakeholders. As a business you will need to know these details for long-term planning and presenting to customers and investors. Engage with policy makers and industry think tanks : One of the key points we made above is that a good policy is one that has been developed by listening to the market. This doesn’t always happen; so, sometimes this means that the market itself needs to be proactive and talk to the policy makers in a coordinated manner. This might be through direct contact as an individual business, a group within the industry, or through a consultation process. Create a Plan B : If your business is solely dependent on the current policy or subsidy in place, then you clearly need to ask ‘What if’? A business plan needs to factor in changes to subsidy, term, and government, etc. By doing this you will be able to weather the storms and react quickly to change. Surprises can immediately derail a business and permanently damage its long-term viability. Having a Plan B may also produce opportunities that your competitors haven’t seen and are slow to react to. Continuously evaluate : Businesses are continually evolving and, as we’ve discussed, so are policies and subsidies. This means that continually reassessing scenarios, and the impact these changes can have, gives your business a first-mover advantage. We advise companies all the time about maintaining up-to-date management reporting to deploy net-zero strategies. This should be no different to your assessment of the impact of policy and subsidy changes. Summary We have outlined the role of policy in establishing clear goals and subsidising new markets, which encourages both the business sector and consumers to take critical decarbonisation actions. The journey to net-zero emissions is undeniably challenging, but with the right policy framework, both businesses and consumers can benefit in both the short- and long-term. The importance of continued support and stable targets to meet ambitious and legally binding net-zero objectives is vital to the future resilience of our economy and the confidence of our markets. A proactive and resilient approach to policy will allow businesses to adapt, react swiftly to changes and potentially discover opportunities missed by competitors. About edenseven edenseven is the sustainability-focussed sister-company of Cambridge Management Consulting. We work with businesses across all sectors in multiple regions to deliver robust and deliverable net-zero strategies. A cornerstone of any strategy’s success is an awareness of how changes in policy and subsidies can create both risks and opportunities for a business. If you are a business trying to enter a new market or evolving in an existing market and would like to learn more about how edenseven can support you, please get in touch with the team at edenseven at info@edenseven.co.uk or use the contact form below. Find out more about edenseven on their website: edenseven.co.uk
by Pete Nisbet 3 February 2025
In their 2020 report, the Climate Change Committee emphasised the importance of local authorities in national decarbonisation efforts and the UK’s journey to net zero. Quoting the capacity to impact roughly one third of UK emissions, the report highlighted the significant remit of local authorities, including local transport, social housing, and waste, as well as their influence over local businesses and communities. Unlike private entities and businesses – which also contribute significantly to UK emissions yet often exhibit limited willingness to respond* – local authorities have demonstrated a clear commitment to addressing climate change. Out of 394 local authorities, 327 have declared a climate emergency, with 114 setting net-zero targets and 280 developing actionable plans. This highlights the readiness of local authorities to act; however, translating this enthusiasm into meaningful outcomes requires clearer direction and support from central government. While the new government has shown a willingness to address these challenges, the reality is that news policies and funding mechanisms take time to develop and implement. Bridging this gap between ambition and action will be crucial to unlocking the full potential of local authorities in driving the UK’s net-zero agenda. One stand-out and wide-reaching solution to this is climate technology . With the ability to process data more effectively, identify problems faster, and test solutions virtually, technology provides an efficient, transformative vessel for decarbonisation and net zero strategies. In a recent survey, 40% of senior executives said they believe that digital technologies are already having a positive impact on their sustainability goals. And, with the ability to initiate significant carbon reductions across energy, materials, and mobility, and save money at the same time, climate tech has the potential to provide the public sector with the resources it needs toward net zero. *According to a recent analysis of the FTSE 250 conducted by our sustainability sister-company, edenseven, 41% of the FTSE 250 do not have a net zero target, and those who do have delayed it by an average of 13 months. Climate Technology According to a study by ICG, decarbonisation is accelerated in heavily digital economies, but with no risk or loss to finances. Between 2003 and 2019, the most digitalised economies in the EU reduced their greenhouse gases (GHGs) by 25%, while continuing to grow their economies by 30%. For comparison, the least digital economies reduced their GHGs by only 18%, and grew their economies by the same amount. Climate technology can be categorised under three main areas: Decision Making Technologies (such as Digital Twin, Artificial Intelligence, and Machine Learning) Enabling Technologies (Cloud, 5G, Blockchain, Augmented/Virtual Reality, etc.) And Sensing & Control Technologies (eg. Internet of Things, Drones & Imaging, and Automation & Robotics) In this article, we will discuss how each technology can be, and is being, specifically applied to climate strategies, and ultimately how these practices can be leveraged to benefit the Public Sector. Enabling Technologies By increasing efficiency, Enabling Technologies have the potential to accelerate decarbonisation with specific applications in the energy sector. For example, in a study by the World Economic Forum which placed the impact of digital technologies at a reduction of 8% on GHGs by 2050, they named 5G as a boost to energy efficiency in highly networked environments. Similarly, blockchain technologies promote circularity, transparency, and security, all of which can be used to track carbon emissions within an organisation. This is particularly unique for its ability to measure Scope 3 emissions including the supply chain, which are notoriously difficult to monitor as they are indirect emissions, as opposed to Scopes 1 and 2 which are associated directly with an organisation’s operations. Cloud technology also has numerous applications in climate endeavours, including grid management, smart meters, asset planning tools, solar propensity modelling, and methane tracking. Sensing Technologies Sensing technologies such as Internet of Things (IoT)-enabled sensors, imaging, and geolocation have the capacity to support climate strategies through their ability to gather real-time data and drive decision-making. Specifically, this has applications in the transport industry, improving route optimisation and decreasing emissions across both rail and road. Decision Making Technologies As useful and beneficial as all of these technologies are for accelerating sustainability strategies, their efficacy is predicated on beginning with a strong foundation. One particularly prevalent technology which can provide this comes in the form of the decision-making technology, Artificial Intelligence (AI). According to a collaborative study by the World Economic Forum and Accenture, AI alone has the potential the reduce global GHG emissions by 4% by 2030. Even greater, CapGemini places the figure at 16% for AI’s climate potential across multiple sectors. This is due to the substantial boost in efficiency that AI provides when integrated into a business or organisation. This is universal regardless of sector or industry, however it poses the most significant environmental benefit to energy-intensive systems, allowing them to limit their emissions by reducing the energy required to complete their operations. The most pressing example of this is the manufacturing industry, which can employ AI in order to propel the efficacy of their process optimisation and model production lines, as well as using Machine Learning (ML) to streamline demand forecasting. However, the efficacy of AI, ML, and other decision-making technology depends upon robust data. Between identifying and tracing source materials, optimising routes, and enhancing efficiency, access to clear and solid data is crucial for building streamlined solutions and a direct path to net zero. Though not wholly reliant on AI, one example of this data-intuiting technology is cero.earth, the in-house carbon accounting and management platform from edenseven which is been funded by InnovateUK as one of their seven flagship ‘net zero living programmes’. Dynamic and intuitive, and designed to work specifically in the public sector, cero.earth gathers holistic data across all three Scopes of emissions in order to provide an organisation with actionable outcomes to propel them toward net zero. This provides the entity with the ability to track their progress and easily report developments to stakeholders, providing complete control over their climate journey. Thus, cero.earth is the optimal starting point for organisations to understand their current position, future opportunities, and roadmap to net zero. Decarbonising the Public Sector Through the combined benefits outlined in this article of transparency, efficiency, and clarity, climate technology has the potential to provide the direction toward net zero that the public sector could benefit from. In particular, climate tech has attractive applications across major emission areas including transport, waste, and infrastructure: Transport: As well as the aforementioned ability of sensing technologies to benefit route optimisation in local rail and road networks, there are already numerous examples of transport technology with sustainable benefits such as electric vehicle charging and energy management. Buildings: In buildings, it is easy to initiate decarbonisation through better controls such as thermostats, air quality monitoring, and smart parking. Waste: Forecasting technologies like AI and ML can support public sector bodies to reduce waste by providing an overview of resources and accurately projecting their usage. Furthermore, technology can improve the energy efficiency of other public sector organisations such as healthcare. In a survey conducted by Bain & Company, healthcare companies were asked which technological application they had trialled in the previous three years (as of 2022). Innovative solutions included the use of big data to improve medical R&D, digital interfaces for electronic records and telecare, and integrating centralised information on healthcare providers, drugs, and treatments. All of these improve efficiency, and ergo reduce emissions. The Responsibility of the Public Sector The public sector also has a part to play itself in improving access and innovation to these technologies, in order to increase their availability and applications to its industries and operations. The World Economic Forum highlighted three ways in which the public sector can bolster climate investment, namely the use of incentives to drive activity from technology suppliers and financial investors; create longer-term certainty through regulatory support, providing security for technology companies to develop their solutions; and set better standards to credentialise green products and services. These objectives are particularly prescient for those technologies which present a double-edged sword to sustainable initiatives. For example, though Enabling Technologies such as data centres, as explained earlier in this article, have the potential to boost efficiency within highly networked areas of the public sector, they also come with their own climate considerations. As of 2022, data centres account for 1% of the world’s electricity consumption, and 0.5% of CO2 emissions, figures which are more concentrated when analysing Europe in isolation, where a 2020 EU Commission Study revealed that data centres use 2.7% of the continent’s electricity demand, expected to reach 3.2% by the end of 2030 if they continue at the current rate. This is not the end of the story, however, as technological innovations are being accelerated to offset this carbon contribution. Namely, the replacement of liquid cooling with air cooling provides a much more sustainable alternative to maintaining the efficiency of data centres, which relies on them not overheating. Air cooling leverages variable-speed fans which can run at reduced speeds to match a reduced cooling requirement; paired with strategic containment, this can create ‘hot’ and ‘cold’ aisles that produce a tailored thermal profile and ensure efficient cooling. Though the growth and application of technologies such as these is largely dependent on bigger organisations, the public sector can still play its part by spurring and motivating the momentum of their development. Financial Benefits to the Public Sector The public sector itself also has numerous financial benefits to expect from increased sustainable investment, particularly in climate tech. As aforementioned, a study by ICG revealed that digital economies are able to reduce their GHGs by 25%, while increasing their economies by 30%. A report from the Institute of Local Government provided insight into these benefits, highlighting the role of technology as a crucial component: Energy Efficiency: The Institute listed the replacement of outdated lighting fixtures in streetlights with more energy efficient LED bulbs as a quick way to save money, as well as improving street safety. This is heightened in combination with sensing technologies, such as motion detectors and dimmers. The City of Sacramento, for example, has been able to save an average of $302,800 annually through this change. Transportation: Encouraging and facilitating the use of sustainable transport options comes with the economic benefits of conserving fuel and cutting fuel costs, reducing the health impacts of air and water pollution – and ergo saving on healthcare costs – and reducing traffic congestion, making streets safer for pedestrians and transit users alike. Overall, increasing efficiency and sustainability through climate tech means that less funding has to be allocated to considerations such as the cost of water, energy, and infrastructure development and maintenance. These savings can then be reinvested into more targeted initiatives which in themselves can spur economic and environmental development, as well as increasing financial stability. An increased priority and emphasis on sustainability also has the economic benefit of producing green jobs. Defined as any job which ‘contribute[s] to preserving or restoring the environment and our planet’, green jobs go hand-in-hand with the introduction of climate tech, including environmental technicians, wind turbine or solar panel technicians, green construction managers, and nuclear engineers, to name a few. The Role of Cities In particular, cities are public sector bodies equipped with the potential to create an immense environmental impact. In a TedTalk from Marvin Rees, on the Board of Directors for Cambridge Management Consulting, he explains that, despite occupying less than 3% of the earth’s land surface, cities are home to around 55% of the world’s population, are responsible for around 75% of CO2 emissions, as well as being prodigious emitters of nitrogen dioxide and methane, and consume 80% of the world’s energy. However, Marvin explains, due to their reach, size, density, close proximity to leadership, adaptability, and capacity for reinvention, they have a vast capacity to manage those statistics. Attributing much of this potential directly to technological innovation, Marvin lists several of the technologies outlined in this article as being particularly accessible to cities: their population density makes public transport more accessible and cost effective, renewable investment is more financially attractive in large-scale markets, and the heightened presence of a circular economy brings greater benefits to waste management and recycling, in which goods are reused, and unavoidable waste such as food waste can be processed, for example as fertiliser. Providing inspiration from a global perspective, Marvin names technological examples from around the world: Malmö: Malmö has developed a heat network that is fed by heat generated by processed waste; they intend to be 100% powered by renewable or recycled heat by 2030. Oslo: Oslo is subsidising electric vehicles and charging points, as well as introducing a circular waste management system and the purchase of a biogas plant. Bogota: Bogota has introduced a bus rapid transit system and have one of the largest fleets of electric buses in Latin America. Innovations such as these are especially concentrated in Smart Cities, defined as cities which leverage information and communication technology to improve operational efficiency with the twin aims of improving economic growth and quality of life. As such, one of their most prescient objectives is environmental and sustainable development. Conclusion As this article has outlined, the only thing decelerating the public sector on its journey to net zero is a lack of direction, clarity, and security – technology has the potential to bridge this gap by providing transparency and efficiency. Through the differing and wide-reaching applications of foundational, decision making, enabling, and sensing and control technologies, the public sector can decarbonise across numerous emission-contributing factors. While it is worth noting that the technologies listed throughout this article do not in themselves offer a one-size-fits-all approach, their numerous benefits and uses at least contribute greatly to developing the framework for a coordinated approach. Furthermore, they also possess incredibly financial and economic benefits to public sector entities, increasing employment through the availability of green jobs, as well as saving money through efficiency which can be reallocated to other initiatives. For more information on the power of climate technologies such as cero.earth, visit the website for our sister-company, edenseven, here: https://www.edenseven.co.uk/cero-earth For guidance on how to navigate the public sector, contact Craig Cheney, Managing Partner, here: https://www.cambridgemc.com/people/craig-cheney
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by Doug McCauley 14 February 2025
In 2023, the UK Government announced plans to introduce a carbon border tax from 2027, known as the UK Carbon Border Adjustment Mechanism (UK CBAM). This policy aims to prevent carbon leakage (the practice of shifting emissions-intensive production to countries with weaker climate policies) by ensuring that imported goods are subject to a comparable carbon price as those produced domestically under the UK Emissions Trading Scheme (UK ETS). Ultimately, the goal is to drive global reductions in industrial emissions and support the transition to a low-carbon economy. What is the UK CBAM? The UK CBAM will apply to imported goods in emissions-intensive industries. Starting in 2027, businesses importing iron, steel, aluminium, ceramics, cement, fertilisers, glass and hydrogen into the UK will be required to: Mandatory Disclosures: Submit reports detailing the carbon emissions embedded in their products (embodied carbon). The UK CBAM will require reporting to detail the Scope 1 (direct emissions from production), Scope 2 (indirect emissions from purchased electricity), and select precursor product emissions embodied in imported products. Levy Payments: Pay a levy based on the carbon pricing of the exporting country. If the exporting country has little to no carbon pricing, UK importers will be subject to a higher tax rate. This initiative encourages businesses to source materials from suppliers with strong carbon policies, incentivising sustainable production methods. How Will it Work? The UK CBAM will require importers to report and pay for the emissions embedded in their products at the UK ETS carbon price. If a foreign producer has already paid a carbon price in the country of manufacture, this may be deducted from the payment charge under UK CBAM to avoid double taxation. The UK Government has proposed to have four accounting periods per year to align with the standard practices used by other taxes. How Does the UK CBAM Differ from the EU CBAM? While both mechanisms share the same overarching objectives, there are key differences: Scope of Products : The EU CBAM applies to cement, iron, steel, aluminium, fertilisers, electricity, and hydrogen, whereas the UK CBAM excludes electricity imports but also applies to additional products, such as ceramics and glass. Implementation Timeline : The EU CBAM has already begun its transitional phase (October 1, 2023), requiring emissions reporting, with full financial enforcement starting in 2026. The UK CBAM, however, will take effect in 2027. What Can Businesses Do to Prepare? To limit exposure and ensure compliance with UK CBAM, businesses should take the following steps: Assess Supply Chains: Assess your exposure to UK CBAM by reviewing your suppliers to understand where imported products and materials are being manufactured and their carbon intensity. Identify other suppliers with lower-carbon intensities. Engage Key Suppliers: Work with your suppliers to encourage the adoption of low-carbon technologies and practices that will reduce the carbon intensity of manufactured materials. Consider switching suppliers and sourcing materials from UK-based companies that already comply with UK ETS, to reduce exposure. Comprehensive Emissions Reporting: Ensure you have sufficient emissions accounting and reporting practices in place, to minimise disruption caused by mandatory reporting. We recommend businesses understand their Scope 1, 2 & 3 emissions to identify high-impact activities and inefficiencies within their operations and their supply-chain. How We Can Help Cambridge Management Consulting is equipped with in-house sustainability experts through our sister-comp any, edenseven . edenseven is a sustainability consultancy with a proven track record in designing and delivering data-driven sustainability strategies. Our cloud-based carbon accounting and management platform, cero.earth , si mplifies compliance and reporting for businesses of all sizes. Why Choose cero.earth? Regulatory Compliance: Aligns with the Greenhouse Gas Protocol (Scope 1, 2 & 3) to ensure accurate and compliant carbon reporting. Expert Support: Backed by a team of analysts who guide you through the process, making compliance straightforward. Seamless Data Integration: Easily upload and export data in required formats with our integrated report building tools, for effortless reporting and disclosure. Enhanced Credibility: Track and disclose detailed emissions data to investors and stakeholders with confidence, ensuring enhanced credibility. Reduce Costs: cero.earth identi fies high emissions sources and inefficiencies within your operations and supply chain, enabling you to make informed decisions about where to implement impactful change, saving you cost with CBAM and ongoing operations. Net Zero Project Tracking: Design, implement and track your carbon-reduction projects and leverage our Net Zero Carbon (NZC) dashboard to visualise your pathway to Net Zero and set strategic carbon reduction targets. Flexible Packages: cero.earth of fers tailored packages to suit all businesses. For businesses seeking a hands-off experience, our Strategic package allows us to handle the entire carbon accounting and compliance process on your behalf, ensuring a seamless and fully managed approach, allowing you to focus on what you do best. Prepare Your Business for the Future With the UK CBAM on the horizon, businesses must take proactive steps to manage their carbon impact and ensure compliance. cero.earth by edenseven, on of the Cambridge Management Consulting family of companies, provides the tools and expertise needed to navigate these changes with ease. Click here to learn about Cambridge Management Consulting's full suite of sustainability services, and here to get in contact with edenseven to learn more about cero.earth .
Close up of public buildings with neon overlay
by Craig Cheney 12 February 2025
The UK’s Devolution White Paper represents a significant milestone in the evolution of local governance. By transferring greater powers and funding to regions, devolution has the potential to rebalance the economy, drive local innovation, and improve public services in ways that reflect regional needs. However, while the policy direction is clear, ensuring that devolution delivers on its promise will require focus, leadership, and a commitment to making it work in practice. The opportunity ahead is vast. With both new Combined Strategic Authorities (CSAs) and new Unitary Authorities (UAs) set to emerge, the challenge is not just about establishing new structures but about delivering real outcomes for people, businesses, and communities. To do this, leaders must prioritise three key areas: getting early decisions right, establishing strong partnerships, and moving beyond governance to delivery. The First 100 Days: Setting a Clear Direction For newly devolved regions, the early months are crucial. The way new Combined Authorities and Unitary Authorities establish themselves will determine their credibility and effectiveness in the years to come. Experience from existing devolution settlements suggests that success depends on: A strong, unified vision that aligns political, business, and community interests. Early investment in strategic priorities such as transport, skills, and business support. Clear governance and decision-making structures that enable action rather than bureaucracy. For new Combined Strategic Authorities, which will bring together multiple local councils under a regional governance model, the key challenge will be to establish strong relationships between constituent authorities and ensure that devolution delivers meaningful economic and social benefits. These authorities must act as catalysts for regional growth, shaping investment strategies and infrastructure development. Meanwhile, new Unitary Authorities, which will replace existing two-tier local government structures in some areas, face a different challenge: ensuring a smooth transition from district and county councils while maintaining service delivery. Early decisions on financial sustainability, workforce integration, and community engagement will be critical to their success. When these new authorities get these fundamentals right, they build public confidence, attract investment, and demonstrate the real benefits of devolution. The alternative—slow decision-making, fragmented priorities, or uncertainty—risks undermining the potential benefits before they can be realised. Beyond Structures: Delivering Growth and Public Value For devolution to succeed, it must be measured not by the governance arrangements it creates but by the impact it delivers. At its best, devolution can: Support economic rebalancing – allowing regions to shape their own growth strategies and attract investment tailored to local strengths. Improve public services – integrating health, transport, and housing policies in ways that work for local communities. Drive innovation and sustainability – empowering regions to lead on green growth, digital transformation, and new models of service delivery. However, turning these ambitions into reality requires expertise, collaboration, and a focus on delivery. It is essential to recognise that devolution is not a one-size-fits-all solution. Challenges and Pitfalls to Avoid Devolution must be tailored to local needs rather than driven by central government’s preferred model. As Councillor John Merry, Chair of Key Cities and Deputy Mayor of Salford, has noted, the government’s current approach to devolution, which often emphasises large unitary authorities as a prerequisite for greater powers, does not suit all areas. While a move towards larger authorities may improve efficiency in some regions, it risks overlooking the distinct economic and social needs of smaller urban areas. Local leaders must be actively involved in shaping devolution settlements to ensure they work in practice, not just on paper. Similarly, the County Councils Network (CCN) has warned that while local government reorganisation may be necessary in some areas to unlock more ambitious devolution deals, it must be evidence-based. They have raised concerns that breaking up county councils into smaller unitary authorities could create structures that lack the scale to drive economic growth or deliver major infrastructure projects effectively. This highlights the need for carefully considered and locally led approaches to reform.  Another critical risk is funding uncertainty. Many local leaders have welcomed devolution in principle but remain concerned that new authorities will be given responsibility without the long-term financial certainty needed to deliver real change. Without multi-year funding settlements and greater fiscal autonomy, there is a danger that new authorities will find themselves constrained by short-term financial pressures rather than empowered to drive transformation. The National Opportunity While much of the focus has been on how local areas can use devolution to their advantage, the opportunity is equally significant for the UK as a whole. A successful devolution agenda would mean: A stronger, more balanced economy where growth is not concentrated in London and the South East but driven by thriving regional economies. A more responsive state, with policies shaped closer to the people and businesses they affect. Greater trust in government, as local leaders demonstrate the ability to deliver tangible improvements. The next phase of devolution must be a shared national effort—where central government, regional leaders, businesses, and communities work together to ensure that this is not just a shift in structures but a real shift in power, funding, and impact. The UK stands at a crossroads. If devolution is done well, it has the potential to unlock one of the most significant economic and social transformations in a generation. The question is whether we will seize this opportunity or allow it to become another layer of bureaucracy. The choice, and the challenge, lies ahead.
A dense forest with a clearing and blue pool in the middle
by Pete Nisbet 5 February 2025
Why Strong Policy Matters When we look back over the first few years of this decade, there have been numerous environmental pledges, policies, and targets announced with great fanfare around the world. In the media, we constantly see images that affirm that history is being made: world leaders in rare agreement and lofty speeches behind podiums. In the meantime, the business sector has taken a deep, quiet breath. In most cases, companies have acted: starting their net-zero journey by recalibrating their operating models. It is clear that policy should lead to direct action. But legislation isn’t always contractual; sometimes policy can simply be guidance. Even then, under the influence of public pressure and media scrutiny, it can effectively steer customers and businesses in the right direction. Awareness of policy and the effects of ignoring it are also significant factors. If businesses respond slowly to this shift, it can have a material impact on the products and services that they provide, and even destabilise their long-term financial security. How to Create Momentum To create momentum, a policy needs to provide clear targets for all market participants to work toward. Secondly, depending on the market, a subsidy/support mechanism should be considered to stimulate customer participation and provide the right conditions for investors. We will look at both elements in a bit more detail: Targets and Plans Every target needs a business plan. However, you will struggle to make a realistic plan without knowing what the rules are—picking up the ball and throwing it in the net won’t get you very far in football. In this analogy, when I say ‘rules’ I am referring specifically to policy. Policy creates structure and gives the market guidance. This in turn creates the ability to grow from a solid foundation through investment. What makes a good or bad policy? With the introduction of each new policy there will be those who support it, those who hate it, and those who are in between. The simple key to a good policy is that it is clearly defined with a set of well-considered actions to complete. To achieve this outcome, policymakers should: Engage with the market : This is critical. The market participants, suppliers, consumers and relevant stakeholders live and breathe it on a daily basis. It is important to do more than just listen when creating the policy: make sure you are constantly responding to the market throughout its implementation to better understand when sensible adjustments are required. Timing and certainty : For any market and its participants, having a clear view of when polices will be introduced or changed gives the sector time to plan. Markets and investors hate surprises and uncertainty. If a policy creates shockwaves and continues to be short-term (due to ministerial change etc.), then investors will flee and find another market to work in. Larger participants, who can bring volume and real change to a market, need a clear reason to change. In some instances, these market leaders have been established for decades. Changing the rules creates uncertainty, and uncertainty reduces investment. Subsidy or Transitional Support In any new market ( such as green hydrogen ) or a new version of a market (such as the transition from ICE to EVs and boiler degasification ), there is a need to create momentum. In a nascent market, companies don't have a bottomless pit of finances to run R&D programmes, invest in potentially expensive equipment, or employ technical expertise. In a changing market, customers don’t have the ability to jump into a new environment when disposable income isn’t available. A lack of subsidy creates a huge barrier to entry for small dynamic and innovative businesses, who are often the ones who really challenge tradition and drive the necessary change into a market. Without subsidies, progress is difficult or impossible, as contracts are often short in duration. This means that businesses start on the back foot from day one. In short, cash flow is key. Transitional support is also instrumental for customers who need to make the ‘leap of faith’. It has become clear from recent experience that we need this support to create a national shift. Without it, only the wealthy can afford to make the necessary changes and not the wider population—and a large chunk of this demographic is necessary to move the needle in a material way. This has been evidenced in the renewables market in the UK over the last decade, where we have seen the benefit of subsidy-support in developing a market. This gave investors the confidence to invest, and businesses the confidence to build, amounting to a huge success. We should also expect some bumps in the road, as we saw with the Solar PV Feed in Tariff which was initially set too high and therefore too attractive to ignore. It led to a greater take up than envisaged by the government, which resulted in unplanned charges having to be absorbed by suppliers or passed onto end users. The silver lining, however, is that it put momentum into installation and has boosted the UK to rapidly decarbonise its grid ahead of a number of leading global nations. Stability and Support will Bring Change It is clear that the journey to net zero will be challenging for companies of all sizes, but it is also clear that we as a nation and global community will need to do this at pace. If we don’t create challenging timelines, then only a small proportion of the population will decarbonise. This means governments will need to make firm, long-term decisions which not all of the population will agree with. But, if the policies are good, and subsidy/transitional support mechanisms are put in place, momentum will increase and public perception will amplify those effects as more and more households and businesses report progress. Given these statements, it is clear that both consumers and markets need stable targets and continued support to reach ambitious and legally-binding net-zero goals. Our 4-Point Plan to Protect your Business against Policy Change In a politically unstable world, we must expect twists and turns on the route to net zero. As a supplier, innovator, or anyone who is trying to develop products, deliver services or enter new or evolving markets, there is need to prepare for sudden changes. To help, we have set out four steps that can be followed to navigate volatile policy: Be aware : Make sure as a business you are clearly aware of the detail behind any policy or subsidy that has an impact on you and your business. If you are short on knowledge, this is a clear risk to your business. As an individual responsible for policy or subsidy you will need to know these details to reassure senior stakeholders. As a business you will need to know these details for long-term planning and presenting to customers and investors. Engage with policy makers and industry think tanks : One of the key points we made above is that a good policy is one that has been developed by listening to the market. This doesn’t always happen; so, sometimes this means that the market itself needs to be proactive and talk to the policy makers in a coordinated manner. This might be through direct contact as an individual business, a group within the industry, or through a consultation process. Create a Plan B : If your business is solely dependent on the current policy or subsidy in place, then you clearly need to ask ‘What if’? A business plan needs to factor in changes to subsidy, term, and government, etc. By doing this you will be able to weather the storms and react quickly to change. Surprises can immediately derail a business and permanently damage its long-term viability. Having a Plan B may also produce opportunities that your competitors haven’t seen and are slow to react to. Continuously evaluate : Businesses are continually evolving and, as we’ve discussed, so are policies and subsidies. This means that continually reassessing scenarios, and the impact these changes can have, gives your business a first-mover advantage. We advise companies all the time about maintaining up-to-date management reporting to deploy net-zero strategies. This should be no different to your assessment of the impact of policy and subsidy changes. Summary We have outlined the role of policy in establishing clear goals and subsidising new markets, which encourages both the business sector and consumers to take critical decarbonisation actions. The journey to net-zero emissions is undeniably challenging, but with the right policy framework, both businesses and consumers can benefit in both the short- and long-term. The importance of continued support and stable targets to meet ambitious and legally binding net-zero objectives is vital to the future resilience of our economy and the confidence of our markets. A proactive and resilient approach to policy will allow businesses to adapt, react swiftly to changes and potentially discover opportunities missed by competitors. About edenseven edenseven is the sustainability-focussed sister-company of Cambridge Management Consulting. We work with businesses across all sectors in multiple regions to deliver robust and deliverable net-zero strategies. A cornerstone of any strategy’s success is an awareness of how changes in policy and subsidies can create both risks and opportunities for a business. If you are a business trying to enter a new market or evolving in an existing market and would like to learn more about how edenseven can support you, please get in touch with the team at edenseven at info@edenseven.co.uk or use the contact form below. Find out more about edenseven on their website: edenseven.co.uk
by Pete Nisbet 3 February 2025
In their 2020 report, the Climate Change Committee emphasised the importance of local authorities in national decarbonisation efforts and the UK’s journey to net zero. Quoting the capacity to impact roughly one third of UK emissions, the report highlighted the significant remit of local authorities, including local transport, social housing, and waste, as well as their influence over local businesses and communities. Unlike private entities and businesses – which also contribute significantly to UK emissions yet often exhibit limited willingness to respond* – local authorities have demonstrated a clear commitment to addressing climate change. Out of 394 local authorities, 327 have declared a climate emergency, with 114 setting net-zero targets and 280 developing actionable plans. This highlights the readiness of local authorities to act; however, translating this enthusiasm into meaningful outcomes requires clearer direction and support from central government. While the new government has shown a willingness to address these challenges, the reality is that news policies and funding mechanisms take time to develop and implement. Bridging this gap between ambition and action will be crucial to unlocking the full potential of local authorities in driving the UK’s net-zero agenda. One stand-out and wide-reaching solution to this is climate technology . With the ability to process data more effectively, identify problems faster, and test solutions virtually, technology provides an efficient, transformative vessel for decarbonisation and net zero strategies. In a recent survey, 40% of senior executives said they believe that digital technologies are already having a positive impact on their sustainability goals. And, with the ability to initiate significant carbon reductions across energy, materials, and mobility, and save money at the same time, climate tech has the potential to provide the public sector with the resources it needs toward net zero. *According to a recent analysis of the FTSE 250 conducted by our sustainability sister-company, edenseven, 41% of the FTSE 250 do not have a net zero target, and those who do have delayed it by an average of 13 months. Climate Technology According to a study by ICG, decarbonisation is accelerated in heavily digital economies, but with no risk or loss to finances. Between 2003 and 2019, the most digitalised economies in the EU reduced their greenhouse gases (GHGs) by 25%, while continuing to grow their economies by 30%. For comparison, the least digital economies reduced their GHGs by only 18%, and grew their economies by the same amount. Climate technology can be categorised under three main areas: Decision Making Technologies (such as Digital Twin, Artificial Intelligence, and Machine Learning) Enabling Technologies (Cloud, 5G, Blockchain, Augmented/Virtual Reality, etc.) And Sensing & Control Technologies (eg. Internet of Things, Drones & Imaging, and Automation & Robotics) In this article, we will discuss how each technology can be, and is being, specifically applied to climate strategies, and ultimately how these practices can be leveraged to benefit the Public Sector. Enabling Technologies By increasing efficiency, Enabling Technologies have the potential to accelerate decarbonisation with specific applications in the energy sector. For example, in a study by the World Economic Forum which placed the impact of digital technologies at a reduction of 8% on GHGs by 2050, they named 5G as a boost to energy efficiency in highly networked environments. Similarly, blockchain technologies promote circularity, transparency, and security, all of which can be used to track carbon emissions within an organisation. This is particularly unique for its ability to measure Scope 3 emissions including the supply chain, which are notoriously difficult to monitor as they are indirect emissions, as opposed to Scopes 1 and 2 which are associated directly with an organisation’s operations. Cloud technology also has numerous applications in climate endeavours, including grid management, smart meters, asset planning tools, solar propensity modelling, and methane tracking. Sensing Technologies Sensing technologies such as Internet of Things (IoT)-enabled sensors, imaging, and geolocation have the capacity to support climate strategies through their ability to gather real-time data and drive decision-making. Specifically, this has applications in the transport industry, improving route optimisation and decreasing emissions across both rail and road. Decision Making Technologies As useful and beneficial as all of these technologies are for accelerating sustainability strategies, their efficacy is predicated on beginning with a strong foundation. One particularly prevalent technology which can provide this comes in the form of the decision-making technology, Artificial Intelligence (AI). According to a collaborative study by the World Economic Forum and Accenture, AI alone has the potential the reduce global GHG emissions by 4% by 2030. Even greater, CapGemini places the figure at 16% for AI’s climate potential across multiple sectors. This is due to the substantial boost in efficiency that AI provides when integrated into a business or organisation. This is universal regardless of sector or industry, however it poses the most significant environmental benefit to energy-intensive systems, allowing them to limit their emissions by reducing the energy required to complete their operations. The most pressing example of this is the manufacturing industry, which can employ AI in order to propel the efficacy of their process optimisation and model production lines, as well as using Machine Learning (ML) to streamline demand forecasting. However, the efficacy of AI, ML, and other decision-making technology depends upon robust data. Between identifying and tracing source materials, optimising routes, and enhancing efficiency, access to clear and solid data is crucial for building streamlined solutions and a direct path to net zero. Though not wholly reliant on AI, one example of this data-intuiting technology is cero.earth, the in-house carbon accounting and management platform from edenseven which is been funded by InnovateUK as one of their seven flagship ‘net zero living programmes’. Dynamic and intuitive, and designed to work specifically in the public sector, cero.earth gathers holistic data across all three Scopes of emissions in order to provide an organisation with actionable outcomes to propel them toward net zero. This provides the entity with the ability to track their progress and easily report developments to stakeholders, providing complete control over their climate journey. Thus, cero.earth is the optimal starting point for organisations to understand their current position, future opportunities, and roadmap to net zero. Decarbonising the Public Sector Through the combined benefits outlined in this article of transparency, efficiency, and clarity, climate technology has the potential to provide the direction toward net zero that the public sector could benefit from. In particular, climate tech has attractive applications across major emission areas including transport, waste, and infrastructure: Transport: As well as the aforementioned ability of sensing technologies to benefit route optimisation in local rail and road networks, there are already numerous examples of transport technology with sustainable benefits such as electric vehicle charging and energy management. Buildings: In buildings, it is easy to initiate decarbonisation through better controls such as thermostats, air quality monitoring, and smart parking. Waste: Forecasting technologies like AI and ML can support public sector bodies to reduce waste by providing an overview of resources and accurately projecting their usage. Furthermore, technology can improve the energy efficiency of other public sector organisations such as healthcare. In a survey conducted by Bain & Company, healthcare companies were asked which technological application they had trialled in the previous three years (as of 2022). Innovative solutions included the use of big data to improve medical R&D, digital interfaces for electronic records and telecare, and integrating centralised information on healthcare providers, drugs, and treatments. All of these improve efficiency, and ergo reduce emissions. The Responsibility of the Public Sector The public sector also has a part to play itself in improving access and innovation to these technologies, in order to increase their availability and applications to its industries and operations. The World Economic Forum highlighted three ways in which the public sector can bolster climate investment, namely the use of incentives to drive activity from technology suppliers and financial investors; create longer-term certainty through regulatory support, providing security for technology companies to develop their solutions; and set better standards to credentialise green products and services. These objectives are particularly prescient for those technologies which present a double-edged sword to sustainable initiatives. For example, though Enabling Technologies such as data centres, as explained earlier in this article, have the potential to boost efficiency within highly networked areas of the public sector, they also come with their own climate considerations. As of 2022, data centres account for 1% of the world’s electricity consumption, and 0.5% of CO2 emissions, figures which are more concentrated when analysing Europe in isolation, where a 2020 EU Commission Study revealed that data centres use 2.7% of the continent’s electricity demand, expected to reach 3.2% by the end of 2030 if they continue at the current rate. This is not the end of the story, however, as technological innovations are being accelerated to offset this carbon contribution. Namely, the replacement of liquid cooling with air cooling provides a much more sustainable alternative to maintaining the efficiency of data centres, which relies on them not overheating. Air cooling leverages variable-speed fans which can run at reduced speeds to match a reduced cooling requirement; paired with strategic containment, this can create ‘hot’ and ‘cold’ aisles that produce a tailored thermal profile and ensure efficient cooling. Though the growth and application of technologies such as these is largely dependent on bigger organisations, the public sector can still play its part by spurring and motivating the momentum of their development. Financial Benefits to the Public Sector The public sector itself also has numerous financial benefits to expect from increased sustainable investment, particularly in climate tech. As aforementioned, a study by ICG revealed that digital economies are able to reduce their GHGs by 25%, while increasing their economies by 30%. A report from the Institute of Local Government provided insight into these benefits, highlighting the role of technology as a crucial component: Energy Efficiency: The Institute listed the replacement of outdated lighting fixtures in streetlights with more energy efficient LED bulbs as a quick way to save money, as well as improving street safety. This is heightened in combination with sensing technologies, such as motion detectors and dimmers. The City of Sacramento, for example, has been able to save an average of $302,800 annually through this change. Transportation: Encouraging and facilitating the use of sustainable transport options comes with the economic benefits of conserving fuel and cutting fuel costs, reducing the health impacts of air and water pollution – and ergo saving on healthcare costs – and reducing traffic congestion, making streets safer for pedestrians and transit users alike. Overall, increasing efficiency and sustainability through climate tech means that less funding has to be allocated to considerations such as the cost of water, energy, and infrastructure development and maintenance. These savings can then be reinvested into more targeted initiatives which in themselves can spur economic and environmental development, as well as increasing financial stability. An increased priority and emphasis on sustainability also has the economic benefit of producing green jobs. Defined as any job which ‘contribute[s] to preserving or restoring the environment and our planet’, green jobs go hand-in-hand with the introduction of climate tech, including environmental technicians, wind turbine or solar panel technicians, green construction managers, and nuclear engineers, to name a few. The Role of Cities In particular, cities are public sector bodies equipped with the potential to create an immense environmental impact. In a TedTalk from Marvin Rees, on the Board of Directors for Cambridge Management Consulting, he explains that, despite occupying less than 3% of the earth’s land surface, cities are home to around 55% of the world’s population, are responsible for around 75% of CO2 emissions, as well as being prodigious emitters of nitrogen dioxide and methane, and consume 80% of the world’s energy. However, Marvin explains, due to their reach, size, density, close proximity to leadership, adaptability, and capacity for reinvention, they have a vast capacity to manage those statistics. Attributing much of this potential directly to technological innovation, Marvin lists several of the technologies outlined in this article as being particularly accessible to cities: their population density makes public transport more accessible and cost effective, renewable investment is more financially attractive in large-scale markets, and the heightened presence of a circular economy brings greater benefits to waste management and recycling, in which goods are reused, and unavoidable waste such as food waste can be processed, for example as fertiliser. Providing inspiration from a global perspective, Marvin names technological examples from around the world: Malmö: Malmö has developed a heat network that is fed by heat generated by processed waste; they intend to be 100% powered by renewable or recycled heat by 2030. Oslo: Oslo is subsidising electric vehicles and charging points, as well as introducing a circular waste management system and the purchase of a biogas plant. Bogota: Bogota has introduced a bus rapid transit system and have one of the largest fleets of electric buses in Latin America. Innovations such as these are especially concentrated in Smart Cities, defined as cities which leverage information and communication technology to improve operational efficiency with the twin aims of improving economic growth and quality of life. As such, one of their most prescient objectives is environmental and sustainable development. Conclusion As this article has outlined, the only thing decelerating the public sector on its journey to net zero is a lack of direction, clarity, and security – technology has the potential to bridge this gap by providing transparency and efficiency. Through the differing and wide-reaching applications of foundational, decision making, enabling, and sensing and control technologies, the public sector can decarbonise across numerous emission-contributing factors. While it is worth noting that the technologies listed throughout this article do not in themselves offer a one-size-fits-all approach, their numerous benefits and uses at least contribute greatly to developing the framework for a coordinated approach. Furthermore, they also possess incredibly financial and economic benefits to public sector entities, increasing employment through the availability of green jobs, as well as saving money through efficiency which can be reallocated to other initiatives. For more information on the power of climate technologies such as cero.earth, visit the website for our sister-company, edenseven, here: https://www.edenseven.co.uk/cero-earth For guidance on how to navigate the public sector, contact Craig Cheney, Managing Partner, here: https://www.cambridgemc.com/people/craig-cheney
A futuristic eco-city set into a cliff
by Jon Wilton 31 January 2025
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 Daniel Fitzsimmons 13 January 2025
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. Following from the first article in this series, in which Daniel covered the basics of customer centricity and initial ways to implement it into your organisation, this article applies these premises to the development of actionable customer satisfaction. Purposeful Value Creation Purposeful value creation involves the increased alignment of an organisation to a broader societal cause to secure a positive association with potential customers. As ethical consumption becomes increasingly important to consumers, brands must be increasingly sensitive to not only profit generation, but also the nature of the profit being generated. A customer-centric business purpose statement helps to project a company’s motives to prospective customers, and provides an impetus or bias with which to engage with your products or services. However, failure to fulfil a stated purpose can negatively impact brand equity, share prices, and future revenue generation, highlighting the need to embed purpose messaging within the fabric of the organisation. Purposeful value creation represents a key informant to customer journey mapping, consumer touchpoint messaging, and the identification of what matters to potential clients. Through increased alignment to customer values, you are better positioned to define the customer journey through your organisation, and secure future access to the customer’s wallet. Customer Journey Mapping Sales funnel formulation and market targeting typically focuses resources and efforts on ‘top of funnel’ customer acquisition and the development of velocity around transaction creation. When considering customer-centricity, greater focus needs to be given to Post Purchase Management, and securing customer loyalty through an improved customer experience. Post Purchase Management supports the creation of brand equity, reputation, and future opportunities. Effective customer journey mapping requires the identification of market segments, target consumers, and product positioning. Once you have identified targets, it becomes easier to map the offline-online interactions of target customers and how best to engage with each distinct customer persona, amplifying or quietening their voices as they contribute to business success. Customer Satisfaction Customer satisfaction and the creation of customer enjoyment should be at the forefront of your organisation’s culture. However, it necessitates a mechanism to collect and codify customer feedback related to the delivery of goods and services. Various mechanisms exist to support customer satisfaction identification, including: Kano’s model for customer delight Net Promoter Score Measures, ie. the likelihood to which you would recommend a service Customer Effort Score, identifying the friction associated with engaging with a product or service ACSI Measures, which address a) Overall satisfaction, b) Expectancy disconfirmation, and c) Performance versus the ideal product or service. While it is impossible to pick just one ideal method, and organisations will need to select a solution which best supports their insight creation process, we can confidently recommend the use of CSAT surveys as critical to customer-centricity and the provision of critical insights into products and services on offer. Conclusion When cultivating a customer-centric organisation, all ventures and operations should be directed towards the goal of customer satisfaction; inversely, you can be assured that your business is successfully customer-centric when you observe increased customer satisfaction. In this article, I have covered how best to integrate this goal into your business plan, ensuring it follows the same steps as your customer’s journey. In the next and final article in this series, I take these basics and outline ways in which technology can be leveraged to amplify these goals.
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