International Women's Day 2023: Promoting diversity from the top

Olivia Williams
Subscribe Contact us

Authors

Dave Ambrose - Partner, Digital Innovation
Olivia Williams
Press Release - Symend

The working world is in a constant state of flux, yet perhaps never more than now. As we see the long-term social and economic consequences of a global pandemic play out, we can start to re-evaluate the telecom industry as it supplies a world more reliant on digital communication than ever before. With all this development, we must question why some areas have been seemingly left unchanged.

Women leaders are just as ambitious as their male counterparts.


Yet, where is this represented when only one telco board (Vodafone) has more than 40% female directors? While the industry contains incredible leaders such as Anne Chow and Belinda Finch, this is far from indicative of the sector as a whole: according to a 2020 study by GFL, in 70% of telco organisations fewer than 30% of technical roles are held by women. 


Why is the ladder to the top still full of so many broken rungs?


For International Women’s Day 2023, we recognise that our business has a part to play when it comes to equality across the industry. Despite having some incredible women in our team, we are committed to expanding this number and continuing to learn from a more diverse set of voices. We want to build on our vibrant and international team. To do this, we need to join the conversation on our industry as a whole; on how it is structured and the paths it offers for success.


The theme for IWD2023 is #embraceequity. Equity and equality are not the same.


  • Equality means each individual or group of people is given the same resources or opportunities

  • Equity recognises that each person has different circumstances, and allocates the exact resources and opportunities needed to reach an equal outcome.


The goal is equality. But how we reach that goal is by equity. The telecom industry must work together to assess the opportunities if offers and then make sure there are adequate resources to make those opportunities equal to all of society.


We spoke to our Senior Partner Elizabeth Simaõ, head of carrier relations and The Carrier Club, to gain more insight into this issue. With over 20 years of experience in the industry in senior roles, she is candid about her experiences and provides her vital insight on how the industry can change for the better.

Advantages of Diversity in Leadership


The industry as it stands still has a long way to go to address diversity and the gender gap, something which sector leaders have an increasing awareness of.

 

Elisabeth describes how “for a long time, I was the only woman on the team”, something she has remedied when building her own team in leadership roles. Yet, this is not true in most instances. The telecom industry still largely relies on a traditional top-down approach and hiring policies reflect this. In times of uncertainty, like now, there is a tendency to privilege experience over potential, something which is shown to disproportionately affect potential female leaders who are less likely to have had the opportunity to showcase their talent at a senior level.


Neglecting the importance of diversity comes at a big cost. Studies reveal that gender- diverse companies are 45% more likely to improve market share, achieve 53% higher returns on equity, and are 70% more likely to report successfully capturing new markets. We must reinforce that diversity is not a fad, or mere virtue signalling but it is a powerful tool for our industry to have a better impact on the world.


There are always wins and losses in terms of power. Yet the benefits allow companies to truly attract the best talent and reflect their values, and the values of their client base.


“I think a diverse leadership body brings a different way of thinking” says Elisabeth. “Technology can be blind. Most of the time in this industry, facts are just facts. We all attend the same classes; we all learn the same content. Yet, the way you manage processes and people is different. We can bring a different way of working and thinking. I’m not against men, I’m not against women. I just think that if we combined all our different attitudes and viewpoints, the professional landscape would be a better place for it.”

How to Attract More Women to Tech


For real change to take place, we believe it must be tackled from multiple fronts. Perhaps most obviously, company values must be unambiguous, and actions must reflect this. Diversity affects all of us and this must be echoed in the sentiments of every employee, from the CEO all the way down.

 

However, fostering diversity begins before the boardroom, with essential grassroot initiatives that will introduce young girls to the possibility of working in tech. With only one in three STEM graduates being women, “it has to start from school”, Elisabeth proposes. “I didn’t see this was an avenue for myself when I was younger. We have to bring it to the forefront of their possibilities.”

 

Initiatives such as ‘Next Tech Girls’ and  #eSkills4Girls are opening up a world of opportunity and are essential to discovering and fostering new talent. Elisabeth herself did not see the tech world as a place for her, initially planning to go into the food industry: “I saw an ad and thought I had the skills since it primarily required knowledge of languages and management skills rather than technical skills.

 

“I sat through my interview opposite a panel of men. I wasn’t hopeful, but as it turned out that was the start of my career!”

Using Equity to Drive Equality


Once you have begun to drive change, how do you maintain it?

 

According to Bloomberg, female leaders are leaving their jobs at higher rates than ever before: having fought tooth and nail to reach the top, the climate in some organisations does not allow many future female leaders to fulfil their full potential. e Research shows that this pattern is also a product of other factors which make the climb so precarious. A traditional 9-5 job was not necessarily built to support those outside of a male framework. This is particularly true for mothers or caregivers: without support, you have an employee juggling two full time jobs.

 

Motherhood can become a penalty, particularly given the rising costs of childcare. This is an experience which Elisabeth experienced herself: “I didn’t find a nursery straightaway and so I had to take my daughter to work. She spent the day sat next to my computer. I had to change her in the dressing rooms. I had to breastfeed her in the middle of some meetings. As you can imagine this was not well received. I struggled with that.

 

“Everything became more complicated, and it was not an easy task. My other colleagues who had babies at the time wanted a more flexible working structure. Yet, the organisation was not ready for it. The working world wasn’t ready for women. You can still be productive and bring intelligence and empathy to work. It’s one thing creating a diverse leadership board; it’s another to keep them there.”

 

This is something which is changing slowly, largely due to the pandemic and the rise of a remote, hybrid working system which has allowed increased flexibility. Increased paternity leave is also becoming more and more important for potential employees, something which companies are beginning to respond to. Not only does it allow for a more balanced care-giving structure, but it also creates a sense of respect and equality to parents, regardless of their gender. Creating an inclusive culture does not happen just through hiring processes. It comes from the daily experiences of employees within the company and the structures that are put in place to support their professional and personal development.

 

This can take many forms, education and communication being two of the most important. Staying abreast of diversity laws and opening up discussions around inclusion in the workplace are essential to maintaining harmonious working patterns. By definition, more diverse leadership will bring together a range of different viewpoints and perspectives. By regularly taking the time to examine how our behaviour and language affects those around us, company culture can support new types of leaders with new ideas.

 

However, creating a zero-tolerance policy of disrespect is necessary for when this fails. Bigotry has no place in a modern workplace and policies need to reflect this. It is also essential to support this education with formal complaint procedures which ensure that employees can safely and effectively bring to attention behaviour which does not comply with values of respect. Diverse workforces bring diverse solutions. By fostering inclusivity and equality in telecoms, Elisabeth and the Cambridge Management Consulting team believe that the industry and individual businesses will grow more sustainably.

The Next Generation of Leaders


Mirren Mace, Chief of Staff for Cambridge MC, says she is positive about the future of women in the industry and in business leadership in general, but she recognises that there is a long way to go to truly achieve a level playing field.

 

“With only 24% of women holding STEM roles and the lowest percentage of female engineers, the UK is one of the worst regions in Europe when it comes to encouraging women into STEM-related industries.”

 

It is important that we find more ways to engage girls and young women into these areas and not allow their thinking to be limited to the more ‘traditionally female’ areas of education and employment. It is my hope that educators will continue to strive to break stagnant mindsets and to encourage more young women to see that qualifications in tech can also lead into creative industries: music, event production, environmental research—the possibilities are endless.

 

Speaking as the mother of two, it is also vital that boys and young men are raised and educated with a positive view and respect for their female counterparts in all ways. Women must be their equals in life, their peers and leaders in the workplace. This will become the norm and unquestioned if that understanding is there from the beginning.

Soft Skills Are Not Inferior Skills


Considering women in business and leadership roles in the wider sense, I wanted to share a quote from the conclusion of the research paper written by Dr. Alice Eagly for Harvard Business School on women leaders, ‘Gender & Work – Challenging Conventional Wisdom’.

 

Dr Eagly writes:

 

“There is considerable evidence that female leaders have a somewhat more participative, androgynous, and transformational leadership style than their male counterparts. There are also multiple indications that women, compared with men, enact their leader roles with a view to producing outcomes that can be described as more compassionate, benevolent, universalistic, and ethical, thus promoting the public good.”

 

Dr. Eagly’s report found that women are transformational leaders who are interested in the development of others, which can only empower the people in their teams.

 

These views are also echoed in the World Economic Forum’s ‘Future of Jobs Report’ from 2016, that emphasised the importance of soft skills often demonstrated by women when it comes to leadership roles. Skills of listening, coaching and mentoring, empathy and creativity and potentially an enhanced natural EQ ( emotional intelligence), are now being recognised as vitally important for the leaders of the future—and these are skills that are attributed more widely to women (although this will hopefully change, in time).

 

It is an all-too-common story that women in particular have felt disregarded, undervalued, or unheard in the workplace and this is something that we must genuinely strive to change. We still have a way to go to achieve greater balance and encourage more women and greater diversity in general—this is something we are working on ourselves at Cambridge MC.. We absolutely recognise thatit is vital to start the conversation and keep it alive within the organisation, supported by policies, values and HR, along with constant reviews.

 

In the rush of daily pressures, it is easy to overlook long-term issues of workplace culture. It is much easier to present a view of your company as you wish to be seen via social media. These more illusionary efforts might be innocent and well-meaning, but do not really help or address root causes. A truly inclusive culture starts with the leadership team. Their behaviours and values will be reflected to the rest of the organisation and, as mentioned earlier in this article, inform the daily experiences of the employees and clients.

 

It is more important than ever to encourage women into leadership roles and create an environment in which they want to remain. This International Women’s Day we pledge to support equity-based solutions to reach equality across the industry. We hope you will join us. 

About Cambridge Management Consulting


Cambridge Management Consulting (Cambridge MC) is an international consulting firm that helps companies of all sizes have a better impact on the world. Founded in Cambridge, UK, initially to help the start-up community, Cambridge MC has grown to over 120 consultants working on projects in 18 countries. Our capabilities focus on supporting the private and public sector with their people, process and digital technology challenges. 


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

 

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


For more information visit: www.cambridgemc.com

Contact - Africa

Subscribe to our insights

Blog Subscribe

BT Gives a Call to Action for CNI Providers to Switch Over to Digital Services

by Clive Quantrill • 3 April 2025
As the UK's ageing copper landline network becomes increasingly unstable, Cambridge Management Consulting reports that BT is urging Critical National Infrastructure (CNI) providers to expedite their transition from analogue to digital voice. With the Public Switched Telephone Network (PSTN) nearing the end of its life, organisations face significant risks if they delay planning and execution for this essential upgrade. Recent data indicates that 60% of CNI providers in the UK still lack a strategic plan to migrate from the legacy analogue network. This statistic underscores an urgent need for action to safeguard essential public services, such as healthcare, water, energy, emergency services, and government operations. The transition is not merely a technological upgrade; it is a once-in-a-generation programme to future-proof communications and improve service reliability. The PSTN, our communications backbone for over a century, is becoming increasingly prone to faults and difficult to maintain, with recent reports showing a 45% increase in significant resilience incidents. The impact of this transition is wide-reaching, affecting critical systems such as telemetry monitoring sensors, emergency phone lines, telecare alarms in hospitals and care homes, CCTV, intruder and fire alarms and older EPOS machines.  As the below graphic shows, a broad spectrum of devices and services will be affected by the analogue switch off, including ISDN, ASDL and Fibre to the Cabinet (FTTC) broadband services. The majority of organisations are almost certainly in the dark when it comes to common knowledge of all of the devices affected, lacking the internal expertise and records to identify and audit complex, interrelated legacy systems.
Red abstract architecture with a cloud passing through the square arch

Our View: New UK Government Guidance on Multi-Region Cloud & SaaS

by Tom Burton • 27 March 2025
Well Intended Guidance Leaves more Questions than Answers The UK Government Digital Services – part of the Department for Science, Innovation and Technology – has recently published guidance for how the public sector should adopt a multi-region approach to cloud technology. At first sight this appears encouraging. Any unnecessary constraints on hosting arrangements (or any other non-functional requirements) reduce the available market of providers, constrain competition, and therefore inevitably reduce value for money. If parts of Government, whether central, regional or local, have felt that everything must be hosted in the UK then it makes sense to produce guidance that clarifies this perception and helps to open their options up. But for guidance to be useful it should guide. It should make it easier for people to take actions that they previously would have discounted. The guidance in this case, which at 1420 words is almost as short as this article, probably leaves the reader with more questions than answers. It may reveal some unknowns, but without increasing certainty. The Guidance in a Nutshell A summary of the guidance is as follows: Look wider than UK: Many cloud solutions may not offer UK hosting, particularly new innovative solutions that haven’t scaled up yet. Irrespective, their staff are likely to be distributed around the world if the service is supported 24/7. There may also be other benefits in looking wider than UK hosting, such as enabling better business continuity and disaster recovery options if the vendor only has one UK site. Get legal advice: Before you even consider a non-UK option you need to seek advice from your own legal advisors and your Data Protection Officer (DPO). Ensure compliance with ICO guidance: Before you even consider a non-UK option you need to check and make sure that any international transfer of personal data will be compliant with the Information Commissioner’s Office (ICO) guidance, and you should get further guidance from your own legal advice and DPO. Do a full review of vendor security: Before you even consider a non-UK option you need to make sure the vendor and solution are compliant with your own security policies. In a nutshell, it says: 'you should consider options outside of the UK but only if you have checked everything is legal and secure'. This seems to be verging on a statement of the obvious; the real difficulty in going offshore is covering all of the legal, regulatory and security compliance aspects. Adequacy is a Moment in Time On point 3, the guidance points out data protection compliance is easier if the country in question is considered by the ICO to be adequate – having equivalent regulations for data protection to the UK. Sound advice. But even this is not that simple. For instance, the USA is not considered adequate unless it is under an extension of the EU-US Data Privacy Framework. This framework is dependent on an Executive Order that the Biden administration put in place, and it is entirely possible that it will be revoked by the current administration. If such an action was taken, or if for any other reason the EU decides that adequacy is no longer met (also not unlikely given Herr Schrems has achieved this twice already and has stated he plans to challenge the DPF), then the vendor will no longer be considered compliant. Consideration is Far Wider than Residency Security is far wider than data residency though. This is where point 4 both states the obvious and understates the complexity. Managing risk in the supply chain is inherently difficult. Cloud providers, and particularly SaaS solutions, aggravate this challenge by an order of magnitude. By their nature they are solutions designed for a broad and varied range of customers. This means they will always involve compromise. If they tried to meet the most demanding requirements, they would price themselves out of the scale marketplace. If they went for the lowest common denominator, they would be unable to meet the requirements of the majority. An individual customer can rarely dictate a specific security requirement for themselves. They are also highly opaque. The vendor presents their service as a black box. The features delivered to the customer are defined, but much of the underlying design and the means the vendor uses to manage it in operation are hidden. This makes assessing the risk far more of a judgement call than when the design and delivery is conducted under your control. Depending on the supplier, and the leverage that the customer has over them, it may be possible to get some information and assurances; but the right questions need to be asked, and the answers need to be interpreted correctly. Third party certifications and audits, such as the ISO27000 series of standards or the SOC1, SOC2 and SOC3 reports, can also provide some additional assurances. But only the customer will be able to decide the extent to which they can mitigate the risk, and the confidence they have in the supplier to manage their own. This is a business decision informed by the specifics and nuances of the risks being considered. Summary It is important to minimise the non-functional requirements and keep an open mind about potential solutions and vendors. This includes looking wider than just the UK when national security requirements are not paramount. But this is not something that can be distilled onto a single sheet of A4 in any meaningful way. Yes, there are legal and regulatory issues that need to be reviewed. And geopolitical risk needs to be factored in, considering how you would respond to future external changes that are outside of the UK’s control. But from experience, the greatest challenge is getting comfortable that the vendor’s organisation and their solution have adequate security – this applies equally whether the solution is hosted in the UK or overseas. The SaaS world is opaque, and balances priorities across a broad and varied customer base. The public sector needs to increase its adoption of cloud and SaaS solutions to remain efficient and relevant, in the same way that the private sector has had to. But the route to responsible adoption is more nuanced, requiring candid conversations with suppliers, and ultimately an informed but subjective judgement by the customer’s leadership. Sources/Links: DSIT Guidance for Multi-region cloud and software-as-a-service ↩︎ ICO Guide to International Transfers ↩︎ Executive Order (E.O.)14086 of October 7, 2022, on Enhancing Safeguards for United States Signals Intelligence Activities ↩︎ Note: This article originally appeared on Tom Burton's personal blog at https://digility.net/insights/
Palace of Westminster at night

APPG Report Summary: 'Care to Connect: Public Switched Telephone Network (PSTN) Migration'

by Craig Cheney • 25 March 2025
The Digital Communities All-Party Parliamentary Group (APPG) shared the ‘Care to connect: Public Switched Telephone Network (PSTN) Migration’ report with key parliamentarians on Monday at a launch meeting on Parliament Street. This report highlights key recommendations for managing the ongoing Public Switched Telephone Network (PSTN) migration, focusing on protecting vulnerable residents and ensuring effective solutions. Here are the major takeaways for local government and communication providers: Data-Sharing Agreements (DSAs) DSAs between communication providers (CPs), local authorities, and telecare providers are crucial for identifying vulnerable residents during the migration. Challenges include inconsistent responses from local authorities and fragmented approaches across CPs. The APPG recommends all local authorities and housing associations sign DSAs, regardless of progress in digital switchover, to promote uniformity and resident safety. Telecare Devices The sale of analogue telecare devices must end, as these can leave residents unsupported during the transition. The government, in collaboration with the TEC Services Association (TSA), should enforce higher standards (TEC Quality’s Quality Standards Framework) across the telecare industry to achieve robust digital migration practices. Financial support for local councils is critical to replace outdated telecare devices and prevent double costs. Battery Backup Solutions Existing guidance from Ofcom, requiring one-hour resilience for power cuts, is insufficient. The APPG recommends increasing power backup requirements to at least 4 hours in homes and 6 hours for fixed networks. Communication and energy providers must jointly create resilient power solutions, particularly for vulnerable residents reliant on telecare devices. A multi-sector priority service register should integrate communications and energy service protection for those at risk. Sunset of 2G and 3G Networks UK mobile network operators plan to stop supporting 2G and 3G networks by 2033, with some networks already switched off. There are cases where local authorities and residents have purchased telecare devices using 2G/3G SIM cards, as a lower-cost, interim solution — these devices will need to be replaced again, posing double replacement costs for local authorities and additional risks to residents. The government should stop the sale of analogue devices and accelerate efforts to prevent the redeployment of outdated telecare alarms. Summary We welcome these recommendations alongside the December 2023 PSTN Charter, the Telecare National Action Plan and the PSTN Non-voluntary Migration Checklist. The conclusions make it clear that coordination between local and central government, industry regulators (such as Ofcom and Ofgem), and communication providers (CPs), as well as significant investment in digital teams at a local level, are essential goals to ensure a safe and inclusive digital switchover for all vulnerable residents and telecare users. Read the full report here: https://digitalcommunities.inparliament.uk/care-to-connect-public-switch-telephone-network-migration-report About the APPG The Digital Communities APPG is a cross-party group of parliamentarians, with the aim to promote the delivery of digitally equipped places that support and foster a connected, healthy, and productive community. This includes the creation and maintenance of sustainable digital infrastructure, as well as providing residents with equal opportunity to thrive in a digital world. The LGA provides the secretariat to the APPG. Cambridge Management Consulting Our Public Sector and PSTN teams can help local councils and other public bodies by providing strategy, financial planning, procurement, and project management services to ensure that you have a comprehensive transition strategy and accurate financial costing for the PSTN switch-off. We can help you follow the recommendations in this report by completing a full audit, signing DSAs with CPs and most importantly, protecting vulnerable service users. Get in touch with Craig Cheney, Managing Partner and lead for Public & Education, to discuss a range of services which might suit your needs: ccheney@cambridgemc.com (or use the form below). Act now, before time and resources run out.
A hazy smog view across a city skyline

The Real Financial Cost of Scope 3 for Businesses

by Simon King • 20 March 2025
What Do Your Scope 3 Emissions Have to Do with Inflation? Scope 3 emissions cover everything outside your direct operations —the carbon footprint of your supply chain, purchased goods, logistics, business travel, and more. The higher your Scope 3 emissions, the more energy-intensive your supply chain is. And the more energy-intensive your supply chain, the more vulnerable you are to rising costs. Think of it this way: High Production Costs- If your suppliers are heavily dependent on fossil fuels, their production costs are rising fast Price Volatility- If your supply chain lacks efficiency and resilience, price volatility will hit you harder Locking in High Costs- If you’re not actively engaging with suppliers to reduce emissions, you’re locking in long-term cost increases that could have been avoided Without accurate Scope 3 data and a clear engagement strategy , businesses are leaving themselves open to higher prices, lower margins, and greater financial risk . Why Businesses Struggle with Scope 3 A major challenge is that Procurement and Sustainability teams often operate in silos: Procurement teams focus on cost and supplier relationships but often lack deep sustainability expertise Sustainability teams focus on compliance and decarbonisation but aren’t typically measured on financial performance This disconnect means emissions reduction is rarely treated as a financial opportunity —when in reality, cutting carbon from your supply chain is also one of the most effective ways to reduce exposure to cost inflation. The Businesses That Get This Right Will Lower their Costs Leading organisations are already taking action. They are: Gathering detailed Scope 3 emissions data to map out cost risks in their supply chain Engaging suppliers to drive efficiency, reduce emissions, and lower costs Building resilience by shifting towards lower-carbon, more cost-stable alternatives The result? Lower long-term costs, reduced financial risk, and a competitive edge over those stuck with inefficient supply chains. This is not just about sustainability compliance —it’s about smart financial decision-making. If You’re Not Taking Action, You’re Losing Money Every business will feel the impact of rising supply chain costs—but not every business will be prepared for them. If you don’t have accurate Scope 3 emissions data and an effective engagement strategy, you are: Paying more than you need to for essential goods and services Exposing your business to long-term cost inflation Missing out on opportunities to build a stronger, more resilient supply chain The sooner you act, the better the outcome for your bottom line and the planet. Is your business ready to take control of its costs? Get in touch with Cambridge Management Consulting and edenseven today. About edenseven edenseven is the sustainability-focussed sister-company of Cambridge Management Consulting. We work with businesses across all sectors in multiple regions to deliver robust and deliverable net-zero strategies. The success of any strategy relies on its awareness of how changes in policy and subsidies can create both risks and opportunities for a business. If you are a business trying to enter a new market or evolving in an existing market and would like to learn more about how edenseven can support you, please get in touch with the team at edenseven at info@edenseven.co.uk or use the contact form below. Find out more about edenseven on their website: edenseven.co.uk

Customer Centricity: Leveraging Technology for Customer Satisfaction

by Daniel Fitzsimmons • 13 March 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. In the first two articles in this Customer Centricity series, Daniel has established the foundations of what makes a truly customer-centric organisation, and how a business can be tailored towards ensured customer satisfaction. In the final article in the series, he takes this further to discuss how technological innovation can amplify these goals. Digital Transformation – Technology Acceptance Model (TAM) Technology is typically the most common interaction point for customers engaging with products, and is especially critical to the service industry. The banking industry has pioneered the digitalisation of services (Dube and Helkkula, 2015), with digital payment services and blockchain solutions. In a fiercely competitive environment, the creation of superior value requires increased insight into how customers experience value (Medberg and Heinonen, 2014). Value can be typically defined as the ‘consumers’ overall assessment of the utility of a product based on perceptions of what is received and what is given’ (Zeithma, 1988). This concept can be extended to a value definition in the following forms: Total Monetary Value – The amount a customer is prepared to pay for a product Perceived Use Value – Defined by a customer’s perception (utility) Exchange Value – Realised when the product is sold Value can be enhanced through digital capabilities, marking technology solutions, and digital marketing strategies to support user acceptance. Securing User Acceptance One compelling approach to understanding how users may engage with a new technology is the TAM model. The TAM model suggests that Perceived Usefulness (PU) and Perceived Ease of USE (PEOU), define how a user will interact with a new product or service, i.e. if the product usefulness and ease of use can be communication, barriers to adoption can be mitigated. When developing new customer solutions, mobilisation of the TAM model is the engagement of consumers in product development, and inclusion of then construct of ‘user intent’ to inform product ideation. Venkatesh et al. formulated the unified theory of acceptance and use of technology (UTAUT). This model was found to outperform other models (Adjusted R square of 69 percent), and is worthy of further investigation in terms of its ability to predict user acceptance of new technology solutions. Experimentation Technology should function as an enabling mechanism to support experimentation in the creation of products and services, and increased alignment with prospective customers. Experimentation, which from an engineering perspective represents ‘continuous improvement’, allows businesses to see what does and doesn’t resonate with target personas, iterating towards a value proposition that will drive superior customer engagement and subsequently an increased % of the customer wallet. Booking.com runs more than 1,000 tests simultaneously to fine tune its offering specific to a user profile, behaviours, and characteristics. Experimentation and the subsequent data generated provides a meaningful base from which to make decisions, thereby negating ‘strong opinions or the HiPPO mentality, which is often pervasive in organisations. For experimentation to be successful, leadership needs to create a culture of curiosity in the business, supported by organisational design and the psychological safety to try and fail. Digital continuity provides an exciting opportunity to enhance the customer voice in product development. Real time data availability provides instant insight into consumer preference, which can be used to support product development and increasingly personalised product offers. Through the experimentation cycle, digital prototypes can be rolled out quickly to support the product innovation cycle. For experimentation to be successful, customer requirements should be integrated into business operations to create an industry-aligned value proposition (Ohmae, 1988). Conclusion Throughout this three-part series, I have demonstrated the importance of customer-centricity as a critical way to ensure success. In this article specifically, I have covered how to leverage technology – a power that is already prevalent and constantly evolving – to best support this venture. Building upon the TAM model, technology can be used to facilitate enhanced customer satisfaction, consequently spurring innovation and growth.
Impressionist and colourful depiction of a man surfing a large wave

A Wave of Change: The Trafalgar Saints Surf Club in South Africa

by Naaz Bax • 7 March 2025
Funds donated by Cambridge MC supplied some new equipment, including new boards.
Shelf stacked with gold awards that look like Oscars

Red is also the Colour of our Carpet: Recent Awards Won by Cambridge Management Consulting

by Lucas Lefley • 4 March 2025
At Cambridge Management Consulting, we pride ourselves on building a consultancy practice that goes beyond traditional consulting. Our team is composed of specialist practitioners who have reached the pinnacle of their industries, bringing years—often decades—of hands-on experience to guide others in achieving exceptional results. This approach has established Cambridge MC as a consultancy powered by a network of diverse, proven expertise, consistently recognised for its impact and innovation. Our consultants and their work have been honoured with numerous accolades, reflecting the value we bring to our clients and industries. For example, Zoë Webster, an expert in AI, Digital & Innovation, was named one of AI Magazine’s Top 10 AI Leaders in the UK & Europe, celebrated as a pioneer reshaping industries and societies. Similarly, Craig Cheney, Managing Partner, Marvin Rees, Board Advisor, and David White, Associate, were recognised with a World Economic Forum Award for Public Private Collaboration for their contributions to the Bristol City Leap project. Craig Cheney was made an Alderman of the City of Bristol, acknowledging his eminent services to the city; and just recently, Marvin Rees OBE was introduced into the House of Lords. These achievements were further complemented by our success at the Consultancy Awards, where Cambridge MC proudly received awards in every category we were nominated for. The Consultancy Awards The Consultancy Awards, hosted annually by The Consultancy Growth Network, celebrate hard work, commitment, and innovation across the consultancy sector. Cambridge MC was honoured to receive three awards in recent years, recognising our contributions across key areas: Digital Transformation: For our project management of a multinational oil and gas company, coordinating the development of a portfolio of high-priority EV charging hub sites in major cities. Productivity Improvement / Cost Reduction: For delivering £10m in savings for a large UK online retailer in just 13 weeks, leveraging our expertise in procurement, contract, and vendor management. Fastest Growing: Celebrating our 30% growth in revenue, 100% increase in geographies, and doubling the profit we donate to charity to 12%.  These awards are a testament to our commitment to delivering exceptional results for our clients while contributing to the industries we serve. Celebrating Industry Excellence While receiving accolades is always an honour, the opportunity to give back to the industries that shaped us is equally rewarding. Cambridge MC has been privileged to sponsor and judge several prestigious awards, recognising the talent and innovation that drive progress across telecommunications, technology, and connectivity. ITP Telecoms Awards As Platinum Sponsors of the ITP Telecoms Awards, hosted by the Institute of Telecommunications Professionals, we celebrated the achievements of individuals and organisations making significant contributions to the digital industry. Tim Passingham, Founder & Chairman of Cambridge MC, presented the Engineer of the Year award to Mike Mawson, Head of Fibre Innovation at Hyperoptic, recognising his exceptional work in advancing telecommunications. Global Connectivity Awards The Global Connectivity Awards, held at the O2 in London, marked its 20th year of honouring innovation across 40 categories, from technology breakthroughs to regional achievements. Cambridge MC’s Managing Partner, Charles Orsel des Sagets, joined the panel of 30 impartial judges, bringing over 30 years of expertise in fintech, cybersecurity, and connectivity to evaluate the finalists. This event highlighted the ingenuity shaping the connectivity industry and provided a platform to celebrate its brightest minds. World Communication Awards The World Communication Awards, now in its 25th year, continues to recognise excellence across telecommunications. Naaz Bax, Senior Partner and Chief of Staff at Cambridge MC, served as a judge and presented the prestigious Woman in Telecoms Award. This category celebrated the achievements of brilliant women in the industry, with the award going to Josephine Sarouk, Managing Director of Bayobab Group, for her invaluable contributions to telecommunications. DCD>Global Awards The DCD>Global Awards, held at Grosvenor House in London, celebrated talent and achievement in the data centre and telecommunications industries. Duncan Clubb, Senior Partner for Data Centres, Edge & Cloud, brought his expertise to the judging panel, evaluating finalists in categories such as the Edge Data Center Project of the Year. This event showcased the transformative impact of innovation in data centre infrastructure and edge computing. A Legacy of Ingenuity The awards, events, and individuals highlighted here reflect the wealth of expertise, innovation, and achievement that define the consulting, telecommunications, and technology industries. At Cambridge MC, we are privileged to contribute to these industries, whether by delivering impactful projects, receiving accolades, or celebrating the achievements of others. As we look ahead, we remain committed to supporting and shaping the industries we serve, continuing to drive progress and innovation in the years to come.
Close up of a concrete office building with a neon tint

The Impact of the PSTN Switch-Off on Property: Act before Services Cease to Function

by Steven Boyd MBE • 3 March 2025
In my discussions with building owners and occupiers about property technology, the conversation often centres on leveraging new technologies and existing data to enhance compliance, reduce costs and carbon emissions, and improve workplace experience. Many people in the property sector share a common concern around the quality of data currently held on their buildings. This gap in record-keeping could pose significant challenges as the UK's Public Switched Telephone Network (PSTN) is retired in early 2027.  PSTN is the analogue telephone network that carries voice and data over copper wires. This legacy infrastructure is becoming increasingly costly and difficult to maintain, and it is unable to handle the data demands of modern telecommunications. As a result, BT and other UK phone companies intend to withdraw PSTN services by the end of January 2027. Although records may not show it, many buildings rely on PSTN lines for critical services such as lift emergency calls, fire alarms, security systems, door entry monitoring and building management systems. Once PSTN is decommissioned, these services will cease to function without warning, potentially leading to safety compliance and security risks. To mitigate these risks, building owners should proactively assess their exposure before PSTN services are discontinued. Identifying and replacing existing PSTN connections with future-proofed, and potentially more cost-effective, digital solutions is essential for business continuity. Building occupiers should also seek assurances from their landlords regarding these transitions. At the Connected Britain Conference last year, the Minister of State for Data Protection and Telecoms, Sir Chris Bryant MP, highlighted the vital importance of digital infrastructure and cited the PSTN switch-off as a significant concern. BT recommends that its business customers act before the end of 2025. The transition to digital alternatives including testing and commissioning could take 6-9 months. A critical first step is to carry out an audit to identify systems that rely on PSTN. This audit should identify all devices connected to the PSTN, their locations, their functions, and upgrade options. I have been urging property owners and operators to develop and implement a programme of discovery and rectification as a priority. Without early and rigorous planning, the risks to safety, business continuity, and occupier experience are high. Also, as the switch-off date approaches, the costs of this work are very likely to increase significantly. Cambridge Management Consulting has a team of PSTN experts, who can identify existing PSTN-based systems, procure replacement solutions and migrate your services, as well as identifying and implementing cost reduction strategies that become possible through the transition to digital solutions. We can also ensure your organisation avoids the risks to compliance, security and occupier experience when PSTN services are withdrawn as well as reaping the long-term benefits of going digital.
Criss-cross of Green Spotlights on a Stage

Partner Spotlight: Darren Sheppard

by Lucas Lefley • 28 February 2025
At Cambridge Management Consulting, we place just as much emphasis on the growth and development of our in-house industry experts and professionals, as the businesses and organisations that they work with. We do not hire consultants; we hire genuine practitioners with hands-on, demonstrable real-world experience – but we also make sure that doesn’t stop at the door. We ensure that our consultants get as much out of our partnerships and business ventures as our customers do. One of our consultants who has experienced this growth and progression first hand is Darren Sheppard, recently made a Senior Partner for Contract Management & Digital Transformation. In this article, we are shining a spotlight on Darren’s numerous career highlights with Cambridge Management Consulting, including the delivery of multiple successful projects and award-winning cost saving programmes. Darren Sheppard With nearly 30 years of experience, Darren began his career as a collections agent, underwriter, and later a Credit Risk and Collections Manager for 20th Century Fox. Since then, Darren has occupied numerous senior consulting and senior management roles across Finance, Operations, Sales/Business Development and Commercial/Contract Management for major telecommunications companies such as T-Mobile, EE and BT. After establishing his own consultancy business, he was engaged by Sovereign Business Integration Group as Group Director of Operations. Darren joined Cambridge MC in 2021 as a Partner to lead our Digital Contract & Service Management practice. Since then, he has delivered multiple complex and successful programmes for numerous high-profile clients and customers. Throughout his career, his positions have seen him responsible for setting and delivering the strategy of each organisation, be it driving partner growth, managing stakeholder relationships, coordinating go-to-market, operations, and commercial management. Contract Management, FTSE250 Financial Services Provider In 2021, Darren began a programme with a FTSE250 financial services provider specialising in trading solutions to support the transition of two of their financial derivatives trading platform businesses. Throughout this, Darren was responsible for reviewing the TSA document and all associated Vendor Contracts, negotiating with the vendors on a continuation and/or transfer of agreement post-closure and throughout the term of the TSA. Due to his proficiency, Darren and the team were able to deliver this TSA programme six months early and significantly under budget. You can read more about this project here . Following the success of Darren’s work, this financial services provider continued to engage Cambridge MC to support their Strategic Partnerships & Commercial Management. In reviewing their current processes and modernising as appropriate, together with assessing strategic supplier contracts to align their KPIs with business goals, Darren helped to establish a set of processes to help his client reach their business goals. Deputy COO, Management Consultancy Between the summers of 2022 and 2023, Darren occupied the role of Deputy Chief Operating Officer for a management consultancy, overseeing strategic planning, project management, and operational efficiency initiatives. During this time, Darren designed and implemented a lifecycle workflow for managing engagements, ensured effective contracting, and successfully delivered the implementation of ISO 27001 standards. COO, Environmental Air Quality Monitoring Alongside the above interim role, Darren was engaged to occupy the role of COO for IKNAIA, an environmental air quality monitoring organisation, of which the CEO was originally forced to occupy both C-Suite positions. In this role, Darren managed day-to-day operations, elevated the leadership team, and oversaw all operational aspects of company strategy. Throughout this time, Darren has helped them to overcome limited capital, streamline operational efficiency, and re-prioritise their pipeline. Finally, he supported the successful divestment of the company, carefully balancing the interests of stakeholders, he ensured that the deal structure was both fair and beneficial, delivering long-term value to the acquiring organisation while safeguarding the interests of the employees, investors, and clients. Ultimately, his efforts achieved a transaction that positioned the company for continued success under new ownership. You can read more about this work here . Cost Reduction, Online Retailer In early 2023, Darren supported a large UK online retailer through a downsizing exercise and the changes in demand and expenditure which came with it. By performing a deep dive on all vendor contracts, establishing priority saving areas and engaging in supplier negotiations, Darren and the team were able to deliver £10m of savings on an addressable budget of £85m, in just thirteen weeks. This programme was later nominated for and won an award at the Consultancy Awards 2024 in their Productivity Improvement/Cost Reduction category. Due Diligence, Wholesale Networks Provider Darren’s next programme involved conducting commercial due diligence for a wholesale networks provider, working with their investors to review the feasibility of investing in a company specialising in telecoms software. This saw him evaluate their business model, examine the software’s features to identify any intellectual property and patents, and assess the business’ risk register to ensure that it was future-proofed. Darren’s due diligence work and focus led to the successful acquisition of the company. Vendor Performance Management, Russell-Group University For a prestigious academic institution, Darren conducted Vendor Performance Management and Service Performance Management, assessing their current performance delivery in order to identify areas where improvement was needed. During this time, Darren was responsible for all of the Vendor Performance for their three Modern Network Vendors, analysing data to identify areas for improvement, developing a communication plan, and presenting a negotiation strategy to the university. Get in Touch Across all of these projects and programmes, Darren has leveraged his commercial, contract management and vendor negotiation capabilities to streamline and strengthen each organisation he has supported. For more information on how Darren can optimise your business, contact him using the form below.
More posts
Share by: