Introduction The National Counterintelligence & Security Center (NCSC) suggests that universities are particularly vulnerable to cyber crime because they are key contributors to the economy, skills development, and innovation. Cambridge MC was approached to conduct a comprehensive cyber capability maturity assessment for a major UK academic institution, leveraging a team of experts with technical understanding and frontline experience in cyber defence. This team carried out a thorough evaluation through a series of tests, interviews, and artefact examinations. Unlike conventional assessments, our strategy focused on actionable insights which were tailored to the unique operational context of the institution. The assessment was structured around recognised capability categories, informed by the team’s extensive experience defending against cyber attacks. The methodology was particularly effective for its sensitivity to the institution’s risk appetite—balancing cost, risk, and investment to propose solutions that were unique to their situation. Project Overview The primary challenge was the institution’s realisation that its existing cyber hygiene practices and IT discipline might not be sufficiently robust to withstand increasingly advanced tactics employed by cybercriminals and their growing interest in the education sector. The institution sought out Cambridge MC to identify these vulnerabilities, assess the overall maturity of its cybersecurity practices, and recommend strategic improvements. This meant not only highlighting technical deficiencies, but also providing a holistic evaluation of the institution’s security posture, considering the practical realities of defending against threats. This included an assessment of the institution’s risk readiness, infrastructure resilience and staff preparedness. Cambridge MC’s goal was to ensure that the recommendations produced as a result of this assessment were not only technically sound but contextually appropriate and aligned with the institution’s strategic objectives and resources constraints. This personalised approach was crucial in designing a cyber security strategy that was both achievable and sustainable. Strategy What we did Our approach involved a thorough assessment of the institution’s cyber infrastructure, including tests, interviews, and the examination of artefacts to gain a holistic understanding of their cyber maturity. To do this, we engaged experts with significant technical depth and extensive experience in cyber defence and leadership roles; a blend which was crucial in conducting a maturity assessment that focused on pragmatic gap closures. Why we did it this way Our methodology was designed to move beyond mere technical details and address the practical aspects of cyber security. By organising our work into recognised capability categories, we targeted areas that, if weak, would likely lead to vulnerability and a high risk of attack. This approach allowed us to pinpoint critical gaps in the institution’s cyber security practices and propose target improvements. Concepts and methodologies applied We applied a risk-based approach, sensitive to the institution’s risk appetite, to make practical trade-offs between cost, risk, and investment. This ensured that our recommendations were contextually appropriate and aligned with the institution’s strategic objectives. Our assessment framework was grounded in industry-best practices and standards, tailored to the unique needs and challenges of the academic sector. Obstacles encountered and overcoming them One of the main obstacles we encountered was resistance to change, a common challenge for institutions with established routines and cultures. To overcome this, we emphasised the importance of cyber hygiene and IT discipline through clear, evidence-based findings and recommendations. We conducted workshops and discussions to engage stakeholders at all levels, highlighting the tangible benefits of enhancing their cyber security posture and demonstrating how our recommendations could be implemented in a manageable manner. The Team The Cambridge MC cyber security team tasked with supporting on this project was comprised of: A technically adept practitioner specialising in vulnerability testing, equipped with cutting-edge knowledge of tools and techniques for identifying weaknesses in the institution’s cyber defences. This role was crucial for uncovering hidden vulnerabilities that could be exploited by attackers, providing a technical foundation for the assessment. Back-office risk experts with a deep understanding of the broader risk landscape and risk management principles, ensuring that the assessment considered not just technical vulnerabilities but also organisational and procedural risks, aligning the cyber security strategy with the institution’s overall risk appetite. A security leader with 30 years of experience building and running security services, who offered strategic oversight and practical insight into effective cyber defence mechanisms and was vital in ensuring the recommendations were not only theoretically sound but also pragmatically achievable. Together, these professionals ensured a comprehensive, nuanced, and highly practical assessment, underlining the importance of a balanced team in addressing complex cyber security challenges. Outcome & Results Optimised Cyber Resilience We recommended and outlined a robust workflow and identity management system across all of the institution’s systems, emphasising the need for multi-stakeholder cooperation. This highlighted the challenge of managing over tens of thousands of accounts for a community of many fewer staff and students. Longevity We made clear, actionable recommendations describing implementation plans for changes, such as improving the security culture and some operational deliverables associated with SOC efficacy, all of which were agreed upon by the leadership team who assured us that these changes would be in place at this institution for the next three years. Staff Readiness We enhanced the security awareness and training of the staff, postgraduate researchers, and students, including specialised training for the Information Security team. We also made recommendations for improving security posture, such as the adoption of Cloud Access Security Broker (CASB) and Data Leakage Prevention (DLP) solutions, and the development of a quantitative risk forecasting methodology. Forward Planning We also made suggestions for future improvements, including SOC operational activities, creating new initiatives targeting cyber kill chain strategy areas, and planning disaster recovery tests for ICT systems.

By implementing a VoIP system to reduce costs, promote collaboration, and streamline patient care Our Partner and VoIP expert, Mario Hanzek, recently completed a telephony transformation project for one of the major Healthcare NHS Foundation Trusts, with over 4,000 telephony users. The project aimed to exchange several of the original phone systems with a hosted state-of-the-art VoIP (Voice over Internet Protocol) system. The key objectives were to reduce costs, enhance flexibility, improve scalability, and ensure superior call quality. In doing so, Mario implemented, end-to-end encryption for enhanced security, seamless integration with existing platforms, and collaboration among employees and patients. Project Overview The NHS Foundation Trust was facing numerous communication challenges, the most significant being: Increased cost of maintenance contracts for on-premise telephony systems Call costs across multiple service providers Limited flexibility for remote working and long-distance collaboration between teams Outdated hardware These challenges disrupted communication within the organisation, therefore impacting operational efficiency and crucial patient care. Why VoIP? Cost Reduction: Implementing VoIP significantly reduces maintenance and call expenses. The organisation can now make calls over the internet, thus avoiding associated with traditional phone lines. Flexibility: With the new VoIP system, employees gained the flexibility to make calls from anywhere or any device with internet access. This is particularly beneficial for staff working remotely or in different healthcare facilities. Collaboration: The VoIP system promotes seamless collaboration among the trust's healthcare professionals, allowing for instant communication across various departments and with patients. This is further enhanced by the system's video conferencing and messaging capabilities. Scalability and Functionality: Using VoIP allows for easier scalability and flexibility to accommodate the growing needs of the healthcare organisation. Additional features, such as contact centres, voice recording, voicemail-to-email and call forwarding, were easily integrated, providing enhanced functionality as required, regardless of the user's location. Integration: The VoIP system slots in perfectly among the trust's existed applications and processes. This integration streamlined administrative tasks, improved patient management, and enhanced overall operational efficiency. Outcomes & Results 1. This successful telephony transformation project for the NHS Foundation Trust proves the positive impact that VoIP technology can have on communication within healthcare organisations. 2. The project successfully addressed challenges related to cost, flexibility, collaboration, scalability, and integration.

Ensuring that University of Bristol remains the university of choice for students, academics and partners in a globally competitive market The University of Bristol is a Russell Group University and a leader in many global league tables, including the QS World University Rankings where in 2023 it ranked 9th in the UK. To strengthen its competitive position, the University is undertaking an ambitious digital transformation strategy. As a foundation of this strategy, the Modern Network will deliver a significant increase in capacity, flexibility, automation, resilience, security and experience for all users. Cambridge Management Consulting was selected as the consulting firm to help the University establish and refine the requirements, design the network in collaboration with University of Bristol experts and lead the technical procurement for a Modern Network. Cambridge MC’s technical and commercial expertise helped University of Bristol navigate a complex procurement exercise and deliver the first stages of the transformation programme. The Challenge The current University of Bristol campus network requires significant modernisation to support the University’s Digital Strategy. All staff, students and visitors interact with the University's network every day, whether it's connecting a device to Wi-Fi, emailing a colleague, or running a session on the University’s Digital Learning Platform. The University of Bristol recognised that improving their global competitiveness requires a step change in the digital experience offered to all users and so it launched its Modern Network programme. Key objectives of the Modern Network are to introduce a high-performance network that gives users access to comprehensive teaching and learning resources, as well as specialist equipment, data, and scalable fibre for innovative research. The Modern Network programme also aims to enable students to connect with friends and family, and socialise online from wherever they are on campus, at any time, day or night. The new network will enhance the Wi-Fi coverage and capacity to give users the best digital experience round the clock. The University realises that a significant increase in network performance is needed to support data intensive activities, including centralised and de-centralised computing, large scale sensor networks, media rich applications like augmented and virtual reality, data intensive instrumentation and modelling. The architecture designed is going to be more flexible, highly scalable, adaptable and evergreen. Security will be improved to cope with the continuously evolving threat landscape and to enable Modern Network users to safely perform their activities from any location in the world, with a consistent, hassle-free experience. The Modern Network will deliver a reliable platform with world-class operational capabilities, making the services easy to consume, monitor and manage. The Strategy Cambridge Management Consulting used its expertise and knowledge to quickly establish a comprehensive set of requirements and to test market appetite to deliver a Modern Network via an RFI. Requirements Management used a structured approach based on a Cambridge MC requirements catalogue. This accelerated the process of engaging University of Bristol stakeholders to validate requirements and helped to shape the University’s procurement process. An efficient and comprehensive stakeholder engagement process also saw the development of multiple personas that were used to explain how the Modern Network would deliver capabilities for students, academics, researchers and professional services colleagues. Cambridge MC, in conjunction with the university, then helped to shape a structured procurement approach. Modern Network capabilities were put into 3 main procurement categories to provide purchasing and transformation flexibility. Cambridge MC led the Procurement technical dialogue. Working in partnership with experts from the University of Bristol, a highly scalable, flexible, secure and resilient target state network was designed. The design is modular and makes use of multiple technical patterns. This provides a repeatable, standardised way for the University to deliver capabilities that can have customised performance service and levels. To assist the Procurement activities, Cambridge MC also created a Model Modern Network. The Model allowed a consistent financial assessment to be made at each stage of the Procurement, including providing a detailed estimate of the transformation milestones and payments. The Cambridge MC team also shaped the Modern Network programme. It was broadly shaped into mobilisation, discovery, design, prove, pilot and deploy phases. Cambridge MC are providing support in the early transformation phase to help the University of Bristol deliver the ambitious programme. The resulting Modern Network will be a high performance, flexible, resilient and secure platform. It will introduce self-service and automation, such as zero touch deployments and autonomous networks for research activities. It will leverage programmatic control and AIOps to improve the digital experience and inclusiveness, sustainability and the global competitiveness of the University. A technical modernisation like this requires a similar shift to a world-class operating model. Cambridge MC supported the service management redesign throughout the procurement phase. Using comprehensive requirements structured around ITIL, the team co-designed the enhanced set of service capabilities and are now helping University of Bristol to introduce these services. The new service management approach will provide full end-to-end visibility of the network, formal SLAs and SLA management and enhanced fault, change, configuration and knowledge management. This will complement the new technical capabilities and provide significant benefits to the University. The Team Cambridge Management Consulting provided procurement, commercial, technical business analysis and service management expertise. Cambridge MC also provided expertise for the procurement and post-procurement implementation activity. Cambridge MC worked exceptionally well with the University's digital and procurement teams to ensure end-to-end success for the University. Not only did the Cambridge MC team help support, but they also provided extensive knowledge transfer to, the University to minimise the future need for external support, minimise future costs for external consultants and help further develop the in-house ICT and procurement capabilities. Outcomes & Results 1. Cambridge Management Consulting's attention to detail ensured there were clear winners of the Procurement lots, with no challenges or disaffected potential suppliers. The winners of the three lots were all world-class organisations with a desire to support the University with its ambition to deliver a first-class service. 2. Cambridge MC have since assisted the University with other aspects of their Digital Strategy and continue to be engaged to help University of Bristol transform.

Cambridge Management Consulting is delighted to announce that we have been recognised as a Platinum-level telecommunications consultancy in Consultancy.uk’s 2025 ‘Top Consulting Firms in the UK’ ranking. This achievement places us among an upper tier of telecommunications consultancies across the UK, reflecting our continued commitment to delivering exceptional expertise and results for our clients in this rapidly evolving sector. A Rigorous Assessment The Consultancy.uk ranking represents one of the most comprehensive evaluations of the UK’s consulting landscape, assessing over 1,400 firms across the country. This methodology combines extensive client feedback from more than 800 clients and peer reviews from over 3,000 consultants, alongside detailed capabilities assessments that examine the reputation of each firm, project track records, analyst benchmarks, industry recognitions, and thought leadership. Within the telecommunications sector specifically, over 500 consulting firms were evaluated, with only 50 qualifying as top players. The ranking system operates across five distinct levels – Diamond, Platinum, Gold, Silver, and Bronze; thus, Platinum status cements Cambridge MC as one of the most trusted, expert, and influential telecommunications consultancies in the UK. This recognition is particularly meaningful given the competitive nature of the UK’s telecommunications consulting market, where established global firms compete alongside specialist independents. Our Platinum ranking demonstrates that Cambridge MC has successfully established itself as a leading authority in telecommunications strategy, transformation, and innovation. Building on a Foundation of Success This latest accolade adds to Cambridge MC’s impressive collection of recent achievements and industry recognition. At The Consultancy Awards 2024, we were honoured to receive three awards, winning in every category for which we were nominated. These included: Digital Transformation: Acknowledging our project management of a multinational oil and gas company’s EV charging hub portfolio. Productivity Improvement & Cost Reduction: Celebrating our delivery of over £10m in savings for a major UK online retailer. Fastest Growing: Recognising our remarkable 30% revenue growth and expansion across new geographies. Beyond organisational achievements, our individual team members continue to earn recognition for their expertise and contributions. Zoë Webster, expert at Cambridge Management Consulting for AI, Digital & Innovation, was named among AI Magazine’s Top 10 AI Leaders in the UK & Europe. Furthermore, Craig Cheney, Managing Partner for Public Sector & Education, was made an Alderman of the City of Bristol, and Marvin Rees OBE, a member of our advisory board, was introduced to the House of Lords. Craig and Marvin were also co-founders of the Bristol City LEAP project, which recently received the World Economic Forum’s 2024 Award of Distinction for Public-Private Collaboration in Cities. This £1bn partnership between Bristol City Council and Ameresco UK represents a world-first initiative in sustainable urban development, demonstrating our capacity to deliver transformational projects with genuine societal impact. At the Forefront of Digital Infrastructure and TMT Our Platinum ranking in telecommunications specifically reflects Cambridge MC’s deep expertise across the full spectrum of Telecoms, Media & Technology (TMT) challenges. We work alongside TMT companies to optimise digital infrastructure and estates while delivering integrated cost reduction services that enhance procurement and contract management functions. Our capabilities span from digital transformation, procurement and network transformation to data centre optimisation and emerging technology integration. The telecommunications landscape continues to evolve rapidly, with exponential data growth, IoT deployment, and the infrastructure demands of generative AI driving substantial transformation in both virtual and physical infrastructure. Our team support organisations to stay afloat in this changing market, with a proven track record including managing over $5bn in client revenues, saving organisations over $2bn, and driving procurement transactions exceeding $5bn. Recent case studies demonstrate the breadth of our telecommunications expertise, from conducting technical due diligence for major investment decisions, to designing and procuring modern network solutions for leading academic institutions. Our work with the University of Bristol, helping them to complete their progressive Modern Network transformation, exemplifies our ability to navigate complex technical and commercial requirements, while delivering measurable outcomes. Looking Ahead As we celebrate this Platinum recognition, Cambridge MC remains committed to pushing the boundaries of what’s possible in telecommunications consulting. Ever since Tim Passingham founded Cambridge Management Consulting, to support telecommunications startups in the city of Cambridge, UK, our purpose has been to help clients make a better impact on the world. This mission drives everything we do, from individual product delivery to industry-wide transformation initiatives. This achievement belongs to our entire team of specialist practitioners who bring decades of hands-on experience to every engagement. As we continue to expand our capabilities and global reach, this recognition serves as both validation of our progress and motivation for the challenges ahead. Thank you to everyone who has joined us on this journey.

Disclaimer: The text below was originally published on the Pembroke College website. Read the original post here to read the full article, including coverage of the award's other recipients, Duncan Rule and Ian Carry. 2025 Volunteers of the Year Announced Congratulations to Duncan Rule, Ian Carry and Tim Passingham (2022) whose contributions to Pembroke have been recognised in Pembroke’s Volunteer of the Year Awards for 2025. The award was introduced in 2022 to recognise not only the particular individuals who contribute their time and expertise for the benefit of the College and its community but also the value of volunteering itself. Duncan and Tim received their awards from the Master, Lord Smith of Finsbury, last week, with Ian set to receive his at the LEAP celebration event next term. Tim Passingham Since joining Pembroke as a William Pitt Fellow in 2022, Tim Passingham has become a highly valued member of the College community. A consistent supporter of the Corporate Partnership Programme, Tim has played a pivotal role in connecting students with real-world opportunities. Through his companies—Cambridge Management Consulting and partner firm edenseven—Tim has offered numerous internships to students on the LEAP programme, helping them build professional confidence and practical skills. Beyond internships, Tim and his team have supported LEAP students through reflective post-programme interviews, offering valuable feedback for both participants and the LEAP team. His impact is visible in many aspects of College life: from advisory work on the Milstein House sub-committee to generous support for Pembroke’s musicians, including the donation of a drum kit. Tim has also brought significant visibility to Pembroke within the wider Cambridge community. Under his leadership, the College was a key host during Cambridge Tech Week 2024, welcoming visitors for lectures, panels, and a Deep Tech Gala Dinner. Regularly using College spaces for high-profile meetings and team retreats, Tim has become a recognisable and influential figure around Pembroke—embodying the spirit of collaboration and innovation that the Corporate Partnership Programme aims to foster. On receiving this award, Tim said "when I was invested as a William Pitt Fellow in 2022, I stated that my desire was to give to the College and work hard to bring the worlds of Academia and Industry closer together. Since then, me and some of my team at Cambridge Management Consulting have supported numerous LEAP interns, sponsored our first PhD student at Pembroke, supported the CARA charity and initiative, supported the Mill Lane site programme, and given as much time and money as we have been able to support the Development Team and the growth of the College. I feel enormously honoured to receive this award which, for me, represents very much the beginning of a partnership which I hope will deepen and grow over many years to come. I look forward to the years ahead and to serving the College as we seek to continue to build on the incredible legacy of Pembroke by having a disproportionate impact for good on the world around us.”

Disruption now occurs with unprecedented regularity, as industries are upended not by traditional competitors but by unexpected entrants wielding innovative technologies and business models.  The difference between thriving and becoming obsolete increasingly hinges on your organisation's ability to anticipate and adapt to disruption before it's too late. The Ur-case of this was Blockbuster, who ignored the threat of streaming technologies, and specifically Netflix (which it could have bought), until it was far too late to pivot and catch up. Our article explores how businesses can develop strategies that offer predictions and agility, embedding creativity and insight into frameworks and actionable steps that plot a course through the disruptive landscapes of the next few years and beyond. Understanding the Nature of Disruption Disruption is no longer just a buzzword — or the philosophy of ‘break things and move fast’ that drove the early tech start-ups that now dominate our waking lives. The theory of disruptive innovation, popularised by Harvard Business School professor Clayton Christensen, explains how new technologies, products, or services can start small but eventually surpass established offerings in existing markets[1]. This process typically begins when smaller companies with fewer resources challenge established or traditional businesses by addressing underserved market needs[5] in new ways; usually with business models that bypass normal routes to market and allow these companies to scale at pace. Recent examples include: fintech banks that challenge the need for brick-and-mortar; online over-the-top media applications that replace the need for print media and traditional broadcast television; digital media and the success of subscription models, replacing physical media for music, films and other forms of entertainment; and platform apps like Uber, which connect us to a fleet of independent drivers who are paid per ‘gig’ and regulated by a ratings system. Today's notion of disruption is characterised by several key features: Accelerated Pace of Change The pace of disruption has accelerated beyond anything previously seen, with transformative technologies reaching mainstream adoption faster than ever[15]. While it took decades for technologies like electricity and telephones to achieve mass adoption, modern innovations like smartphones and AI have transformed entire industries in just a few years. Cross-Industry Disruption Disruptive threats increasingly come from outside traditional industry boundaries. Companies must now monitor not only direct competitors but also adjacent industries and completely unrelated sectors where transferable innovations might emerge[15]. For example, tech giants have disrupted financial services, retail, healthcare, and automotive industries without prior experience in these sectors. Technology-Enabled Business Models Today's most powerful disruptions combine technological innovation with business model innovation. Examples include: Platform models: Uber revolutionised transportation by connecting riders and drivers through a user-friendly mobile app, utilising independent drivers who pay for their own vehicles for rapid scalability[1]. Subscription services: Netflix and Spotify transformed entertainment consumption by shifting from physical media to on-demand streaming with personalised algorithmic content recommendations[1]. Direct-to-consumer approaches: Tesla's direct sales model bypassed traditional dealership networks while integrating advanced electric vehicle technology and autonomous capabilities[1]. From Traditional to Adaptive Strategy Traditional strategic planning approaches — characterised by multi-year roadmaps and rigid implementation plans — have become increasingly inadequate in today's fast-moving business environment. We look at some of the challenges businesses now face below. The Limitations of Traditional Strategy Conventional strategies often fail because they: Assume relative stability in market conditions Take too long to develop and implement Lack flexibility to respond to unexpected changes Rely heavily on historical data to predict future outcomes The Adaptive Strategy Advantage Adaptive strategy, often described as the "Be Fast" approach, emphasises agility, experimentation, and continuous evolution[3]. This approach thrives in fluid industries with high uncertainty and a fast pace of change, such as technology, fashion, entertainment, and start-ups[3]. Organisations that embrace adaptive strategies gain significant advantages: Higher profitability: Companies ranking high in adaptability enjoy up to 75% higher profitability than their less adaptive counterparts[10]. Faster market response: Adaptive firms achieve approximately 60% faster time-to-market compared to traditional competitors[10]. Innovation capacity: The ability to experiment boldly and rapidly iterate creates an environment where breakthrough innovations are more likely to emerge[10]. Real-World Adaptive Strategy Success Consider Netflix's journey from DVD rental service to streaming giant to content producer. Rather than creating a 10-year plan, Netflix constantly evolved based on emerging technologies, customer preferences, and market opportunities. This adaptive approach allowed them to pivot whenever necessary while maintaining their core value proposition of convenient entertainment access[1]. A New Framework for Ensuring Strategy Relevance To maintain strategic relevance amid disruptive trends, companies need a systematic framework that balances stability with flexibility. Anticipate Disruption Through Trend Analysis Successful businesses identify potential disruptions before they manifest fully by monitoring Hard Trends — future certainties based on measurable facts[15]. These include demographic shifts, technological advancements, and regulatory changes that provide predictable directional guidance. For example, financial services firms that recognised the Hard Trend of increasing digital connectivity were better positioned to respond to the rise of mobile banking and fintech disruption. Build your Agility Organisational structures and processes must be designed to support rapid adaptation: Decentralised decision-making: Empower teams closest to customers and market changes to make decisions without lengthy approval chains[3]. Cross-functional collaboration: Break down silos between departments to enable faster information sharing and coordinated responses to change[3]. Agile methodologies: Adapt software development approaches like sprints, continuous integration, and iterative testing to broader business strategy[3]. Foster a Culture of Innovation Innovation cannot be an isolated function — it must permeate your entire organisation: Encourage experimentation: Create safe spaces for testing new ideas with minimal bureaucracy and fear of failure[3]. Customer-centric innovation: Ground innovation efforts in a deep understanding of customer needs rather than internal assumptions[14]. Structured innovation processes: Establish clear pathways for moving ideas from conception to implementation while maintaining flexibility[14]. KPIs that support innovation: For example, looking at the value of a portfolio of innovations rather than a specific innovation project. Leverage Data & Technology Data-driven insights provide a vital competitive advantage in your disruption response: Real-time market intelligence: Deploy advanced analytics to detect weak signals of change before they emerge fully-formed[3]. Predictive modelling: Use Agentic AI to identify patterns and forecast potential disruptions[2]. Digital transformation lifecycle: Invest in the necessary expertise and infrastructure to undertake on-going programmes of transformation — a big step, and potentially expensive, but it can help immunise your business against disruptive technologies and new models. Practical Implementation Steps Translating disruption awareness into effective action requires specific tactical approaches.