European business magazine spring 2025

Andres Iniesta

From Pitch to Power Player: Andrés Iniesta Leads the FedEx Champions of Business

Table of Contents

6 Consultant and Strategic Advisor of commercial data solutions provider JMAN Group, discusses how founders need to look at data differently to attract investors

8 Revolutionary Technology or Overhyped Trend?

10 Leveraging Training Metrics for Effective Workplace Learning

12 Brexit’s Impact On The UK’s Logistics Industry

14 FedEx Champions of Business

18 What is it that stands between logistics companies and achieving sustainability?

20 Growing Adoption of Block Chain

22 What to Expect from the European Accessibility Act

24 Bridging the Gap in a Borderless World

26 Sam Kidd

30 Sharn Kleiss, Employee Experience Strategy Lead at Gallagher

32 The key to tackling your organisation’s sustainability targets

34 The four main barriers blocking AI adoption

36 The essential role of government support

38 Why overcomplicated process creation is getting in the way of your digital transformation success

40 Plugging Security Gaps with AI without Creating Additional Risk

42 Italy’s startup renaissance is taking shape

44 How business leaders can deliver impactful change with AI

46 A wind of change is blowing through the professional services sector

48 Transformative Action on the SDGs

52 how to choose the AI investment that exactly fits your business

54 How Companies Can Prepare for Digital Product Passports

56 People are at the heart of the digital transformation

58 The Rise of Cloud Data Centers in Business

60 lection Outcomes, AI Adoption, and ESG Issues Pose New Challenges for European Employers, Littler Survey Finds

62 How Is Artificial Intelligence Making the Manufacturing and Healthcare Sectors Future-Ready?

64 The Impact of AI on Employee and Customer Experience

66 Exploring the Role of Self-service Business Intelligence (BI) in Modern Decision-Making

70 Third-Party Risk Management Market is expected to reach $22.4 Bn By 2032

71 Cornerstone and Meta Launch Strategic Partnership to Power the Future of AI, Extended Reality and Immersive Learning

72 Flexible options make happy customers, why businesses must integrate POS financing

74 Reimagining Organisational Culture

76 Impact Gen Ai in Finance

78 Big tech companies are spending hundreds of billions of dollars on AI. But is it reasonable?

80 Can BNPL ride out regulatory change?

82 Will Capital Gains Be Bitcoiners’ Loss?

EUROPEAN BUSINESS

MAGAZINE

Publisher Nick Staunton

Editor

Patricia Cullen

Deputy Editor

Anthony Gill

Associate Publisher

Brad Adams

Features Editor Katie Winearls

Head of Production

Paul Rogers

Head of Design Vladimir Mladenovski

Subscriptions Manager

Rebecca Hill

Head of Business Development

Paul Matthews

Advertising Sales

Brad Adams Tara Duckworth

Advertising Sales

Tara Duckworth, Mike Ray, Andy Ellis, Mark Holburn

Contributing writers

Patricia Cullen, Richard Fitzpatrick, Bala Murali Krishna, Shilpa Meen, Argee Laraya, Aimee Ni Mhaolcraibhe, Gordana Ristic, Jonathan Hooker, Jose Ignacio Latorre

Head of Digital

Stephen Scott

Photographer Ben Fisher

NST Publishing Ltd, 19 Leamington Spa (studio 1) Leamington Spa,Cv324tf, UK

The information contained has been contained from sources the proprietor believes to be wholly correct however no legal liability can be accepted for any errors. No part of this publication can be reproduced without consent of the publisher.

CRAMP (PICTURED)

Consultant and Strategic Advisor of commercial data solutions provider JMAN Group, discusses how founders need to look at data differently to attract investors

Since the launch of ChatGPT assessing the impact of AI has been on the agenda of nearly every business. The truth is that gen AI is just the latest and most visible groundbreaking innovation to come out of the data field. Over the past decade, data has transformed how we all live and work. The investment sector is no exception. Increasingly, private equity firms and venture capitalists are going beyond using basic financial metrics to leverage the latest data techniques to both assess potential targets and manage their portfolios. What this means for those seeking investment or an exit for their business, is that they need to adapt their approach accordingly. Founder-led businesses often only begin to seriously consider their exit

strategy after several years of operation. By that time they have most likely scaled to several hundred employees across several countries. Depending on the business model, they may have hundreds, thousands or even tens of thousands of customers. They will often work with dozens of partners and agencies, have already taken several rounds of investment and have multiple products with different revenue streams. In short, the business will be complex with a sea of information swirling through different platforms, teams and departments.

Traditionally, getting all this information sorted out to present to investors was a difficult but not impossible task. This is because most investors have previously prioritised a few important metrics including liquidity, cash flow

and expense control. Most well run businesses will have a good grasp of these fundamentals and will merely need to get their ducks in a row in order to prove it.

Now, the situation is changing. As PE firms become much more data-led, they are looking at a host of new metrics to build a much more holistic picture of how a company is performing now, and, with predictive analytics, will potentially fare in the future. Everything from customer service data, product revenue, transaction levels, retention rates, organic versus inorganic growth, ARR, to customer profiles and team performance metrics are all of serious interest to investors. Investors have gone beyond looking at the ‘what’ of the performance, but now are expecting

management teams to be able to have the data to answer the ‘why’ as well. Unfortunately, a surprisingly large number of businesses can not readily provide this information, nor do they have the data infrastructure or expertise to begin to gather it efficiently.

This can be a costly problem. It is much more difficult, expensive and inaccurate to try and collect and analyse data after the fact. Retrofitting data management infrastructure into already mature systems can be very disruptive. Upskilling or hiring a team to correctly manage, interpret and visualise the data is also time consuming. This means that a business leader who is already embarking on their exit strategy has two choicesface the delays and expense of getting their data house in order - which

could mean market conditions end up turning against them - or run the risk of receiving much less favourable terms from investors who consider the lack of insights available a risk that needs financial mitigation. Both options are obviously far from ideal. So let’s consider a third pathbuilding your company with data at its heart. I’m sure most of us already know just how much value data insights can provide to a company’s operations and how it serves its customers. However, there is still a reluctance from many business owners to start investing in data infrastructure and expertise because either it seems like an unnecessary early capital outlay or a low priority when they are trying to keep the fundamentals of their business operating. This is the wrong mentality. If the ultimate goal of your business is to exit or list - you are going to be better placed to achieve this target if you build the data policies, expertise and infrastructure you need into the fabric of your business. Everything does not have to be in place from day one, rather you need to create a strategy that will enable you to ramp up to gathering all the critical data points you will need to answer every question an investor will ultimately ask. Doing this also lays the foundations to take advantage of the latest generative AI advances. AI applied to a shaky data foundation is unlikely to get you results, but applied to the right data foundations can transform the value of your business.

Luckily, the data points that PE firms now really value are the same insights that will make a fundamental improvement to how effectively you make decisions as your business scales. The important thing to remember with any data project is to start with the questions you want to answer. This means understanding modern PE professionals. Ask yourself, what metrics, beyond simple revenue figures, will tell the story of your company’s success and potential? It could be the diversity of your customer base - both geographically and

by sector. It could be how strong your recurring revenue figures are. Perhaps it’s the longevity of your products or the exponential growth of a new service you have launched. It may even be the approach you have to customer service and marketing and how that links to customer retention and growth. When you have a clear picture of where your real strength and USP exists, the next step is to develop the data collection, management and analysis systems and policies that will prove what you know to investors.

The benefit of this approach isn’t confined to proving your company’s worth in its initial pitch. As mentioned above, investors are increasingly using near real time data analysis to monitor the performance of their portfolios. If you have your data in order, it is much easier for investors to undertake this type of ongoing analysis. Consequently, it can be more attractive to them knowing that their potential acquisition or investment can easily plug into their existing systems. In addition, for buy and build firms that prioritise the compatibility and synergy of their acquisitions, deep data insights are very attractive. Most importantly, it will make it easier for you as leaders to run the business day-to-day, know where to spend your time and where to place your bigger bets.

Finally, creating the infrastructure and policies you need to properly manage your data is only one part of your journey. It will count for nothing if you don’t focus on a culture of using these insights to power and present your business. This means upskilling your team so they have the skills and knowledge to use data effectively. Everybody, including your senior leadership should have at least a basic ability to scrutinise and apply data insights. Too many CEOs and founders rely on others for this expertise. If you start building up your own expertise, when it comes to the crucial investment pitch, you, and your senior team, will be well placed to amplify the argument that your company data makes.

AI PCS: Revolutionary Technology or Overhyped Trend?

By Ann Keefe, Regional Director – UK and Ireland at Kingston Technology EMEA.

In recent months, AI PCs have dominated technology headlines, with hardware manufacturers announcing new models at an unprecedented pace. The emergence of this new type of hardware reflects broader AI trends, but the speed of innovation begs the question: Are AI PCs truly revolutionary, or simply the latest tech industry hype?

Looking beneath the hood

AI PCs represent a significant evolution in computing, featuring dedicated Neural Processing Units (NPUs) within their System on Chip (SoC). These NPUs are specifically designed to handle AI applications and experiences, offering enhanced computational power for language models, focused tasks, security, and privacy. The key advantage of AI PCs lies in their ability to provide low latency and greater personalisation, meeting the growing demand for more independent computing experiences.

Essentially, AI PCs enable computation to occur at the edge, closer to the data source or end-user, rather than relying solely on cloud processing. This approach combines the strength of cloud computing for intensive tasks with the speed and privacy advantages of local processing. By utilising local hardware like GPUs and NPUs to enable AI tasks, AI PCs can reduce latency, conserve bandwidth, and improve data security by

minimising the amount of sensitive information transferred to the cloud.

The Chips Driving AI PCs

The evolution of AI PCs has been closely tied to advancements in chip technology. Early examples of this approach can be traced back to the iPhone’s A11 bionic processor. However, recent innovations like Intel’s Ultra Core processor have introduced a new CPU design tailored for multiple purposes. This tile-based CPU architecture allows for dedicated allocation of resources to the GPU (for compute tasks), the main processor, and the SoC (which includes the NPU) to support local AI functions.

The combination of CPU, GPU, and NPU is crucial for modern computing tasks.

While the CPU handles general-purpose processing and runs the operating system, the GPU excels at parallel computations ideal for AI and deep learning. The NPU, designed specifically for AI tasks, accelerates neural network computations while maintaining low power consumption. This trio allows for flexibility, with each processor type fully optimised for specific tasks, leading to significant improvements in both performance and energy efficiency.

Memory and Storage Considerations

As AI PC technology advances, questions arise about the memory and storage requirements needed to support these systems effectively. Currently, there are very few standardised

specifications with AI PC systems ranging from 8GB to 32GB of memory. However, as AI applications become more sophisticated and demanding, we can expect a shift in memory requirements.

It’s the same situation when it comes to storage, with current systems offering anywhere from 256GB to 2TB of SSD storage. When considering AI PCs, it’s key for enterprises to look beyond their needs right now, and instead anticipate future requirements as applications evolve.

Use Cases and Opportunities for Enterprises

AI PCs are finding applications across various domains, with business productivity tools leading the charge.

Microsoft Copilot, Zoom, Webex, and Slack are breaking new ground in project management and collaboration. Creative professionals are benefiting from AI-enhanced tools like the Adobe suite, Audacity for audio editing, and GIMP for design work.

These early applications primarily focus on communication and creativity, areas where AI can make an immediate impact. However, as the technology matures, we can expect to see AI PC applications diversify into numerous industries and use cases.

For enterprises, AI PCs offer several key advantages:

1. Enhanced Security and Privacy: By processing data locally, AI PCs reduce the risks associated with cloud storage and transmission and use of sensitive information, by public AI models.

2. Improved Performance: The combination of specialised processors enables faster, more efficient handling of AI-related tasks.

3. Greater Autonomy: AI PCs can operate independently of cloud services, ensuring functionality even during network outages or cyber-attacks targeting cloud infrastructure.

4. Personalisation: The ability to process data locally allows for more tailored user experiences and faster response times.

Preparing for the AI PC Revolution

As enterprises consider adopting AI PCs, several factors should be considered:

1. Assess Current Needs: Evaluate your organisation’s immediate requirements and how they align with available AI PC capabilities.

2. Application Compatibility: Identify which AI-enhanced applications are crucial for your business operations.

3. Refresh Cycle Timing: Consider where you are in your current hardware refresh cycle and whether immediate adoption or a wait-andsee approach is more appropriate.

4. Staff Training: Ensure your team is prepared to optimise and securely operate AI PC systems.

5. Regulatory Compliance: Stay ahead of AI-related policies and practices to ensure smooth adoption and operation.

6. Phased Approach: Consider a nuanced strategy, such as upgrading key components incrementally rather than overhauling entire systems at once.

What’s the conclusion – hype or opportunity?

While there’s undoubtedly excitement surrounding AI PCs, dismissing them as mere hype would be shortsighted. Analyst predictions from firms like Gartner, IDC, and Canalys suggest a significant market shift towards AI PCs in the coming years.

For enterprises, AI PCs represent a genuine opportunity to enhance productivity, security, and user experiences. However, the key to success lies in thoughtful adoption. Organisations must carefully consider their specific needs, the current state of AI PC technology, and their readiness to implement and manage these advanced systems.

As with any emerging technology, there are trade-offs to consider. Early adopters may gain competitive advantages but also face the challenges of working with less mature ecosystems. Others may benefit from a more measured approach, allowing time for the technology and application landscape to evolve further.

Ultimately, AI PCs are not just hype –they represent a significant shift in computing paradigms. Whether your organisation dives in now or waits for further developments, staying informed and prepared for this technological evolution is crucial for future success in an AI-driven world.

DATA AND DEVELOPMENT:

Leveraging Training Metrics for Effective Workplace Learning

In the contemporary corporate landscape, data has become a pivotal element in driving business success, yet many Learning and Development (L&D) departments are lagging behind in their ability to harness this valuable resource. A recent survey from ATD revealed that a staggering 75% of talent development professionals lack access to the necessary data for high-level analysis. This gap in data accessibility significantly hampers the ability of organisations to refine their training programs, identify skills gaps, and measure the effectiveness of their L&D initiatives. In this piece, I will explore the critical role of data in

corporate training and why leveraging training metrics is essential for effective workplace learning.

The Growing Need for Hard Data in Corporate Training

In today’s fast-paced business environment, the need for hard data and updated learning systems in corporate training cannot be overstated. Organisations that excel in utilising data are often better positioned to make informed decisions, anticipate market changes, and stay ahead of the competition. A 2022 report from Deloitte highlighted that high-performing organizations are 2.6 times

more likely to treat data and analytics as core assets, creating a competitive advantage. Additionally, these organisations are 2.1 times more likely to communicate the importance of datadriven decisions compared to their low-performing counterparts.

Despite these clear advantages, LinkedIn’s 2021 Workplace Learning Report found that less than half (41%) of L&D professionals use internal data and tools to identify skills gaps within their organisations. This statistic underscores a significant missed opportunity for many companies. By failing to leverage data effectively, they risk falling behind in an increasingly competitive market.

Number Crunching: Utilising Training Metrics

Training metrics provide invaluable insights into the effectiveness of L&D initiatives. By understanding and analysing these metrics, L&D departments can assess the impact of their programs, identify areas for improvement, and allocate resources more efficiently. Metrics such as course completion rates, learner engagement levels, and post-training performance can offer a comprehensive view of the training landscape.

For example, zick learn, an innovative platform in the corporate education industry, has shown remarkable

success in improving training outcomes. Traditional e-learning programs typically see completion rates between 5% and 15%, depending on the market research. In stark contrast, zick learn’s microlearning approach has achieved completion rates of over 85%. This significant improvement demonstrates the power of using targeted, datadriven methods to enhance training effectiveness.

Identifying Workforce Weaknesses

One of the most valuable aspects of data in L&D is its ability to pinpoint workforce weaknesses. By systematically collecting and analysing training data, organisations can identify skill gaps and areas where employees may need additional support. This proactive approach allows companies to address deficiencies before they become critical issues, thereby maintaining a high level of workforce competency.

Data-driven insights can also foster a culture of continuous improvement. Employees are more likely to engage with training programs that are relevant to their needs and career goals. By identifying and addressing specific weaknesses, organisations can help their workforce achieve its full potential, ultimately leading to improved performance and productivity.

Tailoring Training to Individual Needs

Personalised learning experiences are becoming increasingly recognised as a cornerstone of effective training programs. Each employee has unique needs, preferences, and learning styles, meaning that a onesize-fits-all approach is often insufficient. Data plays a crucial role in tailoring training materials to these individual characteristics.

Microlearning, is particularly effective in this regard. By breaking down content into small, bite-sized modules, microlearning allows employees to engage with training at their own pace and according to their own

preferences. This flexibility not only enhances learning retention but also increases engagement and motivation. The real-time analytics provided by zick learn enable L&D departments to continually refine and adapt their training programs to better meet the needs of their workforce.

The Tech Revolution in L&D

The growing reliance on technology to satisfy data needs in L&D departments is transforming the way training is delivered and measured. Advanced learning management systems (LMS) and e-learning platforms now offer sophisticated data collection and analysis capabilities. These technologies provide L&D professionals with deep insights into learner behavior, training effectiveness, and overall program impact.

Platforms like zick learn are at the forefront of this tech revolution. By leveraging AI and mobile technologies, they offer a comprehensive suite of tools that empower L&D departments to track progress, measure outcomes, and make data-driven decisions. The integration of AI and machine learning further enhances these capabilities, providing predictive analytics that can anticipate future training needs and trends.

Conclusion

The integration of data and development in corporate training is no longer a luxury but a necessity. By embracing data-driven approaches and leveraging advanced technologies, L&D departments can transform their training programs, making them more effective, personalised, and impactful. The shift towards microlearning and data-centric strategies not only improves training outcomes but also empowers employees to reach their full potential. In an era where competitive advantage is increasingly tied to the ability to harness data, organizations that prioritise data in their L&D initiatives will undoubtedly lead the way.

Brexit’s Impact On The UK’s Logistics Industry

Since the historic referendum on 23 June 2016, Brexit has been a seismic event, reshaping the landscape of the United Kingdom’s logistics and transport sector. With the official departure from the European Union on 31 January 2020, followed by subsequent negotiations and agreements, the impacts continue to reverberate throughout the industry, raising questions about its future trajectory.

There’s no denying that the aftermath of Brexit has seen logistics businesses grappling with a host of operational adjustments, from managing delays in transportation to navigating intricate import and export regulations. Meanwhile, compliance with new import and export procedures and health regulations have posed formidable challenges for businesses of all sizes. Nick Ghia, Chief Revenue Officer of Transporeon, a Trimble company, explores how Britain’s split from the EU has affected the logistics Industry as a whole.

Paperwork at UK Borders

Due to customs changes being introduced as a result of Brexit and the end of free trade between Britain and the EU, the knock on effect has seen the introduction of more paperwork and logistics businesses having to meet new product standards which are stricter, particularly when trading restricted goods and livestock, to name a few. These new customs regulations have made it more difficult and time-consuming to ship goods between the UK and the EU. Ultimately this means that businesses reliant on international trade have had to adapt to the new regulations, which has added costs and delays.

Brexit’s impact on UK borders is starkly evident in the realm of food

exports, with significant financial burdens placed on businesses sending products to the EU. In fact, in recent reports, lorry drivers from continental Europe are set to reject jobs taking them to the UK unless delays are reduced and driver conditions improved at post-Brexit border posts. The delays are due to the border checks for plant and animal products brought in on 30 April. Not only this, but the requirement for exporters of foods of animal origin to obtain veterinary sign-offs and export health certificates (EHCs) has led to a significant rise in costs. And with data from the Office for National Statistics showing the amount of meat products exported to the EU from the UK in 2023 totalled £1.26bn, a 17% drop

from the £1.53bn exported in 2019, this notable decline in exports, combined with the rising costs associated with Brexit, will affect smaller producers. Consequently, some companies have faced reduced profits or even had to cease exporting activities altogether.

The introduction of reciprocal measures by the UK in response to EU requirements further exacerbates the situation, potentially putting EU exporters off from engaging with the UK market due to increased bureaucracy and costs. While larger companies may absorb these new expenses, the ramifications, again, for smaller enterprises are profound, prompting concerns about the sustainability of their operations.

Delays at the border

The delays at the border caused by Brexit have been well documented over the past few years and in turn have helped cause numerous issues for all industries, however, the food industry has potentially suffered the most due to lack of warehousing facilities and a short shelf life making the process seemingly impossible. The medical sector has also been hit hard by delays at the border, with some suppliers in the UK being forced to stockpile medication and other emergency items.

The delays have also seen an increase in crime at the border. In fact, there were 5,373 reports of HGV and cargo crime in the UK in 2023, according to

NaVCIS, with an estimated cost of the loss in value from the thefts alone of £68m – with the retail value much higher. As well as this, according to the Environmental Systems Research Institute (ESRI), the volume of products traded between the EU and the UK has decreased by one-fifth as a result of Brexit. Again, these delays have particularly impacted smaller businesses that make up the majority of the logistics industry and are already struggling with cost of living and business pressures. Delays at borders (alongside with COVID-19) were also cited by the The Road Haulage Association as the root causes of driver shortage.

Navigating post-Brexit impact with smart logistics solutions

In order to navigate the aftermath and constantly changing regulations of Brexit, shippers can adapt and leverage carrier networks and connectivity to manage their increasingly complex transportation networks effectively. This includes the likes of shipment tendering, visibility, and invoicing. Currently, the majority of transport companies offer shippers varying levels of visibility, for example, tracking and monitoring messages through existing technology infrastructure. And, with research published by Gartner stating that a quarter of all logistics KPIs will be powered by generative AI by the year 2028, for logistics providers to get ahead of the curve and thrive, they should be looking to utilise a Transportation Management Platform (TMP) that uses AI and machine learning to improve the accuracy and efficiency of complex logistics situations—like Brexit— to enable their businesses to focus on what people do best: service and strategy. However, for smaller shipping businesses, the reliance on tracking drivers and monitoring shipment execution highlights the disparity in accessing comprehensive information compared to larger companies. This is primarily due to the cost-prohibitive

nature of extensive hardware requirements. But, by implementing an effective TMP, shippers can unlock the potential to collaborate seamlessly with both smaller and larger transportation companies without sacrificing visibility. This approach fosters a more inclusive and efficient logistics ecosystem, benefiting all parties involved and reducing the effects of events like Brexit damaging their operations.

The necessity for a smart TMP has never been greater. For smaller exporters, such a platform could reduce delays significantly by streamlining documentation and compliance checks and with the additional chaos caused at the UK border following Brexit. For too long now, drivers have been trapped in endless queues armed with unfamiliar paper documents, whilst shippers have been grappling with the nightmare of damaged goods before their destination. A more digitalised approach could have facilitated the transition by alleviating the administrative burden on drivers, stopping language barriers, and providing real-time updates to shippers and carriers.

And Finally…

As we reflect on the key milestones of Brexit, from the initial referendum to the subsequent negotiations culminating in the UK’s departure from the EU, it’s evident that the impacts of Brexit on the logistics industry are profound and far-reaching. Some logistics companies have found new opportunities within the UK market, especially as they invest in technology to address the new challenges. The benefits of cost-effective and sustainable transportation planning, optimisation will be reaped if both shippers and carriers are focused and willing to adapt. The ability to support continuous planning across all transportation modes simultaneously will be fundamental to delivering cost and sustainability goals effectively across the entire transportation network for all orders.

FedEx Champions of Business

Andrés Iniesta Leads New FedEx Campaign Spotlighting GameChanging Football SMEs and talks to European Business Magazine - our front cover feature

You’ve had one of the most celebrated careers in football history. What inspired your transition into the world of business and entrepreneurship after hanging up your boots?

I was inspired by the prospect of staying connected to football, even if that meant from a different perspective. I was inspired by still being around the game and helping give young people more opportunities to play football, which is something we do at the Iniesta Academy. Even when I was playing, I knew this would be the next step for me. It was clear that I couldn’t wait until my very last day, and that I had to start preparing for when the time came. Once you get there, it’s important that you already have the necessary background knowledge and experience, so you’re not caught off guard. That helps you find the appropriate responses much faster. Without knowledge and passion, things can get very complicated. Maybe even too complicated.

You’re now part of the FedEx Champions of Business campaign, spotlighting SMEs that are making a real impact in football. Why do you believe it’s so important to support small and medium-sized enterprises within the football ecosystem?

I think they’re essential. Without them, the sports industry can’t thrive. Without them, each and every process slows down, because you need to have a good understanding of the business at hand. It’s essential that they receive the necessary support so they can make progress, because these small and medium-sized enterprises have the talent right there at their fingertips. But without that support, the situation ends up being much more difficult and complex.

Can you tell us what drew you to be the face of this campaign, and what personally resonates with you about the businesses being featured?

Global football icon, entrepreneur, and investor Andrés Iniesta steps into a new kind of spotlight as the face of the FedEx Champions of Business — a newly launched initiative that honours the innovative small and mediumsized enterprises (SMEs) transforming the football industry behind the scenes

The opportunity to help. To use my image to help promote the work –which can sometimes go a little under the radar – that all those businesses are doing, businesses that are key to understanding how the sports industry runs on a day-to-day basis. It’s from the ground up, and thanks to the talent of the people leading campaigns like these, that great ideas are built. Having the creativity and stability to drive these endeavours forward. I think

FedEx’s initiative to focus on those kinds of businesses, businesses like ours (NSN Never Say Never), is fantastic.

As someone who has spent years at the highest levels of football, how do you see the role of innovation and entrepreneurship shaping the future of the sport — both on and off the pitch?

Innovation is key. Football, at its core, is always the same. But there are slight nuances that have changed, and that stems from innovation. You need to create something different, and for that, sport is without a doubt the best learning ground. It puts you to the test every single day, forcing you to find fresh solutions to problems you thought you had already solved. That need ensures you’re constantly pushing forward. The same applies to entrepreneurship, because you need to put together great teams of people if you want to bring all those ideas to life.

During filming, you had the chance to hear stories from business leaders featured on the Champions of Business list. Was there a particular story or insight that stood out to you?

They’re all so inspirational. They’re all so eye-opening. They all help you to grow. I wouldn’t want to be unfair and mention just one in particular, because I truly feel that each and every one of these initiatives has helped me. You see things that immediately make you start thinking about how they could be replicated in sports business models. It’s only natural. Sport and business go hand in hand, they’re inseparable.

You’ve built your own business ventures in recent years — what lessons from your football career have carried over into your approach to leadership and investment?

Created by FedEx, the Champions of Business list celebrates the unsung heroes powering progress — from AI-driven match analytics and advanced scouting platforms to sustainable, waste-to-energy innovations already adopted by top-tier European clubs. These companies may not dominate the headlines, but they are quietly reshaping the beautiful game

There are so many. You share a lot of human experiences playing football, which transcend the game itself and can later come in useful in a business setting. You learn from the teammates you’ve had by your side. Everyone has their own way of dealing with situations and facing problems. Everyone has a common goal: to win. And that

In the campaign’s launch video, Iniesta is joined by Dan Vines, Senior Vice President of Sales at FedEx, and Bex Smith, former international footballer turned CEO, to meet and hear directly from three standout businesses featured on the list — offering a rare and inspiring look at the future of football innovation from the grassroots up.

will help you down the line when putting together teams that need to work well together in business. Leadership must be earned day by day. Leadership is when your actions and words align precisely. It’s about what you do, not just what you say.

You’ve worked with incredible teams throughout your career. How important is teamwork and trust when it comes to building successful businesses, especially in a dynamic sector like football?

You can’t achieve anything on your own. That’s an important lesson you learn in football. And, in my view, it’s a powerful lesson that can and should be carried into the business world. Teamwork is key. It doesn’t matter how talented someone is, they can’t achieve everything they set out to do on their own. It takes a collective effort, a supportive attitude, knowing that you have someone by your side who will help you and who you, in return, will grant an opportunity to improve. It’s about working as a team and building relationships based on trust, because there will be tough times when you’ll need the help of your teammates.

Finally, what advice would you offer to aspiring entrepreneurs — especially those who see an opportunity in the football world but aren’t sure where to begin?

To begin with, it’s imperative that you study hard. Study the situation, consider all the possible scenarios, from the best to the worst-case, as that will allow you to have as much information as possible. Once you’ve analysed the situation, you must then work with the utmost enthusiasm to achieve the goal you’ve set for yourself. And it’s essential that you surround yourself with the best specialists in each area. They’re the ones who will not only help you grow, but also give you the confidence you need to take on projects, because it’s they who have the key talent and vital knowledge.

What is it that

stands between logistics companies and achieving sustainability?

Sustainability is an important subject in 2024, especially when faced with rising pollution and climate change crises. Global logistics, which involves the transportation and storage of materials and information through supply chains, is part of the challenge that affects every industry.

Despite the crucial role the logistics and transport sector plays in global trade, its contribution to the environmental impact equals  11% equivalent to its share of the global national product.

Moreover, by 2030, the demand for urban last mile delivery is expected to increase by 78%, leading to a 36% increase in delivery vehicles in the world’s top 100 cities. Ultimately, responsibility for action rests with all of the companies involved, from shipping companies to delivery companies to airlines to retailers. Additionally, this exponential growth in delivery services is further compounded by the rapid expansion of e-commerce.

And while there are numerous challenges from this hard-to-abate sector, many companies are tackling their carbon footprint with strategies that deliver greener modes of transportation and more sustainable supply chains – from optimising routes to digitising logistics, electrifying freight fleets to solar-powering logistic facilities.

Serge Schamschula, Head of Ecosystem at Trimble explores how smart organisations committed to reducing their negative impact on the environment are looking for ways to reduce the polluting effect of their logistical operations.

The Golden Ticket to Decarbonisation

Decarbonisation can’t be achieved by one single element, it requires

a larger set of initiatives working in tandem together.  There are a number of pressures both regulatory and financially on businesses to decarbonise their fleet. As mandated by the Paris Agreement, the British government has set ambitious targets for organisations to meet in order to achieve net zero emissions by 2050, and 68% reductions by 2030. Additionally, another pressure comes from customers, who are now choosing to purchase products and services from businesses that are committed to sustainability.

As a base for assessing its emissions outlay, fleets need to begin by collecting data and calculating greenhouse gas emissions, improving fleet, load and route planning, and reducing fuel and energy consumption. It is important to note that most of these solutions don’t just help reduce a company’s carbon footprint, but they also help reduce supply chain costs in many cases. For example, fleet monitoring, driver support systems, and eco-driving can reduce GHG emissions as well as fuel costs by as much as 20% at the same time.

The Challenges

Decarbonising fleets is a complex challenge, but one that businesses must address if they want to play a role in combating climate change and doing right by the planet and people. By taking action now, even if it’s small steps, businesses can help to create a more sustainable future. The biggest challenge for companies lies in data collection. Traditionally, Shippers and 3PLs have usually only planned transportation data of moderate quality, but by tapping into planning data, fleets can unlock a plethora of benefits, especially in reporting where they can see the gaps.

The use of planning data will lead to results for reporting purposes, but in reality, the actual emissions will significantly differ between carriers. The businesses need a neutral partner that can connect the supply chain players, be scalable, and allow them to obtain more realistic data by lifting what is called “primary data” from the transport process. In the case of more than one consignment, the weight factor determines the share of the accountable weight, the type of energy, the mode of transportation, and the empty trip factor.

Refining processes

Through proactive refinement of key operational processes, businesses can reduce the environmental impact of their fleets and combat climate change.

Fleet management systems are a prerequisite for businesses to track fuel usage and driver behaviour, with the information used to identify areas where significant fuel savings could be made. As an additional measure, route optimisation

is likely to be of the utmost importance, along with driver training as a solution that is identified. In tandem, these two can lead to improved fuel efficiency for drivers, ensuring that everyone in your fleet knows the same level of best practice on the roads.

Conclusion

In an era defined by environmental awareness and sustainable business practices, industries are called

upon to reevaluate their operational methods. And it’s no secret that the transport and logistics sector, known for its pivotal role in global connectivity, is also recognised as a substantial contributor to carbon emissions.

As a result, incorporating innovative technologies and continuous refinement of strategies will enhance route planning’s transformative potential and enable organisations to meet their sustainability objectives for 2024 and beyond.

Growing Adoption of Block Chain

The growth potential of the blockchain market is fueled by the demand of blockchain in cybersecurity to enhance data integrity and tamper-proof transaction records and reduce the risk of fraud and cyber attacks. The demand for blockchain professional services is rising alongside blockchain adoption. These services include consulting, development & integration, and support & maintenance. Providers like IBM, AWS, and Accenture offer expertise in navigating the complexities of blockchain technology, from strategic planning to

custom application development and ongoing maintenance. This comprehensive support empowers businesses to leverage blockchain’s potential for innovation and operational efficiency blockchain professional services can offer ongoing support, including security audits and node management, ensuring a smooth operation and security of an organization’s blockchain implementation. By collaborating with these professionals, businesses can navigate the intricacies of blockchain technology, maximizing its potential for their specific needs.

SMEs face high barriers to entry and low protection from market forces. The operational costs are also high because of the several intermediaries for trading across regions. This restrains the expansion of implementation in small and medium-sized enterprises (SMEs) with limited funding. In situations like these, blockchain technology can be useful as it enables the enterprises to reduce costs by eliminating these intermediaries. SMEs can also leverage blockchain technology to automate manual or semi-automated activities such as payroll, inventory management,

and invoicing in their routine day-today operations.

Blockchain technology transforms the financial industry by creating a decentralized database of distinct and

digital assets. It is simpler to transfer assets using tokens that represent the assets “off-chain” when a distributed ledger is used. Blockchain technology has several advantages for banking,

one of which is the creation of tokenized security, which can completely do away with middlemen and reduce asset exchange costs. The application space for banking and financial services has recognized the value of blockchain technology, which aid in the security of consumer transactions. In addition, new business models in payment, online banking, and financial transaction technologies are being made possible by the technological shift from centralized infrastructure management to the distributed ecosystem.

What to Expect from the European Accessibility Act

In just under a year, the European Accessibility Act will become law as of 28th June 2025. This is huge change in the regulatory landscape for businesses, as it will make digital inaccessibility unlawful.  Various products and services  will be affected, including e-commerce, banking, e-books, and ticketing and check-in machines.

According to the World Health Organization (WHO), there are estimated to be  1.3 billion people in the world experiencing a significant disability, which is around 16% of the world’s population. This indicates how necessary accessibility for all is on a global scale, not just in Europe.

Mike Adams OBE, a celebrated disability leader, CEO of the influential disability group Purple and the founder of  EnableAll , a boundary-pushing online marketplace that puts accessibility at the heart of its mission, has provided an in-depth look at the key components and commercial benefits of being proactive with the EAA.

The key provisions and basics

The main aim of the EAA is to make it a legal requirement for essential products and services deemed most important for disabled people to meet accessibility requirements set out by the act. This focuses on different requirements between countries, including obligations that are part of the  UN Convention on the Rights of Persons with Disabilities

The EAA will revolutionise life for disabled people. By mandating accessibility standards for products and services, it ensures that everything from smartphones to banking services is usable by everyone. With the EAA, disabled people will gain

equal access to digital and physical environments, fostering inclusivity and enhancing quality of life. This landmark legislation guarantees that accessibility is not an afterthought but a fundamental right, ensuring digital inclusivity via user-centred design, finally, for all.

For businesses, EEA will be a game changer, pushing them to tap into an underserved market of millions, particularly for digital-first, online shopping brands. In the UK, households that include at least one disabled person have a total spending power

of around £274 billion each year. And that’s where EnableAll has been leading the way, catering to the largest possible audience that exists today, and being an exceptional example of corporate responsibility and customer satisfaction.

Businesses that fail to implement the EEA will face severe financial and operational consequences depending on the country, such as fines up to €60,000, imprisonment of up to 18 months, and suspension of their right to do business. Moreover, members of the public will have the right to sue

them for non-compliance, which will inevitably lead to negative publicity.

In the US, accessibility laws have been in place for many years, and when the pizza chain Domino’s failed to make its website and smartphone app accessible for people who use screen readers, the company was successfully sued by a customer who has a vision disability.

Compliance requirements for businesses and public institutions

If you’re a business that falls under the categories outlined by the act,

you now have less than a year to ensure that your products and services comply with the requirements laid out, with the deadline falling on June 28th, 2025. It’s high time that the conveniences so many non-disabled people take for granted are regulated by this act, and we applaud this progress.

However, with the deadline looming, as a tech-led accessible marketplace, we understand the challenges of creating a truly inclusive and simple customer experience. Making the complex simple is a challenging art that few have mastered, but we know this first-hand and encourage businesses to get started right away. Early compliance with the EAA will provide a competitive edge, and waiting too long could mean missed opportunities, increased costs, and facing a legal claim.

The first step to ensure EEA compliance is conducting a thorough audit of the business’s digital assets to identify areas that require improvement. It’s best to first understand the WCAG standards supported by the EEA and let them guide the audit.

Another key step is analysing the visual elements, paying attention to colours, fonts, and contrasts to ensure that content is accessible to all. Closed captions or audio descriptions will also ensure enjoyment regardless of consumer disability.

Businesses should also pay attention to website interactivity and navigation, ensuring that the website is intuitive and accessible to those using screen readers or keyboard navigation.

Improved compatibility of assistive technologies with digital products and services, such as speech recognition and screen reading tech, is now becoming crucial. Electronic communication, including email and instant messaging, must also be made more accessible for disabled people.

Making financial management and banking more accessible is another crucial factor for the EAA 2025’s

existence, as disabled people must have the same freedom to manage their bank accounts as non-disabled people.

Having trained staff that manages the accessibility of a business’s digital assets from the outset will ensure compliance and a thorough understanding of the European Accessibility Act’s core principles.

Mike Adams says, “While the deadline to ensure your business meets these requirements seems far away, the changes needed to be compliant could require a lot of time and investment to deliver. You can’t wait for June 2025 to start thinking about your business’s accessibility, as a lack of accessibility could mean you’re missing out on a huge demographic and a considerable amount of revenue. You’re also facing the risk of a legal claim.

“Making the change sooner rather than later allows you to help reach the largest underserved market of online users and gets you ahead of the game so that when the deadline comes around, you’re ready for it.”

How will this impact Disabled people in the UK?

This act covers all businesses that trade and wish to trade within the EU, meaning that many UK businesses will have to adhere to these requirements. Not only will this empower disabled people in the UK to access products and services, but it could also pressure businesses that previously had shirked responsibility for making their products and services more accessible.

Mike Adams has expressed his excitement around the EAA 2025 and how it will change accessibility standards: “This is such a positive step for accessibility. While it might feel daunting for businesses to make adjustments to meet these regulations, it will mean that you’re unlocking an underserved market that highly values brand loyalty, so you’re looking at customers for life!”

INTERNATIONAL

PAYMENTS:

Bridging the Gap in a Borderless World

Martynas Bieliauskas, CEO, Klarpay AG

As any West Berliner over the age of 40 can attest, you don’t need a coastline to feel like you’re living on an island. Yet, while the Iron Curtain is becoming a distant memory even in the minds of those it once divided, European businesses today face a similar barrier that makes it practically impossible to trade or engage beyond their borders.

This isn’t a physical wall: it is the failure of the established banking industry to provide fast, reliable, and affordable international payments.

Cross-border transactions have always been time-consuming and expensive, but in the pre-internet days, this never mattered much to most businesses. Today, however, any business of any size can potentially be a multinational – especially digital businesses, which typically look to the Web (and so, the world) for their customers, rather than

just their local High Street. Yet while the internet has made commerce borderless, the banking industry hasn’t kept pace by supporting seamless international payments for all, strangling the global growth ambitions of digital-first businesses.

While most domestic transactions are seamless and straightforward, especially following the Open Banking revolution, all but the biggest enterprises face significant challenges in doing business beyond their borders. They must contend with slow, cumbersome, and costly international payments; indeed, for many digital businesses, the fees and charges can outweigh the value of the transactions they are trying to complete. Traditional banking systems are meanwhile plagued by delays, high fees, and unreliable processes. Transactions can take days or even weeks, and the associated costs can be prohibitive for SMEs that do not have the financial capacity to absorb such expenses.

This is bad news for everyone. The exclusion of agile, innovative businesses from international commerce undermines overall market competitiveness, reinforcing the dominance of large corporations and limiting consumer options. So why, given that technology has transformed so many other aspects of international business, have international payments failed to evolve?

Barriers to Efficient International Payments

The challenges of cross-border transactions go beyond simple data transfers. Effective international operationsrequire specialised processes, including risk assessments, Know Your Customer (KYC), and Know Your Business (KYB) protocols. Banks must also navigate complex legal landscapes in various jurisdictions and establish relationships with correspondent banks and national regulators.

Traditional banks possess the capabilities to address these needs but often choose not to invest in the necessary

infrastructure. From a purely financial perspective, supporting the unique requirements of digital businesses, particularly those with international ambitions, may not seem profitable. Establishing the requisite systems, hiring experienced and expert personnel, and forming global partnerships demand substantial resources at a time when banks are already struggling to replace legacy systems. It may not be a priority for them now, but the emergence of fintechs specialising in cross-border payments is a warning shot across their bows.

Legacy-free challengers

While traditional banks may be hesitant to adapt, fintech is stepping into the breach. This new breed of financial

service provider offers fast, reliable, and affordable international payments tailored to the needs of digital businesses. Free from the constraints of legacy systems, harnessing the latest technologies and – most importantly of all – investing in the required relationships and skills, these fintechs are designed to meet the demands of today’s global digital economy.

Traditional banks might view these fintech solutions as serving niche markets, but this perspective could change as digital businesses continue to grow. The COVID-19 pandemic, for instance, prompted companies of all sizes to re-evaluate their supply chains and explore new international markets, highlighting the need for efficient cross-border payment systems.

Banks can continue to promote their (domestic) open banking achievements, but without providing truly global services, their claims will increasingly fall flat. If the growing community of digital businesses question why their financial partners cannot support their international needs, adjusting their ad campaigns and marketing messages will be among the least of their worries.

The question facing the traditional banking industry is how long they can afford to maintain their parochial, inward-looking focus. When ambitious digital businesses feel like they’re living on an island, it’s only natural that they will start looking for a bridge to the rest of the world.

LawVu s a leading legal technology platform designed to streamline workflows, document management, and collaboration within in-house legal teams. Focused on providing an intuitive, integrated solution for legal operations, It aslo enables legal professionals to manage contracts, communications, and data securely, ensuring compliance and improving productivity.

Esentially this cloud-based platform facilitates not only collaboration both within legal departments but across wider business units, leveraging

European Business Caught up with Ceo Sam Kidd

of cloud-based software platform LawVu designed for in-house legal teams. We discussed many things on his ever expanding global company from the challenges of being a start up to expanding their operations globally.

fast and break things” mentality. Legal teams want assurance that you›ll be around for the long haul, emphasizing thoroughness over speed.

We spent about three years developing our product with few customers, focusing heavily on security compliance and building a robust framework. This approach allowed us to enter markets beyond New Zealand and work with large corporations, who value the reliability and rigor we›ve established

What ways does LawVu integrate with or support legal research platforms to streamline the research process for legal professionals?

powerful integrations with major tools like Microsoft Office and thirdparty research platforms.

LawVu is based in Wellington but has offices in Auckland, Christchurch; and Queenstown They are also spread out through the US with offices in the UK also.

When was LawVu’s first inception? Was it around 2015 ?

Actually Earlier. Legal is generally not a startup-friendly space; it prioritizes security and stability over the “move

This is part of our “ecosystem play”— focused on integrating with various third-party applications. Whether we build the integration or it’s developed by others, users can connect their existing research platforms and other tools through our power platform, bringing everything seamlessly together.

How does Lawvu’s platform facilitate client collaboration and what features are included to enhance client interactions?

The genesis of LawVu came from my personal experience as someone without a legal background. I found myself wondering how to effectively communicate with lawyers and overcome

the intimidation factor when sending legal instructions.

This led us to focus on two key problems: First, how could we template legal processes? And second, how could we share legal knowledge throughout an organization? We recognized that while some employees regularly interact with legal teams, others rarely do, so we needed to create standardized workflows and forms. For example, if someone needed an NDA, they could follow a clear template rather than starting from scratch.

At its core, LawVu›s value proposition is about helping businesses move faster by streamlining their interaction with legal teams. We›ve built a business portal that enables anyone to properly instruct legal teams through guided templates and processes. The end result might be a finished product they can use directly, or it could be a streamlined way to provide all the necessary information to the legal team. Looking ahead, we›re expanding our capabilities with a mobile app for contract approvals. We›re also exploring integration opportunities with Microsoft Copilot, which we believe will become a crucial gateway to enterprise tools - whether for sales, calendar management, or legal services. Microsoft is making significant investments in Copilot, and we›re collaborating closely with them to explore potential integrations.

You mentioned your background, what were you doing prior to LawVu?

I was with a company in the online project management space. So it was a setup helping companies and departments streamline workflow. I was workflow-based. Some of the people were legal and I got to experience working with lawyers for the first time. It used to be so painful, they couldn›t give me any transparency or even timelines.

Then one thing led to another, I got introduced to my cofounder who had been working in a law firm and trying to do a similar approach as me.

We got talking to folks, then one thing led to another, we started talking with some in-house legal users and looked at their processes and tools. So we helped them and they started talking with other companies. Then we looked offshore into the US and everyone was the same. These massive organisations were operating with no technology. And so we are hoping over the next few years that that that will become worldwide. And if you don›t have a LawVu-shaped product, you›re going to look like you›re not operating efficiently. It›s one of those professions, and especially with technology, it’s very archaic.

Artificial intelligence and machine learning-How does LawVu look at integrating artificial intelligence and machine learning to enhance legal operations and decision-making processes?

AI is a hot topic, but we see it as one part of a broader tech stack that helps solve users› daily challenges—mainly, quick information access. In-house lawyers, for instance, often need to retrieve past work, but legal teams are both major data collectors and «incinerators,» storing vast amounts of information that’s hard to navigate. We think about the life of a lawyer in-house. Then a question comes in like how do they actually access that

information? Like a lot of our clients, they just have what they consume, and they store a whole lot of information.

I quite often joke about the legal teams being some of the largest collectors of data. So in an organisation, they›re probably the largest incinerator as well. And so how do we help them? That›s really what LawVu›s been about: how do you help people store things in a structured manner and then allow them to access that information quickly and easily.

And that›s really where the power of AI comes into it as a kind of strength. LawVu’s mission is to help teams store information in a structured way and access it efficiently. Here, AI shines by allowing users to ask natural language questions and find relevant data faster than with standard search tools. Whether it’s locating a clause or finding work by a specific colleague, AI helps reclaim time by removing repetitive, time-consuming tasks and improving productivity.

Moving on to the cloud-based side of things, what are the key advantages of law using cloudbased solutions for legal departments? And how do they ensure data security and accessibility?

This was a major challenge early on, but Microsoft helped normalize cloud use and security standards with Office

365, making cloud deployments lowtouch for IT teams. Since we’re fully Azure-based, most of our client organizations have already ensured Azure aligns with their security requirements, allowing for quick, cost-effective decisions without the significant capital expenses of on-premise setups. The cloud’s maturity and robust compliance programs now give companies confidence in securely storing even their most sensitive data on the platform.

How does LawVu support legal teams in maintaining ethics and compliance through its software solutions? And what specific features are designed for this purpose?

Well, that›s quite a hard one. It sort of depends on where we are. For a lot of them, the compliance is just the process. It›s storing the documents and making sure you have a record of everything, whether it›s key notifications and dates, that kind of pop up for folks.

For US companies, a lot comes down to the law firms that they engage with. And so keeping a record of what law firms they use, what partners are doing, what the work is, and then how you›re recording that inside the platform, as well.

So again, a lot of it is how you store that data and how you report on it. It›s really how you›re going to deal with it —the ethics and compliance side of things. To the organisation, whether it›s mitigating risk, whether it›s helping to speed up contracts, whether it’s providing the right support.

Can you explain how LawVu›s platform automates workflow management for legal teams and the impact this has on productivity and efficiency?

So workflow efficiency really comes in a number of different guises. Over 70% of respondents in one study we ran said they are wasting time on manual tasks and its effecting their ability to do strategic work. This includes

reviewing low value contracts, managing reporting in spreadsheets, chasing approvals and contracts in email, low risk contract reviews...The first place we start is taking the heavy lifting from the corporate legal teams and kind of pushing some of that onto the business. So just the way they fill in forms and they›ve got a business portal that allows them to either send work through into legal or maybe they can create a contract and there›d be a whole workflow process they›ll go through.

What it does it allows the client to actually generate the first pass of the contract utilising some of those tools, whether it›s AI or whether it›s not. For tasks like NDAs, legal teams can set up workflows with specific gates and rules, allowing processes to move forward autonomously and saving significant time. This helps the business operate faster and enhances engagement by positioning legal as an enabler, not a blocker.

Additionally, productivity tools in LawVu seamlessly integrate with Microsoft, feeding data directly from sources like Outlook. For example, AI-driven invoice extraction handles heavy administrative work, reclaiming hours for teams. By cutting down on admin tasks, we provide a notable ROI, streamlining workflows and giving teams more time back in their day.

How does LawVu handle the document management automation? And what benefits does this bring to the law firms and corporate legal departments?

We focus exclusively on in-house legal teams, primarily around document automation. For many companies, we become the central repository for storing contracts, emails, and related files, with workflows integrated directly through Outlook. This integration with Microsoft Suite creates a seamless, unified workspace tied to each user’s login.

Early on, we had insightful discussions about needs that often go overlooked, like when lawyers are on holiday. Previously, they were tethered to their phones, but with LawVu, anyone on the team can easily access documents, files, and emails, fostering true collaboration. While other departments, like marketing or sales, have long had shared systems, legal has traditionally been siloed, making information difficult to access.

With a single repository, legal teams can now store, access, share, and report on information efficiently— allowing them to move faster and be more productive, even with limited time and resources. This is a straightforward but transformative change that simplifies global operations.

The shift to remote work during COVID highlighted the need for technology and streamlined processes that many legal teams previously lacked. Lawyers are known for their “get it done” mindset, often solving problems through

hard work rather than rethinking processes. COVID, however, exposed this gap and helped open the door for workflow management solutions like ours. Many legal tech options focus on specific tasks, like contract management, but we aim to address the broader need for cohesive workflows across legal teams.

How does LawVu ensure the protection of sensitive legal information on its platform?

It’s just maintaining a strong compliance program. And there’re a lot of independent accreditations that we have. In the early days when there were only a few of us, we had to deal with that sort of stuff and it’s been backed in from the company from day one. Which normally you don›t do because it›s expensive, it›s time-consuming, and it›s hard to do. But it›s part of LegalVu’s DNA because for every client that we deal with the data that they have is just so important — it’s paramount.

The amount of times we get praise, good emails and reports from people saying thagt we love your security pack etc etc. It was so clear. And I think that›s just hats off to the security team and kind of what they›ve built there and how they deal with that.

So, it’s not a very cool topic, but it›s something that›s just incredibly important to have in place. So we›ve tried to make the boring as dull and straightforward as possible.

Do you have people come to you or do you have business development managers that would say, for example, go to the company who are a $1 million company?

Well, we›ve got quite a strong marketing team, and so a lot is through Google Ads, through LinkedIn, through Outreach, through conferences. But yes, you’re always looking at ways to bring more people into the funnel.

What are your current plans to expand LawVu?

We need enough team members to meet our goals and grow with our

customer base, particularly in expanding markets like the UK, where we’ve added staff this year and plan to bring on more for implementation. The same applies to the US as our client base increases. Since we provide a high-touch service, some accounts require significant attention, which limits how many each team member can manage. On the engineering side, demand is even higher—no company ever has enough engineers. Balancing resources is key, but we could likely hire another 100 engineers to maintain growth.

Where are your biggest markets? And where are you looking to expand into most?

Primarily, our growth is in the US, UK, and Australia. While we don’t actively sell in New Zealand, we do gain clients organically. The US and UK are our fastest-growing markets, with a strong customer base in Australia as well, where we initially launched. We›re expanding our teams and plan to add more staff in the UK, US, and Australia over the next 12 to 18 months.

Are there any specific goals LawVu has set out for the next five years?

It›s impossible not to think of Salesforce or think of HubSpot marketing. Or with HR, how do we become that predominant platform? The process that has been the focus is actually helping people think about that and looking at how we enable legal teams to give them back more time and help them be more efficient and effective in their jobs. And just remove the administrative burden and the stuff that they don›t need to do. I think that that›s really our focus, and there›s just so much of that to do.

And so many companies that still need our help and we›re still really early on in that adoption curve. We›re still kinda dealing with the early adopters. For me, it›s like, how do we educate higher up the chain? Because it›s not really the in-house lawyers, but rather how do we educate c-suite?

Sharn Kleiss, Employee Experience Strategy Lead at Gallagher

The state of play for internal comms

In the world of internal comms, the ability to pivot and adapt at a moment’s notice is key to effectiveness. Communication has a crucial part to play in the overall employee experience, and refusing to evolve may lead to employee disengagement. To foster an engaged workforce, companies must reckon with the current landscape of internal comms as it stands today.

Many companies are investing to understand their audiences as a way to ensure they’re meeting existing employee needs while attracting top talent. However, a few prevailing trends stand out from the rest. Let’s take a look.

The digital future of internal comms

Right now, one of the biggest talking points in the sector is how the proliferation of digital platforms and channels is disrupting internal comms. Our State of Sector research painted a nuanced portrait of the role of communications in businesses, but it was unequivocal on the appeal of digital channels. Faceto-face communication still plays a crucial role, but employees are becoming increasingly accustomed to accessing HR services and employee benefits through digital channels.

As a result, employers can no longer afford to treat the digital employee experience as an optional extra in addition to an analogue offering. It’s more than that now: Digital is the whole thing. Companies are reviewing their existing digital ecosystem and laying the groundwork for a new workplace where regular two-way comms will take place primarily on digital platforms.

In all likelihood, those platforms will be augmented by AI, too. When we surveyed a global group of HR and internal communications leaders for Gallagher’s State of the Sector Report, as many as 68% believed that AI would impact their business in the next five years, up from 40% in the year before. It’s the way of the future, and businesses cannot ignore the call.

Understanding the value of two-way communications

The most effective internal comms teams are designing communications to be meaningful, interesting and purposeful. They’re also taking time to listen to employee feedback, after all, communication goes both ways. For example, a newsletter without a call to action (CTA) is unlikely to garner much engagement. Data from Mailchimp found that campaigns with a single, clear CTA increased clicks by 371%, emphasising the importance of virtual interactions.

As such, it’s critical that internal comms materials inspire direct participation from employees and engage in a productive dialogue. It’s all very well telling employees that their thoughts have value, but unless internal comms teams proactively implement channel strategies where employees can voice concerns, the company will risk losing the attention of its workforce.

The future of work might be remote, but HR leaders must stay close to employees

The COVID-19 pandemic accelerated the move to remote work from the traditional in-person status quo. It’s almost old news by now, but every

company can learn a few lessons from our new remote working normal. Many HR leaders recognise that flexible work arrangements are a value-add to your total rewards package when increasing compensation may be off the table. But it’s not perfect: home working has many benefits, but it can cause work-related stress and negatively affect mental health. In Microsoft’s 2022 New Future of Work Report, researchers found that although remote work can improve job satisfaction, it can

also lead to employees feeling “socially isolated, guilty and trying to overcompensate”. Crucially, being isolated from managers and colleagues can make it difficult for affected employees to access proper support.

As a result, many HR departments are putting in place procedures to ensure regular direct contact with hybrid workers is maintained to ensure signs of stress are identified as early as possible, implementing feedback systems and regular virtual check-in

meetings to assess an employee’s mood in dynamic way.

Keeping up with change

The HR sector is moving at pace, and keeping track with all the developments is enough to make your head spin. But the state of play has always been evolving. In 2017, the sector was almost knocked out by the 365 Office Effect, as comms teams struggled to incorporate Microsoft products into channel frameworks, leading to poor

governance. But the sector survived and though a little bruised, it learned some valuable lessons.

We are still learning lessons now. It’s less of a hyperbole to say that AI will transform the entire internal communications sector than a statement of fact. There will be a lot of work to do in the coming months. But as long as HR leaders stay focused on their core goal – fostering employee engagement in a diverse workforce through flexible and digital hybrid strategies – the future will be bright.

SCOPE 3 EMISSIONS: The key to tackling your organisation’s sustainability targets

By Paolo Spotorno, Principal at Efficio

Across the globe, companies are increasingly recognising the imperative to turn their sustainability agendas into action. Notably, a rising number of organisations have embarked on initiatives to curb their greenhouse gas (GHG) emissions. In a tangible demonstration of progress, the Financial Times’ Europe’s Climate Leaders 2024: interactive listing (ft.com) highlights the strides businesses have made in reducing the intensity of their Scope 1 and 2 GHG emissions, respectively produced by an organisation’s own operations and the energy it consumes.

However, a critical aspect remains that demands attention: Scope 3 emissions, indirect emissions that occur in the value chain of the reporting company. Scope 3 emissions are the largest driver of many companies’ total GHG emissions, often exceeding 70%, driven in particular by Category 1 (Purchased Goods and Services).

Yet, compared to Scope 1 and 2 emissions, they have historically been more challenging to measure and address. The lack of standardised metrics and the complexity of assessing emissions across the value chain can pose significant obstacles for organisations aiming to tackle Scope 3 emissions effectively.

Addressing Scope 3 emissions is imperative for progress

It’s clear that to truly advance sustainability agendas, addressing Scope 3 emissions is paramount. As regulators

worldwide intensify their focus on comprehensive GHG reporting, organisations are under increasing pressure to take ownership of their entire emissions footprint. In Europe, the Corporate Sustainability Reporting Directive (CSRD) is progressively rolling out Scope 3 emissions disclosures.

Beyond regulatory compliance, tackling Scope 3 emissions unlocks a myriad of benefits:

 Appealing to eco-conscious customers: In today’s increasingly eco-aware marketplace, prioritising Scope 3 emission reduction attracts environmentally conscious clients, enhancing brand loyalty and market share

 Reputation enhancement: Addressing Scope 3 emissions showcases a commitment to environmental stewardship, bolstering the organisation’s reputation and credibility among stakeholders

 Employee motivation and engagement: Tackling Scope 3 emissions can foster employee engagement and talent retention, with an IBM survey indicating that

34% of respondents were more interested in working for environmentally sustainable companies; organisations that fail to position themselves as such risk missing out on talent

 Maintaining a competitive edge: Proactively addressing Scope 3 emissions keeps organisations ahead in evolving markets, mitigating sustainability risks and putting them at an advantage to capitalise on emerging opportunities for innovation and longterm profitability

 Strategic adaptation and resilience: Reducing Scope 3 emissions enhances an organisation’s resilience by minimising reliance on carbon-intensive practices and positions them as sustainability leaders.

Despite this, many organisations face challenges in translating their sustainability goals into actionable plans. When looking at businesses that have set targets to reduce greenhouse gas emissions, our research shows that only a third of their leaders express

confidence in their organisation’s ability to meet those targets.

As a result, efforts often remain confined to high-level statements, with targets pushed as far into the future as allowed by applicable ESG regulations; indeed, 74% of business leaders agree that setting sustainability targets is much easier than achieving them. But the future is quickly approaching.

The critical next step for organisations aspiring to achieve meaningful progress towards their corporate sustainability goals is to move beyond rhetoric and embrace a proactive approach to sustainability by converting their objectives into executable strategies.

Empowering procurement for sustainable transformation

In this journey, procurement teams emerge as key catalysts for change. Positioned at the intersection of supply chains and sustainability initiatives, Chief Procurement Officers must equip their teams with the vision, skills, and practices to proactively manage

the supply base, enabling the delivery of tangible results aligned to the business-level sustainability strategy.

Based on our sustainability improvement work with our clients, we have identified three key elements that set the stage for procurement teams to successfully deliver Scope 3 impact:

1. A digitally enabled tool to measure suppliers’ GHG emissions and identify carbon reduction opportunities Leverage advanced digital tools that can map and baseline suppliers’ Scope 3 emissions, give visibility over high-impact spend categories, and help you monitor suppliers’ sustainability performance over time and their commitment to nearand long-term science-based targets. These tools empower organisations to scientifically quantify their supplier-related carbon footprint, laying a solid foundation for the development and implementation of targeted sustainable procurement strategies.

2. Well-defined processes and competencies to be agents of change

Develop robust processes and competencies for the procurement function to serve as a catalyst for transformative change. This will require a thorough examination and strengthening of various dimensions of sustainability maturity.

 Vision and Strategy: Evaluate how well sustainability is integrated within the broader supply chain strategy. Foster buy-in for sustainability initiatives and sustainable procurement practices across all levels of the organisation.

 Organisation and People: Assess the extent to which sustainability considerations are ingrained within the supply chain structure. Invest in enhancing procurement teams’ knowledge, capabilities, and incentivisation mechanisms to drive sustainable outcomes effectively.

 Governance and Processes: Integrate sustainability seamlessly into policies, procedures, and

planning cycles. Ensure that sustainability risks and opportunities are systematically evaluated and factored into sourcing decisions. Implement robust mechanisms for measuring and monitoring supplier sustainability performance.

 Enablers and Reporting: Streamline the measurement and reporting of sustainability performance, ensuring alignment with corporate sustainability objectives. Leverage data integrity and insight-creating tools to facilitate informed decision-making.

3. A best-in-class methodology to build and implement prioritised initiatives

Adopt a structured, fact-based approach for translating sustainability aspirations into actionable plans. This means moving beyond strategy formulation to execution, with a focus on delivering measurable outcomes:

1. Define a roadmap of sustainable procurement initiatives grounded in data insights, addressing areas of risk and opportunity uncovered through digitally enabled supplier data analysis

2. Prioritise initiatives based on their potential for impact and make sure they are aligned to the wider organisation’s sustainability goals

3. Implement targeted interventions, including educating suppliers and supporting them in setting metrics to track progress against targets

4. Execute your sustainable procurement strategy plan, employing optimised sourcing practices and proactively managing supplier relationships to drive measurable reductions in Scope 3 emissions

There’s no way around it: to stay ahead of the curve, organisations will have to take on the challenge of Scope 3 emissions. It will be the companies that can effectively leverage procurement as a strategic business partner that will progress organisational sustainability goals from mere talk to concrete results.

The four main barriers blocking AI adoption

Dael Williamson, EMEA CTO, Databricks

Interest in implementing AI is truly global and industry-agnostic - yet few companies have established the foundational building blocks that enable AI to generate value at scale.

While each organisation and industry will have their own specific challenges that may impact AI adoption, there are four common barriers that all companies tend to encounter: People, Control of AI models, Quality, and Cost. To implement AI successfully and ensure long-term value creation, it’s critical that organisations take steps to address these challenges.

Accessible upskilling

At the forefront of these challenges is the impending AI skills gap. The speed at which the technology has developed demands attention, with executives estimating that 40% of their workforce will need to re-skill in the next three years as a result of implementing AI – outlying that this is a challenge that requires immediate attention.

To tackle this hurdle, organisations must provide training that is relevant to their needs, while also establishing a culture of continuous learning in their workforce. As the technology continues to evolve and new iterations of tools are introduced, it’s vital that workforces stay up to date on their skills.

Equally important is democratising AI upskilling across the entire organisation - not just focusing on tech roles. Everyone within an organisation, from HR and administrative roles to analysts and data scientists, can benefit from using AI. It’s up to the organisation to ensure learning materials and upskilling initiatives are as widely accessible as possible. However, democratising access to AI shouldn’t be seen as a radical move that instantly prepares a workforce to use AI. Instead, it’s crucial to establish not just what is rolled out, but how this will be done. Organisations should consider their level of AI maturity, making strategic choices about

which teams have the right skills for AI and where the greatest need lies.

Consider AI models

As organisations embrace AI, protecting data and intellectual property becomes paramount. One effective strategy is to shift focus from larger, generic models (LLMs) to smaller, customised language models and move toward agentic or compound AI systems. These purpose-built models offer numerous advantages, including improved accuracy, relevance to specific business needs, and better alignment with industry-specific requirements.

Custom-built models also address efficiency concerns. Training a generalised LLM requires significant resources, including expensive Graphics Processing Units (GPUs). Smaller models require fewer GPUs for training and inference, benefiting businesses aiming to keep costs and energy consumption low.

When building these customised models, organisations should use an open, unified foundation for all their data and governance. A data intelligence platform ensures the quality, accuracy, and accessibility of the data behind language models. This approach democratises data access,

enabling employees across the enterprise to query corporate data using natural language, freeing up in-house experts to focus on higher-level, innovative tasks.

The importance of data quality

Data quality forms the foundation of successful AI implementation. As organisations rush to adopt AI, they must recognise that data serves as the fuel for these systems, directly impacting their accuracy, reliability, and trustworthiness. By leveraging high-quality, organisation-specific data to train smaller, customised models, companies ensure AI outputs are contextually relevant and aligned with their unique needs. This approach not only enhances security and regulatory compliance but also allows for confident AI experimentation while maintaining robust data governance.

Implementing AI hastily without proper data quality assurance can lead to significant challenges. AI hallucinations - instances where models generate false or misleading information - pose a real threat to businesses, potentially resulting in legal issues, reputational damage, or loss of trust. By prioritising data quality, organisations can mitigate risks associated with AI adoption while maximising its potential benefits. This approach not only ensures more reliable AI outputs but also builds trust in AI systems among employees, stakeholders, and customers alike, paving the way for successful long-term AI integration.

Managing expenses in AI deployment

For C-suite executives under pressure to reduce spending, data architectures are a key area to examine. While a recent survey found that Generative AI has skyrocketed to the #2 priority for enterprise tech buyers, and 84% of CIOs plan to increase AI/ML budgets, 92% noted they don’t have a budget increase over 10%. This indicates that executives need to plan strategically about how to integrate AI while remaining within cost constraints.

Legacy architectures like data lakes and data warehouses can be cumbersome to operate, leading to information silos and inaccurate, duplicated datasets, ultimately impacting businesses’ bottom lines. While migrating to a scalable data architecture, such as a data lakehouse, comes with an initial cost, it’s an investment in the future. Lakehouses are easier to operate, saving crucial time, and are open platforms, freeing organisations from vendor lock-in. They also simplify the skills needed by data teams as they rationalise their data architecture.

With the right architecture underpinning an AI strategy, organisations should also consider data intelligence platforms to leverage data and AI by being tailored to its specific needs and industry jargon, resulting in more accurate responses. This customisation allows users at all levels to effectively navigate and analyse their enterprise’s data.

Before investing in any AI systems, businesses should consider the costs of the data platform on which they will perform their AI use cases. Cloudbased enterprise data platforms are not a one-off expense but form part of a business’ ongoing operational expenditure. The total cost of ownership (TCO) includes various regular costs, such as cloud computing, unplanned downtime, training, and maintenance.

Mitigating these costs isn’t about putting the brakes on AI investment, but rather consolidating and standardising AI systems into one enterprise data platform. This approach brings AI models closer to the data that trains and drives them, removing overheads from operating across multiple systems and platforms.

As organisations navigate the complexities of AI adoption, addressing these four main barriers is crucial. By taking a holistic approach that focuses on upskilling, data governance, customisation, and cost management, companies will be better placed for successful AI integration.

STRENGTHENING BUSINESS CYBERSECURITY: The essential role of government support

By Scott Kramer, Director of Information Security at leading legal technology platform, Clio.

As cyberattacks continue to escalate in both complexity and frequency, the need for businesses to adopt robust measures to detect and mitigate potential threats becomes more urgent. However, these proactive efforts can only be truly successful with decisive and effective governmental regulations in place.

With the UK adjusting to a new Labour government, a prime opportunity exists to drive substantial enhancements in the nation’s cybersecurity infrastructure. These changes would significantly bolster businesses’ mission to protect critical data and ensure operational resilience.

Aligning digital defence systems with legal frameworks

The new UK government faces the urgent challenge of aligning legislative action with the swift evolution of cyber threats - a challenge acutely familiar to the legal industry. With 65% of law firms having experienced cyber incidents, as the Law Society of England and Wales reported, the industry’s vulnerability to cybersecurity risks is evident. To address these challenges, the government must establish a dedicated task force to identify and mitigate existing vulnerabilities. This task force, composed of specialists from both the public and private sectors, would thoroughly evaluate the current cybersecurity landscape, pinpoint deficiencies, and develop targeted solutions.

Collaborating with leading tech industry players will also be vital for businesses seeking to gain invaluable insights into

the current challenges and opportunities for improvement. These stakeholders can provide real-world perspectives on businesses’ practical difficulties in implementing cybersecurity measures and complying with regulations. Moreover, such collaborations can lead to the development of innovative solutions and best practices that can significantly enhance a business’s cybersecurity posture.

The crucial role of government support for businesses

Government support in cybersecurity must extend beyond financial backing to establish a solid regulatory framework. This framework fosters a culture of compliance, encouraging organisations to prioritise data protection and confidentiality.

Government support should also extend to helping businesses navigate complex regulatory environments and ensure they can meet stringent compliance standards. Smaller companies often struggle with the financial and administrative burdens of adopting robust cybersecurity measures, but initiatives such as tax incentives and grants from the government could alleviate these pressures. This support would benefit businesses and enhance the overall cybersecurity landscape, making it more resilient against cyber threats.

Strategic investment in cybersecurity

As cyber threats become increasingly sophisticated, traditional security measures no longer suffice. The persistent and evolving nature of cyber

threats means businesses must invest in data security tactics, like advanced threat detection systems, rigorous cybersecurity workforce training, and enhanced data protection technologies to avoid potential risks. Advanced threat detection systems, powered by AI and machine learning, can analyse vast amounts of data in real time to identify possible threats before significant damage occurs.

Equally important is the continuous training of the cybersecurity workforce. A well-trained team can effectively manage security systems, respond to incidents, and implement new technologies. With an estimated 74% of all data breaches caused by human error, continuous education and certification programmes are essential to keep the workforce updated on cybersecurity trends and threats. By investing in technology and human capital, businesses can build robust defence mechanisms to address current and future cyber threats, highlighting the need for ongoing learning and adaptation in the cybersecurity field.

About Clio

Clio is transforming the legal experience for all through cloud-based and client-centred legal technology. With European headquarters in Dublin, Ireland, as well as offices in Toronto and Vancouver, Canada, Clio is one of the world’s most rapidly growing legal tech firms. www.clio.com/uk

About the author

Scott Kramer is the Director of Information Security at Clio. His role at Clio involves building a world-class security team and overseeing the implementation of solutions to position Clio as a leader in data privacy and protection across cloud software providers and the legal industry.

The impact of effective government funding and legislation

Government funding and grants can make cybersecurity resources more accessible across the business spectrum. Implementing a tiered funding model that considers company size, and industry-specific risks can significantly reduce financial barriers for small and medium-sized enterprises. This approach ensures that even smaller businesses have the means to implement comprehensive cybersecurity measures, thereby enhancing the overall security posture across various sectors.

Moreover, legislators must continually update cybersecurity laws to keep pace with evolving threats. This includes imposing stricter penalties, enforcing higher security standards, and mandating greater transparency in incident reporting. Legislation must be adaptable to emerging types of cyberattacks while maintaining stringent protection protocols. Enhanced transparency and mandatory incident reporting will ensure that breaches are promptly and accurately disclosed, facilitating quicker response times and providing better protection for all stakeholders.

Enhancing cybersecurity education and training for businesses

The government’s support for cybersecurity education and training is equally critical. Funding educational programmes, offering certification courses, and running public awareness campaigns should start from an early age. Integrating cybersecurity education into the standard curriculum could cultivate a more aware and prepared generation to handle digital threats, laying the foundation for a more secure digital future.

Introducing collaborations between academia, industry, and government could foster specialised training programmes, ensuring employees at all levels have the necessary skills and knowledge. Continuous professional development in cybersecurity will be vital to staying ahead of evolving threats, as the cybersecurity landscape is constantly changing. Encouraging businesses to participate in these programmes will be essential to build a more secure and resilient workforce.

The future of cybersecurity: A unified strategy

A comprehensive strategy involving timely legislative updates, financial incentives, technological investments, and educational support is essential for strengthening the UK’s business cybersecurity landscape. No single measure can ensure total protection; a combination of tactics is necessary to establish a resilient cybersecurity framework. This unified strategy is the key to a secure digital future for the UK.

The new UK government has a unique opportunity to secure a robust digital future, safeguarding businesses and critical infrastructure from evolving cyber threats. Fostering collaboration between the public and private sectors can develop a more robust cybersecurity landscape. This holistic approach will not only protect the UK’s digital assets but also promote innovation and economic growth, as businesses can operate with confidence in a secure digital environment.

Why overcomplicated process creation is getting in the way of your digital transformation success

By Craig Willis, Head of Client SolutionsProcess Improvement at Netcall

Last year spending on digital transformation reached $2.15 trillion globally 1 as businesses across all sectors faced ongoing pressure to streamline operations and provide a better and more efficient service to their customers. Whilst this total is expected to reach

1 Statista - https://www.statista.com/statistics/870924/worldwide-digital-transformation-market-size/

$3.9 trillion by 20272, for many organisations, the complexity surrounding the creation and ongoing maintenance of new technology-driven processes continues to stand in the way of turning digital investment into impact. According to research, around 70% of digital transformation efforts fail 3 , with only one in

2 Statista - https://www.statista.com/statistics/870924/worldwide-digital-transformation-market-size/

3 Deloitte - https://www2.deloitte.com/ content/dam/Deloitte/uk/Documents/ about-deloitte/deloitte-uk-digital-transformation-are-people-still-our-greatest-asset.pdf

eight digital transformation initiatives meeting their objectives4 With economic pressure continuing to take its toll on budgets, ensuring digital transformations are successful and deliver a strong ROI has never been more critical, but the journey isn’t always a simple one. Starting a digital transformation project can often be perceived as time-consuming, complex, and expensive. Processes are hard to find, out of date, and difficult to understand, and often teams that inherit

4 Warwick Business School - https://www. wbs.ac.uk/news/increase-success-in-digital-transformation/

processes experience a loss of context and control over them. Meanwhile, employees impacted by the transformation are often averse to change, making the thought of overhauling existing processes, far from inviting. But it doesn’t have to be this way…

The secrets to success:

1) Knowing where to start can often be complex and discouraging for those getting started with digital transformation. Before a process can be fixed or optimised, it must first be uncovered and analysed.

Fortunately, there are tools available that can take the pain away from process discovery by creating a detailed map of all workflows scattered across the entire business. Process mapping is the practice of looking at all the actions that your organisations does and visualising them in the form of a map. These processes can occur daily, monthly, or even annually, be small or large. By creating this map, organisations can get a better understanding of how they are going to go about accomplishing their goals. Mapping processes also allows the business to understand the direct and indirect impacts changing one process may have on another, and the knock-on effect this could have on people, skills, systems, compliance and cost.

2) Centralising processes is the next step on the journey to success. Digital transformation projects often require the development and improvement of multiple processes, so using Platform-as-a-Service technologies that can centralise and connect these in an easy-to-use interface is essential. Challenges and causes for transformation are also generally not limited to one single department, so it is important that multiple stakeholders across the business can have sight of these processes and their impact.

3) Getting employee buy-in and engaging key stakeholders, however, is half the battle when embarking on a digital transformation project. Collaboration is key when it comes to success, so those driving transformation projects must involve those whom it will impact, from the offset. Ultimately, your team needs to understand what the problem is, and why you’re changing it. The projects that see the most success are led by those who take the enduser on the journey with them, rather than presenting them with the end product to find it either isn’t user-friendly or doesn’t fully address the original need.

Utilising human-centric tools for digital transformation is crucial to overcoming this. Day-to-day employees can only be invested in the project if they can be involved in the development. However, often due to complexity, transformation efforts are siloed to developers and those with technical skills. By embracing Platform-as-a-Service software that maps and centralises processes with a highly collaborative and intuitive user interface, organisations can engage business users, IT professionals, and process experts in mapping workshops, where employees can see their changes brought to life in real-time, and the impact created. Collaboration of this kind can also help to spark new ideas for further improvements throughout the transformation journey.

4) Having access to the tools for change may seem obvious, but often process mapping software used by businesses does exactly what it says on the tin, leaving the transformation of these processes and finding the tools to do so, another task in itself. This is where adopting process mapping technology that can integrate with workflow automation tools such as RPA, AI and low-code development, is extremely beneficial. Being able to easily adopt these tools accelerates transformation efforts, meaning change happens faster, more efficiently, and with better results.

Ultimately, the secret to a successful digital transformation project is to empower those responsible for building processes to do so simply. Offering them the ability to document and continually improve the processes consistently and at scale, by removing duplication and eliminating errors, saves time.

By adopting robust and holistic tools that centralise the storage of process creation, whilst offering the integration of technology such as automation to uncover actionable insights and efficiencies, organisations can transform at speed. And this ensures a strong ROI on their digital transformation investment.

Plugging Security Gaps with AI without Creating Additional Risk

AI has the potential to transform every aspect of business, from security to productivity. Yet companies’ headlong, unmanaged, rush to exploit innovation is creating unknown and understood risks that require urgent oversight, argues Mark Grindey, CEO, Zeus Cloud.

Business Potential

Generative AI (Gen AI) tools are fast becoming a core component of any business’ strategy – and one of the most powerful areas of deployment is IT security. Gen AI has a key role to play in addressing one of the biggest challenges within current IT security models: human error. From misconfiguration to misunderstanding, in a complex, multi-tiered infrastructure, that includes a mix of on premise, public and private cloud deployments and multi-layered networks, mistakes are easy to make.

With hackers constantly looking to exploit such faults, with common attacks targeting known weaknesses, AI is fast becoming a vital tool in the security armoury, providing companies with a second line of defence by seeking out vulnerabilities. The speed with which AI can identify known vulnerabilities and highlight configuration errors is transformational, allowing companies to both plug security gaps and also prioritise areas of investment. It is also being used to highlight any sensitive data within documents – such

as credit card or passport numbers – that require protection; and providing predictive data management, helping businesses to accurately plan for future data volumes.

Unmanaged Risk

With ever expanding data sources to train the AI, the technology will only become more intuitive, more valuable. However, AI is far from perfect and organisations’ inability to impose effective control on how and where AI is used is creating problem after

problem. Running AI through internal data resources raises a raft of issues from the quality and cleanliness of the data to the ownership of the resultant AI output. Once the commercially available AI tool, such as Copilot, has viewed a business’ data, it can never forget it. Since it can access sensitive corporate data from sources such as a company’s SharePoint sites, employee OneDrive storage, even Teams chats,  commercially sensitive information can be inadvertently lost because those using AI do not understand the risk.

Indeed, research company  Gartner has urged caution, stating that: “using Copilot for Microsoft 365 exposes the risks of sensitive data and content exposure internally and externally, because it supports easy, natural-language access to unprotected content. Internal exposure of insufficiently protected sensitive information is a serious and realistic threat.”

Changes are required – firstly to company’s data management strategies and secondly to the regulatory framework surrounding AI. Any business

using AI needs to gain far more clarity regarding data exposure: can data be segregated to protect business interests without undermining the value of using AI or inadvertently undermining the quality of output by providing insufficiently broad information? Once used, who has access to those findings? How can such insight be retained internally to ensure confidentiality?

Regulatory Future

Business leaders across the globe are calling for AI regulation but as yet there is no consensus as to how that can be achieved or who should be in charge. Is this a government role – but if each government takes a different approach the legal implications and potential costs would become a deterrent to innovation.

Or should the approach used to safeguard the Internet be extended to AI, where key policy and technical models are administered by the  Internet Corporation for Assigned Names and Numbers (ICANN)? Do we need AI licenses that required AI certified individuals to be in place before a business can run any AI tool across its data? Or simply different licensing models for AI tools that clarify data ownership, for example by using a tool within its own tenants within a client account to reduce the risk of data leak? The latter would certainly be a good interim stop gap but, whatever regulatory approach is adopted it must be led by security engineers, impartial individuals who understand the risks; and who are not influenced by potential monetary gain – such as those who have committed to the Open Source model.

There are many options – and changes will likely result in a drop in income for AI providers. But given the explosion in AI usage, it is time to bite the bullet and accept that getting the right solution can be uncomfortable. It’s imperative to quickly determine the most efficient approach that is best for both the industry and for businesses, an approach that accelerates innovation while also protecting commercially sensitive information.

Italy’s startup renaissance is taking shape

Louis Dussart, VP Europe, RTP Global

While the status of today’s leading global tech ecosystems might seem entrenched, the truth is that ecosystems are always in flux. In tech, entrepreneurs have the luxury of launching ventures in whichever market is the best fit tapping into a global pool of labour. The takeaway is that nations need to prioritise carefully and maintain focus to establish a leading tech ecosystem –it doesn’t happen overnight. The efforts of nations to do just that can be seriously hampered by a lack of national entrepreneurial culture that stifles innovation and discourages the

normalisation of risk-taking needed to build a thriving startup ecosystem. In such scenarios, capital is naturally diverted into traditionally ‘safe’, industries and the brightest talent treads a well-worn path to work at large, incumbent enterprises. These conditions aren’t compatible with entrepreneurs and flourishing tech startups.

For the majority of the 21st century, Italy has exhibited these very qualities. Slowly but surely, however, the script is changing. Italy has seen the green shoots of a flourishing tech ecosystem over the past few years. Mega funding raises have minted Italian unicorns including Scalapay and

Bending Spoons and Italy now ranks eighth in Europe as a location for VC investment.

With a large domestic market, strong GDP figures and more favourable economic characteristics, there’s no reason why Italy can’t become home to a thriving start-up hub.

Why only now?

As touched on, Italy hasn’t historically exhibited the conditions for an entrepreneurial culture to flourish. A key reason is a reluctance from traditional investment institutions to dabble in the unfamiliar world of

tech. Just take a look at the roll call of investors for Scalapay’s 2021 Series A raise. Tiger Global, the prominent American VC fund, leads the raise with just one Italian fund among the five named investors.

With limited domestic VC activity, it’s no surprise that Italian entrepreneurs looked elsewhere to launch amazing tech companies. Video game developer and publisher King.com and share dealing fintech Freetrade both count Italians among their founders. But the catch is that these innovators were operating from London. With its global culture and embrace of tech, London was far more favourable as

a startup hub. In Italy, homegrown innovation was difficult to kickstart without the talent.

The case for optimism

That was then. Today, Italy shows a lot of potential. If we’re to draw a comparison – Italy shows a lot of similarities to France, which has been creating waves in European tech with buzzy unicorns like Mistral AI.

Italy has similar primary industries (automotive and luxury) GDP numbers to France – so any tech breakout comes against a similar macro-economic backdrop. Italy, like France, also boasts a large domestic market. This is pivotal. In such markets, tech start-ups can cater to local business pain points and disruption opportunities with the benefit of having lots of room to grow in their home country before being required to enter new markets to scale – which comes with significant regulatory hoops to jump through. This distinguishes the Italian tech ecosystem from the tech ecosystems of smaller nations like Estonia and Israel where global ambitions are a necessity for tech companies. Another similarity lies in public sector capital availability for start-ups. BPI France has been a key driver of France’s tech ascendancy – playing an increasingly active role in growth capital raises and boasting a great track record of backing French startups that go on to be unicorns. Italy’s CDP Venture Capital is Italy’s answer to BPI, serving as a backer of startups across their lifecycle leveraging public money. The €1 billion investment program was launched in 2020 with a remit of developing Italy’s native startup ecosystem. Today, it boasts a range of active funds – from large venture to green transition. This is a step in the right direction and comes alongside increased capital availability from private sources. Angel investors including successful founders like Max Ciociola of music data provider Musixmatch and wealthy families like the Agnelli family operating through their company, Exor, are

coming together to drive a shift in Italy’s traditionally cautious approach to tech investment.

Priorities to realise a vision

While indicators are positive, work remains to be done by stakeholders of Italian tech to keep up the momentum.

Firstly, how the Italian government treats and prioritises its tech ecosystem will be pivotal. France demonstrates how integral public funding is for start-ups. Being ambitious in backing and setting the scope of CDP Venture Capital, for example, will be key. Italy’s tech talent ecosystem also needs to be competitive and this likely means extending schemes including the Italia Startup Visa and Startup Hub programme to maintain access to talent.

Finally, all stakeholders in Italy’s tech ecosystem – public, private or otherwise – need to exhibit patience. Any initiatives to develop Italian tech need to be rooted in the long term. With this, Italy will see a growing wave of tech entrepreneurs building companies bringing about the huge improvements that new tech innovation can drive in the economy and society. Momentum will accelerate as second-time Italian or newly minted founders who learnt the ropes in the first wave of Italian start-ups come into play and Italy will be on the right trajectory to boasting a world-beating tech ecosystem.

A clear case for tech prioritisation

Italy’s tech ecosystem is on a great trajectory. The country’s public and private institutions should seize on this. In today’s global economy – it’s technology that’s driving significant growth in national economies. For Italian entrepreneurs, launching a tech start-up is a noble endeavour. Modernisation of the tech stack of Italian society leads to better outcomes for citizens and businesses. Investors should take heed and back Italy’s start-up renaissance.

MORE THAN JUST A TICK-BOX EXERCISE: How business leaders can deliver impactful change with AI

By Richard Farrell, CIO at Netcall

Amid rising financial pressure and increasing consumer expectations, business leaders across all industries are turning to AI as the silver bullet to drive greater efficiency, reduce costs, and secure a competitive advantage. No longer seen as just another tech buzzword, today AI is considered a pivotal tool in an organisation’s digital armoury, with 60% of CEOs expecting generative AI (GenAI), in particular, to improve product or service quality over the next year[1]. As a result, nine-tenths (87%) of C-Suite executives feel pressured to rapidly implement GenAI solutions, at speed and scale[2]

The excitement surrounding GenAI – known for its ability to create text, images, and other media from simple prompts - is well-founded. It promises to revolutionise content creation, customer service, and numerous other domains. In fact, according to Gartner’s research, global spending on AI is expected to reach £229 billion by 2027, with enterprise applications embedding of GenAI comprising a significant portion of this investment[3].

However, despite the hype, it is essential to approach GenAI with a balanced perspective. GenAI is one form of AI, and whilst it offers potentially significant opportunities, enterprise adoption is currently somewhat limited.  In fact, to date, it delivers low returns for most organisations and many early projects have failed to deliver the expected benefits. Broader forms

of “traditional” AI, such as Machine Learning, can be better suited, providing a better ROI and results in more transparent, explainable forms.

With pressure mounting to transform and implement AI rapidly, getting swept up in the promise of GenAI is understandable. However, using it to tick the AI box in your organisation is not necessarily the answer –at least not the most effective, safe, and impactful one.

The reality is – the efficiency gains and increased productivity that can be obtained by standalone GenAI platforms are limited in the grand scheme of things. They won’t have a transformational impact on the vast majority of services delivered by organisations across all sectors.

An integrated approach

The true power of AI in the enterprise extends far beyond a few expensive GenAI-driven “co-pilots” assisting knowledge workers with administrative tasks and content generation. The future of AI lies in its seamless embedding within business processes and systems, ensuring that AI capabilities are integrated, not standalone.

Enterprise software applications, known for their high scalability and integration capabilities, offer organisations the perfect solution to AI deployment. In fact, Gartner predicts that by 2027, 70% of GenAI spend will be via these tools[4]

Customer engagement solutions that can embed GenAI with Enterprise Applications can deliver benefits safely. Such tools can allow simple creation of chatbots and virtual assistants, and provide valuable tools to workers such as content summarisation, keyword extraction, sentiment analysis, translation, and text enhancements such as spelling, grammar, and tone of voice.

In addition to enabling a more secure approach, enterprise software applications can also allow businesses to incorporate multiple forms of AI such as pre-trained machine learning (ML), natural language processing (NLP) and AI-powered bots, as well as adjacent technologies such as RPA. ML models allow organisations to gain rich, bias-free insights that can predict future outcomes, whilst NLP can revolutionise omnichannel contact, and boost efficiency, personalisation and satisfaction through AI-powered interactions. Meanwhile, RPA can increase customer service teams,

and other departments efficiency, by completing mundane, time-consuming tasks that slow them down.

Ultimately, enterprise-wide AI adoption is about creating a cohesive ecosystem where AI enhances every aspect of operations, from customer service to decision-making. This approach ensures that AI tools are not isolated on desktops but are woven into the fabric of the organisation’s workflows, driving efficiency and innovation at every level.

Making an impact

In today’s turbulent landscape, where demand for AI expertise is extremely high, organisations face many challenges when trying to build in-house capabilities. Embedding AI technologies with enterprise applications therefore provides a practical approach to AI delivery.

Platform-based application solutions, that utilise low-code technology to build and develop optimised business processes and workflows, are

particularly effective in this scenario, offering business-ready AI capabilities that can be deployed simply, safely and at scale.

Hampshire Trust Bank (HTB)  is a great example of a financial organisation using AI deployed via a lowcode platform to help staff assess and handle customer communications and ultimately improve customer outcomes.  The bank has used the platform approach to integrate AI-driven sentiment and keyword analysis machine learning models into its customer support processes to gain valuable insights into customer emotions and concerns – and be proactive in their service.

Meanwhile, St. Helens Borough Council is delivering significant change for its social care team via an AI-powered RPA solution. When visiting vulnerable children, case notes must be updated on the system – a process that was previously carried out manually in the office by social workers, sometimes days after a visit. Using the RPA solution, the digital delivery

team have set up an email inbox attached to an RPA bot to complete these notes. Now social workers can dictate the notes via their phone verbally, the robot receives these notes as an email, ensures it meets requirements and adds them to the system for the correct child. Doing so has resulted in a huge reduction in workload, providing the social care team with extra capacity to focus on the wellbeing of the children they see. What’s more, by closing the gap on adding notes to the system, the council can use this information to make better, more informed, decisions for the child. With the platform approach, St. Helen’s can also replicate this success and scale it across the organisation.

Deploying AI safely and securely

Whilst the opportunities on offer from successful implementation are vast, there are also the inherent risks associated with AI – and GenAI in particular - that must be considered. Consumers are becoming increasingly aware of the potential pitfalls associated with AI, such as biased algorithms and invasive data collection practices. For organisations in highrisk industries such as education, healthcare, and essential public and private services, the way in which AI is deployed and the controls placed around it is critical.

The journey to successful and safe AI integration in the enterprise requires a nuanced approach, balancing innovation with risk management. While GenAI offers transformative potential, traditional AI and ML solutions continue to provide robust, lower-risk benefits. By adopting AI with enterprise applications, especially those with a platform approach, organisations can harness the power of AI efficiently and securely, navigating regulatory challenges and skill shortages effectively. To be impactful, AI implementation should be treated as more than just a box-ticking exercise. As it continues to evolve, enterprises that adopt a strategic, well-governed approach will be well-positioned to lead in the digital age.

A wind of change is blowing through the professional services sector

By Paul Roberts

Today a global revolution is taking place, heralding a new information age, comparable to the introduction of the printing press, electricity, cars, trains, and the internet. Its potential to revolutionise our world in ways previously unimaginable is undeniable, with some experts even suggesting its impact could surpass all these previous transformations.

The availability of data on a scale unheralded in the human experience, and the growth of artificial intelligence, are impacting on every area of our lives, connecting the remotest parts of the planet with the biggest centres of population and commerce.

Connections and insights are being made quicker and on a scale never before witnessed, driving the global economy and challenging the very notion of history.

One of the most powerful agents of change is the professional service industry, which is providing companies and organisations with the tools to understand and make sense of this brave new world.

A new wind of change is blowing, driven by a confluence of technological advancements, evolving client expectations, and a challenging economic climate.

Growth of the data driven approach

No longer content with anecdotal evidence and partner-driven decision-making, firms are embracing a

data-driven approach to fuel growth, optimise operations, and navigate the complexities of a rapidly changing global market.

This shift is evident in several key areas of business. Firstly, there’s a palpable surge in interest and investment in AI applications across various departments. Firms are actively exploring how AI can enhance efficiency, provide deeper insights, and even augment traditional service offerings.

This burgeoning demand for AI-driven solutions is creating a need for specialised expertise and tailored applications that cater to the specific challenges faced by professional services firms.

This push towards a data-driven future is intrinsically linked with the second key trend: data centralisation,

with many firms lacking even basic CRM systems, and with client data residing in disparate silos across organisations.

This fragmentation can prevent a proper understanding of client relationships and limit the ability to identify growth opportunities. Recognising this, firms are now prioritising the centralisation of data, a process that presents both technological and cultural hurdles.

Cultural resistance to data sharing

Implementing new systems and integrating existing ones is a complex undertaking, demanding significant investment and technical expertise. However, the greater challenge lies in overcoming cultural resistance to data sharing.

In sectors where knowledge is often equated with power, encouraging collaboration and transparency requires a significant shift in mindset.

The impetus for this transformation stems from the third key trend: a growing reliance on data-driven insights for strategic decision-making across all departments. From marketing and business development to talent management and client service, every aspect of the firm’s operations stands to benefit from data-informed strategies.

This shift is driven, in part, by the need for organic growth in a challenging economic environment. As clients tighten their belts and demand greater value, professional service firms are seeking ways to maximise revenue from existing clients and to identify new growth avenues.

Data, in this context, becomes invaluable for understanding client needs, predicting future behaviours, and identifying cross-selling and upselling opportunities.

This brings us to the final, and perhaps most significant, trend reshaping the professional services landscape: the evolution of client listening. Traditionally, client feedback was often treated as a periodic research activity, relegated to satisfaction surveys and anecdotal feedback.

The evolution of client listening

Today, firms are recognising the need for a more continuous and comprehensive approach to gathering client intelligence. By capturing and analysing data from a multitude of sources – client interactions, feedback forms,

industry reports, and even social media sentiment – firms can gain a nuanced and holistic understanding of their clients’ needs, priorities, and perceptions. This intelligence is critical for driving cross-selling, improving client retention, and informing strategic decisions across the organisation.

This evolution of client listening is not merely about collecting more data, it is also about leveraging it effectively to drive tangible business outcomes. Firms are increasingly seeking solutions that can analyse this wealth of information and present actionable insights tailored to the needs of different departments.

Use of AI in a client intelligence strategy

This is where AI plays a crucial role, not as a standalone solution, but as a powerful tool within a broader client intelligence strategy.

AI-powered solutions can analyse vast amounts of unstructured data, identify patterns and trends, and even predict future client behaviour. This allows firms to move beyond reactive responses to client feedback, to adopt a proactive approach to relationship management and business development.

While AI is a powerful enabler, it’s important to recognise that technology alone is not the solution. The true transformation lies in the cultural shift towards data-driven decision making and a client-centric approach.

Firms that can successfully embrace these changes, leveraging data and AI to gain deeper insights into their clients and their own operations, will be best positioned to thrive in this evolving landscape.

As the lines between technology and professional services continue to blur, the ability to harness the power of data will be the key differentiator between firms that merely survive and those that truly flourish in the new information age.

Paul Roberts is CEO of MyCustomerLens, an AI driven, always-on client listening platform for professional services firms.

Transformative Action on the SDGs

New York, USA, 26 September 2024

– In a world facing significant geopolitical, economic and environmental shifts, the World Economic Forum gathered over 1,400 business leaders, policy-makers, leaders from international and civil society organizations, innovators and social entrepreneurs for its Sustainable Development Impact Meetings. The meetings served as a crucial platform for public-private collaboration, where key announcements were showcased and public discussions in support of reaching the United Nations Sustainable Development Goals (SDGs) were forged.

Currently, only 17% of SDG targets are on track for 2030, with nearly half making minimal or moderate progress, and over one-third stalled or in some cases regressing. In response, the Forum has mobilized urgent public-private collaboration to advance these vital goals and drive action, partnerships and innovation in sustainability. These initiatives and their key communities met to advance their work at the Sustainable Development Impact Meetings.

“We stand on the brink of the Intelligent Age, an era defined by blending artificial intelligence and cutting-edge technologies into everyday life,” said Klaus Schwab, Founder and Chairman, World Economic Forum. “This sweeping transformation presents a profound paradox: the same technologies that hold extraordinary promise for unprecedented growth, innovation and human progress also risk deepening divides and exacerbating inequalities.”

“If we don’t partner with nature, we won’t be able to control climate change,” said Maria Susana Muhamad, Minister of Environment and Sustainable Development of Colombia and President of the UN Biodiversity Conference (COP16), adding that creating the right political environment and getting social buy-in is important to “start having more democratic discussions around biodiversity issues”.

“Meeting the challenge of the climate crisis is the biggest economic

opportunity the planet has known since the Industrial Revolution. Everything has to be changed. We have to win this battle,” said John F. Kerry, Special Presidential Envoy for Climate (2021-2024), US Department of State.

Participants engaged in high-level discussions on themes related to the SDGs, including frontier technologies and development; human capital and growth; climate action, nature protection and the energy transition. The meetings highlighted the emergence of the Intelligent Age, driven by technological advancements and the role of technology in driving SDG progress, the importance of sustainable growth and the need for collaborative action. A major milestone in terms of digital inclusion was announced as well as an update on the global economic outlook.

Frontier technologies and development

Sessions focused on AI for the global good, improving social outcomes in urban development and health. The Forum’s Global Alliance for Women’s Health launched a community of senior global leaders committed to closing the women’s health gap. The Forum released the Closing Health Gaps through Collaborative Action report, which highlights place-based approaches as a powerful tool for creating healthier, more inclusive and more resilient communities.

Other reports launched included Improving Social Outcomes in Urban Development: A Playbook for Practitioners, which guides community stakeholders in planning and delivering large-scale urban development projects that create and enhance social value. The Scaling Investments in EV Charging Infrastructure was published, which outlines key strategies city governments can make to support the expansion of charging infrastructure and encourage investment. The Quantum for Society: Meeting the Ambition of the SDGs report raises awareness of quantum technologies’ power to boost global development. The Forum also

co-hosted a UN side event during the week on quantum technologies and launched the Quantum Applications Hub, a platform for leaders to tackle planetary-scale challenges and shape a scalable and inclusive quantum ecosystem.

“Emerging technologies, such as generative AI, have the potential to tremendously transform economies, societies and industries,” said Landry Signé, Senior Fellow, Brookings Institution.

“To deploy artificial intelligence effectively, there is no one-size-fits-all approach for all governments,” said Omar Sultan Al Olama, Minister of State for Artificial Intelligence, Digital Economy and Remote Work Applications of the United Arab Emirates. “The UAE’s focus is to deploy artificial intelligence not just for productivity gains, but for quality-of-life improvements.”

Also on AI, Yann LeCun, Vice-President and Chief Artificial Intelligence (AI) Scientist at Meta, said: “What we need is a very simple open infrastructure – think of it as a Wikipedia for AI systems – so you give people the ability to build the systems that are useful for local populations.”

“What excites me the most is the explosion of information technology and how it can be applied to healthcare, even more so with AI. If we do it right, this is going to be super inclusive,” added Shobana Kamineni, Promotor Director, Apollo Hospitals Enterprise.

“Investing in women’s health is not only a moral imperative, but a strategic move contributing to a more inclusive, prosperous and resilient world,” said Helen Clark, Board Chair of the Partnership for Maternal, Newborn and Child Health; and Prime Minister of New Zealand (1999-2008).

Human capital and growth

The Chief Economists Outlook September 2024 report provided reasons for optimism thanks to

easing inflation and resilient global commerce while highlighting pressure on economies related to debt levels and fiscal challenges. Participants advocated for digital inclusion, and the EDISON Alliance, a World Economic Forum initiative, announced that it has successfully connected over 1 billion people globally – ahead of its initial 2025 target – to essential digital services in healthcare, education and finance, in over 100 countries.

“The global economy may be stabilizing, but fiscal challenges continue to pose significant risks,” said Saadia Zahidi, Managing Director, World Economic Forum. “Addressing these challenges requires coordinated efforts from policy-makers and stakeholders to ensure that economic recovery is not undermined by these pressures. Now is the time for pragmatic solutions that can strengthen both fiscal resilience and long-term growth.”

“Everybody, no matter where they were born or where they live, should have access to the digital services that are essential for life in the 21st century,” said Hans Vestberg, Chair, EDISON Alliance, and Chairman a nd Chief Executive Officer, Verizon. “Making sure that everybody can get online is too big a challenge for any one company or government, so the EDISON Alliance brings people together to find practical, community-based solutions that can scale globally.”

Human capital was a core theme for the week, with several initiative meetings, including Reskilling Revolution, Education 4.0 and TeachAI galvanizing public and private commitments, and the Gender Parity Sprint and the Jobs Initiative advancing their work. Additionally, a white paper providing a framework to facilitate job transitions, highlighted how the ability of workers to transition into new roles is becoming increasingly critical – not only for maintaining employment and advancing social mobility, but also for economic productivity and people’s well-being.

The Schwab Foundation announced that 11 companies joined its Rise Ahead Pledge . By endorsing the

pledge, companies collectively aim to increase their engagement in social innovation and significantly bolster the social economy by 2030, in line with the SDGs. Participants also focused on how businesses and governments can collaborate to create trade frameworks that promote economic development while supporting nextgeneration technologies and ensuring environmental sustainability.

Climate action, nature protection and the energy transition

Participants explored strategies to incentivize green trade, and at a session on putting the COPs’ pledges into practice, which included the incoming Biodiversity COP16 president, discussed how the public and private sectors must take a coordinated approach in view of the upcoming UN environmental summits on biodiversity, climate and land.

“There is an intersection between trade and sustainability, and we need to better use trade to underpin decarbonization and support the energy transition,” said Børge Brende, President, World Economic Forum.

“We can’t solve the issue of biodiversity, climate, or land degradation alone,” said Ibrahim Thiaw, Undersecretary-General of the United Nations, United Nations Convention to Combat Desertification, adding that the three upcoming summits “are an opportunity to have a more holistic view in addressing these issues.”

The Forum-supported GAEA (Giving to Amplify Earth Action) initiative announced the launch of its 2025 awards to recognize groundbreaking partnerships that drive systems change in support of ambitious climate and nature goals. It also announced a new climate talent fund in Asia to help meet transition

goals and published a report on the role of corporate philanthropy in accelerating climate and nature transitions.

Other publications released at the meetings included a white paper on governing marine biodiversity beyond national jurisdiction; case studies for business transformation towards a nature-positive future; a paper on unlocking the tech-driven bioeconomy; leaders’ insights for the nature-positive transition in cities; and a report on securing minerals for the energy transition.

“Countries like India still have the majority of economic growth ahead of us,” said Sumant Sinha, Chairman and Chief Executive Officer, ReNew Private Limited. “If we follow the same path as developed countries, it will lead to larger emissions. We need to follow a different trajectory and that has to be based on clean energy.”

The Global Plastic Action Partnership (GPAP), the World Economic Forum’s platform for translating plastic pollution commitments into concrete action, welcomed two new national partnerships with the Dominican Republic and Paraguay, while the First Movers Coalition (FMC), a global public-private partnership launched by the Forum and the United States government, announced it reached the milestone of 100 industry members.

UpLink, the Forum’s open innovation platform, announced the winners of its Sustainable Mining Challenge and launched a second challenge to source and elevate innovations bringing sustainability to the mining sector. The Alliance of CEO Climate Leaders announced a 10% reduction in aggregated emission reductions between 2019 and 2022, while achieving 18% revenue growth.

“Bold and decisive leadership is needed to accelerate the net-zero, nature-positive transitions,” said Gim Huay Neo, Managing Director, World Economic Forum. “Over the last three years, the Alliance of CEO Climate Leaders has successfully cut 10% of its aggregate emissions – equivalent to the annual emissions of France – while growing revenue ahead of global GDP growth and delivering significant value for their stakeholders. This clearly demonstrates that positive climate action does not have to come at the expense of economic performance.”

About the Sustainable Impact Meetings 2024

The Sustainable Development Impact Meetings 2024 are being held from 23-27 September in New York. Over 1,400 global leaders from diverse sectors and geographies will come together to assess and renew global action around the United Nations Sustainable Development Goals through a series of impact-oriented multistakeholder dialogues. The meetings are an integral part of the Forum’s yearround work on sustainable development and its progress.

RIGHT TIME, RIGHT CHANGE: how to choose the AI investment that exactly fits your business

By Yemi Olagbaiye, director, client portfolio at digital software consultancy Softwire

2024 is a landmark moment in the enterprise world in terms of putting its money where its mouth is with genera tive AI. According to McKinsey, 65% of businesses are now regularly using genAI as companies around the globe gambit on its game changing potential. This surge of experimentation is backed by serious levels of investment. New research from Boston Consulting Group estimates that genAI will increase to nearly 5% of corporate IT budgets this year, with that figure set to grow 60% over the next three years.

But like all new tech, a willingness to embrace and invest does not guarantee success. In a sobering assessment of the market to date, the Harvard Business Review reports that as many as 80% projects involving genAI currently fail to get off the ground –despite its infinite hype.

There are many reasons why such a promising tool is unable to generate value, not least the immature and experimental nature of the tech itself. But from my experience at the front end of the genAI wave, one explanation stands out: unrealistic expectations.

Levi’s, Instacart and Samsung thought they were getting a jump on their rivals when they took on the race for genAI maturity. But all three brands

– and many others – have suffered a backlash due to taking on too much, too fast.

Before investing, C-suites must understand the nature of the genAI opportunity they’re mulling over and what is at stake. Rather than default to the best headline idea, they also need to choose a level of investment that realistically fits their budget, talent and immediate growth plans. To aid that process, here are the three key tiers of AI investment for leaders to consider:

1. Quick-win AI investments: Quick wins are accessible AI investments that can be introduced by most organisations, irrespective of scale or specialism. They are typically

productivity assistants or task-specific AI tools that are rapidly deployed to enhance efficiency in day-to-day operations.

Examples of genAI-powered tools that can deliver quick wins include Microsoft Prompt Flow, a development tool that simplifies experimenting, prototyping, iterating and deploying AI applications. Meanwhile, coding assistants like Codiga and Tabnine help developers write code more efficiently.

The no-brainer advantages of quickwin projects are that they are lowcost, low-risk, easy to integrate, and the time to ROI is relatively quick. On the flip side, however, these fast-delivery initiatives will increasingly struggle

to achieve differentiation over time, especially in terms of productivity gains.

2. Competitive AI investments: This is where genAI starts to get interesting as the stakes climb steadily higher. It involves ambitious ventures that embed AI into domain-specific or custom applications. The goal is to amplify core business processes and create a lasting competitive advantage in any market.

Examples of this genAI investment include Tax Systems’ compliance co-pilot Alphamap, which takes over data inputting and prepares initial tax treatments. Delivering a time reduction of up to 80%, the co-pilot frees tax professionals for more critical

tasks such as business partnering and data insights.

This type of project is a good bet if you want to deliver better, more sustainable genAI outcomes over a longer timeframe (driving value over, say, one to two years). But it also requires more patience, budget, and an ability to hold your nerve while the changes you’re aiming for take effect.

This category typically involves significant platform investments with moderate to high costs. It tends to be more complex in terms of tech integration and may require some level of talent recruitment. Ongoing monitoring is also a crucial part of the differentiation strategy to avoid escalating costs and the risk of scope creep.

3. Transformative AI investments: These are high-stakes, “holy grail” initiatives that have the potential to create whole new products, markets, or business models. When companies think about genAI, they typically have this in mind. Though for many, heading here first is a bit like choosing a Porsche as your first car; in other words, it may be a reach too far.

Transformative AI platforms include BloombergGTP, which was purpose-built to improve existing natural language processing tasks such as sentiment analysis, named entity recognition, news classification, and question answering. Using a blend of Bloomberg’s financial data archives and public datasets, the platform gives financial professionals quick and accurate insights to inform and accelerate decision-making.

While transformative AI has the biggest impact in terms of its ability to disrupt markets and create new business models, it also comes with the highest costs—alongside a miasma of technical, financial, and market risks. What’s more, the time-to-value arc is usually over two years, which requires confident and committed leadership.

There’s little doubt that successful genAI integration requires relevant technical expertise – and this is usually what dominates the discussion when boards are scoping out an initiative. But it’s worth noting that gauging where your organisation sits on the genAI spectrum is the most important first step – and it’s also more of a leadership issue.

To thrive, every enterprise activity involving genAI will need to be located somewhere within the above spectrum of options. Deciding where and whether there is capacity for progression demands careful consideration. It also depends on a range of overlapping factors—such as industry context, organisational readiness, the quality of data at your disposal, strategic goals, and the potential for value creation. Navigate these questions successfully, and genAI will catalyse tangible, tailored growth that every business hopes for.

How Companies Can Prepare for Digital Product Passports

[dek] EU regulations that certain products have ‘digital fingerprints’ to support greater sustainability should spur action now, not later.

By Shameek Ghosh

The goals are clear: The European Union wants companies, including textile makers, electronics manufacturers, and others, to take responsibility for the lifecycle of the products they create. Among the goals: reduce waste and alleviate the impacts of production on natural resources.

What’s less clear is how the EU and companies will know if they’re reaching their goals. That’s because, as some industry groups have discovered, a lack of reliable data is a roadblock to progress. What’s more, especially in the case of textiles, because there’s little real-world data about products and materials moving through the supply chain, companies can’t discover better, more profitable ways of growing their business.

Enter the EU’s digital product passport (DPP), mandated as part of the broader European Green Deal and Circular Economy Action Plan and described in the recently enacted Ecodesign for Sustainable Products Regulation (ESPR).

The DPP is a form of “digital fingerprint” for every regulated product and includes a unique identifier and standardized data about the product’s origins, composition, environmental footprint, relevant certifications, and end-of-life handling. Some of this information is already available on garment labels or other product packaging, but by digitizing it into a DPP that is readable through existing technology like QR codes or RFID tags, industries can establish the

transparency and traceability needed to achieve greater sustainability goals.

And while DPP deadlines may seem far off — the textiles industry, for instance, must implement DPPs between 2026 and 2030 — the time for companies to start planning for compliance is now. Here’s how they can do it.

Understand the DPP

Companies should familiarize themselves with DPP and ESPR requirements — including all relevant stakeholders — to understand how and when it might impact them. DPP continues to evolve, so it makes sense to determine where in a company DPP oversight and compliance will live so staff can build up knowledge and monitor developments. Initially, DPP

requirements will focus on specific sectors, such as textiles, electronics, batteries, and construction products, with plans to expand to other sectors over time. Plus, it’s useful to understand why a company must comply to better imagine how DPPs can make the company more sustainable, efficient, and ultimately successful.

Prepare for Robust Data Management

Part of the evolution of DPP is determining the various data that will be included — data about the products, materials, countries of origin, production facilities, commodity codes, compliance declarations, etc. ESPR stipulates the mandatory data requirements; a company’s DPP team will want to monitor that data protocol. But to be ready for compliance

in the years to come, it will want to start now by identifying the data it currently collects, where that data is stored, in what formats, and what else — from internal systems or supply chain partners — it can or should include in its data management system. This will require close collaboration with suppliers to fill in any data gaps, while paying close attention to standardized data formats and protocols to ensure consistency and interoperability across sectors and regions.

Establish Traceability

Because supply chains are complex and decentralized, new information technology may be required to meet DPP requirements. Traceability systems give companies the architecture and infrastructure to collect, link, and

share DPP data with and from supply chain companies in accordance with ESPR. They allow companies to collect and organize data at various levels of granularity (model, batch, or item, etc.), which will be important as regulators determine how granular DPP reporting must be. And traceability systems go beyond compliance benefits, helping companies better understand their complex supply chains and optimize them in the face of disruption or market opportunity. With traceability in place, they can move onto next steps in preparing for DPP.

Conduct Pilot Projects

Although ESPR and the DPP requirements are still evolving, after establishing a traceability system,

companies should consider pilot programs to test and refine their processes before full-scale implementation. In the textiles industry, TrusTrace participated in a multi-stakeholder DPP pilot with Trace4Value and fashion brands to establish data protocols, identify standards, build a traceability infrastructure, and conceive a usable DPP interface for consumers. Using live data for a few specific products, the pilot team learned what worked and what needed further development. The results are detailed in Unlocking DPP: The Why, What and How of Digital Product Passports

Prepare for Compliance

When the time comes, companies should anticipate audits or inspections to verify compliance with DPP requirements. This is an instance where a traceability system could help develop robust evidence management capabilities, with processes in place to quickly retrieve and present required data. Plus, being able to prove compliance through traceability helps build a company’s credibility in the marketplace, demonstrating, for instance, that the materials it uses are majority recycled, responsibly sourced, or otherwise sustainable and compliant with EU regulations

Because ultimately, conforming with EDPR and DPP requirements will be essential for accessing the EU market, ensuring compliance with evolving EU regulations focused on sustainability and circular economy principles. At the same time, enhanced transparency can improve consumer trust and company reputation. Finally, better data about product lifecycles can lead to more efficient resource use and cost savings.

But to realize all the benefits of digital product passports — both potential and required — companies need to act now,

Shameek Ghosh is CEO and Co-Founder of TrusTrace, a leading platform for supply chain traceability within fashion and retail.

People are at the heart of the digital transformation

By Louise Lahiff, Chief Operating Officer, Version 1

It should come as no surprise that corporate executives continue to rank digital transformation as their top priority in 20241. The corporate landscape is changing quickly due to new technologies, workforces are demanding more remote and hybrid working options, and sophisticated cyberattacks are becoming a growing threat to older systems. Additionally, businesses are also figuring out how to use Artificial Intelligence (AI) most effectively. Not to mention meeting the demands of today’s consumers, who want flawless experiences from a variety of digital platforms.

Although the motivations behind the digital transformation are evident, the path to success is frequently less clear. It is a massive task that may be quite expensive and calls for much more than just upgrading outdated systems or moving operations to the cloud. And yet, nearly 70% of transformation efforts still fail because of the persistent belief that change should be done solely from a technological perspective2.

Accepting the human aspect in the process may help most businesses navigate the digital transformation path far more smoothly. If businesses want to prosper, they must acknowledge, the different requirements, motivations, and behaviours of their employees, customers, and other stakeholders.

It is crucial to go beyond technology in this case if you’re looking for a partner who can assist you in navigating the process. Given the length of time it takes to achieve digital transformation, other factors including chemistry, shared values, and good communication become critical.

People empower change

The starting point for digital transformation should always be people. Whether that is customers, partners, or employees – or a combination of all three – any updates made to IT infrastructure should be led by the benefits it will provide to users. Clear goals link to business outcomes and the needs of the users should

1 Gartner - https://www.gartner.com/en/newsroom/press-releases/2024-01-25-gartmer-survey-shows-that-leading-ransformation-is-the-toppriority-for-cfos-in-2024

2 McKinsey & Company - https://www.mckinsey.com/capabilities/transformation/our-insights/common-pitfalls-in-transformations-a-conversation-with-jon-garcia

be put in place first, with technology acting as the means to achieve those goals.

This, of course, necessitates research before embarking on the digital transformation journey. By engaging in direct conversations with users and leveraging data analytics, businesses can gain a better understanding of the pain points and inefficiencies in their current technology and where their efforts should be focussed.

These insights can then guide businesses through the process, helping set clearer company goals and inform more strategic decisions while benefitting users. Taking a humanled approach can also prevent businesses from falling victim to the common mistakes and pitfalls that other organisations may succumb to; providing more assurance that the time and money spent on the project will not be wasted.

What to look for in a transformation partner

While some larger organisations may have the resources needed to manage digital transformation in-house, in many cases it makes sense to seek support from a digital transformation partner. By finding people who can take the time to get to know your business, they can help define the strategy, identify the best technology, and put together a roadmap that leads to the desired outcomes. To ensure success, however, it is critically important to find the right partner who is prepared to understand how digital transformation will help both your business and your users.

There is no one-size-fits-all answer here either. Some will be better suited to certain businesses or industries, there will be budget considerations, and both parties will need to be aligned on the deliverables. It is important to remember that a digital transformation partner is more than just a technology vendor though and once again, a key consideration needs to be people and what they can achieve through technology.

There are many companies that offer digital transformation support, including some of the world’s largest consultancy firms. But to ensure the transformation process is set up for success, a methodical approach should be taken when choosing a partner.

These four key considerations can help to determine the best transformation partner for your organisation:

1. Focus on the outcome: Before starting the journey, you need to clearly define what you want to achieve through digital transformation. Determine the problems you are trying to solve and how technology can help, then work backwards to outline the smaller goals that can get you there. Knowing what you want to achieve, and how you will work towards it, will be crucial when finding the right partner to get you there.

2. Focus on the people: Transformation is an ongoing process and the

importance of finding people you are happy to work with cannot be understated. The technology is, of course, important, but this is an undertaking that will likely go on for years. Therefore, it is essential you find a partner that is committed to your transformation, communicates effectively and, ultimately, you have good chemistry with.

3. Look at change management skills: A successful transformation will mean major changes for your organisation, which in turn requires change management. When assessing potential partners, it is important to look at their approach towards change management and determine if it matches your own.

4. Experience, expertise and budget: These are fairly common considerations for any partnership and are no less important here. Review potential partners’ previous experience to see if it aligns with what you need, look at where their expertise lies and the technologies they offer and ensure they are within your budget.

Digital solutions that provide realworld resolutions

Digital transformation is a necessary yet complex endeavour requiring a holistic approach that goes beyond mere technology upgrades. It is, of course, a technical process, but success will be far easier to achieve if goals are set with users in mind.

The same people-first mentality should be applied by those looking for a digital transformation partner. Organisations need to find a partner that not only possess the required technological expertise, but also has the personnel that understands their business and is aligned on goals, values and culture.

While the process of transformation will certainly be difficult and fraught with many obstacles, putting people first can help pave the path to success and enable organisations to stay relevant and competitive in the rapidly changing digital market.

The Rise of Cloud Data Centers in Business

Cloud data centers have become the go-to solution for businesses looking to scale quickly and efficiently. Unlike traditional on-premise data centers, cloud data centers offer greater flexibility, cost efficiency, and security. They eliminate the need for large capital investments in physical infrastructure, allowing businesses to access scalable resources on demand. With features like high availability, disaster recovery, and automatic updates, cloud data centers provide unmatched reliability. The annual cost of adopting cloud technology is over USD 12 million for nearly 37% of firms.

Moreover, their ability to seamlessly integrate with emerging technologies such as AI, big data, and IoT makes them a superior choice for modern enterprises seeking ability and innovation.

Adoption and Proliferation of Cloud Data Centers

The adoption of cloud data centers has been on a rapid upward trajectory, driven by several factors. Enterprises are shifting from traditional data management to cloud solutions to meet the rising demand for realtime data processing and storage. A little over 44% of conventional small enterprises make use of cloud hosting or infrastructure. In contrast, 74% of corporations and 66% of small tech companies.

Hybrid cloud models, where businesses leverage both private and public cloud due to their ability to balance control with scalability.

Cloud-native companies including tech startups and fintech enterprises, are leading the charge in cloud

adoption, but established industries are not far behind. Banking, telecommunications, and manufacturing sectors are also moving towards cloudbased systems, looking to improve operational efficiency and reduce costs associated with legacy systems. Over 90% of businesses use cloud computing technology. According to a Research Nester poll, which shows that cloud adoption is growing steadily across all industries. It is clear that the adoption rate is rising. The survey conducted last year, showed 88% of companies worldwide use cloud computing.

Additionally, advancements in cybersecurity, such as encryption and tokenization, are addressing data privacy concerns, further accelerating cloud adoption across industries.

Cloud data centers are now being deployed across various industries, each reaping benefits from their unique features:

 Healthcare: The cloud is transforming healthcare by providing a secure platform for storing and sharing patient records, telemedicine, and data analytics. About 40% of respondents in the healthcare industry utilize private cloud solutions, 61% use public cloud, 27% favor hybrid cloud and 19% choose multi-cloud computing apps.

Hospitals and healthcare providers can easily access patient data from any location, improving treatment outcomes.

 Retail and E-Commerce: Retailers are using cloud data centers to enhance customer experiences

through personalized shopping recommendations, real-time inventory tracking, and faster transaction processing. The retail sector is leading the way in adopting cloud technology, with an astounding 96.9% utilization rate.

 BFSI: Financial institutions are leveraging the cloud for fraud detection, real-time transaction monitoring, and customer relationship management ( CRM) systems. Currently, 91% of banks and insurance providers have started using the cloud. The scalability of cloud solutions is helping banks manage large volumes of transactions during peak periods.

 Entertainment: Cloud-based data centers are crucial for streaming services, where they enable quick access to high-definition content,

video rendering, and editing while managing data-intensive tasks with ease.

 Manufacturing: The rise of Industry 4.0 has increased the use of cloud data centers to optimize supply chains, manage remote monitoring systems, and support IoT devices for predictive maintenance. A significant two-thirds of businesses in the industrial sector actively use cloud solutions.

Industrial Landscape of the Cloud Data Center Market

The cloud data center market is highly competitive, with major tech giants like Amazon Web Services(AWS), Microsoft Azure, Google Cloud, and IBM Cloud dominating the industry. In the first quarter of 2024, Amazon’s share of the global cloud infrastructure market was 31%. These companies offer an array of services ranging from cloud storage and data processing to AI and machine learning tools. The size of the cloud data center market was estimated at USD 25.2 billion in 2023 and is projected to grow at a compound annual growth rate (CAGR) of more than 10.1% between 2024 and 2036 when it is expected to surpass USD 80 billion by the end of that year.

Additionally, numerous specialized players are emerging, offering niche solutions such as private cloud services for highly regulated industries like healthcare and finance.

Edge computing is another significant development impacting the cloud data center landscape. The demand for edge computing has grown significantly and is expected to continue growing quickly; by 2027, global revenue is expected to exceed USD 350 billion.

Edge data centers, located closer to end-users, reduce latency and improve application performance. This hybrid approach- is gaining traction, particularly in industries that rely on real-time data processing, such as autonomous vehicles and smart cities.

Regional Outlook of the Cloud Data Center Market

The North American market remains the largest for cloud data centers, driven by the strong presence of major cloud service providers, a well-developed digital infrastructure, and widespread adoption by enterprises and government initiatives promoting digital transformation. The rise of 5G networks in the region. North America leads the charge in 5G adoption, with 5G connections in the region comprising 32% of all wireless cellular connections. Notably, the region experienced healthy growth in the first quarter, adding 22 million new connections to operator networks. This boosts the demand for cloud data centers to handle high data throughput and real-time analytics.

Europe is focusing on sustainability within the cloud data center market, with stringent environmental regulations pushing providers to adopt energy-efficient practices. The region is also a leader in data protection and privacy regulations, such as GDPR, which influences how cloud services are deployed and managed. The overall goal of the EU’s data center reporting regulations is to reduce energy consumption by 11.7% between 2020 and 2030. Latin America and Middle Eastern regions are experiencing slower but steady growth, primarily driven by improvements in telecommunications infrastructure and growing e-commerce sectors.

In the end, the cloud data center market continues to thrive, evolving from a cost-saving alternative to an essential pillar of modern digital infrastructure. Its adoption is widespread across industries due to its flexibility, scalability, and ability to integrate emerging technologies. With continued advancements in edge computing, sustainability, and cybersecurity, the future of cloud data centers looks promising, as they continue to drive innovation and growth in a digital -first world.

Source: https://www.researcheser.om/reports/ cloud-data-center-market/6285

lection Outcomes, AI Adoption, and ESG Issues Pose New Challenges for European Employers, Littler Survey Finds

Littler, the world’s largest employment and labour law practice representing management, has released its seventh annual  European Employer Survey Report, based on responses from nearly 630 human resources (HR) executives, business leaders, and in-house lawyers from across Europe—57% of whom hold C-suite positions at their organisations.

The report provides important benchmarks and insights around how employers are responding to a number of hot-button issues, from national election outcomes and the

rapid adoption of artificial intelligence (AI) in the workplace to heightened pressure on environmental, social, and governance (ESG) initiatives and emerging compliance challenges.

Political Issues Are Top-of-Mind for Employers in a Major Election Year

As nearly half of the world’s population heads to the ballot box in 2024, 86% of European employers say they are facing at least some degree of difficulty managing politics in the workplace, including divisive beliefs among employees. That represents

an increase from Littler’s 2023 survey, when 75% reported challenges in this area.

Election-related concerns extend far beyond employees’ water cooler talk, however. Most employers (83%) also say they are concerned about employment law changes stemming from 2024 or 2025 elections across Europe. More than three-quarters (77%) are concerned about how the U.S. presidential election could impact their business operations as well.

“European employers’ level of concern regarding the U.S. presidential election

indicates just how global the workplace has become,” said  Stephan C. Swinkels, Littler Partner and co-lead of the firm’s global practice. “Political changes in major economies like the U.S. are having a local impact on organisations across Europe, but this is also a meaningful change in mindset as management takes a global view towards the state of the organisation. What happens across oceans can and does affect their outlook.”

These obstacles are exacerbated by other economic, geopolitical, and cultural trends. For instance, European employers report substantial concern

about the following issues over the next 12 months:

 Financial conditions and the impact on workforce management (63%)

 Social and cultural issues, such as employee satisfaction and post-pandemic workplace norms (53%)

 Geopolitical risks (37%)

“Ongoing cultural debates and geopolitical events—such as the war in Gaza and the growing salience of LGBTQ+ rights issues—are bringing political discourse into the workplace in novel ways,” said Jan-Ove Becker, Littler Partner in Germany. “Managing varying beliefs and opinions is becoming a significant employee relations issue for C-suite executives and creating an environment where employers are expected to do more than simply manage their workforces. Business leaders are increasingly expected to take positions on divisive topics, and even silence itself can become a stance.”

AI Adoption Creates New Workforce and Compliance Challenges

The use of AI in HR processes has grown across European workplaces over the last year. Most respondents (72%) say their organisations are using either generative or predictive AI in at least one HR function, up from last year’s survey when roughly 60% said the same.

While AI offers numerous benefits, its use in HR can present additional hurdles. More than half of respondents (53%) are moderately or very concerned about complying with data protection and information security laws when using AI in this area, while 38% say the same about AI’s potential impact on job displacement.

Generative AI poses unique challenges given the ease with which employees can utilise these tools in their work. Only 53% of respondents, for example, are confident that employees are not improperly using such tools. Policies guiding employee use can help,

yet only 29% say they have an established policy in place.

“As generative AI use expands across European workplaces, developing clear and thoughtful policies is crucial to mitigating risk and deriving the most value from the technology,” said Deborah Margolis, Littler Senior Counsel in the U.K. “That said, there is no one-size-fits-all approach to AI policy development and the most effective policies will be those that are tailored to an organisation’s broader business objectives, risk tolerance, and intended use cases.”

ESG Issues Hold Centre Stage

ESG issues remain high on European employers’ agendas. Most executives (79%) say their organisations have increased their focus on ESG initiatives over the past 12 months; climate risk is a particular concern, as 76% have placed greater focus in this area over the same timeframe.

These efforts are being driven by pressure from employees, customers, and stakeholders, as well as legal requirements like the EU Corporate Sustainability Due Diligence Directive, which entered into force in July. While member states have until 2026 to implement the directive’s requirements into their national laws, 85% of organisations say they are at least somewhat prepared for the new compliance obligations.

The survey report explores several additional changes impacting the workplace. For instance, 87% of executives are at least somewhat prepared to comply with the EU Pay Transparency Directive, while 73% have seen a rise in mental health accommodation requests from employees over the past year.

The report—which is being released at Littler’s 2024 European Executive Employer Conference, taking place October 9-10 in Amsterdam—also includes comparisons between the U.S. and Europe where applicable, along with country-specific results for some of Europe’s top economies.

How Is Artificial Intelligence Making the Manufacturing and Healthcare Sectors Future-Ready?

Very few innovations have made as big an impact as that of the printing press, steam engine, and World Wide Web. As per many researchers, Artificial Intelligence is the latest addition to the list and holds the power to transform every sector of the global economy. From supply chain management to construction and space exploration to tourism, AI has introduced new approaches to simplify operations and increase efficiency. However, out of all the end-use industries, the integration of AI-based tools has had the most revolutionary effect on the healthcare and manufacturing sectors.

AI in manufacturing helping redefine assembly line optimization

Almost all manufacturing companies, that have started adopting automation, have introduced AI-based tools for improving the quality of their assembly lines. The primary aim behind this transition is to enhance the accuracy, flexibility, and efficiency of the processes involved. These solutions aid in obtaining data on various parameters using sensors and comprehensively analyze past performance.

In the next step, AI-powered computer-vision systems are employed to detect the flaws and defects in the system. The algorithms then suggest measures to improve the operational workflow, reduce waste, and

ensure resource optimization. Thus, high-quality products can be produced, while reducing the cost of manufacturing and the chances of human-induced errors. Also, the self-learning abilities of these tools lead to establishing a flexible work environment that evolves as per the changing needs of the industry.

Another area where artificial intelligence plays a vital role is that of predictive maintenance. Combined with data analytics, AI tools help in monitoring the working of different equipment pieces and components in realtime. An important advancement in this direction is the development of

the concept of digital twins. A digital twin is a replica of a physical asset that can be studied in detail in a virtual environment. Through machine learning algorithms, these simulations are studied to identify anomalies and predict future problems.

For instance, in December 2023, Lenovo issued a press release in which it highlighted the role of its in-house Advanced Production Scheduling (APS) tool in improving the resilience of its overall manufacturing capabilities. The AI-powered solution helps businesses formulate strategies, schedule various operations, and smoothen the entire

workflow. Lenovo’s internal surveys have shown that adopting this new approach has helped the company enhance its assembly line capacities and production volumes by around 20%.

AI in healthcare enhancing medical diagnosis and treatment outcomes

Recently, Allied Market Research published a report on the artificial intelligence market which highlights that the industry is expected to gather a revenue of $3,636 billion by 2033, rising at a CAGR of 37.3% from 2024 to 2033. The growing adoption of AI tools

in the healthcare sector is one of the major reasons behind the stunning growth of the landscape. Many hospitals and medical institutions have started to use ML-powered devices in diagnosing different ailments. These solutions analyze patients’ records, behavioral patterns, and other such symptoms to detect a particular disease. Studies have shown that AI tools are much better equipped to predict and identify chronic disorders than medical professionals.

For instance, IBM’s Watson for Health is one such innovative technology that aids healthcare organizations in using vast volumes of medical data

and patient information for efficient diagnosis. Watson is designed in such a way that it can extract information from any medical journal and study every recorded procedure followed by a doctor around the world for treating a particular ailment. Thus, the scope of medical diagnosis and treatment is widened considerably with the help of such platforms.

Recently, Google announced that its DeepMind Health was developing a software application in collaboration with expert clinicians and researchers. The program makes use of ML algorithms and advances in the field of neuroscience to design neural networks that would mimic brain functioning.

AI tools, along with robotics and automation, have also contributed significantly to the emergence of robotic surgery. This advanced surgical intervention involves the use of AI-programmed robots to perform various medical procedures such as knee replacement, ankle joint operation, etc. The mobility and flexibility offered by these automated devices help reduce the complexities involved. Also, the accuracy and precision of ML-powered robots are much higher which drastically reduces the chances of medical complications. As per surveys done by doctors and medical researchers, around 4 lakh patients globally suffer from preventable harm every year, out of which 1 lakh die due to avoidable surgical mistakes. This number can be substantially reduced with the help of AI equipment which relieves the pain associated with surgeries, brings down the volume of blood loss, and ensures faster recovery.

To sum it up, artificial intelligence has proved to be one of the most important breakthroughs in the recent past and has reshaped the healthcare and manufacturing sectors. The ability of this technology to improve manufacturing efficiency at reduced cost and improve healthcare outcomes in diagnosis and treatment makes AI an indispensable technology for these industries.

The Impact of AI on Employee and Customer Experience FROM EFFICIENCY TO PERSONALISATION:

No matter their industry, customer and employee experience are top priorities for many organisations. Long-term business success hinges on the ability to personalise customer and employee experience through services that strengthen loyalty and retain staff,

creating an unparalleled advantage against competitors.

However, complex workflows, fragmented data, and siloed teams that are difficult for employees to navigate are hindering this process of efficiently responding to customer queries; the rise of AI offers a solution for

businesses in need of innovation and enhanced data analytics to counter these problems.

“AI is not just a technological advancement; it’s a strategic asset or organisations seeking to thrive in today’s technology-driven world,” said  Mark Appleton , Chief Customer Officer

at ALSO Cloud UK. “With 42% of organisations considering AI tools as the most critical business project, IT leaders are heavily pursuing an AI strategy that optimises resources while bolstering their processes.

“If integrated into their operations correctly, it can streamline workflows, tailor customer experiences, and anticipate market trends with greater accuracy to give the competitive edge necessary to increase efficiency and revenue.”

For organisations looking to strengthen their business posture, AI can be a powerful solution to improve customer and employee experience.

AI’s most immediate benefits are increasing operational efficiency through process optimisation and error reduction, achieving unprecedented productivity levels.

“AI tools can handle routine tasks by automating task allocation, monitoring progress, and identifying bottlenecks. For employees burdened with multiple tasks, this reduces operational costs and mitigates human errors while freeing up valuable time for employees to focus on strategic and creative tasks. This mindset is crucial to generate ideas that contribute to long-term growth and profitability.

“Through analysis of business data, AI can also anticipate future needs by identifying trends, predicting customer behaviour, and determining the effectiveness of different strategies. By leveraging these crucial insights, businesses can stay ahead of competitors by adjusting their approach to meet market demands and make data-driven decisions that achieve higher revenue.”

Appleton goes on to describe how these analytics can also offer personalised experiences for customers and employees through their preferences and behaviours.

“Empowered employees are the foundation of exceptional customer experiences and the correct AI tools can offer personalised experiences to both customers and employees by analysing their references, feedback and behaviours.

“This personalisation can be put in place in work processes as well as tailored customer service, resulting in a dramatic reduction in workflow friction. Businesses can understand their customers’ needs and preferences more accurately, leading to better product development, customer service strategies and positive customer experiences.”

One of the biggest obstacles IT leaders face however, is inadequate scoping of the AI tools available to adopt and deploy. Without clear and defined objectives, these AI initiatives will fail to address the specific challenges of the business.

“The reality is today that most companies are still in their experimental phase, focused on quickly onboarding the best and most recent AI tools. However, a common shortcoming we’ve seen is AI implementation needing to be consistent with business needs, resulting in misspent time and money that could be leveraged more effectively if using a technology partner.

“Technology partners can offer various solutions that integrate seamlessly into existing workflows and simplify the customisation process of selecting the right AI vendor and tools. This enables businesses to make impactful selections without choosing from various complex custom vendors.

“With expertise and understanding of industry-specific challenges, technology partners can act as a trusted advisor to guide businesses towards the AI solution that fits their business objectives and is consistent and personalised according to the organisation structure.”

Mark concluded, “Businesses are gradually building their AI capabilities and realising its potential to empower customer experiences but integration with existing frameworks is crucial. IT leaders must consider the cost and practicality of their chosen tool to evaluate how it can improve the overall efficiency of the business and generate revenue. The right technology partners can provide an array of solutions and reliable advice that simplifies the process of choosing an AI tool tailored to your business needs.

“With the right technology provider to guide the process and select a compatible AI tool, IT leaders can maximise efficiency and streamline their business towards strategic advancements.”

Exploring the Role of Self-service Business Intelligence (BI) in Modern Decision-Making

Discover the role of self-service BI in modern business, organizations. Unlock the full potential of their data and gain a competitive edge in an increasingly data-driven landscape.

Self-service business intelligence is a disruptive new approach to data analysis and decision-making that has revolutionized the IT field. Instead of getting a data analysis and using specialized BI tools within an IT setting, data consumers may analyze their data after providing autonomous access using intuitive data search tools or fully-featured BI platforms. The democratization of data has resulted in quicker, more informed conclusive judgments, increased operational efficiency, and superior long-term strategies.

The Rise of Self-service BI

The growth of self-service BI is driven by the availability of user-friendly data visualization tools, cloud-based storage, and advanced analytics. While BI was traditionally a prerogative of IT, who extract, transform, and analyze data, it changes with rapid data growth. As businesses begun struggling with massive data volumes, the necessity of fast, flexible, and responsive decision-making emerged. Self-service BI allows business users to analyze and interact with data without requesting the IT department’s numerous requests. Typically, business users include analysts, managers, and executives.

This change in BI democratization is the result of a variety of factors. Businesses increasingly necessitate quick insights to remain agile, and it is acknowledged that frontline teams frequently possess the clearest and most timely understanding of their data and its implications. In 2023, data demonstrated that Over 35% of largescale companies utilized intelligence for decision-making. Firms make judgments 5x faster after adding analytics to their operations. Self-service BI apps, which combine user-friendly interfaces with sophisticated analytical capacities, have revolutionized the process by which organizations may leverage the collective knowledge of their workers while still being lenient in terms of regulation.

Key Features and Capabilities of Self-service BI

Data Exploration and Visualization

Self-service BI platforms provide userfriendly interfaces that allow users to explore data with little effort. Users can quickly access, sort, and view their data in various ways, including charts, graphs, and dashboards. Without specific technical skills, you can use Business Intelligence to visualize data, identify trends, and make informed decisions. More than 95% of sales and marketing organizations believe business intelligence is critical to accomplishing their tasks.

Advanced Analytics and Modeling

Self-service BI tools have advanced analytics features like predictive modeling, forecasting, and a simulated “what-if” analysis. This means that users can use data to test their hypotheses and decide without waiting for the data scientist or a business intelligence professional to run complex reports for them.

Collaborative and Sharing Capabilities

Another added advantage of self-service BI tools is a more collaborative. A tool usually has the feature to share findings or clean useful dashboards while working on a project.

Scalable and Flexible Infrastructure

Many self-service BI solutions leverage cloud-based or hybrid architectures, providing scalable and flexible infrastructure that can adapt to the growing data needs of an organization. This allows for rapid deployment, easy maintenance, and seamless integration with existing systems.

Challenges and Considerations in Implementing Self-service BI

Allowing business user’s direct access to data compromises data governance, privacy, and compliance. However, organizations should develop robust policies and process to protect the privacy of data and its integrity and use without inhibiting users’ ability to benefit from self-service BI. The integration of self-service BI tools with existing BI infrastructure requires more than just plug-and-play implementation. For instance, it needs data integration, data quality consistency, and more critical alignment with an organization’s data and analytics strategy. Thus, a high level of coordination and collaboration between IT and business teams is vital in determining aspects of when to centralize and let users’ self-service.

Integrating Self-service BI with Traditional BI Practices

While self-service is undoubtedly beneficial; however, it should not be perceived as the ultimate solution exiling traditional BI practices. Instead, self-service should become an addition to the existing BI structure. In such a way, both strategies will achieve harmony and implement the best of their properties, such as high consistency, governance, and scalability, on the one hand, and flexibility, and agility on the other.

Data Governance and Security

Having IT teams define clear policies around data governance and navigate security is key in safeguarding sensitive information and ensuring that

data sources are accessed securely by self-service users. This enables the responsible use of data according to organizational and regulatory regulations.

Data Preparation and Curation

IT and BI teams can provide pre-curated data sets, data models, and analytical tools that are accessible to business users through self-service BI platforms. This allows for a balance between centralized data management and decentralized data exploration and analysis.

Collaboration and Knowledge Sharing

Self-service BI should be integrated with established BI practices to encourage collaboration and knowledge sharing between IT, BI, and business teams. This includes creating feedback loops, sharing insights, and incorporating user-generated analyses into enterprise-wide decision-making.

Case Studies: Successful Self-service BI Implementations

Retail Industry: Enhancing Customer Experience

A prominent retail business deployed a self-service BI platform for its regional managers and store heads. With rightful access to actual sales and inventory data presentation and customer conduct illustrations, the company was equipped to take datadriven conclusions, better handle on-hand inventory care, and offer customers an exhilarated experience. Consequently, its customer gratification scores amplified dramatically and its sales picked up by 15%. Additionally, business intelligence has the backing of 92% of sales and marketing squads who anticipate it as an imperative implement for doing their job.

Healthcare Sector: Improving Clinical Outcomes

Self-service BI was adopted in the extensive care provider to allow clinicians and patient administrators to

have direct access to patient data, the treatment success, and various other operation matrix. It thus became easy to track areas that required a change and make data-based decisions, to effect patient-centered changes. The organization realized 12% lower readmission and 20% higher patient satisfaction.

Manufacturing Industry: Optimizing Production Processes

One manufacturing company used a self-service BI solution to enable its production managers and plant supervisors to make business decisions in real-time. Consequently, the company utilized the production data, quality metrics, and equipment performance to spot and address

bottlenecks, optimize the production schedule, and reduce waste. The approach permitted it to boost the production floor’s overall equipment effectiveness by 9% while cutting down the production costs by 7%. According to statistics, almost four-fifths of manufacturers that use business intelligence for analytics are rated a success.

Market Overview Key Trends and Drivers

The global self-service BI market is experiencing significant growth. The self-service BI Market size is projected to attain USD 30 Billion by 2036 at a CAGR of 8% throughout the forecast period, that is, 2024-2036. The

self-service BI industry size was USD 18 Billion in 2023. This development is primarily attributed to the rising adoption of data-driven judgment, the emergence of cloud-based solutions, and the requirement for realtime knowledge.

The key market segments are self-service data preparation, data discovery, and visualization tools, as well as advanced analytics features such as predictive modeling and artificial intelligence. The market is populated by a mix of well-known vendors and disruptive startups that provide various solutions to address the changing requirements of organizations in the 21st century.

North America, especially the United States, is the largest market for

self-service BI, owing to the numerous tech companies, a strong tradition of data-supported decisions, and the early acceptance of cloud BI solutions. Self-service BI is the fastest growing in the Asia-Pacific market, encouraged by quick digitalization of enterprises, growth of the e-commerce and fintech industries, as well as the expansion of the philosophy of data-oriented decision making in the rapidly industrializing states, such as China, India, and Japan.

Conclusion

The future of the self-service business intelligence sector looks promising in light of the growing need for data-driven decision-making, the emergence of cloud solutions, and

the increasing popularity of advanced analytics. As companies in a variety of sectors aim to unlock the opportunity of their data, self-service BI software will be essential in equipping business users with actionable insights, promoting a data-driven environment, and making quicker, more intelligent choices at the strategic level. By developing an understanding of industry trends, the competitive environment, and future growth possibilities, businesses can use self-service and reap the benefits while boosting their competitiveness and long-term success.

Source:

https://www.researchnester.com/ reports/self-service-business-intelligence-bi-market/3920

Third-Party Risk Management Market is expected to reach

$22.4 Bn By 2032

The Third-Party Risk Management Market is set to grow from its current market value of more than $6.1 Billion to over $22.4 Billion by 2032; as reported in the latest study by Global Market Insights, Inc.

Organizations are increasingly adopting advanced tools and platforms to evaluate and mitigate risks linked to third-party vendors and partners. These technologies enhance capabilities in monitoring compliance, security, and performance. Moreover, ongoing advancements are elevating third-party risk management through the integration of sophisticated analytics, AI, and automation. For example, in March 2024, Aon plc unveiled Partner Risk Insights, a digital platform powered by CoverWallet for streamlining insurance-related third-party risk management for U.S. organizations.

The market share from the services component segment will record a decent growth rate between 2024 and 2032, fueled by the rising importance of essential tools and solutions for

effective risk mitigation. Organizations are now adopting advanced service components, including risk assessment platforms, compliance monitoring tools, and automated reporting systems. Such integrations bolster the capability to evaluate and manage risks tied to external partners and vendors.

In terms of end user, the third-party risk management market from the healthcare segment is anticipated to witness a significant CAGR from 20242032, driven by the pressing need for secure and efficient healthcare operations. Healthcare providers are turning to advanced risk management systems to oversee risks from third-party vendors, including IT service providers and suppliers. These systems rigorously assess vendor compliance, security protocols, and contractual

commitments for ensuring patient safety and preventing breaches.

Asia Pacific third-party risk management industry size will record a robust CAGR through 2032 spurred by rising demands for corporate governance and accountability. As frameworks evolve to tackle the intricacies of managing external partners and meeting regulatory standards, organizations are better positioned to handle third-party risks. This evolution not only ensures transparency but also upholds stringent accountability standards. Consequently, the commitment of the region to refining risk management practices promises stronger and more resilient business operations.

Source: https://www.gminsights.com/industry -analysis/third-party-risk-management-market

Cornerstone and Meta Launch Strategic Partnership to Power the Future of AI, Extended Reality and Immersive Learning

Cornerstone OnDemand Inc. , a leader in workforce agility solutions, today announced a strategic partnership with Meta (NASDAQ: META) to expand the capabilities of immersive learning and extended reality (XR), powered by artificial intelligence (AI). Ahead of Meta Innovation Day, the partnership will accelerate the democratisation of immersive learning for the enterprise, with a focus on the integration of Meta’s AI advancements and further adoption of Meta’s core XR technologies and devices.

Cornerstone’s 25 years of leadership in learning and talent development combined with Meta’s investments in bringing XR to life and their innovative approach to AI will create more opportunities for organisations to close the workforce readiness gap and achieve workforce agility. Meta’s commitment to openly publishing its AI research has been elevating the industry, and both organisations have a strong commitment to ethical and responsible AI. Together, Cornerstone and Meta will revolutionise how organisations onboard, reskill, upskill and support their employees.

“Meta is committed to the accessibility of extended reality and artificial intelligence,” said Himanshu Palsule, CEO of Cornerstone. “Democratised access is key to scaling this technology, which is reaching a critical mass due to continued investment and innovation on both the hardware and software sides. Cornerstone Immerse and Immerse Companion is scaling content creation of personalised and human or ‘soft’ skills trainings thanks to GenAI, and we’re excited to continue working

with Meta to advance this technology with their platform and hardware.”

“This collaboration between Cornerstone and Meta marks a pivotal moment for the talent industry, where immersive AI-driven experiences aren’t just tools but catalysts for deep, transformative learning,” said Alicia Mokwa, Research Director, IDC. “As XR and AI democratise access to skill-building, we’re witnessing the dawn of a workforce where learning is continuous, adaptable, and profoundly impactful. This partnership speaks to a future where the boundaries of physical and digital learning environments blur, giving organisations the power to cultivate agility and resilience at an unprecedented scale. It’s a leap toward a more dynamic, future-ready workforce.”

On November 5th at the Meta Headquarters, Cornerstone’s Chief Product Officer, Karthik Suri will present workforce agility and immersive learning experiences, along with demos of Cornerstone Immerse. For more information:  https://

www.cornerstoneondemand.com/ resources/article/meta-innovationday-quest-3s-meta-for-work/

To learn more about Cornerstone Immerse, check out: https://www.cornerstoneondemand.com/platform/ immersive-learning/ and read more on Cornerstone’s recently launched Immerse Companion.

About Cornerstone

Cornerstone powers the potential of organisations and their people to thrive in a changing world. Cornerstone Galaxy, the complete AI-powered workforce agility platform, meets organisations where they are. With Galaxy, organisations can identify skills gaps and development opportunities, retain and engage top talent, and provide multimodal learning experiences to meet the diverse needs of the modern workforce. More than 7,000 organisations and 140 million users in 186 countries use Cornerstone Galaxy to build high-performing, future-ready organisations and people today

Flexible options make happy customers, why businesses must integrate POS financing

By Philipp Buschmann, co-founder and CEO of AAZZUR

When the internet first came along, it transformed the way we shop almost overnight. Companies had to catch up fast as people flocked to online shopping. Even now, with online sales being critical for growth, some businesses are still reluctant to fully dive in. POS financing is a great solution—it makes big-ticket items more affordable for customers and helps businesses increase their sales. But it goes beyond just that; embedded finance is changing the game, offering businesses smarter, more integrated ways to offer these payment options and benefit everyone.

Boosting Sales by Lowering Barriers

One of the biggest reasons customers hesitate to make large purchases is the upfront cost. Even when they need or want a product, seeing a hefty price tag can create friction that slows down the decision to buy. POS financing can reduce this friction by allowing customers to spread payments over time.

For example, imagine someone shopping for a £1,000 laptop. Paying that in one go might make a customer think twice, but if they can break it into 12 payments of £83, it suddenly feels more achievable. H&M put this into practice by partnering with Klarna and saw a significant increase in sales when implementing BNPL. Offering this kind of financing has been shown to increase conversion rates by making purchases feel less burdensome. Essentially, businesses are removing the financial roadblocks that often hold customers back.

Attracting a Broader Audience

Not everyone has access to a high credit limit or the cash on hand to cover big expenses upfront and traditional credit cards or loans may not be the right fit for everyone. Cue POS financing. By offering flexible payment options at the checkout, businesses can attract a wider range of customers, including younger shoppers or those with limited credit history. A notable example of this offering is the Apple Card issued by Goldman Sachs. Users can finance purchases of Apple products, such as iPhones or Macs, with interest-free monthly instalments. It also features a Daily Cash rewards system, where customers earn cashback immediately after purchases.

This is particularly relevant as millennials and Gen Z consumers grow in spending power. These generations

tend to prefer options that allow them to manage cash flow without relying on traditional credit cards, and POS financing aligns perfectly with those preferences.

Enhancing Customer Loyalty

Providing flexible payment options isn’t just about getting customers to complete a purchase today—it’s about building loyalty for tomorrow. When businesses make buying easier and more accessible, customers are more likely to return. A pioneer in BNPL, Afterpay allows customers to make purchases and pay in four interest-free instalments. Urban Outfitters incorporated Afterpay’s service into its checkout process, making it seamless for customers to choose a flexible payment option directly within the platform.

Embedded finance makes the magic happen

While the advantages of POS financing are clear, its implementation can seem daunting for many businesses. That’s where our friend, embedded finance, comes into play. Embedded finance is all about diversification and making your business offer financial services without needing to become a bank.

Businesses don’t need to overhaul their entire sales infrastructure to offer POS financing. Instead, these solutions can be smoothly integrated into existing platforms, such as e-commerce sites or point-of-sale systems in physical stores.

Subscription-based financing is the quirky trend that has no signs of going out of fashion anytime soon. Companies like Peloton offer embedded financing at checkout, allowing

customers to pay a monthly fee for both the equipment and membership, bundling the cost into a manageable subscription. This approach lowers the barrier to entry for highend products

Customisation for Business Needs

Embedded finance gives businesses the freedom to really customise their payment options to match what their customers need. It’s not a one-sizefits-all approach—you can offer shortterm, interest-free plans for smaller purchases or go with longer-term options for bigger items, like furniture or appliances.

This level of flexibility makes a big difference in how customers experience your brand. When you offer payment plans that fit their budgets, it shows you get their situation and are

willing to meet them where they’re at. For example, a fashion retailer might offer a 6-month plan, while a home improvement store could offer 12or 24-month options for larger purchases. This kind of personalisation builds trust and loyalty because it feels like you’re working with them, not just selling to them.

With embedded finance – you call the shots and define the terms. Depending on the business model, you can choose terms and structures that suit your customers’ needs. This can involve offering short-term interest-free plans for smaller purchases or long-term payment options for more expensive items.

Reducing Risk for Businesses

One of the biggest concerns businesses have about offering financing is the risk involved. What if customers default on payments? Worry not. Embedded finance providers mitigate much of this risk by taking responsibility for the financing process. It typically handles credit checks, approval decisions, and collections, meaning that businesses get paid upfront, even if a customer defaults later. This makes POS financing a low-risk option for businesses to implement. The provider assumes the financial risk, and the company benefits from higher conversion rates and more satisfied customers without worrying about chasing payments or bearing the cost of defaults.

The Future is Embedded

Incorporating POS financing is no longer a “nice to have” feature—it’s becoming an expectation among customers, especially in sectors where high-ticket items are sold. Embedded finance makes it easier, faster, and less risky for businesses to offer these payment solutions, levelling the playing field for companies of all sizes.

The future of retail and e-commerce is bright and there is an abundance of opportunities businesses can take advantage of if they are bold enough. Embedded finance solutions are no longer a distant trend but a powerful tool that businesses can use to delight customers and drive success.

Reimagining Organisational Culture

By Carole Valette, Area Vice President Northern, Central Europe and APAC

In the current climate of constant change,, organisational culture has taken centre stage. With  instability now a permanent reality—a “permacrisis”—where uncertainty is the new norm. Leaders are tasked not only with driving business outcomes, but also with creating a resilient and adaptable culture that can withstand these ongoing disruptions. The true strength of an organisation lies in its ability to build a culture where people feel empowered, connected, and supported, no matter the external challenges.

Organisational culture is no longer a static concept limited to mission statements and onboarding materials; it is a living, breathing ecosystem that defines the employee experience and drives business success.

The multifaceted nature of organisational culture

Organisational culture encompasses the shared values, beliefs, and behaviours that shape how employees interact and collaborate. It is both a reflection of the company’s identity and a blueprint for how it operates. However, culture is not a monolith. Drawing on Edgar Schein’s model, culture can be understood as having multiple players. Schein, often referred to as the ‘father of organisational culture’, emphasises that culture is dynamic, multifaceted, and often layered with subcultures that can either align with or contradict the overarching organisational values.

The complexity of culture lies in its formation and perpetuation. Unlike strategy or structure, culture is not something that can be easily measured or controlled. It is created through the collective actions and attitudes of all employees, from the CEO to the newest hire. Culture is influenced by everything from leadership styles and

communication practices to the physical work environment and technology.

The intricate nature of a culture makes it difficult to define and even more challenging to change. However, it is precisely this dynamic nature that offers HR and talent leaders an opportunity to harness and shape culture in ways that can drive meaningful transformation and long-term success.

The link between culture and transformation

Transformation - whether digital, structural, or strategic - is a constant in almost every business environment. But transformation without cultural alignment is doomed to fail. When organisations embark on transformation initiatives without considering

the cultural implications, they risk resistance, disengagement, and ultimately, failure.

Culture is the foundation upon which successful transformation is built. It influences how employees respond to change, whether they embrace innovation or cling to the status quo, and how they collaborate to achieve new goals. For leaders, understanding the intrinsic link between culture and transformation is key to driving successful change initiatives.

The organisations that succeed in navigating permacrisis are those that understand culture as a foundation—a shared mindset that empowers employees to adapt and embrace change. A thriving organisational culture is one that is adaptable, inclusive, and aligned with the company’s vision

for the future. It is a culture where employees feel empowered to take risks, where innovation is celebrated, and where diversity of thought is not just tolerated but actively encouraged. In such a culture, transformation is not a disruptive force but a natural progression.

Leadership: The catalyst for cultural change

At the heart of any cultural transformation are the leaders who guide it. Leaders set the tone for the organisation, model the behaviours they want to see, and serve as the architects of cultural change. However, leadership in the context of culture is not just about top-down directives; it is about fostering an environment

where every employee feels a sense of ownership and accountability for the culture.

This is where coaching becomes indispensable. Through coaching, leaders can develop the emotional intelligence, cultural awareness, and adaptability needed to steer cultural transformation effectively. Coaching provides leaders with the tools and perspectives to not only lead change but to inspire and empower their teams to embrace and contribute to it.

HR and talent leaders play a crucial role in equipping leaders with these coaching opportunities. By embedding coaching into leadership development programs, HR can ensure that leaders are not just managing culture but actively evolving it in line with the organisation’s goals.

The role of technology in shaping culture

In today’s digital age, technology is an inextricable part of organisational culture. The tools and platforms that companies use to communicate, collaborate, and manage work have a profound impact on how culture is experienced and expressed. Technology can either reinforce a positive culture or exacerbate existing challenges.

One innovative way to leverage technology for cultural transformation is through collective coaching sessions, like co-development hubs. These sessions bring teams together to tackle complex challenges, breaking down organisational silos and enhancing problem-solving skills. By creating spaces for collaborative coaching, organisations can foster a culture of teamwork and continuous learning.

HR and talent leaders can use these hubs not only to address specific issues but also to build a more connected and agile organisation. This collective approach to coaching empowers teams to share knowledge, support each other, and drive cultural change from the ground up.

Diversity, Equity, and Inclusion: The Cornerstone of a Healthy Culture

No discussion of organisational culture would be complete without addressing the critical role of diversity, equity, and inclusion (DEI). A culture that truly values DEI is one where every employee feels seen, heard, and valued. It is a culture that not only tolerates differences but actively seeks them out as sources of strength and innovation.

HR and talent leaders must champion DEI as a central component of the organisational culture. This involves more than just implementing policies or hosting training sessions; it requires a deep commitment to creating an environment where all employees can thrive. DEI should be woven into the fabric of the culture, influencing everything from hiring practices to leadership development to how success is measured and celebrated.

Impact Gen Ai in Finance

Fintech companies are increasingly leveraging AI to automate financial services, enhance customer experiences, and improve operational efficiency. This technology enables real-time data analysis, which is crucial for personalized financial solutions and effective risk management. As consumers demand faster and more efficient services, fintech firms are utilizing AI for tasks such as fraud detection, credit scoring, and customer engagement through chatbots.

The continuous innovation and competitive landscape in fintech drive the need for sophisticated AI solutions, positioning this segment for substantial growth in the coming years. AI in Finance market is projected to grow from USD 38.36 billion in 2024 to USD 190.33 billion by 2030, at a compound annual growth rate (CAGR) of 30.6% during the forecast period. Chatbots and virtual assistants are in demand in the AI-driven finance market due to the ability to automate customer service, enhance user experience, and reduce operational costs. The rising demand of AI-powered algorithms enhance risk identification and mitigation, fostering safer financial practices is shaping the AI in Finance market.

The explosion of the big data market has had a major impact on the Banking industry due to the changing expectations of customers. Customers now interact with their banks on a more digital level, and in addition to the traditional structured data e.g. transactional data, organizations nowadays collect large volumes of unstructured data such as emails, text and voice messages, images and videos via their customer service, social media platforms and other mediums of data collection.

Banks are under a lot of scrutiny from regulators to provide accurate reports in a timely manner, to meet

their regulatory obligations. Regulatory compliance processes require the collection of data from various source systems. AI-driven solutions offer a chance to address some of the challenges in today’s financial systems by automating the data collection processes, improving the speed and quality of decisions and enhancing the organization’s readiness to meet regulatory compliance obligations. Continued development of AI will radically transform the front and back-office operations of financial institutions.

The AI expansion will also require adjustments to longstanding regulations and major changes to the current structure of global financial markets. Banks are constantly competing with their peers in the industry, and more recently with FinTech’s, to provide the best services to their clients. Technology has become a differentiator in this space as organizations take advantage of available cutting-edge technologies to harvest the

vast amount of data they possess. As a result, banks are using AI to optimize current service offerings, take new offerings to market and provide a more personalized experience for their customers.

Rapid digital transformation across economies and the rise of fintech startups are driving AI solutions in Asia Pacific. Countries like China and India are investing heavily in AI technologies to enhance financial services and improve customer experiences. The region’s vast consumer base presents major opportunities of customized financial products and services. Regulatory bodies such as Monetary Authority of Singapore (MAS) and Cyberspace Administration of China (CAC) promote innovation and further boost market growth. The increasing focus on data-driven decision-making and the need for efficient risk management solutions also contribute to the rapid adoption of AI in finance, positioning Asia-Pacific as a leader in this sector.

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Big tech companies are spending hundreds of billions of dollars on AI. But is it reasonable?

The so-called results season is currently underway in the USA. It is the period during which global companies publish their economic results for a few weeks and it happens 4 times a year. But what makes the current results interesting? In this text, we will focus on large technology companies, which are usually referred to as Big Tech, or the Magnificent 7 (Apple, Microsoft, Nvidia, Alphabet, Amazon, Meta and Tesla). In this case, we will remove Tesla from today’s consideration, because it is different and focuses on something completely different from other companies. In the same way, we will also remove Apple, which operates only part of its servers in-house and has a part with external suppliers. We will mainly revolve around AI. Large technology companies want to be the main global players in this area, and so far they are doing pretty well. Three of them, namely Amazon, Microsoft and Google are the world’s three largest cloud providers and occupy about two thirds of this market, viz. picture https://x.com/EconomyApp/ status/1651963029003857926

But artificial intelligence needs expensive servers and chips and high computing power, which is why these three companies have an advantage over the others. The results season was started on Tuesday evening by Alphabet, which is the parent company of Google. As such, the results were really good, even if the stock eventually responded to them with only a modest increase of about 3%. But importantly, Google’s infrastructure capital expenditure (CAPEX) was

a whopping $13 billion, up from $8 billion a year ago. Microsoft was the second to report its results. Even in this case, the numbers were good, but due to problems with some suppliers of components specifically for the cloud, the company issued a slightly lower outlook for the current quarter and the shares fell by

about 7%. So this also shows us how sensitive investors are at the moment to stumbles in the cloud and therefore also in AI. Microsoft reinvested even more than Alphabet last quarter, about $15 billion, a 50% year-over-year increase. The next player is Meta. In this case, too, the results were excellent, all important

metrics for the company grew, and in this case, too, we received information about huge investments. For Meta, CAPEX was $9.2 billion, compared to $6.7 billion a year ago. But CEO Mark Zuckerberg said that these investments will be, I quote, significantly higher next year. The stock ended up losing about 6%. Amazon

was the last of the four to report the results. In this case too, the numbers were excellent, the company’s important segment of advertising and the cloud grew nicely, both by 19%. Amazon’s CAPEX was a whopping $22 billion, year-to-date $55 billion, last year $69 billion, and CEO Andy Jassy says spending will be $75

billion this year. Although some of them will not go to servers, but to physical infrastructure in the form of warehouses, for example, it is still a huge number.

Let’s do some quick math. The spending of this foursome is about 60 billion USD in one quarter. If expenses did not grow, we are talking about 240 billion USD per year, which is a really huge amount. All firms also agree that spending will grow next year. Company leaders say that it is better to be overinvested than underinvested, that demand is always higher than capacity and that this is a once-in-a-lifetime opportunity. And what does Nvidia have to do with this? A pretty good chunk of that revenue will end up with it, because it’s the only company in the world that can provide tech companies with the best AI chips at least in some reasonable range. Apparently, AMD is technologically close as well, but Nvidia absolutely cannot compete with the scale of production (the Taiwanese TSMC produces chips for both companies). So in this case, the best business is selling pickaxes during the gold rush, and the pickaxes in this case are Nvidia chips. According to what these companies are saying, Nvidia is in for a very good year this year, as well as next year.

And will these huge investments pay off for companies? Of course, we don’t know that at the moment. If AI turns out to be something that will have a real and big benefit for the world economy, productivity and companies themselves, then the investments make sense. In addition, it would further strengthen the already enormously strong position of the mentioned companies, which probably no one would definitely be able to compete with. But if it turns out to be a dead end, or monetization is complicated, then these investments will be questionable and in the end it may turn out that companies have thrown hundreds of billions of USD out the window. Either way it turns out, I’m glad to live in this time and to be able to watch this extremely interesting technological development.

Can BNPL ride out regulatory change?

By Ralf Gladis, CEO, Computop

Buy Now Pay Later (BNPL) schemes have become an integral part of the UK’s retail landscape, revolutionising how consumers shop, allowing them to make purchases immediately while spreading the cost over time. Hailed as a convenient alternative to traditional credit, BNPL has grown rapidly in popularity, boosted by the challenges of the cost of living crisis.

Retailers have benefited from offering BNPL schemes at the checkout, supported by Payment Service Providers like Computop, along with all other payment methods. But despite

continued growth, the financial risks for consumers, delays in regulatory oversight and a change in direction by some mainstream lenders, means that the narrative around the scheme has become more complex.

Growth of the BNPL market

This is a market that has expanded quickly. According to recent data from Research and Markets, BNPL payments are expected to grow by 15.0% on an annual basis to reach £26.24 billion by the end of this year. Popular platforms like Klarna, Clearpay, and

Laybuy have taken the lead, offering easy access to deferred payments for online and in-store purchases ensuring that consumers, particularly millennials and Gen Z, have flocked to these services for their flexibility and ease of use.

While convenience is a major driver, the economic landscape also plays a role. Household budgets are being squeezed and consumers have increasingly turned to BNPL schemes for everything from fashion and electronics to travel and groceries. There is a perception that credit cards come with high interest rates, while most

BNPL schemes do not, provided the payments are made on time.

Bank involvement, then withdrawal

While BNPL services were originally dominated by fintechs, over the past couple of years more traditional banks such as Barclays, HSBC, Monzo, NatWest and Deutsche Bank saw an opportunity. Their involvement introduced a sense of credibility and trustworthiness to a market that had, until then, operated with minimal oversight. Banks, which already had systems in place for regulating consumer

credit, could ensure better protection and transparency for customers, addressing concerns about irresponsible lending and excessive borrowing. However, enthusiasm from some of these institutions has been shortlived. In 2023, both NatWest and Goldman Sachs withdrew their BNPL offerings. For NatWest, the decision was seen as a strategic shift towards other areas of consumer lending, while Goldman Sachs pulled out as part of a broader retreat from its consumer finance business. This raised questions about the long-term viability of BNPL schemes in a more regulated environment. While fintech companies have thrived through their BNPL offerings largely due to their agility and low operational costs, the challenges around profitability and compliance combine to make this space significantly more challenging for traditional players.

Regulation is delayed, but necessary

The delay in introducing robust regulatory oversight is a problem. BNPL services operate largely outside the scope of the Financial Conduct Authority (FCA), and therefore offer minimal consumer protection compared to traditional forms of credit. Studies have shown that many consumers are unaware of the risks associated with BNPL, such as late fees and the potential impact on their credit score. According to Citizens Advice, advisers have seen a rise of 76% in people asking for help with BNPL over the previous year, and 82% of cases were looking for assistance with debt repayments.

The UK government and FCA have acknowledged the need for tighter rules. These are expected to bring BNPL under the umbrella of consumer credit regulation, requiring providers to conduct affordability checks and offer clearer terms and conditions to customers. In the EU, the Consumer Credit Directive was adopted in October and applies to BNPL services in certain circumstances. The rules will be implemented into EU law this month and apply by November 2026.

In the meantime, there remains a gap in consumer protection that must be urgently addressed.

Balancing convenience with care

On the BNPL horizon are both opportunities and challenges. Consumers will continue to embrace the convenience of deferred payments enabled by retailers, particularly in the e-commerce space. Integration of BNPL services into PayPal and Apple Pay was a green light indicating that they are a standard part of the retail landscape.

However, the sector’s future will be shaped by how it adapts to increasing regulatory scrutiny. When new rules do arrive, providers will be forced to implement stricter lending criteria and greater transparency. While this could protect consumers, it may also reduce the profitability of BNPL services, particularly for smaller fintech companies that rely on fees from late payments to sustain their business models.

For consumers, a better regulated landscape could offer much-needed protection. Affordability checks, clearer repayment terms, and more transparent marketing practices will help ensure that BNPL users are better informed about the risks involved. Stricter regulation may limit access to BNPL for those who rely on it to manage their finances, however, particularly if providers tighten their eligibility criteria. Looking ahead, we can expect further growth of the market, and despite some banks turning their back on BNPL it will remain a valuable financial tool that other providers are happy to offer. The new UK government has confirmed that it will push ahead with the much needed safeguards without giving any idea as to timelines, but both providers and consumers should begin adapting now to the changing landscape with greater emphasis on responsible lending and financial education. While BNPL has the potential to remain a much loved payment option, its success will ultimately depend on how well it can balance growth with consumer protection.

Will Capital Gains Be Bitcoiners’ Loss?

By Danny Barugh, Founder & CEO, LondonLink

It was one of the worst-kept political secrets of modern times. The new Labour government, having studiously avoided talking about specific tax hikes during the election

campaign, discovered a £22 billion ‘black hole’ in the public finances the moment it came into office. It was inevitable taxes would go up; the only question was, which ones? The answer is quickly becoming clear.

One of the proposed changes is a big rise in the rates of Capital Gains Tax (CGT), which would drastically impact

how much of your crypto profits you actually keep.

Currently, CGT rates for UK personal investors are set at 10% for basic-rate taxpayers and 20% for higher-rate taxpayers. However, it’s rumoured (read: leaked) that the chancellor is considering raising this as high as 39% — almost doubling the tax that Bitcoiners

will pay on their profits. Whatever level the Treasury eventually sets, Bitcoin investors can’t afford to ignore CGT; here’s what they need to know.

Bitcoin and Capital Gains Tax: The Basics

Many new Bitcoin investors assume the rules of taxation don’t apply to

cryptocurrencies. However, HMRC treats Bitcoin the same as other assets, meaning that any profits you make from selling it are subject to CGT if they exceed the annual CGT allowance (currently £3,000).

For investors who have held onto their Bitcoin for years and seen its value skyrocket, the existing tax regime already represents a sizeable deduction. If the proposed increase goes through, this tax burden could become even more painful.

How the Potential CGT Hike Could Affect Bitcoin Investors

The possibility of a rise in CGT presents unique challenges for Bitcoin holders, especially given the extreme volatility of the cryptocurrency market. Here are a few key ways it could impact you:

Reduced Net Profit: A higher CGT rate would mean a lower return on your investment when selling Bitcoin, particularly for those looking to cash in on short-term price spikes.

Lack of Tax Shelters: Unlike investments in ISAs or pensions, cryptocurrency gains don’t benefit from tax protection, leaving Bitcoin profits more exposed to taxes.

Regulatory Uncertainty: With cryptocurrency regulation still evolving in the UK, new rules could complicate the way capital gains are calculated for Bitcoin. The combination of regulatory changes and higher CGT could significantly increase the financial pressure on crypto investors.

What Can Bitcoin Investors Do to Prepare?

To mitigate the potential impact of a CGT hike, Bitcoin investors can explore several proactive strategies:

Maximise Tax-Free Allowances: Make sure you fully utilise your £3,000 CGT allowance for the 2024/25 tax year. You can also spread out sales across multiple tax years to minimise the amount of gains taxed at higher rates.

Sell Before the Hike: If you expect CGT rates to rise, consider selling your Bitcoin before any changes are implemented to lock in the current, lower rate. For example, if you purchased two Bitcoins worth £25,000 in 2023 and they are now worth £100,000, selling now at the current CGT rate could save you significantly compared to a future 45% tax.

Bed and Spousing: If you want to realise gains without giving up your Bitcoin exposure, consider using a ‘Bed and spouse’ strategy. This involves selling your holdings and transferring the proceeds to a spouse, who can then buy Bitcoin at the new cost basis.

Long-Term

Holding: For those confident in Bitcoin’s future, holding longterm may reduce taxable events. This strategy could be beneficial if future governments lower CGT rates.

Tax-Loss Harvesting: If Bitcoin’s price drops, selling at a loss can offset gains from other investments, potentially lowering your overall tax burden.

Ask the professionals: Every investor’s situation is unique, and the right approach depends on your financial goals. Consulting with a tax expert or financial advisor can help you develop a tax-efficient strategy to optimise your Bitcoin investments in light of potential CGT changes.

Preparing for uncertainty

We can’t sugarcoat the facts: if there’s a significant rise in Capital Gains Tax (as seems all too likely) it will pose significant challenges to Bitcoin investors. Given the potential for much more of your profits going to HMRC, it’s essential to stay informed and consider strategies to minimise your tax liability. Whether you’re planning on cashing in on your profits, or whether you intend to Hold on For Dear Life, it’s vital you keep fully informed with changing tax rates and regulations.

That, after all, is the ethos of Bitcoin: be proactive, do your own research, and explore your options. The better informed you are, the more you can protect your well-earned Bitcoin profits.

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