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  • 15.02.18

    Constant change: Managing the ‘New Normal’

    The current economic landscape represents a constant change. As people live longer, workforce demographics change; throw in technological disrupters such as Artificial Intelligence and Augmented Reality and this all adds to demand and expectation on the economy. This is now our ‘new normal’.

  • 25.01.18

    The UK Smart Meter Programme: Time to get smarter

    The UK Government has tasked the energy sector to provide the option to consumers to install smart meters by the year 2020. This is a broader European led initiative and is a good one, which provides a better customer experience by removing the need for meter readings and longer term will enable us to manage our energy usage more effectively.

  • 12.01.18

    Five fundamentals for a successful integration

    Time Warner-AOL, Sprint-Nextel, eBay-Skype. What do these have in common? They are all examples of M&A deals gone wrong. They are all integrations that failed to deliver the benefits identified in the pre-deal phase.

  • 22.12.17

    Insight: setting the expectations of the patient/customer

    In July 2018, the National Health Service will mark its 70th birthday. Much has changed since 1948 but it is perhaps remarkable then that the core founding principles of the NHS are unchanged:

  • 05.12.17

    Could Brexit cause a brain drain in Pharmaceutical industry?

    The announcement of the European Medicine’s Agency move from London to Amsterdam on 20th November has acted as a trigger for UK Pharma companies’ preparations for a Hard Brexit[1]. With Britain set to leave the EU in March 2019, Pharma executives are hoping that both parties can swiftly agree upon a comprehensive trade and regulatory deal that minimises business disruption. Were a Hard Brexit to occur, the pharma industry, which comprises 10% of UK GDP[2], could be severely impacted with licences for 2,400 medicines being transferred from the UK to an EU member state and duplication of pharma manufacturing processes across the EU and UK, potentially costing hundreds of millions of pounds.[3]

  • 01.12.17

    How can the NHS adopt more Agile ways of working?

    Agile project management is increasingly being used in many business environments and outside of traditional software implementation projects, because of the flexibility it allows and the faster realisation of benefits that are better aligned to users’ needs.

  • 23.11.17

    Turning the spotlight on Black Friday

    Like Halloween and Valentine’s Day, Black Friday is no longer just a novelty American event to us Brits. Amazon introduced it to the UK in 2010, and it has quickly become an integral day in the shopping calendar.

  • 21.11.17

    Is agility your super power?

    In the current economic landscape every business needs a super power to keep ahead of the competition.

  • 30.10.17

    Taking the ‘general’ out of general practice – moving away from a ‘one size fits all’ model to better meet patient needs

    General Practice is under severe and mounting pressure. There is a rising demand for appointments, with a 15% increase in the number of consultations evident from 2010 – 2015, coupled with a growing dissatisfaction from the public over the difficulty in accessing GP appointments. There is an ageing and increasingly diverse population, with more complex (and often multiple) conditions. There have been significant cuts to social care budgets, which has increased GP case loads. And there is an ongoing workforce recruitment and retention problem, with vacancies having risen by 10.5% in the last year.

  • 30.10.17

    Innovation in Transport and Infrastructure – it’s not just for Uber

    Organisations have long strived for being innovative in delivering products and services. However, the importance they attach to this is significantly increasing* and is particularly evident in the transport and infrastructure sector. The sector has been at the forefront of innovation with relatively new entrants like Uber having a transformational impact. However, what about ‘traditional’ transport and infrastructure providers and operators?