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  • 02.11.16

    NHS in the future: we need more transparency and clarity

    Delivering change is difficult, and the NHS has a lot to deliver. One thing that could make the difference would be to help staff understand how their day-to-day work fits with the wider strategy of their hospital.

  • 31.10.16

    Could M&A be on the rise in oil & gas?

    Oil prices began to decline in 2014 as increased US shale production reduced the American dependency on foreign imports. As global production levels continued at an expediential rate, oil prices were driven down. It signalled the beginning of the latest economic recession to hit the industry, and in an effort to adapt to reduced oil prices, companies throughout the supply chain responded by cutting costs across the board.

  • 20.10.16

    Our NHS is in trouble: only strategic thinking will plot a route to recovery

    The pressures currently facing the NHS are widely known: constraints on resources; staffing shortages; declining performance; ever-increasing demands on services. These perennial problems no longer feel sensationalist but alarmingly real and ever-present. Yet, common responses such as outsourcing activity or introducing locum staff, are too often reactive and short-termist, addressing the symptoms rather than the roots of problems. NHS leaders need to change their approach if they are to deliver sustainable and progressive solutions for affordable and effective care.

  • 13.10.16

    The NHS Partnership: can the NHS work for its staff?

    Founded in 1864, John Lewis is one of the UK’s greatest retail success stories. Like the NHS, it is founded on clear, strong principles that have stood the test of time, and both organisations are now treasured British icons. These organisations, however, articulate the role of their staff very differently.

  • 11.10.16

    Don’t go chasing waterfalls, be Agile

    Telcos are often large, complex organisations where change doesn’t happen easily. However, the landscape is shifting; customer needs are rapidly evolving, driven by new technologies and the broader digital revolution. As a result, Telco businesses need to be able to respond quickly and effectively to get ahead of the customer expectation curve. So how can Agile enable you to stay ahead of the game?

  • 26.09.16

    The people vs technology part two: the prosecutor’s half truth

    So, the verdict is out – as a result of cyber security attacks against your bank’s digital assets your archaic IT is to blame for the £300 million you lost last year. The price? You need to spend around £80 million on defensible technology architecture to make it right. That’s the modern day narrative for most Financial Institutions (FIs) today, when it comes to protecting themselves against cyber security hacks.

  • 01.09.16

    The NHS Workforce – why recruitment can’t be the only answer

    The EU referendum brought intense spotlight on the future of the NHS. Both sides spoke of increasing demand for services, high staff vacancy rates, and increasingly severe financial challenges. With 130,000 NHS workers originating from the European Union (10% of Doctors and 5% of Nurses), Brexit could have a significant impact on the service.

  • 17.08.16

    The Evolution of Customer Expectations

    The modern customer is a demanding and fickle buyer. They expect well-priced products, knowledgeable, tailored customer service, and an easy and beneficial relationship with a brand. They assume that transactions will mirror the ease and intuition of modern technology and social media, and that brands will deliver and delight.

  • 04.08.16

    Personalisation: Why are we waiting…?

    For years there has been talk of big data, personalisation and the big revolution we would see both in the world of advertising and in the way businesses connect to individual consumers. We were promised a shift away from the traditional form of mass marketing into the lines a more personal digital experience

  • 01.08.16

    Back seat driver: Commercialising autonomous cars

    Google, Apple, Tesla, Nissan, NVIDIA, Uber and Jaguar Land Rover. Not names you would necessarily group together, but what do they have in common? They are all part of the race to significantly disrupt the global automotive industry. Time will tell, but one of these names could produce the biggest transport disruption since the internal combustion engine.