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Corporate sustainability has never mattered more — yet the discipline is stuck in a credibility trough. We’re living through a contradiction. Climate volatility, geopolitical fragmentation, supply-chain fragility, and accelerating technological disruption all demand long-term thinking. Yet sustainability has been dragged into culture wars and buried in regulatory fatigue. The word itself has become what speechwriters call a glittering generality — like “freedom” or “justice”: stretched until it covers everything and nothing — from carbon credits to corporate volunteering. In that sprawl, its core purpose gets lost: building long-term value and resilience. At the same time, sustainability teams are spending most of their time producing disclosures that satisfy regulators but do little to shape strategic decisions. Necessary work — but not the work that drives an organisation forward. At BWD Strategic, we believe sustainability must be repositioned as a source of enterprise value creation, not a compliance obligation. Sustainability is a discipline of systems thinking: a way of seeing how climate, supply chains, geopolitics, labour markets, and technological disruption collide and cascade. This requires elevating sustainability professionals from spreadsheet and report owners to strategic decision-makers — people who can map interdependencies, anticipate shocks, and build organisational resilience. Reframed correctly, sustainability becomes a competitive advantage in a world defined by compounding disruption. ______ To see more of our approach, visit our website here: https://lnkd.in/ds3WCzcz

Comprendre le forfait jours et ses enjeux Le forfait jours sert trop souvent à faire travailler les cadres 10 heures par jour sans payer d'heures supplémentaires. La loi impose pourtant à l'employeur de vérifier que vous ne subissez aucune surcharge de travail. Si un rythme régulier de 10 heures quotidiennes nuit à votre santé et vous approche du burn-out, votre employeur commet une faute majeure. Vous pouvez alors faire annuler votre convention de forfait jours pour réclamer le paiement de toutes vos heures effectuées au-delà de 7 heures par jour sur les 3 dernières années. Avec le jeu des majorations pour heures supplémentaires, vous pouvez négocier environ 1 an de salaire. Collectez régulièrement vos preuves d'horaires grâce à la géolocalisation, vos e-mails horodatés ou vos alertes lors des entretiens annuels. Vous êtes Cadre ou Cadre dirigeant et vous voulez négocier votre départ ? Contactez-nous à titre confidentiel : le plus tôt vous nous consultez, le mieux nous vous conseillons. Cabinet Avi Bitton Avocats Associés : https://avibitton.com

Entretien d'embauche : le cadre légal des questions autorisées et interdites au recruteur ! En droit du travail, l'exercice du recrutement est strictement circonscrit afin de prévenir toute pratique discriminatoire. Un employeur ne dispose pas d'une liberté totale dans le choix de ses questions : les demandes touchant à l'âge, à la date de naissance, à l'état de santé ou à la situation familiale d'un candidat sont formellement interdites par la loi. De même, interroger un postulant sur les motifs de rupture de son précédent contrat relève en théorie du respect de sa vie privée, même si l'exercice impose souvent de rassurer le recruteur en pratique. À l'inverse, l'entreprise est pleinement fondée à évaluer les compétences et aptitudes directement liées à la tenue du poste, ce qui rend légitime l'analyse de la gestion du stress en milieu professionnel. Enfin, la production d'un extrait de casier judiciaire ne constitue pas une règle générale : elle demeure strictement réservée à des secteurs d'activité spécifiquement réglementés par les textes. Vous êtes Cadre ou Cadre dirigeant et vous voulez négocier votre départ ? Contactez-nous à titre confidentiel : le plus tôt vous nous consultez, le mieux nous vous conseillons. Cabinet Avi Bitton Avocats Associés : https://avibitton.com #DroitDuTravail #EntretienDEmbauche #Recrutement #DiscriminationAuTravail #CadresDirigeants #ContratDeTravail #AviBitton

𝐃𝐞 𝐂𝐀𝐍 𝐂𝐨𝐦𝐩𝐥𝐲 𝐆𝐫𝐨𝐞𝐩 𝐠𝐫𝐨𝐞𝐢𝐭. 𝐄𝐧 𝐰𝐞 𝐳𝐢𝐣𝐧 𝐧𝐨𝐠 𝐥𝐚𝐧𝐠 𝐧𝐢𝐞𝐭 𝐤𝐥𝐚𝐚𝐫. We groeien autonoom, ontwikkelen nieuwe activiteiten en willen de komende jaren verder uitbreiden met nieuwe overnames en participaties. Dat biedt volop kansen, maar stelt ook steeds hogere eisen aan onze interne organisatie. Daarom zoeken we een 𝐌𝐚𝐧𝐚𝐠𝐞𝐫 𝐅𝐢𝐧𝐚𝐧𝐜𝐞 & 𝐎𝐩𝐞𝐫𝐚𝐭𝐢𝐨𝐧𝐬 die samen met ons wil bouwen aan de volgende fase van de CAN Comply Groep. We zoeken daarbij nadrukkelijk méér dan een goede financial. Iemand die vanuit een sterk financieel perspectief leiding en inhoud geeft aan onze 𝐠𝐫𝐨𝐞𝐩𝐬𝐛𝐫𝐞𝐝𝐞 𝐨𝐧𝐝𝐞𝐫𝐬𝐭𝐞𝐮𝐧𝐞𝐧𝐝𝐞 𝐨𝐫𝐠𝐚𝐧𝐢𝐬𝐚𝐭𝐢𝐞. Die zorgt voor grip op cijfers en prestaties, maar net zo makkelijk schakelt over HR, ICT, informatiemanagement, procesautomatisering, kwaliteit & security en andere ondersteunende processen. En vooral: iemand die begrijpt wat groei met een organisatie doet. Ervaring met een 𝐠𝐫𝐨𝐞𝐢- 𝐨𝐟 𝐬𝐜𝐚𝐥𝐞-𝐮𝐩𝐨𝐦𝐠𝐞𝐯𝐢𝐧𝐠, het professionaliseren van Finance & Operations én overnames en integraties van nieuwe bedrijven is daarom voor ons erg waardevol. Er staat al een goede basis, maar er gebeurt veel én we hebben ambitie. Er valt nog veel te bouwen en te professionaliseren. Je krijgt daarbij veel vrijheid, verantwoordelijkheid én invloed op de verdere ontwikkeling van onze groep. 𝐁𝐞𝐧 𝐣𝐢𝐣 – 𝐨𝐟 𝐤𝐞𝐧 𝐣𝐢𝐣 – 𝐢𝐞𝐦𝐚𝐧𝐝 𝐝𝐢𝐞 𝐞𝐧𝐞𝐫𝐠𝐢𝐞 𝐤𝐫𝐢𝐣𝐠𝐭 𝐯𝐚𝐧 𝐟𝐢𝐧𝐚𝐧𝐜𝐞, 𝐠𝐫𝐨𝐞𝐢, 𝐦𝐞𝐧𝐬𝐞𝐧 𝐞𝐧 𝐩𝐫𝐨𝐜𝐞𝐬𝐬𝐞𝐧? Dan kom ik graag in contact! 👉 Bekijk de vacature: https://lnkd.in/eBchp2PQ Delen wordt natuurlijk enorm gewaardeerd! #vacature #finance #operations #groei

Veel ondernemers worden tijdens groei onbedoeld zelf de bottleneck van hun bedrijf. In de beginfase van een webshop zijn de lijnen kort. De ondernemer kent de klanten, leveranciers en producten en kan veel beslissingen nemen zonder uitgebreid overleg. Die directe betrokkenheid is dan juist een kracht. Een groot deel van de kennis zit in het hoofd van de ondernemer, waardoor het bedrijf snel kan reageren en kansen direct kan benutten. Tijdens groei komen er meer medewerkers, kanalen, systemen, leveranciers en uitzonderingen bij. Veel beslissingen blijven ondertussen bij dezelfde persoon liggen. Dat zie je aan kleine signalen: campagnes wachten op goedkeuring, uitzonderingen komen steeds terug bij de founder en teams stellen dezelfde prioriteitsvragen opnieuw. De ondernemer ontvangt meer informatie dan ooit en ervaart minder overzicht. Wat eerst snelheid opleverde, wordt zo geleidelijk een vertraging. De volgende fase vraagt om duidelijke verantwoordelijkheden, beslisruimte voor het team, betrouwbare managementinformatie en processen die niet bij iedere uitzondering terugvallen op de founder. Daar begint een andere vorm van ondernemerschap. De founder blijft betrokken bij richting en belangrijke keuzes, terwijl het team dagelijkse beslissingen zelfstandig kan nemen. Een webshop wordt pas werkelijk schaalbaar wanneer goede beslissingen niet meer allemaal via dezelfde persoon hoeven te lopen. Bij DAIGA help ik ondernemers om verantwoordelijkheden, stuurinformatie en besluitvorming mee te laten groeien. Lees meer: https://lnkd.in/eckYA_B7

Leuke nieuwe samenwerking! 🔥 Inmiddels zitten de eerste twee sessies met Bo van der Voort van Braadbaas erop. Tijdens deze sessies kijken we samen naar wat er in de data gebeurt, maar vooral naar wat daarachter zit. Waar liggen kansen? Welke ontwikkelingen verdienen extra aandacht? En welke acties kunnen daadwerkelijk bijdragen aan verdere groei? Juist dat laatste vind ik interessant: inzichten zijn één ding, maar uiteindelijk wordt het spannend wanneer je ziet welke keuzes Braadbaas maakt, welke acties worden opgevolgd en wat daarvan het effect is. We staan nog maar aan het begin, dus ik ben vooral heel benieuwd wat deze samenwerking de komende periode gaat brengen en hoe we stap voor stap kunnen bewegen naar blijvende en duurzame groei. 🚀 Veel zin in het vervolg! DAIGA.AI × Braadbaas

Billionaires in legal? A decade passed in a blink of an eye, and … In January 2017 I made a bold prediction in my column in Above the Law: "By 2027 the legal industry will produce many billionaires, but few, if any, will be practicing attorneys." Nearly 10 years later, I'm back on Above the Law to see how it aged. Legal tech has now minted 16 unicorns. So I like my odds. A LOT. My old pitch to lawyers rested on three claims: the market for legal innovation is huge, the alt.legal community is tiny, and your lawyer skills will translate. The market claim is truer than ever. On whether firms will admit innovation is a thing: "That fight is over; we won." BTW I’m STILL also very bullish on law firms, more on that in another article. The "tiny" claim flipped. 5,700 people showed up to ILTACON, and Sheryl Crow played a private concert at a Legora event (a LexFusion, Baretz+Brunelle's innovation portfolio member company). Next up: I’ll be tracking down the legal tech founders I profiled back then. One had a near-billion-dollar exit, another runs legal for OpenAI, and at least one probably became a sommelier (which is also relevant to lawyers). Full column: https://lnkd.in/gN8tYYNM LexFusion, Baretz+Brunelle's innovation portfolio and Baretz+Brunelle.

AI agents don't hide data problems. They expose them. Last week we launched the Athennian MCP, and that's the lesson I keep coming back to. For years, we built interfaces for managing complex corporate data: entity structures, ownership chains, registrations, minute books. Getting that right for legal and fund teams is hard, and a lot of the effort went into the UI. Now AI agents can query that same data through MCP, and other systems can read and write it through our API. That changes who counts as a user. Someone can get real value from Athennian without ever logging in. A fund ops lead asks their AI assistant to trace a portfolio company to its 25%+ beneficial owners, and the answer comes from Athennian, scoped to exactly the permissions they have in the app. The UI doesn't go away. Complex governance work still needs people to review, approve, and own the outcome. But an agent that can audit every active entity in minutes will also find every stale registration and missing document. Once the interface stops being the differentiator, the quality of the records and the integrity of the permissions become the product. If agents become the main way people use enterprise software, where does the value move? My bet is underneath: the data, the business logic, and the controls around them. The next generation of successful SaaS products won't just be the ones people love using. They'll be the ones other systems and AI agents can rely on.

Today we’re launching Athennian for Private Markets, a purpose-built governance ops platform designed to give asset managers full control over their entity data for fund, investment and PortCo structures (https://lnkd.in/eJBpEz2e). Most investors don’t actually control their entity data. It’s fragmented across fund admins, law firms and internal systems — so every deal chart, KYC request, or reporting workflow becomes a reconciliation exercise. This doesn’t scale. If you’re thinking about how to scale fund operations or support AI initiatives, it starts here: https://lnkd.in/eJBpEz2e

Begin dit jaar maakte ASML bekend dat het een groot deel van zijn leidinggevende functies schrapt. De reden viel mij op. Volgens financieel directeur Roger Dassen was de organisatie te stroef geworden. Een gemiddelde ingenieur besteedde 35% van zijn tijd aan afstemming. ASML is daarin geen uitzondering. In elke organisatie die groeit, gaat steeds meer tijd op aan afstemmen en wachten op elkaar. Die tijd staat zelden in een begroting. Toch betaal je er altijd voor: in werkdruk, in vertraging en wachtrijen en uiteindelijk in euro’s. Ook gemeenten groeiden de afgelopen tien jaar flink, met ruim een derde meer medewerkers. De afbeelding hieronder laat zien wat er gebeurt als een organisatie groeit: de resultaten nemen steeds minder toe, terwijl de afstemming steeds sneller groeit. Dat ligt niet aan de mensen. Het is een gevolg van groei zonder de manier van werken aan te passen. Wat mij betreft hoort bij elke uitbreiding daarom ook de vraag hoeveel afstemming en wachttijd erbij komt, en hoe het werk zo te organiseren is dat die kleiner wordt. Meer mensen blijft soms nodig. Ook ASML wil de komende jaren nog duizenden mensen aannemen. Maar wie mensen slimmer wil inzetten, begint bij de tijd die tussen hen in verloren gaat. Want extra afstemming mag nooit meer capaciteit kosten dan ze oplevert. #Gemeenten #Bedrijfsvoering #Organisatieontwikkeling 𝘐𝘬 𝘣𝘦𝘯 𝘉𝘦𝘯 𝘑𝘢𝘯𝘴𝘦𝘯, 𝘵𝘪𝘫𝘥𝘥𝘦𝘴𝘬𝘶𝘯𝘥𝘪𝘨𝘦 𝘦𝘯 𝘰𝘱𝘳𝘪𝘤𝘩𝘵𝘦𝘳 𝘷𝘢𝘯 𝘋é𝘩𝘰𝘳𝘢 𝘊𝘰𝘯𝘴𝘶𝘭𝘵𝘢𝘯𝘤𝘺. 𝘐𝘬 𝘥𝘢𝘢𝘨 𝘰𝘳𝘨𝘢𝘯𝘪𝘴𝘢𝘵𝘪𝘦𝘴 𝘶𝘪𝘵 𝘰𝘮 𝘢𝘯𝘥𝘦𝘳𝘴 𝘯𝘢𝘢𝘳 𝘵𝘪𝘫𝘥 𝘵𝘦 𝘬𝘪𝘫𝘬𝘦𝘯. 𝘝𝘰𝘭𝘨 𝘮𝘦 𝘢𝘭𝘴 𝘫𝘦 𝘩𝘪𝘦𝘳 𝘮𝘦𝘦𝘳 𝘰𝘷𝘦𝘳 𝘸𝘪𝘭𝘵 𝘭𝘦𝘻𝘦𝘯.

Formula One race teams chase performance – relentlessly. They blend top talent, technology, and culture to win in a high-pressure environment. Today's business leaders face related challenges. This is the first in a new series on what it takes to build organizations that can operate – and outcompete – at the limit. Read the full article below.

𝐇𝐚𝐫 𝐝𝐢𝐧 𝐯𝐢𝐫𝐤𝐬𝐨𝐦𝐡𝐞𝐝 𝐯𝐨𝐤𝐬𝐞𝐯æ𝐫𝐤? 𝐕𝐢 𝐡𝐚𝐫 𝐩𝐥𝐚𝐜𝐞𝐫𝐢𝐧𝐠𝐞𝐧 – 𝐝𝐢𝐫𝐞𝐤𝐭𝐞 𝐯𝐞𝐝 𝐄𝟒𝟓 𝐢 𝐒𝐭ø𝐯𝐫𝐢𝐧𝐠! Når jeg møder virksomheder med ambitioner om at udvide eller bygge nyt, går særligt tre ting igen: Plads til vækst, god infrastruktur og en kommune, der er klar til at finde løsninger. Det er præcis, hvad vi kan tilbyde i Budstedparken i Rebild Kommune. 📍 𝟏𝟑𝟖.𝟎𝟎𝟎 𝐦² 𝐞𝐫𝐡𝐯𝐞𝐫𝐯𝐬𝐣𝐨𝐫𝐝 𝐦𝐞𝐝 𝐬𝐲𝐧𝐥𝐢𝐠𝐡𝐞𝐝 𝐝𝐢𝐫𝐞𝐤𝐭𝐞 𝐟𝐫𝐚 𝐄𝟒𝟓 🏭 𝐏𝐥𝐚𝐝𝐬 𝐭𝐢𝐥 𝐩𝐫𝐨𝐝𝐮𝐤𝐭𝐢𝐨𝐧 𝐨𝐠 𝐢𝐧𝐝𝐮𝐬𝐭𝐫𝐢 𝐢 𝐦𝐢𝐥𝐣ø𝐤𝐥𝐚𝐬𝐬𝐞 𝟐–𝟒 🚚 𝐒𝐭𝐫𝐚𝐭𝐞𝐠𝐢𝐬𝐤 𝐩𝐥𝐚𝐜𝐞𝐫𝐢𝐧𝐠 𝐭æ𝐭 𝐩𝐚̊ 𝐀𝐚𝐥𝐛𝐨𝐫𝐠 𝐨𝐠 𝐦𝐞𝐝 𝐠𝐨𝐝𝐞 𝐟𝐨𝐫𝐛𝐢𝐧𝐝𝐞𝐥𝐬𝐞𝐫 𝐦𝐨𝐝 𝐑𝐚𝐧𝐝𝐞𝐫𝐬 𝐨𝐠 𝐀𝐚𝐫𝐡𝐮𝐬 🤝 𝐅𝐥𝐞𝐤𝐬𝐢𝐛𝐥𝐞 𝐠𝐫𝐮𝐧𝐝𝐬𝐭ø𝐫𝐫𝐞𝐥𝐬𝐞𝐫 𝐦𝐞𝐝 𝐚𝐟𝐬æ𝐭 𝐢 𝐯𝐢𝐫𝐤𝐬𝐨𝐦𝐡𝐞𝐝𝐞𝐫𝐧𝐞𝐬 𝐛𝐞𝐡𝐨𝐯 𝐨𝐠 𝐟𝐫𝐞𝐦𝐭𝐢𝐝𝐢𝐠𝐞 𝐯æ𝐤𝐬𝐭𝐩𝐥𝐚𝐧𝐞𝐫 For mig handler erhvervsudvikling om meget mere end salg af erhvervsjord. Det handler om at forstå virksomhedernes ambitioner og sammen skabe rammerne for, at de kan lykkes. Derfor går vi gerne tidligt ind i dialogen – også når planerne endnu kun er på tegnebrættet. Og vi har et stærkt afsæt: Rebild er nr. 3 i Danmark og nr. 1 i Nordjylland i Dansk Industris måling af Lokal Erhvervsvenlighed 2026. 💪 Har I vokseværk, planer om ny produktion eller brug for en mere strategisk placering? Så lad os tage en snak om mulighederne i Budstedparken. Jeg tager gerne dialogen! 📞 Jane Lindberg | Erhvervs- og turistchef Business Rebild Mobil: 50 82 55 93 Mail: [email protected] 🌐 https://lnkd.in/etpqWvS6 Business Rebild #RebildKommune #Budstedparken #Erhvervsudvikling #Erhvervsjord #ergodtsted

Nearly 220 million people experienced a disaster without receiving an advance warning. Yet 77% of them owned a mobile phone. And even when warnings reach people, too many are unable to act. New findings from the 2026 World Risk Poll Resilience Index, published by Lloyd's Register Foundation, reveal a striking gap between knowing danger is coming and being able to protect yourself. Among people who received a disaster warning, 83% of those with both a household disaster plan and confidence in their ability to protect themselves were able to act. Among those with neither, just 27% could. The disparity between countries is equally concerning. Fewer than half of warned adults in low- and lower-middle-income countries could take action, compared with 71% in high-income countries. Perhaps the most revealing finding is that societal resilience has reached a record high, while individual resilience has fallen to its lowest recorded level. We can invest in sophisticated forecasting systems, better infrastructure and more effective warnings. But unless people have the resources, preparedness and confidence to respond, much of that investment will fall short of its potential. Based on 143,000 interviews conducted by Gallup across 140 countries, the new Index and three accompanying reports provide a remarkable evidence base for understanding where resilience is improving, where vulnerabilities are growing and what policymakers can do about them. Proud of our longstanding partnership with Lloyd’s Register Foundation, and of the contribution this research is making to efforts to build a safer world. Explore the research, and all waves of micro-data over the past decade below: https://lnkd.in/d9BT6YCA #WorldRiskPoll #Resilience #DisasterRiskReduction

An elite F1 pit crew changes four tires in under two seconds, and the speed comes from clear roles, simplified work, and decisions made in advance. Most companies try to go faster by asking people to work harder when disciplined simplification is more often the key. Read more below.

Most companies are trying to become more resilient. The smart ones are doing something harder, and far more valuable. They're becoming anti-fragile: learning to grow stronger because of disruption, not despite it. We've entered a decade of converging shocks: geopolitical fragmentation, AI upheaval, supply chain fragility, accelerating climate extremes. S&P 500 companies averaged 33 years' lifespan in 1965, 20 years in 1990. Today, just 14. Storms aren't interruptions to business-as-usual anymore. They're the operating environment. Resilience helps you absorb shocks. Anti-fragility helps you turn them into advantage. Consider BHP, now reshaping its portfolio around future-facing commodities — copper, nickel, potash — the backbone of electrification and renewable energy. It exited thermal coal and doubled down on resources that become more strategically valuable as volatility increases. This is anti-fragility in practice: reallocating capital ahead of disruption, strengthening the business as markets shift, turning the energy transition into strategic advantage. Anti-fragile organisations make six strategic shifts: 1️⃣ Efficiency → optionality: Build deliberate redundancy into critical systems to avoid single points of failure. 2️⃣ Annual reviews → frequent stressors: Use regular, simulated disruptions to expose weaknesses before real crises hit. 3️⃣ Defensive buffers → strategic flexibility: Maintain the liquidity and resources to act decisively when competitors freeze. 4️⃣ Amnesia → institutional memory: Turn every disruption into documented learning; patterns only emerge through systematic tracking. 5️⃣ Siloed expertise → multidisciplinary capability: Bring in systems thinkers who can map how climate, technology, capital, and geopolitics intersect. 6️⃣ Risk minimisation → opportunity framing: Ask not only "How do we minimise harm?" but "Where might this disruption help us advance?" At BWD Strategic, we see sustainability — reframed as long-term value and resilience — as the discipline best suited to building anti-fragility. It’s how organisations understand the way climate, nature, technology, capital flows and geopolitics collide and cascade. Read more: https://lnkd.in/gXX-8m44 _____ To see more of our approach, visit our website here: https://lnkd.in/dYHx3BwN

Madrid, qué noche. Hasta los abogados de banca soltaron la corbata. Last week we were in Madrid with legal leaders from some of Spain's leading banks for a phenomenal evening on the future of in-house legal and AI. In a genuinely senior room. A strong panel. And a lot of good conversations afterwards. Thank you to Eugenia Navarro, Tom Hambrett from Revolut , Mats Klein Breteler from Adyen and Paul Handal for sharing the panel with me, and to everyone who joined us despite the weather. William Gabaig and the team put together a brilliant evening. Real energy around what we're building in Spain. More to come.

Pół roku temu założyłem, że najtrudniejsze w tym projekcie będzie prawo. Najtrudniejsze okazało się nauczenie AI, żeby nie było miłe :) Domyślnie model potakuje. Founder wpisuje „jakoś to rozwiążemy“, model odpowiada „świetnie, przejdźmy dalej” i cała rozmowa staje się bezużyteczna. Musieliśmy więc wpisać w metodykę drabinkę: zapytaj, wyjaśnij pojęcie, podaj warianty do wyboru. A jeśli po trzech podejściach decyzji nadal nie ma - postaw czerwoną flagę w raporcie i przejdź dalej. Bez owijania, bez udawania, że temat jest domknięty. Dziś ta metodyka jest otwarta. Skill do Claude Code, Cowork i Codeksa, 10 obszarów stress-testu, wzorce klauzul §1-§22, kwestionariusz i wzór umowy wspólników - wszystko w publicznym repo na GitHubie. Po dziesiątkach spółek technologicznych wiem, ile kosztuje pytanie, którego nikt nie zadał na starcie. Zwykle więcej niż cała obsługa prawna przy zakładaniu spółki. Dziękuję founderom, którzy testowali kolejne wersje i mówili wprost, kiedy narzędzie było za łagodne i czego brakowało 🙌 Link w pierwszym komentarzu 👇

💡 En klimatransitionsplan handler ikke kun om CO₂. Den kan også synliggøre, hvor virksomheden bruger flest penge, og hvor der kan være potentiale for at reducere både forbrug og udledninger. Behovet for en plan kan udspringe af virksomhedens egne klimamål, arbejdet med SBTi eller stigende forventninger fra kunder og værdikæder. Men uanset hvorfor arbejdet begynder, bør planen være mere end dokumentation. Når virksomheden kortlægger sit klimaaftryk, får den samtidig indsigt i nogle af de aktiviteter, der påvirker driften mest: ⚡ Energi og varme 🚚 Transport og brændstof 🏭 Produktion 📦 Materialer og råvarer Det er netop her, klimaarbejdet bliver relevant for ledelsen. For hvert muligt reduktionstiltag kan virksomheden opstille en konkret business case: 🔎 Hvilket forbrug ønsker vi at reducere? 💰 Hvad kræver tiltaget af investeringer? 🌱 Hvor stor en CO₂-reduktion forventer vi? 📊 Hvordan påvirker det driftsøkonomien? ⏳ Hvornår kan investeringen være tjent hjem? Ikke alle klimatiltag giver en direkte økonomisk besparelse. Nogle kan være nødvendige på grund af kundekrav, risici eller virksomhedens langsigtede retning. Men når KLIMAEFFEKT, ØKONOMI og DRIFT vurderes samlet, får ledelsen et bedre grundlag for at prioritere. En brugbar klimatransitionsplan bør derfor gøre fem ting tydelige: ✅ Hvilke indsatser skal gennemføres? ✅ Hvornår skal de gennemføres? ✅ Hvem har ansvaret? ✅ Hvad kræver de af investeringer? ✅ Hvilken klimaeffekt og økonomisk effekt forventes? Det er dér, klimatransitionsplanen går fra at være et dokument med langsigtede ambitioner til at blive et konkret redskab for virksomhedens beslutninger 🎯

You can love being a financial advisor and still dread another meeting that ends with "Let me think about it" 😶🌫️ You’ve prepared carefully, discussed their goals and explained the recommendation. The client seems to understand. Yet an hour later, there is still no clear next step. And on the way home, you’re replaying the conversation, wondering what else you could have said. It’s especially frustrating when you can see how much you could help the person in front of you. You care about getting this right. You want your expertise to make a difference in their life. But having the same conversations repeatedly takes something out of you. What would change if you looked forward to those meetings again? If hearing hesitation left you feeling equipped to continue the conversation. If more clients followed through on suitable advice. If you could finish your working day with the satisfaction of having helped, and enough energy to enjoy life outside work. That is what I created EdgeAdvise to help financial advisors work towards. One participant described struggling with 'conversations that never seemed to reach a clear conclusion". After the programme, they reported successfully concluding cases with five clients with whom they had previously been unable to find common ground. For me, that captures why this work matters. Being able to help someone move forward after both of you have felt stuck can change how you experience your role. 🎉This month, EdgeAdvise turns one. To mark its first anniversary, the five-week programme is available throughout October for €949 instead of €1 699. 💥on top of it all, it includes a money-back guarantee. If you recognise these conversations and want them to feel different, send me a message or comment EDGE. We can explore whether it fits what you want to change in your practice.

Jaké to je předat řízení vlastní firmy? A jaká byla moje největší podnikatelská chyba? I na to se mě v podcastu Dáváme BusinessTalk ptala Adriana Kokuňková. Vedle AI, digitalizace a budoucnosti účetnictví došlo i na věci, které se do firemní prezentace obvykle nevejdou. 🎙️ Celý rozhovor: https://lnkd.in/dhJbcG5C O budoucnosti našeho oboru totiž nemluvím z bezpečné vzdálenosti. Mám v ní vlastní firmu, lidi, se kterými ji tvoříme, a pořádný kus života. Věřím, že účetnictví může klientům dát mnohem víc. Jenže tuhle představu musíme nejdřív umět naplnit sami. V každodenní práci, nejen v rozhovoru před kamerou. Ve středu 14. října na DIGIFESTu v pražském Cubexu na tenhle rozhovor navážu tím, co s týmem skutečně stavíme.

AI is changing healthcare fast. The question is whether it will carry old gaps forward—or help us build something better. At IDEO, we’ve launched the Women’s Health * AI Exchange to explore what it will take to make sure AI changes women’s health for the better. We’ve created six provocations spanning clinical research, women’s longevity, personal health data, and care across a lifetime. An AI-facilitated experience has been trained to help you sharpen a perspective on these provocations, add it to the Exchange, and see what ideas, tensions, and opportunities are emerging across the conversation. If this is your world, we’d love your perspective in the mix: https://lnkd.in/da-vjiSQ And if someone in your network should be part of the conversation, please invite them in.

Your estate plan can be technically perfect – and still fail. The trust may permit the transfer. The fund documents may not. For private equity and venture capital professionals, estate planning is not merely a trust-and-tax exercise. It sits at the intersection of four systems that are too often handled separately: • fund and firm transfer restrictions • estate planning • tax planning • liquidity and insurance And it must work for two constituencies at once: the individual protecting a family, and the firm protecting its continuity, economics, control and culture. I could not find a resource that brought all of those pieces together. So I built one. Today I am publishing “Estate Planning for Carry, Capital and Firm Value in Private Equity and Venture Capital” – a 52-page special edition of The Fund Formation Primer Series, and the most substantial primer I have written. I have been working on it for a long time, including conversations with scores of estate, tax and insurance specialists. It addresses carried interest, capital interests and firm value; the governing-document restrictions that can derail otherwise sound planning; valuation, timing and liquidity; and the questions that individuals, firms and their advisers should be asking together. It is long by design. This is meant to be a reference – something to save and return to before a transfer is attempted or a crisis makes the planning urgent. The complete special edition is available free, in full, in the first comment. If it is useful, please send it to one partner, client or adviser who should see it – or repost it so this conversation reaches both sides of the table.

Er kedelige PowerPoints snart fortid? Anthropic har i dag lanceret Claude Motion: Et værktøj til at lave animerede film direkte i chatten ud fra en kort beskrivelse, et par screenshots eller lignende. Komplet med lyd og alt hvad hjertet ellers kunne begære. For et par uger siden lancerede Anthropic Claude Opus 5.5, og med den nye 5.5-generation tog deres modeller et kvantespring i kvaliteten af de "motion graphics", de kan generere. Og i mine øje er PowerPoint-præsentationer et af de mest oplagte steder at bruge dem. Et kedeligt slide kan få nyt liv, og særligt slides, der prøver at vise en proces eller lignende, kan nu gøre det på en måde, der er meget nemmere at forstå. Animationen herunder er lavet med Claude på få minutter. PS: Shoutout til Christian Mellado Hjortshøj og hans som altid eminente præsentation på TechTorget i går, hvor der indgik masser af flotte animationer - muligvis hjulpet lidt på vej af Claude? ☺️

At the World Health Summit today with my brilliant colleagues Riada Asimovic Akyol and Hania Farhan. We have lined up as bar chart 📊 because we are bringing our data from Gallup’s State of the World’s Emotional Health 2026 Report to Berlin. This year our focus was social media and as with all social questions, this is a complex report. For this study, Gallup groups people as low users (no use or under 30 minutes a day), moderate users (30 minutes to under two hours) and high users (two hours or more). 📈High users are more likely to report anger, loneliness, sadness, stress and worry than moderate users. They are also less likely to report being treated with respect. ❌However, life evaluation does not differ significantly between the two groups. Link to the full report in the comments👇