Q5

The Victorians built infrastructure to last. More than 150 years later, we are still using much of it. But Brunel and Bazalgette weren’t working within five-year regulatory cycles, annual budgets or constantly changing political priorities. In my latest piece, I look at how today’s infrastructure organisations are trying to balance two very different time horizons: long-term asset strategy and the realities of day-to-day delivery. Read on for a number of practical operating model solutions that could help bridge the gap. #infrastruture #utilities #majorprojects #capitaldelivery #energy #water #ukinfrastruture #operatingmodel

Many organizations have moved quickly to implement AI, but fewer are seeing the impact they expected. The challenge often isn’t technology, data or investment. It’s that AI is being introduced without the culture, behaviors and ways of working needed to make it successful. Through our client work and latest Culture Benchmarking Report, we've seen a clear pattern. The organizations making the greatest progress with AI are also investing in the cultural foundations that enable it to succeed. In our latest point of view, we explore the six cultural enablers that help organizations move beyond AI adoption to AI impact. Read the full article to discover why culture may be your biggest competitive advantage in an AI-enabled future: (https://lnkd.in/e6Wxw2EU) If you’re rethinking how your organization performs, and want clarity, challenge and practical direction, take a look at our global series of working sessions for senior leaders (spaces are limited): https://lnkd.in/ecx3WgXe #Culture #AI #PsychologicalSafety

Organizations are rapidly adopting AI, but few are realizing enterprise-wide value. Why? Because AI is still largely being approached as a technology initiative, rather than an organizational one. Too often, businesses are layering AI onto existing structures, processes, and ways of working, treating it as an incremental shift instead of a catalyst for fundamentally rethinking how work gets done. The organizations that unlock real advantage from AI won’t simply adopt new tools. They’ll redesign the organization around them. If AI is to deliver meaningful enterprise-wide impact, organizations will need operating models built for AI-enabled ways of working. Are you leveraging the value of AI? Read our latest point of view exploring the future organization and what it will take to unlock value through AI-enabled operating models: https://lnkd.in/eW_SN35R If you’re rethinking how your organization performs, and want clarity, challenge and practical direction, take a look at our global series of working sessions for senior leaders (spaces are limited): https://lnkd.in/eav_haFd #Transformation #OperatingModel #AI

While AI adoption continues to accelerate, many businesses are still approaching it as a technology implementation rather than an organizational transformation. The result? Incremental gains, isolated use cases, and limited enterprise-wide impact. Simply layering AI onto existing structures, processes, and ways of working is unlikely to unlock its full value. Instead, organizations will need to rethink how work gets done, from decision-making and governance to team structures, capabilities, and execution. The organizations that unlock the greatest value from AI won’t just use it differently, they’ll redesign how they operate around it. Read our latest point of view exploring the future organization and what AI-enabled operating models could look like: The AI value gap - https://lnkd.in/eEaEgntP If you’re rethinking how your organization performs, and want clarity, challenge and practical direction, take a look at our global series of working sessions for senior leaders (spaces are limited): https://lnkd.in/esxP_McP #AI #Transformation #OperatingModel

I know I’ve sounded a bit doom and gloom on the UK recently, particularly with regards to energy policy. However, walking past Brunel's statue each week at Paddington station got me thinking about how we still rely on infrastructure built by previous generations. What are we doing wrong here? Be it a new nuclear power station costing more than a small nation-state (Hinkley Point C almost £50bn), or bats getting more from HS2 than us humans (they built them a special bridge costing in excess of £100m)...how can we be more like the Victorians and deliver a decade of infrastructure renewal? Please have a read of mine and Dan Nuttall's musings on the topic below. #Infrastructure #Gas #Oil #Utilities #NationalRenewal #MajorProjects #Energy #CapitalDelivery #UKInfrastructure #operatingmodel

What does it really take to lead large-scale transformation in the age of AI? On 12th May, we’re bringing together a group of senior leaders to explore exactly that. Hosted at the PVH offices in Amsterdam, this executive peer-to-peer session will convene leaders from across the local business community for a candid conversation about what’s working, what isn’t, and what leaders need to do differently as AI accelerates and workforces are reshaped. We’ll be joined by an outstanding panel of practitioners, including Michelle Wilkinson (EVP, Chief People Officer Global, Tommy Hilfiger & PVH EMEA) and Sonia Nazaretian (Chief Operating Officer EMEA, Microsoft), who will share practical lessons, successes, and the critical watch-outs that matter most. The session will be followed by lunch. This is a focused, peer-level discussion, designed to challenge thinking, not just share it. If you’d like to be part of the conversation, please register your interest here: https://lnkd.in/ebMGtPav Daniel Upward, Emily Koltunicki (Assoc CIPD), Bettina Macelli, Aisha Adams, Tom Leary, Liz Hirst