Bobby Abraham

A refreshing look at GBS org models, or rather “GBS architecture” by Deborah Kops and Bharath M Sundaram Some great insights shared! The model is evolving and GBS structures must evolve to enable that change. Deborah: I know you don’t like the use of the word “architecture” outside its strict definition, but the architect in you has dissected this problem statement unlike anything anyone has done before. Look forward to the study report. #Engage #WithYouOnTheJourney Jimit Arora Eric Simonson Anish Agarwal Arushi Gupta Meghna Rosa Thomas Everest Group

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Emerging AI opportunities in industrial operations include supply chain planning, procurement enhancements, manufacturing optimization, and engineering augmentation. To succeed, leaders must prioritize use cases with the highest ROI and focus on capturing value while delivering results. https://atbain.co/3YRdZM7

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In 2024 the UK still does not have a well defined Industrial Strategy. But a new report out from @PwC_UK - which surveyed over 1200 of the UK's senior business decision-makers and interviewed more than 60 business leaders - is set to address that. Find out what it says here and get in touch if you'd like to know more. #IndustrialStrategy

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I was belatedly reading the Heidrick & Struggles annual Board Monitor. For those of us who hold #NonExecutiveDirector roles, this is well worth a read (even the exec summary). https://lnkd.in/e7aNEwmR The authors posed six questions: 1. Who is influencing the board agenda today (happy with that)? 2. Where does the board spend its time (are those the right places)? 3. How are boards addressing the widening risk environment? 4. Are boards more operationally involved? 5. How should boards engage with the workforce? 6. How are boards thinking about diversity? For me the bits that jumped out were: a. Influence were CEO/Leadership, Regulators, Broader workforce, Consumers then the rest. Interesting the impact of regulators on driving board content. b. Time spent increase -Emerging tech/Ai, Sustainability, Geopolitical volatility, Organisational culture, financial performance/risk - then the rest. c. Widening risk split into external and external - for internal understanding board risks was first, interestingly second was understanding how the management team manage these risks. For external, hearing from experts on potential areas of risk d. Operational involvement - majority said yes boards were more operationally involved and the reasons where wanting to learn more, board member specialist knowledge and board not fully trusting the exec team to get things done (rather concerningly) e. There was a strong sense the boards should engage with the workforce beyond the immediate senior team. d. Diversity - the majority of FTSE 350 boards have already hit the 40% female target, the ethnicity study suggests that the proportion of white board members remains the same and the the diversity across the remaining 22% has become marginally more varied. Overall, these trends are inline with what I see, though the extent to which regulators drive the board agenda was a surprise, as was the proportion of broad members saying they didn't fully trust their exec teams on trust. The Operational involvement is, I think both a push and pull factor. Employees seem to want to see more visibility from the board and boards, want to be more seen. #Boards #Governance #CorporateGoverance #ESG #Risk #Sustainability #Diversity

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We had a really energising discussion this morning at Criticaleye with some of the Non-executives in the Community discussing How to Navigate Emerging Trends in Disruptive Tech. I was chairing and am indebted to the time and expertise of Mark Farbrace from Accenture UK & Ireland and Chet Patel of BT Group, Mitie and Dentons. I forgot to take a photo of the proceedings, so I hope that Chet and Mark don’t mind their photos being used instead! We covered a lot of ground in 90 minutes, including: -  GenAI is poised to provide the most significant uplift in productivity and change to work since the industrial revolution. -  You may be using Co-Pilot but it isn’t the answer to everything – the roll out of bespoke agents will accelerate adoption with more tailored outcomes -  How to balance the pressure to invest with avoiding decisions you might later regret -  Some of the key questions board directors should consider in relation to AI. Which reminded me of this article from Samantha Barber: https://lnkd.in/eQEDw8X9 -  We discussed how much our approach to risk should change with the accelerated use of AI – this covered cyber but also… -  …some cautionary tales of how GenAI must be used carefully. Like when the Number 10 chatbot answered questions in French (https://lnkd.in/emV9fsBh) or when Canada Air gave incorrect information to a traveller – and was held liable (https://lnkd.in/ezr37PvU) -  we talked about how GenAI can help companies achieve sustainability goals – but also severely impact them through high energy usage. But how infrequently this is debated at board level -  We covered the age-old discussion about the need for tech know-how on boards – but that is now an excuse: you must invest in your knowledge here as a Board Director -  Mark closed with some insight into a formula emerging for how organisations can reasonably scale their use of Gen AI. Much drawn from this report: https://lnkd.in/eJjUDuHM I also wrote down these little nuggets: -  Think of GenAI as a muscle that you didn't;t know you had. Train that muscle. -  The biggest miss on thinking about why you are investing in GenAI is People -  The way you will have success in embracing GenAI is user innovation – bottom up rather than top down -  The biggest risk with GenAI is not getting on with using it These reports are also worth a look: https://lnkd.in/eYEidfSt

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While there is much debate about converged offerings in the US, in the end the consumer will make the call. My Kearney colleagues Sridhar Narasimhan, Anbu Sollin Selvan, Mayank Lokwani and I believe that with the ongoing expansion of fixed broadband to the home, now is the time to explore FMC as a growth opportunity. US customers are looking for a converged offer that delivers on price without compromising on quality, provides convenience without complexity, and enriches their experience with added benefits. For telcos and MSOs, the call to action is clear: blending these elements into the FMC offerings will position them to not only meet but exceed customers’ expectations, capturing a bigger share of household spending and building a loyal following.

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This video playlist is loaded with discussions from partners and consultants on the crucial role of ambition and objectives in your organisation's transformation. Worth a watch: https://bit.ly/49yQrjg #Transformation #TransformationSuccess #BusinessInsights

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Want to unlock the power of innovation? With Slalom's human-centric approach to tech solutions for manufacturing & logistics leaders, you can drive rapid change & measurable value 🚀 The UK's manufacturing sector supports more than 2.5m jobs and contributes more than £200bn to our economy. Challenges remain across the sector - legacy technology, data silos, inflation, supply chain - but there has never been a better time to dream bigger and innovate at scale. Find out how Slalom and Slalom Build are helping manufacturing companies harness the power of technology and data to transform their businesses: 👉 https://lnkd.in/ejePaaWT 👈 #ImWithSlalom #Manufacturing #Logistics https://slalom.ws/3Wi4p4A

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Mastering the Art of Continuous Transformation 🚀   In today’s business landscape, continuous transformation is no longer a choice, it’s a necessity. Over 60% of organisations are running multiple transformation programs, tackling complex challenges to stay competitive.   But how can companies ensure success in this fast-paced environment? Here are 4 key capabilities to get it right: 📊 Track value: Regularly measure impact throughout the journey to ensure transformations effectiveness 🗺️Build clear roadmaps: Break down big transformations into manageable steps 🤝 Orchestrate initiatives: Align multiple stakeholders efforts to create synergies for success 🛠️ Design effective governance: Strong leadership and governance are critical to avoid overlap and confusion   Master these, and your organisation will thrive in the era of continuos change!   #KPMG #TogetherForBetter #Transformation #BusinessGrowth #Leadership #ChangeManagement #Innovation   🔗 Discover more: https://bit.ly/3XdEudN

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It was a fantastic evening last night with Julie Hodges talking about her new book 📕 ‘People-centric Organisational Change’ and how engaging people, particularly front line staff, in business change is crucial. We discussed how by involving people in the change process from the outset and by shifting power and agency from employer to employee, a business is twice as likely to achieve its goals and importantly able to sustain its benefit. We talked about the two key traps of a failed engagement: (1) the engagement being framed as a “communications issue” and “messaged” top down and (2) engagement only occurring after executives have finalised their plans in isolation. An excellent event and I wish Julie Hodges continued success with her book. Thank you for asking me to participate in this event. Great job to my friend and colleague Zuhair Imran for his insights and thank you to Katie Taylor and Stephanie Osborne for managing the event and keeping us all on track and on time. Thank you to both the Durham University Business School present students and Durham University Alumni that attended. Durham University Durham University Alumni Durham University Student Leadership Framework Durham University Business and Partnerships #peoplecentrichange #changemanagement #digitaltransformation #businessconsulting #businessstrategy #organisationaldesign #DUinspire

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For over 100 years, IBM has been at the forefront of technological advancement and client service engagement. The ability to adapt and importantly anticipate our world’s ever-changing socioeconomic and geopolitical landscape and the impact on businesses globally has enabled us to continue to be a leader in our field. The acquisitions that we make are a result of that same ‘adapt and anticipate’ ethos and it is with that in mind that I am thrilled to share the news of IBM’s acquisition of #SiXworks Limited (Ltd.). A UK-based company of highly skilled resources, #SiXworks is dedicated to serving the UK Defence and National Security sector, accelerating innovation and delivering cutting-edge digital, cyber and defence cloud solutions in the most secure environments. The security of our nations is of great importance to us all in both our personal and professional capacities. The combined skills, deep-domain knowledge and access to a vast portfolio of technology-based solutions, IBM and SixWorks can help our defence-sector clients be the vanguards of keeping our world safe. Following IBM’s acquisition of #Octo serving the US Federal Government in December 2023, the acquisition of #SiXworks further demonstrates IBM’s commitment to the support of our Governments and Public Service sectors worldwide. To find out more, visit the IBM Newsroom.  #Acquisition, #BusinessGrowth, #Innovation, #defencesector, #ibmconsulting Rahul Kalia

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Distinguishing between transformational and transitional change is crucial for effective leadership. Both are essential, but they differ significantly in scope, strategy, and outcomes. 🔄 Transformational Change is about radical shifts that redefine your business model, requiring a complete overhaul of operations, culture, and customer interactions. Think of Amazon's leap into cloud computing or Apple's launch of the iPhone—these changes are disruptive and visionary, driven by external forces that demand a new approach to business. 🔁 Transitional Change, on the other hand, is more incremental, focusing on evolving from one state to another without altering the core of the organization. It's about refinement—like Starbucks' sustainability initiatives or Barclays' restructuring for efficiency. These changes improve existing processes without shaking the foundation. Choosing the right path not only aligns with your broader vision but also ensures that your change initiatives are sustainable and successful. #Leadership #ChangeManagement #Strategy #OrganizationalDevelopment #BusinessGrowth

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Reflect & Act: Came across this really interesting, insightful & engaging session in London Business Forum where Ken Blanchard undoubtedly has deep yet sound questions to ask us? Nugget: "As a person thinks, so they become" reflects the biblical principle found in Proverbs 23:7, which states, "For as he thinks in his heart, so is he." Take a moment to reflect on your mindset and consider how you can align your thoughts with your goals and values. How do your thoughts, shape your reality? #Mindsetmatters #Selfreflection #Faithandaction #Leadership Blanchard Research and Training India Yogesh Sood, ACTP, MCC (ICF) Sandeep Budhiraja Source:

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I want to share insights from a recent podcast episode on Leading Through Uncertainty: Top 5 Executive Concerns in a Crisis   In a dynamic business landscape, the ability to navigate uncertainty is paramount. Recently, I had the privilege of listening to a recent episode of the PREPAREDEX podcast, where host Robert Burton delved into the core concerns of C-suite executives during crisis situations. Listen here: https://lnkd.in/gDxdargx Rob highlighted five key areas that should be integrated into tabletop exercises designed to simulate crisis scenarios: employee safety, operational continuity, financial impacts, regulatory compliance, and reputation management. These concerns resonate deeply with business leaders striving to ensure resilience and continuity in the face of adversity. As professionals committed to business continuity, it's crucial to recognize the significance of addressing these concerns proactively. From prioritizing employee well-being to safeguarding the organization's reputation and ensuring compliance with regulatory standards, proactive planning and strategic decision-making are essential. Listening to Rob's insights reinforced the importance of holistic crisis preparedness, where every aspect of the business is considered and contingency plans are in place. By incorporating these executive concerns into our continuity strategies, we can better equip ourselves to lead through uncertainty and emerge stronger on the other side. I encourage fellow professionals to tune the Prepared podcast for valuable insights and actionable takeaways on navigating crises with resilience and foresight. Let's continue to prioritize business continuity and resilience in our organizations, ensuring we're prepared to thrive in any situation. If you're interested in delving into our Business Continuity Advisory, Please get in touch with Landis & Co for tailored strategies at [email protected] Please follow Landis & Co for more updates. Lori Souza MBA, BSIT Oonagh van den Berg (Lady) Mark Bittinger Mark Armour, cABCF Andrea Perlak Rohan Ehsan Chris Ekai James Burnie FRSA #BusinessContinuity #CrisisManagement #Leadership #Resilience #Preparedness #StrategicPlanning #ExecutiveConcerns #PodcastInsights

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We recently hosted a virtual roundtable with 14 senior executives on 18th July, exploring what it takes to deliver a successful transformation. Simon Henderson, Mohit Wadan, and Fritz Jaeger from Bain's Performance Improvement and Accelerated Transformation team led an insightful session, discussing six key features for success. They highlighted the importance of focusing on productivity, covering both growth and cost, to stay competitive in all seasons. Balancing "change the business" and "run the business" activities was also emphasized for sustained efficiency. https://bit.ly/46GZXjP

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We recently hosted a virtual roundtable with 14 senior executives on 18th July, exploring what it takes to deliver a successful transformation. Simon Henderson, Mohit Wadan, and Fritz Jaeger from Bain's Performance Improvement and Accelerated Transformation team led an insightful session, discussing six key features for success. They highlighted the importance of focusing on productivity, covering both growth and cost, to stay competitive in all seasons. Balancing "change the business" and "run the business" activities was also emphasized for sustained efficiency. https://bit.ly/3A28hy5

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We recently hosted a virtual roundtable with 14 senior executives on 18th July, exploring what it takes to deliver a successful transformation. Simon Henderson, Mohit Wadan, and Fritz Jaeger from Bain's Performance Improvement and Accelerated Transformation team led an insightful session, discussing six key features for success. They highlighted the importance of focusing on productivity, covering both growth and cost, to stay competitive in all seasons. Balancing "change the business" and "run the business" activities was also emphasized for sustained efficiency. https://bit.ly/3WFwUcS

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