Jessica Norell Neeson

Creativity in the Consulting Offer I think the need for creativity within consulting is now more critical than ever before – with the ability of firms like ours to blend analytical rigour with creative innovation becoming essential when working on business and brand transformation. Consulting (to simplify it) has traditionally been rooted in evidence-based strategies, leveraging data to inform decisions. However (and it’s a BIG however) successful business transformation ALMOST ALWAYS demands more than just data – it requires a CREATIVE IDEA. Creativity in this context means seeing BEYOND what the numbers say, envisioning what ‘could’ be, and crafting a unique approach to differentiate the brand in a crowded market. I’ve believed for a long time that the big consultancies fall short. Big reports …. expansive and EXPENSIVE reports…. but also largely ‘so what’ reports. This is evident when they attempt to input into brand DD for example…. it’s poor. A hybrid approach that seamlessly integrates data-driven insights with creative problem-solving HAS TO BE the new gold standard for consulting firms. And to make my point even bolder …leading this hybrid operation should logically be the domain of creative strategists! While traditional consulting skills can be developed and honed over time…(Propaganda is a working example of this )…the innate ability to think creatively and innovate cannot be easily taught. In conclusion, the future of business and brand transformation MUST EVOLVE and that evolution lies in the hands of those who can master the delicate relationship between analytical prowess and creative genius. I truly believe my team are leading that change and wish others would follow because our industry needs to be at the top table to make a real difference to its clients. Propaganda Agency Ltd Management Consultancies Association #brandstrategy #consulting #transformation

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Uh oh…in the UK we need to very quickly decide what we’re going to be ‘known for’ / experts in, because dawdling around like we have for the last 20 years has sees us going backwards! The government (whichvee denomination) needs to drive productivity, investment and global recognition else the story we see below will start to spread across all industries and sectors.

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In the UK we own more and more clothing that we are getting less and less use out of, and this comes with a high environmental price tag. Join Green Alliance and PwC UK on 22 April for a webinar to discuss how circular reuse business models can help fashion brands respond to this challenge and deliver what consumers want to see from a greener clothing industry. #EarthDay #Fashion #CircularEconomy

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❌ 𝗪𝗵𝗮𝘁 𝘄𝗲 𝗰𝗮𝗻 𝗹𝗲𝗮𝗿𝗻 𝗳𝗿𝗼𝗺 𝗧𝗵𝗲 𝗕𝗼𝗱𝘆 𝗦𝗵𝗼𝗽’𝘀 𝗰𝗼𝗹𝗹𝗮𝗽𝘀𝗲 Interesting assessment from Professor Adrian Palmer, head of marketing and reputation at Henley Business School, who sees parallels with the ‘wheel of retailing’, a theory that outlines the evolutionary process of retail businesses in which initial enthusiasm often gives way to complacency.   Here are his takes on what we can learn from the The Body Shop ❌ The brand's loss of #relevance among key market segments stemmed from a perception that its values were no longer distinctive, and its once innovative products had become commonplace. ❌ Successive changes in #ownership and leadership led to confusion in market positioning and increased competition from copycat brands. ❌ The The Body Shop faced a lack of #investment from owners unwilling to inject more funds into the business. Amid allegations of financial mismanagement, The Body Shop is closing 75 stores in the UK, prompting calls for a review of its downfall by MPs. Also, Founder Anita Roddick's vision emphasizes the importance of ethical considerations in business decisions, highlighting the risk to #brand #reputation when straying from ethical roots. The Body Shop's 𝗱𝗲𝗰𝗹𝗶𝗻𝗲 𝘀𝗲𝗿𝘃𝗲𝘀 𝗮𝘀 𝗮 𝗿𝗲𝗺𝗶𝗻𝗱𝗲𝗿 𝘁𝗵𝗮𝘁 𝗼𝗻𝗰𝗲 𝘁𝗮𝗿𝗻𝗶𝘀𝗵𝗲𝗱, 𝗿𝗲𝗽𝘂𝘁𝗮𝘁𝗶𝗼𝗻 𝗮𝗻𝗱 𝘁𝗿𝘂𝘀𝘁 𝗰𝗮𝗻 𝗯𝗲 𝗱𝗶𝗳𝗳𝗶𝗰𝘂𝗹𝘁 𝘁𝗼 𝗿𝗲𝘀𝘁𝗼𝗿𝗲 𝗶𝗻 𝗮 𝗰𝗼𝗺𝗽𝗲𝘁𝗶𝘁𝗶𝘃𝗲 𝗺𝗮𝗿𝗸𝗲𝘁. https://lnkd.in/gpVS_Y4J #beautyindustry #multichannel #lessonslearned #executivesearch

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Scotland's ecosystem for nurturing tech start-ups continues to transform into a powerful support network, greater than the sum of its parts. The latest example is the new partnership between Scottish EDGE and TechScaler. By combining two of our most effective assets within Scotland’s entrepreneurial ecosystem, we significantly increase the value that they bring to our start-ups. Alumni start-ups from Scottish EDGE can now access an ongoing development path within Techscaler, while Techscaler’s network of startup founding teams is strengthened further by dynamic businesses curated by EDGE.  https://lnkd.in/eZcM9RYR

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This promises to be an interesting session exploring the real benefits of the Optimised approach to reaching Net Zero. #NetZero #OperationalExcellence #Sustainability #Optimisation

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Pleased to be featured in in Boyden’s Social Impact Report along with my colleagues Michael Naufal and Alun Parry. With the rise of the “social value economy,” organisations are rethinking their role in creating meaningful change. Explore the rise of purpose-led leadership: https://lnkd.in/esbWhJwm #socialconscience #purposeledleadership #socialimpact #socilavalueeconomy #leadersforthefuture

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John Lewis & Partners x Quicklizard (TASE:QLRD) True definition of a successful relationship 🤝 "Excited to see our client, John Lewis & Partners, share their pricing journey in a recent article where they reveal their strategy of being the most competitive among 25 retailers using advanced AI technology. 😎 Take a moment to read their full story: https://archive.md/su5bk. 

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SIGNS OF A HEALTHY CULTURE - NEW IPSOS K&B RESEARCH 😀 One of the most brilliant things about Ipsos Karian and Box (an Ipsos UK business) is its research and insight. Ghassan Karian and team have always had at their fingertips useful insight to help drive positive organisational outcomes. The latest is a release updating on where we are in the UK on #psychologicalsafety and #accountability. I helped the CIPD with some work on this earlier this year on this topic and so grateful to see the latest. Psychological safety is an umbrella term for how well you feel you can voice your opinions, admit mistakes and challenge without punishment. Accountability is about reliably personally owning things as they are (not as you’d like them to be) and doing the things needed for the wider health of the organisation or group (no matter how tough). Here’s what I have taken from the report: This evidence categorically shows that high psychologically safe / accountable organisations listen to what their employees say, take appropriate and relevant action and as a result have higher engagement and less strain. This is vital stuff especially as corporate scandals can emerge when this isn’t happening day in, day out. In fact, the research shows the ultimate test is whether people feel if they make a mistake at work, they will be fairly treated. And where is UK plc at? Well, only 56% of employees feel they can voice opinions freely. And shockingly nearly a quarter of senior leaders feel they can’t! Front line female leaders feel 20% less positive that constructive challenge is valued than male front line leaders. Only 45% say people take ownership of decisions in their org. 1 in 2 say senior leaders dominate meetings, drowning out any other voices. So we’re somewhere but nowhere where we need to be. This means there is likely an undercurrent to your culture which creates risk, misses out on innovation and can set people back from delivering their all. How do we fix it? We know culture change is tough. - We’re back to really needing all of our leaders to be clear that as well as driving outcomes they are also there to create the right conditions for openness and it looks like we need to ensure female frontline leaders feel their challenge is valued. - Conversely we need to genuinely value our people for all they bring and have sensible reactions to challenge and an open mindedness when someone raises something even if it is different to our own experience. - We need environments which say we might not all agree on everything but we will listen and create safe space for diverse views - We need to continue to be curious about how we create more gender equal organisations so that both men and women are equally listened to. Not easy but is how we create human, sustainable organisations capable of big stuff. Well done to those involved and I hope it triggers some good reflections!

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As someone who has been the CEO, a Chair and director and an advisor to many founder-led businesses, I agree that chemistry is a critical component to foster a fruitful relationship between the founder and the “hired hand”. However, managing expectations of both parties is even more important. Establishing a  clear vision and path to the future at the beginning- and knowing it will evolve- helps to ground the important initiatives that must be taken. It is also critical  to show respect to the founder and his/her knowledge and perspectives, whether you agree or not, and acknowledge that these views are one of the reasons you were attracted to the opportunity in the first place. They are the essence of the brand and the company. Many founders don’t speak in “entrepreneur speak” which can be intimidating and off-putting. It is important for the outsider to manage his/her vocabulary and actions accordingly and to listen carefully.  To be an “entrepreneur whisperer”.   Lastly, I think managing a founder-led company requires some freedom for the founder- I say it is important to put the butterfly in a cage but give it ample room to fly around unobstructed. The same goes for creative founders. 

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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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Fascinating insights re Gen Z and recruitment - James Uffindell founder and chief executive of Bright Network connects more than one million young people to their first jobs for free. Set up in 2013, it helps 300 global employers from Goldman Sachs to Google, PwC and Amazon reach strong candidates at a time when many recruitment teams are struggling with record volumes of applications from candidates using generative AI software to complete their applications. Uffindell has raised about £10 million in venture capital, employs 120 people and has just launched in Germany. "The culture in high-performance firms has shifted, from less command and control to setting objectives around what success looks like. It could be, “You have to generate this amount in sales, or deliver an event where client satisfaction is X”. Then empower the young person to get on with it, instead of spelling it out that you call 20 prospects. That approach unleashes people". #GenZ #recruitingyoungpeople #whatyoungemployeeslookfor

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Excited to see our CDO Gabriel Straub highlight Ocado Technology's use of in-house simulation technology in this WIRED write-up with AlixPartners ➡️ https://lnkd.in/gfqDTXKD From the very start, automation has been at the heart of what we do. It’s how we’ve been able to deliver a great customer experience while keeping operations as tight as possible. But what’s changed over the years is how we approach it. Simulations have helped us: ✅ Validate the shift from our past conveyor-based systems to ‘The Hive’ ✅ Optimise Grid layouts and sizes ✅ Determine the best spots for robotic pick stations and bot chargers ✅ Migrate our bot orchestration system from on-premise to the cloud ✅ Validate the best product designs by testing in virtual environments And much much more. By simulating different scenarios, we can spot potential problems early and make better decisions with confidence. To illustrate how central this has become: last year alone, we simulated over 66,000 days of CFC operations. That’s 183 years’ worth of learning packed into just one year! These tools are now a core part of how we innovate - not just for product improvements but also in helping our partners enhance their own operations. Shout out to Gabriel for shining a light on our innovation journey, and kudos to all our simulation teams who have built world-class capabilities in this space.

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https://lnkd.in/eXDBki3w Amazing insights from Rhea Patten on the state of sustainability in the Beauty & Cosmetics industry. Favorite line: consumers value brands that do 3 things: 1 - engage emotionally 2 - innovate relentlessly (my favorite!) 3 - demonstrate overtly conscious decision-making Dive in for more insights and actions you can take. It's an unbelievably dynamic market!

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Want to know how I became the youngest CEO in the FTSE 100? I sat down with Oliver Marchon in his #WITHOUTLIMITS podcast to discuss: 1. 📈 What I've learnt on my journey to CEO of Frasers Group 2. 🎯 How I set personal goals 3. 💪 My strategy for fitness and training 4. 🤯 3 things nobody told me about leading a team of over 30,000+ employees I hope you enjoy it as much as I did recording it - watch the full episode below

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Building Resilience in International Expansion: Lessons from Recent Market Shifts In today’s dynamic global economy, expanding a business into a new market like the UK demands resilience—an ability to adapt and evolve as challenges arise. With over 10 years in business strategy consulting across in the UK, I’ve seen resilience emerge as a crucial factor in successful market entry. Here are key insights drawn from recent trends. 1. Understanding the Market’s Economic Pulse The recent economic slowdown in the UK has altered consumer behavior, with a stronger focus on cost-efficiency. Brands expanding into the UK must adapt pricing and supply strategies. European energy companies, for instance, have learned to maintain competitiveness by prioritising affordability and efficiency. 2. Embracing a Localised Approach Cultural adaptability is essential. For example, McDonald's has successfully launched regionally inspired menu options in the UK, balancing tradition with innovation. This strategy demonstrates how tailoring offerings to local preferences can build trust and loyalty. 3. Streamlining Operational Flexibility Businesses must be prepared for logistical disruptions, as recent strikes have highlighted. IKEA’s increase in local stock levels exemplifies operational agility, ensuring consistent product availability. Expanding brands should develop contingency plans to respond swiftly to challenges. 4. Investing in Sustainability The UK's emphasis on sustainability offers brands a strategic advantage. Companies like Patagonia have built loyalty by aligning their practices with consumer values. For expanding brands, sustainability should be seen as a competitive edge rather than a mere compliance issue. 5. Learning from Resilient Peers Netflix’s introduction of ad-supported subscriptions in the UK and Apple’s expansion of local supply chains demonstrate effective adaptation strategies. These companies highlight the importance of remaining consumer-focused in competitive markets. Resilience is built through intentional strategies that consider economic trends, local nuances, and operational flexibility. As businesses venture into new countries like the UK, they must prioritise adaptability and responsiveness to thrive. By embedding resilience in their expansion plans, brands can navigate challenges and emerge stronger. #BusinessStrategy #InternationalExpansion #MarketResilience #UKMarket #ConsumerBehavior #CulturalAdaptability #Sustainability #AgileBusiness #BrandLoyalty #SupplyChain

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I’ve become a huge advocate of what greyhairworks! do - introducing the team to cutting-edge #digital solutions that enhance marketing/business processes. When you combine these innovative digital solutions with the rigour on #brandstrategy it can provide businesses with such a potent formula to win. Below article shares some thoughts in that context and how #marketing needs to lead to make the most of these new solutions.

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Declining Youth social mobility is one of the biggest, wickedest problems facing us in the UK today. 🤯 Is it complex? - Hell yeah.  🤔 Is it solvable? - With collaboration, commitment to setting aside competing agendas, funding, tenacity, direct engagement with young people’s needs... topped with a whole lot of heart and soul. Yes indeed. A couple of hours on Tuesday morning in the company of people leaders and social mobility champions from Greene King, Kingfisher plc, Microsoft, Bunzl UK and Ireland and Inmarsat amongst others was time very well spent. It gave me and the Mission Beyond team actionable insight into the ways that we might harness technology in service of better connecting young people from low income backgrounds to the careers guidance, training and jobs they need. I’m hopeful for what happens today - hopeful that the outcome of #GE2024 is a first step that speeds the course of supporting 1.1million 18-25 year olds out of economic inactivity and in to thriving futures. #youthsocialmobility #youthunemployment #socialmobility #levellingup

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✔ 𝐂𝐫𝐞𝐚𝐭𝐢𝐧𝐠 𝐭𝐡𝐞 𝐂𝐨𝐧𝐝𝐢𝐭𝐢𝐨𝐧𝐬 𝐟𝐨𝐫 𝐋𝐞𝐚𝐝𝐞𝐫𝐬𝐡𝐢𝐩 ✔ I deliver Leadership Courses & Workshops via my Coaching & Mentoring Practice. They are usually 1-day, or 2-day sessions. However, if you only have 2 minutes and 43 seconds to spare, and you wish to improve your Leadership skills across your organisation, I urge you to watch this! This nails it completely 💯. "You'll know when you are a good Leader.... when people will follow you......merely out of curiosity!" It must have been inspirational to work with General Powell. Any other great Leadership traits, please do share in the Comments. Ian Hallett Lora M. Alexandra Barosa-Pereira Matt Lanfear, PhD Jess Smith Andrew Latchum Aboodi Shabi Dr. Kylie Prince Dean Peterson Helen Yu Foong N. Niki De Zilva Gaurav Arora, MCC (ICF) Michael Mints Amy Misnik, Pharm.D. Terri Levine Daniel Findley Claire Davies Brenda Bence, Ranked Top Ten Coach Globally Jagdish Gill Rachel Mitchell #colinpowell #leadership #trust #inspirational #coaching #mentoring https://lnkd.in/eVamWRtH

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