Vikram Jain

REPORT: While navigating through challenging times can be complex, seeking guidance from expert advisers can greatly enhance an organisation's chances of success. Download now "Surviving and Thriving in a Demanding Business Landscape" https://lnkd.in/eDSDkJSi the essential guide crafted with the collaborative expertise of Marsh, Oliver Wyman, and Mercer.

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Hear from specialists and clients who have delivered outcomes and been instrumental in realising both financial and non-financial benefits, establishing a culture of adoption and capturing lessons learned. Learn how to make the most of your investment, achieve your transformation vision and set up your organisation for continued success. Register here.

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🤔 Are you in the pensions industry? I have a sneaking suspicion a few of my connections might be... 👇 Please help the brilliant Shaily Sodha and the great people at NextGen - Pensions by filling out this research survey. #Diversity #Inclusion #Pensions

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Innovate UK Investor Partnerships: SME round 8 UK registered SMEs can apply for grant funding alongside private investment from selected investor partners. Innovate UK, as part of UK Research and Innovation, has chosen investor partners with credibility, capability, capacity, and appetite to invest in innovative businesses that align with future economy programs. The aim is to provide support for research and development and access to capital investment for developing and commercializing innovations. Contact Innovate UK Business Growth for investment readiness support and Innovate UK Business Connect for connecting with suitable investors. Establish a relationship with an approved investor partner before applying for funding. Your project must be independently assessed by Innovate UK as fundable and receive aligned investment from the identified investor partner. The competition has a funding limit with only three specific themes in scope: Creative Catalyst and Mindset. The competition closes on the specified deadline. https://buff.ly/3KVer5s #funding #investing #fintech #technology #sustainability #growth #cybersecurity #environment #food #automation #automotive #recycling #nutrition #medicine #robotics #farming #augmentedreality #neuroscience #grants #ukgrants #startupgrants #businessgrants #ukgovernmentgrant #sme #smegrant #businessfunding #smefunding #technologygrant #innovationgrant #capti #captiinnovation #gamechanging #gamechanginginnovation #disruptiveinnovation #smartgrant #ai #manufacturing #sustainable #innovation #telecoms #semiconductors #business #IUK #InnovateUK #SmartGrant #InnovateUKfunding

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We identify several key themes in remuneration based on the 60 FTSE 100 companies that recently published their 2023 annual report and accounts https://ow.ly/Bsh450RjuS2 #ExecutivePay #compensation #remuneration #WTWPerspective

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An interesting piece looking at the financial benefits of resilience so that it is not seen as a purely defensive, cost-saving endeavour, but also one that is progressive and value-creating. With thanks to my colleagues Lucy Gemmill, Sarah Black, Ian Wilson and David Strachan

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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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5 things you ought to know about our merger with J GADD ASSOCIATES LIMITED: ⭐ We are inspired by a strong belief in Employee Ownership’s (EO) potential to create successful, sustainable organisations ⭐ Our knowledge, insights & practical experience are based on supporting over 100 UK businesses – of all sizes – to identify, enable, transition and embed the benefits of being employee-owned ⭐ Our deep understanding of EO and the EO sector is informed by 25 years of supporting and advising businesses to create sustainable success for you, your business and your team. ⭐ We understand the leadership, cultural, commercial and governance challenges of transitioning and unlocking the benefits of successful EO. ⭐ We know that there’s no ‘one size fits all’ in EO, that’s why we actively listen to owners, leaders, boards, teams and their representative bodies to design solutions that are client-led and bespoke. To find out how we can help you unlock the benefits of EO - whatever your sector, challenge, opportunity or change - click here: https://lnkd.in/e_Tbvq4D ... or come and see us at the eoa conference #strongertogether #eoaAnnualConference

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Purpose Driven Organisations - what do people understand by PDO? Open Workshop - 22nd May 11am-12pm (UK time) - https://lnkd.in/etR3jfAR "Customers, investors and regulators increasingly want to know if organizations are part of the solution to society’s shared challenges and aspirations. However, there is little consensus on how a business can become part of the solution" That is a quote from the PAS 808 Executive Briefing - https://lnkd.in/eGAB4tsR You may have seen our previous discussion and link to open exec summary materials on PDO? - https://lnkd.in/eTMJddCg As we start to develop what "Purpose Driven Organisation" means as strategy, governance and leadership professionals - we will need to deal with the perceptions our colleagues have of it. For example: - I can't describe what a PDO is other than an organisation which has a purpose. - being a PDO will not help my organisation one iota - we already support purpose driven objectives - PDO will require significant changes to our purpose, and everyday activities - PDO will negatively affect our financial performance - we don't understand the benefits At our Open Workshop - 22nd May 11am-12pm (UK time) - https://lnkd.in/etR3jfAR - we gather perceptions LIVE from our audience. We will discuss the matters raised and share the key response points with our audience and this group. This event is led by Lindie Grebe of the Good Governance Academy , supported by David Dunning of the Business Integrated Governance CIC and Dr Victoria Hurth - technical author of the British Standard in Purpose Driven Organisations. However - we are reaching out to strategy, change, product, support, finance and governance professionals generally to engage too. Find out more, have your say in our live survey, and book here: https://lnkd.in/etR3jfAR

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Today is the last chance to sign up for Part 1 of our breakfast webinar series, Dark Matter: Why do scaleups fail? tomorrow at 8am UK time. We’ll be discussing (amongst many things) an alternative approach to designing leadership roles that challenges traditional assumptions and creates opportunities for every leader to fulfil their potential. The sign up link is here: https://bit.ly/scaleuptalk

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In his recent blog post, Dr Craig West, Founder and Exec. Chairman of Succession Plus, stated ... "𝘈 ‘𝘴𝘪𝘨𝘯𝘪𝘧𝘪𝘤𝘢𝘯𝘵’ 𝘣𝘶𝘴𝘪𝘯𝘦𝘴𝘴 𝘪𝘴 𝘰𝘯𝘦 𝘵𝘩𝘢𝘵 𝘪𝘴 𝘷𝘢𝘭𝘶𝘢𝘣𝘭𝘦, 𝘵𝘳𝘢𝘯𝘴𝘧𝘦𝘳𝘢𝘣𝘭𝘦, 𝘳𝘦𝘢𝘥𝘺, 𝘢𝘯𝘥 𝘢𝘵𝘵𝘳𝘢𝘤𝘵𝘪𝘷𝘦 𝘢𝘵 𝘢𝘯𝘺 𝘱𝘰𝘪𝘯𝘵. 𝘌𝘮𝘱𝘭𝘰𝘺𝘪𝘯𝘨 𝘛𝘩𝘦 𝘝𝘢𝘭𝘶𝘦 𝘈𝘤𝘤𝘦𝘭𝘦𝘳𝘢𝘵𝘪𝘰𝘯 𝘔𝘦𝘵𝘩𝘰𝘥𝘰𝘭𝘰𝘨𝘺™ 𝘢𝘭𝘪𝘨𝘯𝘴 𝘵𝘩𝘦 𝘣𝘶𝘴𝘪𝘯𝘦𝘴𝘴 𝘰𝘸𝘯𝘦𝘳’𝘴 𝘱𝘦𝘳𝘴𝘰𝘯𝘢𝘭, 𝘧𝘪𝘯𝘢𝘯𝘤𝘪𝘢𝘭, 𝘢𝘯𝘥 𝘣𝘶𝘴𝘪𝘯𝘦𝘴𝘴 𝘨𝘰𝘢𝘭𝘴 𝘸𝘪𝘵𝘩 𝘢 𝘴𝘵𝘳𝘢𝘵𝘦𝘨𝘪𝘤 𝘧𝘳𝘢𝘮𝘦𝘸𝘰𝘳𝘬 𝘥𝘦𝘴𝘪𝘨𝘯𝘦𝘥 𝘵𝘰 𝘥𝘳𝘪𝘷𝘦 𝘷𝘢𝘭𝘶𝘦 𝘢𝘯𝘥 𝘶𝘯𝘭𝘰𝘤𝘬 𝘸𝘦𝘢𝘭𝘵𝘩, 𝘤𝘳𝘦𝘢𝘵𝘪𝘯𝘨 𝘢 𝘩𝘢𝘳𝘮𝘰𝘯𝘪𝘰𝘶𝘴 𝘳𝘰𝘢𝘥𝘮𝘢𝘱 𝘵𝘰 𝘴𝘪𝘨𝘯𝘪𝘧𝘪𝘤𝘢𝘯𝘤𝘦." Read his entire article - 𝐅𝐫𝐨𝐦 𝐒𝐮𝐜𝐜𝐞𝐬𝐬𝐟𝐮𝐥 𝐭𝐨 𝐒𝐢𝐠𝐧𝐢𝐟𝐢𝐜𝐚𝐧𝐭: 𝐓𝐡𝐞 𝐑𝐨𝐥𝐞 𝐨𝐟 𝐕𝐚𝐥𝐮𝐞 𝐀𝐜𝐜𝐞𝐥𝐞𝐫𝐚𝐭𝐢𝐨𝐧 - via this link ➤ https://lnkd.in/gUJZr9q9 It is truly excellent and sums up perfectly why succession and exit planning is something all business owners should be working on in the here and now, not some vague date in the future. If you're in the Mortgage and Finance Broking industry please reach out to me for an initial discussion about applying Value Acceleration Methodology™ to your business. Ash Playsted - Founder | Paladin Partners . . . #succession #exitplanning #broking #mortgagebrokers #valuecreation #valueaccelerationmethodology

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#CEOs across the board recognise both—the #threat and #opportunity of #GenAI—with 70% saying they see it impacting their #businessmodel in the next three years—a number that increases to 89% among those at organisations that have already put the #technology to work. Find out more on #GenAIinaction and its #transformative #potential here: https://bit.ly/4dbknDk #efficiency #reinvention

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Heidrick & Struggles' Board Monitor UK 2024 report is out now! This report sheds light on critical trends, from increasing board involvement in operations to the growing importance of diversity and risk management.   ✔️ How are boards addressing the expanding risk environment? ✔️ Who is influencing the board agenda today? ✔️ Where does the board spend its time - and are those the right places?   Explore these shifts and more in our full report: https://bit.ly/3M5ajAg   #BoardLeadership #Boards #BoardofDirectors

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We often overlook the language of the subconscious mind in organisational change, but it’s incredibly important. Read more 👉 https://lttr.ai/AMP7P #OrganisationalChange

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We love lists, right? It makes life feel easier, less complicated and more organised. You can go through a big thought process really quickly, and who doesn't love that! Even better we love a numbered list, so here is my AI considerations top 10. Thanks to Alastair Lechler for making it easy. #AI #change #tech #data #coaching #business #decisions

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It is very exciting to be working with the Pensions for Purpose team on their next Impact Lens research project. Our collaboration will involve working with investment managers to measure and assess Organisational Maturity. Organizational Maturity and The Maturity Institute's OMINDEX® is a unique methodology (tested by leading universities) that measures the extent to which firms are purpose-driven and realize their human potential, to create Total Stakeholder Value. Our sister project in the legal sector is already yielding important insights; helping firms to understand and improve the health of their organization through a human lens, not just a financial one. These include: ➡ Authenticity and ESG; ➡ Purpose, Well-being, and Business Risk; ➡ Strategic Alignment; and ➡ Using evidence to unpack the complexities of workplace Mental Health. Maturity data and insights for the legal sector are being published in a series of free-to-access articles for Legal Business World, LLC. See: https://lnkd.in/eJabc4yi If you would like to support or participate in this important project for the investment sector please contact Charlotte O'Leary, Karen Shackleton, Bruna Bauer, Andy Aitkenhead or me. #ESG #Impact #investment #leadership

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