The ethos of MVP has quietly seeped into almost every corner of modern business, and not always with favourable outcomes.

At the risk of upsetting some colleagues from my network in the tech and development field, here’s a view on the wider impact of Minimum Viable Product (MVP) – the mantra of rapid technology development. In truth, this is not aimed at them or even the tech sector in general, but rather an observation that the ethos of MVP has quietly seeped into almost every corner of modern business, and not always with favourable outcomes. Read more..

It’s surprising how quickly global news headlines turn into very real problems for small and medium-sized businesses. What feels distant and high-level one week can show up the next as nervous customers, delayed supply chains, or routes to market that suddenly don’t work the way they used to.

It’s surprising how often I see “me-too” brand strategies – across industries, across continents. Too many are built in collaborative workshops, full of buzzwords, shaped by consensus rather than conviction. The result? Brands that sound and look the same. And when everything blends together, nobody stands out.

When the economic outlook turns cloudy, the instinct for many organisations is to hunker down, cut costs, and wait for the storm to pass. That approach might feel safe—but it’s often a fast track to stagnation. The uncomfortable truth is this: doing nothing is not an option, and in times of uncertainty, complacency kills.

As elections reshape the political landscape in the UK, Europe, and soon the U.S., businesses must prepare for a transformed environment. These political shifts bring inevitable changes to the fiscal regime, but it’s the broader social and economic dynamics that will significantly impact business operations. Understanding these changes and their effects on your organisation is crucial for strategic planning and long-term success.

In a recent engagement on LinkedIn, I stumbled upon a post discussing the pivotal speech delivered by the then CEO of Nokia. The insights shared raised concerns about the challenges companies face when grappling with technologically led change. The post, from Emmanuel Ngomane*, prompted a deeper reflection on the intricate issues surrounding industry disruption.

Finding balance in executing a business strategy is akin to walking a tightrope. It’s a delicate act that requires precision, agility, and a keen sense of awareness. All too often in these polarised days, balance can be difficult to find. Here’s a closer look at why balance is pivotal in executing a business strategy.

Like the fabled Hydra from Greek mythology, the automotive sector faces a multitude of challenges as it transitions to the wider mobility industry. Which challenge in what sequence? is the key strategic puzzle for OEMs to solve to ensure they have sufficient bandwidth to prosper going forward.

What organisations can learn from sport’s application of an approach to performance improvement.

Marketing innovation has become a key priority for the forward-thinking, 21st century business. However, it is not all about acquisition strategy with customer experience a major differentiator for brands.

Business agility is built on the ability to respond and adapt quickly. Fiona Silver looks at the importance of customer insight in building strategy and plans in rapidly changing times.