by Atiya Sheikh | Mar 2, 2025 | Board Members, CEO, CFO, COO, CIO, Heads of Divisions, Managing Directors, News & Articles
Boeing was once a leader in aerospace innovation, symbolising excellence in engineering and manufacturing. Today, it faces a crisis driven by leadership decisions, corporate strategy, and technical failures. The company’s struggles serve as a warning to senior executives across industries—short-term decision-making and an excessive focus on financial metrics can weaken a company’s core strengths, with lasting consequences.
The Risks of Prioritising Shareholder Value Over Long-Term Stability
One of Boeing’s biggest mistakes was prioritising shareholder value over its core operations. The company spent an estimated $68 billion on share buybacks between 2010 and 2024. While these decisions pleased investors in the short term, they weakened Boeing’s ability to invest in research, quality control, and supplier relationships.
Instead of focusing on innovation and product excellence, Boeing’s leadership prioritised financial engineering. The consequences have been severe: supply chain failures, declining safety standards, reputational damage, and financial losses.
The lesson is clear: financial success should result from strong leadership, not be the sole focus of corporate strategy. Companies that chase short-term stock market gains at the expense of sustainable growth put their foundations at risk.
The Consequences of Outsourcing and Disengaged Leadership
Boeing’s reliance on outsourcing and offshoring aimed to streamline operations and reduce costs. In reality, it created a fragmented supply chain with serious quality control issues.
The 787 Dreamliner illustrates this problem. Boeing designed it with a highly outsourced production model, sourcing 30% of components from outside the US, compared to just 5% for the 747. Management assumed external suppliers would uphold Boeing’s engineering standards. Instead, a lack of direct oversight led to production delays, technical flaws, and costly redesigns.
Many industries have followed a similar path, prioritising cost-cutting over quality and control. The lesson for senior leaders? A company should never outsource its core competencies. While strategic partnerships and global supply chains have benefits, they must be carefully managed to maintain operational integrity.
Leadership and Its Impact on Organisational Culture
Boeing’s cultural shift stems from two major decisions:
- The 1997 Merger with McDonnell Douglas – This merger introduced a more aggressive, Wall Street-driven mindset. The company moved away from its legacy of engineering excellence and safety. Many analysts link this cultural shift to Boeing’s current struggles.
- The 2001 Relocation of Boeing’s Headquarters – Moving the headquarters from Seattle to Chicago distanced executives from frontline operations. This physical and cultural separation weakened leadership’s connection with engineers and production teams.
These decisions highlight an important lesson: leadership shapes corporate culture, and executives must remain engaged with core operations. The most successful organisations ensure that senior leaders stay closely connected to their people, processes, and products.
Lessons for Today’s Business Leaders
Boeing’s challenges are not unique to the aerospace sector. Industries such as technology, finance, healthcare, and manufacturing face similar pressures to cut costs, improve efficiency, and satisfy investors. However, as Boeing’s experience shows, prioritising efficiency over strategic investment can create long-term instability.
Key takeaways for executives and senior managers:
- Sustainable success requires long-term vision – Short-term financial gains should never compromise operational excellence and innovation.
- Outsourcing must be measured, not excessive – While external partnerships can improve efficiency, businesses must retain control over their most essential processes.
- Leadership must stay connected to the core business – Disengaged executives risk losing sight of the organisation’s purpose and values.
- Culture is a vital asset – A strong, mission-driven culture enhances resilience during crises.
A Path to Recovery?
Boeing’s new CEO, Kelly Ortberg, appears to recognise the need for change. His decision to base himself in Seattle rather than the company’s Arlington, Virginia, headquarters signals a return to hands-on leadership. His approach—prioritising safety, quality, and direct engagement—could help restore Boeing’s credibility.
For leaders across industries, Boeing’s story is a reminder that business success is not just about financial performance. It is about building a company that can stand the test of time.
How is your organisation balancing financial priorities with long-term sustainability?
The Right Conversation Can Change Everything. Let’s Talk.
by Atiya Sheikh | Mar 2, 2025 | Board Members, CEO, CFO, COO, CIO, News & Articles, Senior Managers, Women Leaders
Modern business thrives on rapid digital transformation, where data is more than just numbers—it is the foundation of innovation and operational success. Without trust in data, even the most advanced AI systems can mislead organisations, causing financial losses and damaging reputations. Recent research highlights this risk: a 2024 Gartner study estimated that poor data quality drains 20–35% of operating revenue, while a Forrester report found that businesses lose 22% of revenue due to data inaccuracies. As generative AI (Gen AI) reshapes industries, organisations must strengthen data trust to harness its full potential.
Data as a Strategic Asset
Reliable data enables leaders to make smarter decisions and drive innovation. However, inaccurate or inconsistent data can lead to costly mistakes, such as incorrect pricing, flawed stock forecasts, or misallocated revenue. These errors can result in substantial financial losses and reputational harm. A McKinsey survey found that 65% of organisations now use Gen AI to enhance decision-making, nearly doubling its adoption in just one year.
Businesses must establish sound data governance to mitigate risks. This requires more than deploying advanced technology; it involves nurturing a data-driven culture and investing in staff training. By standardising data management practices and implementing strong security measures, organisations can transform raw data into a strategic advantage.
Unlocking Efficiency and Innovation with AI
AI integration is already reshaping industries. In customer call centres, Gen AI has reduced transaction times by up to 80% while increasing customer satisfaction by 20%. In aerospace, defence, manufacturing, and automotive sectors, AI-powered 3D modelling accelerates product design and production. Meanwhile, digital twins revolutionise supply chain management.
A global Statista report found that 57% of organisations expect AI to drive efficiency and innovation. By leveraging AI and automation, companies optimise processes and unlock new opportunities. These range from personalised customer experiences to enhanced ESG (Environmental, Social, and Governance) reporting, which supports sustainable growth.
Building and Maintaining Data Trust
To fully capitalise on AI, organisations must first assess their data quality. Identifying gaps and creating a clear improvement strategy are essential steps. A strong governance model should define roles, responsibilities, and processes that safeguard data integrity. Studies show that companies with robust data governance are 40% more likely to outperform competitors.
Upskilling employees is equally important. As AI-driven operations expand, collaboration between data teams and business units ensures data remains accurate, consistent, and secure.
Regulation, Ethics, and Responsible Data Use
Once data trust is established, maintaining it requires strict attention to regulation and ethics. AI technologies now detect anomalies, reduce manual errors, and predict trends, automating data quality checks. However, ethical considerations remain essential. Organisations must implement safeguards against biases in AI algorithms, ensuring transparency in data use and accountability in AI-driven decisions. Understanding a dataset’s origin—its lineage—reinforces transparency and responsible usage, ultimately strengthening trust.
Looking Ahead: A Data-Driven Future in 2025 and Beyond
As Gen AI continues expanding, its influence will grow stronger. The UK government’s AI Opportunities Action Plan, introduced in January, highlights data’s role in creating jobs, driving innovation, and increasing productivity. With global AI investments rising, the strategic value of data integrity becomes even clearer.
In 2025, businesses that enhance data trust will lead successful AI adoption and improve performance. Organisations that prioritise secure, accurate, and transparent data will protect their operations while unlocking new opportunities for growth and innovation.
There is no substitute for data you can trust. How is your organisation ensuring data integrity in an AI-driven world? By investing in strong governance, ethical AI practices, and continuous upskilling, businesses can turn data challenges into competitive advantages in an increasingly digital world.
The Right Conversation Can Change Everything. Let’s Talk.
by Atiya Sheikh | Feb 7, 2025 | Board Members, Board Trustees, CEO, CFO, COO, CIO, Heads of Divisions, Human Resources (HR), Leadership Development, Middle Managers, News & Articles, Non-Executive Board Members
Working across multiple countries, I have seen first-hand how organisations perceive themselves as digitally prepared. However, despite rapid advancements, many businesses and employees are still not ready for the demands of a truly digital-first world. The gap between perception and reality remains wide, with technology often outpacing workforce readiness.
The Hidden Digital Divide: Why Your Workforce Isn’t as Ready as You Think
Technology is no longer a competitive advantage—it is a necessity. However, a surprising disconnect exists. Many organisations believe they are digitally equipped, but research from Virgin Media O2 Business and the Centre for Economics & Business Research (Cebr) reveals that only a fraction truly harness technology to empower employees and improve productivity.
The Cost of Falling Behind
The consequences of digital stagnation are significant. Between 2021 and 2023, the UK economy missed out on an estimated £111 billion in turnover due to digital inefficiencies. But this issue is not limited to the UK. Across the globe, nations that lag in digital transformation risk economic decline, lower workforce productivity, and reduced global competitiveness.
A Global Challenge with High Stakes
Governments and businesses worldwide recognise the urgency of digital transformation. Some nations have launched large-scale initiatives to bridge the skills gap and improve their position in the digital economy:
- Nigeria’s 3 Million Technical Talent (3MTT) Programme aims to train three million digital specialists by 2027, preparing the country to become a key exporter of tech talent.
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In Kenya, AI-driven agricultural tools such as PlantVillage and Virtual Agronomist have significantly increased farming productivity by providing precise recommendations on fertilisation, pest control, and soil health.
While these initiatives show how digital investment can drive growth, some nations still struggle with digital adoption despite high technological penetration. For instance, the GSMA Report on South Africa’s Digital Economy highlights that despite high mobile and internet access, the country still faces slow digital adoption in industries outside finance and telecommunications. Access to digital tools alone does not guarantee transformation. Businesses must integrate technology into their workflows and build a workforce capable of leveraging digital advancements.
What obstacles are holding them back, and what steps can they take to accelerate adoption?
Why Digital Transformation Stalls: Barriers to Adoption
Despite investment in digital tools, many companies fail to unlock their full potential due to key obstacles:
- Cultural Resistance – Employees who are used to traditional workflows often see digital transformation as a threat—whether in the form of increased workload, job displacement, or unfamiliarity with new tools.
- Legacy Systems & Outdated Infrastructure – Many organisations rely on outdated technology that stifles innovation. Without proper integration, new tools can create inefficiencies rather than solve them.
- Lack of Leadership Alignment – Digital transformation requires strong leadership commitment. If executives do not support digital adoption, employees are less likely to engage.
- The Digital Skills Gap – A recent Department for Education Employer Skills Survey (2024) found that nine in ten UK businesses struggle with skills shortages, particularly in entry-level positions (32% of the gap) and technical fields (29%). Alarmingly, the proportion of businesses considering training programmes has dropped from 60% in 2024 to 54% in 2025 due to financial constraints and lack of awareness.
The digital skills gap is estimated to cost the UK economy £63 billion annually. 18% of UK adults (7.5 million people) lack essential workplace digital skills, with 1.9 million unable to perform any basic digital tasks at work. These figures highlight the pressing need for sustained digital training initiatives.
Steps to Accelerate Digital Transformation
Organisations must take a people-first approach to digital transformation. Here’s how:
1. Lead with Clear Goals – Digital transformation is about people, not just technology. Employees are more likely to embrace change when they understand how digital tools align with organisational goals. Leaders must clearly communicate the purpose behind digital initiatives and ensure alignment across teams.
2. Invest in Digital Skills – One-off training sessions are ineffective. Organisations must embed ongoing digital learning into their culture. This includes:
- Prioritising digital literacy at all levels, from entry-level staff to executives.
- Offering on-demand training in emerging technologies such as AI, cloud computing, and cybersecurity.
- Partnering with educational institutions and online platforms to upskill employees cost-effectively.
3. Encourage Experimentation – A digital workforce needs space to innovate. Companies should:
- Encourage employees to test and experiment with new tools.
- Provide safe environments for digital experimentation and feedback.
- Recognise and reward employees who adopt digital-first approaches.
4. Improve Digital Communication & Collaboration – Remote and hybrid work requires strong digital collaboration. Ensuring that employees are comfortable using tools like Microsoft Teams, Slack, and AI-driven communication platforms can boost efficiency and teamwork.
Aligning Digital Tools with Business Goals
Technology is only effective when supported by a strong strategy. Businesses can maximise their digital investments by:
- Reviewing Digital Tools: Many organisations accumulate unnecessary digital tools. A tech audit can streamline processes and reduce costs.
- Encouraging Collaboration Across Departments: Digital adoption should not be limited to IT teams. Engaging all departments ensures widespread transformation.
- Tracking Progress: A data-driven approach helps businesses adapt their digital strategy. Employee feedback and performance metrics ensure long-term success.
A Future-Ready Workforce Starts with Leadership
Closing the digital divide requires leadership commitment. CEOs, CIOs, and senior executives must not only support digital transformation but actively engage in it. Organisations that build a digital-first culture will gain a competitive edge, increase efficiency, and drive growth.
The digital future is here—is your workforce ready?
The Right Conversation Can Change Everything. Let’s Talk.
Sources
by Atiya Sheikh | Feb 7, 2025 | Board Members, Board Trustees, CEO, CFO, COO, CIO, Emerging Leaders, Heads of Divisions, Human Resources (HR), Leadership Development, Middle Managers
Harnessing Generative AI for Innovation, Efficiency, and Growth
In the fast-evolving landscape of digital transformation, businesses are constantly seeking new ways to gain a competitive edge. One of the most transformative technologies of our time is Generative Artificial Intelligence (Gen AI). While AI has been a game-changer for years, the rise of Gen AI is opening unprecedented opportunities for business leaders to drive innovation, improve efficiency, and create new revenue streams. But to unlock its full potential, organisations must move beyond experimentation and strategically integrate Gen AI into their core business operations.
The Strategic Imperative of Gen AI
Gen AI is not just another technological trend—it is a fundamental shift in how businesses can generate content, automate decision-making, and enhance human capabilities. A 2024 survey by McKinsey revealed that 65% of organisations are now regularly utilising Gen AI, nearly doubling from the previous year (mckinsey.com).
Key Areas Where Gen AI Delivers Value
- Enhanced Productivity & Efficiency
- Automating repetitive tasks, such as report generation and data analysis, reduces manual workload and increases operational efficiency.
- AI-powered virtual assistants streamline administrative functions, allowing employees to focus on strategic priorities.
- Innovation & Creativity
- Gen AI can generate new ideas, designs, and content, enabling businesses to scale creativity while maintaining quality.
- It accelerates product development by simulating scenarios and predicting outcomes before actual investments are made.
- Customer Experience Transformation
- AI-driven personalisation enables businesses to create hyper-customised experiences for customers.
- Advanced chatbots and virtual agents provide 24/7 customer support, improving response times and satisfaction.
- Data-Driven Decision-Making
- AI-powered analytics provide actionable insights, helping leaders make informed strategic decisions.
- Predictive modelling and forecasting allow businesses to anticipate market trends and customer behaviours more accurately.
- Revenue Growth & New Business Models
- AI-generated content and automated services enable businesses to scale without proportional increases in costs.
- New business models, such as AI-as-a-Service, open additional revenue streams for enterprises willing to invest in AI capabilities.
Overcoming Challenges in Gen AI Adoption
Despite its potential, the implementation of Gen AI comes with its own set of challenges, including ethical considerations, data privacy concerns, and resistance to change. To overcome these barriers, business leaders must:
- Develop a Clear AI Strategy: Align AI initiatives with business goals to ensure focused and measurable outcomes.
- Invest in Talent & Training: Equip employees with AI literacy and foster a culture of innovation.
- Ensure Responsible AI Use: Establish ethical guidelines and transparency frameworks to mitigate risks related to AI-generated content.
- Leverage a Hybrid Model: Combine human expertise with AI capabilities to maximise efficiency without compromising quality.
The Road Ahead
Gen AI is not a futuristic concept—it is here, and it is transforming businesses today. AI spending surged to $13.8 billion in 2024, more than six times the $2.3 billion spent in 2023, signalling a shift from experimentation to execution (menlovc.com). Furthermore, for every £1 organisations invest in generative AI, they are realising an average of £3.70 in return, highlighting the tangible benefits of strategic AI integration (blogs.microsoft.com).
Leaders who embrace AI-driven transformation with a strategic mindset will be at the forefront of their industries. By identifying high-impact use cases, fostering a culture of AI adoption, and investing in the right talent and infrastructure, organisations can unlock the full value of Gen AI and drive sustainable growth.
The time to act is now. Are you ready to harness the power of Gen AI for your business transformation?
by Atiya Sheikh | Jun 17, 2024 | Awards
We celebrate Joy Maitland’s remarkable achievements and her recognition as a Member of the Order of the British Empire (MBE) in the King’s Birthday Honours 2024. She received this honour for her outstanding services to business and charity. This accolade reflects Joy’s commitment to making a positive impact, embodying her motto: ‘Be the difference that makes the difference.’
Career and Leadership Development
Joy’s career is a tapestry of dedication to personal and professional development. Her journey began in senior leadership roles where she recognised the untapped potential of junior staff, creating leadership development programmes that have since become a hallmark of her approach. Joy’s natural empathy and ability to connect with others have been instrumental in nurturing talent and encouraging growth.
Transformative Programmes and Initiatives
During her time as Board Member and Head of Leadership Development at the Amos Bursary, Joy created a transformative four-and-a-half-year programme that empowered young people of African and Caribbean heritage. Her initiatives, including launching the ‘Beyond Outstanding’ summer programme with Imperial College London and organising international work placements in New York, broke barriers and built confidence. Joy’s key role in the Bursary’s success earned her the title “keeper of the brand” from founder Colleen Amos.
Influence Across Organisations
Joy’s influence extends to numerous organisations. As Vice Chair of the Ekaya Housing Association, she worked with staff and other board members to champion affordable housing and community development. Her contributions to the Institute of Leadership, where she became the first black trustee in its 70-year history, and currently as Vice Chair at Plane Saver Credit Union—a leading financial cooperative —underscore her commitment to financial wellbeing and ethical practices. By assisting Code Your Future in launching their mentoring programme and supporting the leadership team as a volunteer, Joy is proud to have contributed to the charity’s mission of transforming lives through technology education.
Inemmo’s Impact
One of Joy’s proudest contributions is the Diploma Programme her company, inemmo, runs on behalf of the Cayman Islands government. This initiative aims to empower citizens to rise to the top of government and industry, reflecting Joy’s belief in the importance of nurturing local talent and leadership.
The multi-award-winning Inemmo, established by Joy in 2005 and an acronym for INspire, EMpower, and MOtivate, aims to be a catalyst for transformative leadership. The company is dedicated to empowering leaders with the skills, mindset, and courage to drive meaningful change and create a lasting impact. Since 2016, Inemmo has partnered with Lumina Learning to bring progressive professional employee recruitment and development tools to businesses in East and West Africa, significantly enhancing their talent acquisition and growth strategies.
Author and Advocate
In addition to her practical contributions to leadership, Joy is also an accomplished author. Her book, From Alpha to Zen: Leadership for a Brave New World, offers insightful guidance on cultivating effective leadership qualities. It provides readers with a roadmap to develop the skills and mindset necessary for driving meaningful change and creating a lasting impact in today’s dynamic business environment.
Commitment to Diversity and Inclusion
Diversity and inclusion are cornerstones of Joy’s philosophy. She tirelessly advocates for equitable representation, knowing that true creativity and innovation stem from diverse perspectives. Yet, she acknowledges the significant work still needed to achieve this vision, particularly in addressing systemic racism and ensuring minority representation in leadership.
Focus on Startups and Young Leaders
While Inemmo collaborates with many notable companies, it is the work with startups and young leaders that particularly motivates Joy. She is honoured and proud of these efforts, knowing they ensure not only growth but sustainability. Joy coaches leaders to ride the waves of adversity, build resilience, and take time to appreciate and celebrate their own unique gifts.
A Collective Honour
Joy’s receipt of an MBE is not just an individual honour but a collective celebration of all those she has inspired and uplifted. It is a call to continue her mission of cultivating self-aware, collaborative leadership and creating environments where everyone can thrive.
Legacy of Empowerment
Joy Maitland’s legacy is one of empowerment, resilience, and unwavering service to others. Her work, both in the UK and internationally, and through powerful initiatives like her virtual ‘Leading in Lockdown’ seminars during the pandemic, exemplifies her boundless dedication.
We congratulate Joy Maitland MBE on this well-deserved honour and look forward to her continued contributions to making the world a better place. Joy, your passion and perseverance inspire us all to ‘Be the difference that makes the difference.’
