by Atiya Sheikh | Aug 12, 2025 | All Employees, Board Members, Board Trustees, CEO, CFO, COO, CIO, Emerging Leaders, Heads of Divisions, Human Resources (HR), Leadership Development
The Future-Ready Leader: AI, Market Trends, and Continuous Learning
(If you are waiting for a “perfect moment” to learn about AI, you are already behind)
Here is a leadership myth that needs to die:
“I will learn about that once things settle down.”
Spoiler: things will not settle down. The market will keep shifting. AI will keep accelerating. And your competitors will keep experimenting while you are “waiting for the right time.”
What the world’s movers are doing
Goldman Sachs is in its 20th year of the Vice President Leadership Acceleration Initiative (VPLAI) — a programme deliberately designed to grow leaders who can adapt to market shifts in real time. Continuous learning is not a side project. It is the operating system. (Goldman Sachs source)
The Economist highlights that trust and transparency are now as important in tech adoption as the tech itself — because you cannot lead people into a digital future if they do not trust your map.
McKinsey’s research shows that leaders who actively engage with new technologies and market trends are far more likely to translate change into growth rather than disruption. And Gallup’s leadership data is clear: leaders who role-model learning behaviours increase team engagement and innovation capacity by double digits.
If you want to be future-ready, stop “keeping up” and start “getting ahead.” Try this:
- Block “market hours” in your diary – Not for meetings, but for structured scanning of AI tools, competitor moves, and industry reports. Treat it as non-negotiable.
- Run live experiments – Pick one emerging tool or trend each quarter and pilot it in your team. The point is not perfection — it is building muscle for change.
- Make learning visible – Share what you are learning (and struggling with) in your leadership meetings. When leaders are learners, it normalises curiosity.
- Teach forward, not backward – Instead of endlessly reporting on last quarter’s performance, dedicate time each month to explore scenarios for the next two years.
The uncomfortable truth
If your leadership skills are not evolving as fast as the market, you are not leading — you are managing yesterday. The organisations that will win the next decade will be led by people who treat learning as a daily discipline, not an annual retreat topic.
So ask yourself: When my team looks at me, do they see someone preparing them for the future, or someone perfectly equipped for a world that no longer exists?
The Right Conversation Can Change Everything. Let’s Talk.
by Joy Maitland | Aug 12, 2025 | All Employees, Board Members, Board Trustees, CEO, CFO, COO, CIO, Emerging Leaders, General Managers, Heads of Divisions, Human Resources (HR)
Strategic Visibility: Turning Plans into Shared Roadmaps
(If your strategy only lives in the boardroom, you do not have a strategy — you have a secret)
Let me guess: somewhere in your organisation, there is a beautifully formatted strategy document sitting on a shared drive that only a handful of people have opened. And you think that is fine, because “not everyone needs to know everything.”
Here is the uncomfortable truth: when your plans are invisible to most of your people, you are not protecting them from overload. You are depriving them of alignment.
Gallup’s 2025 data makes the case in blunt numbers:
- Only 47% of employees strongly agree they know what is expected of them at work.
- Overall engagement is hovering at 32%.
(Gallup source)
And here is the kicker — when leaders communicate clearly, inspire confidence in the future, and share progress openly, 95% of employees fully trust them. (Gallup source)
Visibility is not just about ‘keeping people informed.’
It is about inviting them into the journey, not as passengers but as navigators. Because when people can see the route, they can adjust their own work to get you there faster.
Try these counter-intuitive visibility moves:
- Post the messy version – Share transformation drafts, not just the final polished roadmap. Let your teams see how strategy evolves and where they can shape it.
- Show the scoreboard – Create a living dashboard that updates in real time, visible to everyone, not just the C-suite.
- Name the risks – Publish the top three uncertainties you are facing. Watch how quickly people start solving them when they are not hidden.
- Shrink the updates – Instead of an annual “state of the nation” presentation, do a five-minute weekly progress video. Short, sharp, human.
Why most leaders resist this:
They fear that showing too much will cause distraction, dissent, or panic. The irony? The opposite is true. When people cannot see the plan, they make up their own — and those versions are rarely flattering or aligned with reality.
Your strategy should be like a shared map, not a locked safe. When every team member can see where you are heading, what has been achieved, and what is next, you get alignment without micromanagement, accountability without coercion, and trust without spin.
So, ask yourself: If I dropped into the break room today and asked any random person to explain our top three priorities, would I like the answer? If not, your roadmap might be beautiful — but it is still hidden.
The Right Conversation Can Change Everything. Let’s Talk.
by Joy Maitland | Aug 12, 2025 | All Employees, Board Members, Board Trustees, CEO, CFO, COO, CIO, Emerging Leaders, General Managers, Heads of Divisions, Human Resources (HR), News & Articles
Balancing Excellence with Sustainability
(Because “high performance” should not mean “high casualties”)
Here is the paradox no one in the boardroom wants to talk about:
Your relentless push for excellence might be the very thing eroding it.
We glorify high standards. We applaud the extra mile. We celebrate the hero who answers emails at 1:00 a.m. But excellence without sustainability is like running a Formula 1 car at top speed without ever changing the tyres — it looks impressive until it does not finish the race.
What the data says
McKinsey’s “Performance through People” research shows that the top-performing companies (“P + P Winners”) do not just demand results — they design systems where employee autonomy, clear challenge from leaders, and inclusive, supportive workplaces all coexist. This combination outperforms high-pressure, low-support environments on both revenue growth and retention.
Goldman Sachs offers an old-school example with a modern twist: their apprenticeship model couples intense performance expectations with coaching, mentoring, and long-term talent development. That mix keeps people sharp and standing.
The uncomfortable truth:
Many leaders think they are building excellence when, in fact, they are building exhaustion. Burnout is not a badge of honour — it is a business risk. The World Health Organization recognises burnout as an occupational phenomenon because it directly undermines performance, creativity, and health.
Three ways to rewrite the playbook:
- Bake recovery into delivery – Treat downtime as part of the performance cycle, not a guilty pleasure.
- Prioritise in public – Share openly what will not be done this quarter so teams know you mean it when you say “focus.”
- Share ownership of excellence – Stop making quality the responsibility of a handful of perfectionists. Train every team member to own standards — and make it safe to flag when those standards are at risk.
Why this matters more than you think
A culture that matches high standards with pacing, wellbeing, and scenario planning sends a signal: We win the long game. And that is where true competitive advantage lives.
The question to wrestle with: If your team sustained your current pace for the next 24 months, would you still have the same people — and the same quality — at the end of it? If you hesitate, your “excellence” might already be unsustainable.
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 Joy Maitland | Jan 20, 2025 | Board Members, Board Trustees, CEO, CFO, COO, CIO, Heads of Divisions, Human Resources (HR), Leadership Development, Middle Managers, Non-Executive Board Members
Achieving sustainable profitability remains the ultimate goal for leaders across industries. However, translating this ambition into consistent growth can be challenging. Research consistently shows that only a small fraction of companies manage to sustain above-GDP growth over extended periods.
While many leaders believe they have adopted a growth-oriented mindset, recent findings reveal a disconnect between aspirations and the actions required to drive tangible results. According to a recent McKinsey report, only one in ten companies maintain above-market growth for more than three decades. A survey of over 500 executives highlights gaps in time spent on long-term growth, resource allocation, and confidence in talent strategies—key barriers to achieving sustained success.
Key Insights from Inemmo’s Leadership Expertise, Supported by Research:
Time Allocation for Long-Term Growth: Leaders often spend insufficient time on long-term strategies, focusing instead on short-term results. McKinsey reports that only 29% of leaders dedicate at least 30% of their time to long-term initiatives. In contrast, high-growth organisations prioritise these strategies.
Resource Allocation: Organisations that continue to invest in growth during volatile periods significantly outperform competitors. McKinsey’s findings show that companies prioritising long-term initiatives often generate higher revenues, even amid economic turbulence.
Talent and Technology Gaps: High-performing organisations close the talent gap by investing in recruitment, upskilling, and aligning their workforce with strategic goals. However, fewer than 8% of surveyed executives expressed confidence in their organisation’s talent planning, underscoring an urgent need for improvement.
Five Strategies to Cultivate a Growth Mindset:
1. Prioritise Long-Term Vision
At Inemmo, we emphasise the importance of balancing short-term performance with long-term planning. Leaders must allocate time and resources to exploring innovative solutions that fuel sustainable growth. McKinsey highlights that leaders who align their actions with ambitious, long-term goals often outperform their peers.
Inemmo’s recommendation: Schedule quarterly growth strategy reviews that involve cross-functional teams. Use these sessions to assess progress, identify emerging opportunities, and make bold yet informed decisions.
2. Act Boldly on Growth Opportunities
Embracing boldness means being willing to innovate, even in uncertain times. McKinsey’s research shows that 83% of outperforming leaders encourage experimentation and are willing to take calculated risks, yet only 47% act decisively during periods of volatility. At Inemmo, we help leaders move from caution to action, enabling their teams to test new ideas quickly and respond to market changes effectively.
Inemmo’s recommendation: Establish a rapid ideation and prototyping process to encourage teams to experiment with growth ideas. Highlight and reward initiatives that challenge conventional thinking.
3. Engage Deeply with Your Customers
Companies that prioritise the customer experience consistently outperform their peers in revenue growth. According to McKinsey, 63% of leaders cite customer feedback as a key source of growth ideas, yet only 15% incorporate it into decision-making. At Inemmo, we help leaders ensure customer insights are central to their strategies, translating feedback into real value.
Inemmo’s recommendation: Use qualitative and quantitative methods—such as interviews, surveys, and data analytics—to gather actionable customer insights. Implement feedback loops to adapt strategies in real-time.
4. Build High-Performing, Growth-Focused Teams
Talent is the foundation of growth. McKinsey highlights a significant disconnect between recognising the importance of talent and taking credible steps to secure it, with 69% of leaders identifying capability gaps in their organisations. Inemmo works with leaders to bridge these gaps by identifying high-potential employees, nurturing their development, and aligning teams with growth objectives.
Inemmo’s recommendation: Create customised development plans for key talent, focusing on equipping them with skills to drive growth. Use mentoring programmes to transfer knowledge and strengthen team capabilities.
5. Execute Plans with Precision
While growth often requires bold decisions, successful execution depends on precision and clarity. McKinsey’s research shows that leaders of high-growth companies consistently monitor the performance of their initiatives while leveraging technology to streamline execution. At Inemmo, we support leaders in creating robust implementation frameworks that ensure every initiative is properly resourced and executed efficiently.
Inemmo’s recommendation: Define measurable outcomes for each growth initiative and monitor them closely. Use project management tools to track progress and maintain accountability across teams.
Achieving sustainable growth requires leaders to bridge the gap between ambition and action. By adopting Inemmo’s tailored strategies—prioritising vision, acting boldly, listening to customers, building high-performing teams, and executing with precision—leaders can position their organisations for long-term success. Supported by McKinsey’s research, these approaches not only enhance agility but also ensure resilience in navigating complex business landscapes.
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