by Atiya Sheikh | Oct 24, 2025 | Board Members, Board Trustees, CEO, CFO, COO, CIO, Emerging Leaders, General Managers, Heads of Divisions, Junior Managers, Leadership Development, Managing Directors, News & Articles, Senior Managers
Incremental improvement is no longer enough. Let’s explore how leaders can reimagine value creation, embrace experimentation, and lead business model reinvention with clarity and courage.
The question every leadership team should be asking
If we had to start this business again today, would we build it the same way? For many leaders, the honest answer is no. Markets, technologies, and expectations have changed. Yet many organisations keep polishing yesterday’s model, hoping tomorrow will reward it. Incremental change feels safe. Exponential reinvention feels risky. But standing still is riskier still.
The illusion of progress
It is easy to look busy while falling behind. Upgrading systems, tweaking structures, launching add-ons — all signs of activity, not necessarily evolution. If your core way of creating value has not changed, you are not innovating; you are optimising the past. Reinvention begins when leaders ask,
“What business are we really in, and what business should we be in next?”
The signs it is time to rethink
Business model fatigue often shows up quietly:
- Margins erode despite rising sales.
- Decisions slow down.
- Teams protect the status quo instead of exploring what is possible.
When these patterns appear, it is time to reimagine, not just refine.
Reinvention is renewal, not disruption
Reinvention does not mean destroying what exists. It means rediscovering what gives your organisation life and extending it into the future. It could be shifting from ownership to access, from selling products to offering experiences, or from competition to collaboration. Whatever the form, it begins with curiosity.
The leadership challenge: creating space for possibility
Innovation rarely dies from lack of ideas; it dies from lack of permission.
Leaders set the tone. When every risk is punished, people play small.
When experimentation is valued, imagination returns.
Reinvention thrives where leaders replace certainty with curiosity.
A simple framework for renewal
- Identify where your model is under strain.
- Envision a future-fit approach to value creation.
- Pilot quickly, learn fast, adjust often.
- Build governance that rewards insight, not only outcomes.
This process turns reinvention into a disciplined practice rather than a desperate leap.
The human side of exponential growth
Behind every transformation is trust. People must believe that change builds on what they have achieved, not erases it. Leaders who honour the past while inviting the future create a sense of shared ownership. They communicate openly, involve teams in shaping the “how,” and celebrate learning, not just results. Because reinvention is powered by belief, not just capital.
A final reflection
Incremental change polishes what exists. Exponential change reimagines what is possible. Both have value, but only one prepares an organisation for the future. The leaders who will define the next decade are those who can balance stability with boldness.
Ask your leadership team,
“If we were starting again today, what would we do differently — and what stops us from doing it now?”
That single question could open the door to your organisation’s next chapter.
The Right Conversation Can Change Everything. Let’s Talk.
by Atiya Sheikh | Oct 24, 2025 | Board Trustees, CEO, CFO, COO, CIO, General Managers, Heads of Divisions, Non-Executive Board Members, Senior Managers
As artificial intelligence reshapes business, the real question is no longer can we innovate but should we? Let’s explore what ethical leadership looks like in the age of AI — and why integrity may be your organisation’s most powerful differentiator.
Let us start with a question
How many leadership conversations about AI begin with excitement and end with uncertainty? We talk about efficiency, automation, and scale. But somewhere in the middle, a quiet question emerges: “Are we sure this is right?” That question rarely makes it to the PowerPoint. Yet it is the question that will define the next generation of leaders — those who understand that innovation without integrity is unsustainable.
The tension every leader feels right now
If you lead a business today, you are probably under pressure to innovate faster than ever. Clients expect it. Investors demand it. Competitors flaunt it. But innovation is no longer just a technological race; it is an ethical one. Every decision — from how we use data to how we automate — touches human lives in visible and invisible ways. The hard truth? Moving fast is easy. Moving fast and responsibly is leadership.
The real cost of “move fast and break things”
It sounds clever until it is your brand’s reputation, your employee’s job, or your customer’s privacy that breaks. Organisations have learned this lesson the hard way: algorithmic bias, data misuse, over-reliance on automation. It is not malice; it is momentum — innovation running faster than reflection. And when trust is lost, no technology can restore it.
What ethical leadership looks like in practice
It is simpler and harder than we think.
- Ask the purpose question early. Why are we doing this? Efficiency is good, but is it right?
- Keep humans in the loop. Technology should enhance judgement, not replace it.
- Make ethics visible. Discuss it in board meetings, team briefings, and reviews.
- Reward integrity. Celebrate those who raise uncomfortable but necessary questions.
A conversation that belongs at the top table
Ethical leadership is not the compliance team’s job. It is the leadership team’s shared responsibility. When ethics is treated as an afterthought, we react. When it becomes part of strategy, we lead. Imagine every innovation meeting starting with one simple question:
“If this goes perfectly well, who benefits — and who could be left behind?”
That question reframes risk, fairness, and impact better than any policy ever could.
The human side of innovation
Behind every algorithm sits a set of assumptions — written by humans, shaped by culture, and amplified by systems. That is why ethical leadership begins with self-awareness. Leaders who understand their own values and biases make wiser choices. They build cultures where teams feel safe to ask, “Is this the right call?” rather than, “Will this hit the target?”
The shift from rules to conscience
Ethical frameworks are useful, but conscience is powerful. Regulations prevent wrongdoing; values inspire right-doing. And in an age where AI can replicate skill but not judgement, conscience is the leader’s competitive edge.
A closing reflection
We used to ask: Can we do it? The more urgent question now is: Should we — and how? As innovation accelerates, so must our capacity for reflection. Leaders who balance speed with integrity will define what responsible innovation truly means. So, next time your team celebrates a new digital breakthrough, pause and ask:
“What would integrity look like here?”
That single question might be your most important innovation this year.
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 Joy Maitland | Mar 1, 2025 | Board Members, Board Trustees, CEO, CFO, COO, CIO, Heads of Divisions, Managing Directors, News & Articles, Non-Executive Board Members, Senior Managers
Bold ideas and visionary leaders may capture headlines, but real organisational transformation emerges from the intricate web of new and evolving relationships.
Embracing Complexity: A Smarter Approach to Business Transformation
Transformation is often framed as a bold vision driven by senior leadership, executed through structured plans. Yet in today’s volatile business environment, this approach falls short. Real change does not come from rigid strategies but from the interplay of relationships, systems, and emerging opportunities. Leaders who embrace complexity rather than resist it will unlock new levels of agility, adaptability, and innovation.
The Flaw in Traditional Transformation Thinking
Many leaders assume transformation is best achieved through top-down control—a defined roadmap with clear milestones. While structure has its place, this approach underestimates the reality of complex organisations: change is non-linear, unpredictable, and shaped by countless interactions across teams, departments, and stakeholders.
Relying solely on executive directives often leads to missed opportunities and resistance. Employees on the front lines understand operational challenges and customer needs in ways that leadership alone cannot. When transformation efforts engage diverse perspectives and allow adaptive decision-making, organisations become more resilient and responsive.
Why Complexity is an Advantage
Businesses today operate in interconnected systems—supply chains, markets, and workforces that evolve continuously. Attempting to control every variable is futile. Instead, leaders should focus on enabling conditions where change can emerge organically.
A company that integrates feedback loops, cross-functional collaboration, and iterative learning creates agility at all levels. This allows teams to pivot when faced with unexpected challenges rather than being constrained by rigid plans. Complexity is not a barrier; it is a source of strength for organisations that build adaptability into their culture.
Leadership: From Control to Enabling Change
Effective leaders in complex environments shift from directing to empowering. Instead of imposing a fixed agenda, they:
- Set a clear vision, but allow flexibility in execution
- Encourage open collaboration across functions to surface innovative solutions
- Support a culture of learning, where feedback informs strategy
- Break down silos, ensuring that transformation is a shared responsibility
This leadership approach does not mean stepping back—it means creating the right conditions for transformation to thrive.
Building Agility Into Strategy
Rigid, one-size-fits-all strategies no longer work in dynamic environments. Instead, organisations should:
- Treat plans as adaptable frameworks, not static roadmaps
- Test and iterate—small-scale pilots can uncover unexpected insights
- Balance structure with flexibility, allowing teams to adjust based on real-time challenges
Business transformation is not a single event—it is a continuous process shaped by relationships, learning, and adaptability. Leaders who recognise the power of complexity will build organisations that not only survive change but thrive because of it. The challenge is not to eliminate complexity but to harness it.
Is your organisation structured for control—or for adaptability?
The Right Conversation Can Change Everything. Let’s Talk.
by Joy Maitland | Feb 10, 2025 | Board Members, Board Trustees, CEO, CFO, COO, CIO, Heads of Divisions, Leadership Development, Managing Directors, News & Articles, Non-Executive Board Members, Senior Managers
In a world where technology is advancing rapidly, leaders must decide: Will they lead or follow? Artificial intelligence (AI) is reshaping industries and competition. The latest investments by tech giants show the need for businesses to embrace innovation. But innovation is not just for executives or research teams. It can come from anyone in an organisation.
The AI Investment Race: A Lesson in Leadership
Amazon is the latest company to reaffirm its commitment to AI. CEO Andy Jassy announced that Amazon’s £26.3 billion capital expenditure last quarter is a good estimate for 2025. Most of that funding will go towards AI infrastructure for Amazon Web Services (AWS). Jassy believes AI will transform applications, making it as fundamental as computing, storage, and databases.
Amazon is not alone. Microsoft plans to invest £80 billion in AI data centres in 2025. Meta will spend up to £65 billion, mainly on AI research and development. Alphabet, Google’s parent company, will invest £75 billion, exceeding expectations. OpenAI has also outlined a £500 billion infrastructure project to push AI forward.
Challenging the Norm: Innovation from Unexpected Places
Despite these massive investments, recent events show that leadership in AI is not just about spending large sums. A Chinese startup, DeepSeek, recently claimed to have developed a competitive AI model for just £5.6 million. While some industry leaders question this, it highlights an important fact: innovation is not limited to tech giants. Smaller, agile organisations can challenge the status quo and think differently.
This is a reminder for business leaders in all sectors. The next big breakthrough could come from a mid-level manager spotting an opportunity. It could be a frontline employee identifying inefficiencies. It could be a team rethinking old ways of working. Companies that create an environment where employees at all levels can contribute ideas will be the ones that lead.
What Does This Mean for Your Business?
The AI revolution is not just for Silicon Valley. It is a strategic priority for businesses everywhere. The real question is not whether to invest in AI, but how to use it effectively. More than financial commitment, it requires strong leadership, openness to ideas, and a readiness to embrace change.
Leaders should consider:
- Do we encourage employees to contribute innovative ideas?
- Are we agile enough to adapt to new opportunities?
- Are we actively exploring AI applications in our industry?
- Are we willing to challenge old ways of doing business?
Final Thoughts: Lead, Don’t Follow
History shows that leaders in innovation are not always those with the biggest budgets. They are the ones with the boldest vision. While Amazon, Microsoft, Meta, and Google are investing heavily, real game-changers may come from unexpected places. Leadership is about setting trends, not following them.
At Inemmo, we work with middle to senior leaders worldwide, helping them navigate change. Whether in technology, finance, healthcare, or another field, the key question remains: Are you leading the way, or waiting for others? The future belongs to those willing to innovate. Will that be you?
The Right Conversation Can Change Everything. Let’s Talk.
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