Knowledge Intensive Services
When leaving feels easier than moving, internal mobility is broken.
If it is easier for someone to get hired by a competitor than move inside their own company, internal mobility is not working.Large organisations often say they want to retain talent, build career paths and promote from within.The problem is that employees experience something different...
Internal mobility fails when internal interviews feel less fair than external ones.
Internal mobility is not just a retention strategy. It is a trust test.Growing companies often talk about developing people from within.The intention is right. Employees want to see a future inside the business. Hiring managers want people who already understand the company. People team...
Culture does not scale through vibes but through processes.
Process does not kill culture. Weak process lets culture become whatever the loudest person in the room says it is.Early-stage companies often treat informality as part of their identity.Everyone knows how the business works. People communicate directly. Decisions happen quickly. The fo...
Fast hiring fails when speed outruns evidence you can trust.
Hiring fast is not the problem. Hiring fast with weak evidence is.Startups are often told to move quickly, hire quickly and scale before the market moves on.That pressure is real. Open roles slow product delivery. Founders carry too much. Teams stretch beyond capacity. A missing hire ca...
Scale-ups do not need a harsher talent bar. They need a clearer one.
A high talent bar is not about being harder on candidates. It is about being clearer on what the company actually needs.Every scale-up says it wants to hire brilliant people.Very few have a clear enough process to protect that standard when growth pressure hits.A team needs to hire quic...
Scale-ups hire middle managers too late because the signals are unclear
Flat teams feel fast until every decision starts waiting for the same few people.Startups often begin with a strong dislike of hierarchy.That makes sense. Small teams need speed, trust and direct communication. People sit close to the problem. Founders can speak to everyone. Decisions h...
Round One - Email: Can Copilot Help Your Outlook Woes?
When I think about Microsoft Outlook, and especially trying to find an email, I feel it's like I'm in the realms of impossibility.No matter what keyword I type, no matter what phrase I try to search for, it seems that Outlook puts everything in its path to stop me trying to find the cor...
Deloitte strengthens Cambridgeshire leadership with partner promotions
Deloitte has boosted its senior ranks in Cambridge with two new partner appointments, part of the firm’s annual promotions round-up. ...
Technical interviews lose talent when they test the wrong thing
A technical interview should show how someone thinks, builds and works with others. Too many still test how well they perform under artificial pressure.Technical hiring is one of the hardest parts of scaling a startup.The stakes are high. A strong engineer can lift the whole team. A wea...
First hires do not break startups. Unclear hiring evidence does.
Early hiring mistakes rarely look like mistakes at the time. They feel like speed, trust and founder instinct.In the first stage of a startup, hiring is personal.Founders look for people who can cope with uncertainty, move quickly, care deeply and help turn a fragile idea into a working...