At our AI Reality Check roundtable, we gathered senior leaders from financial services, media, pharmaceuticals, law and consulting to tackle the hard questions about what’s working, what’s failing and why. 

The 70% problem 

Let’s start with the uncomfortable truth: 70% of AI projects fail in their first year. That’s not a technology problem. It’s an expectation problem. 

Ollie Whiting, CEO of La Fosse, put it in historical context. The desktop PC took over a decade to achieve meaningful productivity gains. The web followed a similar pattern. We’re four years into the AI revolution and somehow expecting instant transformation. 

“The impatience of boards, investors and shareholders to get ROI over the line in such a short space of time is one of the key reasons for failure. We’re letting history repeat itself and wandering a bit blindly into this.” 

Who actually owns AI governance? 

Ask ten organisations who’s responsible for AI governance and you’ll get ten different answers. Legal thinks they own it. Security thinks they own it. The CTO wants centralised control. Individual business units are just getting on with it. 

The roundtable revealed a common pattern: ambitious governance forums that aim to track every AI initiative, but reality falling short. As one participant from Pacific Life Re put it, the intention is good but the execution is fragmented. Different territories have different regulatory understandings, and when something goes through legal and compliance first, the immediate answer is often no. 

The Guardian’s Chief AI Officer, shared their approach: principles first, product second, monitoring third. They’ve published AI principles, built governance into their product development and continuously take the temperature of both staff and readers. Media organisations face particular scrutiny, with readers anxious to know whether AI is involved in journalism. 

The AI veneer is cracking 

Remember when every company rushed to build mobile apps in the early 2010s? Those apps were essentially mobile websites, and they quickly revealed all the cracks in back-end infrastructure. Five years of data infrastructure spending followed. 

We’re about to see the same pattern with AI. Organisations are throwing agents onto badly designed processes and wondering why they don’t deliver value. The shiny AI tool you bought last quarter? It’s probably falling over because the whole end-to-end process hasn’t been designed. 

Anu Doll, Founder of Synexra, provided the strategic anchor for the session, arguing that AI’s true value lies in weaponising a firm’s competitive moats through an Agentic Operating Model. Her framework identifies the high-leverage capabilities where intelligence creates genuine market distinction rather than mere efficiency. By bridging the “Autonomy Gap”; the distance between strategic ambition and foundational readiness, Synexra ensures that infrastructure, data and governance are hardened to support “Autonomous Flow,” transitioning teams from task executors to Intelligence Orchestrators of unique, high-growth value chains.

The democratisation imperative 

Here’s a stark reality from La Fosse: 40-50% of a recruiter’s working week is spent on tasks that could be automated. They could be driving double the productivity doing work they actually enjoy. But they can’t, because AI hasn’t been democratised. 

Too much energy is being spent on centralised governance and not enough on getting AI into end users’ hands with the right guardrails. The desktop PC only delivered productivity gains when everyone had one on their desk. The web only transformed business when it was democratised. AI will follow the same pattern. 

One participant, working with Soho House, described the advantage of smaller organisations: no labyrinthine governance structures, no siloed AI officers blocking everything. Instead, they’re showing business people how tools like Claude work, planting seeds and watching ideas develop. That’s where the real ROI comes from. 

The leadership learning gap 

Research shared at the roundtable revealed a troubling lack of trust in board-level AI decision-making among tech professionals. Part of this is communication. Does your front-line team know about the AI training the exec team did over Christmas? Probably not. 

But it’s also about humility. As one CEO put it, leaders need to admit they might not have the answers they had for the last decade. The CTO who doesn’t understand business processes is destined to fail. The Chief AI Officer who only knows AI and not the heritage of technology is equally doomed. 

The consensus: AI literacy must be mandatory from top to bottom. Cross-functional leadership isn’t optional. Gone are the days of siloed executives who only understand their own domain. 

Don’t forget the humans 

When ROI is measured in headcount saved and roles reduced, employees get scared. Redundancy announcements and layoffs erode psychological safety, regardless of the productivity gains promised. 

But reframe the conversation around personal productivity, around how many hours a week can you save, and something shifts. People feel empowered. They want to perform better. They engage with the tools rather than fearing them. 

This isn’t soft thinking. It’s fundamental to successful AI adoption. The organisations that crack this balance between transformation and cultural safety will be the ones that succeed. 

What’s next? 

This roundtable was the start of an ongoing conversation. We’re committed to bringing together leaders who are navigating AI implementation in the real world. 

If you want to be part of the next discussion, or if you’re wrestling with AI challenges in your organisation, get in touch. Sometimes the best insights come from people facing the same problems. 

Download our AI in the Workforce whitepaper

Join our next panel event

The post AI reality check: why 70% of projects fail and what to do about it appeared first on La Fosse.

At Conrad London, UNBOUND brought together our newly formed steering committee of senior technology leaders to move beyond discussion and start building the roadmap for 2026. This wasn’t another networking event. It was a working session designed to define what meaningful change looks like and how we’re going to deliver it. 

Lucy Kemp, Director of Brand and Marketing at La Fosse and founder of UNBOUND, opened the evening with a clear challenge: “When I’m here with you all next year with this glass of champagne, what are we cheering on? What does good look like, what barriers are there, and how can UNBOUND help you overcome them?” 

The steering committee approach 

UNBOUND is taking a deliberately different approach to driving change in tech. Rather than operating in isolation, we’re building a steering committee of leaders who can shape the direction, provide honest feedback, and help us create programmes that solve real problems rather than tick diversity boxes. 

The committee brings together perspectives from across the technology sector: CTOs, transformation directors, programme managers, and executives who’ve navigated the challenges themselves and are committed to clearing the path for others. 

As Jon Price, Director of Recruitment at La Fosse, explained his commitment: “I’ve been fortunate enough to work in a number of businesses with my wife, who is a performance and people coach. I would see time and time again her ideas either get passed over or picked up by another director and passed off as theirs. The reason I got excited about UNBOUND was it felt really different for us. We’re now at the size and scale where we can actually start to have an impact with our clients and how we shape hiring decisions.” 

What meaningful change actually looks like 

The evening’s discussion revealed several critical themes that will shape UNBOUND’s work in 2026. 

Power skills are not “soft” 

One of the most passionate discussions centred on what many still mistakenly call “soft skills.” The committee was unanimous: the skills that differentiate senior leaders from technical specialists are anything but soft. 

As one member noted: “When you develop your career based on certifications where you know how technically good you are, that works at a base level. But when you want to move to director or head level, the technical certifications aren’t working anymore, and that is a shock for a lot of women.” 

The challenge is real. Women often excel at building technical expertise, accumulating qualifications, and proving their capabilities through measurable achievements. But the transition to leadership requires different skills: strategic thinking, confident communication, navigating difficult conversations, and projecting authority without apology. 

These aren’t innate qualities. They’re learnable capabilities that many men develop through observation, mentorship, and cultural permission to be assertive. Women need structured support to build these same capabilities without waiting years to figure them out through trial and error. 

The mentorship multiplier effect 

The discussion kept returning to mentorship, but with an important evolution. It’s not just about connecting junior women with senior women. It’s about creating mentorship at every level, including reverse mentorship where senior leaders learn from those coming up through the ranks. 

One member shared: “I really like that idea of reverse mentorship, because you need someone maybe that is more senior to be aware of how people are feeling coming up the ranks, because they might have come up at a different time with different challenges.” 

The committee also identified a critical gap: male leaders need mentorship from women to understand what they don’t know. Without this, even well-intentioned allies struggle to recognise problematic behaviours or understand the barriers women face. 

Beyond visibility to accountability 

The conversation challenged the typical approach of simply “spotlighting” successful women. While visibility matters, the committee pushed for something deeper: creating pathways and removing barriers rather than just celebrating those who’ve made it despite the obstacles. 

As one member put it: “Having those women that are in the C position talking about their challenges, we’ll be like, ‘Oh yeah, so I can do it. Because she’s not special.’ When you really have a conversation with them and they’re telling you all the challenges, you realise they are exactly like us.” 

This connects to a broader insight: success shouldn’t require superhuman resilience. The goal isn’t to help more women survive toxic cultures or navigate impossible demands. It’s to change the systems so that success becomes genuinely achievable for talented people regardless of gender. 

The barriers we’re tackling 

The committee identified several specific obstacles that UNBOUND will address in 2026: 

The confidence gap that’s actually a communication gap 

Women often internalise feedback differently, seeing constructive criticism as evidence they don’t belong rather than guidance for improvement. One member shared an example of a mentee who interpreted her boss’s suggestion to “think about Plan B” as a sign she wasn’t good enough, when he was actually showing care by helping her prepare for all outcomes. 

Workplace inflexibility that treats parenting as a women’s issue 

Multiple committee members raised the challenge of shared parental leave and flexible working that’s only truly available to women. One member noted: “It’s a partnership. It’s not like one or the other. We have to do this together and we have to go on the journey together.” 

Male-dominated leadership teams that lack perspective 

When the committee discussed La Fosse’s own executive team makeup (six members: two women, four men), the conversation was honest about the challenges. As Lucy Kemp explained: “Would we love it to be 50/50? Yes. But what is nice is my CEO, when I came to La Fosse, I said I want to do something for women externally in tech, but I also want to do something internally. And Ollie was so open. He was like, ‘Go and find out what’s happening. Come back to me. We’ll do a plan.’ Although we’re not 50/50, I have a team there who isn’t afraid to almost break things in order to fix it.” 

The shortage of female role models at every career stage 

The pipeline problem isn’t just at the top. Women need to see other women succeeding at every level to understand what’s possible. The committee emphasised the importance of showcasing achievements across all stages, not just celebrating those who’ve reached the C-suite. 

What UNBOUND will deliver in 2026 

Based on the evening’s discussion, the steering committee helped shape several key priorities: 

Structured power skills development 

UNBOUND will create focused programmes teaching the strategic communication, confident presentation, and leadership capabilities that women need to transition from technical roles to senior positions. This includes difficult conversations, self-advocacy, and projecting authority. 

Multi-level mentorship programmes 

Building on the successful launch of the UNBOUND mentorship programme, we’ll expand to include reverse mentorship and peer mentoring opportunities. The goal is creating support networks at every career stage, not just connecting junior women with senior mentors. 

Male allyship education 

The committee was clear: we need more men in the room. Not as saviours, but as partners who understand the challenges and actively work to address them. UNBOUND will create programming specifically designed to educate male leaders on effective allyship and challenge behaviours they might not recognise as problematic. 

Practical workplace solutions 

Rather than just discussing problems, UNBOUND will work with companies to implement specific changes: gender-balanced shortlists, flexible working that’s truly available to all parents, transparent promotion criteria, and accountability measures for diversity commitments. 

Regular measurement and iteration 

The steering committee will reconvene in April 2026 to assess progress and adjust strategy. This isn’t a static programme, it’s an evolving response to what women actually need. 

The honest conversation we need 

One of the most powerful moments of the evening came when discussing the challenges of calling out bad behaviour in workplaces that punish those who speak up. 

A committee member shared: “There are real challenges in calling out behaviours in a certain way that’s acceptable. Sometimes you feel like you can’t because you either get put as the troublemaker, or they don’t want you to be involved because you’re not aligned 100% to their values and you’re challenging the status quo. That, for me, is not okay. I don’t agree with the values here. I don’t want to be at that company anymore.” 

This honesty is exactly why UNBOUND exists. Too many diversity initiatives avoid uncomfortable truths. They celebrate small wins without acknowledging systemic problems. They put the burden of change on women rather than addressing the cultures and structures that create barriers. 

The steering committee’s willingness to have these difficult conversations gives UNBOUND the foundation to drive genuine change rather than just creating another well-intentioned programme that makes no real difference. 

Join us in driving change 

The energy at Conrad London was electric, not because we solved all the problems, but because we moved from talking about what should happen to planning what will happen. 

If you’re a woman in tech looking for mentorship, skill development, or a community of people facing similar challenges, the UNBOUND mentorship programme is now accepting applications. 

If you’re a leader committed to creating genuine change in your organisation, get in touch. The steering committee has shown there’s appetite for real solutions and willingness to do the difficult work of systemic change. 

This isn’t about quick fixes or performative diversity. It’s about creating an industry where talented women don’t just survive, they thrive. Where success doesn’t require superhuman resilience. Where the path to leadership is visible, achievable, and supported at every stage. 

The conversation has started. Now it’s time to build. 

Learn more about the UNBOUND mentorship programme here.

Get in touch about UNBOUND: lucy.kemp@lafosse.com

The post Charting the path forward: insights from UNBOUND’s leadership steering committee appeared first on La Fosse.

The daytime event brought together recruitment professionals, hiring managers, and diversity advocates to share lived experiences, challenge established practices, and develop practical approaches to building more equitable and inclusive workplaces. 

Why these conversations matter now more than ever 

Recruitment sits at a critical intersection, with the power to either reinforce or disrupt existing inequalities in the workplace. As our panel highlighted, the challenges facing black talent aren’t limited to getting in the door – they extend to retention, progression, and leadership representation. 

Jasmine Alexander, our expert panellist, pointed to the elusive notion of “cultural fit” as a particular concern: “From my perspective, what does that even mean, and how can somebody improve from that feedback?” This ambiguous terminology often masks unconscious bias and presents a significant barrier to diverse hiring. 

The panel emphasised that addressing these issues requires moving beyond surface-level diversity initiatives to tackle systemic barriers, personal biases, and workplace cultures that may unintentionally exclude black talent from thriving. 

Meet the panel: diverse insights, shared wisdom 

Our daytime event featured a diverse panel of experts whose varied experiences demonstrate that creating inclusive workplaces requires multi-faceted approaches and honest self-reflection from organisations and individuals alike. 

Eli Dingwall, Talent Development Lead at La Fosse, who moderated the panel, expertly guided the conversation through critical topics including retention strategies, mentorship opportunities, and how businesses often fall prey to their own biases in recruitment processes. 

Jasmine Alexander, Lead Career Outreach Consultant at Programme One, challenged us to question vague rejection feedback like “not a good cultural fit,” urging recruiters to probe deeper: “What do you mean by that? How did you come to that conclusion? What would actually make them a good cultural fit?” Her insights highlight how recruitment professionals can become powerful advocates for fairer hiring processes. 

Jennine Gibbs, Career Development Coach at Coaching with impact, emphasised the importance of authentic relationships in retaining black talent: “Get to know your staff. That’s number one.” She shared that genuine conversations help create environments where people feel safe to share their lived experiences, building the foundation for inclusion. 

Glyn Blaize, COO at La Fosse, shared insights about the need to focus on building better businesses where inclusivity runs through everything, emphasising that this approach creates meaningful change rather than temporary initiatives that may ultimately fall away. 

Arsema Fessehazion, Founder of the Black Recruiters Network, brought valuable perspectives on standing firm in one’s identity in the workplace, sharing her personal experience of being asked to change her name to make it “easier” for clients. Her powerful stance that “my name has so much meaning, identity, heritage, culture” highlighted the everyday challenges many face in bringing their authentic selves to work.

Together, the panellists explored how structured mentoring, sponsorship, and onboarding programmes can transform career trajectories and address the “revolving door” problem many organisations face with black talent. 

Practical strategies for meaningful change 

The panel moved beyond identifying problems to suggest concrete actions organisations can take to create more inclusive recruitment and retention practices: 

Challenge biased language and feedback 

Recruiters should actively question vague feedback like “not a good cultural fit” and help educate clients about their own biases. Standardised interview processes with set questions for all candidates can create fairer assessment opportunities. 

Focus on retention and progression 

As one panellist noted, “We have a big retention problem when it comes to black talent and recruitment.” Support from managers is crucial in helping talent progress into leadership roles. This requires proper onboarding that extends beyond the first week and can last up to 12 months. 

Create authentic mentorship opportunities 

Effective mentoring and sponsorship programmes play a vital role in supporting career progression. The panel emphasised that these relationships must be authentic rather than simply checking a box for diversity initiatives. 

Celebrate progress honestly 

When discussing how to balance celebrating progress with acknowledging remaining challenges, a panellist offered this wisdom: “It’s really not that difficult. Celebrate progress. Caveat that with ‘this is the journey that we’re on.'” Transparency about both achievements and continuing challenges creates trust and shared purpose. 

Key takeaways for building inclusive recruitment practices 

The daytime discussions highlighted several crucial insights: 

Question established practices: Recruitment processes often contain hidden biases in language, expectations, and assessment criteria that need ongoing scrutiny and revision. 

Invest in relationships: Getting to know team members as individuals builds the psychological safety needed for honest conversations about inclusion. 

Extend support beyond hiring: Proper onboarding, mentoring, and career development pathways are essential for retaining black talent and supporting progression into leadership. 

Balance honesty with optimism: Acknowledge challenges while celebrating real progress to maintain momentum and engagement in diversity initiatives. 

Join the conversation 

This event was just the beginning of an ongoing dialogue about creating more inclusive recruitment practices. We’re committed to continuing these conversations and turning insights into action. 

If you’d like to learn more about future events or discuss how your organisation can build more inclusive recruitment practices, we’d love to hear from you. 

Contact us at info@lafosse.com to continue the conversation. 

The post Beyond cultural fit: Honest conversations on building truly inclusive recruitment practices appeared first on La Fosse.

At our first UNBOUND Birmingham event, we brought together 15 influential women in technology and transformation for an intimate roundtable discussion. Facilitated by Carol Moseley, Chief Digital Information Office at Tipton & Coseley Building Society, this wasn’t networking theatre. This was genuine dialogue about the real challenges of leading when everything keeps shifting. 

The evening delivered exactly what we hoped for: candid insights, practical strategies, and meaningful connections amongst women who understand what it takes to lead through uncertainty. 

Why Birmingham matters for women in tech & change

Lauren Stutz from La Fosse opened the evening with a powerful observation: when we asked women in tech & change what they needed, one message came through clearly. “You think it’s hard for women in London to get together? Put us in Birmingham, put us in Manchester, put us in another city, and it’s equally as hard.” 

UNBOUND’s expansion to the Midlands recognises that transformative conversations aren’t confined to the capital. Birmingham is home to innovative tech companies and forward-thinking leaders who deserve the same opportunities for connection and collective impact. 

This regional approach supports our mission to build pathways, not barriers, for women in tech. Real industry transformation happens when we connect leaders from different markets, sharing insights and strategies that work across diverse business environments. 

The challenge of navigating senior leadership in flux 

The roundtable opened with the question every woman in the room had grappled with: how do you navigate senior leadership when the landscape keeps changing? 

The responses revealed fascinating diversity in experiences and approaches. 

For some, the challenge has been constant throughout their careers. Working in predominantly male industries means adapting has always been part of the job. As one participant shared, having always worked in male-dominated environments, the focus has been on proving capability through delivery rather than dwelling on being the only woman in the room. 

Others highlighted how the public sector presents different dynamics. In organisations with strong female representation at nearly every level, women have created their own rules. These environments feel less about adapting yourself and more about bringing your whole self to the table, whether you have children, hobbies, or different priorities. 

The contrast highlighted an important insight: representation fundamentally changes the experience of leadership. When women see themselves reflected in senior positions, the navigation becomes less about conforming and more about contributing. 

Creating your own support networks 

A recurring theme emerged: women in senior roles have intentionally built networks of other women they can turn to for honest conversations. 

“We’ve made our own rules,” one participant explained, describing a network of women colleagues for coffee, lunch, and drinks. These relationships provide the safe space for conversations that might feel impossible elsewhere. 

This informal support system addresses a critical gap. When you can’t ask your boss certain questions without it being interpreted negatively, having peers who understand your challenges becomes essential. 

The roundtable itself exemplified this principle. Creating forums where women can ask questions, share vulnerabilities, and exchange strategies without judgment accelerates everyone’s growth. 

The double standard of feedback and perception 

The conversation touched on a persistent frustration: the different ways men and women interpret feedback, or lack thereof. 

When women don’t receive feedback, they often assume they’re underperforming. When men don’t receive feedback, they typically assume they’re doing phenomenally well. 

This perception gap creates additional challenges for women navigating senior roles. The constant internal questioning can undermine confidence even when performance is strong. 

Several participants noted that being seen as “fixers” can be both a strength and a limitation. Organisations value women’s ability to solve problems and manage change, but this reputation can also typecast leaders into specific roles rather than recognising their broader strategic capabilities. 

The class and access divide 

The discussion took an unexpected turn when participants explored how socioeconomic background intersects with gender in shaping career trajectories. 

One participant shared research showing that 87% of UK poverty levels persist not because of GCSE results, but because of culture and hope. The education system kills hope between ages 14 and 16 for young people from certain backgrounds. 

This intersectionality matters. A woman from a traditional Punjabi family with overprotective male relatives faces different barriers than a woman from a privileged background. A woman who grew up in social housing navigates different assumptions than one who attended private school. 

Accent became another point of discussion. Regional accents in the UK carry subconscious bias. Some participants have experienced people dismissing their expertise based on how they sound before considering what they’re saying. 

These multiple layers of identity shape how women experience and navigate senior leadership. Understanding this complexity helps create more inclusive environments and more effective support systems. 

The informal network challenge 

Several participants raised the difficulty of accessing informal networks where real influence and decisions happen. 

“Would it be appropriate to invite you to that group? Probably not. And if it was, did your husband come?” one participant asked, highlighting the social dynamics that persist around professional networking. 

When men go to the pub after work or play golf on weekends, they’re building relationships that translate to career opportunities. But for women, particularly those with families or those conscious of perceptions, accessing these spaces requires navigating additional complexity. 

This isn’t about wanting to spend all your time in pubs or on golf courses. It’s about recognising that important relationships and decisions form in these informal settings, and women face structural barriers to participation. 

The challenge becomes even more acute for women in cultures where family expectations limit their ability to participate in after-hours socialising. The solution isn’t expecting everyone to conform to one model, but recognising how these informal networks create advantage and finding alternative ways to build the same connections. 

Authenticity whilst navigating expectations 

The conversation shifted to a question many women in senior roles wrestle with: how much should you adapt yourself to fit in versus staying true to who you are? 

For some, the answer has been clear: maintain your standards and judgment even when it means standing apart. As one participant noted, going to the pub is fine when you have existing rapport, but there are times when maintaining professional boundaries requires different choices. 

Others emphasised the importance of creating environments where you can be yourself. Working in organisations with strong female representation means the rules get made by diverse voices rather than requiring everyone to conform to one model. 

The consensus: women shouldn’t have to choose between career success and authenticity. The goal is creating organisational cultures where diverse approaches to leadership are valued rather than requiring everyone to fit a single mould. 

Resilience and finding your support 

The final theme addressed the loneliness that can accompany senior leadership positions. 

“It’s quite lonely,” one participant admitted. “I didn’t expect it to be probably as lonely as it is. In my previous role, you had a team, you could probably talk more openly. Now, it’s probably a bit more lonely.” 

This honest acknowledgement resonated throughout the room. Senior positions often mean fewer peers who understand your challenges and more situations where you need to project confidence even when you’re uncertain. 

The question then becomes: where do you find resilience? Is it mentors? Is it your team? Is it friends or family? Is it a glass of wine at home after a difficult day? 

The answer, for most participants, is all of the above. Resilience comes from multiple sources, and recognising this helps leaders build the support structures they need rather than expecting one relationship or approach to provide everything. 

Key takeaways for leading through change 

The evening’s discussions crystallised into several crucial insights: 

Build your network intentionally. Don’t wait for support systems to appear. Actively create relationships with other women who understand your challenges and can provide honest feedback and perspective. 

Recognise intersectionality. Gender is one factor shaping your leadership experience, but class, culture, accent, and background also matter. Understanding these multiple dimensions helps create more inclusive environments. 

Navigate informal networks strategically. Acknowledge that important relationships often form outside formal work settings. Find ways to build equivalent connections that work for your circumstances and values. 

Maintain authenticity. Success shouldn’t require becoming someone you’re not. Seek organisations and opportunities that value diverse leadership styles rather than conformity to one model. 

Address loneliness proactively. Senior leadership can be isolating. Identify multiple sources of support and resilience before you’re in crisis rather than after. 

Support other women. Hold the ladder steady for those climbing behind you. Your experience and willingness to share honestly accelerates everyone’s progress. 

Building momentum in the Midlands 

This first UNBOUND Birmingham event demonstrated the hunger for genuine connection amongst women leading through change in the region. 

The intimate setting worked. With only 15 participants, every voice was heard. Conversations went deep rather than staying superficial. Connections formed that will extend well beyond the evening. 

We’re listening to feedback from participants to shape what comes next. This isn’t about imposing a London-centric model on the regions. It’s about creating the forums women in the Midlands need to accelerate their impact. 

UNBOUND’s mentorship programme, launched earlier this year, is also open to participants across the UK. Whether you’re in Birmingham, Manchester, London, or anywhere else, structured support is available for both mentors and mentees. 

What’s next? 

UNBOUND continues to expand. We host events that prioritise meaningful discussion over networking theatre. Each gathering tackles specific challenges facing women in tech with practical insights and actionable strategies. 

Real change happens through honest conversations, genuine connections, and collective action. This evening proved that when you bring the right people together in an environment designed for candour, transformation begins. 

The post Leading through constant change: insights from UNBOUND Birmingham appeared first on La Fosse.

The evening brought together mentors, mentees, and aspiring participants to share real experiences, practical insights, and actionable strategies for building mentorship relationships that genuinely work. 

Why mentorship matters now more than ever 

Lucy Kemp, La Fosse’s Director of Brand, opened the evening by highlighting a critical insight from our ongoing research: “Mentoring came up time and again when we asked what would drive change forward. It’s really hard to find a mentor, especially as a woman. You look up and that mentoring layer, that leadership layer, it’s smaller, and it’s getting smaller.” 

The challenges are multifaceted. Beyond the scarcity of senior women in leadership positions, there’s confusion about what type of support people actually need. Is it a mentor who shares experience and wisdom? A coach who helps you reach your own conclusions? Or a sponsor who advocates for you in rooms where decisions are made? 

Most importantly, there’s the fundamental difficulty of asking someone to be your mentor – a conversation that can feel daunting but, as Lucy reminded the audience, “Anyone who has ever been asked to be your mentor will be really flattered.” 

Meet the panel: diverse paths, shared wisdom 

The evening featured three panellists whose varied journeys into tech demonstrate that there’s no single path to success, but mentorship can be transformative regardless of your starting point. 

Patricia Manley, Head of Agile Delivery at Seven.One Entertainment, brought the perspective of an immigrant woman who has navigated significant hurdles throughout her 12-year UK career. “Being a woman immigrant who doesn’t look the stereotype of a woman in tech – having accents and appearances that were always issues – I went through a lot of hurdles,” she shared. Now, Patricia coordinates mentorship programmes for non-profits and works as both a mentor and mentee, believing that continuous learning is essential at every career stage. 

Leah Thomas, a Data Business Analyst at News UK and La Fosse Academy Associate, represents the growing number of career changers entering tech. Her path from law graduate to tech professional during the pandemic illustrates the “wobbly” journey many take. “I started as a law graduate, wanted to be a lawyer since I was about 15, and completely had a change of mind,” she explained. After googling “innovation, creativity and tech” and finding coding, she discovered La Fosse Academy, demonstrating how the right guidance can accelerate career transitions. 

Kirstie Smith brought 15+ years of marketing experience, alongside her work teaching at Birmingham City University and running networking groups. Her perspective highlighted how experienced professionals can give back while continuing to grow, emphasising that the next generation needs more than Google searches and YouTube videos – they need human connection and face-to-face relationships. 

The difference between coaching, mentoring, and sponsorship 

One of the evening’s most valuable discussions clarified the distinctions between different types of support – understanding often missing in workplace development conversations. 

Coaching, as Patricia explained, involves “going with you on that journey of discovering what you want to do and asking the right questions for you to discover the answers you already have inside yourself.” A coach helps you unlock your own insights through guided reflection. 

Mentoring comes from a place of shared experience. “Mentors are coming from the point of view of ‘this is my experience, this is what I’ve learned,'” Patricia noted. They offer wisdom gained from walking similar paths and can provide specific guidance based on their journey. 

Sponsorship involves active advocacy – someone who talks about you in the right meetings, puts your name forward for opportunities, and uses their influence to advance your career. 

Understanding these differences helps professionals seek the right type of support for their specific needs and career stage. 

What mentees really need: beyond job searching 

While career transitions often trigger the search for mentorship, the panel revealed that women seek guidance across a much broader spectrum of challenges. 

Confidence building emerged as a primary need. “For me, with females, a lot of the time it’s confidence in different areas,” Kirstie observed. “Confidence at networking events, confidence in general, not knowing where to start with something, or dealing with that overwhelm of information.” 

Power skills development represents another critical gap. Patricia identified the transition point where technical expertise alone isn’t enough: “Up to a certain point, we rely a lot on what we know as technical skills – certifications, coding knowledge. But there’s a point where you want to jump to the next level that’s not just about how many certifications you have. It’s the power skills that you lack.” 

Effective communication and leadership capabilities become essential as careers progress, yet these skills are rarely explicitly taught in technical roles. 

Career direction guidance helps when professionals know where they want to go but need help mapping the path to get there. 

Actionable change: Organisations should recognise that mentorship needs evolve throughout careers. Create programmes that address confidence building, power skills development, and communication training – not just technical skills advancement. 

When mentorship relationships don’t work 

Honest discussion about relationship challenges provided practical guidance for navigating difficult situations. The panel emphasised that not every mentor-mentee pairing will be successful, and that’s normal. 

Communication is key. Patricia stressed the importance of having “that feedback conversation” when relationships aren’t working. “Doing it from a place of love, saying ‘I don’t think this is working because of this’ and being honest about needs and expectations.” 

Structured frameworks help. Kirstie noted how having committed timeframes can actually help relationships succeed: “Even if there’s a personality clash, you’re committed to four meetings. Sometimes that structure provides the safety to work through initial challenges.” 

Choose authentically. Leah’s advice was refreshingly direct: “Choose for you, which sounds selfish, but you’re trying to get something from the relationship. Be honest about what you need and whether this person can provide it.” 

Kirstie also introduced a powerful framework for building authentic mentorship relationships, describing how effective mentors can adopt three distinct approaches: acting as gatekeepers who hold information and open doors to opportunities, midwives who help mentees work through challenges using a coaching approach, or fellow travellers who honestly admit when they don’t know something and explore solutions together. “I think the best productive relationship is when you can just totally be honest with your mentee or your mentor in both ways. And you’re both learning, you’re both like, going through that journey together,” she explained, emphasising how vulnerability and mutual learning create stronger, more sustainable mentorship bonds. 

Actionable change: Implement regular check-ins during mentorship programmes and provide clear frameworks for addressing relationship challenges. Create safe processes for changing mentorship pairings when needed, without stigma or blame. 

The power of informal mentorship 

Some of the evening’s most compelling stories came from informal mentorship relationships that developed organically. Patricia shared how she approached someone she admired: “I saw him behaving amazingly well, and one day I decided to say, ‘Hey, could we meet for half an hour every other week?’ That was amazing because we didn’t set up any agenda, but every time I met with him, I had my questions prepared.” 

This informal approach yielded more learning than her formal company mentorship programme, highlighting how authentic relationships often develop when there’s genuine curiosity and mutual respect. 

Actionable change: Encourage employees to identify and approach informal mentors within and outside their organisation. Provide guidance on how to structure these conversations and maintain ongoing relationships.

Measuring mentorship impact 

The discussion of programme evaluation revealed sophisticated approaches to understanding mentorship effectiveness beyond basic completion rates. 

Relationship continuation serves as a key indicator. As Leah noted: “A really good measure of whether you had a good mentor is if your mentee wants to keep in contact with you afterwards.” 

Goal achievement tracking requires establishing clear objectives at the beginning and checking progress throughout the relationship. 

Structured feedback collection works best when integrated into the mentorship process rather than lengthy surveys at the end. 

Qualitative insights often provide more valuable data than quantitative metrics, revealing the real impact on confidence, career clarity, and skill development. 

Actionable change: Design mentorship programmes with built-in measurement from the start. Focus on relationship quality indicators and goal achievement rather than just participation rates. 

The UNBOUND mentorship programme launch 

The evening concluded with the launch of UNBOUND’s own mentorship programme, designed to address the insights gathered throughout the research and discussion process. 

The programme structure reflects best practices identified: 

• Four-month commitment with one hour per month 
• Careful matching process over six weeks to ensure compatibility 
• Built-in evaluation through retrospectives to assess impact and improve the programme 
• Open access beyond event attendees to create broader community impact 

Participants left with QR codes providing immediate access to applications, emphasising that the programme is designed for anyone committed to meaningful mentorship relationships. 

Key takeaways for building effective mentorship 

The evening’s discussions crystallised into several crucial insights: 

Mentorship is not one-size-fits-all: Different career stages and challenges require different types of support. Understanding whether someone needs mentoring, coaching, or sponsorship is the first step to providing effective guidance. 

Informal relationships often work best: While structured programmes provide valuable frameworks, some of the most impactful mentorship happens through organic relationships built on genuine curiosity and mutual respect. 

Both sides benefit: Effective mentorship provides value to mentors through fresh perspectives, leadership development, and the satisfaction of contributing to someone else’s growth. 

Diversity matters: Mentors don’t need to look exactly like their mentees, but representation and shared experiences can provide unique value and inspiration. 

Communication creates success: Clear expectations, regular check-ins, and honest feedback transform mentorship from a casual relationship into a powerful development tool. 

Looking forward: building a mentorship culture 

The technology industry stands at a critical juncture. As Patricia observed, the leadership layer that should provide mentorship guidance is actually shrinking, making structured programmes and intentional relationship building more important than ever. 

However, the appetite for meaningful mentorship clearly exists. The enthusiasm in the room at The Loading Bay, the quality of questions from attendees, and the immediate interest in joining the UNBOUND programme all demonstrate that people are ready to invest in relationships that create real change. 

The path forward requires both individual commitment and organisational support. Companies must recognise mentorship as a strategic capability rather than a nice-to-have add-on. Individuals must approach mentorship with authenticity, clear goals, and genuine commitment to both giving and receiving value. 

Join the mentorship movement 

UNBOUND’s mentorship programme represents just the beginning of building the support networks women in tech deserve. By creating structured opportunities for meaningful relationships, providing frameworks for success, and measuring real impact, we’re working to ensure that career progression doesn’t depend on chance encounters or personal networks. 

The programme is open to anyone ready to commit to genuine mentorship relationships – whether as a mentor sharing their experience, a mentee seeking guidance, or someone who sees value in both roles. 

Ready to be part of building the support networks women in tech need? 

Apply for the UNBOUND mentorship programme 

Join the UNBOUND community for updates on future events and mentorship opportunities 

Download our Women at Work Blueprint for research-backed insights on what women really need to thrive in technology careers 

This isn’t just about individual career development – it’s about creating an industry where talent thrives through connection, guidance, and authentic support. The conversation has started. Now it’s time to build the relationships that will drive real change. 

The post Building the support networks women need: insights from UNBOUND’s mentorship event appeared first on La Fosse.

According to McKinsey, data-driven organisations are not only 23 times more likely to acquire customers, but they’re also six times as likely to retain customers and 19 times more likely to be profitable. So, is data in the driving seat for enterprise valuations? And if so, how can that value be quantified and optimised?

At the acquisition stage, what should you be looking for in terms of data and its value?

Go back to basics – look at the amount of data available, the architecture and infrastructure of where the data is collated and how it’s stored, how the tech stack is built, the structural approach and data strategy, and the period it’s been captured for.

When you have billions of data points, it’s easy to get lost. Consider the overarching operational decisions that will optimise value and how the data aligns with them. For example, if a key focus is marketing, does the data give you a clear customer picture?  Think about the insights you can monetise to help drive growth and, therefore, value. In a study by Bain & Company, only 4% of companies said they have the right resources to draw meaningful insights from their data.

At the acquisition stage, a lot of the exploration and due diligence process is about identifying opportunities. Look at the data itself and understand what’s actually visible – the quality, the way it’s collated, the way it’s stored – but also look at the talent behind it – the people who run and govern the data, how it’s reported, how the value is extracted from it.

As you move to the development stage, how do you start to unlock your data to help drive strategy?

As you begin to develop a strategy for a new business acquisition, the reality of making big changes and switching direction can be daunting, so utilising data to make small adjustments to begin with may make more sense. Looking at developing a data lake? Start with a data puddle that solves some small problems first. As you develop and understand the data better, you can connect the puddles to become ponds and then the ponds will connect to eventually become a lake.

If you acquire a company that doesn’t have a data culture, people change is the hardest element. Pick specific examples of where you can use data, show your people how to use it, and embed utilising data throughout your strategy and the day-to-day of your employees. Once you have people who know how to use the data, you’re most of the way there.

If a company is built from day one as data-centric, the CEO will likely have enough knowledge to drive the data strategy. Frequently in legacy companies, a CDO hire is made to facilitate data transformation, and there’s less buy-in from the board and cultural momentum because it’s not an embedded business element. The share of leading global firms with a CDO rose to 27% in 2022, up from 21% the previous year. The role is particularly prevalent in Europe, with over 40% of top European firms looking to a CDO for data leadership. Boards need to be aligned with data transformation; they don’t all need to be experts, but there should be a decent level of understanding. If not, bring in advisors and consultants to support the message. Data requires a high level of governance – it’s a huge business benefit/risk area and needs to have that oversight and insight from the board.

Establish some overall principles for your data. Whilst it’s important to get input from across the business, the data strategy should be created by the leadership team and communicated down. Having a holistic vision and standardising it across your systems will help to align your workforce, but don’t be too rigid on this; mapping out how to achieve your vision from start to finish leaves little room for flexibility and it’s unlikely that your plan will follow an exact path.

Data plays a vital part in optimisation – what do you need to consider at this stage?

Organisational design is at the heart of optimisation, and data is a core element of this. Consider where data sits within the business – is it within IT, with the CDO, or with the strategy team? Find correlations between different areas of the business and establish how data links them to identify the best team structure. There’s a common debate around whether a centralised data team is more or less effective than a dispersed team, but effectiveness is dependant on how the business uses its data. A central team gives more focus; a dispersed team embeds data (and buy-in) throughout the organisation.

Compliance is one of the board’s main responsibilities, so regulation and risk aversion can become the focus rather than how to harness the data for growth. Have an advisory team or committee formulate the commercial thinking to shine a light on profitability or value; when the board has compliance at the forefront, working out how to monetise data doesn’t work without that advisory help. Corporate boards may tend to over-index on risk, but this is where challenge and flexibility come into play. In a Private Equity environment, value must be created quickly. Risk is therefore reduced because the focus is on speed and there is less buy-in required from the board.

As generative AI becomes a more popular and familiar tool, the potential to use it to enable business growth is a huge draw. Fundamental process and infrastructure elements need to be stable before bringing in the next shiny thing – and data plays an important role. Generative AI utilises data points to develop and become potentially autonomous, a conceptually exciting possibility. However, there are considerations in terms of ethics, data security, and governance that must be addressed first. The best way to avoid risk is to not do anything, but there needs to be a balance or there’s no growth.

When it comes to liquidity, how do you communicate the value of your data?

The ability to demonstrate the security of your data is an important factor. Trust and brand reliability are key elements at the liquidity stage, and managing customer data plays a role in that. Security must be an embedded behaviour that every person in the company embraces. It becomes an essential and non-negotiable building block of modern corporate culture. The value of a company’s data is directly linked to its quality and integrity, therefore its architecture and security become fundamental value drivers.

Buyers and investors will look at how your company data can be considered as a stand-alone asset – yes it’s intrinsically linked to the business, but does it have a singular value? Identifying how other businesses can use your data is the key. Without understanding what can be done with the information, you can’t attach a value to it. For example, if you’re able to demonstrate impressive ROI on a commercial project, using data insights alongside the narrative to illustrate how it was done, that data is clearly much more valuable than a basic dashboard. Data on its own is not where the value lies; the critical judgement and application of the data is.

Insights were provided during a La Fosse Private Equity panel event by:

• Richard Wazacz – CEO of Travelex, former CEO and Co-founder of Octopus Choice and Octopus Cash
• Carla Stent – Board Chair and iNED including Telecom Plus plc, Evelyn Partners, Marex plc, Post Office, and former COO and CFO of Barclays GRCB, and Virgin Group
• Lorenzo Bianchi – CDTO of Sector Alarm Group, former Digital Transformation Operating Partner at KKR, and former Google senior leader
• Eser Tireli – VP of AI and Data Solutions at Bain & Company
• Elizabetta Camilleri – Chair of PE-backed Access Partnership and Togetherall, NED at BOV and Boring Money, Board Advisor to multinationals and startups
• Facilitated by Jonathan McKay – Chairman at La Fosse, Forward Partners UK, Move.ai, and Driftrock
• Hosted by Jack Denison – Global Head of Executive Search and Interim Management at La Fosse

To discuss our data recruitment solutions, please contact our team.

The post Is data in the driving seat for enterprise valuations? appeared first on La Fosse.

So, as such a vital component in organisational success, how do you ensure that architecture has a real presence in the boardroom and is ultimately seen as a major contributor, rather than as a cost centre whose primary role is to keep the lights on?

Long-term strategy vs short-term execution

When we hear about enterprise architecture failing, it’s usually down to little buy-in from the C-suite or lack of sponsorship from those with a seat at the top table. There’s either miscommunication or a lack of understanding of what architecture really is and how it can help the business. We’ve all heard examples of CIOs and CTOs bringing in enterprise architecture thinking it will solve all problems.

Before even considering a Chief Architect hire, the leadership team must be clear on what can be achieved and how the role will benefit the organisation, with a realistic timeframe for delivery. The situation can be likened to the pattern of football club managers being hired, only to lose their jobs after a short spell of losses. They may have inherited a poor squad, or the owner has unrealistic expectations of what’s possible to achieve. In both cases, it’s the manager (or Chief Architect) who suffers, the organisation loses confidence and trust, and successful implementation falls out of reach – a vicious cycle.

Getting buy-in at board level

When it comes to interaction with the board, communicating value is key to getting buy-in. Especially with technical or lesser-understood business functions, the ability to demonstrate the positive impact of your team is an important skill. Think about:

• Shifting mindsets – there’s always been an air of intimidation from the technology team, that they are the all-knowing experts of everything IT-related. This is obviously not the case, and the majority of Chief Architects we’ve spoken to have admitted to panicking anytime a shiny new technology is launched and the board demands to know how it can fix their problems (Chat GPT/AI anyone?). If you make yourself vulnerable and admit that you’re not the expert, but can find someone who is or develop your own knowledge, you’ll gain trust and reduce the ‘us and them’ divide.
• Knowing your audience – numbers are the language of the C-suite. When engaging them, if you can evidence what you’re saying with specific, compelling metrics, they’re more likely to take note. Bear in mind that success is dependant on the stakeholders you’re engaging. For example, a CFO will be more interested in cost-saving and revenue increase numbers, but a CPO will have different drivers. Get to know your stakeholders, their motivations, and ultimately what helps them to succeed in their role, and then tailor your approach to it.
• Alleviating pain points – it may be a business process that could be easily streamlined or upgrading legacy tech, but by uncovering your stakeholder pain points early on, you can find some immediate successes and easy wins. If you can help someone, you’ll get them on-side. Even if it’s not necessarily your area of expertise, gain trust by making things easier; it’ll quickly open doors and help develop stronger relationships. Consider the bigger picture – could mulitple people or branches of the business benefit from something you’re working on? Find and improve connecting functions, not only making efficiencies but bringing different elements of the business toether.
• Being properly prepared – We hear so often that the challenge is getting into the boardroom in the first place, but once you do, do you have a clear plan? Being prepared is about having a business case fully worked out, knowing the answers to follow-up questions, and mapping out next steps. Be ready to make decisions and take accountability, but also think about suitable options for projects that require more stakeholders involvement. Be clear that architects aren’t just problem-solvers; they’re also idea-generators. Considering architecture at the ideation stage is vital with any new projects or initiatives. Ask some of your less-technical peers for feedback on how you communicate your technical points; peer review gives a different perspective to ensure your message hits the mark.

Balancing advancement with BAU

Whilst it’s true that digital transformation and technical innovation are key success drivers, there’s a need to balance new projects with the day-to-day. Without a solid architectural foundation, those development areas won’t have a stable footing to start out on. It’s easy to get caught up in the shiny and exciting stuff, but the engine needs to keep running.

Data can be helpful here – what’s working well? What efficiencies could be made? What small changes can help to support those efficiencies? Identify where minimal changes can have a big impact and showcase your team’s value in these areas whilst leaving space to carry out BAU tasks.

Sometimes, tech ideas come from less technically minded business functions. For example, the Product Team may ask for what they believe is a simple and straightforward update but is actually a complex undertaking. Manage expectations by collaborating with them and plotting the realistic scope of the project. If the alignment with overall business strategy isn’t apparent, or the effort outweighs the end result, where does the value lie

Building a tech culture

Culture may be the word of the moment, but it’s a key business focus for a reason. Building a tech culture is about embedding technology throughout your organisation, enabling your workforce to utilise tech tools, and using them to support growth and success.

Collaboration is a huge part of successful tech culture – there needs to be a mutual respect and understanding between different branches of your business to facilitate growth. For example, the Product Team can lead the creation of a business value case, but they must be aligned with the Architecture Team to understand the full scope and plan implementation.

Building trust is also important here. It takes time to establish your credibility and value, but each team needs to be able to rely on the other. There’s a common opinion that architects offer options, but rarely take a stance; as with the board, build trust by showing that you can make decisions and guide the narrative.

In any workplace, understanding people is at the heart of good culture. Take time to talk to people, find out what drives them, how they make decisions, what’s important in their day-to-day role. If you’re able to understand the vision of the people you working with, it’s easier to feed into and facilitate that together.

Reading list:

• Patterns of Enterprise Application Architecture, by Martin Fowler
• Empowered, by Marty Cagan and Chris Jones
• Influence, by Robert Cialdini
• Surrounded by Idiots, by Thomas Ericson

The post Elevating Architecture to the Boardroom appeared first on La Fosse.

Start with culture

It’s no secret that a successful business has a successful culture at the centre, so embedding an expectation of excellence within that culture is a great place to start. Company culture is made up of three things: the things that are written down, the things that are said, and the things that are demonstrated and believed. As a leader, it’s your job to set the tone and really show up; you must live and breathe your company’s culture and elevate the environment.

The next stage is driving those messages and actions throughout your teams and the wider organisation. Visit employees in each location, encourage input from everyone on what’s going well and what could be improved, and welcome suggestions on different ways of working. It’s only by collating different opinions that you’ll understand how embedded those cultural elements are. Remember, culture needs to be championed across the company from top-to-bottom, so buy-in at board level is equally as important.

Hire for personality

Tech comes and goes (after all, it’s just a tool), but the person using the tool and using it well is where success lies. The most important thing you can do is hire good people, and ‘good’ doesn’t necessarily mean technically proficient. Skills can be taught; personality, problem-solving ability, and work ethic cannot.

Of course, there’s a basic skill-level requirement, but it’s not the leading factor. Having a detailed understanding of the soft skills and ways of working already present in your teams can help you to identify what you’re missing, and therefore recognise the value-add candidates. Bring on people who are smarter than you; if you’re wise enough to realise your gaps and shortfalls and then hire people to fill those gaps, you’re on to a winning formula.

Optimise collaboration

Online technical collaboration tools make working over the web pretty simple, but emotional contagion is a huge factor of working as a team, and being physically together at regular times is vital to understand the more subtle nuances of interaction. Combining the two can work well; the time spent together in person can focus on communication, the time spent online can focus on technical work. Ensure you’re enabling both environments as much as possible.

Testing collaboration at the interview stage can also be a great indication of individual work practices and approaches. Try giving your candidates a problem and then work with them to find out how they solve it – you’ll see practical examples of problem-solving, critical thinking, resilience, curiosity, and reaction to failure, all of which will help you to understand how each person will work within your team.

Understand drivers

In a competitive marketplace, understanding what attracts and motivates candidates isn’t where the conversation ends; to retain your staff, you must ensure they feel fulfilled in their roles. Find out what drives them – recognition, working with others, remuneration, trust in managers, challenge, career progression – and keep talking about this on an individual level as their roles develop. Remember, the things that make one person happy are not necessarily what make another person happy.

Commonly in tech, innovative and dynamic ways of working are an attractive prospect for candidates and employees, and being open to suggested new ways of working, alternative tech stacks, or unfamiliar software can not only motivate but also show a willingness to be flexible.

Focus on happiness

Defining success within teams can be difficult, but ‘The Happiness Factor’ is the leading indicator of whether people will deliver, bring people along with them, and help build a positive culture.

Autonomy is a huge element of happiness; people don’t want to be order-takers, and so allowing for self-management (to an extent) can help to create a more positive environment. If you’ve hired the right people, trusting them to do their job should come next.

As with understanding drivers, talk to your teams about what makes them happy. Send out regular surveys and ask for feedback, welcome suggestions, and check in on your employees with regard to their mental health and well-being.

Manage your vendors

If you’re using external agencies and vendors to hire into your teams, treat them as closely as you would an employee or internal hiring manager, and hold them to the same standard. Communicate the cultural elements that are vital to your business’ success and ensure they are hiring against them. Align your interview questions to uncover ‘personality’ factors, collaboration styles, and soft skill sets. Your vendors are a representation of your business; excellence should be front of mind for them, too.

Reading list:

• Riding the Waves of Culture by Charles Hampden-Turner and Fons Trompenaars
• Communication for Engineers by Chris Laffra
• Legacy by James Kerr
• Team Topologies by Matthew Skelton and Manuel Pais

The post CTOs Anonymous: In search of excellence in a global workforce appeared first on La Fosse.

From maintaining a robust IT framework to keeping an eye on emerging trends, ITSM leaders are a key driver of innovation and business growth. 

But how can ITSM leaders bring value and navigate their many challenges? 

During our recent ITSM Summit event, we brought together ITSM leaders to discuss how to get the most from your teams and what the future holds for the industry.  

Here’s a round-up of the key themes from the night. 

Set up for success

ITSM, like any other service, needs clearly defined goals to measure success.  

It may sound obvious, but it’s vital to be clear on the role of ITSM in your business. What does the user want? What do they need? If your service meets or exceeds expectations, you’ll have a seat at the table and get the visibility and influence you need to drive value. 

When you’re working on large matrix projects, make people accountable and get cross functional teams to work together. This will ensure projects don’t take too long and cost too much. Fast feedback loops are a useful way to keep teams engaged. Collate feedback, produce improvement plans and showcase delivery. 

The tools you use are also a key factor in user perception. ServiceNow is used by nearly 85% of Fortune 500 companies and 70% of our ITSM Summit attendees, but it may not be the best fit for you. Gartner’s magic quadrant can help you understand where you stand. 

Move from traditional to agile

There’s a growing expectation for ITSM to be flexible and adaptable to business needs. Essentially, you shouldn’t work for the processes, the processes should work for you. 

Cloud transformation has made it easier for ITSM teams to work to within an agile framework, and make the most of the flexible roadmaps, ongoing adjustments and constant collaboration that comes with it.  

It’s also allowed for a closer relationship between ITSM and DevOps. While the teams may have a different focus, they can come together to deliver shared objectives. Integrating tools and systems between the teams is a useful way to share knowledge and align on strategic projects. 

While agile brings many benefits it’s important to not lose sight of traditional ITSM principles. Strong processes and detailed documentation complement agile ideals and make for a strong structure that delivers a better user experience, reduced risk, improved culture and better adherence to regulations. 

Optimise with automation

Automation and AI will undoubtedly have a part to play in the future of ITSM. However, its implementation should be linked to business objectives. If automation doesn’t help you achieve your goals, it’s not much more than a vanity project. 

Depending on your use case, automation can bring about significant benefits. For example, it can allow you to simplify processes to allow service desk agents to focus on continual service improvement (CSI). Virtual assistants, chatbots and machine learning can all help optimise your process, cut costs and improved user experience. 

In a poll of ITSM leaders after our event, over 50% said that optimising processes and productivity were their focus points for the next 12 months, with integrating AI the next most popular goal. 

This highlights that process is still a key focus for ITSM leaders and AI and automation is likely to be part of that journey. But it’s important to stress that a human element and a personal touch will always be needed. 

Build great teams

Alongside having a clear strategy and access to relevant tooling, building a strong team culture team is key. The book Radical Candor by Kim Scott outlines how leaders can be more effective by combining sincerity with care. 

Modern ITSM should move away from a command-and-control culture to one that promotes collaboration and problem solving. An example being the simple switch from ‘change manager’ to ‘change enabler’ mindset. This will help ITSM SMEs to think like a developer, becoming more agile and able to adapt to challenges, and foster an environment for continuous improvements. 

The change in team culture can also be seen at leadership level. A recent trend has showed a shift from a traditional CIO approach to the people- and product-led CDO vision.

But team culture is only as effective as talent you have available. Hiring staff that can successfully manage change and are comfortable working with a range of stakeholders will remain a core part of delivering value.

Get in touch with ITSM recruitment experts

At La Fosse, we help leaders build great teams. We have built strong relationships with a large network of ITSM professionals over 10 years, making us well placed to find the match for any of your future hiring.

If you have an immediate hiring need, or would like to discuss the ITSM market, please submit a brief.

The post The future of ITSM: Four trends to watch appeared first on La Fosse.