I got my first mobile phone in about 2002: it was the classic Nokia 3310. It was, at the time, at the cutting edge of technology. Since then, I have owned a Blackberry, a Motorola Razr (that was stolen from me in a restaurant in Turin, still grates me) iPhone, brief flirtation with a Windows phone and now I am back with an iPhone. All of these phones were acquired because they offered me something. The Blackberry was good for email, the Razr was small and didn’t look funny in my pocket, the iPhone had a good camera. I have no idea why I bought a windows phone. Recently I was clearing out some drawers in my office and I found numerous chargers for all these devices. Over the years my lack of commitment to one device has meant that I have kept all of them, thinking I may have a use for them. But in the 20 years they have been in there, I have never needed any of them.

In today’s world consumers expect to be able to contact brands through their preferred channels, at a time that suits them, and seamlessly transition between channels. Likewise, organisations want to integrate digital channels into their business strategy to foster brand loyalty and encourage repeat business. Strategic planning for the digital landscape is therefore key for companies to meet both customer and business needs.

Why do all organisations need to ensure they can provide a resilient customer experience for their vulnerable customers – how do you go about building them?

Consumer Duty requirements were launched by the UK’s Financial Conduct Authority (FCA) in June 2023 and for the financial services sector represent legally binding regulation. But what does this actually mean?

Demonstrating improvement and measuring the impact and benefits of a change is a key part of change management and continuous improvement. But, whatever our role, understanding and measuring the success of the work we do is not just beneficial, it’s essential. This principle holds true whatever we do, whether it involves organisational transformation, project management, or individual development. Whether we are leaders, planners, analysts, assessors, trainers, content creators or coaches, the work we do should be driving change and improvement. The ability to measure change effectively not only validates the efforts but also lays a roadmap for future endeavours. It fosters trust in organisational processes, facilitates new investments, and aids career progression. Neglecting this crucial aspect can lead to undervaluation of work, making roles susceptible during organisational restructuring.