The National Security Capability Review (NSCR), due for release in January 2018, will help ensure the UK’s investment in national security is coherent, cost effective and affordable.

Some believe that employer and employee loyalty is so last century and that it is fine to have lots of moves on your CV. Wrong, and here’s why. CVs with many employer moves are a big concern for management consultancy employers who often tell us that they will reject a candidate for this reason, without considering interviewing them. So what is acceptable and what isn’t? There is of course no definitive answer and it does depend to an extent on what stage of your career you are at.

First things first.

Communicate in real time The huge advantage that face-to-face meetings or telephone calls have over email is that they allow communication to take place in real time, allowing decision to be made more quickly.

1. Entrepreneurs / Leaders - Instead of looking for human partners and employees, entrepreneurs might increasingly scout for the combination of AI systems that would match his/her personality profile and range of business needs better.

Executives at established companies know the challenge.

Automation is set to impact every single aspect of the workplace.

It’s just as well then that this sizeable market keeps on driving large volumes of consulting work.

The Increasing Specialization of Consultants Consultants have to be able to provide answers that cannot come up in response to a web search.

The machine learning concerns in Silicon Valley tend to be different from those elsewhere in the U.S.

A core challenge of digital transformation is about keeping and preserving existing business, while at the same time preparing for a future shaped by technology change.

1. Face up to your excuses Make a list of all your speaking fears and excuses.

Investing in a diverse and well-balanced workforce comes with a number of compelling business benefits; organisations with a diverse team are more likely to outperform the competition, attract high-performing new talent, and build better and more rewarding relationships with customers, to name just a few.

That’s precisely what happened in the 1990s.

By 2019, 90% of large global companies will employ a CDO.

What is the real story of Agile transformation? Is it naïve, or the inevitable organisational model for the Digital Age? .

We are living in an era driven by algorithms and more specifically deep learning algorithms which are beginning to pervading and potentially intruding every single facet of our personal and professional lives.

Change programmes are part of corporate life.

What isn’t going to change, of course, is size—the US generates almost half the world’s consulting fees.

Of course, we’re not saying that if you’re a jerk, you’ll do great things.

Customer Experience is largely about maximising moments.

Well, it depends, says Shweta Jhajharia of The London Coaching Group, on how large your marketing budget and team are. Many business owners with a product they don’t consider to be niche resist the idea of narrowing the focus of their marketing, fearing that they will lose business.

#1: Know what makes you special When you start a conventional consulting firm (or any other type of business for that matter), you get the luxury of choice.

Finding new ways to assess the viability of "transformational" growth bets and to understand when to stop or continue funding will help companies tap crucial sources of sustainable growth .

Change is never far from the top of the board’s agenda.

A well-designed operating model should support your business operations, providing flex to quickly adapt to changing circumstances, and effortlessly delivering your service proposition.

Technology innovation has been one of the great drivers of progress for humanity.

Let’s start with the external marketplace: #1 A better proposition: Our model—of a market that’s splitting into low-cost and high-value consulting—continues to generate a lot of interest, and there’s an increasing recognition that the key to future success will be to come up with propositions that sell well in this bipolar environment is a challenge.

For the next two hours they dissect and label productivity in graphs and numbers.

Anyone pondering how to make the most of artificial intelligence needs to be clear about exactly what they want to achieve with it, and what they want it to do.

Over the next decade, at any given company, it will be replaced by flexible fulfillment networks that are purpose-built to deliver what micro-segments of a company’s customer base wants, when they want it, according to Sam Ganga, a Principal on KPMG’s Digital Supply Chain team.

How frightening should the prospect of disruptive innovators be for the leaders of a well-run business? There’s a reason for skepticism.

Changing employee behaviour is an essential part of any successful transformation programme.

For many business leaders, just identifying their USP can be hard enough, never mind working out if it needs to be tweaked and how to go about achieving improvements. Shweta Jhajharia from The London Coaching Group, has three tests that can help with the process: Test One: Does your consumer want your product/service? Before you eye-roll and exclaim “Duh!”, let me remind you about Microsoft Zune (people in the market for an iPod, bought an iPod), Cosmopolitan Yogurt (readers stuck to reading), and Coors Rocky Mountain Spring Water (turns out beer drinkers were quite happy with their beer – who’d have thunk it?). If people don’t want your product/service or aren’t willing to pay for it, find something else to build a business around. However, there can be another reason consumers aren’t coming to you for a product or service, and that is that they think you do something else. Imagine two companies: Gerry’s Green Fingers Ltd is a garden services provider, offering garden maintenance, tree surgery, turf laying, and landscape design; and Garry’s Green Visions Ltd provides landscape design.

If you had a superpower what would it be? The ability to fly? The ability to travel through time? The ability to turn back the clock? For me I would love to be able to see round corners.

All over society, technology is taking over.

M&A activity has remained robust in the UK as companies continue to look for growth and consolidation opportunities.

Humans are interacting with technology in ways we used to only dream of.

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Building a business is notoriously difficult.

For the next 10 years at least, work will revolve around human beings, with AI and smart machines augmenting human aptitude and capabilities.

Managing a team and maintaining – or even upgrading – their performance is a big, time consuming job, however experienced you are.

Leadership in an Agile environment is a world away from the traditions of ‘command and control’.

As the EU General Data Protection Regulation is set to come into force next May, many companies are frantically evaluating their systems and processes to ensure their internal systems comply with the rules.

Deloitte interview questions, as well as those of other Big 4 firms (KPMG, Ernst & Young, PwC) tend be similar, even across the world.

In my time as a junior at ThoughtWorks, I was blessed to have opportunities to grow and develop my skills on several interesting projects, with the help of some amazing people.

Whether you view interviewing as a necessary evil or a refreshing change from day to day consulting work, the reality is that few management consulting professionals are trained interviewers.

Automation is set to impact every single aspect of the workplace.

Traditionally, IT departments operate differently from the ‘delivery’ teams within the organisation.

Frazer Bennett, chief innovation officer at PA Consulting Group shares his insights with Bill Goodwin, Content Editor at Computer Weekly on how firms can be more innovative.