AI & Automation
AI is now a Board-level topic in UK financial services - not because it is new, but because it is becoming embedded in real decisions that affect customers, markets, and operational resilience. In January 2026, the Treasury Committee warned that the current approach to AI risks exposing consumers and the
Future of Work
Across the UK (and globally), more organisations are recalibrating hybrid working and raising minimum in-office expectations after several years of flexibility. In UK financial services, for example, several large firms have publicly tightened attendance baselines—often moving from two to three in-office days for many roles. Industry research
Regulation & Resilience
Prudential Regulatory Authrity published its latest Supervisory Statement (SS5/25: “Enhancing banks’ and insurers’ approaches to managing climate-related risks”) in December 2025. It refreshes supervisory expectations first set in SS3/19 while positioning climate-related risk as a core prudential and operational resilience issue that must be embedded into
Regulation & Resilience
On 31 March 2025, the UK operational resilience transition period ended. For many firms, that date quietly changed the question from “Are we ready for the deadline?” to “Can we keep proving we’re resilient—week in, week out?” That distinction matters. Programmes finish. Resilience does not. The FCA’s
Operating Model
What peak season reveals about how your organisation really works—and how Business Architecture helps you fix it. It’s almost Christmas. The lights go up, the out-of-office messages multiply, and suddenly the organisation is asked to do something very simple on paper: Deliver on promises. Whether those
Business Architecture
Most organisations unknowingly pay twice for the same outcomes. A one-page Duplicate Spend Heatmap reveals overlap fast and lets leaders decide to keep, consolidate, or retire with under‑12‑month payback. Within 90 days you should see run‑rate savings, faster release lead‑times, and fewer audit issues. The
Operating Model
Plain truth: Beautiful journey posters don’t help customers if the steps behind them are slow, error-prone, or full of hand-offs. Experience Architecture is a simple way to connect the journey your customer sees to the “capabilities” (the business abilities and systems) that power it—and then improve
Data & Information
Stop curating definitions. Start shipping data people can trust and use. The Challenge Your business doesn’t need another glossary. It needs data that leaders can bet decisions on this quarter—fast, reliable, owned, and auditable. If your “information model” can’t help a COO decide in 60 seconds or
Business Architecture
Thanks to all for your comments on Rebooting Business Capabilities. There were some very interesting observations as well as questions raised on the capability SLOs. I have tried to provide an answer to most of the queries in this article. We’ve all seen the 1–5 “maturity” slides. They
Business Architecture
In Parts 1–2, we made a simple promise: architecture earns trust when it changes decisions this quarter. Business capabilities are the most widely misunderstood concepts within the business. And we business architects spend an inordinate amount of time generating the perfect business capability model for an organisation. Here'
Business Architecture
Thanks a lot for the great response on my previous article on Rebooting Business Architecture. In this article, I had suggested that for business architecture to succeed it must prove value fast - by helping leaders make better decisions, faster. Continuing on the same theme, in this article, I am suggesting
Business Architecture
If business architecture is so valuable, why is sponsorship so hard to secure? Too often, we are perceived as slowing delivery, producing attractive but unused diagrams, and speaking in abstractions that the business can’t act upon. This reputation, though unfair at times, was shaped by our own practices—and