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Karen Thomas-Bland
Chair - Non Executive Director - Fractional Executive - Specialising in business growth, transformation, turnaround, and M&A. Writer, presenter, panellist and podcaster for Raconteur, FT, CEO Today and Management Today.
Karen Thomas-Bland is an experienced Interim Executive Committee member, Consultant, and NED with a strong background in leading complex enterprise-wide transformations and M&A integrations.
With 25 years of expertise, Karen has successfully managed major change programs for top companies like Accenture, Microsoft, EY, Invesco, and National Grid, as well as private equity funds, driving value creation and successful exits.
Before her interim career, Karen held executive positions at IBM Global Business Services, overseeing global transformations, integrating software businesses, managing a $4.5 billion P&L, and scaling a consulting and data analytics business to £500 million turnover across various international locations.
Karen specializes in strategy and transformation, focusing on creating disruptive operating models, leveraging data and technology to drive business growth, fostering dynamic cultures, and enhancing customer experiences through digital channels.
She has extensive experience in M&A, having led over 50 deals ranging from due diligence to post-merger integration, and she excels in corporate strategy development, achieving significant growth for FTSE companies.
Karen's skill set includes technology proficiency in digital, big data analytics, and AI, along with a track record of scaling new business ventures from MVP to full launch and expansion.
Apart from her professional roles, Karen is a Chartered Organisational Psychologist, an Associate Fellow of the British Psychological Society, and a member of INSEAD's global director network.
She is also actively engaged in sharing her insights on Transformation and M&A issues through contributions to various reputable publications like the Times, FT, Association of MBAs, and Management Today.
Highlights
The big three consultancies are ‘rarely worth hiring’, say executives.
Senior executives who hired the big three strategic consulting firms McKinsey, BCG, and Bain often say they are of no help, according to a study commissioned by a rival firm, according to The Times yesterday.
A survey of 702 executive staff and project managers found that of those who worked with the three biggest consultancies on corporate transformation projects, 84 per cent felt they “were no help at all.”
Not long ago, the consulting industry looked untouchable. Fees rocketed due to digital transformation, supply chain diversification, ESG initiatives and a flurry of M&A deals. The big firms ' revenues were up 20%, slowing to 5% in 2023 (Kennedy). When demand looked limitless, consultancies hired hard and fast.
The consulting industry has weathered its fair share of storms, including the dot.com crash and global financial crisis. Recovery, though, could prove more challenging this time due to preference for ‘local’ firms, waning enthusiasm for ESG, reputational issues impacting trust, and data crunching often being done by AI. No doubt, it's a tough time in consulting, particularly for big players.
But there are consultancies, often boutiques, that bring their A game and outperform the market. So, what trends set them apart?
✂ Specialists – carved out a niche for themselves
📚 Well-defined propositions that resonate with the new value creation-focused C-suite buyers
⌛ Focused on multiyear client relationships and engagements, trust has been established
💻 Tech-enabled - have a few close vendor relationships that pull work through for them and vice versa
💡 Codified new sustainable IP so there is value beyond people and prioritised reoccurring revenue
👯 Stayed close to the customer during difficult times, so top of mind
👩🔧 Attracted and retained good ‘been there done that’ talent
🚀 Used their entrepreneurial nature as an advantage -Nimble at responding to opportunities -Flexibility on commercial arrangements -Agile as clients’ conditions changed
🏳️🌈 Focussed on strong performing geographies like the Middle East
📈 Quantified value in proposals and outcomes across all their channels, emphasising the quantifiable impact on a client’s business
💲 Focused on maintaining strong profitability that reflects the offerings and delivery model
💪 Flexed on the mode of support – consultant, coach, mentor, partner, implementer
🗾 Made the complex simple, remained execution-focused in the context they are operating in
🛍 Built and maintained a strong brand that stood for something with customers and employees
💰 Got reward right for those who generate demand and supply. Money often goes to people who can generate demand more than the people who satisfy the supply
📈 Focus on capabilities, growth and scale
📊 Reduced account concentration risk
🐝 Developed sticky offerings that de-risks against client attrition
#managementconsulting #valuecreation
Interesting yesterday to listen to Stephen Bartlett talk about lessons learned in business and life. Here are a few of the lessons which I wholeheartedly agree with:
🤥 The small promises you make to yourself don't break them. Small wins give compound gains.
📚 Learn adjacent skills that are rare and complementary, your competitors won't have them, and the edge/value is in the combination of skills that others don't have.
5️⃣ Pay attention to the big 5. Build your knowledge and skills first then network, resources and reputation. At some point the final 3 take a hit but the first two mean you can build back.
🖌 Always paint the back of the fence - the small details matter in the message you send to others and yourself. Have a passion for perfection, sweat the small stuff.
🤺 "Who, not how" is the real question when you have a problem; the temptation is the reverse to focus on what you will do.
👯 Building a team is the most important thing. We are all in the recruitment business. You get 20x or 30x value from an A player, so make sure you work harder to find exceptional people and cut those who aren't.
💡 Experiment, fail and learn. When you stop experimenting you risk decline.
⏰ Never waste time on indecision! Even the wrong decision you can learn from.
🏢 Huge tasks can be broken down - building the biggest wall is just laying hundreds of bricks.
❤️ Use the RICE framework for influence: Reward - Ideology - Coercion - Ego. The order of strength is I-E-R-C. Coercion is always the weakest.
🎲 How do you allocate your time? Think of it as chips in a casino. Does your "gambling" reflect what you are playing for in the game of life?
😲 Stand for something and be happy to be disliked, every brand has a voice and personality. Make people feel something either way - if the reaction is indifference you need to change what you are doing.
🚫 Lean in when something sounds strange. Cognitive dissonance means we can reject new too quickly.
#lessonslearned #leadership #valuecreation
