2024 has proved to be a defining year for startups, with generative AI stealing the spotlight and sustainability taking centre stage in business strategies. It was also a year of stark realities: economic uncertainty forced many founders to rethink their models, while heightened consumer expectations demanded innovation that truly delivered value.

In law school, one of the first things we learned about negotiation came from Roger Fisher's book "Getting to Yes" – the crucial difference between interest-based and position-based negotiation. Position-based negotiation is fighting over what each party says they want. Interest-based negotiation focuses on understanding why they want it.

Guy Hayler is co-founder of Blue Earth Summit, and Blue Earth Forum – annual events in London that connect 1,000s of climate tech and planet positive innovators, investors, campaigners and policy makers.

Startup founders often make high-stakes decisions based on instinct and experience, and these qualities can be the difference between success and a missed opportunity. However, when business plans are developed in isolation, they risk being too narrow, with unchecked forecasts and untested strategies.

As the Founder of Connect Women in Biz, I am super passionate about creating genuine connections in beautifully curated spaces at supportive no-pressure gatherings.

Startup founders in the UK are facing increasing financial pressures. With tax hikes and changes to relief schemes on exit earnings, many are reconsidering their base of operations.

A-Players are high performers who consistently deliver exceptional results and exceed expectations. While certain traits define A-Players, their characteristics can vary based on an organisation's culture and objectives.

Corporate leaders are among the most accomplished professionals in their industries, having built their careers through strategic decisions, leadership, and determination. Yet, despite their achievements, many are increasingly drawn to entrepreneurship – a realm where they can channel their expertise into building something of their own.

In today’s world, where headquarters are becoming less common, the physical workspace has emerged as a pivotal element of a company’s employee brand. Choosing to invest in a physical space is no longer just about practicality; it’s about differentiation. It sends a message about the company’s values, culture, and commitment to fostering meaningful collaboration.

European small and medium-sized enterprises (SMEs) are operating through turbulent times. Rising raw material costs, labour shortages, and increased competition are pushing some of them to their limits. At the same time, global instability has disrupted supply chains, jeopardising profit margins and the ability of many SMEs to meet market demands.

Congratulations! You have successfully navigated the first steps of building your own business. You’ve proved the initial concept has a market and your business is starting to grow. You may have bootstrapped to date by using your savings or taking on investment from the support of friends and family. You may even be further along than this and going down the path of bringing in outside investors to help scale further.

Let’s state the obvious: public relations (PR) is a different beast for startups compared to large corporates. But as the news this week has shown (Jaguar), this is no bad thing.

The reality is that having a mobile app is no longer a luxury. For businesses and startups, it’s a potential to reach more audiences and make more money. However, many companies struggle to get started. A common problem is the lack of clear guidance. Nobody explains how to bring an app from idea to completion.

First things first – the rise of ESG up the corporate agenda is good news for the planet. Whether that is driven by evolving regulation, internal company values or the rise of ethical consumerism, initiatives are gaining traction. Beyond this, however, prioritising ESG is increasingly having a positive impact on the bottom line.

The hiring landscape is undergoing a dramatic shift, as organisations reconsider their degree requirements in their pursuit of top talent. According to a recent survey, 45% of companies intend to eliminate bachelor’s degree requirements for certain positions this year, with 55% having already done so in 2023 for some roles.

Despite a challenging backdrop, UK SMEs are still optimistic about the future of their businesses, with nearly three-quarters forecasting growth in the coming year. That’s according to American Express’ latest research  which highlights a resilience among these businesses, and sheds light on how small and medium-sized enterprises are navigating rising costs and evolving customer expectations to map a path to success.

With 2025 just around the corner, AI continues to redefine industries, unlocking new opportunities for efficiency, growth, and value creation. Tools such as ChatGPT have received unprecedented attention yet represent only a small part of the transformational value that AI can offer to businesses. Companies seeking to heighten their value – be it in attracting investors, underpinning growth, or laying a foundation in advance would do well to investigate the use of AI outside generative text tools.

When generative AI exploded into the public consciousness two years ago, business leaders were understandably keen to be at the vanguard of the revolution and unlock its potential.

I’m not sure when the idea of Ideal Customer Profiles (ICPs) first started circulating around the B2B world but it’s relatively recently (cue someone mailing me with evidence of them first in use in 1973…). Personally, I’ve been using the idea consciously for the last four years or so.

The rational achiever brain has an interesting history. And while these terms, “rational” and “achiever” may seem to address what we need in business, in fact, this kind of brain is only an early steppingstone on the path to capable leadership.