Business Model Transformation

The European Parliament has officially passed Extended Producer Responsibility (EPR) legislation that fundamentally shifts the responsibility for textile waste management to fashion brands and retailers – with far-reaching global implications. This new law requires all producers, including e-commerce platforms, to cover the full cost of collecting, sorting, and recycling textiles, regardless of whether they are based within or outside the EU. The financial burden of Europe's textile waste now falls squarely on the brands that create it. What are the critical business implications? UNIVERSAL SCOPE: The legislation applies to all producers selling in the EU market, including those of clothing, accessories, footwear, home textiles, and curtains. No company is exempt based on location. FAST FASHION PENALTY: Member states must specifically address ultra-fast and fast fashion practices when determining EPR financial contributions, creating cost penalties for unsustainable business models. GLOBAL SUPPLY CHAIN DISRUPTION: As the world's largest textile importer, the EU's new rules will ripple across global supply chains, particularly impacting exporters from Bangladesh, Vietnam, China, and India who supply much of Europe's fast fashion. TIMELINE PRESSURE: Officially adopted September 2025, this creates immediate operational and financial planning requirements. COMPETITIVE RESHAPING: Brands and retailers will inevitably pass increased costs down their supply chains, fundamentally altering supplier relationships and pricing structures globally. What are the implications for various stakeholders? For CEOs and board members: This represents more than regulatory compliance – it's a complete business model transformation. Companies must now integrate end-of-life costs into product pricing, rethink supplier partnerships, and accelerate circular design strategies. For sustainability and decarbonisation executives: This creates unprecedented opportunities for circular economy solutions, sustainable material innovation, and traceability system development across global supply chains. Link: https://lnkd.in/dTyHtHuD #sustainablefashion #circulareconomy #textilwaste #epr #fashionindustry #sustainability #supplychainmanagement #fastfashion #environmentalregulation #businessstrategy #decarbonisation #textilerecycling #fashionceos #boardgovernance #climateaction #wastemanagement #producerresponsibility #fashionsustainability #textileindustry #greenbusiness

Instant gratification shopping, driven by quick-fashion startups, is pushing fashion retailers to speed up their delivery times, Vaeshnavi Kasthuril reports for Mint. Established brands and newer players are both trying to keep up, but they’re taking different approaches. Brands like Biba and The House of Rare are considering setting up dedicated delivery hubs in cities where they have a higher concentration of stores, rather than using their retail outlets as fulfilment centres. This is to avoid disrupting the in-store shopping experience and create operational challenges. “We don’t have very large stores; they are anywhere between 1,000 and 2,000 square feet. So, that’s not the right efficiency,” says Biba’s MD Siddharath Bindra. Opting for the hub-based model would allow same-day or two-to-three-hour deliveries, he adds. Brands like Libas, meanwhile, are integrating stores into fulfilment networks. A gradual rollout, it is starting with selected cities and a narrowed product mix catering to consumer expectations that move beyond groceries to fashion for quick deliveries. “At Libas, the timeframe will be approximately 60-90 minutes at the max,” says Bhavay Pruthi, the company’s SVP, E-commerce and Product Management. However, customers are hesitant to spend large amounts, such as ₹5,000, on fashion products through quick-commerce channels, he adds. The urgency to adapt is fuelled by a surge of quick-fashion startups attracting investor funding. While Zilo raised $15.3 million, Knot secured $5 million. Quick-commerce platforms have expanded from basic fashion essentials to specialised categories. And new entrants like Klydo, Newme’s Zip, and Snitch Quick are taking the model further by centering their businesses on near-instant fashion access. ➡️ Is instant delivery poised to become the new standard in fashion retail? Share your take in the comments section. Source: Mint: https://lnkd.in/gHeSzD-q ✍: Dipal Desai 📸: Getty Images #fashion #retail

After two decades of leading procurement & supply chain transformations for global brands, and now doing it again as a founder, here are 8 real lessons from the front line of change: 1️⃣ No C-suite sponsorship = no transformation. If the CEO/CFO are not visibly backing it, transformation becomes a side project. Side projects die quietly. 2️⃣ “What’s the problem?” is the most underrated question in transformation. Most programmes start with solutions. The best ones start with brutal clarity on the real gap: margin pressure? risk exposure? capability gaps? trust issues? Ethical gaps? 3️⃣ Culture eats frameworks for breakfast. You can deploy world-class category management, SRM, digital tools… If the local culture resists change, you’ll get compliance theatre, not impact. 4️⃣ The first 30 days define the next 3 years. Your first month is not about impressing. It’s about listening. Interviewing. Walking the corridors. Understanding fear, politics, pride, and pain points. 5️⃣ Teams don’t resist change. They resist being changed to. People don’t block transformation because they’re lazy. They block it when they feel change is happening to them, not with them. 6️⃣ Transformation is 30% process, 70% leadership. Process fixes give you short-term wins. Leadership behaviours determine whether the change sticks when the experts and advisors leave. 7️⃣ Internal capability build beats cost savings (long term). Anyone can cut costs once. World-class organisations build procurement and supply chain capability internally, so value is created year after year. 8️⃣ Transformation is personal. Every large transformation is also a collection of small, personal transformations: confidence rebuilt, leaders stretched, mindsets challenged, careers reshaped. Because procurement transformation strategy without people is just PowerPoint. And procurement transformation without humanity doesn’t last. #ProcurementTransformation #SupplyChainLeadership #ChangeManagement #Leadership #TransformationWithBITE #GreenApples GreenApples® Vlad Gradinariu

Companies that build intelligent, agile, and partially autonomous supply chains will stand apart. In ten years, the question may no longer be 'What's your therapeutic offering?' but rather 'Can you actually get your innovations to patients?' Supply chain will be the answer. Until recently, Demand Planning meant building forecasts manually, month by month, over a 3-year horizon, across an entire portfolio. A complex and highly time-consuming task. Today, the rules have changed with AI. By combining internal data with external signals such as market trends and competitor insights, we now rely on algorithms that automatically generate sales forecasts. But the most interesting shift is what happens next. Planners are no longer just producing forecasts. They are challenging them. They question the data, improve its quality, and use their expertise to refine assumptions and adjust scenarios. In doing so, they step into a more strategic role. This evolution is already delivering a tangible impact. At Sanofi, this transformation has led to a 30% reduction in forecast errors, a significant gain in such a complex environment.

“Public-Private Partnerships: The Catalyst for EdTech Innovation and Economic Mobility” 🚀 The Bertrand Education Group (B.E.G) is revolutionizing the $668B EdTech landscape through strategic partnerships that drive sustainable growth and innovation. The Critical Success Factors: - Social Capital Optimization through cross-sector collaboration - Human Capital Development for measurable impact - Economic ROI (AI + Thought Leadership + Sustainability) - Public and Private Partnerships for scalable solutions Market Impact Through Partnerships: 1. Infrastructure Enhancement: - Leveraging Microsoft for Startups ecosystem - Qatar Foundation approved supplier status - Integration with global education systems 2. Innovation Acceleration: - AI-powered personalized learning (PrepAI) - Cross-cultural adaptation capabilities - Data-driven outcome measurement 3. Economic Mobility: - Workforce development alignment - Skills-based assessment integration - Global marketplace accessibility PrepAI's Transformative Approach: Our platform demonstrates how public-private collaboration can deliver game-changing results: #disruptive - 23% improvement in academic performance - 37% efficiency gains for educators - Implementation across 7 major institutions - Scalable solution for global markets - Saved 87% of company costs compared to outsourcing - Achieved 12x speed in cumulative assessment publishing and deployment - Reduced 79% of Education Professionals’ time Looking Forward: As we expand our presence in the UAE, US, and emerging markets, strategic partnerships remain central to our mission of democratizing education through AI innovation. The Future of EdTech isn't just about technology—it's about creating sustainable ecosystems where public and private sectors converge to drive meaningful change. What partnerships do you see as critical for EdTech innovation in 2025? #Innovation #EdTech #AI #Leadership #PublicPrivatePartnerships #GlobalEducation #PrepAI #Education #TransformationalLeadership

Most specialist firms chase direct government contracts. We chose a different path. At Mayfair IT we work primarily through strategic partnerships with major systems integrators delivering government programmes. This isn't the obvious business model. Direct government relationships feel more prestigious. Why be the subcontractor when you could be the prime? Because complex transformation requires both scale and specialism. And trying to be both rarely works. Strategic suppliers bring programme governance, stakeholder management across departments, and infrastructure at national scale. But they can't be deep specialists in every technical domain. That's where we fit. When a prime needed to build the data backbone for a critical government programme in just three months, we delivered. When a major corporate secured a multi-year departmental transformation, we led the data and digital layer that enabled the programme to succeed. This model works because: → We mobilise specialist squads rapidly without the overhead of prime contractor bureaucracy → We integrate into existing programme structures rather than creating parallel governance → We transfer knowledge systematically so capability stays with the client after delivery Our successful deliveries shows this pattern repeatedly. A major corporate won the programme. We delivered the complex data workstream that made the whole thing succeed. The programmes that work best are the ones that combine corporate scale with specialist depth. What's your experience with prime sub models on large programmes? #GovTech #Partnership #DataTransformation

It is an honour to have the impact of my research recognised in the 2024 Business Research awards at Durham University Business School 😀 My recent focus has been on the limitations to prescriptive linear approaches that do not reflect the complexity and multiplicity of most transformation initiatives. In contrast to a linear approach, through empirical research I have developed a Business Transformation Framework for a people-centric approach to change. The framework is built on the key concepts outlined in my latest book on 'People-Centric Organizational Change' and as an iterative cycle it is appropriate for ensuring agility and adaptability, since each element of the framework constantly informs the orientation of previous and subsequent phases. The framework is supported with eight key principles which comprise: Build Engagement; Foster Collaboration; Encourage Dialogue; Promote reflection and Inquiry; Stimulate Innovation; Enhance Wellbeing; Develop Managers; and Build Transformation Capabilities. There are several factors which need to be considered when applying the framework and the supporting principles in practice including the following. - Foster a culture that embraces people-centric change This takes time and the message needs to be constantly reiterated in person by leaders and managers role modelling the behaviours that they want their workforce to demonstrate by adopting a ‘do as I do’ way of behaving and working. - Implement training and development practices Training and development practices can help to change behavioural elements of the culture. To ensure new behaviours stick training and development interventions need to be followed-up with ongoing support and coaching. It is also important to recognize when the new behaviours are being enacted and provide subsequent positive feedback to individuals. Observing people doing things right and rewarding their positive behaviours is important. - Adapt the Business Transformation Framework to local contexts and provide opportunities for applying it and learning from the application Ensure that people at all levels have the opportunity to become familiar with using and adapting the Business Transformation Framework, as appropriate, with the support from managers as well as development interventions such as training and coaching.   Kogan Page HR Insights Emma Dodworth CIPD #Peoplecentricchange #peopleandchange #businesstransformations #leadingchange #researchimpact

Smart factory transformation doesn't fail on ambition - it fails on scaling execution. The ambition across industry is clear: efficient, flexible, intelligent and sustainable operations. Yet too many initiatives stall beyond early deployments, held back by disconnected systems, siloed data, and compounding complexity. That's changing - but only for operators who treat transformation as a single, integrated journey, not a collection of parallel workstreams. The missing ingredient? End-to-end partnership. Most organisations can identify the opportunity. Far fewer have the capability to design, deploy, and scale it - across digitalization, automation, and energy simultaneously. That gap between vision and execution is where transformation quietly dies. Those seeing the strongest results aren't running separate programmes for OT and IT, or treating energy as an afterthought to automation. They're working with partners who can join every layer — from shop floor sensor to boardroom dashboard — and stay accountable for outcomes, not just deliverables. At @Schneider Electric, we've seen what true end-to-end execution looks like across our own operations: ✅ Le Vaudreuil — 25% lower energy use and CO₂ emissions, 64% reduction in water usage ✅ Shanghai — 67% reduction in time-to-market, 82% increase in productivity ✅ Across our network — more resilient, agile operations built to scale These aren't isolated pilots. They're the result of integrated strategy and hands-on execution - connecting automation, digital technologies, and energy into a single system, with one partner accountable from concept through continuous improvement. That's what an energy-tech partner with end-to-end digital transformation consultancy capability delivers: not just the roadmap, but the expertise to execute it - turning complexity into measurable impact on P&L and sustainability goals, at scale. The ambition was never the problem. Execution is everything 🔗 Learn more: https://lnkd.in/eBcKGZCM

𝗪𝗵𝘆 𝗱𝗼 𝘀𝗼 𝗺𝗮𝗻𝘆 𝗘𝗥𝗣 𝗺𝗶𝗴𝗿𝗮𝘁𝗶𝗼𝗻𝘀 𝗳𝗮𝗶𝗹? 𝗕𝗲𝗰𝗮𝘂𝘀𝗲 𝗰𝗼𝗺𝗽𝗮𝗻𝗶𝗲𝘀 𝘁𝗿𝗲𝗮𝘁 𝗶𝘁 𝗹𝗶𝗸𝗲 𝗮 𝘀𝗶𝗺𝗽𝗹𝗲 𝘀𝗼𝗳𝘁𝘄𝗮𝗿𝗲 𝗽𝗮𝘁𝗰𝗵, not the business transformation it truly is. Listening to my network, there seems to be a rush to complete ERP migrations, as fast as possible, with SAP S/4HANA plans driving most of it. But an ERP system is more than just an IT upgrade. It’s a chance to redesign how your business operates and build a solution architecture that supports agility and innovation. While necessary, these migrations often become redundant without proper alignment to business goals. Something, I've seen happen! Here some get rights to consider: ◉ 𝗔𝗹𝗶𝗴𝗻 𝗯𝘂𝘀𝗶𝗻𝗲𝘀𝘀 𝗮𝗻𝗱 𝘁𝗲𝗰𝗵 𝗴𝗼𝗮𝗹𝘀 Ensure that IT and business leaders are on the same page. ERP systems serve broader business objectives, such as innovation, improving procurement strategies, and enhancing supplier relationships. ◉ 𝗙𝗼𝗰𝘂𝘀 𝗼𝗻 𝗼𝘂𝘁𝗰𝗼𝗺𝗲𝘀, 𝗻𝗼𝘁 𝗷𝘂𝘀𝘁 𝘁𝗼𝗼𝗹𝘀. Instead of getting caught up in the technology itself, be clear about the business benefits you'd like to achieve. New ERP functionality can be of support to achieve goals like efficiency, cost reduction, and agility. ◉ 𝗦𝗶𝗺𝗽𝗹𝗶𝗳𝘆 𝘄𝗼𝗿𝗸𝗳𝗹𝗼𝘄𝘀 𝗮𝗻𝗱 𝗽𝗿𝗼𝗰𝗲𝘀𝘀𝗲𝘀 𝗲𝗻𝗱-𝘁𝗼-𝗲𝗻𝗱 Don't just migrate complex, outdated processes but streamline them end-to-end. Reevaluate processes for efficiency and desired outcomes. ◉ 𝗜𝗻𝘃𝗲𝘀𝘁 𝗶𝗻 𝗰𝗵𝗮𝗻𝗴𝗲 𝗺𝗮𝗻𝗮𝗴𝗲𝗺𝗲𝗻𝘁 - 𝗻𝗼𝘁 𝗷𝘂𝘀𝘁 𝗶𝗻 𝘁𝗿𝗮𝗶𝗻𝗶𝗻𝗴 ERP migrations often fail due to poor user adoption. Beyond training, invest in communication & ongoing support showing the value and relevance of the system to users. ◉ 𝗜𝗻𝘃𝗼𝗹𝘃𝗲 𝗰𝗿𝗼𝘀𝘀-𝗳𝘂𝗻𝗰𝘁𝗶𝗼𝗻𝗮𝗹 𝘁𝗲𝗮𝗺𝘀 ERP impacts every area of the business, so cross-team collaboration is essential. Involve stakeholders from finance, procurement, IT, and operations ensures the system meets everyone’s needs. ◉ 𝗙𝗼𝗰𝘂𝘀 𝗼𝗻 𝗱𝗮𝘁𝗮 𝗾𝘂𝗮𝗹𝗶𝘁𝘆 - 𝘄𝗶𝘁𝗵𝗼𝘂𝘁 𝗰𝗼𝗺𝗽𝗿𝗼𝗺𝗶𝘀𝗲 An ERP system is only as good as the data it processes. Ensure that data is clean, consistent, and reliable before migration. Dirty or incomplete data is one of the biggest challenges post-go-live. ◉ 𝗣𝗿𝗶𝗼𝗿𝗶𝘁𝗶𝘀𝗲 𝗦𝘆𝘀𝘁𝗲𝗺 𝗳𝗹𝗲𝘅𝗶𝗯𝗶𝗹𝗶𝘁𝘆 𝗮𝗻𝗱 𝗖𝗼𝗺𝗽𝗼𝘀𝗮𝗯𝗶𝗹𝗶𝘁𝘆 Choose an architecture which allows for future-proofing and integration of new features, scalability and integration. Business models evolve, and your ERP must evolve with them." ◉ 𝗦𝗲𝘁 𝗿𝗲𝗮𝗹𝗶𝘀𝘁𝗶𝗰 𝘁𝗶𝗺𝗲𝗹𝗶𝗻𝗲𝘀 - 𝗶𝘁'𝘀 𝗻𝗼𝘁 𝗴𝗼𝗶𝗻𝗴 𝘁𝗼 𝗯𝗲 𝗾𝘂𝗶𝗰𝗸 𝗶𝗳 𝘁𝗿𝗮𝗻𝘀𝗳𝗼𝗿𝗺𝗮𝘁𝗶𝘃𝗲 Don’t rush an implementation. ERP migrations are complex and require time to integrate properly. A phased approach allows for troubleshooting and mitigates a risk for failure. ❓Any other "get rights" i missed and you would add from your experience. #erp #businesstransformation #migration #sap4hana

🔍 𝐍𝐞𝐰 𝐑𝐞𝐬𝐞𝐚𝐫𝐜𝐡 𝐈𝐧𝐬𝐢𝐠𝐡𝐭: 𝐇𝐨𝐰 𝐜𝐚𝐧 𝐈𝐓 𝐮𝐧𝐢𝐭𝐬 𝐛𝐞𝐜𝐨𝐦𝐞 𝐭𝐫𝐮𝐬𝐭𝐞𝐝 𝐚𝐧𝐝 𝐯𝐚𝐥𝐮𝐞-𝐠𝐞𝐧𝐞𝐫𝐚𝐭𝐢𝐧𝐠 𝐩𝐚𝐫𝐭𝐧𝐞𝐫𝐬 𝐢𝐧 𝐝𝐢𝐠𝐢𝐭𝐚𝐥 𝐭𝐫𝐚𝐧𝐬𝐟𝐨𝐫𝐦𝐚𝐭𝐢𝐨𝐧? In many organizations, the IT function still carries the legacy image of a cost center or technical support unit. But as digital innovation accelerates, it’s clear that role no longer fits. In our new ICIS – The International Conference on Information Systems paper (together with Isabel Bienfuß and Andre Hanelt), we followed four incumbent firms over several years to understand how the IT function actually makes the leap from service provider to strategic partner. 💡 Three mechanisms stand out: ⚙️ 𝐒𝐭𝐫𝐮𝐜𝐭𝐮𝐫𝐚𝐥 𝐚𝐦𝐛𝐢𝐝𝐞𝐱𝐭𝐞𝐫𝐢𝐭𝐲: Creating spaces where digital innovation can thrive autonomously by both IT and business units, yet remain connected to the core organization. While this temporary separation enables agility and experimentation it’s crucial to deliberately plan its reintegration to avoid fragmentation. 🚀 𝐂𝐨-𝐜𝐫𝐞𝐚𝐭𝐢𝐨𝐧 𝐨𝐟 𝐝𝐢𝐠𝐢𝐭𝐚𝐥 𝐜𝐚𝐩𝐚𝐛𝐢𝐥𝐢𝐭𝐢𝐞𝐬: True digital capability isn’t “owned” by IT or business, it’s co-created where both meet, learn, and experiment together. 🤝 𝐈𝐓 𝐟𝐮𝐧𝐜𝐭𝐢𝐨𝐧 𝐥𝐞𝐠𝐢𝐭𝐢𝐦𝐚𝐜𝐲: Perhaps the most critical yet overlooked dimension. IT earns influence not by claiming it, but by delivering value, active participation and earning trust. 𝑯𝒐𝒘 𝒊𝒔 𝒚𝒐𝒖𝒓 𝒐𝒓𝒈𝒂𝒏𝒊𝒛𝒂𝒕𝒊𝒐𝒏 𝒇𝒐𝒔𝒕𝒆𝒓𝒊𝒏𝒈 𝒕𝒓𝒖𝒆 𝒑𝒂𝒓𝒕𝒏𝒆𝒓𝒔𝒉𝒊𝒑 𝒃𝒆𝒕𝒘𝒆𝒆𝒏 𝑰𝑻 𝒂𝒏𝒅 𝒃𝒖𝒔𝒊𝒏𝒆𝒔𝒔?