Dare to disrupt Diversity

Last summer, Saatchi & Saatchi’s executive chairman Kevin Roberts caused an uproar and had to eventually resign when he was quoted saying that the debate on gender diversity was “over” and that the company had “never had a problem”. He was clearly missing the point, ignoring the vast amount of evidence around the business benefits of diverse leadership, but he did make one interesting point. Not all women want the big jobs. Some are quite content with doing great work at the level they are and would rather prioritise other things in their lives. Which made me think; surely this polarisation of views is part of the problem? To suggest that women aren’t as ambitious as men is as bad as suggesting that all women should aspire to get the top – because we end up generalising and therefore alienating some of our audiences. We are all individuals and perhaps the time has come to stop talking about women as a collective and take a different approach to gender diversity.

Perhaps the time has come to disrupt diversity?

Why shouldn’t we apply the same innovative thinking we use to resolve other business problems to gender diversity? It IS a business problem after all…

In this blog, I’ll share some recent research on this topic and my own views of how we could approach this challenge. Oh, and – I do talk about ‘women’ a lot, i.e. I am generalising. Which is exactly what we shouldn’t do. But I will get to that towards the end so please bear with me…

Women in Innovation

We recently ran an event at Market Gravity called ‘Women in Innovation’. We held a panel debate, moderated by the writer and freelance consultant Polly Courtney and joined by Suzy Levy, an expert on diversity; Moran Lerner, father of four and a successful tech entrepreneur; and three leading ladies from the world of corporate innovation: Rakhi Rajani from Travelex, Jo Towers from HSBC and Kaisie Rayner from Aegon. As preparation for the event, we researched the topic to understand the current gender balance in innovation professions, what women could bring to the table, why we don’t have more women in the profession, and what we can do about the imbalance.

Firstly, it was apparent that the gender gap we see in other areas of business is present also in innovation. We looked at the 20 most innovative companies (1) in the world and they are all led by men. We looked at FTSE 100 and 80% of the lead innovation roles in the top 20 are held by men. (2)

We looked at the top 100 venture capital firms where 7% of the partners are women, and accelerators and corporate venture firms where 12% of top jobs are held by women. (3) And finally, we looked at UK entrepreneurs, of which 25% are estimated to be women. (4)


But why is this a problem?

Of course, there is plenty of evidence out there to suggest that diversity is good for business, and more balanced teams produce better results. But we wanted to understand what women could bring to innovation more specifically, and what kinds of results were achieved if the innovating teams had a better gender balance. So we interviewed 15 women and men working in innovation, from a mix of start-up and corporate worlds, to hear their views and learn from their experiences.

All the interviewees wholeheartedly agreed that more diversity was good for innovation, as it allows you to explore a range of views, to debate and to challenge – in order to build better products, services and businesses that appeal to diverse audiences. Women, they thought, typically brought specific strengths around four areas:

  • Empathy & emotion – helping the innovation teams gain deeper insight and understanding of customer needs and behaviours
  • Connecting things – identifying related ideas and forming more ‘stretchy’ concepts that expand and build beyond the original idea
  • Collaboration – creating less competitive and more productive teams
  • Openness & inclusion – seeking and listening to a wider range of ideas and opinions

So what’s holding women back?

When we started exploring why we don’t have more women in innovation, it was harder to keep ‘innovation’ separate from the broader world of business. Nevertheless, we discovered some specific challenges that are exacerbated in an innovation context:

  • Societal norms – that condition us to behave differently, with girls feeling the need to be ‘right’ rather than to ‘try’, making them more fearful of failure than boys
  • Lack of confidence – resulting in women selling their ideas of innovations ‘short’
  • Unconscious bias – favouring ‘people like me’ in recruitment, promotion and investment decisions
  • ‘Modern’ world of work – limiting our ability to work as flexibly as our lives sometimes demand.

Now some of you will be thinking, why should the last point be a woman’s challenge, surely that is a challenge for any of us, regardless of who you are and how your life evolves? I could not agree more – and suggest you read on, as I will get to it later. This is just playing back what we heard.

So then, if those are the challenges, what should we do? The million dollar (or, actually £100bn (5) ) question.

Right intentions, wrong results?

During the panel debate, we explored the topic of what could be done about the above challenges and how we could all make a contribution towards equality, in our professional and private lives.

We heard that while society may condition us to behave differently, there are in fact also biological reasons for our differences that we simply cannot change. For example, from the moment they are born, girls look for more reassurance, affirmation and safety, making eye contact with their carers earlier than boys. But the way we build on this in later life is not always helpful. Just look at the way some retailers are promoting clothes and toys; for boys, there is an adventure waiting and for girls, a crown (i.e. marrying into success). See this recent Gap advert for a case in point.


Another example is the way in Britain we still hold a notion of a girls and women as ‘ladies’ which comes with its own set of behavioural associations and expectations.

We talked about the confidence issue, which can divide opinion. It is a commonly held view that women are less willing to speak up in meetings and confidently put across their arguments. We have seen research and opinion pieces to suggest that this is in fact not about confidence but humility and self-awareness (6) – women holding themselves to higher standards before opening their mouths. I suppose we can debate the causes but I will say this; it came up in every single interview we did, with both women and men, and it was something that many of the female interviewees and panellists recognised in themselves.

We also learned that women lose confidence at key moments in their lives, for example after the birth of their first child. Many companies have good intentions to help returning mothers, giving them lighter workloads and less responsibility, when in fact this may just exacerbate the problem, making them feel even less confident in their abilities.

While everyone enjoyed our lively panel debate, it did leave me craving for more answers. What should we do? How can we tackle such a broad problem, where should we focus? McKinsey and Lean In recently reported lack of progress in this space, with women still trailing behind men in advancing their careers (7) , so perhaps time has come to try something new. Perhaps it’s time to try and innovate ourselves out of this imbalance?

How do we disrupt diversity?

To understand how we might learn from disruptive innovators, let’s first look at some of the things they do very well:

  1. They are crystal clear on who their target customer is and obsess about their needs
  2. They challenge orthodoxies, turning deeply held, widely shared beliefs on their head and imagining what might be if the opposite was true
  3. They choose one problem and are laser-focused on solving that better than ever before, continuously testing and iterating their solution

I am sure there are many others, but let’s use these 3 as a starting point – for argument’s sake.

So, who is our target customer?

Conventional thinking has been focused on helping mums return to work and work flexibly to help juggle family and career responsibilities. Companies typically offer mothers extended maternity leave, flexible working policies, child care vouchers, you name it. But what if we approached our audience as we would our customers? What if we segmented our female workforce based on their attitudes towards career and life, their aspirations and their potential? Understanding the differences between those who want to fast track their careers, those who need to take a step back and those who are looking for more varied challenge. And designing our supportive actions and initiatives accordingly.

Or – what if we focused on the guys instead?

Research has shown that the first year of parenting sets out the roles that are usually played out for the rest of the child’s life; in other words if the mum looks after the child in year 1, they are also more likely to carry the majority of the childcare responsibilities after that. If we focused our efforts on encouraging men to share the parental leave during the first year, not only could the mothers return to work earlier, they would also have more time to spend on their careers as the parenting duties are shared more equally. Of course the government has already taken steps in this direction, introducing shared parenting leave in 2015. However, one year on, less than 1% of eligible fathers had taken up on it (8) , showing that there is still a long way to go and much more to be done to encourage fathers to take the leave (and mothers to share it!).

Breaking assumptions

Next, we need to pick an orthodoxy, a common assumption to break. What would you choose? How about coming back to that old chestnut of women not promoting themselves confidently enough?

And challenging the conventional wisdom about how we should respond? How about…

“Women’s leadership and mentoring programmes are effective in helping women further their careers”.

To address the gender diversity challenge, many companies have rushed to set up women’s leadership and mentoring programmes where they get extra support, coaching, visibility, guidance, coaching and… frankly, work. To prove their worth, that they are ready for the promotion, ready for that leadership role. But are these programmes working?

Someone I recently spoke to actually dropped out of one such programme because they felt it was just adding to their already heavy workload and they couldn’t understand why as a woman, they needed to do all that extra work to be recognised – and why their work-related achievements could not be celebrated in others ways. According to HBR (9) , “Women often have to provide more evidence of competence than men do to be seen as equally capable, a problem documented in scores of studies on double standards, attribution bias, leniency bias, recall bias, and polarised evaluations.” So what’s the solution? How about…

…rather than advising women on how to push ahead and make them work harder at it than the men, you put positive bias in the system and start sponsoring them instead?

Another piece of research published on HBR (10) reported that where traditional diversity programmes had largely failed, engaging leaders in the business in solving the problem and encouraging social accountability for the results resulted in dramatically better outcomes. Those made accountable for the results started to feel ownership for it and therefore began sponsoring women and using their own influence to affect change.

The third lesson from disruptors is to pick one problem and obsess about solving that as well as possible, testing and iterating your solution until you get it right.

What is the one thing that would make a real difference in your organisation?

Another commonly held belief is that we don’t have enough women in senior leadership positions because they leave the company around the time that they start families. At Accenture, where I used to work, deeper analysis of the issues showed that, in fact, quite the opposite was true.

Women with families were amongst the most loyal employees in the company – they were not leaving, they were stalling. The data also revealed that one of the most critical stages of the consulting career – the few years prior to making MD (“Partner”), tended to coincide with the time to start a family. And if the babies came first, the women were highly unlikely to progress to partner in the subsequent years, even after returning to work. As a consequence, one of the company’s key objectives became to accelerate women’s MD promotions, reducing the average time to MD by a couple of years.

Another interesting approach is offered by Joan Williams in ‘Hacking tech’s diversity problem’ (11) . She recommends companies to learn from the lean start up playbook – to collect detailed data about gender bias in daily workplace interactions, identify ‘interrupters’ to experiment with, and trial things until you get it right.

But let’s be clear: none of this will happen without the commitment and focus from senior leadership.

If you believe that a more gender balanced workforce will deliver better business results, you should approach it just as systemically as you would any other change – setting objectives (yes, this means targets), making people accountable, identifying measures to track progress and identifying action plans. Although the last one you should leave to the accountable parties, so that they can engage in the problem and the solution – understanding their customer, challenging the status quo and setting out their action plans.

If it was you, what would you do? We’d love to know.

Tweet us @Market_Gravity



(1) Forbes most innovative companies in the world: http://www.forbes.com/innovative-companies/list/

(2) FTSE 100 companies list http://www.stockchallenge.co.uk/ftse.php, MG own research to identify the head of innovation / chief innovation officer / global innovation director

(3) https://techcrunch.com/2016/04/19/the-first-comprehensive-study-on-women-in-venture-capital

(4) http://www.telegraph.co.uk/business/sme-home/women-and-start-up-businesses/

(5) According to Deloitte, better support for women entrepreneurs could provide £100bn boost to UK economy (http://www2.deloitte.com/uk/en/pages/press-releases/articles/better-support-for-women-entrepreneurs.html)

(6) http://www.huffingtonpost.co.uk/neela-bettridge/post_9021_b_6628740.html

(7) https://womenintheworkplace.com/

(8) https://www.theguardian.com/money/2016/apr/05/shared-parental-leave-slow-take-up-fathers-paternity


(9) https://hbr.org/2014/10/hacking-techs-diversity-problem

(10) https://hbr.org/2016/07/why-diversity-programs-fail

(11) https://hbr.org/2014/10/hacking-techs-diversity-problem


The Next Big Digital Disruption: Building Empathetic and Integrated Insurance

Since settling into agrarian societies and specializing our labor activities, humans have recognized the need to mitigate risk through diversification. Risk protection, the roots of modern insurance, is evident as early as 2250 BC in the Babylonian maritime business, with merchants paying lenders a premium to guarantee to cancel a loan in the event of a lost (or stolen) shipment.[i]

The modern era of insurance evolved as those exposed to common risks formed into groups to aggregate, price, and eventually sell the risk to investors. The internet first brought new ways to search and research insurance policies, and now the digital era is utterly transforming how consumers are able to manage and pool risk, as well as their expectations of processes and the overall experience.

From the global ecosystem of insurtech startups, we have identified five major themes that are at the leading edge of industry transformation:


Digital functionality has proven to be a major catalyst for total customer-centricity across all industries. A corporate’s digital face is now the essence of customer relationships, and excellent experiences are required for customer retention. This means that understanding customers and their needs is a necessary capability for all businesses.

Customers increasingly want comprehensive coverage, not ad hoc product selection. Pushing products onto customers doesn’t work anymore. Designing products and services around customers is the way to win. A great example of this is Policy Genius –  rethinking insurance and insurance shopping from the consumer perspective. Their free, online Insurance Checkup Tool will identify gaps in coverage and present product options as well as a ‘to do’ list to address these gaps.


Analytics are critical to digital success. The growth of internet connected devices and sensors is projected to reach 50 billion by 2020[ii]. This will have a significant impact on the availability of real-time information – a trend often referred to as ‘big data’. Insurers who can exploit this information for better pricing, underwriting and loss control will have a distinct competitive advantage over their peers.

More data means improved risk modeling and more accurately priced policies. Driveway.ai demonstrates this well, using a smartphone’s accelerometer to collect telematics data, rate driving skills, and then sell this information to insurance companies.


An essential component of a consumer-centric experience is full integration with the devices and platforms customers use the most. However, mobile has to be just one part of a seamless, omni channel experience. It doesn’t replace other channels, it enhances them – consumers may start the search on the bus or in the waiting room, but then complete the transaction from our laptop on the kitchen table.

If insurers are dedicated to investing in integrated mobile functionality and delivery channels, they will likely see costs go down as a result. For example, quicker registration and automated interactions will drive down administration costs (as well as offering a less bureaucratic customer experience). Well executed mobile and social media experiences can also reduce the cost to acquire and retain customers.

Snapsheet is building a white label, claims experience - allowing drivers to use their usual behavior on their phones to submit and receive claim information. A central capability is allowing drivers to take pictures of their damaged cars at the scene of the accident, and immediately upload them for appraisal and claims processing.


Peer to peer business models are popping up around the world. The central thesis relies on the power of community and belonging and the trust this breeds. That is, when you share risk with people you know (even if just virtually), the incidents of fraud decrease, as do the number of claims. Fewer claims means lower premiums for the insured and lower administration costs for the insurer, and social network dependencies means lower acquisition and retention costs. Additionally, peer to peer models often incur lower acquisition costs.

Companies pursuing this model are building slick, customer-focused, data-driven insurance systems – like Lemonade, which recently launched in New York City. Lemonade is challenging some basic assumptions of the industry – namely the antagonistic relationships that can develop when denying your customers claims is a source of revenue. Instead, they take a flat fee for their services, and return the portion of unpaid claims to the members of the pool.


Across industries digital capabilities allow companies to collect massive amounts of data and reorganize in terms of micro-experiences. The more data collected, the more insurers can tailor policies (and therefore prices) to individual risk profiles.

This includes an expansion of typical insurance products, with a focus on experiences – often called “insurable moments”. Slice provides customers with on-demand micro insurance for any event or activity, while Sure provides micro-duration life insurance coverage during single airplane flights. Finally, Trov catalogs and tracks an inventory of your belongings, with the ability to insure, sell, donate or share things through your phone. Insure any item in your inventory for any amount of time with a simple toggle on and off.

These types of micro-insurance remain relatively unexplored, posing a direct challenge to the traditional sales and  distribution models of insurance. They will continue to evolve, as the impact of larger trends – such as work preferences (freelance, customized) and the shared economy – continues to unfold.

What Next?

 The insurance industry is certainly ripe for innovation. Many of the institutional stalwarts are over 100 years old, and have demonstrated minimal capacity for innovation over their lifetime – and are currently unprepared to adapt to these impending realities. And these leading trends are only the beginning of the potential rapid transformation of the insurance industry as it figures out how to offer a more empathetic and integrated service.

Can we help you think more about these trends and their implications? If you’d like to talk through challenges to understand more about the industry transformation, please get in touch with me at clare.seekins@marketgravity.com.

[i] The Evolution of Insurance, https://www.sas.com/storefront/aux/en/spslvncy/62823_excerpt.pdf

[ii] Global Digital Insurance, 2015. Bain & Co. Report.

The ‘Secret Sauce’ series: Island Beers

Market Gravity look for something different in the people they recruit. They look for an ability to inject an entrepreneurial spirit into the innovation projects and propositions they’re working on. We call it the ‘secret sauce’ – it’s what makes our approach and the way we help our clients deliver projects that makes us different to other consultancies.


But how do we know if someone can inject an entrepreneurial spirit into a big company? Well. A lot of the team at Market Gravity are entrepreneurs in their own right. They’ve started their own businesses outside of Market Gravity – something the company advocates and actively looks for. They know the work it takes to get something off the ground. They are passionate about ideas in the same way as our clients are passionate about theirs. They're able to draw on their experiences in client projects.

Because we love to share, celebrate and support our team's entrepreneurial passions, we're creating a series of blogs about them. First up we chatted to Dan Avery who's one one of our Senior Consultants, about his business – Island Beers.

Tell us a little bit about Island Beers

"Island Beers is a craft beer business, creating beers brewed with interesting spices that complement the beer style. The result is a subtly unique and great tasting product (I am biased here obviously). We sell to a range of customers, most of which are passionate restaurateurs who like the interesting flavours we produce."


Dan and the Island Beers team


Where did the idea come from?

"We wanted to create a beer that complemented great food, in a way that not many current beers do. There are plenty of very good hoppy craft beer companies around, but not so many crafting delicate flavours to accompany meals and specific dishes."

What did you find most rewarding about the experience?

"Starting with nothing but an idea is a daunting place to be. With work and commitment, you gradually build this into something you are proud of that is beautiful (to you at least… and to others if you’ve done your homework) and when you see this on shelves or being drunk by diners (that actually chose to purchase your product) it is a very rewarding experience. But the best bit has to be ordering and drinking your own beer at a bar/restaurant."

What lessons would you give others?

"Be prepared to commit plenty of your energy, time and resources but commit them very wisely. Never commit to anything big until it is needed, until there is a definite demand or pull for it. E.g. create the smallest batch you can get away with, make the most basic visuals needed and so forth. You’ll find you can do less and achieve more with it. Premature scaling of any sort is an easy way to kill a good product company and it is the easiest way to kill a good product idea."


"With work and commitment, you gradually build (an idea) into something you are proud of that is beautiful (to you at least… and to others if you’ve done your homework)."
Daniel Avery: "With work and commitment, you gradually build this (an idea) into something you are proud of that is beautiful (to you at least… and to others- if you’ve done your homework)."


What was most challenging?

"There are some big moments where you find yourself far from your goal despite having travelled so far on your start-up journey. This feels demoralising and it is certainly demotivating. It is a little like rowing across a sea (stick with the metaphor here)- there is a point in the middle where you are miles from the shore you left and miles from the shore you’re headed to and things feel bleak. For Island Beers, this was when our first batch failed and we had to tip 3.5k bottles down the drain. This is where you must dig deep for your determination and commitment in order to drive things forward until that shore comes into view, complete with swaying palms and a beach bar."

Funniest anecdote?

"Lots of these… usually at our own expense! It always puts a smile on my face thinking about one of our batches that went a little bit wrong. A small flaw in the process led to around one in six of our beers being far too fizzy, to the point where it became quite comical. Every sales pitch, sample and drink after a long day was transformed into a game of Russian Roulette. If you won, you’d enjoy a smooth pitch or drink. If you were unlucky, you or those unsuspecting around you would receive a frothy deluge of delicately spiced craft beer. Whoops. Thankfully this little issue has been solved now!"

How has the experience helped you at Market Gravity?

"There are many things that can distract you when developing and launching something new. I think one of the most valuable things is to understand, or have an appreciation of, is the value of knowing what to focus on and what is a distraction e.g. Do you want to design for all those customer segments now? Do you really need to launch across all channels? Is there really a need for branded mugs? China??... But we’ve not even cracked the UK!"

If you’d like to talk about ideas you have to launch a new proposition or how to overcome some challenges you’re facing- get in touch.


Find Dan on LinkedIn

And take a look at http://island-beers-uk.com/ - you can order online!


NEWS: Market Gravity predicts business trends for 2017

Technology will continue to be one of the biggest disrupting forces in big business in 2017, with innovations such as Blockchain and robo-advice finally breaking through. In 2016, we saw the time it takes to go from breakthrough technology to mass market application reducing as technology disruptors reshaped big business practice, and this breakneck pace doesn’t show signs of abating as we enter a new year.

Market Gravity's co-founder Gideon Hyde shares his predictions for 2017 and advises what big businesses should be doing to recognise 'tomorrow's business' and ensure they enhance their offerings to stand out in this increasingly competitive marketplace.


Silicon Valley investor Marc Andreessen cites Blockchain as “one of the most fundamental inventions in the history of computer science". Put 'simply', Blockchain uses complex cryptography to ensure that financial transactions can be verified and can’t be tampered with, with minimal third party involvement.

Bitcoin is the best known application of Blockchain so far, but its potential extends far beyond digital currencies. The Blockchain process makes error and fraud easier to spot and it can remove the need for a middleman, thereby reducing costs. Indeed, experts say it is set to disrupt every industry where transactions and trust are key.


An increasing number of businesses are developing and launching Robo-advice services for customers. Robo-advice involves replacing face-to-face advice with online, automated guidance and execution – not from an actual robot, but from an algorithm which engages with customers to create an improved experience. The savings and investment sector, in particular, has adopted this new technology to engage with their customers in a way that adds values and helps create an improved brand experience. Take the Standard Life Financial Butler, for example; an automated chat-based app that provides customers with a new way to explore and interact with their pensions and investments, make changes to their account information and get quick and easy access to Standard Life experts.

Whilst its growing popularity could mean the beginning of the end for traditional face-to-face advice, there is an opportunity for advisers who are willing to consider incorporating these automated services into their offering. Major banks are already beginning to do this by targeting potential customers considering their first steps into financial advice. This low-cost stepping stone can help get customers on side ready for when they may require more comprehensive guidance.

 Chat Bots – the rise of the chat interface

More and more companies are using Chat Bots to hold automated conversations with potential customers to help them make decisions that eventually lead to sales or bookings. The advantages to businesses considering using them are that they are less expensive to produce than apps, they help raise brand awareness and they can save human resourcing costs, effectively replacing the work of customer service agents and personal assistants. The prospect of Bots actually replacing human jobs is still a way off, however. Businesses should look at augmentation rather than replacement.  Bots can help make employees' lives easier by taking away some of the strain but, when enquiries become more complicated, customers will still require the help of a human being.

The Internet of Things

The Internet of Things (IoT), also known as 'connected devices’ or ‘smart devices’ has seen new products and services being launched and developed at a fast pace in the past couple of years. The continued development of connected devices, wearable tech and enhanced connectivity means the IoT is progressing into every part of our lives, potentially changing the way we live forever. From smart meters to automated lighting, customers are increasingly embracing these new technologies into their lives. These new, connected technologies are also changing the way we shop. Take, for example, the new megatrend known as 'frictionless retail', which could make wallets, checkouts and queues things of the past. To take advantage of these developments and create new growth opportunities, companies need be open to changing their traditional systems, procedures, processes and ways of communicating. They must embrace technology to maintain a competitive edge, enhance customer experiences and drive business growth. There are a wealth of companies embracing the technology, with further developments expected in the next year within utilities and energy, automotive (connected cars) and retail, as well as consumer electronics.

Voice and motion control interfaces

Recent developments in user interface (UI) - the way human beings interact with a device - are now offering us much more attractive options than a simple keyboard and a mouse.  Take voice recognition technology, for example, Apple's Siri - a personal assistant application designed to work through IOS. And, launched much more recently, Amazon's Echo. Using advanced voice technology, 'Alexa' can tell you the time, deliver news updates, play your music choices, notify you of your day's appointments and much more.

Another emerging UI was first foretold by Tom Cruise in the 2002 sci-fi movie, Minority Report when he was seen donning his magic gloves and gesturing at a screen to manipulate images and datasheets on his computer system. Now motion control, or gesture interface, is actually beginning to show us a future where computer systems will be able to interpret human hand gestures and emotion recognition from the face via mathematical algorithms. Users of the Blippar app will soon be able to scan people’s faces with their smartphone cameras to reveal their personal information as reported in the Evening Standard just this week.

VR and AR

Immersive technologies such as virtual reality (VR) and augmented reality (AR) have started to hit the mass market (see Facebook’s Oculus Rift) but the way in which they will affect businesses has yet to evolve. In 2017, the consumer and business content and application of VR and AR will become clearer. VR and AR has huge potential to control a flow of information to the consumer, integrated across mobile, wearable technology and IoT etc. allowing rooms and spaces to connect with consumers, virtual worlds and conversations. It’s possibly one of the most exciting areas to be working in for brands right now.


Gideon is one of the co-founders and a partner of Market Gravity and is passionate about creating growth and innovations businesses across the UK and beyond. He is an expert in helping big businesses launch significant new ventures into the marketplace and take them to scale. He led the programmes to develop and grow npower’s home energy services business, to launch B for Clydesdale and Yorkshire Banking Group and to design and launch Retiready, Aegon’s digital retirement service.

If you'd like to understand more about these trends and how you can use them to grow your business, get in touch.