Mark Fisher

We’ve just launched our new single-interval ErlangC calculator. It’s a Python-powered tool, now live on the Atlantic Insight website. This is the first in a series of Python-based calculators and tools that we’re developing, related to planning and performance within operational environments. The ErlangC equation is a standard method for estimating how many advisors are needed to meet a given service level target, defined as answering a set percentage of calls within a set number of seconds. It’s most effective where all advisors can handle all calls, and is typically applied to each 15- or 30-minute interval. The formula comes from queueing theory, a branch of Operational Research. Try it here: 🔗 https://lnkd.in/e9qjmgCg

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We are excited to announce that we have completed our acquisition of Meyler Campbell, a renowned executive coach training and leadership development firm with a strong presence in the UK and across EMEA. This acquisition strengthens our commitment to empowering leaders through coaching. Simon Fenton, a graduate of Meyler Campbell’s Mastered Program and long-tenured Spencer Stuart partner, will be CEO of the business while continuing to serve our clients. https://lnkd.in/g8SxukXm

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“We don’t need more names on registers, we need more rigour in the room.” says Steve Barnett - former ADGM executive, partner at two of the big 4 consultancies & now @Wharton Business Consulting advisor. Well-versed in board roles, here’s what stuck with me from our conversation: “We have too few outstanding Board members who are spread too thinly to be able to execute their responsibilities as effectively as we would all like. While there is a diversity of views, this could also be extended.” Steve sees a clear opportunity & an urgent need to expand representation, particularly through the appointment of senior, capable women. But he doesn’t stop at representation. He zeroes in on performance. “The right women exist. Identify them early, support & develop them & reap the benefits.” He pushes back on tokenism. Diversity without competence isn’t inclusion, it’s box-ticking & Boards don’t have time to waste. Boards govern & steer. Management manages. But for that to work, Boards must provide “support, guidance & empowerment” & hold themselves to account with “open & timely communication.” Board members are no longer executives but that doesn’t mean detachment. As Steve puts it: “You MUST take the time to read, analyse & question. If you don’t get into the detail, you are not doing your job.” Steve’s reflections are a challenge to every organisation serious about governance, performance & future-proofing leadership. If you’re building your next Board cohort, don’t just look for experience, look for those who will do the work, ask the right questions & bring others with them. If you're diversifying your Board - do it properly. Representation is a strategic advantage when done with intent, insight & integrity. Boards don’t need more seats filled. They need sharper minds, deeper commitment & real representation. This is why we both do what we do at Wharton Ignite. With decades of strategic leadership across global markets, we work shoulder-to-shoulder with leadership teams to shape organisations that are future-fit supporting: Board effectiveness that goes beyond tick-box audits, surfacing the behavioural dynamics that drive (or derail) performance. Succession planning & leadership development pipelines that elevate the right talent - especially underrepresented voices - into decision-making roles. Culture diagnostics & tactical support that ensure the tone from the top is aligned with purpose, performance & risk appetite. Meanwhile, through Wharton Ignite, we’re equipping the next generation of leaders to step into the boardroom with clarity, confidence & readiness. That includes: Tailored Board-readiness coaching, including support for senior women preparing for NED roles. Immersive development programmes that build the mindset, presence & strategic acuity Boards demand. The talent is there. The challenge is to identify it, support it, & seat it at the table where it can participate & have an impact.

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