Karen Thomas-Bland, founder at Seven, regularly writes and speaks on the subjects of business transformation, M&A integration, executive boards and leadership. We also contribute to leading business websites and publications.
Takeovers are a time to knit people together rather than exclude them. Karen recently wrote for The Loop on how to manage personal egos in a takeover, specifically focusing on Musk and Twitter.
Karen is the featured guest on an episode of the Dreams with Deadlines podcast. She talks about her experience as a business transformation consultant and what makes some transformations succeed and others fail, the reasons for failures and how it can be avoided.
Karen Thomas-Bland, founder of Seven Transformation, talks to Raconteur about the success of England’s Lionesses in the recent World Cup, how the key drivers to this were team building and culture and the lessons businesses can learn from this.
Karen Thomas-Bland, founder and director at London based management consultancy Seven Transformation, outlines for the CFO website how finance leaders should map their buy and build strategies to avoid a maturity gap to wide to close.
Karen Thomas-Bland, founder of Seven Transformation, speaks to Raconteur about Business Transformation and the signs a transformation is going to derail well before completion.
Karen Thomas-Bland, Founder of Seven Transformation, speak to Naomi Shragai, business psychotherapist and author of ‘The Man Who Mistook His Job for His Life’, about good (and bad) ways to leave a job.
The cost of getting a transformation wrong in all these scenarios ranges from lower growth, reputational damage and job loss. With only 30% of business transformations achieving their intended outcomes, the stakes couldn’t be higher. So how do you do this?.
Karen Thomas-Bland, Founder of Seven Transformation, a business transformation consultancy based in London, talks to us about her career so far, her management philosophy and how she equips her staff with the necessary skills and knowledge.
As mergers and acquisitions deals become more complex, technology integration becomes critically important. Despite its underpinning role, it’s often an aspect of integration that isn’t prioritised early on, is under-resourced and is an area where costs can quickly spiral out of control.