Food waste remains a systemic environmental, economic, and social challenge. The UK generates 10.2 million tonnes of food waste every year. 58% occurs in households, 16% on-farm, and 13% during manufacturing, with the remaining portion generated from food service and retail. This not only represents a waste issue, but one that impacts resources and labour across a complex food value chain. In the context of one of the FDF’s 2030 ambitions to halve food waste per capita by 2030, action needs to be taken. What could this involve?

From insights to action: A framework for food waste reduction

A core focus of the webinar was on our manufacturer focused framework designed to help organisations move from visibility of issues to actioning improvements through three key steps: Identify, Prioritise, Act.

Identify: Understand the true scale and root causes

The first step is to gather unfiltered, non-aggregated data from across production. Removing filters (such as by shift, line, or product) helps reveal the real drivers of waste.

Prioritise: Focus on what matters most

Once insights have been gathered, they must be categorised by cost benefit and execution difficulty and developed into an initiative roadmap.

Act: Embed sustainable change

Delivery requires clear ownership at all levels with aligned KPIs across the business to prevent unintended conflict.

You can download our food waste reduction framework below:

Download our Food Waste Reduction Framework

Enabling transparency: Next-generation barcodes and the role of GS1

GS1 presented on how 2D QR codes are replacing traditional barcodes to meet rising consumer expectations for transparency and new EU traceability and Digital Product Passport requirements.

These next‑generation barcodes improve automated recall/expiry detection, visibility of stock nearing end of life, and store‑level automated markdowns.

By enhancing forecasting, batch traceability and lifecycle tracking, they can help manufacturers reduce waste proactively.

Case study: Cranswick’s dynamic QR code journey

Cranswick spoke on how it has begun rolling out dynamic QR codes across its product ranges, following a phased pathway of gap analysis, proof‑of‑concept testing, and full system implementation.

Along the way, they tackled challenges such as print clarity, smudging, scan speeds, verification, and cost management, reinforcing that R&D innovation is iterative.

The journey required close collaboration across retailers, sites, OEMs and suppliers to refine solutions at each stage.

Key takeaways from the webinar:

• When assessing the causes of waste, avoid focusing solely on attention-grabbing issues, as they are often symptomatic of deeper systemic problems to explore
• Do not let perfection be the enemy of good: sustainability progress is driven by consistent shifts in what is considered ‘normal’ and practical action to change this
• Overcoming shared challenges can lead to shared benefits: do not be afraid to reach out to your network to work together
• With rapid technological advancements approaching, data will become ever more available to both consumers and producers. With this increased transparency, expect increased regulation and consumer pressure. The time to act is now to not get left behind

Thank you to everyone who joined the session and to the panel of speakers:

• Natalie Verner, Senior Sustainability Policy Executive, FDF
• Judith Richardson, Associate Partner, Argon & Co
• Camilla Young, Programme Lead – Next Generation of Barcodes, GS1 UK
• Clive Stephens, Head of Research and Development, Cranswick PLC
• William Miles, Group R&D Manager, Cranswick PLC

Watch the full webinar recording below:

The post Webinar: Reducing food waste, from insights to action appeared first on Argon & Co.

• Shelley O’Gilvie, Head of Professionals at The 93% Club, one of our proud charity partners
• Joe Wood, Co Founder of WiseUp Networks, an award winning social enterprise connecting young people with employers
• Kirsten Lockwood, Head of Professional Development at LABC, leading career pathways in an organisation that needs to remain resilient

Together, the speakers unpacked the systemic challenges and shared practical steps to help organisations create workplaces where opportunity is truly accessible to all.

Social mobility starts with fair access — and we’re not there yet

Despite progress, socioeconomic background remains a major barrier. From accent and schooling to exposure and networks, structural factors still shape career outcomes.

Success in 2026 means:

• Where you start doesn’t determine where you end up
• Young people can access meaningful employer engagement
• Belonging, not just inclusion, becomes a strategic priority

Katie emphasised that organisations have a duty to create environments where talent and potential outweigh background and circumstance.

Access isn’t enough, progression must be prioritised

• Shelley O’Gilvie spotlighted a crucial gap: the last decade has focused on getting people in, but the next must focus on getting people on. This means mentorship and sponsorship, mentors advise, but sponsors advocate when you’re not in the room
• Removing the “unwritten rules” barrier: 95% of state educated professionals believe there are unspoken rules to career progression, often obvious only to those from privileged backgrounds
• Social capital matters: 92% of state educated professionals say they lack an alumni network. Building community and connection is a strategic intervention, not a “nice to have”

Our partnership with The 93% Club reinforces commitment to expanding access to networks and career opportunity across industries.

Cultural and social capital are as important as skills

Joe Wood emphasised the importance of cultural capital, understanding professional norms, language and expectations that some young people simply haven’t been exposed to.

WiseUp Networks supports this through structured mentoring before, during and after work experience placements, helping students understand:

• How to present in a professional environment
• How to communicate with confidence
• How to navigate unfamiliar organisational cultures
• This early exposure can be transformative

Education and business are still too far apart

Joe also highlighted a major system gap: schools and colleges cannot solve social mobility alone. They often lack resources, networks and capacity.

• Businesses must form long term, structured partnerships with local schools and colleges
• Employer engagement shouldn’t rely on chance or personal networks
• Work experience and mentoring should be intentional, not incidental
• The business community has the tools, and responsibility to close this gap

Talent pipelines are not broken, they are hidden

Kirsten Lockwood demonstrated that visibility, not scarcity, is often the issue. When LABC broadened outreach, refreshed assessment, and highlighted the profession’s impact, applications soared from a handful to more than 2,000. The talent was always there, it just wasn’t seeing itself reflected or invited.

Collaboration is the only way to drive system level change

A unifying theme across all speakers was the need for collaboration. Education providers alone cannot fix the system. Nor can employers, charities or government on their own. Real progress requires:

• Employers collaborating with charities like The 93% Club and WiseUp Networks
• Cross industry sharing of data, insights and pathways
• A shared commitment to keeping doors open, and helping people walk through them

Everyone has a role in “pulling back the curtain”

Whether through mentoring, sponsoring, creating clear pathways, or simply demystifying the unwritten rules, every leader has a role to play in accelerating social mobility. In a world where the future of work is rapidly evolving, organisations need more than short term fixes. They need people systems, leadership behaviours, and change infrastructures that can flex, scale and endure.

If you missed this session, watch the webinar recording below to learn the full insights:

If you’re interested in exploring how our transformation community can support your organisation to become truly future resilient, reach out, we would love to continue the conversation.

The post Webinar: Accelerating social mobility, purpose driven leadership appeared first on Argon & Co.

The Summit highlighted how rapidly the field is evolving, and what organisations need to put in place to adopt these capabilities effectively.

Here are our key takeaways from the conference:

AI is dramatically lowering the barrier to advanced analytics

Several sessions emphasised that AI is transforming how quickly organisations can turn raw, messy data into actionable insight. Tools like DataStar automate data ingestion, cleansing and augmentation, enabling teams to refresh and rebuild models at speed. Meanwhile, Leapfrog AI allows users to generate SQL queries, macros and modelling scripts using natural language, significantly reducing the technical skill required to run analyses or test new scenarios.

Even organisations with limited modelling resources can now access powerful analytics capabilities that previously required specialist teams.

Scenario planning is becoming the backbone of resilience

Speakers repeatedly reinforced that continuous scenario testing is now essential for navigating uncertainty. Fast simulation enables organisations to test shocks, evaluate trade offs and strengthen buffers long before disruptions occur. Scenario planning accelerates the path from insight to action and puts organisations ahead of the competition by eliminating the time lag.

It is clear that organisations need to shift from one off analyses to always on scenario cycles, embedded into planning, budgeting and strategic processes.

The line between planning and design is disappearing

Modern modelling platforms now allow strategic network design assumptions to flow seamlessly into operational planning cycles. This creates a continuous design loop, enabling teams to adjust flows, capacities and inventories dynamically as conditions evolve.

It was interesting to note that the future operating model for supply chain teams will combine strategic design, operational planning and scenario analysis into one integrated capability.

Competitive advantage will favour early adopters

A clear message from multiple speakers:

Organisations that act now will materially outpace those that wait.

AI enabled modelling improves the speed and quality of decisions, enhances resilience and helps companies navigate future shocks more effectively. However, the value of these tools depends on having the right foundations, robust data pipelines, an active digital twin and teams empowered to use insights effectively.

What this means for organisations

Adopting these capabilities requires more than technology. It demands a shift in how organisations structure decision making, develop teams and embed scenario based thinking. To get started, organisations should focus on four areas:

• Building a clean, repeatable data foundation: automated pipelines such as DataStar make scenario refresh faster —once core data structures are defined
• Maintaining an active digital twin: the value of a model erodes quickly if not continually updated. Embedding model refresh into BAU processes ensures ongoing resilience and protects long-term value
• Integrating scenario planning into core cycles: scenario testing should support S&OP, budgeting, risk assessments and long range planning, not sit on the side
• Empowering people to lead decisions: AI accelerates insight, but human judgement remains essential to navigate uncertainty, interpret trade offs and guide decision making

Looking ahead

There was a clear underlying message noted by each key speaker: AI enabled scenario planning is no longer a future aspiration, it is rapidly becoming the new standard for resilient, high performing supply chains. Organisations that invest now in the right tools and ways of working will be better positioned to adapt, optimise and grow in a world defined by continuous change.

The post Conference: Optilogic Supply Chain Summit, Amsterdam appeared first on Argon & Co.

The event was organised by Enginuity, a charity focused on addressing the UK’s engineering and manufacturing skills gap by promoting STEM careers and developing future talent.

The event brought together industry leaders, educators and practitioners to discuss how organisations can strengthen the STEM talent pipeline and create environments where people can build long and meaningful careers.

Discussions throughout the day explored the evolving challenges and opportunities facing STEM industries. Here are our key takeaways from the event:

• Strengthening the STEM talent pipeline: The discussion focused on how industry, education and policy makers should collaborate to inspire the next generation
• The importance of role models and visibility: Representation continues to play a powerful role in encouraging more diverse talent to pursue STEM careers
• Moving from attraction to retention: Recruiting talent is only part of the challenge. Organisations must also create cultures where people can develop and thrive
• Leadership and culture as drivers of capability: Organisations increasingly recognise that leadership behaviours, mentoring and professional networks are key to long-term workforce development
• Practical improvements in workplace environments: Small but meaningful changes, from equipment standards to inclusive workplace design, can significantly improve experiences for those entering STEM careers

What this means for organisations

As industries evolve, the ability to attract, develop and retain skilled talent is becoming a critical driver of organisational performance. Organisations increasingly need to take a holistic approach to capability development, aligning:

• Operating models
• Organisational culture
• Workforce strategy
• Leadership development

This enables organisations to build resilient teams and embed the capabilities needed to support transformation.

Continuing the conversation through Connect

Katie leads Connect, our community which brings together senior leaders to discuss the realities of organisational transformation. Through roundtables, events and insight sessions, Connect provides a space for leaders to exchange perspectives and explore the challenges shaping organisations today. If you would like to be part of these conversations:

Register your interest in joining the Connect Community:

Join Connect

Contact our Transformation team to discuss how your organisation can strengthen workforce capability and leadership through transformation.

The post Conference: Enginuity365 Live, celebrating STEM ambassadors appeared first on Argon & Co.

It was a thought-provoking session, featuring multiple panels and breakout groups to discuss what a different food system could look like. The central question posed at the event is increasingly urgent. Current challenges in the UK food landscape, from climate shocks to labour shortages, mirror many of the systemic issues highlighted across industry reports and strategic reviews. Taken together, the discussion made one thing clear: the UK food system is at a crossroads, with resilience and innovation now core drivers of competitiveness, not optional extras.

Here are our key takeaways from the discussion:

• The food system is under strain, but proving its capacity to adapt. Speakers highlighted that whilst the system is ‘less calm than we want it to be’, underlined that there is resilience within it, demonstrated through major shocks such as COVID-19
• Sustainability has shifted from a ‘hard sell’ to non-negotiable. On a day with 60+ flood warnings, it was clear to all that climate change is no longer a future scenario, but a certainty that our food system must cope with. It’s not all doom and gloom, with potential opportunities including changing climates allowing different produce to be sustainably grown in the UK
• Technology is a key transformative force ahead, but funding is lagging. From precision agriculture to digital traceability, technology is reshaping the food system fast. However, the UK food system has significantly less investment in research and development compared to industries like pharma or aerospace
• The UK’s structural barriers are real, especially for scale up. The UK has world-class research, strong retailers and innovative chefs and food entrepreneurs. However, there is poor access to affordable scale up facilities and slow, resource-intensive regulatory pathways
• The investment opportunity lies in solving systemic problems. Whether it’s food waste, technology-enabled resilience or building scale-up facilities, there are a huge number of opportunities to solve systemic problems across the UK food system

The diverse range of stakeholders from across the food system provided valuable end-to-end perspectives, and it was inspiring to be part of the discussion.

The post Roundtable: Future of Food appeared first on Argon & Co.

The opening audience poll revealed that the greatest challenge facing procurement teams today is impacting business decisions, followed closely by access to the right data. This set the context for IAG’s journey, which directly addressed these issues.

Setting the Vision: IAG’s procurement transformation

Terri Young, Product Manager for procurement and sustainability at IAG Transform, outlined the scale and complexity of IAG’s operating environment: seven companies, five airlines, operations in over 90 countries, and thousands of suppliers. Procurement manages an enormous and diverse spend base, from aircraft engines to everyday operational items.

IAG’s transformation journey is driven by a clear ambition: to deliver world class procurement through end-to-end digitalisation and maximised AI capability. Historically manual, fragmented processes limited visibility, governance, and confidence in data, while Excel based processes created inefficiency, rework, and inconsistent reporting. SpendHQ was selected to address three priorities: automation and governance, real time visibility and trusted data, and stronger collaboration across procurement, finance, and the wider business.

From spreadsheets to a single source of truth

Javier Luna, Procurement Digitalisation Manager at IAG, described moving from managing procurement through spreadsheets to managing performance through a single platform. At go live, IAG migrated around 20,000 initiatives and now manages billions in approved spend annually through SpendHQ. The approach of “If it’s not in the system, it doesn’t exist” helped establish SpendHQ as the single source of truth for initiatives, savings, approvals, and reporting. Standardised methodologies, rule based data controls, and configurable workflows significantly improved data quality and leadership trust.

Javier emphasised adoption lessons: start simple, focus on data quality, avoid “lift and shift” complexity, and prioritise people. Training should focus on core outcomes first, supported by visible leadership sponsorship and early adopters who drive momentum.

Implementation insights and external perspectives

From the implementation side, Lead Consultant, James Minnock highlighted the importance of small, empowered design teams, in person decision making, and rigorous, business led testing. A strong MVP approach enabled rapid delivery while clearly communicating what would be delivered now versus later.

A recurring theme was “adopt, don’t adapt”, leveraging SpendHQ’s standard functionality before introducing customisation. Over customisation increases technical debt and slows future change. Data migration, often underestimated, required early focus and disciplined decisions about what data truly added value.

Laure-Eva Staron of SpendHQ reinforced two ideas echoed throughout the session: start simple and scale later, and speed is strategic. Fast delivery builds credibility, credibility builds trust, and trust gives procurement greater influence with the business.

Our key takeaways from the session were:

• Impacting business decisions requires trusted data, not spreadsheets
• A single source of truth is essential for visibility, governance, and accountability
• Start simple, deliver fast, and scale incrementally
• Maintain a realistic schedule and don’t underestimate the effort required
• Adoption needs sponsorship and strong post-go-live support to be successful
• Speed creates credibility, and credibility strengthens procurement’s voice

The session concluded with a clear message: technology enables transformation, but sustained value comes from focus, discipline, and people-led change.

Thank you to everyone who joined the session and our speakers:

• Terri Young, Product Manager, Procurement and Sustainability, IAG Transform
• Javier Luna, Procurement Digitalisation Manager, IAG Transform
• James Minnock, Lead Consultant, Argon & Co
• Máire McPoland, Managing Principal, Argon & Co
• Laure-Eva Staron, Director of Account Management, SpendHQ

The post Webinar: Driving procurement performance and accountability through digital transformation appeared first on Argon & Co.

Here are our key takeaways from the discussion:

Change management is the real challenge: While leadership teams see the opportunity, a growing disconnect exists between strategic intent and operational reality. Middle managers and delivery teams often lack clarity on what AI means for day-to-day work. Bridging this gap is critical to unlocking progress

People-first adoption drives momentum: The most impactful examples shared were practical and incremental: short enablement sessions, ready-to-use prompts, and clear guidance. Bite-sized learning builds confidence. Large-scale programmes without hands-on application risk overwhelms teams and slows adoption

Governance must balance control and speed: Organisations are navigating the tension between innovation and risk. Blanket bans or restrictive access can push usage underground, while unclear guardrails create confusion. The consensus from the discussion was to provide safe experimentation space, clear boundaries and visible governance that enables rather than restricts

Data foundations matter, but perfection is not required: AI does not require perfect data, but it does require transparency. Senior leaders highlighted fragmented systems, duplicated data and unclear ownership as key barriers to scaling. Understanding data quality and governance is more important than waiting for flawless inputs

Capability extends beyond technical skills: AI readiness is as much behavioural as it is technical. Alongside digital literacy and applied AI skills, organisations need judgement, critical thinking and strong leadership communication. Psychological safety remains essential to encourage experimentation and remove stigma around tool usage

Value measurement must evolve: Many organisations struggle to define meaningful KPIs for AI. Early use cases often focus on productivity gains, making ROI difficult to quantify. Tracking behavioural and process metrics first provides a clearer path to sustainable value over time

We would like to thank all senior leaders who joined the discussion and shared their experience within AI readiness.

If you are interested in completing our new AI Readiness Assessment, please get in touch with our UK transformation team to learn more.

The post Roundtable: Transformation Outlook 2026 breakfast, London appeared first on Argon & Co.

Drawing on insights from our Operations Outlook 2026 research report and Beyond Resilience whitepaper, our business design specialists highlighted the mounting pressures facing organisations, from rapid technological change to cost challenges, workforce strain, and global volatility. The discussion centred on the key theme of moving from defensive resilience to proactive, design‑led transformation.

Here are some of the key insights from the event:

• Resilience can no longer be reactive. Resilience is being tested by an accumulation of technology changes, cost pressure, and workforce strain. Looking to the future, businesses need a foundation that is future‑oriented, holistic, and connected, all key principles of Business Design
• Over the next five years, companies are turning to AI and automation, enhancing operational efficiencies and profitability. While many organisations are rapidly investing in AI and automation, the conversation underscored a key insight: technology alone is not enough. Implementation barriers such as cybersecurity concerns, high costs, legacy systems, and limited digital skills continue to slow progress
• Technology alone is not enough, and there is an increasing focus on talent acquisition and development. Training, transparency, and cross‑functional teams are becoming essential to bridging the digital skills gap and improving adoption of new tools and ways of working
• Supply chains are transforming to become more responsive. From supplier diversification to contingency planning, organisations are actively redesigning their supply chain models to withstand ongoing volatility
• Business Design is the missing link. Business Design is helping organisations boost performance by accelerating transformation, reducing risk, and ensuring people remain central to change. The event made clear that while disruption is inevitable, the organisations that thrive are those that design for adaptability, empower their people, and connect strategy with execution through a disciplined, future‑focused approach

Thank you to all attendees for a rich and insightful discussion. We look forward to continuing the conversation as we support organisations in building future‑ready, high‑performing businesses.

The post Panel event: Beyond Resilience, designing businesses that thrive in disruption, Dublin appeared first on Argon & Co.

It was an insightful session featuring a panel of experts exploring how businesses can reduce deforestation risks and build more sustainable supply chains.

Reducing deforestation risks and building sustainable supply chains

Here are our key takeaways from the discussion:

• Regulation remains a major driver, even with shifting timelines. Nonetheless, this should be viewed as a tool to set a common baseline rather than acting as an end goal
• Certification schemes are a valuable tool. However, they remain one lever that should sit within a wider risk based due diligence framework
• Local context matters. Understand which issues resonate most in the regions you source from and how reframing challenges. For example linking deforestation to carbon impacts can strengthen engagement
• People and nature are interconnected. Sustainability efforts must consider the livelihoods of smallholder farmers and other vulnerable groups within the value chain
• Industry wide collaboration is essential. Market transformation doesn’t happen in isolation, coordinated action accelerates progress
• Sustainability is both a risk and an opportunity. Linking actions to long term business resilience and cost management helps secure internal buy in
• Stopping deforestation is only the start. Restoration and regeneration activities must also be part of long term nature positive roadmaps

It was encouraging to hear about the progress already underway to halt commodity driven deforestation, and we look forward to supporting organisations as this area continues to develop.

If you’d like to explore this topic further, reach out to our Sustainability team.

The post Panel event: FDF Networking Breakfast ‘Forests and Food’ appeared first on Argon & Co.

The evening provided an opportunity to explore the findings of our latest research report, which draws on insights from more than 800 C-suite leaders. The report highlights how rising costs, accelerated digital adoption, and increasing workforce strain are reshaping priorities and pushing organisations to rethink what resilience truly requires in 2026 and beyond.

During the dinner, leaders reflected on the challenges facing operations today and the shifts already underway across global value chains. Conversations touched on cost pressure management, the practical implications of emerging technologies, data driven decision making, and how organisations are redesigning operating models to remain competitive.

The dinner discussion brought the findings of the report to life and reinforced the importance of building long term resilience through capability development, clarity of strategy and investment in people.

We extend our sincere thanks to all attendees for their thoughtful contributions. Your perspectives added real depth and richness to the discussion and will continue to shape how we support organisations navigating this landscape.

We look forward to continuing this work with organisations worldwide as they build resilience, strengthen performance and prepare for the future with confidence.

For more information on the event and how to join our Connect community, click below:

Join Connect

The post Deep dive: Operations Outlook 2026 appeared first on Argon & Co.

This immersive programme combines classroom and live online learning to help your teams apply Business Architecture concepts to real organisational challenges and prepare confidently for the Certified Business Architect (CBA®) exam.

Training structure:

• 4 days instructor led training
• Delivered in‑classroom
• Practitioner led using real‑world examples of how to apply concepts at every stage
• Engaging activities throughout for a positive, high‑energy learning environment
• Comprehensive training materials providing practical references and study guide content

Who should attend:

This course is perfect for process owners, operating model leaders, transformation and change teams, enterprise/IT architects, product and portfolio leaders, or anyone responsible for designing and evolving how your business creates value.

Interested in attending?

The Dublin cohort will take place in person over four days of instructor-led training from 23rd to 26th February 2026, with a standard rate of €2,450 (ex VAT) for the full programme. Please note: This rate excludes standard exam fees of USD $375 and Business Architecture Guild membership of $125 (USD) per year.

For enquiries or to register for this exciting opportunity, please contact training.ireland@argonandco.com or complete the form below.

The post GATP® accredited Business Architecture training programme appeared first on Argon & Co.

Here are our key insights and takeaways from the event:

• Resilience is essential for businesses to thrive amid ongoing economic uncertainty: With the UK Budget approaching and the economy everchanging, resilience is not optional, it’s essential for every business. The mood was realistic but hopeful. There will be challenges, but there are also reasons to be optimistic. The key is to remain adaptable and keep moving forward, even when things get tough
• Embracing AI with humility enables innovation and purposeful, future-ready organisations: AI was described as the “next printing press”, a force as transformative as it is disruptive. It is reshaping competition, redefining expertise, and challenging long-standing professional roles. Rather than fearing change, the message was clear, approach AI with humility and curiosity. Stay focused on your purpose, give teams the freedom to experiment, and view it as an opportunity to innovate and grow
• Trust is the foundation for collaboration, growth, and organisational resilience: Trust emerged as a central thread throughout the discussion, whether between leaders and teams, or organisations and their suppliers or customers. It is the foundation that enables knowledge sharing, collaboration, and innovation. As one speaker discussed, trust “turns people from cheats into champions.” Building and maintaining trust is critical for organisations seeking to thrive in turbulent times
• The next generation brings purpose, openness, and energy to the evolving workplace: Traditional stereotypes concerning young people entering the workforce need to be challenged. Instead of viewing them as “sensitive snowflakes,” leaders were encouraged to recognise their openness about mental health, hunger for growth, and drive for purpose and outcomes. Far from disengaged, this generation is motivated by impact and meaning, and with proper guidance, they will bring resilience, creativity, and energy to the workplaces of the future. Leaders play a crucial role in helping them channel that drive effectively
• Harnessing data effectively transforms resilience into a strategic advantage: With data analytics and AI now at our fingertips, the conversation shifted to how organisations can turn information into intelligence. By leveraging technology, businesses can predict and mitigate risks, enabling smarter decisions and transforming resilience into a true competitive advantage

The event underscored that resilience is more than the ability to withstand shocks, it is about adapting, learning, and leading with purpose. Watch the video below to see the highlights from Outlook 2026:

The post Panel event: Outlook 2026, Resilience in focus, London appeared first on Argon & Co.