Business
What Leaders Get Wrong About Joining a New Industry
Senior executives who move across industries are hired for their difference. The track record in another sector, the capability the industry hasn’t developed, the willingness to challenge assumptions that have stopped being questioned. The rationale is usually sound. What organisations consistently underestimate is how long it takes for that difference to become an asset rather than a liability.
Athalie Williams knows this from experience. After 14 years at Accenture spanning financial services, telecommunications, healthcare and industrials across Australia and Southeast Asia, she moved into a senior corporate role at National Australia Bank. From there, she went to BHP, the world’s largest mining and resources company. Then to BT Group (British Telecommunications), one of the UK’s largest employers, navigating a shift from telecommunications provider to technology company. Each move required her to unlearn something. The rhythm of decisions. The dynamics of regulation. The unspoken logic of how organisations in a given sector measure success. “Every time you change industry, there is a period where the experience that got you hired is not yet working for you, because the context that made it valuable is no longer there,” she says. “The leaders who struggle most are the ones who do not recognise that period is happening.”
The Hire and the Gap
The premise of a cross-sector hire is that the incoming executive brings something the organisation lacks. An external perspective. A capability the sector has not developed. A track record that signals what is possible. The rationale is well-founded: boards increasingly recruit from outside to force a break with established thinking and bring in approaches the sector has not tried.
The problem is not the premise. Almost every time an executive transition fails, the failure is a surprise to the executive themselves, their C-suite, their board, and their teams. The story goes like this: they have been high performers with track records of strong results, engaged teams, and deft handling of ever-more-challenging assignments. And then they step into a new context, and the same qualities produce different results.
DDI’s Leadership Transitions Report 2021, drawing on data from more than 15,000 leaders across 1,740 organisations, found that 35% of internally promoted executives are considered failures in their transition period, and that figure rises to 47% for external hires. The cross-sector move compounds those odds further still. The incoming leader must navigate a new organisation and, beyond that, a fundamentally different operating logic.
It is worth saying plainly: even when both the intent and the approach are sound, these transitions do not always run to plan. The responsibility for outcomes is shared. Organisations that hire across sectors carry an obligation to create the conditions that allow incoming leaders to succeed, and leaders who arrive with strong instincts must balance confidence with genuine curiosity about how the new context actually works. When transitions falter, the cause is rarely one or the other. It is usually both.
What the New Sector Does Not Tell You
Williams identifies a common failure mode: the incoming leader who arrives with well-developed instincts, a strong point of view, and an understandable desire to demonstrate early impact. The instincts are real. The point of view is usually valuable. But the desire to move quickly, before the context has been properly understood, is where things go wrong.
“There is a version of sector knowledge that you cannot read in a briefing pack,” she says. “How do decisions actually get made here? Where does power sit in ways that are not on the org chart? What is the relationship between this company and its regulators, and how does that shape what is possible? What have people already tried, and why did it not work? None of that is in the induction programme.”
The assumptions that follow a leader across sector lines tend to cluster in a few predictable areas: the pace at which change is possible, the role of formal authority versus informal influence, the tolerance for risk and disruption, and the relationship between strategy and execution. An approach that worked in a fast-moving consumer business may be poorly calibrated for a capital-intensive infrastructure company. A leader who thrived in a high-growth environment may misread the political complexity of a regulated one.
The First Twelve Months
Williams’ practical counsel for leaders entering a new sector is grounded in discipline rather than deference. The perspective an incoming executive carries is part of why they were hired. The question is when to deploy it, and sequencing matters more than most realise.
“The first twelve months should be weighted toward listening, not toward proving,” she says. “You are building a map of the territory that nobody else can build for you. That means spending time with the people closest to the work, not just the executive team. It means asking questions that sound naive, because the naive questions often surface the assumptions the organisation has stopped examining.”
Cross-industry transitions that succeed tend to separate the understanding of how the new sector actually operates from the operational frameworks the incoming leader has carried across. Applying what worked in the previous context becomes a liability when the sector operates through fundamentally different incentive structures.
Organisations bear responsibility here too. Williams is direct about what she has observed from the other side of the hiring decision: companies that recruit external talent and then give it no room to operate are wasting the investment. So are companies that expect a cross-sector hire to perform at full effectiveness from month three. “You hired someone from outside the industry because you wanted something different,” she says. “You then need to give them the time and context to actually deliver it.”
The value a cross-sector hire brings, a fresh perspective, a different set of assumptions, a track record built in a different kind of organisation, takes time to translate. Leaders who understand that translation is part of the job, and who approach the first year accordingly, tend to be the ones who are still there making a genuine impact in year two. But they need an organisation that understands that too, and is willing to hold the space for it.
For many UK SMEs, site security still means a guard, a keypad, and a barrier that opens when someone waves a fob out of the window.
It works until it does not. With extended hours, more third-party deliveries, and mixed-use sites, the entrance becomes a pressure point where delays and security gaps show up first.
Modern vehicle access control is increasingly an operational tool, not just a security add-on. Done well, it reduces queues, cuts manual checks, and creates an audit trail of who entered, when, and under what permissions.
The hidden costs of everyday vehicle movements
Common issues around vehicle entry are rarely dramatic, but they are expensive:
– Bottlenecks at peak times that delay staff and disrupt deliveries
– Tailgating, where an unauthorised vehicle follows a permitted one through the barrier
– Shared credentials (cards, codes, fobs) that are hard to control once they circulate
Even a small queue at the gate can ripple through the day. Missed delivery slots, late engineers, and frustrated visitors all add up.
What modern systems do differently
Instead of relying on a driver to stop, present a pass, and wait for a decision, modern setups identify vehicles automatically and apply rules in the background.
A typical flow is simple:
- A vehicle identifier is issued, such as a tag linked to a vehicle or user
- A reader detects it at the entrance
- Software checks permissions, including time windows and zones
- The barrier opens and the event is logged
For SMEs, the key shift is policy-based access. Contractors can be allowed in only during set hours. Visitors can be granted temporary access that expires automatically. Regular suppliers can be approved for specific days or time slots.
Where the ROI comes from
Return on investment is usually a combination of time saved and risk reduced. SMEs typically see value in:
– Faster throughput at entry and exit, reducing congestion and improving punctuality
– Lower overhead by reducing the need for staffed checkpoints
– Better security through unique identification and consistent enforcement
Automated logs also support incident response and insurance discussions by providing a clear record of vehicle movements.
Implementation checklist for SMEs
Vehicle access control projects do not have to be disruptive, but they benefit from a structured planning phase:
– Map vehicle types and scenarios, including staff, visitors, couriers, HGVs, and emergency access
– Define rules before technology, including time windows, zones, and exceptions
– Check integration needs, such as barriers, intercoms, CCTV or VMS, and parking management
– Plan credential management, including onboarding, offboarding, and temporary access
Choosing a solution that scales
The best systems grow with the business by adding entrances, supporting more vehicle types, and integrating with wider security and parking workflows. For SMEs exploring options, established approaches to vehicle access control can support secure, hands-free identification and integration with existing infrastructure.
The bottom line
For UK SMEs, controlling vehicle entry is no longer just about stopping the wrong car. It is about keeping operations moving, reducing avoidable labour costs, and building a more resilient security posture. With the right rules and technology, the gate can shift from being a daily bottleneck to a streamlined, auditable part of the business.
Amazon has passed the milestone it needed to switch on its long-awaited Leo satellite broadband service, deploying enough satellites to begin initial coverage later this year, with the UK confirmed among the first wave of markets.
The breakthrough came in the early hours of 2 July, when a United Launch Alliance Atlas V rocket lifted 29 satellites into orbit from Cape Canaveral, the final Atlas V mission in Amazon’s launch programme. The flight took the constellation to 396 spacecraft, tying the record for the heaviest payload the veteran rocket has ever carried.
Chris Weber, vice president of Amazon’s Leo business, said the constellation was now large enough “to support continuous service across initial latitudes”. He added: “Still lots of work ahead, including raising all these new satellites to their assigned altitude, but we’ve completed enough launches for initial service this year, and future missions just add coverage and capacity.”
For Jeff Bezos’s answer to Elon Musk’s Starlink, the announcement marks the end of a lengthy and at times fraught deployment phase. Amazon, which rebranded the project from Kuiper to Leo last year, holds FCC authorisation for a constellation of around 3,236 satellites and had faced a regulatory deadline to orbit half of them by mid-2026, though the US regulator has since shown flexibility on timing, according to CNBC.
What it means for UK businesses
An enterprise and government preview has been under way since late 2025, but the consumer rollout is targeted for mid-to-late 2026 in priority markets including the UK, US, Canada, France and Germany. Britain’s early place in the queue owes much to Ofcom approval already being in place, though coverage will initially be limited to certain latitudes and broaden as more satellites launch. Full availability could stretch into 2027 depending on the pace of deployment.
The service is designed to deliver speeds from 25Mbps up to 400Mbps and beyond, with gigabit-capable terminals using advanced phased-array antennas, and latency low enough for video calls and streaming. Beyond fixed home broadband, particularly for rural and underserved parts of the UK, Amazon is targeting portable connections, in-flight Wi-Fi through partnerships such as its JetBlue deal, and enterprise and government applications. Customer terminals are in testing, and would-be users can join the waitlist at leo.amazon.com.
An uphill battle against Starlink
Amazon enters the market a long way behind. Starlink has thousands of satellites in orbit, millions of customers worldwide and a growing UK footprint, having recently undercut BT with £35-a-month broadband and secured new Ofcom spectrum licences to expand capacity at its British ground stations.
Even so, the arrival of a deep-pocketed second player should be welcome news for the estimated hundreds of thousands of UK premises still beyond the reach of full-fibre networks. Competition on price, hardware and service quality has been conspicuously absent from the satellite broadband market to date, and Amazon’s entry, backed by its logistics, retail and AWS cloud infrastructure, is the first credible challenge to Starlink’s dominance.
For rural firms weighing up connectivity options, the sensible play is to watch how the initial rollout performs. Timelines in the satellite business have a habit of slipping, but for the first time the UK is months, not years, away from a genuine two-horse race in the sky.
Jamie Young
Jamie is Senior Reporter at Business Matters, bringing over a decade of experience in UK SME business reporting.
Jamie holds a degree in Business Administration and regularly participates in industry conferences and workshops.
When not reporting on the latest business developments, Jamie is passionate about mentoring up-and-coming journalists and entrepreneurs to inspire the next generation of business leaders.
Business
Paul Pelosi faces hit-and-run charge after striking parked vehicle in California, media reports say
Paul Pelosi faces hit-and-run charge after striking parked vehicle in California, media reports say
Siebert Financial CIO Mark Malek breaks down the benefits of ‘Trump Accounts’ on ‘The Claman Countdown.’
In an Independence Day announcement, tech billionaire Michael Dell and his wife Susan unveiled a “public-private partnership” aimed at giving millions of young Americans a direct financial stake in the nation’s economy.
The Dell Technologies CEO took to X on Saturday to announce they are giving $250 each to the first 25 million qualifying American children who sign up for “Trump Accounts.”
“This makes every child a shareholder in the greatest prosperity-creating engine the world has ever known — American capitalism,” Dell wrote in an X post. “Through this public-private partnership, we’re giving the next generation a real stake in our economy and a path to the American Dream: education, a first home, starting a business, and building lasting wealth.”
The Trump Accounts app will feature eight exclusive financial literacy modules. (U.S. Department of the Treasury / Fox News)
WHITE HOUSE UNVEILS TRUMP ACCOUNTS MOBILE APP AHEAD OF JULY 4 ROLLOUT
The announcement coincides with the official Fourth of July launch of Trump Accounts, a provision of new tax legislation designed to give young Americans a financial head start.
Under the program, which was announced one year ago, every U.S. citizen born between Jan. 1, 2025, and Dec. 31, 2028, is eligible to receive a $1,000 government-provided baseline investment upon enrollment.
Parents can register their children for the program when filing their taxes, acting as sole custodians of the account until the child turns 18.
FILE – President Donald Trump speaks during the Trump Accounts Launch Summit in Washington, D.C., in January. (Valerie Plesch/Bloomberg via Getty Images / Getty Images)
HOW TO KNOW IF YOUR CHILD QUALIFIES FOR A TRUMP ACCOUNT: ‘A FINANCIAL STAKE IN THE FUTURE’
While no personal contributions are required, parents have the option to deposit up to $5,000 per year, which is then invested directly in American companies in the stock market.
| Ticker | Security | Last | Change | Change % |
|---|---|---|---|---|
| DELL | DELL TECHNOLOGIES INC. | 394.32 | -30.93 | -7.27% |
President Donald Trump projected the program will put $3 to $4 trillion of wealth into the hands of young Americans over the next 15 years.
“Decades from now, I believe that Trump Accounts will be remembered as one of the most transformative policy innovations of all time,” Trump said during the program’s announcement.
FILE – Sen. Ted Cruz, R-Texas, speaks during an announcement with Dell Technologies CEO Michael Dell and his wife, Susan, and President Donald Trump about “Trump Accounts” at the White House in 2025. (Andrew Caballero-Reynolds/ AFP/Getty Images / Getty Images)
Dell, who had previously pledged more than $6 billion to the program, said the initiative “unites us all in hope and optimism for every child’s future.”
GET FOX BUSINESS ON THE GO BY CLICKING HERE
The combined launch of the government initiative and the Dells’ private contribution has drawn widespread praise, with Sen. Ted Cruz, R-Texas, lauding the effort on Saturday as “an extraordinary birthday gift to celebrate the greatest nation in the history of the world.”
Death toll from Venezuela quakes rises to 2,954
Ukraine’s Zelenskiy says he spoke to Trump, calls for ’American resolve’ to help end war
Goldman revises its USD/JPY forecasts. Here are the new targets
Masked Patriot Front white nationalists stage July 4 march through DC
US VP Vance says Britain has been failed by leaders, hopes next PM delivers change
Eating champion Joey Chestnut defends title but blames heat for lower hot-dog tally
Iga Swiatek, Elena Rybakina knocked out at Wimbledon
Databricks unifies OLTP and OLAP, depending on what counts as a copy
The other Kate and Megan! The wives of England stars Jordan Pickford and Harry Kane are the best of friends, despite one being a party-loving WAG and the other a ‘stricter’ homebody: KATIE HIND
-
Fashion1 day agoWeekend Open Thread: High Hopes
-
Tech7 days agoBluekit phishing kit adopts browser-in-the-middle for login theft
-
Tech7 days agoClaude Code turned every engineer into three. Now companies need more product thinkers
-
Crypto World5 days agoStrategy authorizes up to $1.25B in Bitcoin sales under new capital plan
-
Politics1 day agoThe House | “Reframing the debate from a binary discussion of winners and losers”: Yuan Yang reviews ‘We Are Not Machines’
-
News Videos6 days agoMAJOR BITCOIN & MARKET UPDATE!!!! (MUST WATCH ASAP!!!)
-
Tech5 days agoAnonymous researcher drops 0-day ‘exploitarium’ repo
-
Business5 days agoAustralia treasurer says alleged access of prime minister’s bank data ’incredibly concerning’
-
Business5 days agoThe AI boom won’t burst all at once. It will pop in ‘rolling bubbles’: Macquarie
-
Sports3 days agoBroncos roster: OL Ben Powers (No. 74) entering final year of contract
-
NewsBeat4 days agoPresenter Caroline Flack’s brother Paul Flack dies aged 55
-
Crypto World3 days agoBinance stock trading tops $1B in first month after launch
-
Crypto World3 days agoAlibaba-affiliate Ant Group enters the humanoid robot market with 12 deals
-
NewsBeat3 days agoNew exhibition reflects five decades of movement between island of Ireland and GB
-
News Videos5 days agoHow to Build INSANE Live Financial Dashboards With Claude
-
Business3 days agoMeta Platforms Stock Jumps 7% Today as Bloomberg Reports Company Plans to Enter the Cloud Business
-
Business2 days agoWhat a 10 Percent Drop Means for Buyers, Sellers and Renters
-
Crypto World2 days agoBinance Re-Enters Philippines As EU MiCA Rules Restrict Access
-
Crypto World1 day agoStandard Chartered Secures MiCA License as ESMA Adds 37 New Crypto Firms
-
Tech5 days agoThe attack that hijacked Claude Code came through Sentry. Datadog, PagerDuty, and Jira have the same exposure.
You must be logged in to post a comment Login