Business roundup – April 2, 2025
US Aggregates launches new program A local industry has launched a new program to encourage sustainable practices.
3,000 businesses back Better Business Act in push for UK corporate reform
A major business-led campaign calling for a shift in UK company law has reached a significant milestone, with 3,000 businesses now backing the Better Business Act, signalling growing momentum behind a drive to reform corporate governance in the UK.
The campaign, led by B Lab UK, seeks to amend Section 172 of the Companies Act, compelling all UK businesses to align the interests of shareholders with those of employees, customers, communities and the environment. The aim is to move away from shareholder primacy — the current legal framework — towards a multi-stakeholder model that supports long-term, sustainable growth.
Since its launch in 2021, support for the campaign has increased tenfold, reflecting increasing demand from business leaders for a system that prioritises people, planet and profit equally.
The announcement comes as the government prepares to update the Audit Reform & Corporate Governance Bill, with business governance reforms now a key priority for the Business & Trade Committee.
“The Better Business Act presents an opportunity for the UK’s future,” said Chris Turner, CEO of B Lab UK and campaign director for the initiative.
“The growth of the coalition from 300 to 3,000 businesses in just three years is testament to a mindset shift. ‘Business as usual’ isn’t working — we must challenge the status quo.”
The coalition is made up of businesses across more than 15 sectors, from local SMEs to household names including Virgin Group, Iceland, Tony’s Chocolonely, Danone, Bloom & Wild, Olio, and The Guardian, alongside trade bodies and nonprofits such as ShareAction, RSPB, and the Institute of Directors.
Research cited by the campaign shows overwhelming public support, with 76% of people saying the law should be changed to require companies to consider social and environmental impact alongside financial returns.
“Putting purpose at the heart of business unleashes growth,” said Tessa Clarke, Co-Founder and CEO of Olio.
“We’ve seen it ourselves — purpose has helped us win customers, retain top talent, and raise over $50 million from impact-focused investors. This is not a moral luxury — it’s a commercial imperative.”
The UK is now home to the largest B Corp community in the world, with certified businesses outperforming the market. UK B Corp SMEs saw revenue growth of 23.2%, compared to the national average of 16.8%, underlining the case for expanding stakeholder governance across the wider business landscape.
As corporate scandals and growing inequality continue to erode public trust in business, the coalition argues that now is the time for government action.
“B Corps continue to raise the ceiling,” said Turner. “Now government must raise the floor.”
With 3,000 businesses now on board and cross-sector support growing, pressure is mounting on policymakers to deliver a future-fit framework for UK business — one that sees purpose and profit as partners, not opposites.
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.
OSU receives $2M gift from BOKF Foundation to the Spears School of Business
Wednesday, April 2, 2025
Media Contact:
Jennifer Kinnard | OSU Foundation | 405-334-1022 | jkinnard@osugiving.com
Oklahoma State University announced a generous $2 million gift from BOKF Foundation
to the Spears School of Business at a presentation on Monday. Company officials attended
the presentation, which celebrated the gift by renaming the business school’s lobby
the BOK Financial Lobby.
“This remarkable gift underscores the enduring relationship between BOK Financial
and OSU, highlighting our shared values and mutual dedication to fostering educational
excellence, career readiness and engaged citizenship,” Interim President Jim Hess
said.
The BOK Financial Lobby is a favorite spot among students and is a prominent feature
of the business building, which opened its doors in 2018. The gift will help support
the facility’s long-term operations.
“The newly named space will serve as a lasting testament to this partnership and the
positive impact it has on the Spears Business community,” said Dr. James Payne, dean
of the Spears School of Business. “This gift will undoubtedly enhance the educational
experiences and opportunities for Spears Business students, empowering them to achieve
their full potential and make meaningful contributions to their fields.”
BOK Financial has been a loyal partner to OSU, consistently supporting the university
through various initiatives, including sponsorships of the Women for OSU Symposium
and the Hargis Leadership Institute’s LEAD Week. BOKF Foundation has made significant
gifts to OSU Athletics, Spears Business, OSU Center for Health Sciences and more.
BOK Financial recruits strongly from OSU’s business programs and its executives sit
on the Eastin Center advisory board.
“The nearly 500 OSU graduates we’ve hired over the years are quick to sing the praises
of their alma mater. They speak highly of the quality education, lasting personal
relationships, and valuable connections they made at OSU. I wholeheartedly echo their
sentiments,” said Stacy Kymes, president and CEO of BOK Financial. “I’ve seen firsthand
the value these graduates bring to our organization and their communities. It’s always
an honor to support OSU’s mission whenever we can.”
Blaire Atkinson, president of the OSU Foundation, commended BOK Financial’s commitment
to training future leaders for the state of Oklahoma and beyond.
“We take pride in the fact that BOK Financial and many other organizations seek out
our graduates knowing that OSU produces hard-working, intelligent, career-ready professionals,”
she said. “We are so honored to partner with them in meaningful ways that truly make
a difference in the lives of our students.”
Powered by its motto, “the Power of Personal,” Spears Business began the academic
year with 6,458 students, making it the largest college at OSU. In January, U.S. News
& World Report ranked Spears No. 8 nationally on its list of Best Online Bachelor’s
in Business Programs. Not to be outdone, OSU’s online MBA program earned the No. 11
spot in the U.S. News & World Report online MBA rankings. Both positions represent
Spears Business’ best placements in the history of the rankings.
For information on how you can give to the Spears School of Business at OSU, contact
Tyler Hewitt at thewitt@osugiving.com or 405-385-3414.
O’Coineen’s Kilcullen Business Post buys Irish Management Institute
The IMI was established in 1952 to provide leadership education for its member businesses, which have traditionally included many of Ireland’s largest employers. Kilcullen Business Post Group said the acquisition will build on this legacy through investment and alignment with an industry leader in media, communication, and research.UCC took control of the institute in 2016 in a €20m deal that was described at the time as being aimed at securing the Dublin institute’s future as well as bolstering the university’s engagement with industry.It will retain ownership of the IMI campus, which includes sprawling grounds as well as the modernist blocks used by the Institute for classrooms and offices. Irish Management InstituteToday’s News in 90 Seconds – April 2ndIMI’s 13-acre suburban campus is in a largely residential part of Sandyford, in south county Dublin, close to the M50 and Dundrum Town Centre, and could potentially be developed for housing, alongside the buildings used by the Institute.The university confirmed that a new lease agreement has been put in place with IMI; “ensuring its continued presence on-site and providing a stable platform for its future development”.Before being bought by UCC the institute was originally member owned, having been established by business leaders to develop training programmes and leadership training for industry.It has 280 corporate members and provides a range of masters, diploma and short courses as well as providing conference facilities.The business has been loss making in recent years.Kilcullen said it has plans to develop and grow the executive education and leadership institution once it becomes part of the group’s stable of business services brands. IMI staff were briefed on the development on Wednesday and advised that they will transfer to the Kilcullen Business Post Group once the transaction completes. Kilcullen Business Post Group’s stable of business includes the Business Post newspaper, RedC Research and events business iQuest. Enda O’Coineen, publisher and CEO of Kilcullen Business Post Group, said the investment forms part of his group’s strategic plans.“IMI is one of Ireland’s iconic business brands. It has been the beating heart of executive education and leadership in Ireland over the past 73 years, is an engine in the Irish success story and is now ready to go to its next stage of development.”A potential sale of IMI had been well flagged. Last year the board reported that an unsolicited offer was under consideration, in a note included in annual financial accounts filed to the Companies Registration Office (CRO).Those financial accounts had shown revenue fell in 2023 and losses increased. Turnover for the 12 months to the end of September 2023 was €11.4m, down from €12.5m in 2022 and 2021.The annual deficit increased to €1.1m in 2023 from a modest €50,000 a year earlier. The accounts, filed with the Companies Office, include a warning that its business model faces significant challenges.IMI launched a redundancy scheme in 2023 in an effort to cut costs.The financial results said that in the 2023 financial year, management, supported by the board, developed and started a programme of turnaround activities and strategic initiatives to address the financial position.The institute is chaired by Dr Pamela Byrne, CEO of the Food Safety Authority, and headed since 2023 by CEO Shane O’Sullivan, a career banker who was most recently a senior executive at Permanent TSB.
What Does Business Transformation Mean?
A recent SAP and Oxford Economics study reveals that two thirds of respondents believe the term “business transformation” is often misunderstood, and 45% say it’s not even part of their organization’s vocabulary. Furthermore, 70% believe the definition of business transformation has continuously evolved, making consensus hard to achieve.
This ambiguity adds a profound layer to the challenge of planning and carrying out successful change. With 96% of respondents agreeing that a proposed definition matches their own understanding of business transformation, it’s obvious that there’s a widespread want for clarity. To ensure different parts of your organization work together toward the same goals, it’s essential to speak the same language.
Why a unified understanding of business transformation matters
Achieving a shared understanding of business transformation is essential for organizations aiming to coordinate efforts and align on strategic goals. While each transformation journey demands a tailored approach, reaching an organization-wide consensus on what business transformation means to your company serves as a critical starting point. When teams are aligned, they can better identify and prioritize value creation opportunities, ultimately leading to a more successful transformation journey.
The definition of business transformation proposed in the study by Oxford Economics and SAP:
Business transformation refers to the strategic evolution of a business from its current operating or business model to a new operating model or way of doing business. This kind of wide-ranging, strategic evolution, whether pursued stepwise or all at once, typically involves four core dimensions of any business—people, processes, applications and technology, and data—and necessarily takes all these dimensions and their interactions into account. Organizations typically undergo business transformations not only to meet strategic objectives but also to develop the critical business capabilities needed to remain agile, resilient, and sustainable in the face of new and emerging opportunities and competitive pressures.
Whether this definition exactly fits your organization’s view of business transformation or not, it begins to highlight what your organization must be able to do to make transformation possible. Business transformation requires alignment between management and stakeholders, effective communication, and thorough documentation.
That can start with alignment around this definition, which not only sharpens focus and improves decision-making throughout the organization but also fosters a positive culture of transformation. It provides a foundation allowing companies to establish strategic goals that guide them effectively and to succeed in reaching these goals.
Digital transformation: One piece in the business transformation puzzle
When discussing business transformation, another term: “digital transformation” often enters the conversation. While the terms sound similar, there’s a notable difference. Digital transformation is actually one type of business transformation, emphasizing the use of digital technology to enhance operations and customer experiences. Digital transformations have traditionally focused on replacing manual processes or in-person interactions with digital alternatives, such as online banking or chatbot-driven customer service.
Digital transformation emphasizes using technology to improve efficiency without transforming core business operations. Although incorporating new technologies or adapting existing ones to meet new business needs is part of business transformation, these technological changes should align with and support the overarching strategic vision of the transformation.
Achieve success with robust business transformation management
While every company may have their unique take on business transformation, there are certain universal keys to transformation success. A transformation journey requires careful coordination every step of the way, from discovery to implementation and continuous improvement. Business transformation management refers to the structured approach of guiding and executing changes within an organization to improve its processes, strategies, and performance. It’s built on four pillars: people, processes, applications, and data:
For people, it involves guiding employees through change with careful planning and clear communication.
Processes focus on understanding current operations and creating a plan for transition from the current state to the future state.
Applications require assessing current dependencies and designing a future-ready IT landscape.
Finally, effective data management helps ensure high-quality data transitions, improving insight in the new state.
Focusing on these core organizational pillars helps you build and develop the business transformation capability necessary to break through internal growth barriers and adequately respond to market or technology–inflicted change triggers.
The main goals of business transformation management are:
Alignment between goals, strategy, and execution
Securing employee buy-in and increasing digital adoption
Ensuring timely delivery of transformation efforts that lead to sustainable growth and long-term success, while staying on budget.
Business transformation management helps organizations navigate the complexities of change while minimizing risk. By building out the transformation capability, companies can continuously improve operational efficiency and productivity while having companywide transparency throughout the journey.
Uncover the meaning of business transformation for clarity and focus
In a constantly changing world, developing business transformation skills is essential. Armed with a clear, unified understanding and strategic approach, organizations can not only navigate change but also thrive in it by identifying and realizing previously untapped value. Regardless of the industry, cultivating this capability is crucial for organizational success.
Eager to learn more about the current business transformation landscape? Dive into the comprehensive report, “The Estimation Game: What do business transformations really cost?”, created in partnership with Oxford Economics.
> > >Get the free report
Berger Singerman Expands in Central Florida with the Addition of Edward J. Peterson, III and James Eising to Its Award-Winning Business Reorganization Team
Berger Singerman Expands in Central Florida with the Addition of Edward J. Peterson, III and James Eising to Its Award-Winning Business Reorganization Team – Business News Today – EIN Presswire
Makwana Solicitors Swiftly Resolves MHRA Compliance Matter for Small Business Client
Makwana Solicitors Swiftly Resolves MHRA Compliance Matter for Small Business Client – Business News Today – EIN Presswire
Why A Resilient Business Is Your Real Competitive Advantage
If the past few years have taught us anything, it’s this: certainty is a myth. Markets shift, tech evolves overnight, customer behavior changes on a dime, and businesses that aren’t built to bend will break.
But here’s the truth no one wants to sugar coat: it’s not enough to hustle harder or “hope it works out.” You need real resiliency, the kind that keeps your business standing strong when the world throws a curveball.
Resilient businesses don’t just survive uncertainty; they use it as fuel to innovate, pivot, and grow.
Resiliency isn’t just a buzzword; it becomes your lifeline during economic downturns, tech disruptions, or global events. When the market tightens, consumer habits shift, or entire industries get turned upside down overnight, only businesses with strong foundations and the ability to adapt will stay standing. The truth is that chaos reveals the cracks. If your business isn’t resilient, uncertainty will expose it.
Here are some tips you can use to make your business more resilient in the face of uncertain times:
1. Strengthen your financial foundation
Strengthening your financial core is non-negotiable if you want a resilient business. You need to know your numbers such as cash flow, profit margins, and burn rate. Build a cash cushion that gives you breathing room, not just survival mode and aim for at least three to six months of operating expenses. Diversify your income streams so you’re not one product or one client away from collapse. And make it a habit to run worst-case scenarios. Ask yourself: if revenue dropped by 50%, what’s the plan? Hope is not a strategy – clarity is.
2. Build an adaptable business model
An adaptable business model isn’t about having all the answers; it’s about building with the flexibility to shift when the game changes. Forget perfection. Design systems, processes, and offers that bend, not break, under pressure. Your ability to pivot quickly is what will keep you relevant. The goal is to meet evolving needs without having to rebuild your entire business every time the world shifts.
MORE FOR YOUiOS 18.4—Update Now Warning Issued To All iPhone UsersCory Booker Breaks Record With 25-Hour Speech Blasting TrumpFlorida Special Elections: Republicans Win Gaetz And Waltz’s Seats
3. Develop a resilient leadership mindset
Resilient businesses are led by resilient mindsets. In uncertain times, the pressure to make fast decisions can lead to fear-based choices, but that’s when clarity and confidence matter most. Even if you’re a team of one, you set the tone. Stay calm, think critically, and lead yourself like a CEO. Resilient leadership starts with self-awareness and emotional intelligence. When you can self-regulate and stay grounded, you make smarter decisions, respond instead of reacting, and keep your business moving forward no matter what’s happening around you.
4. Strengthen relationships with customers and community
In uncertain times, your connection with customers and community becomes one of your greatest assets. Your customers’ needs are shifting, and if you’re not listening in real time, you’ll miss opportunities to serve them better. Over-communicate, especially when things feel shaky. Transparency isn’t just appreciated; it builds loyalty and trust. Lean into your network. Collaborations, referrals, and strategic partnerships can create stability, open new doors, and multiply your resilience when everyone else is pulling back.
5. Lean into change
Resilient businesses don’t wait for things to go back to normal; they create their own version of what’s next. The ability to lean into change is what separates businesses that grow from those that stall. Keep learning and stay sharp on trends, tech, and tools that give you a competitive edge. What worked yesterday might not work tomorrow. Embrace a culture of experimentation by launching before it’s perfect, testing fast, and tweaking as you go. Progress beats perfection every time, especially when the landscape keeps shifting.
The bottom line is that the businesses that will thrive in uncertain times are the ones that stay financially strong, adapt quickly, lead with clarity, and stay deeply connected to their customers and communities. Don’t wait for stability to take action. Start building a business that’s designed to withstand disruption and come out stronger on the other side.