Business & Technology
The NHS Copilot rollout exposes the governance gap behind enterprise AI ambition
AI adoption continues to accelerate across both public and private organisations. In healthcare, three-quarters of surveyed public-sector organisations are already exploring or implementing generative AI initiatives.
One of the most significant tests of AI at scale is now approaching, with NHS England announcing plans to provide Microsoft 365 Copilot to roughly half a million clinicians and support staff. This isn’t happening in a vacuum. More than a quarter of surveyed GPs are already using AI tools in their clinical practice, making broader adoption a logical next step. The goal across healthcare is to reduce administrative burdens, improve efficiency, and give staff more time to focus on patient care.
The real test is no longer whether organisations can deploy AI. It is whether their governance can keep pace once they do.
The readiness gap
The more difficult question, however, is whether the surrounding environment is ready. Sixty-eight per cent of surveyed physicians said the NHS lacks the digital infrastructure needed to introduce AI effectively. The concerns are not limited to the technology itself. Training gaps, interoperability issues, patient safety and data privacy are all important parts of the readiness picture.
At the scale at which public-sector organisations operate, AI adoption requires governance that can keep pace with both the technology and the environment around it. This must include clear policies for data access, retention, accountability and human oversight.
That gap is not unique to healthcare. Private-sector organisations face many of the same readiness questions, even when the regulatory context, systems and consequences differ.
Why existing governance models need to evolve
Many governance practices still rely on periodic reviews, where changes to systems and data access are assessed at defined intervals. That made it easier to track risk, document decisions and respond as regulation evolved. Human decision-makers were also more visibly positioned at the centre of many workflows, making informed judgment calls.
AI changes those operating conditions. AI systems can retrieve, combine and summarise information at a scale that makes interaction-by-interaction human review impractical. At the same time, many organisations are adopting multiple tools across operational and governance functions. Similar information may be accessed through several systems, making it harder to maintain consistent visibility into what was used, by which tool and for what purpose.
The nature of the modern workforce compounds the challenge. Today, staff join, leave and move between teams, while organisations are regularly reshaped through restructuring, mergers and acquisitions. The problem of access no longer matching someone’s role or legitimate business need is not new. Introduce AI into that environment, and existing data sprawl and oversharing become easier to discover and more consequential.
The recurring mistakes
A few patterns repeatedly undermine otherwise well-intentioned governance efforts. Organisations often lack a clear inventory of what sensitive data exists, where it lives, who owns it and who can access it. In large, long-established organisations, where information may have accumulated across decades of systems and restructures, this picture is rarely as tidy as teams assume. Deploying AI into an environment that has not been properly assessed can amplify operational and reputational risk.
Governance is also frequently treated as a pre-launch checklist rather than a continuous operational function. Teams may invest heavily in preparation, but real-world use can surface behaviours, use cases and risks that pre-launch testing could not fully anticipate.
Many organisations are also layering multiple specialised tools that do not communicate effectively with one another. An organisation might use one platform for administrative automation, another for back-office processes and a third for access governance. Each tool may perform its individual function adequately, but together they can create fragmented oversight, duplicated effort and additional sprawl that is difficult to contain.
The confidence-reality gap
There is a striking gap between how ready organisations believe they are and what their operating environments are revealing. ShareGate’s 2026 Microsoft 365 AI Readiness Survey of IT and security leaders found that 93% of surveyed IT and security leaders were confident their Microsoft 365 governance framework could support AI responsibly. Yet 29% reported that AI tools had already surfaced sensitive internal information that they believed should not have been accessible. A further 8% were unsure whether this had occurred.
The types of data being surfaced are not abstract. They include contracts, employee records, strategic plans and customer lists. In a healthcare setting, that could mean an employee receiving an answer grounded in sensitive information they were technically permitted to access but no longer had a legitimate reason to see.
With Microsoft 365 Copilot, one common issue is not a broken security boundary but an existing permission model that no longer reflects legitimate business need. The real issue is that those permissions are often broader, older, or less deliberate than leadership assumes. Permissions designed for human search and manual discovery were not created with prompt-based retrieval in mind. Information that once required someone to know where to look can now be surfaced through a single prompt.
When governance tools are fragmented and oversight is inconsistent, oversharing becomes a recurring pattern rather than an isolated incident. Remediation becomes slow and costly. The distinction that matters here lies in whether governance is reactive or proactive. Organisations that establish and continuously review the right controls before and after deployment can reduce the likelihood and impact of data exposure, while avoiding the cost of remediating problems after trust has already been affected.
Getting the foundations right
The NHS Copilot rollout will be a major test for workplace AI at scale in the UK. Its success will depend as much on the governance surrounding it as on the technology itself.
That means organisations need to move beyond surface-level readiness checks. Effective governance starts with a thorough understanding of the existing environment: what data exists, where it lives, who owns it, and who can access it. It requires collaboration across IT, security, legal, compliance, data and operational teams, with clear accountability for the decisions each group owns. It also requires scrutiny of the broader toolset: whether platforms work together, support consistent oversight and reduce more complexity than they introduce.
Good governance isn’t a brake on AI adoption; it’s what makes fast adoption sustainable. By identifying risk earlier rather than responding after an incident, organisations give AI deployments a better chance to deliver. Teams can focus on efficiency, service improvement and better employee experiences rather than spending their time correcting governance problems that AI has made easier to see.
The goal is not more governance for its own sake. It is the confidence to use AI responsibly at scale.
Business & Technology
New Banbury pottery cafe enjoys successful opening weekend
Blossom Pottery Cafe opened on Friday, August 14 at 18 South Bar, bringing a new artistic opportunity to coffee, tea and cake lovers in the town.
Opening the cafe was a long-standing dream of owner Wendy, who began pottery as a personal hobby and gradually developed the idea of creating a space where people of all ages can enjoy the peaceful pass time.
Pottery painting sessions of bisque fired pieces are hosted daily (Image: Blossom Pottery Cafe)
With every table full on opening weekend and dozens of beautiful pieces newly painted by guests, the owner said her ‘heart is so full’ to see the dream realised.
“So grateful to see so many of you coming to support us on our opening day,” she shared. “Thank you so much.”
Owner Wendy said her ‘heart is so full’ after the support shown during the opening weekend (Image: Blossom Pottery Cafe)
Wendy earlier said: “We’re incredibly excited to be opening Blossom Pottery Studio & Café and bringing something new to Banbury.
“We hope it becomes a place where people can take a break from their busy lives, enjoy being creative, and make lasting memories with family and friends.
Customers who visited during the opening weekend got free cupcakes (Image: Blossom Pottery Cafe)
“The support we’ve received from the local community has been amazing, and we can’t wait to welcome everyone through our doors.”
As part of the grand opening, all customers who visited during the opening weekend or made a pottery painting booking within the next three months received a free cupcake from the cafe.
Blossom Pottery Cafe hosts family-friendly pottery painting sessions from 10am each day, with normal cafe opening hours 8am to 5pm.
Business & Technology
Apprentices say AI is reshaping tech skills demand
Atos highlighted the views of three apprentices entering the technology industry, focusing on apprenticeships as a route into tech as artificial intelligence reshapes workplace skills.
All three work as First Line Service Desk Apprentices and described a jobs market in which technical knowledge alone is not enough. Alongside coding and troubleshooting, they said communication, customer service, problem-solving and adaptability have become central to early careers in IT.
Kyle Brady said he moved into an apprenticeship after studying physics, maths and computer science at A level, then spending time in temporary work, including as a forklift driver, while building his technical skills independently. The apprenticeship, he said, offered a way to gain workplace experience while continuing to learn.
His account points to a common hurdle for new entrants: gaining practical experience before securing a first role. Brady said that challenge shaped his view of what employers value in technology jobs.
“After completing my A levels in physics, maths and computer science, I knew I wanted a career in technology. I’ve always enjoyed solving problems and understanding how things work, but I found it difficult to get my foot in the door. I spent some time in temporary jobs, including as a forklift driver, while building my technical skills in my own time. When the opportunity to start an apprenticeship came along, it felt like the perfect way to gain real workplace experience while continuing to learn.
“One of the biggest things my apprenticeship has taught me is that a career in tech is about much more than technical knowledge. Working on the helpdesk has shown me how important communication, customer service and problem-solving are. Being the first point of contact for users has completely changed how I see the industry and helped me develop skills I never realised I’d need. The experience has also shown me how quickly technology is evolving, especially with AI becoming part of more workplaces. That means the ability to keep learning and adapting is becoming just as important as technical skills. My apprenticeship has helped me build that mindset while giving me hands-on experience with the realities of working in IT.
“It’s also opened up opportunities I wouldn’t have had otherwise. Learning about career paths in cybersecurity and data engineering has shown me the range of opportunities available and given me confidence about where my career could go next. I’d encourage anyone thinking about a career in technology to keep an open mind and not feel like university is the only route. Apprenticeships give you the chance to earn while you learn, develop practical skills from day one and build the confidence to adapt as technology continues to change. In an industry being transformed by AI, that real-world experience is invaluable,” Brady said.
Ryan Cresswell said he studied IT at college and games design at university before working in sales to strengthen his people skills. He later returned to technology, but said employers often wanted practical IT experience as well as qualifications.
His experience reflects a wider issue for people seeking entry-level technology roles. Employers often ask for evidence of workplace readiness even for junior positions, making apprenticeships one way to bridge the gap between education and employment.
“After studying IT at college and games design at university, I began working in sales to hone my people skills before returning to technology. One of the biggest challenges I faced while applying for jobs in tech was that employers liked my qualifications but wanted candidates with hands-on IT experience. That made it difficult to get my foot in the door.
“My apprenticeship has given me the opportunity to earn, learn and gain practical experience at the same time. It’s allowed me to develop my technical troubleshooting skills, but I’ve also learned a lot about communication, problem-solving and handling different types of people. My advice to anyone considering a career in tech is to explore the different paths available. In the past it felt like university was the only choice, but that’s no longer the case. Also, speak to people already working in the industry and stay curious. Apprenticeships are a great way to build skills, confidence and hands-on experience, whether working individually or in a team, while discovering what’s right for you. The most important thing is to keep learning and not be afraid to take a different path if the first one doesn’t work out,” Cresswell said.
Skills shift
Zainab Hussain said she chose an apprenticeship because it offered immediate workplace experience and a path into more senior roles without student debt. She said the role had helped her develop both technical and interpersonal skills, including troubleshooting problems and explaining complex concepts clearly.
Her comments underscore how apprenticeships are being framed by employers and trainees as an alternative to university for some digital roles. In this case, the appeal lies in earning while learning, building professional networks and gaining direct exposure to the daily demands of IT support.
“I’m naturally drawn to tech and have always been IT literate, so I knew it was the right path for me. It’s an industry that’s constantly evolving, and I wanted to be part of that. I chose an apprenticeship because it felt like the best way to gain real experience from day one, and it sets you up to move into higher roles faster than if you go to university. I also wanted to build a career in the industry without taking on student debt.
“My time at Atos so far has helped me develop both my soft and technical skills, such as how to troubleshoot problems and communicate complex concepts clearly. I’ve also had the chance to earn, learn and build my experience, all of which are helping prepare me for the next stage of my career. The apprenticeship path has given me valuable opportunities to network with co-workers from different career backgrounds and skill sets, which you wouldn’t get at uni. The workplace experience has been incredibly valuable, so if you’re interested in tech, I’d encourage you to go for an apprenticeship, explore every opportunity available and keep an open mind,” Hussain said.
Taken together, the three accounts point to a shift in the skills mix associated with junior technology roles. As AI tools become more common in workplaces, the apprentices said the ability to keep learning, work with users and adapt to changing systems is becoming as important as formal technical training.
All three also described apprenticeships as a practical answer to the experience barrier that can prevent candidates entering the sector. They framed the route as a way to gain income, training and exposure to real workplace problems at the same time, while opening paths into areas such as cybersecurity, data engineering and wider IT support.
Business & Technology
UK flight school collapsed into liquidation
Liquidators have been instructed to wind down Go Fly Oxford, which provided lessons for commercial and private pilots licences.
Colin Wilson and Emma Mifsud, of Opus Restructuring & Insolvency, have been appointed as joint liquidators for Go Fly Oxford Ltd back in May 2025.
But new records filed by the liquidators have revealed an HMRC secondary preferential claim of £118,132.
Ten unsecured claims have been received by the liquidators totalling £60,314.
Further unsecured creditor claims estimated in the statement of affairs total £88,955, the published documents say.
(Image: Ed Nix)
Over the past year, liquidators say they investigated whether any recoveries could be made from directors or other parties, but concluded there were no further viable assets or claims.
Aircraft shown in the 2024 accounts at a book value of £238,181 had been sold before liquidation. The liquidators found the sales appeared to be at fair value and saw no basis for a claim over the transactions.
The aircraft sales happened about seven months before liquidation, outside the relevant period for a preference claim.
The aircraft were reportedly transferred to creditors and leased back so the company could continue trading.
A purchaser of a PA34-200 aircraft was said to owe £6,000. The liquidators received £4,980; the remaining £1,020 was treated as settled because the purchaser had paid a company liability instead.
Two employees were made redundant on 31 March 2025 and were given information to submit claims to the Redundancy Payments Service.
READ MORE: MOT centre and car shop collapses into administration
The flying school was based at Oxford Airport when it collapsed.
Its website, which has since been shut down, described the business: “At Go Fly Oxford we pride ourselves on offering a personal and tailored approach to pilot training.
“We know that people learn at different paces and in different ways, this makes catering for individual needs our main target.”
Oxford Airport’s main trade is pilot training. Flight schools at Oxford train pilots who go on to fly for more than 100 airlines in the UK and globally, including for British Airways.
Historically, the airport has been Europe’s foremost centre for professional pilot training with well over 40,000 students having started their careers there.
At one point, the airport’s runway was the busiest in the world with more than 235,000 movements a year (a take-off or landing) and up to 1,100 flights in a single day, its website says.
The business’ report says: “Over the course of 2025, the company will be complementing its Diamond DA40 fleet with a new fleet of Elixir aircraft, a safer and more efficient type of aircraft, which will provide a much reduced cost per flight hour.
“This, along with growth in enrolments and full utilisation of the European base will ensure the profitability of the business in the coming years.”
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