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UK businesses urged to rethink productivity amid AI shift

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UK businesses are being urged to rethink how they define and measure productivity during the country’s third annual National Productivity Week. Senior technology leaders warn that a narrow focus on doing “more with less” risks overlooking deeper structural issues that limit performance.

The government-backed awareness week has prompted commentary from industry executives who argue that traditional productivity levers no longer match the pressures companies face. They point to artificial intelligence, modern business applications and growing operational volatility as forces demanding a broader, more adaptive approach.

Many reject the idea of productivity as a simple output metric. Instead, they advocate continuous review of workflows, data use and skills, alongside careful deployment of automation. Several also stress the need for stronger partnerships with specialist providers as organisations confront complex technology choices and integration challenges.

Mark Wilson, Technology & Innovation Director at cloud and digital services provider Node4, said leaders first need a clear view of the constraints within their own operations.

“For businesses, improving productivity starts with understanding what’s holding them back. Everyone is trying to work harder or ‘do more with less’, but what does this really mean? The reality is that it looks different for every organisation. That’s why businesses need to take a step back, look across the entire company and identify where efficiencies can be unlocked. Crucially, this is not a one-off exercise. Productivity strategies need to evolve alongside the business and keep pace with technological advancements that enable businesses to automate simple tasks, enhance connectivity and unify systems,” Wilson said.

His comments reflect a broader shift in thinking that treats productivity as an ongoing programme rather than a single initiative. Organisations are reviewing their use of data, collaboration tools and back-office systems with a view to simplifying processes as well as increasing output.

Wilson linked that shift directly to the use of AI and other software platforms.

“By implementing tools such as AI, and modern business applications such as ERP and CRM, businesses can begin to streamline operations, strengthen collaboration and create a more connected ecosystem. While the integrations can be overwhelming and appear costly at first, the long-term benefits will soon outweigh any concerns. Giving people the right tools can reduce overall business costs, save time on tedious tasks and ease workloads, increasing motivation across the workforce,” he said.

He also argued that many organisations will need outside support as they modernise their environments and connect disparate systems.

“However, for many businesses this is a lot to take on, often in a short space of time. This is where choosing the right partner is key. Managed Service Providers can provide the technical expertise organisations need to introduce the tools and technologies that drive productivity gains, without the stress and complications they would face doing it alone. The key takeaway is this: when it comes to enhancing efficiency, productivity isn’t one solution – it’s an ecosystem,” Wilson said.

Manufacturing leaders are framing the challenge in similarly broad terms, but with a sharper focus on operational resilience and downtime. Factory operators face rising supply chain turbulence, skills gaps and pressure on margins, placing new demands on maintenance and information flows.

“For too long, manufacturing productivity has been framed as a maths equation: more output, lower cost, fewer people. Early AI reinforced that mindset. But that’s no longer where the biggest losses – or gains – are coming from.

“Today, productivity is defined by how well operations hold up under pressure. The real enemy isn’t throughput; it’s variability: unplanned downtime, supply chain disruption, inconsistent maintenance execution, hard-to-find information, and critical expertise walking out the door.

“The mistake isn’t moving too slowly on automation – it’s trying to automate everything at once. When technicians spend more time searching than solving, productivity breaks long before capacity does. AI should remove friction, turn asset data into instant answers, manuals into actionable guidance, and frontline input into repeatable execution.”

“This isn’t about doing more with less. In high-stakes environments, productivity comes from enabling skilled people to perform consistently on every shift, at every plant, every day,” said Paraic O’Lochlainn, VP, eMaint, a Fluke Corporation brand.

His comments highlight how manufacturers are starting to evaluate AI not only on cost savings but also on its effect on maintenance quality, knowledge retention and the consistency of decisions made on the shop floor. The focus is shifting from blanket automation to targeted interventions that reduce variability and cut the time technicians spend searching for information.

Across the wider UK business landscape, executives also see scope for AI to change the nature of work by reducing repetitive administrative tasks. This, in turn, raises questions about training, oversight and performance metrics.

“Productivity in UK businesses is often limited by how much time is spent on repetitive admin tasks, rather than finding solutions to more complex issues. AI is starting to change this by speeding up how quickly teams can move from a problem to a workable solution, whether in planning, analysis or day-to-day operations. In effect, it gives employees an additional layer of support, shortening workflows and enabling faster progress from intent to outcome,” said Josef Al-Sibaie, COO, Syspro.

He argued that the greatest value comes when staff use AI to expand the scope of their roles rather than simply complete existing tasks more quickly.

“The real opportunity here goes beyond efficiency. As routine work is automated, employees have more space to focus on critical thinking and more creative problem-solving. Unlocking that potential depends on leadership giving employees the freedom to experiment with AI, explore use cases relevant to their roles and build confidence through hands-on use. Curiosity and shared learning across teams sits at the heart of this, helping organisations move beyond seeing AI as just a tool for answering questions and instead view it as something that can actively carry out meaningful work, a means to automate manual workflows,” Al-Sibaie said.

Al-Sibaie also pointed to skills and governance as constraints that will determine whether early experiments with AI translate into sustainable gains. Organisations need clearer measures of success and stronger analytical literacy across staff groups, he said.

“However, there are still barriers to address. Alongside ensuring that employees across the business have the technical skills to use AI to its full potential, knowing when to trust, challenge or refine outputs is also critical. Given that knowledge now sits at everyone’s fingertips, it is the ability to synthesise actionable insights from this knowledge that will truly differentiate. Without those capabilities, productivity gains will be limited.

“Companies must define clear business objectives and measure the impact that AI has on achieving them, whether through reduced hours spent on a task, fewer human interventions in a process or lower error rates. These quantifiable proof points will serve as clear reminders of why AI is so powerful and drive continued excitement throughout organisations,” he said.



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New Banbury pottery cafe enjoys successful opening weekend

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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.

Blossom Pottery Cafe BanburyPottery 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.”

Blossom Pottery Cafe BanburyOwner 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.

Blossom Pottery Cafe BanburyCustomers 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.





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Apprentices say AI is reshaping tech skills demand

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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.



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UK flight school collapsed into liquidation

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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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