Labour’s most powerful union backer has warned that Keir Starmer is in danger of bolstering support for Nigel Farage, arguing that the government has failed to support oil and gas workers and watered down plans to boost employment rights.

Sharon Graham, the general secretary of Unite, said voters could be left feeling “duped” by Labour after the government scaled back planned changes to ban zero-hours contracts and exploitative “fire-and-rehire” practices.

As polls show Reform UK on course to become the largest party in the next parliament, the leader of the UK’s largest private sector union said Labour had not adopted its proposals to create new jobs for workers in fossil fuel industries.

Speaking to the Guardian before the start of the annual TUC conference on Sunday, Graham said Labour had a short time to turn things around or see support from union members leach away to other parties.

“They have one year to get this right because Nigel Farage is on their tail.

“And don’t get me wrong, Farage is not the answer, but he is a good communicator. And whether we like it or not, when he is talking about net zero, and about what’s happened to communities and workers, people are hearing what Labour used to say.”

She said that, with high inflation already taking a toll on household budgets, mooted tax rises in Rachel Reeves’s autumn budget would be the final straw for many Labour voters.

Graham said Labour needed to avoid taxing workers to fill the gap in the public finances and start drawing up plans for a wealth tax.

“If this keeps happening, the feeling that workers always pay, but they’re leaving the super-rich totally untouched – I think they won’t recover from it,” she said.

Echoing the Trades Union Congress general secretary Paul Nowak’s call for higher taxes on the richest households, she said: “[Labour] were very front foot forward with winter fuel. Now they should say absolutely [a wealth tax] is a good idea.”

Anger at Labour ministers from inside Unite’s ranks was high, she said, bringing the union close to cutting off party funds.

The fate of 30,000 workers in the oil and gas industry features on Graham’s list of priorities after a year spent trying to convince the energy secretary, Ed Miliband, that he should put more effort bringing green jobs to the UK.

He said: “Green jobs are not delivery workers on an electric scooter. I am talking about people in the oil and gas industry making the switch to green energy jobs.”

She said Unite had put forward proposals for investments in making sustainable aviation fuels and wind turbines to Miliband that had gained little traction.

There would be an almost unanimous vote to block further donations to Labour if a vote on the union’s political levy were held today, she said.

Earlier this year, its members overwhelmingly voted to suspend Angela Rayner’s membership over the former deputy prime minister’s “support for pay cuts” to striking Birmingham bin collectors.

The strike could continue for another six months after bin workers voted this week for pay cuts of up to £8,000 to be reinstated.

When it suspended her membership, Unite said Rayner had backed special commissioners appointed by her department against Birmingham city council’s management, who were prepared to end the dispute.

Graham said anger boiled over when the government amended the employment rights bill (ERB) to allow councils to fire and rehire workers.

Under the amendments, councils will gain the ability to sack and rehire workers on worse pay and conditions if they are in financial distress – an opt-out already secured by private sector organisations.

The ERB is expected to be agreed by MPs later this year and take effect from next spring, with elements such as the implementation of day-one rights to sick pay and unfair dismissal protections delayed until 2026.

Extra powers for unions to recruit new members and gain collective bargaining rights will be on the statute books from April 2026, allowing access for those at companies that have locked out unions for decades, including Amazon.

Employers organisations are upset by clauses in the legislation that reduce the thresholds for unions to gain recognition agreements.

Graham said Labour had watered down previous “no ifs, no buts” commitments and allowed employers to ultimately refuse access, forcing unions to embark on lengthy appeals.

“Most blue-chip companies allow access to trade unions and negotiate with them. It is the hostile employers that don’t. And if you look at the collective bargaining pieces in the ERB there isn’t much to grab hold of,” she said.

By David Malan 

Digital transformation has shifted from a corporate luxury to a strategic imperative. Once the domain of multinational giants with expansive budgets and dedicated IT departments, it is now being driven by small and mid-sized businesses (SMBs) that are leveraging AI and automation to reshape how they operate and compete. These businesses are not merely adapting, they are architecting a new digital paradigm.

Rather than pursuing sweeping infrastructure overhauls, SMBs are embracing modular, scalable technologies that align with their operational realities. Cloud-based platforms and AI-powered tools are enabling them to streamline workflows and respond to market shifts in real time. This democratisation of digital capability is levelling the playing field, allowing SMBs to challenge incumbents and disrupt traditional models.

For many SMBs, digital transformation begins with a simple challenge: how to do more with less. AI and automation offer a compelling answer, not only through complex deployments, but through accessible platforms that simplify repetitive tasks and unlock strategic bandwidth. Intelligent systems now handle invoice processing, HR documentation and logistics workflows with speed and precision, freeing teams to focus on creative problem-solving and long-term planning.

One of the most impactful applications is intelligent document processing (IDP), which automates data extraction, validation and routing. In sectors like logistics and healthcare, this translates into faster approvals, reduced errors and improved customer service. For example, a regional logistics firm that automates bill-of-lading workflows can cut administrative overhead, accelerate delivery timelines and reduce disputes – all while enhancing client satisfaction.

These gains are not theoretical. They are quantifiable and repeatable. Processes that once took hours now happen in seconds. Accuracy improves, compliance strengthens and employees spend less time chasing paperwork and more time delivering value. This shift reframes digital transformation from a technical upgrade to a strategic enabler, one that empowers SMBs to operate with greater precision and purpose.

Bridging the physical and digital divide

While cloud-native platforms and AI tools dominate the conversation, many industries still rely on physical documentation. In sectors such as healthcare, legal services and shipping, paper remains a critical part of daily operations. Here, technologies like optical character recognition (OCR) and smart scanners play a pivotal role in bridging the gap between physical and digital workflows.

Digitising paper documents is a foundational task. Without it, even the most advanced AI systems cannot function at full capacity. OCR ensures that data is complete, searchable and ready to fuel automated processes. It also supports regulatory compliance by making records accessible and auditable. This step, often overlooked, is essential for unlocking the full potential of AI-powered transformation.

Moreover, the integration of OCR with AI-driven platforms enables SMBs to build systems that are not only efficient but also adaptive. These systems respond to real-time inputs, adjust workflows dynamically and provide actionable insights that inform strategic decisions. The result is a business environment where physical constraints no longer hinder digital progress and where transformation is truly end-to-end.

The convergence of physical and digital capabilities also enhances customer experience. In industries where documentation is central to service delivery, digitisation allows for faster turnaround, fewer errors and more personalised engagement. SMBs that invest in this bridge between worlds are – simply put – elevating their brand and strengthening client relationships.

From efficiency to intelligence

Forward-looking SMBs are moving beyond basic digitisation toward adaptive intelligence. They’re deploying AI to refine decision-making, personalise customer engagement and dynamically adjust operations. No-code platforms, embedded analytics and AI assistants are designed with SMBs in mind, offering enterprise-grade capabilities without the complexity. This evolution marks a shift from reactive operations to proactive strategy.

Transformation is no longer about replacing outdated systems. It’s about reimagining how work gets done. AI enables businesses to anticipate customer needs, optimise resource allocation and uncover patterns that were previously invisible. Real-time analytics provide clarity in decision-making, while automation ensures consistency and scalability. The result is a smarter organisation that can pivot quickly and confidently.

Importantly, these tools are increasingly accessible. Vendors are building solutions tailored to SMBs’ pace, budget and technical capacity. This accessibility removes barriers to entry and empowers smaller firms to experiment, iterate and scale without the overhead of traditional IT infrastructure. The emphasis shifts from technology adoption to strategic integration, where every tool serves a clear business purpose.

In this context, AI becomes more than a productivity enhancer. It becomes a growth engine. SMBs that embrace this mindset are truly transforming – using data to drive innovation, automation to unlock capacity and intelligence to shape the future of their industries.

Transformation as a continuous journey

Viewing digital transformation as a finite project is a strategic misstep. For SMBs, it must be a continuous journey, one that evolves alongside market dynamics, customer expectations and technological advancements. Success lies in cultivating a culture of experimentation, setting clear objectives and measuring outcomes rigorously.

The most successful SMBs don’t chase technology. They pursue clarity and invest in solutions that are intuitive, scalable and directly tied to business outcomes. Whether it’s accelerating operations, predicting market trends or enhancing customer experiences, AI becomes a strategic ally when deployed with purpose.

In today’s hyper-competitive landscape, digital transformation is existential. AI sits at the heart of this shift, unlocking new levels of insight and engagement. For SMBs willing to embrace this evolution, the rewards are tangible: accelerated growth, smarter operations and stronger customer relationships. Ultimately, success is no longer defined by size or resources. It’s defined by adaptability and the courage to innovate continuously. SMBs that embody these traits are leading the charge in a digital-first world.

About the Author

David Malan is the Sales Director for DocuWare, overseeing sales, pre-sales and marketing activities across the United Kingdom and Ireland. With over 18 years of experience in Document Management, David has focused on DocuWare’s Electronic Content Management (ECM) solutions since 2012. Throughout his career, David has developed extensive expertise in business process optimisation, helping organisations improve efficiency and reduce costs by implementing content and document management solutions that streamline operations.

By Nick Kabrel

Employees increasingly adopt conversational chatbots at the workplace. Yet without strategic oversight, such usage might default to shallow, efficiency-driven usage, undermining the opportunities for personal and organizational growth. Therefore, leaders should intentionally shape an AI use culture that facilitates human flourishing and organizational innovation. Here’s how to achieve it.

Introduction

The rise of advanced AI, and conversational chatbots in particular, has created an urgent leadership challenge that most executives are overlooking. How your employees use chatbots isn’t just their individual choice – it has broader organizational implications. Collective chatbot usage patterns are shaping what I call an organizational “AI use culture.”

Because chatbots are cheap, fast, and accessible, many employees adopt them independently to accomplish work tasks. This means AI use culture will emerge whether you intentionally shape it or not. The key difference is that by intentionally guiding it, you can define how it unfolds. If you ignore it, the culture will likely default to shallow, efficiency-driven uses, like obtaining ready-made ideas, copy-pasting drafts, and outsourcing critical thinking. These approaches feel productive in the moment but gradually undermine the learning and creativity of employees that drive long-term organizational growth.

To avoid this prospect, organizational leaders should actively cultivate a more human-centered AI use culture that balances efficiency with learning, creativity, and collaboration.

Shaping effective AI use culture: A practical guide

Human-centered AI use at the workplace means that chatbots are used in ways that enhance key human flourishing factors and facilitate the fulfillment of professional needs, not undermine them. This doesn’t mean chatbots should be avoided or prohibited. Instead, it requires a shared understanding of how AI should be used and why those choices matter.

As a leader, you can’t afford silence when it comes to chatbots. Your employees are probably already using them, the only question is how exactly. Acknowledge this reality explicitly, and if possible, conduct interviews or cross-department surveys to reveal the general chatbot use patterns. Based on the obtained insights, you will clearly see whether the tendencies for chatbot usage are aligned with human development or are simply outsourcing strategies.

For example, looking at the data, you can ask yourself: Are these usage patterns aligned with a need for professional growth? Does this contribute to skill development? Does this enhance mastery, autonomy, and creativity of employees? If everyone in the company uses chatbots like this, will we have a strong human potential and innovation over the long term? If you find any red flags, it can be a sign to intervene with the following strategies.

1. Establish the “sandwich approach”

One of the most effective methods for preserving human agency while leveraging AI capabilities is what can be called the “chatbot sandwich rule.” Within this method, an employee generates “raw material” first, that is, writing a draft, developing initial ideas, creating a presentation structure, designing a pipeline, whatever their work requires (the bottom layer). Then they use a chatbot for feedback, critical evaluation, and reflection on their ideas (the middle layer). Finally, they rewrite or redesign based on that feedback (the top layer).

For example, before presenting an idea to a project leader, an employee might run through several rounds of critical revision with a chatbot, using it to identify weaknesses, explore alternatives, and strengthen their argument. This approach preserves learning and authenticity while potentially saving time and improving quality.

2. Position AI as an intellectual sparring partner

Instead of asking “Write this for me,” employees should learn to prompt chatbots with “Challenge this idea,” “What am I missing here?” or “How could this approach fail?” Chatbots excel as question-askers and can help employees get to the right answers on their own, thereby learning the pathway to a solution and solving it independently next time. Encourage employees to use chatbots as sparring partners or performance coaches that help define goals, challenge assumptions, and evaluate ideas from multiple angles. This transforms AI from a content-generation tool into a thinking enhancement tool.

3. Develop AI literacy as a core competency

Your employees need skills to evaluate AI outputs critically, understanding potential biases, limitations, and gaps. Train them to ask probing questions: What assumptions are built into this analysis? Where might this information be incomplete? How does this align with our specific organizational context?

4. Balance AI and human collaboration

Some of the best organizational thinking emerges from human discussions where different perspectives result in unexpected connections. Regular human check-ins serve multiple purposes: they reality-test AI-assisted work, ensuring it remains grounded in practical constraints. They bring contextual knowledge, emotional intelligence, and diverse experience that AI cannot replicate. And they challenge assumptions based on real-world implementation experience and insights rooted in organizational culture and politics.

5. Avoid AI creativity trap

To complete this guide: here’s something that every executive should reflect on: if your employees use chatbots the same way as your competitors’ employees, which basically means generic question-answer sessions, quick rewrites, standard brainstorming, how likely is it that your company will be much more creative to innovate your way past competitors?

Research suggests that when organizations rely on similar AI strategies, their outputs might begin to converge toward similar ideas and structures. This convergence isn’t immediately obvious because each company’s outputs appear unique in isolation. But zoom out, and you’ll see troubling patterns of similarity.

Therefore, you should promote non-conventional, creative chatbot use cases. For example, train your project managers to use chatbots as a harsh critic, systematically exploring how initiatives could fail before they launch. Encourage your training departments to use AI as a “learning coach,” helping employees create personalized development pathways. Or ask your HR managers to analyse qualitative survey data with chatbots to reveal implicit information they might be overlooking.

Final thoughts

Your organization’s AI use culture is forming right now, shaped by hundreds of daily interactions between your employees and chatbots. You can either let this happen by default, risking a workforce that becomes dependent rather than empowered, or you can actively cultivate an approach that enhances human capabilities while leveraging AI’s strengths.

The choice you make will determine how adaptive, creative, and innovative it remains as AI continues evolving. In a world where everyone has access to the same powerful AI tools, your competitive advantage won’t come from the technology itself. Rather, it will come from how thoughtfully your people use it.

About the Author

Nick Kabrel is a research associate at the University of Zurich and a Digital Society Initiative Excellence Fellow. His research focuses on organizational behavior and human-centered AI at the workplace.