At CBISS, we are proud to celebrate the recent contributions of our member and them lead Eleni Papagiannaki to the Good Work Monitor Time Series – an ambitious and impactful project led by the Institute for the Future of Work (IFOW). This work sits at the intersection of policy, data, and human-centred innovation, offering vital insights into how good work—and access to it—shapes social and economic resilience across the UK.

Why Good Work Matters More Than Ever

Access to good work is not just about employment. It’s about dignity, fair pay, supportive conditions, personal autonomy, and opportunities for growth. As Eleni and the IFOW team highlight, good work offers a vital buffer against social, health, and economic shocks—and equips communities to adapt to disruptive forces like AI and automation.

While UK employment levels remain relatively steady according to the latest ONS data, the quality of work varies significantly across the country. Through longitudinal analysis from 2009 to 2024, the Good Work Monitor paints a clear picture: geographic inequalities are widening, and the polarising effects of the Covid-19 pandemic and technological change risk becoming entrenched.

Key Insights from the Monitor

Eleni’s work on this project has helped bring attention to some crucial findings:

• Regional Disparities Persist: Areas like London continue to show high professional job concentration and median pay—but also signs of work intensification and poor work-life balance. In contrast, Scotland appears to offer a more balanced picture, with weaker links between pay and unsatisfactory hours.

• Technology’s Uneven Impact: Rather than bridging gaps, accelerated tech adoption may have worsened regional inequalities, benefiting already high-performing areas and leaving others behind. This raises questions about how AI and automation can be harnessed to create—not destroy—equitable opportunities.

• Pay and Productivity Challenges: Real wages remain low across many regions when adjusted for cost of living. At the same time, productivity growth is highly concentrated in the South East, raising concerns about unequal innovation spillovers from the so-called “golden triangle”.

From Data to Action: Policy Recommendations

What sets this work apart is not just the diagnosis of the problem, but the practical pathways it suggests:

• Better Metrics for Better Policy: The Good Work Monitor and the Disruption Index should form the foundation of a more consistent, evidence-based approach to good work, productivity, and technological change—across all UK nations and regions.

• Place-Based Investment Strategies: Funding for skills and jobs must be targeted where they are most needed, and local authorities should be empowered with better data to design tailored responses.

• Recentring Growth on Human Capabilities: Rather than focusing solely on technological capability, the Industrial Strategy should place greater emphasis on human values, agency, and job quality—ensuring that innovation and inclusivity go hand-in-hand.

• Learning from Scotland and Beyond: The strong performance of Scotland in the Monitor offers lessons for how joined-up policy approaches can create more resilient regional economies. In contrast, policy in England and Wales should work towards more coherent skills and capabilities frameworks that prioritise long-term access to good work.

CBISS and the Future of Work

At CBISS, we believe in research that informs real-world change. Eleni’s work exemplifies our mission—connecting data, policy, and innovation to address urgent societal challenges. Her contribution to the Good Work Monitor supports a broader vision: one where future work is shaped by fairness, sustainability, and the active inclusion of all communities in technological progress.

We look forward to continuing this conversation—and to working with researchers, policymakers, and communities to shape a future of work that leaves no one behind.

Explore the Interactive Good Work Monitor: access here

Entrepreneurs are often seen as risk-takers, innovators, and leaders, but not all of them operate in the same way. A recent study by our CBISS members, Professor Sukanlaya Sawang, Safiya Mukhtar Alshibani, and Poh Yen Ng  reveals that entrepreneurs can be grouped into three key archetypes—Lions, Bees, and Chameleons—each with a unique approach to business, success, and personal well-being.

Understanding these entrepreneurial personalities can help business owners and aspiring entrepreneurs identify their strengths and potential challenges, ultimately leading to better decisions and improved performance.

The Three Entrepreneurial Archetypes

Lions: The Competitive Leaders

Lions are natural-born leaders. They are strategic, ambitious, and competitive, constantly seeking to outperform their rivals and take charge of their industries. Their approach is rooted in the belief that business success is about being the strongest, the fastest, or the most dominant in the market.

Strengths:

• High levels of ambition and strategic thinking
• Strong leadership and decision-making skills
• Competitive mindset that drives business growth

Challenges:

• Can experience high stress and burnout due to constant competition
• May struggle with collaboration if they focus too much on personal success
• Risk of prioritising profits over ethical or long-term considerations

Lions thrive in industries that require bold moves, strategic risk-taking, and aggressive market positioning. However, they need to balance their ambition with sustainable well-being strategies to avoid exhaustion.

Bees: The Collaborative Visionaries

Bees represent a very different type of entrepreneur. Instead of competition, they focus on teamwork, purpose, and creating value for their communities. These entrepreneurs are driven by a strong sense of responsibility, often building businesses with ethical and social goals in mind.

Strengths:

• Strong teamwork and collaboration skills
• Purpose-driven, often building businesses with lasting social impact
• Higher overall well-being due to meaningful work

Challenges:

• Can struggle with profitability if they prioritise social impact over financial sustainability
• May find it difficult to make tough decisions that require competition or assertiveness
• Risk of burnout from trying to satisfy multiple stakeholders

Bees are often found leading social enterprises, purpose-driven startups, and businesses that focus on sustainability and ethical impact. Their ability to create long-term value and trust makes them well-respected, but they must ensure they balance purpose with profit.

Chameleons: The Adaptable Strategists

Chameleons are the entrepreneurs who can adjust and pivot quickly in response to changing market conditions. They are highly strategic, opportunistic, and pragmatic, often using their ability to blend into different business environments to their advantage.

Strengths:

• Extremely adaptable and able to navigate uncertain or competitive markets
• Skilled in strategy, persuasion, and making the most of available opportunities
• Often successful in fast-changing industries such as tech and finance

Challenges:

• Can be perceived as manipulative or overly opportunistic
• May prioritise personal success over ethical considerations
• Risk of losing trust if their adaptability is seen as inconsistency

Chameleons thrive in industries that require constant evolution, such as technology, digital marketing, and investment. Their ability to adjust and seize opportunities is valuable, but they need to be mindful of ethical decision-making and long-term relationships.

How Entrepreneurial Identity Impacts Success and Well-Being

The study highlights that while all three types of entrepreneurs can be successful, they experience different levels of well-being and business performance.

• Bees generally report the highest well-being, as their work is aligned with personal values and social impact. However, they need to ensure financial sustainability to avoid burnout.
• Lions are highly successful but at risk of stress and burnout, as their relentless pursuit of competition can take a toll on personal life.
• Chameleons tend to achieve strong business outcomes but may face ethical dilemmas that impact their long-term reputation and trustworthiness.

This research suggests that knowing your entrepreneurial identity can help you make smarter decisions about leadership, strategy, and mental well-being.

Applying These Insights to Your Business

1. Identify Your Entrepreneurial Style: Are you a Lion, a Bee, or a Chameleon? Recognising your strengths and weaknesses can help you refine your approach to business.
2. Balance Your Strengths with Self-Awareness: If you’re a Lion, consider incorporating more collaboration into your strategy. If you’re a Bee, ensure your business model is financially sustainable. If you’re a Chameleon, focus on maintaining ethical and transparent business practices.
3. Leverage Your Natural Tendencies: Lions can use their drive for competition to innovate, Bees can strengthen brand loyalty through purpose-driven leadership, and Chameleons can adapt quickly to emerging trends.

Entrepreneurs are not one-size-fits-all. Whether you identify as a Lion, a Bee, or a Chameleon, understanding your entrepreneurial personality can help you navigate the challenges of business ownership more effectively. By playing to your strengths and addressing potential pitfalls, you can build a business that thrives while maintaining your well-being.

So, what’s your entrepreneurial spirit animal? 🦁🐝🦎

To read the full research, please visit: Lions, Bees, and Chameleons: Unravelling the Entrepreneurial Archetypes and Their Impact on Performance and Well-being.