Autumn 2026
By Kate Moss, FCCA, MAAT. Management accounts should do more than explain what has happened. Used effectively, they help businesses understand where they stand and make better-informed decisions about the future. Authored: Kate Moss, FCCA, MAAT
Autumn 2026
Animal health and welfare are often viewed as compliance issues, yet disease prevention, biosecurity and collaboration may be among the most important business resilience tools available to livestock enterprises.
Autumn 2026
Many rural businesses carefully manage land, equipment and livestock, yet surplus cash often receives far less attention. An important question remains: what role should cash play whilst it is waiting to be used?
Autumn 2026
In volatile markets, higher output does not automatically mean higher profitability. The most successful businesses often focus less on production volume and more on the value created by every unit produced.
Winter 2026
As expectations of rural businesses continue to expand, an important question is emerging: can food production, environmental delivery and business resilience always be achieved through the same incentives?
Spring 2027
Farm numbers may be falling, but agricultural land remains largely unchanged. The more important question is what consolidation means for rural businesses, communities and the future shape of the sector.
Autumn 2026
Carbon is increasingly becoming embedded within milk contracts, supply chains and sustainability programmes. The challenge for many dairy businesses is understanding who actually owns the value being created.
By Kate Moss, FCCA, MAAT. Management accounts should do more than explain what has happened. Used effectively, they help businesses understand where they stand and make better-informed decisions about the future. Authored: Kate Moss, FCCA, MAAT
In volatile markets, higher output does not automatically mean higher profitability. The most successful businesses often focus less on production volume and more on the value created by every unit produced.
As expectations of rural businesses continue to expand, an important question is emerging: can food production, environmental delivery and business resilience always be achieved through the same incentives?
Carbon is increasingly becoming embedded within milk contracts, supply chains and sustainability programmes. The challenge for many dairy businesses is understanding who actually owns the value being created.
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National land-use frameworks may provide direction, but their real value lies in helping businesses make informed decisions about land, resources and future opportunities.
Precision farming is often associated with technology and machinery, but its real value lies in helping businesses make better decisions through better information.
Artificial Intelligence is rapidly entering the agricultural conversation, but the important question is not what AI can do. It is how it can create practical value for rural businesses.
The opening of SFI 2026 application windows presents opportunities for many businesses, but participation should begin with business objectives rather than funding alone.
The Farming Roadmap 2050 suggests that collaboration may increasingly become a practical necessity rather than a voluntary choice, creating new opportunities for efficiency, resilience and innovation.
Regeneration is increasingly becoming part of the rural business conversation, but what does it actually mean in practice, and how does it differ from sustainability?
Soil is often discussed in scientific terms, yet its value as a business resource may be equally important. Applying a soil management hierarchy can help improve resilience, productivity and long-term land performance.
Nature markets are often discussed in terms of mechanisms and transactions, but the real challenge may be delivering meaningful environmental and business outcomes.
Nutrient neutrality is often viewed as a planning constraint, but could it become the foundation of a broader land-use system creating environmental and commercial value?
A challenging summer has highlighted the importance of flexibility, decision-making and resilience as farmers respond to changing conditions and protect forage quality.
DEFRA's new Collaboration Fund suggests that partnership, scale and shared investment may play an increasingly important role in the future direction of agricultural policy.
Good governance rarely makes headlines. Its value is often measured by the problems avoided, risks managed and opportunities protected over the long term. Inspired by Manor Farm Shop, Sheen.