Zukunft der Arbeit

Why organisations work with Andrew Brodsky He gives leadership teams a named, research-backed framework, PING (Perspective-taking, Initiative, Non-verbal cues, Goals), that turns ad hoc virtual habits into a deliberate operating practice. His evidence is original, not aggregated: peer-reviewed studies in the Journal of Applied Psychology and Personality and Social Psychology Bulletin on how channel choice changes what gets said, heard and believed. He answers a question most consultants avoid: when is audio better than video, when does email outperform a meeting, and what does that mean for managers who default to whatever is easiest. His client roster includes Dell Technologies, PwC, Amazon and Novo Nordisk, which means the work has been pressure-tested inside organisations running global hybrid operations. The book Ping, published by Simon & Schuster and Penguin, has been endorsed by Adam Grant and Katy Milkman, placing his work alongside the leading voices in applied behavioural science. Biography highlights Management professor, McCombs School of Business, The University of Texas at Austin PhD in Organizational Behavior, Harvard Business School; BS, The Wharton School Author, Ping: The Secrets of Successful Virtual Communication (Simon & Schuster, Penguin, 2025) CEO and founder, Ping Group Named one of the world’s Best 40-Under-40 MBA Professors by Poets&Quants Research published in the Journal of Applied Psychology and Personality and Social Psychology Bulletin; commentary in The Wall Street Journal, Harvard Business Review, The Economist, CNBC, The New York Times and TIME Biography Hybrid work settled the location question and left a harder one open. Inside most companies, the decision about which channel to use for which conversation is still made by habit. The cost is measurable: slower decisions, weaker trust, meetings that exist to compensate for messages that should never have been sent. Brodsky has built a research programme around that gap. His peer-reviewed work in the Journal of Applied Psychology and Personality and Social Psychology Bulletin examines the operating consequences of specific channel choices, from how email shapes emotional authenticity to why audio-only calls often outperform video. The findings are precise enough to act on, which is unusual in a field crowded with generalities about remote work. The book Ping, published by Simon & Schuster and Penguin in 2025, consolidates that research into a four-part framework used inside teams at Dell Technologies, PwC, Amazon and Novo Nordisk. Adam Grant and Katy Milkman have endorsed the work, and HBR IdeaCast featured the argument as a guide for leaders auditing their own virtual practices. His credibility rests on a clear point: virtual communication is now an executive skill, not a logistics question. Boards and senior teams that treat it as the latter pay the cost in performance. Key speaking topics Virtual and hybrid communication strategy Channel choice and operating performance Leadership in distributed teams Trust and authenticity in digital workplaces Conflict reduction across asynchronous communication AI in workplace communication Inclusion in remote and hybrid settings Ideal for CHROs and heads of people redesigning hybrid operating models Executive teams auditing the performance cost of their meeting and communication habits Transformation and digital workplace leads setting team-level communication norms Senior leadership offsites focused on trust, decision speed and team effectiveness Audience outcomes A working framework for matching communication channel to task, with named criteria Specific research findings on when email, audio, video and instant message each outperform the alternatives A clear view of how leadership behaviour in virtual channels shapes trust and response patterns across teams Practical guidance on reducing conflict and misinterpretation in asynchronous communication A defensible position on AI-assisted interpersonal communication and the trust consequences of getting it wrong

Why organisations work with Andrew Grill He gives leadership teams a working vocabulary for AI, quantum, blockchain, and adjacent technologies, built on the 200+ concepts codified in “Digitally Curious” and tested on boards at Vodafone, Dell, Nestle, and the NHS. His engineering training and former IBM Global Managing Partner role mean technical claims hold up under scrutiny from a CTO, while the framing stays legible to a CFO or CHRO. Each session ends with the “Curious Five”, a concrete set of follow-up actions, so the room leaves with decisions to make rather than slides to forward. He has delivered five TEDx talks and advises at board level, so the same material scales from a 1,500-person keynote to a closed strategy session. Biography highlights Former Global Managing Partner, IBM Social Consulting Author, “Digitally Curious” (Wiley, 2024), international bestseller Host, the Digitally Curious Podcast, running since 2019 Named to the AI 100 UK List 2025 for responsible AI leadership Five TEDx talks delivered in London and Cardiff Non-Executive Director, Britain Australia Society Bachelor of Electronic Engineering plus two Master’s degrees (Engineering, MBA) Biography Every board now has AI on its agenda. Far fewer have a clear view of which decisions inside the business actually change because of it. Andrew Grill built his career in the gap between those two positions, first as a telecoms engineer at Optus and Telstra in Australia, then as Global Managing Partner in IBM’s Social Consulting practice, working with some of the largest enterprises in the world on how technology reshapes the way they operate. “Digitally Curious”, published by Wiley in 2024, is the distilled version of that experience. It walks executives through more than 200 technology concepts, from generative AI and quantum to blockchain and 5G, and ends every chapter with the Curious Five, a short set of concrete actions. The book reached international bestseller status and has become the spine of his keynote and advisory work. The podcast of the same name, running since 2019 with more than 60 interviews, gives him a working library of case material. That shows up in the room. Boards at Vodafone, Dell, Nestle, DHL, Sanofi, Bupa, and the NHS have brought him in for sessions that move from technology explanation to specific organisational choices, usually in the same hour. He has delivered five TEDx talks across London and Cardiff, appears regularly on BBC, Sky News, Channel 4, and in The Economist and Financial Times, and was named to the AI 100 UK List in 2025 for his work on responsible AI. The throughline is consistent: make the technology legible to the people who actually have to decide what to do about it. Key speaking topics Artificial intelligence and generative AI for business Digital transformation at board level Responsible AI and AI governance The future of work Emerging technology: quantum, blockchain, Web3 Customer experience in an AI-mediated economy Digital fluency for senior leaders Ideal for Boards and executive committees sequencing their AI strategy CIOs, CDOs, and transformation leads building internal buy-in for technology roadmaps CHROs and people leaders reshaping roles around AI-augmented work Industry conferences addressing senior commercial and technology audiences Audience outcomes A shared vocabulary across the executive team for AI, generative AI, and adjacent technologies A concrete short list of next actions, drawn from the Curious Five framework, tailored to the brief Sharper judgement on which vendor claims and use cases deserve investment and which do not A clearer view of where AI changes roles, processes, and customer experience inside their own organisation

Why organisations work with Andrew McAfee His Geek Way framework – four named cultural norms (science, ownership, speed, openness) derived from evolutionary biology and management research – gives leadership teams a specific, testable diagnostic for why their organisations underperform digitally, not another instruction to move faster or fail more His research at MIT’s Initiative on the Digital Economy produces evidence-based findings on how AI and automation are actually affecting productivity and competitive structure – drawn from organisations that have already made the transition, not from modelled projections He holds simultaneous positions as MIT Principal Research Scientist, inaugural Visiting Fellow at Google’s Technology and Society group, and co-founder of Workhelix, an AI workforce optimisation startup – a combination that grounds his analysis in research, platform-scale practice, and operating reality at once The Second Machine Age and Machine, Platform, Crowd – both New York Times bestsellers co-authored with Erik Brynjolfsson – established the intellectual framework through which most serious organisations now think about automation, labour displacement, and platform competition; many executives in the room will be updating assumptions formed by those books He and Brynjolfsson are the only individuals named to both the Thinkers50 ranking of the world’s top management thinkers and the Politico 50 group of people transforming American politics – a dual recognition that reflects the reach of his work into the policy questions, not just the business questions, that will define the digital economy’s next decade Biography highlights Principal Research Scientist, MIT Sloan School of Management; co-founder and co-director, MIT Initiative on the Digital Economy Inaugural Visiting Fellow, Technology and Society, Google Co-founder, Workhelix (AI workforce optimisation startup) Six-time Thinkers50 honoree; Thinkers50 Digital Thinking Award 2015 with Erik Brynjolfsson; one of only two individuals named to both the Thinkers50 and the Politico 50 Author of The Geek Way (Economist Best Books 2023; Forbes Top 10 Business Books 2023) and More from Less; co-author of The Second Machine Age and Machine, Platform, Crowd (New York Times and Wall Street Journal bestsellers) Contributor to Foreign Affairs, Harvard Business Review, The Economist, The Wall Street Journal, and The New York Times; featured on CNN, 60 Minutes, TED, and the World Economic Forum Biography The gap between digital investment and digital performance is one of the most consequential – and least clearly explained – problems in business strategy. Andrew McAfee, Principal Research Scientist at MIT’s Sloan School of Management and co-founder of MIT’s Initiative on the Digital Economy, has spent three decades building the research base to explain it precisely. His 2023 book The Geek Way – named a best book of the year by both The Economist and Forbes – makes a specific argument: the companies consistently outperforming their sectors share four cultural norms (science, ownership, speed, openness), and those norms are not accidents of Silicon Valley geography but replicable patterns grounded in evolutionary science. Organisations that treat digital transformation as an infrastructure challenge, McAfee argues, are misidentifying the problem. The bottleneck is almost always managerial culture, not technology capability. That argument carries weight from multiple directions. McAfee is the inaugural Visiting Fellow at Google’s Technology and Society group and co-founder of Workhelix, an AI startup focused on workforce optimisation – positions that situate his MIT research in both platform-scale and operating practice. His earlier books with Erik Brynjolfsson – The Second Machine Age and Machine, Platform, Crowd, both New York Times bestsellers – established the frameworks that shaped how most serious organisations now think about automation, platform competition, and the economics of digital productivity. He and Brynjolfsson are the only individuals named to both the Thinkers50 ranking of the world’s top management thinkers and the Politico 50 group of people transforming American politics – a pairing that reflects how far McAfee’s work extends beyond corporate boardrooms into the policy questions about AI, labour, and economic growth that will define the decade ahead. Key speaking topics AI and digital business performance The Geek Way: cultural norms for the digital organisation Platform competition and digital business models Technology, productivity, and economic growth Machine intelligence and the future of work Dematerialisation and sustainable growth Organisational culture in the technology-driven enterprise Ideal for C-suite and board audiences evaluating digital strategy and competitive positioning against digital-native rivals Strategy and transformation leads in established industries under sustained digital disruption Innovation and R&D leaders benchmarking organisational culture against technology-sector performance models Executive education programmes on digital leadership, AI adoption, and future-of-work strategy Audience outcomes A clear account of why digital-native organisations outperform incumbents structurally – not through superior technology budgets but through specific, replicable management norms A practical diagnostic framework (The Geek Way: science, ownership, speed, openness) for identifying where organisational culture is constraining digital performance Evidence-based perspective on how AI and automation are actually affecting productivity and workforce structure, grounded in MIT research rather than market projections A more disciplined vocabulary for separating genuine digital transformation from technology investment that changes operating performance little Sharper thinking on platform competition and the long-term viability of traditional business models against digital-native challengers

Why organisations work with Andrew Scott His published distinction between an “ageing society” and a “longevity society”, developed in The Lancet Healthy Longevity and across his books, gives leadership teams a concrete alternative to deficit-focused demographic thinking, with direct implications for workforce design, business model adaptation, and long-term investment. His two books, The 100-Year Life (over one million copies sold) and The Longevity Imperative (2024, shortlisted for the FT–Schroders Business Book of the Year), translate macroeconomic and health research into specific decisions organisations face: how to structure careers, what skills to invest in, how to redesign pension and benefits frameworks. His academic research, including a paper in Nature Aging co-authored with David Sinclair and Martin Ellison, connects macro-economic strategy to the science of ageing itself, giving organisations a basis for anticipating how advances in health and geroscience will affect labour supply and workforce composition over the next two decades. As leader of the CEPR Research Policy Network on the Economics of Longevity and Ageing, he has an overall view of policy, academic research, and applied economic intelligence: not a commentator on the trend, but one of the people who defines the research agenda. His advisory roles at the UK Office for Budget Responsibility, and his prior work with HM Treasury and the Bank of England, mean he can brief boards on the regulatory and fiscal changes that longevity economics will drive – before those changes arrive on the agenda. Biography highlights Professor of Economics at London Business School; Principal Scientist (Economics) at the Ellison Institute of Technology, Oxford CBE, 2026 New Year’s Honours – for services to economics, research and public discourse Co-author of The 100-Year Life (with Lynda Gratton) – over one million copies sold; runner-up for the FT/McKinsey Business Book of the Year Award Author of The Longevity Imperative (2024) – shortlisted for the FT–Schroders Business Book of the Year; named one of the FT’s best summer economics reads Research Fellow, Centre for Economic Policy Research; leads the CEPR Research Policy Network on the Economics of Longevity and Ageing; member of the WEF Global Future Council on Healthy Ageing and Longevity Former Non-Executive Director, UK Financial Services Authority; former Managing Editor, Royal Economic Society’s Economic Journal; advisory board member, UK Office for Budget Responsibility; adviser to HM Treasury and the Bank of England Biography The 100-Year Life, co-authored by Andrew Scott and Lynda Gratton, has sold over a million copies. What made it resonate was not the data on life expectancy; it was the argument that longer lives require a fundamentally different structure for careers, organisations, and economic systems. That argument sits at the centre of Scott’s research at London Business School and the Ellison Institute of Technology in Oxford. Scott’s central distinction – between an “ageing society” and a “longevity society” – reframes longevity from a background risk into a strategic imperative. An ageing society focuses on supporting rising numbers of older people. The longevity society, as Scott defines it in The Lancet Healthy Longevity, demands that organisations prepare for fifty-year careers, not just older employees. The implication for workforce strategy, benefits design, and long-term investment is structural, not cosmetic. The Longevity Imperative (2024, shortlisted for the FT–Schroders Business Book of the Year) extends the analysis from individual careers into system-level change: health systems, fiscal policy, financial markets. Academic research published in Nature Aging with David Sinclair and Martin Ellison grounds this macro-economic framing in the science of ageing itself – connecting what medical advances mean for labour supply to decisions boards face today. Scott advises the UK Office for Budget Responsibility and has previously advised HM Treasury and the Bank of England. He co-founded The Longevity Forum and serves on the World Economic Forum’s Global Future Council on Healthy Ageing and Longevity. In 2026, he was appointed CBE for services to economics, research and public discourse. Key speaking topics Economics of longevity Demographic change and long-term economic growth Multigenerational workforce design Career reinvention and the 50-year working life Health, ageing, and the economics of prevention Fiscal sustainability and pension system reform AI, technology, and demographic change Business strategy and long-run demographic risk Ideal for CHROs and heads of people strategy at large, multigenerational organisations navigating career architecture and workforce planning for longer working lives Boards and senior leadership teams integrating demographic risk into long-term strategy alongside AI and geopolitical disruption Financial services leaders – asset managers, pension funds, insurers – whose business models are directly shaped by the structural economics of ageing populations Policymakers and public sector leaders with responsibility for labour market, health, or fiscal policy Audience outcomes A concrete framework – the ageing society vs longevity society distinction – for identifying where current workforce and business strategies are misaligned with demographic reality Clarity on the three-dimensional longevity dividend: what it means in practice to build for lives that are longer, healthier, and economically productive Specific implications for pension design, benefit frameworks, talent investment, and career architecture – not trend-watching, but decision-relevant analysis An evidence-based view of how advances in geroscience and health technology are likely to affect labour supply and workforce composition over the next two decades A new strategic vocabulary for the board conversation on longevity – one that moves from “ageing burden” to a concrete set of opportunities and organisational decisions

Why organisations work with Andy Ayim He works with leadership teams where the brief is not a keynote but a measurable shift in how the team makes decisions, handles conflict and holds each other to account. His track record sits on both sides of the table: senior product roles at WorldFirst and Zilch, then Managing Director at Backstage Capital running accelerators on three continents. He has been the executive being coached and the investor pushing portfolio leaders to grow. His MBE, awarded in 2020 for services to diversity in the technology industry, signals a substantive record on inclusion rather than a stated commitment. Clients booking inclusive-leadership work get an external voice the room cannot dismiss as marketing. Through the Angel Investing School he has trained over a thousand new investors and built the curriculum used by 100 senior Google executives who went on to raise a $70m fund. He brings that operator’s view of capital, ownership and opportunity into corporate rooms that rarely hear it. Biography highlights MBE for services to diversity in the technology industry, awarded 2020 (London Gazette, Issue 63135). Founder of the Angel Investing School, which has trained 1,000+ new angel investors and produced the Open Angel platform. Former Managing Director at Backstage Capital, helping run accelerator programmes in Detroit, Philadelphia, Los Angeles and London. Senior product roles at WorldFirst (acquired by Ant Financial for $700m) and Series C fintech Zilch. Trained 100 senior Black executives at Google who formed the Black Angel Group and raised a $70m fund. Named in the Financial Times Top 10 Most Influential BAME Leaders in Tech; HSBC and UK Black Business Show Top 25 Black Entrepreneurs to Watch. Opened the Venture programme at SXSW London 2026 (Christ Church Spitalfields). Biography Most senior teams are not short of intelligence or ambition. They are short of safety. People hold back the disagreement, the bad news, the half-formed idea that might change the decision. Andy Ayim’s work begins there. He is hired by leaders at Google, Stripe, Uber, Diageo, Novartis and Tesco to do the harder thing: change how a team behaves with each other in the room. His authority is built on doing the job, not describing it. He held senior product roles at WorldFirst before its $700m acquisition by Ant Financial, then at Series C fintech Zilch. In 2018 he joined Arlan Hamilton as Managing Director at Backstage Capital, designing accelerator programmes for underrepresented founders in Detroit, Philadelphia, Los Angeles and London. The pattern is consistent: operator credibility first, advisor work second. The inclusion record is documented. He was appointed MBE in 2020 for services to diversity in the technology industry, gazetted by the Central Chancery of the Orders of Knighthood. In the same year he founded the Angel Investing School, which has since trained over a thousand new angel investors and built the curriculum that produced the Black Angel Group, 100 senior Google executives who went on to raise a $70m fund. What that means for a client is straightforward. When Ayim walks into a leadership offsite, he is not a consultant translating a theory. He is a former executive and active investor who has seen the same trust and capital problems from inside companies, inside portfolios and inside an honours system that has recognised the work. Key speaking topics Human-centred leadership Inclusive leadership and team performance Psychological safety in senior teams Diversity and inclusion in technology Angel investing and ownership Future of work and hybrid team design Talent and the next generation of leaders Ideal for CHROs and Chief People Officers commissioning inclusive-leadership and culture work for senior populations. ExCo and board offsites where the brief is honest conversation, trust and decision quality, not a standard keynote. Heads of Diversity and Inclusion looking for an external voice with a credentialled record rather than a generic DEI speaker. Investor and founder audiences inside corporate venture, accelerators and innovation functions. Audience outcomes A clearer picture of the specific behaviours that produce psychological safety in senior teams, and the ones that quietly destroy it. Language for naming the inclusion problems leaders are nervous to name, with examples drawn from operator and investor experience. A view of inclusion as a leadership capability tied to performance, not a compliance function bolted onto HR. An informed perspective on angel investing, ownership and wealth creation for audiences that rarely get it from a credible practitioner.

Why organisations work with Andy Storch He has facilitated talent and leadership programmes for Salesforce, Oracle, Google, Toyota, Deloitte, EY, KPMG, Cisco, Sony, and Tiffany & Co., which means he has tested his career-ownership material against the most demanding corporate L&D functions in the market. He runs the room where his buyers meet each other. The Talent Development Think Tank conference, community, and podcast give him a working view of what CHROs and L&D leaders are actually trying to fix, before they brief a speaker. His thesis is concrete and actionable: career ownership is a learnable practice, not a slogan. Own Your Career Own Your Life breaks it into specific steps employees and managers can apply on Monday. His 2025 follow-up with Mike Kim, Own Your Brand, Own Your Career, gives organisations a practical handle on personal brand as a retention and internal mobility lever, not a LinkedIn exercise. He works equally credibly as a keynote, workshop facilitator, and community host. For talent functions running multi-day events, that flexibility is rare. Biography highlights Author of Own Your Career Own Your Life (2020) and co-author with Mike Kim of Own Your Brand, Own Your Career (2025). Founder and host of the Talent Development Think Tank podcast, conference, and community, sponsored by Advantage Performance Group. Has consulted, taught, or facilitated for Salesforce, Oracle, Google, Toyota, State Farm, Red Bull, Deloitte, EY, KPMG, HP, Sony, Cisco, and Tiffany & Co. MBA, USC Marshall School of Business (President of the MBA programme); BS, University of Florida. Host of three podcasts: The Talent Development Hot Seat, Own Your Career, and My NFT Journey. Workshop facilitator for global enterprises since 2011. Biography Career development inside large organisations has become a quiet contract failure. Employees assume their employer will plot the path; employers assume employees will take initiative; the middle is where engagement and retention disappear. Storch built a practice around closing that gap from both sides. His book Own Your Career Own Your Life sets out a step-by-step approach to career ownership for individual contributors and managers. The 2025 follow-up with Mike Kim, Own Your Brand, Own Your Career, extends the argument into personal brand as an internal-mobility and retention lever rather than an external marketing exercise. Both books are direct and operational, not motivational. The proof point most relevant to corporate buyers is who he works with. Salesforce, Oracle, Google, Toyota, Deloitte, EY, KPMG, Cisco, Sony, and Tiffany & Co. have used him to facilitate leadership and talent programmes. He has been running these workshops since 2011, which is what allows the keynote material to land in language a senior L&D function recognises. The Talent Development Think Tank, his podcast, conference, and community, gives him an unusual position in the market. He is not commenting on the talent development field from outside it; he is the convener inside it. For a CHRO or head of L&D, that means the speaker on stage has heard, in private, the same problems they are trying to solve. Key speaking topics Career ownership and employee development Talent development strategy Personal brand and internal mobility Leadership for managers of professionals Employee engagement and retention Future of work and talent trends Ideal for CHROs, heads of L&D, and talent development leaders running enterprise development programmes Annual talent and leadership offsites for managers of professionals Employee resource groups and internal high-potential cohorts Sales and account leadership conferences focused on retention and growth of top performers Audience outcomes A working definition of career ownership that managers and employees can apply to weekly conversations Specific tools to make personal brand work as an internal mobility and retention asset A clearer line between what the employer owes the employee and what the employee owes their own career Language to frame development conversations that does not collapse into performance review template A view of where talent development practice is heading, drawn from a sitting community of CHROs and L&D leaders

Why organisations work with Angela Oguntala Her Futurecasting process is a replicable leadership methodology for distinguishing structural change from cyclical noise, giving strategy teams something to use after the keynote, not just a perspective to carry home. She brings a practitioner’s decade-long track record: foresight and innovation work with Google, IKEA, the World Economic Forum, the World Trade Organization, Microsoft, and Deloitte, across sectors from healthcare to luxury to financial services. Her background spans foresight research and business strategy, which lets her connect technology shifts and the changing nature of work in a single frame that sector specialists rarely produce. She was named a Future Innovator by the United Nations, a designation that extends her credibility beyond the speaking circuit into formal expert recognition. Her central argument, that the future is not predictable but can be actively shaped, moves executive audiences from defensive risk-management to purposeful strategic action. Biography highlights Spent a decade as founding partner of Greyspace, a foresight and innovation consultancy Named a Future Innovator by the United Nations Salzburg Global Fellow for leaders challenged to shape a better world Advisory and keynote engagements with Google, IKEA, Microsoft, the World Economic Forum, the World Trade Organization, Heineken, and Deloitte, across healthcare, technology, luxury, and financial services TED talk, Re-imagine the future, on how the assumptions we hold about what is possible either constrain or expand the strategies we are willing to pursue Featured as a strategic foresight expert on outlets including NPR and Sky Biography The hardest thing about strategy is not analysing the present. It is imagining a future that does not yet exist, and committing resources to it before certainty arrives. Angela Oguntala built her career around exactly this problem. She spent a decade as a founding partner of Greyspace, a foresight and innovation consultancy, working across industries from healthcare and financial services to luxury and technology. The work was consistent: helping leadership teams read structural change and identify where to innovate. She now advises companies, governments, and senior leaders worldwide on strategic foresight and innovation. Her clients include Google, IKEA, Microsoft, the World Economic Forum, the World Trade Organization, Heineken, and Deloitte. Her named methodology, Futurecasting, is a structured process for mapping the forces reshaping an organisation’s context, surfacing risks and opportunities across a range of possible outcomes, and building strategy around where and how to act, giving leadership teams the capacity to navigate complexity and innovate, not just respond. Named a Future Innovator by the United Nations, and a Salzburg Global Fellow, Oguntala speaks on the TED platform and has been featured as a strategic foresight expert on outlets including NPR and Sky. Her TED talk, Re-imagine the future, addresses the blindspots that prevent organisations and individuals from seeing the full range of what is genuinely possible, and acting on it. Key speaking topics Strategic foresight and Futurecasting Innovation under uncertainty Emerging technology impacts Leadership and organisational foresight Sustainability and resilience Future of work Ideal for Chief Strategy Officers and strategy leadership teams whose planning models cannot keep pace with compounding change CEOs and executive boards making high-stakes bets as technology, consumer behaviour, and market structure shift simultaneously Chief Innovation Officers and heads of transformation identifying where real innovation opportunity lies amid constant noise Government and institutional leaders working on long-horizon policy and societal change Audience outcomes A clearer distinction between structural change and cyclical noise, and an understanding of how to act on that distinction at leadership level Practical familiarity with the Futurecasting methodology as a replicable process for strategic decision-making under uncertainty A more integrated view of how emerging technologies, global uncertainty, and shifting social expectations interact, rather than treating each as a separate workstream A reframed relationship with uncertainty: from something to manage defensively to something that can be met with intention Approaches to building organisations that can generate and act on genuinely new ideas rather than optimise existing ones

Why organisations work with Aric Dromi Nine years as an in-house Futurologist at Volvo Cars gives him an operator’s view of how a global manufacturer actually absorbs autonomous, electric and connected technology, not a consultant’s slide on it. He works across the same problem from three angles, corporate strategy, government policy and civic infrastructure, which is unusual in technology foresight and useful when a brief touches more than one of them. Founder of TEMPUS.MOTU and advisory board member at NTT Innovation Institute and UNLEASH, with a network that spans telecoms, mobility, energy and the UN Sustainable Development Goals agenda. Pushes against deck-driven strategy. His stated rule, that any strategy worth executing should fit on a napkin, lands well with executives tired of frameworks that do not survive contact with the operating business. Comfortable in uncomfortable territory. He frames himself as a “professional troublemaker” and is booked for sessions where leadership wants their assumptions stress-tested, not validated. Biography highlights Nine-year tenure as in-house Futurologist at Volvo Cars, advising on autonomous, electric and connected vehicle strategy. Founder of TEMPUS.MOTU, a strategic advisory and think tank serving corporate and public-sector clients. Advisory board, NTT Innovation Institute, the corporate research arm of NTT Group. Innovation Advisory Board, UNLEASH, the global innovation lab built around the UN Sustainable Development Goals. Earlier roles at Ericsson, Microsoft and Cellcom, where he was Chief Knowledge Officer. Author of The Intellectual Rage and The Prophet, plus further titles published under the pen name D.B. Solomon. Biography Volvo did not hire a futurologist for nine years to predict the next car. It hired one to help the leadership team work out what a car company even is once mobility becomes autonomous, electric and connected. That brief, sustained over almost a decade inside one of Europe’s most identifiable industrial brands, is the foundation of how Aric Dromi thinks. He now runs TEMPUS.MOTU, a strategic advisory and think tank that takes the same posture into other sectors. The work spans corporate strategy, government policy and city-scale infrastructure, with engagements that have included clients such as Mastercard, Siemens, Volkswagen, Telefonica, the World Bank and the IFC, alongside government work in Kazakhstan and Moscow city. His public positions reflect the same range. He sits on the advisory board of NTT Innovation Institute, the research arm of one of the world’s largest telecoms groups, and on the Innovation Advisory Board of UNLEASH, the global lab built around the UN Sustainable Development Goals. The point of those affiliations is not credentialing. It is access to the actual conversations where technology, capital and policy are being negotiated. Dromi is direct about what he is for and what he is against. He calls himself a professional troublemaker, writes books that read more like critiques than playbooks, and tells executive audiences that any strategy worth doing should fit on a napkin. Leaders book him when they want their assumptions broken in a room where it still costs less than breaking them in the market. Key speaking topics AI, automation and the future of work Autonomous and connected mobility Smart cities and urban infrastructure Data, privacy and digital governance Strategic foresight under exponential change Innovation strategy and corporate transformation Geopolitics of technology Ideal for Boards and CEOs of industrial, mobility and energy businesses are confronting AI and automation as a strategy question, not an IT one. CSOs, CIOs and heads of innovation are responsible for translating foresight into operating decisions. Government and city leaders are working on smart-city, mobility and digital infrastructure programmes. Executive offsites and leadership summits where the brief is to break orthodoxies, not confirm them. Audience outcomes A clearer view of how AI, automation and connected systems will reshape the audience’s specific industry, not technology in general. Sharper questions for the next strategy cycle, framed around capability, governance and societal licence to operate. A working sense of where corporate, policy and civic decisions intersect, and where leaders are exposed when they assume they do not. Confidence to retire foresight tools that no longer survive contact with the operating business. A direct, sometimes uncomfortable challenge to assumptions the leadership team has stopped questioning.

Why organisations work with Arun Sundararajan He works inside the regulatory machinery his audiences are exposed to. Testimony to the US Congress, the European Parliament and the United Nations, plus a seat on the World Economic Forum’s AI Governance Alliance, means he can tell a board where AI rules are actually heading, not where the press thinks they are. His research asks a question most AI strategies skip: what part of “human capital” should remain owned by humans once a model has learned it. For any company building on or competing with generative AI, that question sits underneath copyright exposure, talent contracts and product liability at the same time. He separates durable economic shifts from cycle noise. The same economist who mapped the move to crowd-based capitalism in The Sharing Economy now tells executives which AI effects are structural and which are hype, a distinction worth real money in capital allocation. He advises both sides. He works with technology companies on strategy, litigation and regulation, and with non-tech boards on AI governance and foresight, so he understands the incentives of the firms building the infrastructure your business now depends on. Biography highlights Harold Price Professor of Entrepreneurship at NYU Stern and Director of its Fubon Center for Technology, Business and Innovation. Author of The Sharing Economy (MIT Press, 2016), winner of the Axiom Best Business Books Award and translated into five languages. Has given testimony on the digital economy and AI to the US Congress, the European Parliament and the United Nations. Member of the World Economic Forum’s AI Governance Alliance; former member of the Carnegie Council’s AI and Equality Initiative. Recognised with a Thinkers50 Radar Thinker Award, nine academic Best Paper awards and two Google Faculty Awards. Author of more than 40 op-eds across the New York Times, Financial Times, Guardian, Wired, Le Monde and Harvard Business Review, and a regular AI commentator for CNN, CNBC and Wired. Biography Generative AI learns to write, compose and design by training on work that people already made. That creates a problem older intellectual property law was never built for: a person’s past output is now also the blueprint for a machine that can reproduce their skill. Arun Sundararajan has made this the centre of his work, framing it as a single question for policymakers and boards: what facets of human capital should be owned by humans? The question carries weight because of where he asks it. As an economist at NYU Stern, Director of its Fubon Center for Technology, Business and Innovation, and a member of the World Economic Forum’s AI Governance Alliance, he has given testimony to the US Congress, the European Parliament and the United Nations. His paper “Rethinking Intellectual Property Law in an Era of Generative AI” lays out why copyright designed for the internet era misfires when the thing being copied is a creative process rather than a file. His authority on technological transitions is established. The Sharing Economy, published by MIT Press, was the early rigorous account of platforms like Uber and Airbnb displacing the managed corporation, and it won the Axiom Best Business Books Award. That track record matters now because the same economist is telling executives which AI effects are structural and which are noise, a judgment his recent work on the AI-capital-to-labour threshold makes concrete. What distinguishes him from the wider future-of-work field is the second half of his argument. Alongside the ownership question, he presses the case for national infrastructure that lets people move between occupations mid-career with dignity, treating workforce displacement as a design choice rather than an inevitability. For a board weighing how far to build on generative AI, he is the rare voice who can map both the legal claims forming underneath the technology and the economic settlement that will determine whether it holds. Key speaking topics AI governance and regulation Intellectual property and copyright in the age of generative AI Ownership of human capital The AI-driven future of work Platform strategy and network effects Antitrust and market power in technology Ideal for Boards and C-suites setting generative AI strategy, particularly where IP exposure, talent contracts or litigation risk are in play. Chief Legal Officers, General Counsel and Chief Strategy Officers navigating AI regulation across US, EU and Asian jurisdictions. Policymakers and regulators shaping AI, copyright and labour rules. Technology and platform companies setting strategy against a shifting governance backdrop. Audience outcomes A clear read on where AI regulation is actually heading across the major jurisdictions, from someone inside the bodies writing it. The ability to tell which AI effects on their industry are structural and which are cycle-driven hype. A sharper view of their company’s exposure on IP, copyright and the ownership of human capability. A framework for workforce planning that treats AI-driven displacement as something to design for, not absorb passively.

Why organisations work with Aubrey Blanche-Sarellano She built the Balanced Teams Diversity Assessment used inside the Atlassian Team Playbook, giving People teams a measurement framework they can run themselves rather than a workshop they have to repeat. She has held the senior internal seat twice, at Atlassian and Culture Amp, so her recommendations come from running the function at scale, not from observing it. Her work on AI ethics is grounded in current academic study at Cambridge’s Leverhulme Centre, which means the responsible-AI content is current with regulation rather than recycled from 2021 DEI decks. She treats equity as a product and operations problem. That makes her useful to CHROs, Heads of Product, and AI leads, not only to DEI specialists. She speaks credibly to the post-DEI-backlash context: how to keep inclusion outcomes when the political signalling has to come down. Biography highlights Founder and CEO of The Mathpath, advising on equitable operations, responsible AI, and ESG. Former Global Head of Equitable Design & Impact, Culture Amp. Former Global Head of Diversity & Belonging, Atlassian. Built the function from scratch. Inventor of the Balanced Teams approach and the Balanced Teams Diversity Assessment in the Atlassian Team Playbook. Master’s candidate in AI Ethics and Society, Leverhulme Centre for the Future of Intelligence, University of Cambridge. Board director at Circle of Blue and the Culture Amp Foundation; limited partner at Operator Collective. Featured in Wired, Wall Street Journal, Australian Financial Review, and USA Today. Biography Diversity programmes were designed for a political environment that no longer exists. Budgets are smaller, scrutiny is sharper, and the language that worked five years ago now invites litigation in some markets and ridicule in others. The companies that still want inclusion outcomes have a problem: they need the results, but they cannot keep running the programme in its original form. Aubrey Blanche-Sarellano works on that problem from the operations side. She built Atlassian’s Diversity & Belonging function from scratch and scaled it across the company’s international expansion, then joined Culture Amp as the first Global Head of Equitable Design & Impact. The Balanced Teams Diversity Assessment she developed at Atlassian became part of the company’s public Team Playbook, which is why her frameworks are familiar to People teams who have never met her. Through The Mathpath, her consultancy, she now advises leaders on the same question at a higher altitude: how to embed equity into talent processes, product decisions, and AI deployment so that the outcomes survive without the political infrastructure. Her current academic work at Cambridge’s Leverhulme Centre for the Future of Intelligence sits behind the responsible-AI content, which has become a larger share of her client engagements. She is direct about what does not work. Unconscious bias training is not, in her reading, a solution. Equitable design is. Her audiences leave with a clearer view of where inequity is actually produced inside their organisation and which operating levers, talent process, product practice, AI tooling, will move it. Key speaking topics Equitable operations and organisational design Responsible AI and algorithmic bias Talent process redesign and ERG programmes Inclusion in a post-DEI-backlash context Equitable product development ESG and ethical business operations Ideal for CHROs and Heads of People rebuilding inclusion strategy under new constraints Heads of Product and AI leads embedding fairness into model deployment and product practice ERG sponsors and DEI leads under pressure to demonstrate operating impact, not activity Executive teams reviewing where to take DEI investment next Audience outcomes A clearer map of where inequity is produced inside your own talent and product systems A working definition of equitable design, with examples of where it replaces conventional DEI activity Specific guidance on evaluating AI tools for fairness risk before deployment A read on how to keep inclusion outcomes when the political signalling has to come down Language for talking about equity that holds up in front of a sceptical board

Why organisations work with Ayanna Howard Her lab produced the first peer-reviewed algorithms quantifying how robot mistakes erode human trust – including in emergency scenarios where people followed automated systems away from clearly marked exits. That finding reframes the AI governance question from “is our system accurate?” to “are our people dangerously deferring to it?” Her book Sex, Race, and Robots (2021) makes a specific, falsifiable argument: AI bias originates with the designer, not the data. That argument changes where leadership teams assign accountability – and what they need to do before deployment, not after. She holds board seats at Autodesk and Motorola Solutions while running one of the largest engineering schools in the US. She understands AI decisions from lab to boardroom, and she speaks to both with equal authority. Zyrobotics, the company she founded from her Georgia Tech research, has commercialised AI for children with motor and cognitive challenges – she has direct product experience of translating research into regulated, real-world applications. As the 2021–2022 ACM Athena Lecturer and a Fellow of IEEE, AAAI, AAAS, and the National Academy of Inventors, her credentials carry weight in technical due diligence conversations as well as executive ones. Biography highlights Dean of the College of Engineering, The Ohio State University – first woman in the role; manages a $360M annual budget, 12 departments, and 11,900+ students Senior Robotics Researcher and Deputy Manager, Office of the Chief Scientist, NASA Jet Propulsion Laboratory – contributed to Mars rover and arctic robotics programmes Named 2021–2022 ACM Athena Lecturer for fundamental contributions to accessible human-robotic systems and AI Author of Sex, Race, and Robots: How to Be Human in the Age of AI (Audible Studios/Brilliance Audio, 2021) Fellow of IEEE, AAAI, AAAS, and National Academy of Inventors; elected member of the American Academy of Arts and Sciences Independent director, Autodesk Inc. and Motorola Solutions Inc. boards Founder, Zyrobotics – Georgia Tech spin-off developing AI-powered educational and therapy products for children with special needs Named to Forbes America’s Top 50 Women in Tech and Business Insider’s 23 Most Powerful Women Engineers; featured in TIME, Vanity Fair, CNN, and NPR Biography When an AI system makes a flawed decision, most organisations blame the data. Ayanna Howard’s research makes a harder argument: bias in AI is a design failure, and it traces directly to who builds the system. Her audiobook Sex, Race, and Robots (2021) put that argument to a public audience. Her more than 250 peer-reviewed publications put it to the scientific record. Her experimental work sharpens the stakes. Howard’s Human-Automation Systems Lab produced the first algorithms to quantify how robot mistakes erode human trust – including in emergency scenarios, where research subjects followed an automated guide away from clearly marked exits. The implication is direct: humans are overtrusting AI systems in ways that matter for consequential decisions in healthcare, hiring, and security. Her authority on these questions reaches across three distinct domains. She spent twelve years at NASA’s Jet Propulsion Laboratory – as Senior Robotics Researcher and Deputy Manager in the Office of the Chief Scientist – developing autonomous systems for Mars and arctic terrain. She then led one of the US’s most productive human-robotics labs at Georgia Tech. She now serves as Dean of Engineering at The Ohio State University – its first female dean – overseeing twelve departments, a $360M budget, and more than 11,900 students. Howard also holds board seats at Autodesk and Motorola Solutions, and founded Zyrobotics, which translates her research into AI-powered educational and therapy products for children with special needs. She is a Fellow of IEEE, AAAI, AAAS, and the National Academy of Inventors, and the 2021–2022 ACM Athena Lecturer. For boards and leadership teams asking serious questions about AI governance, she offers peer-reviewed research, institutional scale, and direct commercial accountability – in the same person. Key speaking topics AI bias and responsible system design Human overtrust in automated systems Human-robot interaction and trust Assistive and healthcare robotics AI governance and ethics AI in business: risk and opportunity Engineering leadership and workforce diversity in STEM Ideal for Corporate boards and C-suite leaders with AI governance responsibility Chief Technology Officers and Chief Digital Officers overseeing AI deployment R&D and innovation leadership in technology, healthcare, and manufacturing organisations Engineering and technology leadership development programmes Audience outcomes A specific reframe of AI accountability: bias is a design responsibility, not a data problem – with implications for who in the organisation owns it Evidence-based understanding of how humans overtrust automated systems, and what that means for governance and deployment decisions Practical criteria for evaluating AI systems before they are placed in consequential roles Clearer understanding of where workforce diversity in technical teams changes AI outcomes – and how to make the case internally A more confident, evidence-grounded position for boards and leadership teams facing AI adoption decisions

Why organisations work with Ayesha Khanna Her named “pilot purgatory” diagnostic (the finding that over 88% of AI pilots never scale) gives leadership teams a precise frame for why their programmes stall, and a structured path to production. This is a field-tested argument with a clear strategic implication. She brings board-level fiduciary exposure most AI advisors do not hold: Johnson Controls (smart buildings), NEOM Tonomus (national smart city infrastructure in Saudi Arabia), Mercy Healthcare (US), and L’Oréal’s Scientific Advisory Board. She has governed AI strategy, not only advised on it. Her advisory work spans both national AI strategy: she helped shape Singapore’s SkillsFuture programme and served on the IMDA board. Organisations get a strategist who has worked both sides. Her previous board position on AVEVA and her current role at Johnson Controls give her direct insight into how AI and digital transformation are reshaping critical infrastructure, highly relevant to sectors where technology adoption has long tail consequences. As the author of the forthcoming Gamechanger, a practical business strategy guide to generative AI, she is building the intellectual framework for the current adoption challenge while it is happening, not retrospectively. Biography highlights Co-Founder and CEO, Addo AI; a global AI solutions firm whose clients have included Singtel, SMRT, Pfizer, Sompo Holdings, Habib Bank, and Smart Dubai Board director: Johnson Controls (NYSE: JCI); NEOM Tonomus, Saudi Arabia; previously AVEVA (FTSE100, prior to Schneider Electric acquisition) Scientific Advisory Board, L’Oréal; Consumer Committee, Mercy Healthcare; Singapore HTX (homeland security technology) Member, World Economic Forum Global Future Councils; formerly on Singapore IMDA board and Ministry of Education SkillsFuture steering committee Named one of Southeast Asia’s groundbreaking female entrepreneurs by Forbes; Edelman Top 50 AI Creators (2025); Salesforce 16 AI Influencers to Know (2024) Author of Straight Through Processing (2008) and co-author of Hybrid Reality (TED Books, 2012); forthcoming Gamechanger on generative AI business strategy Published and quoted in The New York Times, Harvard Business Review, Forbes, TIME, Foreign Policy, and Strategy+Business PhD, Information Systems (digital innovation in smart cities), London School of Economics; MS, Columbia University; BA (Honours), Harvard University Biography Ayesha Khanna has spent two decades at the point where AI strategy meets the decisions boards have to make. Her argument is specific: most organisations do not fail at AI because they lack ambition or budget. They fail because they build pilots without the business-outcome architecture to scale them, what she calls “pilot purgatory,” a state that traps over 88% of enterprise AI programmes. Ayesha works with large corporations and governments on the full adoption journey, from strategy through deployment, with clients that have included Singtel, SMRT, Pfizer, Sompo Holdings, Habib Bank, and Smart Dubai. Khanna has spent more than a decade on Wall Street developing large-scale trading, risk management, and data analytics systems. Her PhD from the London School of Economics focused on digital innovation in smart cities, grounding her practical work in a rigorous analytical framework. What sets Khanna apart from most AI strategists is the nature of her board exposure. She currently holds directorships at Johnson Controls (smart building technology, NYSE: JCI), NEOM Tonomus (the technology infrastructure body for Saudi Arabia’s $500 billion NEOM smart city project), and Mercy Healthcare, and sits on L’Oréal’s Scientific Advisory Board. She previously sat on the board of AVEVA when it was an FTSE100 company. These are not advisory relationships, they are governance roles in which she has been responsible for technology strategy at fiduciary level, across healthcare, infrastructure, and consumer science simultaneously. Her forthcoming book, Gamechanger, extends this practitioner perspective into a structured business playbook for generative AI. Her two earlier books, Straight Through Processing (2008) and the TED book Hybrid Reality (2012), co-authored with Parag Khanna, established her early argument that the human-technology relationship was shifting from coexistence to co-evolution. That argument has aged well. Khanna has been recognised by Forbes as one of Southeast Asia’s groundbreaking female entrepreneurs, named to Edelman’s Top 50 AI Creators in 2025, and quoted across The New York Times, Harvard Business Review, and Foreign Policy. Key speaking topics Generative AI strategy and enterprise adoption AI governance and risk frameworks Smart cities and urban technology infrastructure AI in financial services and healthcare Future of work in an AI-driven economy National AI strategy and public-private collaboration The Hybrid Age: human-technology co-evolution Ideal for CEOs and C-suite leadership teams building or scaling enterprise AI programmes Board directors and non-executive directors responsible for technology governance and digital risk oversight Government and public sector leaders developing national AI strategies or smart city initiatives Financial services, healthcare, and infrastructure sector organisations at advanced stages of AI deployment Audience outcomes A named diagnostic for why AI pilots stall before scaling, and a framework for building the business-outcome architecture needed to move from experimentation to production Practical understanding of what AI governance looks like at board level: what boards need to own, what they need to delegate, and what risks require a formal framework Sector-specific examples of organisations generating measurable revenue and operational impact through AI, drawn from a client base across telecoms, finance, healthcare, and infrastructure A structured perspective on the “Hybrid Age” – the shift in how humans and AI systems operate together – and what it means for workforce strategy and organisational design Criteria for prioritising AI investment by business outcome rather than technology capability, applicable across industries at different stages of digital maturity