Innovación y disrupción

Why organisations work with Michael Raynor He has built a quantitative case, across more than 25,000 companies and forty-five years of data, for what actually separates exceptional performers from the rest. Boards get an evidence base, not an opinion. His Strategy Paradox framework gives leadership teams a way to commit hard to a chosen direction while building real options against the futures that strategy could not foresee. He is one of the few strategy thinkers to have co-authored disruption theory’s primary sequel with Clayton Christensen and to have stress-tested it experimentally with Intel’s new venture group and MBA cohorts. The work is field-validated, not theoretical. Two decades of Deloitte client work in telecoms, pharma, medical devices, energy and media means the frameworks land in operational language, not academic abstraction. Biography highlights Author of The Strategy Paradox, named one of BusinessWeek’s 10 Best Business Books of 2007 and a strategy+business top-five strategy pick. Co-author with Clayton M. Christensen of The Innovator’s Solution, a New York Times and Wall Street Journal bestseller. Co-author with Mumtaz Ahmed of The Three Rules: How Exceptional Companies Think, based on a five-year study of more than 25,000 US-listed companies. Sole author of The Innovator’s Manifesto: Deliberate Disruption for Transformational Growth, applying disruption theory to controlled experiments at Intel and across MBA programmes including Harvard. Doctorate from Harvard Business School, recognised with the Dively Award for research excellence; MBA with distinction from Ivey Business School. Associate Professor (Strategy) at Ivey Business School; long-tenured Deloitte advisor, including fifteen years as a Managing Director. Biography Most strategy is built on forecasts that turn out to be wrong. The interesting question is not whether forecasts will fail, but what a leadership team should do about that fact when it has to commit capital, talent and reputation to a single direction. This is the territory Michael Raynor has worked for over three decades, in research, in the boardroom and in print. Raynor’s first major contribution was The Strategy Paradox, which argued that the same commitments that produce extraordinary success also produce catastrophic failure, and that managing strategic risk requires building real options into the corporate structure itself. The book was named one of BusinessWeek’s 10 Best Business Books of 2007 and a strategy+business top-five strategy pick. With Clayton Christensen he co-authored The Innovator’s Solution, a New York Times and Wall Street Journal bestseller and the principal sequel to The Innovator’s Dilemma. The work that followed put the frameworks under empirical pressure. The Innovator’s Manifesto reported controlled experiments at Intel’s New Business Initiatives group and replications with 300+ MBA students at Harvard and elsewhere, showing measurable improvement in predictive accuracy when disruption theory was applied as a decision rule. The Three Rules, written with Mumtaz Ahmed, analysed more than 25,000 US-listed companies from 1966 to 2010 and identified 344 exceptional performers, distilling their behaviour to two priorities: better before cheaper, revenue before cost. This is what brings Raynor into board conversations. He arrives with a doctorate from Harvard Business School (Dively Award for research excellence), an MBA with distinction from Ivey, more than two decades of Deloitte client work across pharma, telecoms, medical devices, energy and media, and a current Associate Professorship in Strategy at Ivey. The frameworks are tested, the language is direct, and the argument is consistently the same: serious organisations need a defensible answer to the question of how they will commit, and to what. Key speaking topics Corporate strategy under uncertainty Strategic commitment and real options Disruptive innovation and growth Drivers of sustained superior corporate performance Innovation portfolio decisions Strategy execution at the board level Ideal for Boards and CEOs setting multi-year strategic direction in industries where forecasts are unreliable Chief Strategy Officers and corporate development leaders sizing innovation portfolios and capital commitments Executive leadership teams in pharma, telecoms, energy, medical devices and media wrestling with disruption risk Audience outcomes A direct argument for why strategic commitment is the source of risk, not its solution, and what that implies for the next planning cycle. The Better-before-Cheaper, Revenue-before-Cost decision rule as a working benchmark for everyday operating choices. A structured way to separate strategic uncertainty from operational uncertainty, and to push each to the right level of the organisation. An empirically grounded view of what 344 exceptional companies did differently over four decades, and how to test their behaviour against the audience’s own.

Why organisations work with Michael Solomon His textbook Consumer Behavior: Buying, Having, and Being is the most widely adopted course text on the subject worldwide, which means the conceptual vocabulary used by a generation of marketers traces back to his work. He has advised Calvin Klein, Levi Strauss, Under Armour, BMW, Procter & Gamble, eBay, and United Airlines on consumer psychology applied to brand, retail, and product decisions. He brings academic discipline to fast-moving commercial questions: AI consumer trust, avatar identity, metaverse engagement, and post-pandemic spending behaviour, all grounded in published research. Holder of the Dirk Warren ’50 Sesquicentennial Chair at Saint Joseph’s University and recognised among the ten most productive scholars in advertising and marketing communications. Regular Forbes.com contributor, with commentary picked up by The New York Times, USA Today, The Wall Street Journal, Adweek, and Time, giving clients a speaker whose framing is already in market. Biography highlights Dirk Warren ’50 Sesquicentennial Chair and Professor of Marketing, Haub School of Business, Saint Joseph’s University. Author of more than thirty books, including the global bestselling textbook Consumer Behavior: Buying, Having, and Being and The New Chameleons. Former faculty at NYU, Rutgers, Auburn University, and the University of Manchester. Forbes.com contributor; commentary in The New York Times, Wall Street Journal, USA Today, Adweek, Time, and on Today, Good Morning America, and CNN. Cutty Sark Men’s Fashion Award recipient for research on the psychology of clothing. Client roster spanning Calvin Klein, Levi Strauss, Under Armour, BMW, P&G, eBay, Subaru, United Airlines, Microsoft Advertising, and the U.S. Army. Biography The textbook that trained a generation of marketers in consumer behaviour, Buying, Having, and Being, sits on Michael Solomon’s CV. So does a Forbes column read by the executives who now run those marketers’ employers. That dual position, academic standard-setter and commercial commentator, is what brings serious brands to him for strategic reads on customer psychology. Solomon holds the Dirk Warren ’50 Sesquicentennial Chair at Saint Joseph’s University’s Haub School of Business, with prior faculty posts at NYU, Rutgers, Auburn, and the University of Manchester. His PhD in social psychology from UNC Chapel Hill anchors a research career that has placed him among the ten most productive scholars in advertising and marketing communications, and the fifteen most cited in behavioural sciences and fashion. The applied work is where the academic record converts into commercial value. Solomon has advised Calvin Klein, Levi Strauss, Under Armour, BMW, Procter & Gamble, eBay, Subaru, and United Airlines on questions of brand identity, customer experience, and category disruption. His current speaking work centres on consumer trust in AI and avatars, the post-pandemic spending psychology he frames as G.A.S., and the dissolution of traditional consumer categories he treats in The New Chameleons. For senior marketing, brand, and customer-experience leaders, the value is access to a thinker who can defend a claim about consumer behaviour from the underlying psychology, then translate it into a brand or product decision a board can act on. Key speaking topics Consumer psychology and decision-making Brand identity and customer experience Marketing implications of AI, avatars, and the metaverse Fashion psychology and the symbolic meaning of products Post-pandemic consumer behaviour Retail disruption and category evolution Cross-cultural consumer meaning-making Ideal for CMOs and brand directors rebuilding strategy after segmentation models stop working Retail and consumer goods leadership teams confronting category disruption Customer experience and insight leads in financial services, automotive, apparel, and FMCG Boards of consumer-facing businesses assessing exposure to AI-mediated commerce Audience outcomes A sharper read on the psychology driving current consumer switching, loyalty, and category exit. Specific frameworks for thinking about AI and avatars in brand and retail experience, not generic technology commentary. Named research and case examples that senior marketers can cite internally to defend a strategic shift. A more rigorous internal vocabulary for consumer behaviour, drawn from the academic standard text in the field.

Why organisations work with Michael Wade He runs IMD’s AI Maturity Index, which evaluates the 300 largest companies in the Forbes Global 2000 on how they have actually embedded AI across executive support, infrastructure, operations, workforce and ethics. The data behind it gives him a view of corporate AI adoption that is not available to the wider speaker market. The Digital Vortex framework, introduced in his 2017 Axiom Business Book Award winner and updated through IMD’s ongoing research, gives strategy teams a way to map how fast each industry is being pulled toward digital disruption. His books work as operating manuals. Hacking Digital and Orchestrating Transformation give boards and Chief Digital Officers structured playbooks for sequencing change, drawn from custom programmes with Vodafone, AXA, Credit Suisse, Nestle and Cartier. He founded and directs Leading Digital and AI Transformation at IMD, Europe’s first and largest executive programme on digital and AI. Many of the leaders setting the agenda inside their own boards have already been through his classroom. Biography highlights Professor of Strategy and Digital at IMD Business School in Lausanne and holder of the TONOMUS Professorship in Digital and AI Transformation Director of IMD’s TONOMUS Global Center for Digital and AI Transformation, which publishes the annual AI Maturity Index of the largest companies in the Forbes Global 2000 Co-author of Digital Vortex (winner of the 2017 Axiom Business Book Award), Orchestrating Transformation, Hacking Digital, ALIEN Thinking, Twin Transformation and GAIN: Demystifying GenAI Published in Harvard Business Review, MIT Sloan Management Review, MIS Quarterly and Strategic Management Journal; regular contributor to Fortune and Forbes Inducted into the Swiss Digital Shapers Hall of Fame in 2021 by Bilanz, Handelszeitung, Le Temps and Digitalswitzerland; named one of Switzerland’s top 10 digital thought leaders in 2016, 2017 and 2020 Hosts the IMD podcasts Management Under the Microscope and Mike & Amit Talk Tech; has designed custom executive programmes for Vodafone, AXA, Credit Suisse, Nestle, Cartier and others Biography Most digital and AI transformations do not fail at the technology layer. Research at IMD puts the failure rate around 87%, and the bottleneck almost always sits elsewhere. It is in the gap between the system that has been bought and the operating model that has to absorb it. Wade has spent two decades inside that gap. He is Professor of Strategy and Digital at IMD Business School in Lausanne, where he holds the TONOMUS Professorship and directs the school’s Global Center for Digital and AI Transformation. The Center’s AI Maturity Index ranks the 300 largest companies in the Forbes Global 2000 on how they have embedded AI in production. It is one of the few public benchmarks that separates companies running AI at scale from those still in pilot. Digital Vortex, the 2017 Axiom Business Book Award winner, gave executives a way to measure how fast their industry was being pulled toward digital disruption. Orchestrating Transformation and Hacking Digital followed with playbooks for what to do once that velocity is clear. Twin Transformation and GAIN, both published in 2025, extend the same discipline into AI and sustainability. The pattern is consistent: books written for the executive who has to deliver the change. In 2021, the Swiss media consortium Bilanz, Handelszeitung, Le Temps and Digitalswitzerland inducted him into its Digital Shapers Hall of Fame. He had been named one of Switzerland’s top 10 digital thought leaders three times before that. Boards still book him because he has taught their peers and run custom programmes for companies they benchmark against, including Vodafone, AXA, Credit Suisse and Nestle. Key speaking topics Digital and AI transformation Enterprise AI adoption at scale Industry disruption and competitive strategy The AI-augmented executive Innovation and breakthrough thinking Organisational agility and resilience Ideal for Boards and executive committees overseeing digital and AI strategy Chief Digital Officers and Chief AI Officers responsible for end-to-end transformation CEOs and senior leadership teams making capital allocation decisions on AI and technology Strategy and innovation leaders inside companies that are mid-transformation and need to course-correct Audience outcomes A specific read on where their organisation sits on the AI maturity dimensions, and what separates companies running AI in production from those still in pilot A working language for the gap between digital ambition and execution that boards and senior leaders can use in their own conversations A revised view of which industries are most exposed to digital disruption, and where defensive strategy and offensive moves should sit in the response A way to frame AI investment as an organisational change problem, with the operating model and leadership decisions as the binding constraint

Why organisations work with Michelle K. Lee A rare three-sided view of AI: senior executive inside Google, Vice President of Amazon Web Services’ Machine Learning Solutions Lab, and a presidentially appointed agency head responsible for national IP and technology policy. Board-room credibility built on board service. Current director at MassMutual, Unity Technologies and The MIT Corporation, so audiences hear a peer, not a presenter. AI governance grounded in the law and the operating reality. Founder and CEO of Obsidian Strategies, advising on AI opportunity selection and the governance that goes with it. A track record of running AI at scale. Led a global AWS team that built machine learning into operations, customer experience and new revenue lines for clients across industries. Federal-scale execution. Ran the 10,000-person USPTO as the first woman to direct the agency, including its own AI strategy and digital modernisation. Biography highlights Founder and CEO, Obsidian Strategies, advising Fortune-class companies and boards on AI opportunities and AI governance. Former Vice President, Machine Learning Solutions Lab and Computer Vision, Amazon Web Services. Former Under Secretary of Commerce for Intellectual Property and Director of the U.S. Patent and Trademark Office, the first woman in the role. Former Deputy General Counsel and Head of Patents and Patent Strategy at Google. Board director: The MIT Corporation, MassMutual, Unity Technologies. Co-founder of ChIPs. MIT-trained computer scientist (B.S., M.S., EECS) and Stanford Law graduate (J.D.). Featured by the Wall Street Journal, Bloomberg, NPR, MIT Sloan Management Review, CES, SXSW, the World Knowledge Forum and the National Association of Corporate Directors. Biography Most boards have moved past the question of whether AI matters. The harder problem is which AI decisions belong with the board, which belong with the operators, and how to govern a technology whose capabilities and regulatory picture keep moving. Michelle K. Lee has worked that problem from every side of the table. At Google she spent eight years inside one of the most consequential technology companies of the era, ending as Deputy General Counsel and Head of Patents and Patent Strategy. At Amazon Web Services she ran the Machine Learning Solutions Lab and Computer Vision businesses as a Vice President, leading a global team that helped clients across industries build machine learning into operations, customer experience and new revenue lines. Few AI advisors have actually shipped AI at that scale. Between those roles she was appointed by the President to serve as Under Secretary of Commerce for Intellectual Property and Director of the U.S. Patent and Trademark Office, the first woman to hold the position. She ran a 10,000-person agency, set its own AI strategy, and was the principal advisor to the President on intellectual property policy. That public-sector vantage point is what makes her boardroom counsel on AI regulation and governance unusually grounded. Today she runs Obsidian Strategies, advising Fortune-class companies and their boards on where to deploy AI for material return and how to govern it credibly. She sits on the boards of MassMutual, Unity Technologies and The MIT Corporation, so the people she advises know she is making the same decisions in her day job. Key speaking topics AI strategy for the board and the executive team AI governance, ethics and regulation Generative AI: opportunities and operational risks Machine learning in customer experience and operations Digital transformation and innovation Intellectual property in the age of AI Director-level technology oversight Ideal for Boards and audit, risk or technology committees framing AI oversight and governance. CEO, CIO, CTO, Chief AI Officer and General Counsel audiences moving AI from pilot to production. Senior leadership offsites on AI strategy, regulation and competitive positioning. Industry events convening regulated sectors (financial services, insurance, healthcare, public sector) navigating AI policy. Audience outcomes A clearer view of where AI investment produces measurable return and where it does not. A practical board-level framework for AI governance, risk and accountability. A read on where AI regulation is heading and what it means for current strategy. A more honest conversation about generative AI: what to deploy, what to defer, and what to refuse. Confidence that the speaker has personally built, operated and regulated the technology under discussion.

Why organisations work with Michelle Stacy She has personally run the playbook she teaches. Keurig went from $200M to $2.5B in revenue on her watch, with category-defining partnerships built around Starbucks, Dunkin’, and Folgers. She brings sitting board director judgement, not retired-executive nostalgia. iRobot and Skullcandy are her current rooms; she speaks about commercial decisions she is still being held accountable for. She works with named operating frameworks, OGSM for strategic alignment and the Superconsumer model for customer prioritisation, so audiences leave with a structured way to attack the problem on Monday morning. Her 25 years inside P&G and Gillette give her a deep view on global brand building, including leading Gillette’s Oral Care across 70 countries and the launch of Mach3. She is one of a small group of speakers who can move credibly between a CEO offsite on growth strategy and a women’s leadership keynote without changing register. Biography highlights Former President, Keurig: grew revenue from $200M to $2.5B and built partnerships with Starbucks, Dunkin’, and Folgers 25 years at Procter & Gamble and Gillette, including leadership of Global Oral Care across 70+ countries and the launch of Gillette Mach3 Current board director: iRobot, Skullcandy, Milton’s Baking Company Prior board roles: Coravin, Hydrafacial, Tervis Tumblers, Young Innovations Advisor to growth-stage brands including Bellwether Coffee and Adventure Ready Brands MBA, Kellogg School of Management, Northwestern; BA, Dartmouth College Biography Keurig was a $200M business when Michelle Stacy took over as President. Five years later it was a $2.5B category leader, with Starbucks, Dunkin’, and Folgers running their coffee through its system. That story is the basis of nearly every keynote she gives, but it is not nostalgia. It is the case study she uses to teach portfolio choice, partnership design, and the operating decisions that separate growth from scale. Before Keurig she spent 25 years inside Procter & Gamble and Gillette, including a global Oral Care role across more than 70 countries and the launch of Mach3, one of the most successful product introductions in shaving category history. That background gives her a view of consumer business most speakers cannot match: how a global parent operates, how a category challenger competes, and where the two playbooks differ. She is still in the rooms where these decisions get made. As a current board director at iRobot, Skullcandy, and Milton’s Baking Company, with prior service at Coravin, Hydrafacial, Tervis Tumblers, and Young Innovations, she works on live commercial questions every quarter. Her advisory clients, including Bellwether Coffee and Adventure Ready Brands, get the same operating lens. What she brings to a stage is named, structured method. OGSM as a strategic planning tool. The Superconsumer model to find the 10% of customers driving most of the value. A view of engagement built on the premise that disengaged teams cannot execute a growth plan, regardless of how good the plan is. Senior audiences leave with a playbook they recognise, because she has run it. Key speaking topics Scaling consumer brands Strategic partnerships and category creation Superconsumer segmentation Innovation portfolio management Engagement-driven leadership Board-level commercial judgement Women in senior commercial roles Ideal for CEOs and commercial leaders of consumer, retail, and CPG businesses scaling past $200M Boards and executive teams setting innovation and growth strategy Heads of marketing and customer experience working on segmentation and brand prioritisation Senior women’s networks inside large commercial organisations Audience outcomes A clearer view of which customer segments warrant the largest share of investment and why A structured strategic planning approach (OGSM) audiences can apply to their own businesses Specific lessons from category-defining partnerships, told from the inside of the deal A practical model for how engaged leadership translates into commercial execution

Why organisations work with Michio Kaku An active research physicist and co-founder of string field theory, not a commentator translating other people’s science. The substance underneath the foresight is his own. A read on AI, quantum computing and biotechnology that is grounded in physical constraints, useful for boards trying to test the credibility of internal technology roadmaps. A track record of corporate keynotes for Microsoft, Cisco, Morgan Stanley, HSBC, Sony, GE, Siemens and SAP, meaning he has briefed senior leadership in sectors with very different technology assumptions. The Henry Semat Chair at CCNY and four New York Times bestsellers give him a level of public authority that travels across investor days, leadership offsites and customer events. Biography highlights Henry Semat Chair in Theoretical Physics, City College of New York and CUNY Graduate Center. Co-founder of string field theory; PhD, UC Berkeley; AB, Harvard, summa cum laude. Author of four New York Times bestsellers including The God Equation and The Future of the Mind. Most recent book: Quantum Supremacy (2023). Host of Science Fantastic, a nationally syndicated US science radio show; presenter of science series for BBC and Discovery Channel. Contributor to Time, Wall Street Journal, Scientific American, Wired, New Scientist and the New York Times. Keynote speaker for Microsoft, HP, Cisco, HSBC, Morgan Stanley, Sony, GE, Siemens, SAP, L’Oreal, Walt Disney and Barclays, among others. Biography Most corporate strategy processes work in three to five year horizons. The technologies most likely to reshape those strategies, including quantum computing, advanced AI, brain-machine interfaces and fusion energy, will mature on much longer timelines and from physical principles most boards never have cause to revisit. Michio Kaku is one of the few public scientists with the standing to brief senior leadership on that gap. He holds the Henry Semat Chair in Theoretical Physics at City College of New York, where he has taught for over four decades, and he is a co-founder of string field theory, a working contribution to the search for a unified description of the fundamental forces. Alongside his research, Kaku has built a parallel public role. Four of his books, Physics of the Impossible, Physics of the Future, The Future of the Mind and The God Equation, have been New York Times bestsellers, and his most recent, Quantum Supremacy, sets out what quantum computing will and will not do for medicine, materials and AI. He hosts Science Fantastic, a nationally syndicated US science radio programme, and has presented science series for the BBC and Discovery Channel. For corporate audiences he has keynoted for Microsoft, Cisco, HSBC, Morgan Stanley, Sony, GE, Siemens and SAP, among others. The reason buyers keep returning to him is straightforward: they want a physicist’s read on which long-horizon technologies are real, on what timeline, and at what cost. Key speaking topics Quantum computing and its commercial implications Artificial intelligence in medicine, finance and pandemic response The next two decades of technology and the economy The physics of long-horizon innovation Brain-machine interfaces and the future of the mind The search for a unified theory and what it means for computing Science communication for senior audiences Ideal for Boards and executive committees making long-horizon technology and capital allocation decisions CEO and CTO leadership offsites focused on AI, quantum and biotechnology roadmaps Investor days, customer events and flagship conferences in technology, financial services, industrials and pharma Strategy and innovation teams testing internal assumptions against external scientific reality Audience outcomes A clearer view of which emerging technologies are bounded by physics and which are bounded by engineering effort A working sense of what quantum computing will and will not change in finance, materials and drug discovery A read on AI’s near-term and long-horizon trajectory from a physicist rather than a vendor Reference points for stress-testing internal technology and innovation roadmaps A vocabulary for senior leaders to discuss long-range science with their own technical teams

Why organisations work with Mick Ebeling “Commit, then figure it out” is an operating method with shipped output behind it. The EyeWriter, Project Daniel, Bento, and Music: Not Impossible all began as problems that engineers and clinicians had filed under impossible. Three TIME Best Inventions across thirteen years: the EyeWriter (2010), Bento (2021), Music: Not Impossible (2023). No other individual has matched that benchmark. He frames innovation around what his team calls “absurdities”, unmet needs attached to named individuals. That vocabulary travels into executive conversations where abstract innovation language usually fails. A career as a film producer shapes how he tells the case studies. Audiences see the working details of each project, including how it got built and where the friction lived. Biography highlights Founder and CEO of Not Impossible, the studio that grew out of Not Impossible Labs and now spans the lab, the Not Impossible Institute, and the Not Impossible Foundation. Spin-out companies include Bento and Music: Not Impossible. Only individual to have three inventions named to TIME Magazine’s Best Inventions list: the EyeWriter (2010), Bento (2021), and Music: Not Impossible (2023). The EyeWriter is part of the permanent collection of New York’s Museum of Modern Art. Named to Fortune’s Top 50 World’s Greatest Leaders. Recipient of the Muhammad Ali Humanitarian of the Year Award. Two-time SXSW Innovation of the Year winner; Cannes Lions Titanium Lion winner for Project Daniel; nominated for Design of the Year by London’s Design Museum; WIRED Agent of Change. Author of “Not Impossible: The Art and Joy of Doing What Couldn’t Be Done”, Simon & Schuster, 2015. Founder of The Ebeling Group (2001), a commercial film and animation production company whose credits include Stranger Than Fiction, The Kite Runner, and Quantum of Solace. Biography In April 2009, a graffiti artist named Tony “Tempt” Quan drew his first new piece of art in seven years, using only the movement of his eyes. He had been silenced by ALS since 2003. The technology that made it possible, the EyeWriter, was assembled in a Los Angeles living room. Mick Ebeling had flown in five programmers and hackers from Graffiti Research Lab, Free Art and Technology Lab, and openFrameworks to attempt it. The device is now part of the permanent collection of New York’s Museum of Modern Art. That episode established the working method behind everything Ebeling has built since. Not Impossible Labs identifies what the team calls “absurdities”: specific human problems that today’s technology should be able to solve and has not. The model is to commit to one named individual, build a working solution, then scale it. The team calls this “Help One. Help Many.” The portfolio that followed kept the same shape. Project Daniel produced 3D-printed prosthetic arms for a teenage boy in South Sudan after a bombing severed his hands. The project was nominated for Design of the Year by London’s Design Museum and won the Cannes Lions Titanium Lion. Bento, a text-based system that connects food-insecure Americans with prepaid meals from local restaurants and grocery stores, started life as Hunger: Not Impossible. It has since spun off into its own company and been named a Fast Company World Changing Ideas honoree. Music: Not Impossible built haptic vests that let deaf and hard-of-hearing audiences feel live music as patterns of vibration. Three of these inventions sit on TIME Magazine’s Best Inventions list, a record no other individual holds. For organisations, the value lies less in the projects themselves than in what they prove. The word impossible is almost always doing more work than it deserves inside a company. Ebeling’s method, “commit, then figure it out”, comes from his earlier career as a film producer at The Ebeling Group, where impossible delivery dates were structural to the business. Audiences leave with a test for the word “impossible” they can run on their own organisation. They also leave with named cases they can cite the next time a hard idea gets that label. Key speaking topics Innovation methodology and the psychology of “impossible” Purpose-driven culture and organisational mission Radical collaboration across disciplines Technology applied to human problems The “Help One. Help Many.” model Storytelling as an innovation discipline Ideal for Innovation and R&D leaders stuck on problems they have classified as too hard to solve CEOs and executive teams trying to translate purpose statements into operating culture Innovation and transformation conferences seeking a credentialed keynote with a named methodology Cross-functional teams being asked to deliver outcomes their existing playbook does not cover Audiences in healthcare, pharma, technology, finance, and professional services, where ambitious problems are routinely filed as too hard to solve Audience outcomes A working vocabulary for separating ideas that are genuinely infeasible from ideas that are simply unattempted A set of named case studies they can cite when defending innovation budgets and ambition inside their organisation A different criterion for committing resources to a hard problem, modelled on a method that has shipped working technology repeatedly A more honest read on the gap between an organisation’s stated purpose and how that purpose shows up in daily decisions

Why organisations work with Mike Harris He has done the actual job, twice. First Direct (1989) and Egg (1998) were both built from scratch into category-defining UK consumer brands while sitting inside or alongside incumbent institutions, Midland Bank and Prudential. That kind of new-business creation inside a large organisation is rare among innovation speakers. He took Egg from concept to a £1bn flotation in under two years. When he talks about pace of execution, it is from a CEO who delivered it under public-market scrutiny. As Chairman of Group Innovation at RBS (2005-2009), he has worked both sides of the innovation problem: building the new business, and governing the innovation portfolio at scale inside a major bank. His operating framework comes directly from First Direct: customer-led, and built around how distinct segments actually want to be served. It is set out in Find Your Lightbulb (Wiley, 2008) and applied through the IconicShift programme across companies in FinTech, pharmaceuticals and consumer health. As co-founder of Monument Partners and a non-executive chairman at FinTech ventures including Monolith, he is still active at the investor and founder edge of financial services. The material is current. Biography highlights Founding CEO of First Direct (1989), the world’s first major 24/7 telephone bank, launched as a subsidiary of Midland Bank Founding CEO of Egg (1998); floated on the London Stock Exchange in 2000 at a £1.3bn valuation Chief Executive of Mercury Communications (1991-1995), the first major competitor to BT in UK telecoms Chairman of Group Innovation at Royal Bank of Scotland, 2005 to 2009 Co-founder and Chairman of Garlik, sold to Experian in 2011; Tim Berners-Lee on its advisory board Author of Find Your Lightbulb (Wiley/Capstone, 2008); winner of the BT Flagship Award for Innovation, 2008 Co-founder of Monument Partners (2012), a FinTech-focused advisory firm; regular speaker at the MIT Sloan School mid-career MBA programme between 1996 and 2008 Biography First Direct launched in 1989 as a 24/7 telephone bank, owned by Midland but kept far enough away from it to behave differently. The result was a brand that has spent decades at or near the top of UK customer service rankings across every industry. The CEO who built it was Mike Harris. He left Midland to run Mercury Communications, the first major competitor to BT in UK telecoms, where turnover grew from £1bn to £1.6bn during his tenure. In 1995 he founded Prudential Banking, which became Egg in 1998. Egg floated on the London Stock Exchange in 2000 at a £1.3bn valuation, less than two years from launch. After leaving Egg, he turned to innovation governance. As Chairman of Group Innovation at Royal Bank of Scotland from 2005 to 2009, he built a group-wide innovation programme inside an institution then under acute strategic pressure. His book Find Your Lightbulb (Wiley, 2008) set out the operating principles. The IconicShift mentoring programme has since applied them across companies in FinTech, pharmaceuticals, food, fashion, law and consumer health. Most innovation speakers have either built a new business or governed innovation portfolios. Harris has done both, and continues to do both. He is co-founder of FinTech advisory firm Monument Partners, and a non-executive chairman at FinTech ventures including Monolith. Key speaking topics Innovation strategy and execution Customer-led growth Building new businesses inside large organisations Brand and proposition design FinTech and financial services innovation Entrepreneurship and scale-up leadership Digital identity and consumer trust Ideal for CEOs and group strategy leads in financial services and telecoms wrestling with category disruption Chief Innovation Officers and heads of new ventures who need to sponsor breakthrough propositions inside legacy structures Boards and ExCos of established consumer-facing organisations under pressure to reinvent the customer relationship FinTech founders and corporate venture investors looking for current operating perspective Audience outcomes A clearer view of why most innovation programmes produce activity instead of new customers, and what to do about it Operating principles for taking a new proposition from concept to revenue at speed, drawn from First Direct, Egg and Garlik A diagnostic for whether the current organisation can house the new business it is trying to build, and what to change if it cannot How chairmen and CEOs can use innovation governance to back the right bets without smothering them

Why organisations work with Mike Kaplin Built sustainability under genuine resource constraints. The Center for Creative Ecology at Kibbutz Lotan has spent nearly three decades producing food, energy, and shelter from waste streams and brackish water in the Arava desert. Pioneering work on natural building in Israel led to the legalisation of natural building regulations there, a rare case of grassroots ecological practice changing the regulatory environment. A working demonstration site to point to: around 700 Israeli and international participants have come through the Green Apprenticeship programme since 2000, and the regenerative system can be examined in operation rather than only on paper. Integrated regenerative practice runs as one connected operation, where organic agriculture, alternative energy, natural construction, and waste management feed into each other. Biography highlights Co-founder and Director of the Center for Creative Ecology (CfCE) at Kibbutz Lotan, established in 1997. One of Israel’s first permaculturists; pioneered the country’s first recycling area. Led the natural building work that contributed to the legalisation of natural building regulations in Israel. Initiator and coordinator of the Green Apprenticeship work/study programme. Around 700 Israeli and international participants have completed it since 2000. The Center for Creative Ecology received the Israel Ministry of the Environment’s Shield award in 2000 for environmental education. Kibbutz Lotan received the Global Ecovillage Network’s Ecovillage Excellence prize in 2006. Biography Kibbutz Lotan sits in the southern Arava desert, where the founding settlers had little more than sand and brackish water to work with. The Center for Creative Ecology grew out of that constraint. Established in 1997, the CfCE has become a working centre for training, research, and demonstration in sustainability under arid conditions. Mike Kaplin co-founded it and now directs it. The work spans organic food production from composted municipal and agricultural waste, energy-efficient construction using straw bale and natural materials, water systems built around brackish irrigation, and community waste management. Every part has been built, run, refined, and documented on site. Some of the work has reshaped what Israel allows. Mike’s pioneering of natural building methods contributed to the legalisation of natural building regulations in Israel, and the recycling area he developed at Lotan was the country’s first. The CfCE received the Israel Ministry of the Environment’s Shield award in 2000 for environmental education; Kibbutz Lotan received the Global Ecovillage Network’s Ecovillage Excellence prize in 2006. Around 700 participants from Israel and overseas have come through the Green Apprenticeship programme since 2000, learning permaculture design, natural building, and community-scale sustainability on the kibbutz itself. For organisations rethinking their use of resources, Lotan offers something unusual: a board can examine operations that have run for decades, in conditions harsher than any corporate setting, and ask what transfers. Key speaking topics Permaculture design Sustainable agriculture in arid environments Natural and ecological building Community-scale waste management Organic food production from composted waste Renewable energy in desert conditions Regenerative community design Ideal for Sustainability and ESG leaders are looking for working examples of regenerative practice rather than aspirational frameworks. Boards examining what climate transition demands are at the operational level, including under genuine resource constraints. Real estate, construction, and built-environment teams interested in natural building methods and the regulatory work that legalised them in Israel. Education and learning leaders responsible for designing experiential sustainability programmes. Audience outcomes Direct examples of regenerative practice from a desert site that has run since 1997. The story behind one of Israel’s clearest cases of grassroots practice changing national regulation, via natural building. A working reference point for integrated sustainability across food, water, energy, and waste, designed as a single system. What serious sustainability looks like when supply chains and conventional inputs cannot be assumed, drawn directly from the operations Lotan has run for decades.

Why organisations work with Mike Saunders His HumanCentric framework forces transformation teams to test technology decisions against the people who will or will not adopt them, which changes how budgets get allocated. He runs the agency he speaks from. Digitlab has delivered digital work for Vodafone, IBM, Toyota, KPMG and Bidvest, so the room hears practice from a live operator. He brings an emerging-market lens that most digital strategy speakers do not carry, drawn from running an agency in South Africa with delivery into the UK, Europe, US, Australia and Dubai. His Gear Analogy, developed for his TEDx Durban talk, gives leadership teams a working method for picking which ideas deserve real investment and which to drop. He pairs published frameworks with original sector research, including Digitlab’s annual Insight: State of Digital report on where customer behaviour, AI and martech are moving. Biography highlights CEO and Founder of Digitlab, a digital strategy agency with clients spanning South Africa, the UK, Europe, the US, Australia and Dubai. Author of HumanCentric: Technology Fails Unless It Means Something to Someone, which sets out a four-part model (explore, ideate, intersect, create) for human-centred digital transformation. TEDx Durban speaker on Gearing for Greatness: Your Ideas, Your Impact, introducing the Gear Analogy for idea evaluation and execution. Opening chapter author in Doers & Dreamers, a global business compendium also featuring Seth Godin, Tim Ferriss and Brian Chesky. Founder of the Digitlab Academy in partnership with Vega School of Branding, training over 1,000 marketers a year. Awarded Special Honours at the New Generation Awards for contribution to the digital industry; named among “Top Global Digital Marketing Experts & Influencers” (2019). Biography Most digital transformation programmes still get sold to boards as technology projects. The investment lands and the adoption that was supposed to follow does not. The gap is where commercial returns disappear. This is the gap that Saunders has spent more than fifteen years working in. As CEO of Digitlab, the South African agency he founded, he has run digital programmes for Vodafone, IBM, Toyota, KPMG and Bidvest. He argues that technology fails unless it means something to someone, and that digital is a people conversation that happens to run on technology. His book HumanCentric: Technology Fails Unless It Means Something to Someone sets out the four-part model he uses with clients: explore, ideate, intersect, create. Each phase forces a transformation team to test technology decisions against the human stakeholders who will or will not adopt them. It functions as a working framework, and it shows up in his keynote work as practical structure for leadership audiences. His TEDx Durban talk Gearing for Greatness introduced the Gear Analogy, a tool for evaluating which ideas to back and which to drop. He contributed the opening chapter of Doers & Dreamers, the global business book that also features Seth Godin, Tim Ferriss and Brian Chesky. Each year, Digitlab publishes its Insight: State of Digital report mapping where customer behaviour, AI, search and martech are actually moving. Key speaking topics Human-centred digital transformation Customer experience and digital strategy AI and data-driven marketing Marketing technology and innovation Digital consumer behaviour The Fourth Industrial Revolution in business Ideal for CMOs and digital marketing leaders running transformation or martech programmes CEOs and CDOs are accountable for digital strategy and adoption outcomes Boards and executive teams setting commercial AI and data direction Marketing, sales and IT leadership teams are trying to align around shared revenue outcomes Audience outcomes A working framework for testing digital decisions against the real people who will or will not adopt them A method for separating ideas worth backing from ideas worth abandoning, drawn from the Gear Analogy Specific signals on what is shifting in customer behaviour, AI, search and martech, drawn from Digitlab’s annual State of Digital research A view of how marketing, sales and IT teams should align around a single revenue model

Why organisations work with Mike Walsh He works on the leadership and operating-model question that AI keynotes usually skip: who decides, with what data, supported by which machine systems, and what that means for org design. His thesis is published, not improvised. The Algorithmic Leader (Page Two, 2019) sets out ten principles for leading in the algorithmic age and has been translated into Chinese, Japanese, Korean, German, Polish and Russian. His next book, Abundant Intelligence, is being published by Harvard Business Review Press with Deloitte’s Global Head of AI Nitin Mittal, giving boards a current reference point on hybrid human and machine workforces. He brings in-the-room exposure to Fortune 500 reinvention programmes through Tomorrow, with named advisory work across the BBC, HSBC, Philips, Fujifilm, Richemont and Televisa. He writes for the audience he speaks to. As a regular Harvard Business Review columnist, his arguments are pressure-tested with the same readers buying him. Biography highlights CEO of Tomorrow, a global consultancy on designing companies for the 21st century. Author of The Algorithmic Leader (Page Two, 2019), translated into six languages. Forthcoming book Abundant Intelligence with Harvard Business Review Press, co-authored with Deloitte’s Global Head of AI, Nitin Mittal. Regular Harvard Business Review columnist; bylines in Inc., BusinessWeek, Forbes and the Wall Street Journal. Host of the Between Worlds podcast and the YouTube series The Future is Elsewhere. Founder of Jupiter Research in Asia Pacific and former senior strategy executive at News Corporation in the region. Biography Boards now buy AI tools faster than they redesign the organisations using them. The Algorithmic Leader, published by Page Two in 2019, was an early attempt to put that mismatch into a framework senior leaders could use, with ten principles for working in an environment where machine systems share the decision load. The book has since been translated into Chinese, Japanese, Korean, German, Polish and Russian. The work sits inside a longer career arc. Tomorrow, the consultancy Walsh founded in Hong Kong, advises CEOs and executive teams of multinationals including the BBC, HSBC, Philips, Fujifilm, Richemont and Televisa on reinvention in the algorithmic age. Earlier roles include founding Jupiter Research in Asia Pacific, an early tracker of e-commerce and digital business adoption, and senior strategy positions at News Corporation in the region. Publishing has been the spine of the practice. Futuretainment, published by Phaidon in 2009, won an Art Directors Club design award in New York. The Dictionary of Dangerous Ideas followed in 2014. As a regular Harvard Business Review columnist, with bylines in Inc., BusinessWeek, Forbes and the Wall Street Journal, Walsh writes for the same audience he advises and speaks to. The forthcoming work is where the operating-model question gets sharper. Abundant Intelligence, due from Harvard Business Review Press, is co-authored with Nitin Mittal, Deloitte’s Global Head of AI, and examines how organisations orchestrate hybrid human-and-machine workforces. The thread across the books, the consultancy and the keynotes is consistent: the leadership question, not the technology question, is the one boards keep underestimating. Key speaking topics Algorithmic leadership and decision-making AI agents and digital labour Designing organisations for the 21st century Disruptive innovation and new business models Digital ethics in machine-led decisions The future of work in an AI-driven economy Strategic foresight for senior leaders Ideal for Boards and executive committees setting AI strategy beyond pilots CEOs, COOs and Chief Strategy Officers redesigning operating models Chief AI Officers, Chief Digital Officers and transformation leads Leadership and learning programmes preparing senior cohorts for AI-era decision-making Audience outcomes A clearer language for the leadership question inside AI investment, not just the technology question A framework, drawn from The Algorithmic Leader, for ten shifts in how senior teams decide and operate Named cases of how multinationals are restructuring around hybrid human-and-machine work A sharper view of which executive habits, hiring patterns and decision rights age badly in an AI-driven business A working definition of digital labour and what it changes for org design, talent and accountability

Why organisations work with Mira Murati She led the teams that built ChatGPT, DALL-E and Sora at OpenAI. Few speakers can describe frontier AI development from the operational seat; most describe it from the outside. She is the active founder and CEO of Thinking Machines Lab, currently raising capital, hiring researchers, building infrastructure and shipping product against the same labs leaders read about in the news. The view she offers is current. She has spoken publicly on AI governance from the position of someone who has actually shipped the systems being regulated, including at Dartmouth’s Thayer School of Engineering and the Johns Hopkins Bloomberg Center. That changes the credibility of the conversation in a boardroom. Thinking Machines Lab is structured as a public benefit corporation. The trade-offs between commercial pressure and societal responsibility are written into how the company is governed, which is rare among frontier AI labs. Biography highlights Founder and CEO of Thinking Machines Lab, an AI public benefit corporation that raised $2 billion at a $12 billion valuation in July 2025, the largest seed round in venture capital history. Former Chief Technology Officer of OpenAI, with leadership across research, product and safety teams behind ChatGPT, DALL-E, Codex, Sora and GPT-4. Briefly named interim CEO of OpenAI during the November 2023 board transition. Senior product roles at Tesla on the Model X programme and at Leap Motion before joining OpenAI in 2018. Recognised in TIME’s 100 Most Influential People in AI (2024), TIME 100 Next (2023), Fortune’s 100 Most Powerful Women in Business (2023) and CNBC Changemakers (2026). Honorary Doctor of Science from Dartmouth College (2024); Bachelor of Engineering from Dartmouth’s Thayer School of Engineering and Bachelor of Arts from Colby College. Biography The decisions about how today’s frontier AI systems would be deployed were made inside small research labs, largely closed to outside scrutiny. The most consequential of those decisions, around ChatGPT, DALL-E, Sora and the GPT series, were made in rooms most boards still cannot see into. Mira Murati was in those rooms. She was Chief Technology Officer at OpenAI from 2022 until 2024, leading the research, product and safety teams behind the systems that brought generative AI into mainstream use. Her tenure included the November 2023 board episode, when she was named interim CEO during the brief removal of Sam Altman, returning to the CTO role within days. She left OpenAI in September 2024, by which point the products her teams had shipped were in everyday use by hundreds of millions of people. In February 2025 she founded Thinking Machines Lab, a public benefit corporation based in San Francisco. The company raised $2 billion at a $12 billion valuation in July 2025, led by Andreessen Horowitz with Nvidia, AMD, Cisco, Accel and Jane Street participating. It was the largest seed round in venture capital history. The lab’s first product, Tinker, launched in October 2025 as an API that lets researchers fine-tune frontier open-weight models without managing the underlying compute. Princeton, Stanford and Berkeley were among the early users. For senior audiences, this is unusual access: a builder’s view of frontier AI from someone still building. Murati has written for Daedalus, the journal of the American Academy of Arts and Sciences, on the language and creativity of large models. She has spoken publicly on AI governance at Dartmouth’s Thayer School of Engineering and the Johns Hopkins Bloomberg Center. Just over a year after she left OpenAI, Thinking Machines Lab was reportedly in early talks to raise capital at a $50 billion valuation. Key speaking topics Frontier AI development and deployment Generative AI and large language models AI safety, governance and responsible deployment AI product leadership at scale Public benefit corporation models for frontier technology Fine-tuning and model customisation AI strategy and adoption for senior leaders Ideal for Boards and senior executive teams setting AI strategy and capital allocation CTOs, CIOs and chief AI officers responsible for technology platform decisions Public-sector and policy audiences engaging with AI regulation Technology investors and corporate development teams evaluating AI exposure Audience outcomes A direct read on how frontier AI labs actually make development and deployment decisions, drawn from someone who made them. A grounded view of where current AI capability sits and how far the field is from the frontier claims circulating in headlines. A working understanding of governance trade-offs from a builder’s perspective, including how a public benefit corporation structures them. A sharper view of which AI investments and adoption decisions deserve board-level attention over the next 18 to 36 months.