Agilité organisationnelle

Why organisations work with Jim Lawless He tests his own method in public and on the clock: 101 metres on one breath within eight months of learning to freedive, and a televised race ride within twelve months of first sitting on a horse. The DARE Loop gives an executive team one shared method for committing to bold decisions when certainty is low and consequence is high: Decision, Action, Result, Evaluate. The same operating language runs at four levels: the CEO and executive team, the senior leadership “Top 100”, team leaders through the INSPIRE programme, and the full workforce through the DARE Loop programme. A keynote can be the opening move in that cascade. He runs the same model in elite sport, coaching Olympic teams. He worked with Diageo Group CIO Benedetto Conversano on the transformation of the company’s legacy global IT function. Conversano calls it the most valuable offsite of his career and documents the wider programme in his forthcoming book The Braveheart CIO. He spent the first decade of his career as a City of London commercial solicitor and international legal counsel, so he holds board conversations about accountability and disciplined decision-making in a board’s own language. Biography highlights Author of Taming Tigers: Do Things You Never Thought You Could (Penguin Random House), international bestseller, translated into multiple languages; forthcoming titles The DARE Loop and DARE: to Lead. Creator of the DARE Loop, his decision and execution framework used inside boards and executive teams globally, and of the Second Strategy, the pre-taken decisions a CEO and executive team agree in order to deliver strategy through their people. First Briton to freedive past 100 metres, a national No Limits record of 101m set within eight months of starting, and a televised jockey within twelve months of first sitting on a horse. Founder of Symmetry, the advisory practice he has run since 2000, with clients including Apple, Microsoft, Diageo, Bayer, Novartis, BAE Systems, and P&G. Ranked a Global Top 10 keynote speaker on the Global Gurus list, and a member of the Forbes Coaches Council. Former City of London commercial solicitor and international legal counsel; elected a Fellow of the Royal Society of Arts in 2008. Biography The board signs off the plan, the operating model is redrawn, and somewhere between the steering committee and the front line the behaviour stops changing. Jim Lawless built the DARE Loop for that gap. Decision, Action, Result, Evaluate: a repeatable sequence for committing to bold decisions when certainty is low and the cost of error is high. He tests it on himself, in public. Inside twelve months of first sitting on a horse he qualified and rode as a televised jockey. Inside eight months of learning to freedive he became the first Briton past 100 metres, reaching 101m on a single breath. Taming Tigers (Penguin Random House) sets out the rules those two experiments were designed to test, and has been translated into multiple languages. Through Symmetry, the practice he has run since 2000, he advises executive teams at Apple, Microsoft, Diageo, Bayer, Novartis, and BAE Systems, and coaches Olympic teams. At Diageo he worked with Group CIO Benedetto Conversano on the transformation of a legacy global IT function. Conversano calls it the most valuable offsite of his career, and documents the wider programme in his forthcoming book The Braveheart CIO. Key speaking topics Self-leadership and composure under pressure Strategy execution in complex organisations Leading through restructure and disruption High-performance team behaviour Decision-making under uncertainty Personal and organisational resilience Behaviour change as a leadership discipline Ideal for CEOs and executive committees holding a strategy through restructure or recovery Senior leadership groups who have to model a change before the organisation will adopt it High-performance environments where standards have to be held under pressure, including elite sport HR and L&D leads building a resilience and self-leadership thread into executive development Audience outcomes The DARE Loop as a working mental model, Decision, Action, Result, Evaluate, that leaders can apply to their own decisions the same week. A bold goal chosen during the session, with a plan the individual owns. A sharper diagnosis of the behavioural point at which their strategy stops executing. A shared vocabulary for talking about fear and risk in senior conversations. A worked example, drawn from his own record attempts, of what disciplined behaviour change looks like under time pressure.

Why organisations work with John Mattone His Intelligent Leadership framework draws a structural distinction between the “Inner Core” of character, values and emotional maturity and the “Outer Core” of skills and competencies. Most leadership development programmes work only on the outer layer. Mattone’s argument is that this is why they underdeliver. The Mattone Leadership Enneagram Inventory, in use since 1996 and administered to more than 10,000 leaders worldwide, quantifies the internal drivers of leadership behaviour. It gives organisations a measurable starting point for executive development rather than a qualitative one. John Mattone Global is recognised among the world’s top ten executive coaching and leadership development firms by Worldwide Research Reports, STATS N DATA, and Infinity Business Insights. Its ICF-accredited Intelligent Leadership certification has produced more than 800 certified coaches across 55+ countries, so the methodology can be deployed at scale rather than through a single practitioner. Named #1 Executive Coach in the World by Global Gurus six times between 2019 and 2026, and inducted into the Corps d’Elite (Hall of Fame) in 2025 for lifetime achievement. Both are credentialled external rankings, not self-conferred titles, which gives procurement teams an independently verified benchmark when selecting executive development partners. His critique of the leadership development industry is pointed and specific: he argues that the sector systematically overinvests in outer competencies and underinvests in the inner character work that determines how leaders actually behave when stakes are high. That position gives boards and CHROs a framework for re-evaluating their existing development spend. Biography highlights Creator of the Intelligent Leadership framework and the Mattone Leadership Enneagram Inventory; the MLEI has been administered to more than 10,000 leaders globally since 1996 Named #1 Executive Coach in the World by Global Gurus six times between 2019 and 2026; inducted into the Corps d’Elite (Hall of Fame) in 2025 for lifetime achievement Author of 11 books, five of them bestsellers: Talent Leadership (AMACOM, 2012), Intelligent Leadership (AMACOM, 2013), Cultural Transformations (Wiley, 2016), The Intelligent Leader (Wiley, 2020), The Executive Coach’s Handbook (2022). Marshall Goldsmith wrote the forewords for Intelligent Leadership and The Intelligent Leader. The Intelligent Leader was named a Forbes #1 Holiday Book and a Soundview Best Book of 2020. Most recent contribution: Pinnacle of Influence (Global Gurus, 2024), a multi-author anthology with Marshall Goldsmith and other Global Gurus-ranked leaders Founder of John Mattone Global; the firm is recognised by Worldwide Research Reports, STATS N DATA, and Infinity Insights Research among the world’s top ten executive coaching and leadership development firms. Its ICF-accredited Intelligent Leadership certification programme has produced more than 800 coaches across 55+ countries Industrial/organisational psychologist by training (MS, University of Central Florida); coaching engagements with C-suite leaders across global organisations, including the publicly documented coaching of Steve Jobs Featured in Forbes, Chief Executive, HR Magazine, and Training magazine; the John Mattone Global leadership blog has been ranked #1 in its category by Feedspot from 2017 through 2025 Biography Leadership development has a measurement problem. Organisations can assess whether a leader has the right skills; they struggle to assess whether that leader has the inner constitution to deploy those skills when conditions deteriorate. John Mattone’s work is built around that gap. His Intelligent Leadership framework distinguishes the Inner Core, a leader’s character, values, emotional maturity and self-awareness, from the Outer Core of visible competencies and behaviours. His argument, made across 11 books and four decades of executive coaching practice, is that outer performance is only as reliable as the inner foundation beneath it. Competency training without inner-core development produces leaders who look good in stable conditions and struggle in everything else. The Mattone Leadership Enneagram Inventory, in use since 1996 and administered to more than 10,000 leaders globally, translates that argument into a quantified diagnostic; organisations get a baseline measure of leadership character, not just leadership style. The published work is more methodology than motivation. Intelligent Leadership (AMACOM, 2013) and The Intelligent Leader (Wiley, 2020), both with forewords by Marshall Goldsmith, set out the structural argument and the implementation path. Cultural Transformations (Wiley, 2016) extends it into how senior leadership character shapes organisational culture. Global Gurus has named Mattone the #1 Executive Coach in the World six times between 2019 and 2026, and inducted him into the Corps d’Elite in 2025 for lifetime achievement. Mattone is the founder of John Mattone Global, recognised by Worldwide Research Reports, STATS N DATA, and Infinity Insights Research as a top-ten executive coaching and leadership development firm. Its ICF-accredited Intelligent Leadership certification programme has produced more than 800 coaches across 55+ countries, so the IL methodology can be deployed at organisational scale rather than through a single practitioner. An industrial/organisational psychologist by training (University of Central Florida), Mattone has consulted with more than 250 organisations and directly coached over 200 senior executives, including the late Steve Jobs and former PepsiCo CEO Roger Enrico. For CHROs and boards reviewing leadership development strategy, Mattone offers a diagnosis of why current programmes underperform, a named alternative framework, the diagnostic instrumentation to apply it, and the certified coaching infrastructure to implement it at the individual executive level. Key speaking topics Intelligent Leadership and the Inner Core / Outer Core model Executive character and leadership sustainability Leadership development programme design Executive coaching methodology and practice Culture transformation and leadership alignment CEO and C-suite succession readiness The Mattone Leadership Enneagram Inventory (MLEI) and leadership diagnostics Internal coaching capability and certified networks Ideal for CHROs and chief people officers reviewing or redesigning executive development programmes Boards and nomination committees focused on CEO succession and senior leadership pipeline Transformation leads overseeing culture change initiatives where leadership behaviour is a critical variable Executive development teams in large organisations seeking a diagnostic-led rather than programme-led approach to leadership capability Audience outcomes A working understanding of the Inner Core / Outer Core distinction and why it reframes how organisations should design senior leadership development Familiarity with the MLEI as a diagnostic instrument and how it creates a measurable starting point for executive coaching engagements A framework for identifying which leaders in a pipeline carry the inner character foundations to perform under high-pressure conditions – and which do not Practical criteria for evaluating whether existing leadership development spend is addressing the right layer of leadership A replicable methodology, drawn from Mattone’s published books, that leadership teams can apply without ongoing dependency on external consultants

Why organisations work with Justin Hughes His BETTUR (Better Understanding of Reality) model gives teams a structured, named framework for planning, executing, and adapting under conditions of ambiguity and pressure – one tested in military aviation and refined across corporate and public sector organisations on multiple continents. The Business of Excellence (Bloomsbury, 2016) advances a specific argument – that consistent high performance is a systems problem, built around people, capability, and delivery – giving his advisory work an intellectual foundation that separates it from standard high-performance keynote content. His advisory work spans genuinely diverse high-stakes environments: BP’s global safety operations programme, Mercedes Formula 1, the United Nations, and Microsoft – meaning the principles he applies have been stress-tested well beyond the military analogy. As current CEO of a biotech startup operating under real commercial pressure, he holds practitioner credibility that most speakers with a military or aviation background left behind long ago. His diagnostic starting point – that cognitive and motivational biases distort individual and team judgement under pressure in predictable, addressable ways – gives organisations a more honest and specific entry point than generic resilience or leadership development typically provides. Biography highlights Former RAF fighter pilot; served as Executive Officer of the Red Arrows, flying more than 250 displays across three international tours Founder of Mission Excellence, an organisational performance consultancy; strategic adviser to Microsoft, the United Nations, and Mercedes Formula 1 Regular contributor to BP’s global Leading in Operations programme Author of The Business of Excellence (Bloomsbury, 2016), a performance framework built around people, capability, and delivery; endorsed by Paddy Lowe, Executive Director of Mercedes Grand Prix Profiled in the Daily Telegraph, The Independent, Director Magazine, and the London Evening Standard; interviewed on BBC World Talking Business, BBC Breakfast, and GB News MBA with Distinction, London Business School; MSt with Distinction in International Relations, University of Cambridge Biography The Business of Excellence, published by Bloomsbury in 2016, makes a specific claim: consistent high performance is not a talent question. It is a question of systems, behaviours, and the decision-making habits that hold up when conditions deteriorate. Justin Hughes wrote that book after twelve years as an RAF fighter pilot and three as Executive Officer of the Red Arrows. Since leaving the RAF, Hughes has operated in the environments his book describes. As founder of Mission Excellence, he has advised Microsoft, the United Nations, and Mercedes Formula 1 on organisational effectiveness. He is also a regular contributor to BP’s global Leading in Operations programme – a safety-critical context where the gap between intended and actual decision-making carries serious consequences. The practical instrument of that advisory work is the BETTUR model – an acronym for Better Understanding of Reality. It gives organisations a structured approach to planning, executing, and adapting under ambiguity and pressure. The model addresses a specific failure mode: the cognitive and motivational biases that cause individual and team judgement to degrade when information is incomplete and stakes are high. Hughes holds an MBA with Distinction from London Business School and an MSt with Distinction in International Relations from the University of Cambridge. As CEO of NetZeroNitrogen, a biotech company developing alternatives to synthetic nitrogen fertiliser, he retains active operating responsibility alongside his advisory and speaking work. He has been profiled in the Daily Telegraph, The Independent, and Director Magazine, and interviewed on BBC World Talking Business and BBC Breakfast. Key speaking topics Leadership under pressure Decision-making in high-stakes environments High-performance team design Organisational effectiveness and execution Risk and cognitive bias in judgement Performance culture Strategic resilience Ideal for Senior leadership and executive teams building high-performance cultures in complex, high-reliability, or fast-changing organisations Operations, safety, and transformation leaders in sectors where the cost of poor judgement is high – energy, aerospace, financial services, and healthcare CHROs and L&D directors commissioning leadership development that goes beyond standard competency frameworks C-suite and board audiences addressing the gap between strategic intent and operational execution Audience outcomes A named framework – the BETTUR model – for planning, executing, and adapting under conditions of ambiguity, incomplete information, and time pressure A clearer diagnosis of why high-performance intentions break down under operational stress, and what structural factors – not individual failings – drive that gap Practical principles for building teams that maintain standards and accountability without relying on close supervision or ideal conditions A more rigorous understanding of how cognitive and motivational biases affect individual and team judgement, and what processes reduce their impact Directly applicable approaches to debrief discipline, decision protocols, and leadership behaviour in their own organisations

Why organisations work with Karun Chandhok He has lived inside two of the most exposed environments in elite sport: the cockpit of a backmarker F1 team trying to build a car around him, and a Sky Sports broadcast booth analysing the same paddock in real time. He sits on the Motorsport UK Board and the FIA Drivers’ Commission, so the governance, safety and DEI conversations he brings into the room are ones he is actively shaping, not commenting on from the outside. He translates how F1 teams turn millions of data points per race into decisive calls that engineers, strategists and a driver all act on within seconds, with examples a non-motorsport audience can follow. He is one of only two Indians ever to race in Formula One, which gives weight to his work on talent pipelines, representation and what it takes to break into a closed competitive system. He is a working broadcaster for a global audience, so the keynote is paced and structured for the room rather than delivered as a career retrospective. Biography highlights 11 Formula One Grand Prix starts for Hispania Racing in 2010 and Team Lotus in 2011. Sky Sports F1 analyst, co-commentator and pit-lane reporter, full-time since 2019. Board Director, Motorsport UK, and member of its Equality, Diversity and Inclusion Committee. Founding member of the FIA Drivers’ Commission since 2013, with further roles on the FIA Single Seater Commission and Driver Grading Committee. Williams Heritage driver since 2016, demonstrating the team’s championship-winning cars. Author of “Drive to Victory: Incredible True Stories from the Fastest Sport in the World”, Hachette Children’s, 2025. Biography A modern Formula One team is roughly a thousand engineers, strategists and operations staff who have to redesign their product every two weeks, inside a moving regulatory frame, while a driver they have never met executes the result on television. Karun Chandhok has been the driver in that picture, the analyst describing it for Sky Sports F1, and a director on the boards that write the rules around it. He raced 11 Grands Prix for Hispania Racing and Team Lotus, becoming the second Indian to compete in the championship. From there he moved into the FIA World Endurance Championship and five starts at the 24 Hours of Le Mans, then drove for Mahindra Racing in the inaugural Formula E season. The breadth matters: very few people have raced across the three categories actively reshaping motorsport’s relationship with technology, sustainability and global audiences. Since 2019 he has been part of the core Sky Sports F1 line-up as analyst, co-commentator and pit-lane reporter. The role is unusual because it sits between the engineers and the public; he has to read live telemetry, strategy calls and team radio quickly enough to explain them on air, and accurately enough that the paddock will keep talking to him next weekend. His governance work gives the keynote its third dimension. He has served on the FIA Drivers’ Commission since 2013 and joined the Motorsport UK board in 2021, where he sits on the Equality, Diversity and Inclusion Committee. Those seats are why his material on talent pipelines, safety reform and competitive integrity carries authority that most sports speakers cannot match. Key speaking topics Decision-making in high-pressure performance environments Leadership and team coordination in elite motorsport Data, technology and human judgement in Formula One Safety, governance and regulatory change Diversity, inclusion and talent pipelines in closed competitive systems Continuous transformation under external pressure Global sport as a commercial and operational system Ideal for Executive teams and boards working through sustained operational or regulatory change. CHROs, DEI leads and talent functions building pipelines into historically closed industries. Engineering, technology and data leadership audiences interested in how F1 turns data into action. Sales conferences and client events where a credible, broadcast-quality headline speaker is needed. Audience outcomes A clearer view of how elite teams sustain judgement and coordination when conditions keep shifting. A working sense of how F1 organisations turn data and technology into faster human decisions. Specific examples of how regulation, safety and competitive performance trade against each other inside a sport. A more honest picture of what genuine inclusion looks like in a sector that historically locked talent out.

Why organisations work with Keith Wyche He has actually run the P&L. Former President of Cub Foods and ACME Markets, former President of US Operations at Pitney Bowes, and a retired Walmart Vice President. His view on change comes from someone who has signed off on it. He sits on corporate boards today. As an Independent Director at The Brink’s Company since 2022, and now at Internet Sciences, he speaks to senior leaders from inside their own governance world. His argument on trust has an operating record behind it. Uncommon Leadership sets out how leaders rebuild credibility through integrity and people-centred performance, which carries more weight from someone who led large-scale operations than from a podium. He reached the most senior ranks of corporate America, recognised twice over by Black Enterprise and Savoy. That lived authority changes how a room of executives hears him on culture and accountability. Biography highlights Retired Vice President, Community Engagement and Support, Walmart Inc. (2020 to 2024); earlier played a hands-on role in Walmart’s shift from brick-and-mortar retail to omni-channel e-commerce Former President of Cub Foods and ACME Markets (SuperValu); former President, US Operations, Pitney Bowes Management Services Independent Director, The Brink’s Company (NYSE: BCO), and Internet Sciences, Inc. (appointed 2026) Author of Uncommon Leadership (2026), Diversity Is Not Enough (2021 NAACP Image Award nominee), Good Is Not Enough (2009 NAACP Image Award nominee), and Corner Office Rules Named to the Top 100 African American Executives list by Black Enterprise and Savoy National media on leadership and careers, including NBC’s Today Show, Fox Business, and USA Today Biography Cub Foods was a multi-billion dollar grocery business when Keith Wyche was recruited to run it, one of two SuperValu banners he led as President before joining Walmart. That operating record, built across Pitney Bowes, SuperValu, and a long Walmart career, is what everything else rests on. At Walmart he moved from running operations to helping shift the retailer from brick-and-mortar stores toward an omni-channel, e-commerce business. He then led Community Engagement and Support until he retired in 2024. He now sits as an Independent Director on the board of The Brink’s Company, appointed in 2022, and joined the board of the technology firm Internet Sciences in 2026. The board seats change the room he speaks into. He is in the same governance conversations as the senior leaders he addresses, which is why his read on change and accountability carries weight with a C-suite audience. His fourth book, Uncommon Leadership, published in 2026, grew out of a conversation with his teenage grandson about the run of leaders losing public trust. It follows Good Is Not Enough and Diversity Is Not Enough, both NAACP Image Award nominees. The new book makes a blunt case: strong results do not create followership, and leaders who want to be followed earn it through integrity and how they treat people. Key speaking topics Leadership integrity and rebuilding organisational trust People-centred leadership and accountability Change, resilience, and transformation management Leading through restructure and disruption Career progression, visibility, and personal brand for senior talent Board-level perspective on leadership and organisational performance Ideal for Executive leadership teams and boards setting the tone on culture and accountability CHROs and senior HR leaders rebuilding leadership credibility during change Leadership conferences and senior executive communities across corporate and association audiences High-potential and emerging leaders being prepared for senior executive roles Audience outcomes A frank account of what it takes to keep people committed through restructure and change How trust and accountability get rebuilt after they erode, drawn from real leadership failures and recoveries he has seen and led Specific career and visibility moves, from building sponsors to reading company culture, for leaders aiming at executive roles A board-level read on how culture, performance, and integrity connect at the top of an organisation

Why organisations work with Kian Gohar Brings primary research, not commentary. The Ferrazzi-Gohar study of 2,000 leaders during the pandemic and his Stanford-partnered four-company experiment on AI-assisted brainstorming give boards an evidence base for decisions, not anecdote. Co-author of a Wall Street Journal bestseller, “Competing in the New World of Work” (Harvard Business Review Press, translated into seven languages), with a working framework for high-return team practices that leaders can apply directly. Operational track record from inside XPRIZE Foundation and Singularity University, where he ran innovation programmes for Fortune 500s and helped design corporate moonshot work, so the advice connects to how large organisations actually execute. Published in Harvard Business Review on the failure modes of generative AI in team creativity, with specific guidance on how to redesign ideation workflows so AI raises output rather than flattening it. Speaks five languages and has built innovation programmes across the US, Europe, and China, which translates into sharper sessions for global leadership teams than a US-only perspective offers. Biography highlights Founder and CEO of Geolab, a research lab on Human-AI collaboration, future of work, and innovation. Co-author with Keith Ferrazzi of “Competing in the New World of Work” (Harvard Business Review Press, 2022), a Wall Street Journal bestseller in seven languages. Co-author of “Don’t Let Gen AI Limit Your Team’s Creativity,” Harvard Business Review, March-April 2024, with Jeremy Utley of Stanford. Former Executive Director, XPRIZE Foundation and Singularity University. Member, Council on Foreign Relations; Henry Luce Scholar in Shanghai; alumnus of Northwestern, London School of Economics, and Harvard Business School. Research and commentary featured in the Financial Times, NPR, and the Wall Street Journal. Biography Most teams adopted hybrid work and generative AI inside the same eighteen months, and most leaders are still guessing at what good looks like. Kian Gohar’s research sits in that gap. With Keith Ferrazzi he interviewed more than 2,000 leaders during the pandemic; the resulting book, “Competing in the New World of Work” (Harvard Business Review Press, 2022), became a Wall Street Journal bestseller and was translated into seven languages. His more recent work moves the same lens onto AI. With Jeremy Utley of Stanford, he ran a four-company experiment on AI-assisted brainstorming and published the findings in Harvard Business Review in 2024. The headline is uncomfortable for vendors: teams using generative AI produced only modestly more ideas, and several underperformed. The article gives leaders a specific diagnosis of why and what to change in the ideation workflow. Before Geolab, Gohar was Executive Director of the XPRIZE Foundation and Singularity University, where he built corporate moonshot and innovation programmes for Fortune 500 leadership teams. That operational background is why his keynotes carry weight in boardrooms; the advice is grounded in running real programmes, not modelling them. He is a member of the Council on Foreign Relations, a Henry Luce Scholar, and a graduate of Northwestern, the London School of Economics, and Harvard Business School. For a senior team trying to work out how to make hybrid actually productive and how to introduce AI without quietly degrading creativity, Gohar offers a rare combination of evidence and operating instinct. Key speaking topics Radical adaptability and high-return team practices Human-AI collaboration in knowledge work Generative AI and team creativity Hybrid and remote workplace design Innovation strategy and corporate moonshots Future of work and workforce transformation Leadership through structural change Ideal for CHROs and chief people officers redesigning hybrid operating models Chief strategy and chief innovation officers integrating generative AI into team workflows Executive teams running enterprise-wide transformation programmes Boards and senior leadership groups setting an AI and future-of-work agenda Audience outcomes A clear read on what 2,000 leaders learned about hybrid work that actually raises team performance. Specific reasons teams underperform with generative AI and the workflow changes that reverse it. A working vocabulary for radical adaptability that senior teams can use to evaluate their own practices. Concrete examples from XPRIZE moonshot work showing how ambitious goals get organised inside large companies. A sharper sense of which AI and future-of-work investments will compound, and which will not.

Why organisations work with Lisa Bodell She attacks the root cause most innovation programmes ignore. Her thesis is that complexity, not a lack of ideas, is what stops large companies from changing. She brings a tested operational toolkit, including the “Kill a Stupid Rule” exercise and the Why Simple Wins toolkit, that teams can run inside the business the week after the keynote. Her client list runs through hard-to-move organisations such as Pfizer, Lockheed Martin, Bloomberg, Google, SAP and Citigroup, where the simplification argument has to survive contact with regulated, matrixed environments. Her two Routledge books, Kill the Company (Axiom Best Business Book Award, 2014) and Why Simple Wins, give leadership teams a shared language and a structured method that outlasts the session. She is a working operator, not only a writer. She has run FutureThink for more than two decades and writes monthly for Forbes, so the material is being pressure-tested in the field continuously. Biography highlights Founder and CEO of FutureThink, an innovation and simplification training firm working with global enterprise clients since 2003. Author of Why Simple Wins (Routledge) and Kill the Company (Routledge / Bibliomotion), the latter an Axiom Best Business Book Award winner. Monthly contributor to Forbes; quoted or published in Fast Company, WIRED, The New York Times, Inc., Bloomberg Businessweek, Harvard Business Review, FOX News and CNN. TEDxNormal speaker, “How Simplification is the Key to Change”. Named to the Forbes “50 Leading Female Futurists” list in 2020. Has taught innovation at American University and Fordham University, and worked with clients including Pfizer, Lockheed Martin, Bloomberg, Google, SAP and Citigroup. Biography Most innovation problems inside large companies are not idea problems. The pipeline is full. The strategy decks exist. What is missing is room to act on any of it, because calendars, approval chains and legacy rules have absorbed the working week. This is the territory Lisa Bodell has built a career on. She is the founder and CEO of FutureThink, which she launched in 2003 to do something narrower and more useful than most innovation consulting. Rather than add another framework, FutureThink helps leadership teams remove. Remove low-value meetings, remove obsolete rules, remove the tasks that consume capacity without producing decisions. The argument is that simplification is the precondition for innovation, not a side benefit. That argument runs through her two books with Routledge, Kill the Company and Why Simple Wins. Kill the Company, which won the 2014 Axiom Best Business Book Award, is built around a simple inversion: instead of asking how to grow, ask how a competitor would put you out of business, and act on the answer. Why Simple Wins extends the method into a practical toolkit for stripping out the work that does not matter, with exercises like “Kill a Stupid Rule” that have been used inside companies including Pfizer, Lockheed Martin, Bloomberg and Google. Bodell writes monthly for Forbes and has been featured in Fast Company, WIRED, The New York Times, Harvard Business Review and Bloomberg Businessweek. Forbes named her to its 2020 list of 50 Leading Female Futurists. The reason senior teams keep booking her is narrower than that profile suggests. She gives leaders a defensible reason, and a method, for taking things off the plate. Key speaking topics Organisational simplification Innovation and disruption Killing complexity in large organisations Future of work and ways of working Change and culture transformation Provocative questioning as a leadership tool Creating capacity for higher-value work Ideal for CEOs and executive teams trying to free up capacity inside complex, matrixed organisations. Chief Strategy, Transformation and Innovation Officers running enterprise-wide change programmes. Operations and HR leaders auditing meetings, rules and processes that no longer earn their place. Leadership offsites and innovation summits where the brief is to provoke, not to inform. Audience outcomes A direct case for treating complexity, not idea generation, as the binding constraint on innovation. A set of named exercises, including “Kill a Stupid Rule” and the Why Simple Wins toolkit, that teams can run on Monday morning. A sharper question set for leadership meetings, modelled on the Kill the Company method. A shared language for distinguishing low-value busywork from work that produces decisions and outcomes. Permission, from a credible outside voice, to remove rather than add.

Why organisations work with Lord Sebastian Coe He has led, end to end, one of the largest peacetime delivery programmes a UK organisation has ever attempted: the London 2012 bid, build, and Games. Few speakers can talk about institutional execution at that scale from inside the room. As President of World Athletics since 2015, he has run a global federation through doping scandals, Russian sanctions, prize-money reform, and gender-eligibility policy. The case material is contemporary, contested, and useful to any board navigating reputational risk. He moves credibly between elite performance, political office, and institutional governance. That breadth lets him address both the human side of leadership and the structural side without flattening either. He brings a working operator’s view of stakeholder management: IOC, host governments, sponsors, broadcasters, athletes, media. Buyers wrestling with multi-principal accountability get a practitioner, not a commentator. Biography highlights President of World Athletics since 2015; member of the International Olympic Committee since 2020. Chair of the London 2012 bid and of LOCOG, the organising committee that delivered the Olympic and Paralympic Games. Chairman of the British Olympic Association, 2012 to 2016. Conservative MP for Falmouth and Camborne, 1992 to 1997; Chief of Staff to William Hague as Leader of the Opposition; created Baron Coe of Ranmore in 2000. Two-time Olympic 1500m gold medallist (Moscow 1980, Los Angeles 1984); set twelve world records across middle-distance events. KBE (2006), Companion of Honour (2013); author of Running My Life: The Autobiography (Hodder & Stoughton, 2012). Biography The London 2012 bid was three points behind Paris in the final IOC stretch. The committee changed chairs, brought in a new presentation, and won the host vote in Singapore on 6 July 2005. The work that followed, seven years of build, contracts, security, transport, and ceremony, finished on time and inside its public envelope. That is the institutional record buyers come to hear about. What sits behind it is unusual. Coe was an Olympic 1500m champion in 1980 and 1984 and held twelve world records before he left the track. He then served as a Conservative MP for Falmouth and Camborne, became Chief of Staff to William Hague, and was created a life peer in 2000. By the time he chaired LOCOG he had already worked at close range on how political institutions actually function under stress. Since 2015 he has been President of World Athletics. The federation he inherited was in the middle of the Russian doping crisis and faced an open question about whether its own governance was credible. The decade since has involved sanctions, reform of integrity systems, the introduction of prize money at the Olympic Games, and contested decisions on transgender and DSD eligibility in elite competition. None of those calls were uncontested; all of them were made. He brings to a corporate audience a working knowledge of leadership where the stakeholders are not aligned, the deadline does not move, and the public verdict arrives the same week as the decision. That is the part of the experience that translates. Key speaking topics Leadership of complex institutions under public scrutiny Delivering large-scale programmes against fixed deadlines Governance reform and integrity in international organisations Stakeholder management across political, commercial, and civic principals Building and sustaining high-performance cultures Legacy, reputation, and long-horizon decision-making Transitioning from individual performance to institutional leadership Ideal for Boards and executive teams running multi-stakeholder organisations where regulators, governments, and the public are all in the room CEOs and transformation leads delivering large programmes against fixed external deadlines Public-sector and federated bodies facing reform under reputational pressure Senior leadership audiences in sport, broadcasting, infrastructure, and major-event delivery Audience outcomes A working frame for setting and holding direction when stakeholders do not share interests Specific case material from London 2012 and a decade at World Athletics on integrity, reform, and crisis response Sharper sense of how to manage the gap between elite performance and institutional leadership Perspective on legacy, reputation, and the trade-offs that surface late in long programmes A direct read on what high-stakes accountability looks like from the inside of the room

Why organisations work with Lucy Cooke She brings primary-source evolutionary biology into leadership conversations that usually run on management frameworks, giving senior teams a different evidence base for talking about dominance, hierarchy and cooperation. Her Bitch thesis, that female biology has been systematically misread by science, gives organisations a serious, research-led entry point into conversations about gender and authority that often default to slogan. The Oxford zoology training under Richard Dawkins, the National Geographic Explorer designation and the Royal Society Science Book Prize shortlist for The Truth About Animals together establish a level of scientific credibility unusual on a corporate stage. She is a working broadcaster with credits across BBC, Channel 4, National Geographic, PBS, Animal Planet and Discovery, which translates into stage craft that holds large audiences on technical material without losing them. Biography highlights Master’s in zoology, New College, Oxford, studying under Richard Dawkins. National Geographic Explorer. Author of Bitch: A Revolutionary Guide to Sex, Evolution and the Female Animal, a New York Times bestseller and one of the Telegraph’s 50 best books of 2022. Author of The Truth About Animals, shortlisted for the Royal Society Science Book Prize. TED speaker; documentary presenter and producer for BBC, Channel 4, National Geographic, PBS, Animal Planet and Discovery. Founder of the Sloth Appreciation Society and regular contributor on BBC Radio 4 programmes including The Infinite Monkey Cage and Woman’s Hour. Biography The alpha leader, the lone silverback, the dominant male at the top of the troop: these are the images management writing has borrowed from animal behaviour for a century. Most of them turn out to be wrong. Newer evolutionary biology shows cooperation, female agency and flexible hierarchy doing more of the work that organisations actually want their leaders to do. Lucy Cooke is the speaker who carries that research into the boardroom. She trained as a zoologist at New College, Oxford under Richard Dawkins, became a National Geographic Explorer, and built a parallel career as a documentary maker and writer, with credits across BBC, Channel 4, National Geographic, PBS, Animal Planet and Discovery. Her book Bitch: A Revolutionary Guide to Sex, Evolution and the Female Animal, a New York Times bestseller and one of the Telegraph’s 50 best books of 2022, rewrites a great deal of received wisdom about female biology and what evolution actually selects for. The Truth About Animals, shortlisted for the Royal Society Science Book Prize, applies the same scrutiny to the popular myths organisations still tell themselves about wolves, alphas and pecking orders. On stage she works the gap between the popular story and the peer-reviewed one. Bonobo societies run on female coalitions and conflict resolution, not dominance displays. Wolf packs are family units, not tournaments. The science is sharper than the management metaphor, and a serious audience leaves able to defend a different model of leadership than the one they walked in with. Key speaking topics Leadership beyond the alpha model Evolutionary biology and human cooperation Gender, biology and authority Teamwork and collective intelligence in animal societies Science communication and storytelling Female leadership through an evolutionary lens Ideal for Senior leadership and executive team offsites where the brief is to reset assumptions about authority and dominance. HR, DEI and culture leads looking for an evidence-based external voice on gender and leadership that sits outside the usual frameworks. Conferences seeking a science-led keynote that lands with both technical and general audiences. Audience outcomes A fact-based critique of the alpha-leader model and why it does not hold up against current animal behaviour research. A new vocabulary for talking about cooperation, female authority and group decision-making at work, drawn from named species and named studies. Memorable case material from the animal kingdom that senior leaders can use in their own conversations and communications. A sharper, science-grounded view of what evolution actually selects for in successful social groups.

Why organisations work with Marc Descheemaecker He has done the thing that most change management speakers have only studied: turned around a nationally significant, politically exposed, heavily unionised institution, with verifiable numbers. That gives him a standing in board and C-suite conversations that credentialed academics cannot replicate. His SNCB experience surfaces a distinction most transformation programmes ignore: the difference between change in organisations that can move freely and change in organisations that cannot. Leaders in regulated industries, public bodies, and large state-influenced enterprises hear something they rarely get: a framework built for their actual constraints. Having chaired Brussels Airport during the 2016 terrorist attacks, he brings direct experience of leadership under acute operational crisis, not as a crisis consultant but as the person publicly accountable for the institution’s response and recovery. His simultaneous positions across a national railway, a national bus operator, Brussels Airport, the European Investment Bank, and the European Investment Fund gave him a view few practitioners hold: where European capital allocation meets national infrastructure governance, and where the two pull in opposite directions. Career that moved from McKinsey analysis through consumer goods and facilities services to four major European transport institutions gives him a genuine cross-sector perspective on operational transformation. He is not a transport specialist; he is a change practitioner who happened to work in transport. Biography highlights CEO, NMBS-SNCB (Belgian national railway), 2004–2013: grew passenger numbers by 60%, reduced workforce by approximately 20% Turned loss-making Belgian operations of Thalys and Eurostar into a profitable shareholding; oversaw the separation and partial sale of the SNCB freight division Chairman, Brussels Airport Company (BAC), 2013–2021 Chairman, De Lijn (Belgian national bus and tram operator), 2016–2022 Director, European Investment Bank (EIB), 2015–2022; Director, European Investment Fund (EIF), 2016–2022 Board member, Gimv NV (listed Belgian investment company) Postgraduate in European Economics, College of Europe, Bruges; Master in Business Economics (cum laude), UFSIA University Antwerp; career began at McKinsey Amsterdam Biography Belgium’s national railway was losing passengers and carrying a workforce structure it could no longer sustain when Marc Descheemaecker was appointed CEO in 2004. Over nine years, he reversed both. Ridership grew by 60%. The workforce reduced by almost 20%. Neither result was achieved by bypassing the constraints that define a state-owned enterprise. They were achieved by understanding them precisely, and leading within them. The SNCB work went beyond the headline numbers. The Belgian operations of Thalys and Eurostar were structurally loss-making; Descheemaecker restructured them into a profitable shareholding. The freight division, a separate challenge, was carved out as an independent entity and partly sold to a financial partner. These were not sequential projects. They ran concurrently, each requiring negotiation across government ministries, unions, and private capital. His subsequent board positions; Chairman of Brussels Airport Company, Chairman of De Lijn, Director at the European Investment Bank and the European Investment Fund extended that operational picture into institutional governance. Few practitioners have seen, from the inside, how capital decisions at European level translate into choices on the ground at a national transport authority. He has sat on both sides of the table. His academic formation; Master in Business Economics (cum laude) from UFSIA Antwerp, postgraduate in European Economics from the College of Europe in Bruges gave him the analytical base. The McKinsey apprenticeship sharpened it. The credential that resonates with senior audiences, however, is neither. It is a national railway, genuinely transformed. Key speaking topics Large-scale organisational transformation in politically constrained environments Change leadership in state-owned and regulated enterprises Workforce restructuring under political and union constraint Infrastructure governance and European investment strategy Operational crisis leadership Transport and mobility as a strategic policy challenge Board governance across public and private capital Ideal for CEOs and senior executives leading transformation in regulated industries, utilities, or public-sector adjacent organisations Boards and chairs of state-owned enterprises, infrastructure authorities, or large government-funded bodies CHROs and transformation leads navigating workforce restructuring in politically sensitive environments European policy, infrastructure, and public investment forums where governance and commercial strategy intersect Audience outcomes A clearer articulation of how change management in constrained organisations differs from private-sector transformation – and what that difference demands of leadership Concrete case material from the SNCB turnaround: what decisions were made, what levers were available, and what did not work A practical lens on managing multiple simultaneous stakeholder mandates (government, unions, commercial partners, and public) without losing operational momentum Insight into how European investment institutions think about national infrastructure; useful for leaders navigating public funding cycles and cross-border capital decisions Honest reflection on leading an institution through acute public crisis, and the communication and governance choices that followed

Why organisations work with Margaret Heffernan She gives executive teams a precise vocabulary for organisational failure. “Wilful Blindness” turned the cognitive mechanics of why leaders ignore the obvious into a working diagnostic, and the Financial Times named it one of the most important business books of the decade. She has run companies, not just studied them. Five CEO roles across media and technology mean her arguments about hierarchy, dissent and decision-making are tested against the operational reality buyers actually face. She offers a serious counterweight to forecasting culture. “Uncharted” makes the case that prediction is a poor tool for navigating uncertainty, and gives leaders a more effective set of practices for acting without it. Thinkers50 inducted her into its Hall of Fame in 2023 for lasting contribution to management thinking, which places her among the most established voices on organisational behaviour working today. She is trusted in the room with senior leaders. Through Global Mentors Group she mentors CEOs of major global organisations, and she serves as Lead Faculty for the Forward Institute’s Responsible Leadership Programme. Biography highlights Professor of Practice, University of Bath School of Management. Thinkers50 Hall of Fame inductee, 2023. Author of seven books including “Wilful Blindness”, “A Bigger Prize” (Transmission Prize winner), “Beyond Measure”, “Uncharted” and “Embracing Uncertainty”, published by Simon & Schuster and Bristol University Press. TED Global speaker; four TED talks with more than 12 million combined views. Former Chief Executive of InfoMation Corporation, ZineZone Corporation and iCast Corporation; senior multimedia roles at Intuit, The Learning Company and Standard & Poor’s. Thirteen years as a BBC producer of drama and documentary programmes; regular Financial Times contributor and BBC Radio 4 broadcaster. Biography Most leadership teams do not lack information. They lack the conditions to act on the information they already have. That is the problem Margaret Heffernan has spent two decades naming, first as a CEO and now as one of the most respected voices on organisational behaviour in Europe. “Wilful Blindness”, her third book, set out the cognitive and cultural reasons people in organisations ignore what they can plainly see. The Financial Times listed it among the most important business books of the decade. “A Bigger Prize” challenged the assumption that competition reliably produces the best outcomes and won the Transmission Prize. “Uncharted” pressed further into the territory of how leaders should think, plan and decide when prediction stops working. The credibility behind the writing is operational. Heffernan ran five companies, including InfoMation Corporation, ZineZone Corporation and iCast Corporation, after thirteen years producing drama and documentary programmes for the BBC. She holds a Professor of Practice post at the University of Bath, leads faculty for the Forward Institute’s Responsible Leadership Programme, and mentors chief executives through Global Mentors Group. Thinkers50 inducted her into its Hall of Fame in 2023. Her TED talks, including “Dare to Disagree” and “The human skills we need in an unpredictable world”, have been viewed more than 12 million times. The reason senior teams keep returning to her work is simple: she gives them a serious account of why organisations fail to see, and a usable set of responses. Key speaking topics Organisational blindness and decision-making Leadership under uncertainty The limits of efficiency and forecasting Dissent, candour and constructive conflict Collaboration and the costs of competition Responsible leadership and corporate ethics Building organisational resilience The role of creativity in resilience and innovation Ideal for CEOs, board members and ExCo teams confronting strategic uncertainty CHROs and senior leadership development heads building executive judgement Audit, risk and governance leaders working on early-warning culture Partner-track and senior leadership programmes inside professional services and regulated industries Audience outcomes A clearer language for the cognitive and structural reasons organisations miss the obvious. A working alternative to forecasting-led strategy when conditions will not hold still. Concrete practices for surfacing dissent and constructive conflict at senior levels. A sharper view of where the pursuit of efficiency is quietly degrading resilience. Confidence to act on partial information rather than wait for certainty that will not arrive.

Why organisations work with Martin McCourt He has run the playbook most boards are still arguing about: taking a single-product, single-market business into more than 60 international markets while protecting the founder’s creative engine. He grew Dyson profits past £300m and crossed £1bn in revenue in 2011, with 80% of the business coming from outside the UK by the time he left. He is one of very few British CEOs who has personally established subsidiaries in the US, Japan, Switzerland, Austria and Germany, and won market leadership in most of them, including the US. He chairs Joseph Joseph and COMPO and sits on the board of Weber, which keeps him close to live boardroom decisions in the design-led consumer and homewares businesses he spent his career scaling. Named UK Business Leader of the Year at the 2010 National Business Awards, recognised for running a company described as the standout performer of the recession. Biography highlights CEO of Dyson for 15 years, leading the move from a single-product UK operation into more than 60 international markets. Took Dyson revenue past £1bn in 2011, with profits above £300m and 80% of revenue from outside the UK. Established Dyson subsidiaries in the US, Japan, Switzerland, Austria and Germany, winning market leadership in most including the US. Earlier senior commercial roles at Mars, Duracell, Toshiba and Pelikan across more than 40 years in manufacturing, design, sales and marketing. UK Business Leader of the Year, 2010 National Business Awards. Currently Chairman of Joseph Joseph and COMPO, a non-executive director of Weber, and a Visiting Professor at Aston Business School. Earlier chair and board roles include Glen Dimplex, the world’s largest electrical heating manufacturer, alongside Tharsus, Lightfoot, Pure Electric, FreeFlow Technologies and Learning Curve Group, several taken through to successful exit. Biography Dyson was a British engineering business with one famous product and one home market when Martin McCourt joined as CEO. Fifteen years later, 80% of the revenue was coming from outside the UK, profits had passed £300m, and the company had crossed £1bn in sales for the first time in 2011. That outcome did not happen by accident. McCourt designed and ran the international strategy that took Dyson into more than 60 markets, building subsidiaries from scratch in the US, Japan, Switzerland, Austria and Germany and winning market leadership in most of them. He moved manufacturing to Asia while increasing skilled UK jobs, and he kept the commercial machine running so that James Dyson could stay focused on inventing. The career underneath that work matters. Before Dyson, McCourt spent more than two decades in senior commercial roles at Mars, Duracell, Toshiba and Pelikan, learning how branded consumer businesses scale and where they break. That history is why he can speak to the practical mechanics of growth, not just the headline outcome. In 2010 he was named UK Business Leader of the Year at the National Business Awards, recognised for running what was described as the standout business of the recession. That work continues at board level. In September 2025 he became Chairman of Joseph Joseph, the British design-led homewares brand, having advised co-founder Richard Joseph in the company’s early years. He also chairs COMPO, the European organic gardening business, sits on the board of Weber in Chicago, and holds a Visiting Professorship at Aston Business School. Key speaking topics International scaling of product-led businesses Building consumer brands across multiple markets The CEO and founder relationship British manufacturing and global competitiveness Innovation-driven growth Leadership through rapid expansion Clean-technology and industrial investment Ideal for CEOs and boards of founder-led or product-led businesses planning international growth Chief Commercial Officers and international MDs scaling consumer brands Industrial and manufacturing leadership teams considering global market entry Leadership programmes for senior operators in product, design and engineering-led companies Audience outcomes A clear-eyed view of what it actually takes to move a single-market business into 60-plus markets A working model for the CEO and founder partnership in inventor-led companies Specific lessons on entering and winning major international markets, drawn from the US, Japan and Europe A sharper sense of where British manufacturing competes and where it does not Boardroom-grade thinking on innovation, capital allocation and long-horizon growth