Stratégie et croissance d'entreprise

Why organisations work with Kemal Apaydin He speaks from the builder’s seat. He is currently building an AI product that prices and anticipates risk for health insurers, so his read on where agentic AI works and where it breaks comes from shipping it. He connects the frontier to the decision that follows it. His sessions take a live example such as the open-source agent OpenClaw and turn it into the choice leaders actually face: how much autonomy to delegate, and where to keep a human. He has built at the edge of more than one technology cycle. Before AI he founded one of Turkey’s early blockchain communities, which gives him a pattern-level view of how emerging technology moves from hype to infrastructure. He treats privacy and human agency as design questions, not disclaimers. That framing is useful for organisations that want the upside of autonomous systems without signing away control of their data or their decisions. Biography highlights Founder of Alon Health, an AI product that uses wearable-device data to help health insurers assess and anticipate risk, based in Berlin. Alon Health went through Y Combinator. Founder of ARTI Innovation and a TEDx speaker (TEDxOZU, Özyeğin University). Founder of Blockfellow, an early blockchain community and co-working initiative in Turkey. Co-founder and CEO of Chain Networking, and co-founder of Shelly Sleep, a privacy-oriented sleep-diagnostic wristband. Studied at Bilkent University and completed executive study with Harvard Business School Online. Biography An open-source project called OpenClaw spread to tens of thousands of developers within days of launch, letting an AI agent read your messages and act across your accounts. That shift, from software that answers to software that acts, is what Kemal Apaydin works on. He builds in it rather than watching it. His company, Alon Health, applies the same idea inside insurance. It reads signals from wearable devices to help insurers anticipate risk and shape decisions about pricing and cover. Building it has given him a grounded read on where autonomous systems earn trust and where they lose it. This is not his first frontier. Before AI, he founded Blockfellow, an early blockchain community in Turkey, and ran education programmes that pulled hundreds of students from Istanbul universities into the field. The pattern across his work stays the same: get inside a technology while it is still forming, then figure out what it will mean once it settles. He can take a live system like OpenClaw and walk leaders through the question underneath it: how much of a purchase or a decision they will hand to software, and what they keep for a human. That conversation matters for any organisation weighing how far to let autonomy run. The harder one sits right behind it. When an agent acts on someone’s behalf and gets it wrong, who is accountable? Key speaking topics Autonomous and agentic AI Personal AI assistants Enterprise AI strategy and adoption Designing and deploying autonomous AI workflows AI governance, safety, and responsible autonomy Privacy and human agency in AI systems Applied AI in insurance and risk Ideal for Chief technology and chief information officers weighing where to deploy agentic AI and where to hold back Innovation and digital transformation leaders who want a builder’s read on personal AI, not a vendor pitch Strategy teams and boards mapping how autonomous systems change products and accountability Insurance and financial services leaders looking at AI-driven risk and the data questions it raises Audience outcomes They leave knowing what today’s AI agents can actually do, and what the demos leave out, drawn from systems already in use. A working test for deciding which tasks to hand to autonomous software and which to keep under human control. The governance and accountability questions to settle before an agent acts on the organisation’s behalf. A builder’s view of where agentic and personal AI are heading, and what it changes for their sector.

Why organisations work with Arnt Eriksen PayPal, American Express, Visa, Domino’s, and Salesforce all sit on his client list. His point of contact is usually the senior marketing leader carrying the number. His forthcoming book Marketing at Velocity (Kogan Page, April 2027) sets out a thesis on B2B brand compounding, with proprietary frameworks (Velocity Loops, the TRUTH Framework, the Velocity Brand Scorecard) that audiences can apply once they leave the room. Thirty years agency-side at Grey, DDB, Ogilvy, and Isobar means his frameworks come out of work that shipped and clients who renewed. He is a practitioner with a published thesis, which is rarer in this category than buyers expect. Senior marketing audiences have heard the AI-and-content pitch from a dozen other speakers. He gives them a diagnosis of why brand activity is not converting into category position, and a working set of tools for fixing it. Biography highlights Forthcoming book: Marketing at Velocity: B2B Brand Building, Momentum and Category Leadership (Kogan Page, April 2027) Author of Brand You Economics (2021) Thirty years of senior brand experience across more than 75 global brands, including PayPal, American Express, Visa, Domino’s, Salesforce, Meta, and doTERRA Senior agency career at Grey, DDB, Ogilvy, and Isobar; co-founded his first agency at twenty-five Host of the Marketing at Heart podcast Keynotes delivered across the Nordics, Europe, North America, and Australia, including for Salesforce stages Biography Most B2B brands run their marketing as a continuous feed of campaigns and content. Activity rises, dashboards look healthy, and category position barely moves. Arnt Eriksen’s argument is that this is a compounding problem, not an effort problem. For thirty years he has worked inside the marketing functions of global brands including PayPal, American Express, Visa, Domino’s, Salesforce, and doTERRA. His agency career covered Grey, DDB, Ogilvy, and Isobar; he co-founded his first agency at twenty-five. The pattern in his work is consistent. The brands that pulled away from their categories were the ones whose positioning held long enough to compound. That argument runs book-length in his forthcoming Marketing at Velocity, published by Kogan Page in April 2027. The premise is that speed wins moments and velocity wins markets. Around it sits a working set of frameworks. The One Rule (1rE²Zag), Velocity Loops, the TRUTH Framework, and the Velocity Brand Scorecard are tools senior marketers can take back into a planning cycle, not concepts that live only on a stage. Beyond the book, he hosts the Marketing at Heart podcast and runs Conquer OS, his London-based consultancy. His client work has produced concrete commercial outcomes, including a Domino’s Internet-of-Things pizza-ordering button that the company’s Digital Director, Nick Dutch, publicly credited with what he called “mind-blowing” return on investment across PR coverage and sales. Key speaking topics B2B brand building Brand velocity and category leadership Marketing strategy for senior leaders Customer relationship economics AI and the modern marketing function B2B narrative and positioning Ideal for CMOs and senior marketing leaders accountable for brand position and revenue contribution B2B leadership teams in crowded categories where differentiation is starting to blur Founders and CEOs of growth-stage businesses where marketing is being asked to translate spend into category position Audience outcomes A working diagnosis of why their B2B brand activity is not converting into category position A set of named frameworks, including Velocity Loops, the TRUTH Framework, and the Velocity Brand Scorecard, that translate directly into next-quarter marketing planning A clear read on whether their current marketing is producing speed or velocity, and what to change if the answer is speed A reframe of trust, story, and consistency as commercial assets that compound, with implications for budget allocation and channel mix

Why organisations work with Michael Lyon He has mentored more than 100 ventures through the Creative Destruction Lab since 2018, currently anchored in the Oceans stream at the Atlantic site. That is a working accelerator practice, not a retired one. He was Vice President and General Counsel of Space Adventures during the first private spaceflights to the International Space Station (Tito, Shuttleworth). When he talks about commercialising frontier technology, he is describing a market he helped invent. He served as Special Assistant to FDIC Chairman L. William Seidman during the Savings and Loan crisis and as an Assistant Director for Resolutions at the RTC. Few startup mentors have run a federal crisis at that level. His book Accelerating Startups: Lessons From Mentors, foreword by Professor Ajay Agrawal of the Rotman School and contributions including Professor Philip Kotler, gives boards and accelerator programmes a published reference point for what he teaches. He works comfortably in the Gulf Cooperation Council region and Asia, and has done business in more than 100 countries, which makes him useful for venture programmes thinking about international expansion from day one. Biography highlights Founder and CEO of Lyon Capital Services; mentor at the Creative Destruction Lab. Former Vice President and General Counsel, Space Adventures; leadership roles at Zero Gravity Corporation. Special Assistant to the Chairman of the FDIC and Resolution Trust Corporation during the Savings and Loan crisis; Assistant Director for Resolutions at the RTC. Former General Counsel and Director of Business Development at J.E. Robert Company; former attorney at Covington and Burling. Co-founder of Xtronaut Enterprises with the leader of the NASA OSIRIS-REx mission. Author of Accelerating Startups: Lessons From Mentors (foreword by Professor Ajay Agrawal, Rotman School of Management). J.D. cum laude, Harvard Law School; B.A. summa cum laude, Brandeis University; attended London School of Economics. Biography The hardest part of building a serious venture is not the idea. It is the cluster of decisions a founder makes about regulation, capital, geography, and timing in the first three years, almost always with too little information. That is the gap that Michael Lyon has spent two decades closing for founders, first inside the companies and now from the mentor’s seat at the Creative Destruction Lab. His commercial track record is in the part of the economy where regulation, capital intensity, and frontier technology meet. As Vice President and General Counsel of Space Adventures he helped organise the first private spaceflights to the International Space Station, the Tito and Shuttleworth missions. He held leadership roles at Zero Gravity Corporation and co-founded Xtronaut Enterprises with the lead scientist of NASA’s OSIRIS-REx mission. Before the space sector he was Special Assistant to the Chairman of the FDIC during the Savings and Loan crisis and an Assistant Director for Resolutions at the Resolution Trust Corporation, working on failed thrifts of more than 500 million dollars in assets. He has also been General Counsel and Director of Business Development at the J.E. Robert Company and an attorney at Covington and Burling. The legal training is from Harvard, cum laude. Since 2018 he has mentored more than 100 ventures at the Creative Destruction Lab across the space, ocean, and emerging technology streams. His book Accelerating Startups: Lessons From Mentors carries a foreword by Professor Ajay Agrawal of the Rotman School of Management, who founded CDL, and a contribution from Professor Philip Kotler. It is the most direct expression of what a buyer is hiring when they put him in front of founders or a corporate innovation team. Key speaking topics Commercialising frontier technology in regulated markets Mentorship and founder decision-making inside accelerator programmes The commercial space sector and lessons from the first private orbital flights International market entry, with a focus on the Gulf and Asia Crisis resolution lessons from the Savings and Loan era Corporate innovation, intrapreneurship, and venture building Ideal for Founders and CEOs of early-stage ventures in space, ocean, and other regulated frontier sectors. Corporate innovation, R&D, and venture-building teams setting up accelerator or incubator programmes. Investors, family offices, and government innovation funds backing technology commercialisation. Universities, accelerators, and policy bodies running founder education at scale. Audience outcomes A working playbook for how founders extract real value from accelerators, incubators, and government innovation programmes. A grounded view of how commercial space and ocean ventures actually get built when regulation, capital, and timing are all moving at once. Lessons from the inside of a federal financial crisis applied to how founders and boards should think about risk and resolution today. Specific guidance on entering Gulf and Asian markets without burning the first eighteen months on the wrong structure.

Why organisations work with Peter Fisk He brings a structured framework for business reinvention. Business Recoded sets out seven mindset shifts and 49 codes drawn from deep work with senior leaders at companies including Microsoft, Adidas and Patagonia. Senior teams leave with a shared model to argue from. He sits in the rare overlap between marketer and strategist. As former CEO of the Chartered Institute of Marketing and now Professor of Strategy and Innovation at IE Business School in Madrid, he treats marketing, customer thinking and innovation as parts of one growth discipline. Most organisations still split them across separate functions and budgets. He has worked with senior leaders across more than 300 companies in over 55 countries, with particular depth in Asian innovation and emerging-market growth. The case material is current and varied, not the same handful of examples a leadership team has already seen. As former Thinkers50 Global Director and founder of the annual European Business Forum, he has unusual curatorial access to the leading management thinkers in the world. Sessions draw on what is actually moving across the field. Biography highlights Founder and CEO of GeniusWorks, a London-based strategy and innovation consultancy Professor of Leadership, Strategy and Innovation at IE Business School, Madrid; academic director of the Global Advanced Management Program Former Chief Executive of the Chartered Institute of Marketing Former Thinkers50 Global Director; founder of the annual Thinkers50 European Business Forum Author of nine business books, including Business Recoded, Gamechangers, and the Genius series, translated into 35 languages; Business Recoded shortlisted for the CMI Management Book of the Year Earlier commercial career at British Airways, including responsibility for the Concorde brand Biography The Chartered Institute of Marketing is the world’s largest professional marketing organisation. Peter Fisk ran it before founding GeniusWorks. He used the role to argue that marketing, customer and innovation belong inside growth strategy, where most organisations still treat them as separate functions. That argument has shaped his work since. His career started in physics, in a superconductivity lab. He moved into commercial roles at British Airways, including managing the Concorde brand, before consulting work at PA Consulting Group and Brand Finance. After CIM he founded GeniusWorks, a London consultancy, and joined IE Business School in Madrid as Professor of Strategy and Innovation. His 2020 book Business Recoded sets out seven mindset shifts and 49 codes for reinventing how a business creates value. It is built on deep interviews with leaders at companies including Microsoft, Adidas, Patagonia and Spotify. The Financial Times reviewed it as “the book you have to read now”. It was shortlisted for the CMI Management Book of the Year. Through the Thinkers50 European Business Forum, which he founded in 2017 as Thinkers50 Global Director, he convenes the world’s leading management thinkers each year. Recent stages have brought together Michael Porter, Rita McGrath, Erin Meyer and Alex Osterwalder. That curatorial position is unusual for a working consultant. The frameworks in his sessions are continually refreshed by direct contact with the academics and practitioners writing the next generation of management ideas. Key speaking topics Growth strategy in fast-changing markets Business model reinvention Innovation strategy and execution Customer strategy and brand growth The Business Recoded framework: seven shifts for reinventing the business Asian innovation and emerging-market growth Sustainable growth and purposeful business Ideal for CEOs and boards facing slowing growth in mature markets Strategy and innovation leaders responsible for new business models or category growth CMOs and customer experience leaders rethinking how marketing connects to commercial strategy Executive leadership teams running annual strategy or transformation offsites Audience outcomes A shared vocabulary for the seven shifts that separate business reinvention from incremental change Case material from Asian innovators and global category leaders that most leadership teams will not have seen A connected view of innovation, customer and marketing strategy as one growth discipline Specific direction on where to stop investing, alongside where to grow

Why organisations work with Neri Karra Sillaman Her eight-principle longevity framework in Pioneers (Wiley, 2025) is built on original academic research rather than case-study observation – it provides strategic leaders with a testable, applicable structure for long-term competitive positioning, not an anecdote collection. Pioneers was named Thinkers50 Best New Management Book of 2025 and a Financial Times Readers’ Choice – the two most credible independent signals in management thinking, giving buyers a defensible basis for the engagement beyond the speaker bureau description. She runs a manufacturing business with 25 years of partnerships with leading Italian fashion labels, recognised as both a B Corp and a Positive Luxury venture. The argument she makes about sustainable, values-driven longevity is one she has applied and revised under commercial pressure. Her Cambridge doctoral research used her own family business as a primary case study – an insider position on immigrant entrepreneurship that no other management scholar in this space holds, and which is the source of her most counterintuitive findings: that constraint, outsider perspective, and community cohesion function as durable competitive advantages. Her academic research has been published in the Journal of Business Venturing, Strategic Organization, and Entrepreneurship Theory and Practice, while her practitioner work has appeared in Harvard Business Review, Fast Company, and the Financial Times – giving her credibility across board, executive, and academic settings. Biography highlights Professor of Practice and Entrepreneurship Expert at Saïd Business School, University of Oxford PhD from the University of Cambridge; doctoral research on born-global firms and immigrant entrepreneurship Author of Pioneers: 8 Principles of Business Longevity from Immigrant Entrepreneurs (Wiley, 2025) – Thinkers50 Best New Management Book of 2025, Financial Times Readers’ Choice, and Next Big Idea Club Must Read Named to the Thinkers50 Radar Class of 2024 and recipient of the Thinkers50 Radar Award 2025 Co-founder of Neri Karra, a luxury leather goods brand with 25+ years of manufacturing partnerships with leading Italian fashion labels, recognised as a B Corp and Positive Luxury venture Founder of Moda Métiers, a fashion and luxury business consultancy Academic research published in Journal of Business Venturing, Strategic Organization, and Entrepreneurship Theory and Practice Contributed articles to Harvard Business Review and Fast Company; covered by the Financial Times, BBC, CNBC, Newsweek, Monocle, Bloomberg, and Vogue Business Biography The question of why some companies survive for decades while others peak and fade is one of the most commercially consequential questions in strategy – and one of the least rigorously studied. Neri Karra Sillaman spent two decades approaching it through an unusual lens: the immigrant entrepreneurs behind brands including Chobani, WhatsApp, Duolingo, and PayPal, who built iconic and enduring businesses while starting with limited capital, no institutional networks, and no margin for failure. That research, rooted in her Cambridge doctoral work and developed across her faculty career at Oxford’s Saïd Business School, produced Pioneers (Wiley, 2025) – an eight-principle framework for business longevity drawn from the structural choices that explain immigrant entrepreneurial success. The book was named Thinkers50 Best New Management Book of 2025 and a Financial Times Readers’ Choice. She holds roles as both Professor of Practice in Strategy and Entrepreneurship Expert at Oxford, and was named to the Thinkers50 Radar Class of 2024. The practitioner dimension matters here. She is co-founder of Neri Karra, a luxury leather goods business with 25+ years of manufacturing partnerships with leading Italian fashion labels, recognised as a B Corp and a Positive Luxury venture. The principles she applies in the boardroom and lecture hall – around purpose, constraint, community, and sustainable growth – are ones she has had to test, revise, and defend commercially over the same period she was researching them. Her writing appears in Harvard Business Review, Fast Company, and Newsweek. Her academic research has been published in the Journal of Business Venturing, Strategic Organization, and Entrepreneurship Theory and Practice. She has contributed commentary to the Financial Times, BBC, CNBC, Monocle, Bloomberg, and Vogue Business, and has delivered TEDx talks on creativity, resilience, and entrepreneurship. Born in Bulgaria, she fled as a child refugee to Turkey before making her way through the University of Miami and Cambridge to the research that has defined her career – and which gives her a lived understanding of the very principles she argues make businesses last. Key speaking topics Business longevity and long-term competitive strategy Immigrant entrepreneurship and outsider advantage Sustainable growth and purpose-driven enterprise Fashion and luxury entrepreneurship Iconic brand building and brand durability Creativity and innovation in organisations Resilience as a strategic asset Ideal for CEOs, founders, and boards engaged in long-term strategy and business durability reviews Chief Strategy Officers and senior commercial teams seeking research-grounded frameworks for sustainable growth Fashion, luxury, and consumer goods executives navigating brand longevity, sustainability pressures, and global expansion Executive education and MBA audiences at business schools Audience outcomes A concrete eight-principle framework for what drives business longevity, applicable across sectors not limited to fashion or luxury A reframed understanding of constraint, outsider perspective, and community as structural competitive advantages rather than liabilities Specific strategic principles drawn from the companies behind Chobani, WhatsApp, Duolingo, and PayPal – examined analytically, not biographically Clearer language for board and leadership conversations about the gap between short-term performance and lasting competitive advantage A research-grounded basis for evaluating whether current strategic decisions are building for durability or optimising for the next cycle

Why organisations work with Mark Ritson His “diagnosis, strategy, tactics” framework gives marketing functions a structure for connecting brand spend to commercial outcomes – a discipline most organisations have never been taught and cannot easily develop internally. He spent 13 years as in-house brand consultant for LVMH, working with Louis Vuitton, Dom Perignon, and Hennessy. His commercial credibility comes from inside the world’s most valuable luxury portfolio, not from agency pitches or conference circuit opinion. His doctoral thesis on the social uses of advertising won the 2000 Ferber Award – the first non-US researcher to receive it – and his co-authored pricing research was cited by George Akerlof in his Nobel Prize acceptance speech. No other marketing speaker working today holds that combination of peer-reviewed standing and practitioner track record. The MiniMBA, which he founded and teaches personally, has graduated more than 20,000 practitioners globally. That scale gives him a precise, evidence-based view of where marketing competence breaks down in real organisations – and what it costs them commercially. Nearly 20 years of weekly column-writing in Marketing Week – and multiple PPA Business Columnist of the Year awards – have made him the most credible dissenting voice against marketing faddism. Organisations bring him in when they need someone to challenge internal orthodoxies with evidence rather than instinct. Biography highlights PhD in Marketing, Lancaster University; doctoral thesis won the 2000 Ferber Award as the best dissertation published in the Journal of Consumer Research – the first non-US recipient in the award’s history Faculty positions at London Business School, the University of Minnesota, Melbourne Business School, MIT Sloan (visiting), and Singapore Management University (visiting); MBA Best Teacher prizes at all four institutions In-house brand consultant for LVMH from 2002 to 2015, working directly with senior executives at Louis Vuitton, Dom Perignon, and Hennessy Marketing Week columnist for approximately 20 years; multiple PPA Business Columnist of the Year awards, the highest award for magazine journalism in the UK; British Society of Magazine Editors Business Columnist of the Year in 2018 and 2022 Founder and lead instructor of the MiniMBA in Marketing and MiniMBA in Brand Management; more than 20,000 graduates globally AMI Sir Charles McGrath Award (the highest marketing honour in Australia); IPA Honorary Fellow (2024); co-authored pricing research cited by Nobel Laureate George Akerlof in his 2001 acceptance speech Published in Harvard Business Review, MIT Sloan Management Review, Journal of Consumer Research, and Journal of Advertising Biography Marketing departments spend. The harder question – what that spending actually produces commercially – is the one most organisations cannot answer. Mark Ritson has spent over two decades building the frameworks that make that answer possible, working from inside business schools, luxury brand headquarters, and the pages of Marketing Week simultaneously. His academic foundation is unusually strong. His PhD thesis, “The Social Uses of Advertising,” won the 2000 Ferber Award as the best doctoral dissertation in the Journal of Consumer Research – the first time a researcher outside the United States had received the honour. A Thouron Scholar at Wharton in 1995, he went on to hold faculty positions at London Business School, the University of Minnesota, Melbourne Business School, and MIT Sloan, winning the best teacher prize at each institution. His co-authored pricing research was cited by George Akerlof during his 2001 Nobel Prize acceptance speech. What separates Ritson from other marketing academics is sustained proximity to practice. From 2002 to 2015, he served as in-house brand consultant for LVMH, working with senior executives across Louis Vuitton, Dom Perignon, and Hennessy. That access – combined with nearly two decades writing a weekly column for Marketing Week – gave him a vantage point that bridges research, boardroom, and brand operations in a way few practitioners have held at the same time. In 2019, he left academia to focus on the MiniMBA, an online platform he founded to make evidence-based marketing education available at scale. More than 20,000 practitioners have now completed the programme, built around his “diagnosis, strategy, tactics” framework. The AMI gave him the Sir Charles McGrath Award – the highest honour for marketing in Australia – and the IPA made him an Honorary Fellow in 2024. His consistent argument is that marketing’s commercial standing in the boardroom depends not on new technology or new trends, but on practitioner competence. Key speaking topics Marketing strategy and brand management Pricing strategy and commercial decision-making Marketing effectiveness and measurement Brand building versus performance marketing Marketing capability and practitioner competence Evidence-based marketing frameworks Ideal for CMOs and senior marketing leaders facing board-level scrutiny of marketing budgets and accountability Executive leadership teams seeking a commercial framework for evaluating marketing investment Organisations investing in marketing capability development at scale Strategy, brand, and commercial functions in consumer-facing businesses where the link between brand and revenue is contested Audience outcomes A working framework for connecting marketing strategy to commercial outcomes, grounded in the “diagnosis, strategy, tactics” model Clarity on the evidence base for brand building versus short-term performance marketing, and practical guidance on how to argue for the right balance internally Sharpened understanding of pricing as a strategic rather than a tactical discipline Practical tools for improving the quality of marketing decisions: briefing standards, brand positioning, and market orientation The language and evidence to challenge marketing orthodoxies and fads in their own organisations

Why organisations work with Olivier Sibony He co-authored Noise with Daniel Kahneman and Cass Sunstein, which means a board hears the original behavioural science argument from one of the people who built it, not a secondhand interpretation. Twenty-five years at McKinsey, including running the Global Corporate Strategy Practice, gives him a working vocabulary for the actual decisions executive committees argue about: portfolio bets, M&A, market entry, capital allocation. His framework converts cognitive bias from an interesting concept into a procurement question: what does your decision architecture look like, and which specific traps does it fail to catch. He is one of a small group who can sit in a HEC Paris and Saïd Business School classroom and a CEO’s strategy offsite in the same week, and translate without losing either audience. Biography highlights Co-author of Noise: A Flaw in Human Judgment with Daniel Kahneman and Cass R. Sunstein, New York Times and Sunday Times bestseller Author of You’re About to Make a Terrible Mistake!, winner of the 2019 Manpower Foundation Grand Prize for best management book Professor of Strategy at HEC Paris and Associate Fellow at Saïd Business School, University of Oxford Senior Partner at McKinsey & Company for 25 years, leading the firm’s Corporate Strategy Practice globally Co-author with Daniel Kahneman and Dan Lovallo of “Before You Make That Big Decision,” selected for HBR’s 10 Must Reads on Making Smart Decisions Knight in the French Legion of Honour and recipient of the Vernimmen Teaching Award at HEC Paris Biography Most strategic mistakes do not come from missing information. They come from the way executives process the information they already have. Behavioural strategy is the discipline of catching those errors before they reach the board paper, and Olivier Sibony has spent two decades building the case for treating it as a serious management practice rather than a curiosity. His credentials sit on both sides of the divide that usually separates academics from operators. He spent 25 years at McKinsey & Company, eventually as Senior Partner running the firm’s Global Corporate Strategy Practice and a European leader of the Consumer sector. In 2015 he moved full time into teaching, joining HEC Paris as a Professor of Strategy and taking up an Associate Fellowship at Oxford’s Saïd Business School. The intellectual work shows up most clearly in the books. Noise: A Flaw in Human Judgment, co-authored with Daniel Kahneman and Cass R. Sunstein, became a New York Times and Sunday Times bestseller and reframed an entire category of judgment error that bias literature had ignored. You’re About to Make a Terrible Mistake! won the Manpower Foundation Grand Prize and turned the academic case into 40 specific techniques executives can use. Earlier, his Harvard Business Review article with Kahneman and Dan Lovallo, “Before You Make That Big Decision,” was selected for HBR’s 10 Must Reads on Making Smart Decisions. What makes him useful in a room full of operators is the McKinsey vocabulary underneath the behavioural science. He talks about decision architecture the way other people talk about org design: as something you build deliberately, audit regularly, and rebuild when it stops catching the errors it was meant to catch. Key speaking topics Behavioural strategy and decision quality Cognitive bias in executive judgment Noise and inconsistency in organisational decisions Decision architecture in senior teams Strategic choice under uncertainty Algorithms, AI, and the limits of human intuition Diversity and personnel decision-making Ideal for CEOs, executive committees, and boards reviewing how major capital allocation and strategy decisions get made Chief Strategy Officers and corporate development teams running M&A, portfolio, and market-entry processes CHROs and senior HR leaders responsible for hiring, performance review, and promotion systems where noise quietly distorts outcomes Investment committees and risk leadership teams whose decisions repeat under uncertainty Audience outcomes A clearer view of where their own decision processes are most exposed to bias and noise A vocabulary to challenge confident recommendations without attacking the people making them Specific techniques for building dissent, structured disagreement, and pre-mortems into existing governance A framework for deciding when to trust judgment, when to trust data, and when to trust an algorithm A sharper sense of which decisions deserve the heaviest process and which do not

Why organisations work with Itai Green He runs the operator’s playbook for open innovation, built on programmes delivered for named multinationals including Toyota, Teva Pharmaceuticals, Maccabi Healthcare, and Electra. He owns the access point to two of Israel’s largest vertical startup communities, ITTS (around 350 traveltech founders) and IITS for insurtech, which gives corporate audiences a direct route into live deal flow. His book with Business Expert Press, Innovation or Elimination: Winning in a World of Constant Change. An Executive Playbook (2026), codifies a two-decade framework for collaboration between corporates and startups, so the keynote carries a published thesis rather than a deck. He has briefed senior commercial audiences at repeat Economist summits, UNWTO, and Amcham Brazil’s CEO Forum, which means he calibrates to board-level decision makers, not technology enthusiasts. He was inside corporate innovation at Amadeus IT Group before building the consultancy, so he speaks to the internal politics of innovation programmes from the same side of the table as the buyer. Biography highlights Founder and CEO, Innovate Israel (2017 to present). Former Head of Business Development and Innovation, Amadeus IT Group Israel. Former CEO, Maxtech Technologies; former VP Business Development, Techtium; prior roles at Elbit. Co-founder, JerusalemOnline. Author, Innovation or Elimination: Winning in a World of Constant Change. An Executive Playbook (Business Expert Press, 2026). Founder of the ITTS and IITS startup communities covering traveltech and insurtech in Israel. Keynote speaker at Economist summits (2018 to 2022), UNWTO Tourism Startup Competition, and Amcham Brazil CEO Forum. Biography Most corporate innovation programmes fail quietly. They produce pilots, demo days, and scouting reports, but very little that reaches a P&L. The gap is not talent or budget; it is the wiring between the corporate and the outside ecosystem it claims to work with. Itai Green has spent two decades inside that wiring. As Head of Business Development and Innovation at Amadeus IT Group in Israel, and before that as a CEO and operator across Maxtech, Techtium, and Elbit, he built the internal muscle that most large organisations are still trying to grow. In 2017 he founded Innovate Israel to run that playbook for global corporates, connecting them to Israeli startups across IT, pharma, finance, travel, retail, banking, insurance, energy, and construction tech. Client work has included Toyota, Teva Pharmaceuticals, Maccabi Healthcare, and Electra. Alongside the consulting practice, he built two of the largest sector communities in Israel’s ecosystem. ITTS (Israel Travel Tech Startups) now covers around 350 founders. IITS does the same job for insurance technology. For a corporate buyer, those communities are the live deal flow behind the keynote. His book Innovation or Elimination: Winning in a World of Constant Change. An Executive Playbook (Business Expert Press, 2026) sets out the framework he has been using with clients: how leadership teams structure open innovation, how they absorb external technology without breaking their core business, and how they stop confusing pilots with outcomes. Key speaking topics Open innovation and corporate-startup collaboration Generative AI in corporate strategy Israeli innovation ecosystem and ecosystem engagement Traveltech and insurtech Corporate venturing and scouting models Innovation leadership and organisational readiness Business model innovation under geopolitical and tariff pressure Ideal for Chief Innovation Officers, Heads of Corporate Venturing, and Chief Strategy Officers building or resetting an open innovation function. Executive committees in travel, insurance, pharma, retail, energy, and banking evaluating engagement with Israel’s startup ecosystem. Business development and R&D leaders who have active scouting but no reliable path from pilot to deployment. Boards and CEO forums looking for an operator’s view on turning innovation spend into commercial growth. Audience outcomes A working definition of what separates a functioning open innovation programme from a scouting theatre. A clear map of how to engage with Israel’s startup ecosystem without burning internal credibility on dead-end pilots. A perspective on where generative AI shifts the corporate-startup dynamic, grounded in live client work rather than forecasts. Specific internal structures and incentives that leaders can use to move a pilot from proof of concept to a line of business. A candid read on where open innovation tends to fail inside large corporates, from someone who has sat on both sides.

Why organisations work with Tom Goodwin His 2015 observation that Uber owns no vehicles and Airbnb no real estate became the standard way executives describe asset-light competition. He gives a leadership team the same lens on its own business: where value is moving, and who is positioned to own the customer. He has made technology bets inside two of the world’s largest advertising and media groups, as EVP and Head of Innovation at Publicis-owned Zenith Media and before that as SVP of strategy and innovation at Havas Media. He advises others now on calls he has had to make himself. His read on AI cuts against both the hype and the gloom. Under the banner he calls “nowism,” he argues the technology to grow already exists and the constraint is nerve and imagination. Boards leave with something to act on, not another warning about the future. He has spent two decades translating technology for commercial audiences, as a columnist for The Guardian, TechCrunch, and Forbes and as host of the Euronews series The Edge. Operators follow the argument and can repeat it, without needing a specialist to decode it. Biography highlights Author of Digital Darwinism: Survival of the Fittest in the Age of Business Disruption, published by Kogan Page and translated into several languages Author of the 2015 TechCrunch essay “The Battle Is For The Customer Interface,” one of the most widely cited descriptions of platform business models Former EVP and Head of Innovation at Zenith Media, part of Publicis Groupe; earlier SVP, Strategy and Innovation at Havas Media Founder of the innovation consultancy All We Have Is Now, advising Fortune 500 companies and startups Named LinkedIn’s #1 Voice in Marketing Host of The Edge, a technology series for Euronews; columnist for The Guardian, TechCrunch, Forbes, Adweek, and Marketing Week Biography In 2015, a single paragraph in TechCrunch changed how executives talk about competition. It pointed out that Uber owned no vehicles, Airbnb no real estate, Alibaba no inventory, and Facebook made no content. The author was Tom Goodwin, then senior vice-president of strategy and innovation at Havas Media. The line stuck because it named something leaders could feel but had not put into words: value was moving from owning assets to owning the customer relationship. Goodwin had spent his career inside that shift, later running innovation at Publicis-owned Zenith Media and advising large companies on where to place their bets. His argument now centres on artificial intelligence, and it runs against the prevailing mood. Most organisations, he contends, use new technology to make the old business run more smoothly, when the real opportunity is to rebuild what the business does. He calls the practical version of this “nowism”: the tools to grow already exist, and the limit is nerve and imagination. That case reaches a wide audience. Goodwin hosts The Edge, a technology series for Euronews, and has been named LinkedIn’s #1 Voice in Marketing. He set out the full argument in his book Digital Darwinism, published by Kogan Page. Key speaking topics Artificial intelligence and business strategy Digital transformation Platform and asset-light business models The future of business Technology and consumer behaviour Marketing and the customer interface Ideal for CEOs and boards setting the direction of a digital or AI strategy Chief Marketing and Chief Digital Officers deciding where technology changes the customer relationship Innovation, strategy, and transformation leads under pressure to show a return on technology investment Senior leadership teams at large incumbents facing platform-native competitors Audience outcomes A way to judge which technologies change their business and which are noise A concrete test for their own model: what the company would look like if it were built today Language to explain asset-light and platform competition to their own teams and boards A more pragmatic read on AI that stays on what is usable today

Why organisations work with Rita McGrath The transient advantage framework directly challenges an assumption most leadership teams still operate on: that the goal of strategy is to build and protect durable competitive positions. McGrath makes the cost of that assumption explicit, and offers a named, practitioner-tested alternative. Discovery-driven planning, co-created with Ian C. MacMillan and introduced through the Harvard Business Review, gives organisations a structured methodology for committing to uncertain growth initiatives: one that Clayton Christensen described as among the most important management tools ever developed. She holds the Thinkers50 #1 Strategy Award (2013) alongside four subsequent Thinkers50 Strategy Awards and a 2025 global ranking of #6, a record of credentials in strategy thinking that is without parallel on the conference circuit. Her Seeing Around Corners framework provides a concrete vocabulary for the specific problem boards face most acutely: detecting the leading indicators of strategic inflection before they become corporate crises. As a regular HBR contributor whose work is cited in the FT, WSJ, and New York Times, her ideas arrive in board rooms before she does: senior audiences already speak her language. Biography highlights Professor of Management and Academic Director in Executive Education, Columbia Business School; leads Leading Strategic Growth and Change executive programme Thinkers50 Distinguished Achievement Award in Strategy (2013); five-time Thinkers50 Strategy Award winner; ranked #6 globally on the Thinkers50 overall list (2025) C.K. Prahalad Award (2022), Strategic Management Society: awarded for scholarly impact on practice; inducted into the Business Excellence Hall of Fame (2022) Author of five books including The End of Competitive Advantage (HBR Press) and Seeing Around Corners (Houghton Mifflin Harcourt); Discovery-Driven Growth named to Thinkers50 Management Classics Booklist Co-creator of discovery-driven planning, introduced through the Harvard Business Review (1995); cited by Clayton Christensen as among the most important management and strategy tools ever developed Ph.D., Wharton School (University of Pennsylvania); honours degrees from Barnard College and Columbia School of International and Public Affairs Work covered by the Wall Street Journal, Financial Times, New York Times, CNN Business, and NPR Marketplace; one of HBR’s most frequent contributors Biography Competitive advantage used to be the organising idea behind business strategy. Build it, protect it, sustain it. In markets defined by rapid technology cycles, boundary-free competition, and compressing product lifecycles, that idea has become a liability, and most organisations do not realise it until the decision has already been made for them. Rita Gunther McGrath has spent three decades at Columbia Business School building the alternative. Her framework of transient advantage, set out in The End of Competitive Advantage, argues that the objective of strategy must shift from sustaining positions to developing the organisational capacity to find, exploit, and exit advantages on the organisation’s own terms. Discovery-driven planning provides the operational methodology: a structured process for committing to growth initiatives under uncertainty without betting the business on invalid assumptions. Her intellectual standing in strategy is well-documented. Thinkers50 awarded her the #1 Strategy Award in 2013 and has continued to recognise her work across four subsequent award cycles, ranking her sixth globally in 2025. The Strategic Management Society’s C.K. Prahalad Award (2022) recognised her scholarly impact on practice, a distinction that acknowledges both rigour and application. Clayton Christensen placed her discovery-driven growth tools among the most important management tools ever developed. McGrath directs Columbia’s Leading Strategic Growth and Change executive programme and founded Valize, a platform that operationalises the discovery-driven methodology for organisations at scale. Her advisory work runs into the C-suites of Fortune 1,000 companies: helping boards and senior leadership teams navigate the specific transition her research describes: from the strategy they were trained to run, to one that fits the market they are actually in. Key speaking topics Transient advantage and the limits of competitive positioning Strategic inflection points and early warning signals Discovery-driven planning and growth under uncertainty Business model evolution and renewal Organisational agility in volatile markets Strategic decision-making under ambiguity Innovation as a managed, repeatable discipline Ideal for CEOs, CSOs, and board members wrestling with strategy refresh in disrupted or fast-moving sectors Strategy and corporate development teams whose existing planning frameworks are producing diminishing returns Senior leadership teams in large incumbents facing the transition from mature to declining competitive positions Executive education participants on leadership programmes where strategic thinking is the primary development objective Audience outcomes A clear understanding of why durable competitive advantage is an increasingly dangerous strategic objective, and what to replace it with Practical command of the discovery-driven planning process for evaluating and resourcing uncertain growth initiatives A named framework for identifying strategic inflection points before they become visible to the wider market Language and tools to initiate an honest internal conversation about which parts of the current business model are in decline Sharpened criteria for strategic resource allocation when outcomes cannot be forecast with confidence

Why organisations work with Dean van Leeuwen His Grey Elephant framework gives boards a named, structured radar for seven megatrends – distinguishing the forces that demand a strategic response from background noise and positioning leaders to act before disruption arrives, not after His McKinsey consulting background means the output of his foresight work is strategic choices, not predictions – he applies commercial strategy discipline to futures thinking in a way that most futurists do not His book “Quest: Competitive Advantage and the Art of Leadership in the 21st Century” codifies a three-quality leadership model drawn from case research on high-performing organisations, giving teams a shared model they can apply after the event He teaches in executive leadership programmes at Saïd Business School, Henley Business School, and CEDEP, Fontainebleau – his frameworks are tested against senior leadership cohorts, not developed solely for conference stages He co-hosts the “Elephants in the Boardroom” podcast, a named monthly research output that applies the Grey Elephant framework to live signals – keeping his content current and substantiated rather than recycled from a fixed talk Biography highlights Co-founder of TomorrowToday Global, a futurist and strategy consultancy operating across more than 50 countries; founder of TomorrowToday UK Former consultant at McKinsey and Company, with work that included advising on South Africa’s largest bank merger Executive lecturer at Saïd Business School (University of Oxford), Henley Business School, and CEDEP, Fontainebleau Author of “Quest: Competitive Advantage and the Art of Leadership in the 21st Century” (self-published, available on Amazon) TEDx speaker MSc in Business Strategy, Henley Management College; undergraduate background in economics and law Named clients include L’Oreal, Anglo American, BNP Paribas, GSK, John Lewis Partnership, and Deloitte Biography Most organisations have access to trend data. What they are missing is a structured way to turn that data into decisions their boards will commit to and their teams will execute. Dean van Leeuwen, co-founder of TomorrowToday Global, has spent two decades building exactly that – a practical bridge between foresight and strategic action. His most distinctive intellectual contribution is the Grey Elephant framework, a proprietary megatrend radar developed by TomorrowToday and built around seven named forces identified as highly probable, high-impact, and consistently underacted upon. The framework helps leadership teams name the forces they can already see coming and design responses before the window closes. He also applies the BANI diagnostic – Brittle, Anxious, Nonlinear, Incomprehensible – as a lens for teams operating in conditions where cause and effect no longer follow predictable patterns. Earlier in his career, he worked at McKinsey and Company, where his work included advising on South Africa’s largest bank merger. That grounding in commercial strategy discipline is what separates his foresight practice from abstract futurism where the output is decisions and trade-offs, not trend catalogues. He now teaches in senior executive programmes at Saïd Business School at the University of Oxford, Henley Business School, and CEDEP in Fontainebleau. He is the author of “Quest: Competitive Advantage and the Art of Leadership in the 21st Century,” which decodes what leaders at high-performing organisations actually do through a three-quality model grounded in case research. He co-hosts the “Elephants in the Boardroom” podcast with Graeme Codrington, applying the Grey Elephant framework monthly to live signals across geopolitics, technology, and the global economy. Key speaking topics Strategic foresight and megatrend analysis Leadership decision-making under uncertainty Innovation as organisational capability Strategic transformation and competitive advantage The BANI operating environment Antifragility and organisational resilience Human-technology collaboration Ideal for Boards and C-suite leadership teams facing strategic inflection points, technology shifts, or competitive disruption Strategy, transformation, and innovation directors responsible for long-range planning Organisations navigating sector disruption, regulatory change, or structural market shifts Executive education cohorts focused on future-ready leadership and strategic foresight Audience outcomes A named framework for distinguishing megatrends that demand a strategic response from trends that can safely be monitored Shared language for leading teams in conditions where cause and effect are nonlinear and outcomes are hard to predict Practical tools for converting trend intelligence into decisions that commit direction and resources A clearer view of the specific forces most likely to reshape their competitive environment in the near and medium term Improved confidence in making strategic choices under uncertainty without waiting for conditions to stabilise

Why organisations work with Chris Endersby He treats a brand as an internal operating system before he treats it as a marketing asset, so the work changes how the leadership team behaves, not just how the company looks. The DARE methodology he co-developed at Firestarter gives founders a structured way to test whether their positioning is genuinely differentiated, authentic to the team, resonant with the buyer, and expressed consistently across every touchpoint. His background sits at the intersection of corporate change work at JP Morgan, KPMG, UBS and Barclays and front-line risk management in child safeguarding, which gives him a non-marketing read on how people actually respond to disruption and uncertainty. He is registered in both coaching psychology and psychotherapy, which means he can hold the harder conversations that surface when a founder’s stated brand and the team’s lived experience do not match. Biography highlights Co-founder and COO of Firestarter, a London brand consultancy for purpose-led scale-up B2B businesses. Co-developer of the DARE methodology (Differentiation, Authenticity, Resonance, Expression). Corporate change and consulting experience with JP Morgan, KPMG, UBS and Barclays. Dual professional registration in coaching psychology and psychotherapy. Earlier career as a front-line child safeguarding practitioner, manager and researcher. Biography Scale-up B2B brands tend to fail in the same way. The founder’s original conviction gets diluted in committee, the language drifts toward whatever the competitor set is saying, and the team can no longer explain in plain terms why a customer should choose them. Chris Endersby’s work starts from that failure pattern, and from the observation that brand is rarely a marketing problem first. It is a leadership and behaviour problem that surfaces as a marketing problem. Endersby co-founded Firestarter, a London consultancy that works with founders of scale-up B2B businesses to rebuild that conviction. Alongside his business partner he co-developed the DARE methodology, which moves a brand through four practical tests: is it genuinely Differentiated in its market, Authentic to the people who have to live it, Resonant with the audience it is trying to reach, and Expressed consistently in everything the company does. The methodology is designed to make brand work auditable rather than aesthetic. His credibility for this work comes from an unusual stack. He has spent years inside corporate change programmes at JP Morgan, KPMG, UBS and Barclays, where he learned how large organisations actually metabolise new strategy. Before that he worked in child safeguarding as a practitioner, manager and researcher, which gives him a working understanding of risk, human behaviour under pressure, and the gap between what institutions say they do and what they do. He is registered in both coaching psychology and psychotherapy. The result is a speaker who can sit in front of a founding team and ask the questions that brand agencies usually avoid: whether the leadership group actually believes its own positioning, where the team’s behaviour contradicts the stated values, and what the cost of that contradiction is in hiring, pricing and retention. Key speaking topics Brand differentiation for scale-up B2B Authentic positioning and purpose Founder-led brand strategy Organisational behaviour and brand Change and transformation in growth-stage businesses Coaching psychology applied to leadership teams Ideal for Founders and CEOs of Series A to Series C B2B businesses approaching a rebrand or repositioning Chief marketing officers and brand leads inside scale-ups where the brand has outgrown its origin story Leadership teams preparing for a funding round, acquisition or international expansion where positioning is under scrutiny Audience outcomes A clearer test for whether their current positioning is actually differentiated or just well-written A working understanding of why brand work fails when it stays inside the marketing function Specific questions to take back to their own leadership team about the gap between stated values and lived behaviour A framework (DARE) for auditing brand expression across product, sales, hiring and internal communication