Greg Orme
Most senior teams now accept that AI will reshape how their organisation works. The harder question is what their people should be doing more of, not less, as the technology takes on more of the cognitive load. Without an answer, transformation programmes default to tooling and miss the human capability shift the strategy actually depends on.
Greg Orme is a leadership educator and author who helps senior teams build the human capabilities, curiosity, creativity, judgment, that decide whether an AI strategy translates into competitive advantage.
Full Profile
Why organisations work with Greg Orme
- A book-length, award-winning thesis behind every keynote. The Human Edge won Business Book of the Year 2020 and gives senior audiences a single, memorable framework, the four “superpowers”, they can apply to their own teams the next morning.
- London Business School pedigree as a builder, not just a teacher. He founded LBS’s Centre for Creative Business and ran executive programmes there for seven years, so the content has been pressure-tested on senior cohorts before it reaches a client stage.
- Recognised by peers in the people function. HR Magazine named him among its Most Influential Thinkers in 2022, which matters to CHROs sponsoring leadership and capability work.
- Translates the AI conversation into something a workforce can act on. Where most AI speakers describe the technology, Orme tells leadership teams what human behaviours their organisation now has to develop deliberately.
Biography highlights
- Author of The Human Edge: How Curiosity and Creativity are Your Superpowers in the Digital Economy (Pearson, 2019), named Business Book of the Year 2020 and translated into Chinese, Korean and Vietnamese.
- Author of The Spark: How to Ignite and Lead Business Creativity (FT Publishing, 2014).
- Founding CEO of London Business School’s Centre for Creative Business; programme director and lecturer at LBS for seven years.
- Named to HR Magazine’s Most Influential Thinkers 2022.
- Forbes contributor writing on leadership, creativity and the digital economy.
- Clients include Microsoft, Accenture, BMW, EY, Sky, Virgin Media O2, ING, Novo Nordisk, the International Olympic Committee and the World Economic Forum.
Biography
The arrival of generative AI has forced a question that most leadership development programmes were not built to answer. If machines can now write, summarise, analyse and code, what exactly should an organisation expect from its human workforce? Greg Orme’s work is a direct response to that question.
His book The Human Edge, published by Pearson and named Business Book of the Year 2020, argues that four human capabilities, consciousness, curiosity, creativity and collaboration, become more commercially valuable as routine cognitive work is absorbed by technology. The thesis has travelled. The book has been translated into Chinese, Korean and Vietnamese, and the framework now sits behind his keynote and executive education work.
That work has institutional roots. Orme founded London Business School’s Centre for Creative Business and spent seven years there as a programme director and lecturer, building and running executive education for senior cohorts. He holds an LBS MBA. HR Magazine named him among its Most Influential Thinkers in 2022, a recognition that matters in the people function where his content is most often commissioned.
What separates him from other voices in the AI conversation is the audience he is talking to. He is not selling tooling, and he is not forecasting. He is telling leadership teams what their organisations have to develop in their people, deliberately and at scale, so that an AI strategy produces advantage rather than displacement.
Key speaking topics
- Human capability in the age of AI
- Leadership in the digital economy
- Creativity and innovation as organisational disciplines
- Curiosity and learning culture
- Purpose-driven leadership
- Influence and storytelling for senior leaders
Ideal for
- CHROs and chief people officers redesigning leadership and learning around AI.
- Executive committees setting the human capability agenda alongside a digital or AI strategy.
- Senior leadership offsites where the brief is to reset behaviours, not roll out tools.
- Boards and partner groups in professional services confronting AI’s impact on talent value.
Audience outcomes
- A shared vocabulary, the four superpowers, for what the organisation now needs from its people.
- A clearer view of where AI raises the value of human judgment and where it erodes it.
- Specific behavioural prompts senior leaders can model in their own teams the following week.
- A sharper sense of which leadership development investments still pay back in an AI-enabled organisation.
Talks
A keynote on the four human capabilities that become more valuable, not less, as AI absorbs routine cognitive work.
Key takeaways:
- The four “superpowers” framework from The Human Edge applied to the audience’s own roles.
- Where AI raises the commercial value of curiosity, creativity and judgment.
- Practical behaviours senior leaders can develop in themselves and model for their teams.
A keynote on what leadership looks like when the operating environment is shaped by AI, platforms and accelerating change.
Key takeaways:
- How senior leadership roles shift when more cognitive work is machine-mediated.
- The cultural conditions that let an AI strategy actually land in an organisation.
- The leadership behaviours that distinguish digitally fluent executive teams.
A keynote on how senior leaders use narrative to align organisations through change.
Key takeaways:
- Why story outperforms data when leaders are asking people to commit to change.
- A working structure for executive narratives in transformation contexts.
- How to build influence beyond formal authority in matrix organisations.
A keynote on purpose as an operating instrument, not a values statement.
Key takeaways:
- The link between articulated purpose and discretionary effort.
- How purpose work translates into decisions, not posters.
- Where purpose-led leadership compounds in talent attraction and retention.