Scenarioplanering och strategisk framtidsanalys

Why organisations work with Arnaud Chevallier His “Frame, Explore, Decide” process – the core of Solvable (Pearson, 2022) – gives leadership teams a shared language for problem diagnosis that reduces the organisational cost of premature solution-jumping; this is a named, teachable framework, not a consulting philosophy. His research on the five types of strategic questions – published in Harvard Business Review (May-June 2024) and selected for HBR’s 10 Must Reads 2026 – gives executives a tool they can apply immediately to ambiguous, high-stakes discussions. His PhD in nonlinear stochastic mechanics, combined with strategy consulting at Accenture, produces frameworks that are simultaneously more rigorous in their evidence base and more usable in practice than most management academic alternatives. He has worked on genuinely complex, high-ambiguity problem-solving with the International Committee of the Red Cross, Gavi (the Vaccine Alliance), and Tetra Pak – organisations whose decision environments require structured diagnosis, not generic strategy advice. As director of IMD’s Global Management Foundations program and its Complex Problem Solving program, he brings institutional proof that serious executive audiences return to his frameworks at multiple career stages. Biography highlights Professor of Strategy, IMD Business School; joined in 2018 Author, Strategic Thinking in Complex Problem Solving (Oxford University Press, 2016) Co-author, Solvable: A Simple Solution to Complex Problems (Pearson FT, 2022), with Albrecht Enders Contributor to Harvard Business Review; “The Art of Asking Smarter Questions” (May-June 2024) selected for HBR’s 10 Must Reads 2026 Director, IMD Global Management Foundations program; Director, MSc Sustainable Management and Technology (IMD/EPFL/University of Lausanne); Co-Director, IMD Complex Problem Solving program Former Accenture strategist (Houston and London); former Associate Vice Provost for Academic Affairs, Rice University; former graduate dean, University of Monterrey PhD in mechanical engineering, Rice University; engineering degrees, Université de Versailles Saint-Quentin-en-Yvelines Biography Arnaud Chevallier began teaching strategic thinking to engineers at Rice University – a combination that turned out to be revealing. Technically sophisticated minds, trained in rigorous analysis, still defaulted to the same error: they solved problems they had never properly defined. That observation has driven his work at IMD Business School, where he is now Professor of Strategy. His two books – Strategic Thinking in Complex Problem Solving (Oxford University Press, 2016) and Solvable (Pearson FT, 2022, co-authored with Albrecht Enders) – give executives a cross-disciplinary framework for navigating complexity: Frame, Explore, Decide. Both make the same foundational argument. Most strategic failures are framing failures. Organisations commit to solutions before the actual problem is understood. His research on decision quality extends to the questions executives ask. His article “The Art of Asking Smarter Questions,” published in Harvard Business Review in May-June 2024 and co-authored with Frédéric Dalsace and Jean-Louis Barsoux, identifies five types of strategic inquiry that consistently improve decision outcomes. The piece was selected for HBR’s 10 Must Reads 2026 – an editorial signal that the question of how leaders think has moved to the centre of the management agenda. At IMD, Chevallier directs the Global Management Foundations and Complex Problem Solving programs. His consulting work includes Shell, the United Nations, the International Committee of the Red Cross, and Gavi (the Vaccine Alliance) – organisations whose challenges require structured diagnosis before any solution can be considered. Before entering academia, he worked in Accenture’s Strategy and Business Architecture practice across Houston and London, a background that grounds the frameworks in the reality of high-pressure institutional decisions. Key speaking topics Complex problem-solving frameworks Strategic decision-making under uncertainty Problem framing and diagnosis Cognitive bias and de-biasing in executive decisions Structured questioning for strategic clarity T-shaped thinking and cross-disciplinary problem-solving Evidence-based reasoning in organisations Ideal for Chief Strategy Officers and senior leadership teams navigating high-ambiguity decisions Transformation leads and strategy functions working through complex, multi-stakeholder challenges Engineering and technical leaders transitioning into general management or executive roles Executive MBA cohorts and senior leadership development programmes Audience outcomes A named, deployable framework – Frame, Explore, Decide – for structuring complex, ill-defined problems in real organisational contexts Practical tools for identifying problem misframing before resources and credibility are committed to the wrong solution A working method for recognising and reducing cognitive bias in high-stakes group decisions The five types of strategic question to apply in ambiguous, politically charged, or time-pressured discussions Sharper habits of structured reasoning that can be applied independently after the session

Why organisations work with Arturo Bris He is the custodian of the IMD World Competitiveness Yearbook – benchmarking 69 economies on 341 criteria annually – which means he brings a proprietary, data-based view of global competitive dynamics that no consultant or generalist economist can replicate. The Right Place (Routledge, 2021) makes a specific, evidence-based argument that national competitiveness explains more of corporate performance than internal strategy or leadership quality – a direct challenge to how most boards set their investment and expansion priorities. His research on 3,692 CEOs across 22 countries and three decades found that conventional analyses significantly overestimate the impact of individual leaders on firm performance – giving boards a more rigorous basis for leadership decisions and executive remuneration. His 2025 book SuperEurope provides a contrarian, data-backed case for Europe as a model of institutional resilience – directly actionable for multinationals reassessing their operating geography in light of US political fragmentation and US-China rivalry. As director of IMD’s Boards and Risks executive programme, he brings a structured, board-tested approach to systemic risk – spanning geopolitical exposure, social evolution, and technological disruption – rather than single-issue commentary. Biography highlights Douglas Geertz IMEDE 1988 Professor in Geopolitics and Business, and Professor of Finance, IMD Lausanne Director of the IMD World Competitiveness Center since 2014; annual rankings cover 69 economies on 341 criteria, including digital competitiveness, talent, and smart cities Former Robert B & Candice J. Haas Associate Professor of Corporate Finance, Yale School of Management Author of The Right Place (Routledge, 2021), SuperEurope (2025), Flex or Fail (2019), and Blockchange! (2018), among other books Academic research published in the Journal of Finance, Journal of Financial Economics, and Review of Financial Studies; contributor to the Financial Times, Wall Street Journal, and Handelsblatt Ranked in the top 100 most-read finance academics in the world TEDx speaker; featured at the World Government Summit and the World Knowledge Forum, Seoul PhD in Management, INSEAD; holds a named chair in Geopolitics and Business Biography Most companies explain their performance by pointing inward – to their strategy, their people, their execution. Arturo Bris, Douglas Geertz IMEDE 1988 Professor in Geopolitics and Business at IMD and Director of the IMD World Competitiveness Center, has spent two decades building the empirical case that this view is incomplete. The environment a company operates in – regulatory quality, institutional trust, infrastructure – shapes outcomes in ways that internal decisions cannot fully override. The IMD World Competitiveness Center, which he has led since 2014, is the research institution behind this argument. It produces the most authoritative annual benchmarking of national competitiveness in the world – covering 69 economies across 341 criteria – and under his direction has expanded to include rankings on digital readiness, talent, and smart cities. His book The Right Place (Routledge, 2021) draws on 30 years of country-level data to explain why similar firms succeed in one country and fail in another, irrespective of their strategic choices. His most recent book, SuperEurope (2025), extends this argument into live geopolitical territory – making a data-driven case that Europe’s institutional model is more resilient than its detractors claim, and more relevant to corporate location strategy than most boards currently recognise. His published research in the Journal of Finance and Journal of Financial Economics spans financial regulation, short-selling markets, corporate governance, and the macroeconomic effects of the Euro. Before joining IMD, he was Associate Professor at the Yale School of Management, where he received the Best Teacher Award twice. He holds a PhD from INSEAD and advises boards and governments across Asia, the Middle East, Europe, and Latin America through the Center’s network and IMD’s Boards and Risks executive programme. Key speaking topics National competitiveness and its effects on corporate performance Geopolitics, economic fragmentation, and global trade Financial regulation and corporate governance The future of globalisation and protectionism Digital competitiveness and smart city development Scenario planning and strategic foresight for boards Labour markets, income inequality, and social mobility Ideal for Boards and C-suite executives making geographic expansion, market entry, or investment allocation decisions Government ministers, policy teams, and national development bodies managing economic competitiveness CFOs and strategy directors navigating geopolitical risk and regulatory change across multiple operating environments Investment committees and sovereign wealth funds benchmarking market and country conditions Audience outcomes A data-based framework for assessing how national competitiveness affects corporate strategy, location decisions, and investment risk A more calibrated view of how much macro-environment – versus internal leadership and strategy – drives firm performance, with implications for board priorities Practical insight into the current state of global economic fragmentation and how to model its effects on market access and supply chain resilience A structured approach to board-level systemic risk, integrating geopolitical, technological, and regulatory dimensions A clearer picture of where competitive advantage is shifting globally, grounded in the IMD World Competitiveness Yearbook data

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

Why organisations work with Beau Lotto His central argument is scientific, not motivational: the brain did not evolve to see the world accurately, it evolved to survive, which means every leader’s judgment is shaped by assumptions they cannot see. That insight reframes the innovation problem from a strategic failure to a perceptual one. Lab of Misfits designs Experiential Experiments: structured immersive experiences that demonstrably shift how audiences perceive in real time, not merely inform them about perception. An audience leaves having experienced a change in how they see, not having heard a case for why change is necessary. His awe research, conducted with Cirque du Soleil and published in peer-reviewed form, is a named organisational experiment demonstrating that specific emotional states measurably alter perception and behaviour, giving executives evidence-based ground for culture and creativity investment. The Blackawton Bees project, which produced the first peer-reviewed scientific paper authored by primary school children, published in the Royal Society’s Biology Letters, is proof that his participative science method changes how non-experts engage with uncertainty and discovery. Over 70 peer-reviewed articles give hard scientific grounding to conclusions that most innovation and leadership speakers make from anecdote or case study alone. Biography highlights PhD in Cellular and Molecular Developmental Neuroscience, University of Edinburgh Medical School; BSc in anatomy and physiology, UC Berkeley; postdoctoral fellow at Duke University Lecturer then Reader at University College London; currently Visiting Scholar at New York University Founder of Lab of Misfits (2001), described across multiple independent sources as the world’s first neuro-design studio; clients include Cirque du Soleil, Microsoft, and L’Oréal Author of Deviate: The Science of Seeing Differently (Hachette Books, 2017); co-author of Why We See What We Do with Duke neuroscientist Dale Purves Three mainstage TED talks; combined online viewership of over 1.6 million Led the Blackawton Bees project, which produced the first peer-reviewed scientific paper authored by primary school children (Royal Society’s Biology Letters, 2010) Featured in BBC Horizon; Lab of Misfits held a two-year public residency at London’s Science Museum (2010–2012) Biography When the brain processes information, it does not reflect the world. It predicts it. That is the central finding of Beau Lotto’s 25 years of research into human perception, and it has a direct organisational consequence: the assumptions leaders cannot see are the ones most reliably shaping their decisions. Lotto earned his PhD in Cellular and Molecular Developmental Neuroscience at the University of Edinburgh, completed postdoctoral work at Duke University under neuroscientist Dale Purves, and went on to become a Reader at University College London. His research, spanning more than 70 peer-reviewed articles, examines how the brain constructs reality at the cellular, computational, and perceptual levels, with the aim of understanding how biologically-inspired systems adapt to uncertainty. That research became the basis for Deviate: The Science of Seeing Differently (Hachette Books, 2017), which argues that the next significant innovation, in business as in science, is not a new technology but a new way of seeing. To put the thesis into practice, Lotto founded Lab of Misfits, the world’s first neuro-design studio, which has designed Experiential Experiments for organisations including Cirque du Soleil, Microsoft, and L’Oréal, and conducted peer-reviewed awe research with Cirque du Soleil that demonstrated measurable psychological and behavioural effects from specific experiential conditions. His three mainstage TED talks and a two-year residency at London’s Science Museum, where his Lottolab studio ran live public experiments in perception, establish a rare combination: a working scientist who has spent decades translating rigorous neuroscience into experiences that change how both individual leaders and large audiences actually perceive. For organisations serious about adaptation, that distinction matters. Key speaking topics Neuroscience of perception and decision-making Leading and adapting under uncertainty Perceptual constraints on innovation The science of awe and its organisational applications Assumptions, context, and behavioural change Experiential science and participative learning Creativity and the ecology of innovation Ideal for C-suite and senior leadership teams navigating significant strategic or cultural change Transformation and innovation leads looking for evidence-based frameworks rather than motivational framing CHROs and learning and development leaders building cultures of curiosity and adaptability Boards and strategy forums grappling with decision-making quality under conditions of complexity Audience outcomes A neuroscientific understanding of why assumptions – not a lack of information – are the primary constraint on leadership judgement and organisational change Direct, first-person experience of how perception can be altered, not just an explanation of why it matters A reframed understanding of uncertainty: why it is a precondition for discovery and adaptation, not simply a risk to be managed Concrete vocabulary for discussing perceptual bias and assumption in team and leadership contexts Awareness of how experiential design and structured questioning can expand the range of what an organisation is able to see

Why organisations work with Ben Hammersley His practice of Cognitive Risk gives organisations a named framework for understanding how confusion, overload, and misinformation degrade leadership decisions, a problem most risk frameworks don’t address at all. He has advised at the intersection of technology and national security, Brookings Institution’s security and intelligence centre, the UK Foreign Office, the European Commission, giving him credibility with both commercial and governmental boards that few foresight voices can match. He coined the word “podcast” in 2004, not as a boast, but as evidence of a track record: he identified a structural shift in media before it had a name, and that discipline, spotting the real signal in a noisy environment, is the practical substance of what he sells to organisations. His BBC World News series on cybercrime, and his conflict reporting from Afghanistan and Beirut, give him a concrete understanding of how digital systems are weaponised, not a theoretical one. Boards dealing with cyber and geopolitical risk hear something different from a speaker who has actually operated in those environments. His 64 Things You Need to Know Now for Then makes an argument that is harder than it sounds: that most of what organisations are told about the future is wrong, and that the skill leaders actually need is better epistemic hygiene, not more prediction. Biography highlights Founder and Principal, Hammersley Futures, international strategic foresight consultancy advising corporations and government agencies Former UK Prime Minister’s Ambassador to East London Tech City (2011-13) Non-Resident Fellow, Center for 21st Century Security and Intelligence, Brookings Institution; Fellow, Robert Schuman School, European University Institute, Florence; Member, European Commission High Level Expert Group on Media Freedom Associate Editor and Editor-at-Large, WIRED UK (at launch) Presenter, Cybercrimes with Ben Hammersley, six-part BBC World News series, distributed internationally on Netflix and Amazon Prime War correspondent for The Times and The Guardian, reporting from Afghanistan, Beirut, Mindanao, and Tokyo Widely credited with coining the term “podcast” (2004, The Guardian), named New Oxford American Dictionary Word of the Year 2005 Fellow of the Royal Society of Arts (FRSA) and Fellow of the Royal Geographical Society (FRGS) Author, 64 Things You Need to Know Now for Then (2012) and Now for Then (2013) Biography When the UK government needed someone to represent its technology ambitions to the world, it appointed Ben Hammersley as Prime Minister’s Ambassador to Tech City. When the Brookings Institution wanted a practitioner-fellow in its Center for 21st Century Security and Intelligence, it brought in the same person. That combination – tech credibility and security credibility, held simultaneously – is the foundation of his work. Hammersley spent years as a conflict journalist for The Times and The Guardian, reporting from Afghanistan, Beirut, and beyond. What he noticed in those environments, how non-state actors adopted innovation faster than the institutions opposing them, became the intellectual core of his foresight practice. The question he returned with wasn’t what technology can do. It was: who adopts it first, and why does that matter? That question runs through his BBC World News series on cybercrime, his advisory work with the European Commission and UK Foreign Office, and his named practice areas: Adaptive Futurism and Cognitive Risk. The latter is his most pointed argument – that the principal threat to organisational decision-making is not lack of information, but the inability to think clearly under conditions of noise, complexity, and deliberate manipulation. His book 64 Things You Need to Know Now for Then makes a pointed case: most organisational thinking about the future is based on misread signals and borrowed frameworks, and the antidote is a discipline, not a prediction. That argument is what Hammersley Futures exists to deliver, to boards, executive teams, and government agencies across Europe and North America. Key speaking topics Strategic foresight and scenario planning Cognitive Risk and organisational decision-making under uncertainty Cybercrime and national security in the digital era Technology and geopolitical risk The future of work and institutional adaptation Digital misinformation and information warfare Innovation as discipline: separating signal from noise Ideal for Boards and C-suites navigating technology-driven geopolitical or security risk CISOs, risk officers, and national security-adjacent leadership teams Strategy and foresight functions inside large corporations or government bodies Senior leadership conferences where the audience needs to reconcile technology optimism with institutional caution Audience outcomes A named framework – Cognitive Risk – for understanding how confusion and misinformation degrade strategic decisions, and practical methods for defending against it Clearer ability to distinguish technologies and trends that carry real strategic weight from those that are simply loud A more structured approach to scenario planning that goes beyond trend extrapolation Grounded understanding of how digital systems are used as instruments of geopolitical and commercial conflict Stronger shared language across leadership teams for discussing long-term uncertainty without defaulting to hype or paralysis

Why organisations work with Bernie Collins She ran race strategy at Aston Martin F1, a role that required committing several hundred engineers to a single decision in under thirty seconds, with the result televised live. Very few speakers have carried that kind of accountability. Her book with Maurice Hamilton, How to Win a Grand Prix, translates the mechanics of F1 decision making into a framework leaders can apply to their own operating rhythm. She brings a working broadcaster’s clarity. As Sky Sports F1’s strategy analyst, she explains complex trade-offs to a lay audience every race weekend, which transfers directly to boardroom and all-hands contexts. Her perspective on diversity in engineering is grounded in her own path through a male-dominated paddock, not in consultancy talking points. She is Irish, plain-spoken, and unafraid to be specific about what went wrong on a given decision. That honesty is rare in sports-adjacent keynotes. Biography highlights Former Head of Race Strategy, Aston Martin F1, 2020 to 2022. Performance and strategy engineer at Force India, Racing Point, and Aston Martin from 2015, working with Sergio Perez and Nico Hulkenberg. Began her F1 career at McLaren in 2009 as a graduate trainee, becoming performance engineer to Jenson Button. Formula 1 strategy analyst for Sky Sports F1 and F1TV. Author of How to Win a Grand Prix: From Pit Lane to Podium with Maurice Hamilton, Quercus, 2024. Forbes 30 Under 30 Europe, Manufacturing and Industry, 2016. Honorary degree from Queen’s University Belfast, 2023. Biography An F1 race strategist has around thirty seconds to recommend a tyre change that commits the team for the rest of the Grand Prix. Bernie Collins spent more than a decade in that seat, ending as Head of Race Strategy at Aston Martin F1, where she called the race at Sergio Perez’s maiden victory at the 2020 Sakhir Grand Prix. Her route there ran through McLaren, where she arrived as a graduate from Queen’s University Belfast in 2009 and eventually worked trackside with Jenson Button, and then Force India, where she moved into strategy alongside Nico Hulkenberg and Perez. The team rebranded twice while she stayed in the same chair, which gave her an unusual view of how a technical organisation holds its culture together through ownership changes. What makes Collins useful to senior audiences is the structure of the F1 strategy job itself. A pit-wall call blends incomplete telemetry, weather models, competitor behaviour, and driver feedback into a single recommendation, made under time pressure, with the outcome visible on live television within minutes. In How to Win a Grand Prix, her 2024 book with journalist Maurice Hamilton, she sets out how that decision is actually made, and what organisations elsewhere tend to get wrong about it. She now works as Sky Sports F1’s strategy analyst, explaining those decisions in real time to a mass audience. The broadcaster’s discipline, saying what matters in plain language without hedging, carries into her speaking. Queen’s University Belfast awarded her an honorary degree in 2023. Key speaking topics Decision making under time pressure High-performance team culture Strategy in complex, data-rich environments Leadership in distributed technical organisations Women in engineering and motorsport Risk and safety in regulated, high-stakes settings Ideal for Executive leadership teams in fast-moving competitive markets Engineering, technology, and operations organisations Strategy, risk, and transformation functions Conferences on performance, decision making, and team culture Audience outcomes A clearer model of how high-performing teams decide when evidence is incomplete A frank look at what accountability actually feels like when your call is public Specific examples of how F1 teams align hundreds of people on a single decision in seconds A useful perspective on women in technical roles from someone who sat at the top of one

Why organisations work with Bill Emmott His 13 years editing The Economist – during which global circulation roughly doubled – produced a practitioner’s discipline in making geopolitical complexity legible to business audiences without simplifying it away. His 2024 IISS Adelphi book on Taiwan develops a specific deterrence framework for US-China conflict risk, giving boards a tested analytical vocabulary for the most consequential near-term geopolitical scenario they face. His argument in The Fate of the West (2017) – that the democratic world’s greatest threat is institutional self-erosion, not external aggression – anticipated a political dynamic that organisations are now managing in real time. Three decades of specialist focus on Japan, Asia, Italy, and European political economy means he does not speak generically about geopolitics; he speaks about specific countries, specific pressures, and specific trajectories. As Senior Adviser, Geopolitics at Montrose Associates, he works at the intersection of intelligence and executive decision-making – his analysis is applied, not academic. Biography highlights Editor-in-Chief, The Economist, 1993–2006; under his editorship global circulation approximately doubled to over one million Chairman of the Trustees, International Institute for Strategic Studies (IISS), 2010–2025 Author of 15 books on Japan, Asia, Italy, and the 20th century; latest published by IISS/Routledge (2024) Gerald Loeb Lifetime Achievement Award for excellence in business journalism, 2009 (UCLA Anderson School) Order of the Rising Sun, Gold Rays with Neck Ribbon, awarded by the Japanese government, 2016 Regular columnist: La Stampa, Nikkei Business, Mainichi Shimbun, Project Syndicate; contributor to the Financial Times First-class honours, Philosophy, Politics and Economics, Magdalen College, Oxford; Honorary Fellow, Magdalen College Ushioda Fellow, Tokyo College, University of Tokyo; visiting fellow at All Souls College and Blavatnik School of Government, Oxford Biography Geopolitics became a boardroom word long before most boards knew how to use it. Bill Emmott spent 13 years at the helm of The Economist – the period in which it doubled its global circulation – developing the discipline of making the world’s structural shifts legible to decision-makers under deadline. That combination of editorial rigour and strategic directness is what he now brings to executive and board audiences. His most recent book, Deterrence, Diplomacy and the Risk of Conflict over Taiwan (IISS/Routledge, 2024), builds a specific analytical framework for the US-China scenario that organisations cite most often as an unquantified risk. His earlier work, The Fate of the West (2017), argued that liberal democracies are more threatened by institutional decay from within than by external pressure – a thesis that has moved from provocative to plainly descriptive in the years since. Emmott’s specialist geography sets him apart from generalist geopolitics commentators. Three decades of work on Japan, Asia, and European political economy – including a Japanese government honour for contributions to UK-Japan relations – gives him granular fluency in precisely the regions where organisations most need specific, rather than broad-brush, risk analysis. Outside writing and speaking, he served as Chairman of IISS Trustees for 15 years, advised Swiss Re’s senior panel for 13 years, and currently acts as Senior Adviser, Geopolitics at Montrose Associates. The accumulated perspective is that of someone who has analysed geopolitical risk not only for public audiences, but for the institutions charged with managing it. Key speaking topics Great-power competition and the US-China relationship Indo-Pacific security and the Taiwan risk scenario The fragility of the liberal international order Geopolitical risk and corporate strategy Japan, Asia, and the shifting balance of economic power European political economy and the future of the EU Business decision-making under geopolitical uncertainty Ideal for Boards and C-suites assessing geopolitical exposure in investment, supply chain, or market strategy decisions Chief Strategy Officers and Chief Risk Officers navigating great-power competition Financial services and insurance sector leadership (experience advising Swiss Re; expertise in macro and political risk) Government affairs, policy, and public affairs leadership teams requiring analysis of Western institutional trends Audience outcomes A clearer analytical framework for distinguishing genuine geopolitical risk from background noise, applicable to specific business decisions A grounded understanding of the US-China-Taiwan scenario and the deterrence logic that shapes it – beyond media headlines A historically informed perspective on why Western institutional resilience matters to business, and where it is most under pressure Specific insight into Japan and Asia’s economic and political trajectories, relevant to market-entry, partnership, and investment decisions The vocabulary to communicate geopolitical risk credibly inside an organisation – to boards, investors, and regulators

Why organisations work with Bob Woodward First-hand reporting across ten U.S. presidents, from Nixon to the present, grounded in on-the-record transcripts with sitting presidents, cabinet officials, intelligence chiefs and military commanders. Author of more than twenty bestselling books on American power, including Fear, Rage, Peril and War, each built on contemporaneous interviews and primary documents rather than secondary commentary. A non-partisan frame for reading U.S. political risk: what the decision was, who made it, what information they had, and what it means for everyone downstream. The journalist who, with Carl Bernstein, broke the Watergate story for The Washington Post, earning the 1973 Pulitzer Prize for Public Service and a second Pulitzer in 2002 for national reporting on September 11. A reading of the U.S. presidency as an institution under stress, valuable to any organisation whose strategy depends on the stability and direction of American policy. Biography highlights Associate Editor of The Washington Post since 1971. Two-time Pulitzer Prize winner: 1973 Public Service (Watergate, with Carl Bernstein) and 2002 National Reporting (September 11 coverage). Author of All the President’s Men, The Final Days, Veil, Bush at War, Plan of Attack, Obama’s Wars, Fear, Rage, Peril and War. Fear: Trump in the White House holds Simon and Schuster’s first-week sales record at approximately 1.1 million copies. Recipient of the Heywood Broun Award, George Polk Award, Worth Bingham Prize, William Allen White Medal and the Gerald R. Ford Prize for Reporting on the Presidency. Yale University graduate and former U.S. Navy communications officer before joining journalism. Biography The Watergate break-in was dismissed as a third-rate burglary before Bob Woodward and Carl Bernstein traced it, through months of reporting in The Washington Post, to the re-election committee of a sitting American president. That reporting won the 1973 Pulitzer Prize for Public Service and forced a presidential resignation. Five decades on, Woodward is still doing the same work on the same beat. Since 1971 he has been a reporter and then Associate Editor at The Washington Post. His books, published by Simon and Schuster, have covered the Reagan-era CIA in Veil, the Clinton White House in The Agenda, the post-September 11 Bush administration in Bush at War and Plan of Attack, the Obama war cabinet in Obama’s Wars, and the Trump presidencies in Fear, Rage and Peril. War, published in 2024 with Robert Costa’s earlier collaboration extended, reports the decisions behind U.S. policy on Ukraine and the Middle East. The method is consistent and unusual in American journalism. Long on-the-record and background interviews with named principals, documented by notes, memos and contemporaneous records, assembled into a narrative of what was said in which room on which date. Fear sold approximately 1.1 million copies in its opening week, the largest first-week total in Simon and Schuster’s history at the time of publication. For boards and executive committees, the value of that method is specific. It replaces cable-news framing with a documentary account of how the American presidency has been making foreign policy, economic policy and national security decisions across a generation. A second Pulitzer, for national reporting on September 11, confirmed that the Watergate work was a method, not a moment. Key speaking topics American presidential decision-making U.S. foreign policy and national security The Washington policy process Political risk and the U.S. institutional landscape Investigative journalism and source-based reporting Watergate and the evolution of the presidency The state of American democracy Ideal for Boards and executive committees exposed to U.S. political and regulatory direction CEOs, CFOs and CSOs with strategic dependencies on American policy Public affairs, government relations and corporate communications leaders Financial services, defence, energy and technology firms reading Washington risk Audience outcomes A first-hand account of how recent U.S. presidents have actually made consequential decisions A non-partisan framework for reading Washington as a system rather than a news cycle Concrete examples of how intelligence, military and White House staff shape presidential choices Historical perspective on the U.S. presidency as an institution across five decades Questions to ask about the reliability and sourcing of political information

Why organisations work with Brahma Chellaney He named the concept boards and ministries now use to discuss Chinese lending. Debt-trap diplomacy entered the policy lexicon through his January 2017 Project Syndicate column and is now cited by three successive US administrations. He wrote the canonical book on Asian water security. Water: Asia’s New Battleground won the Asia Society’s Bernard Schwartz Award in 2012, ahead of nearly 90 other titles. For organisations with manufacturing, agricultural or infrastructure exposure across South and Southeast Asia, he treats water as a hard strategic variable, not a sustainability slide. He helped draft India’s nuclear doctrine in 1999 as convener of the National Security Advisory Board’s External Security Group. When directors ask what New Delhi is actually thinking on Pakistan, China or the Quad, they are getting analysis from someone who has sat in the room. His distribution is institutional. Project Syndicate, Nikkei Asia, The Japan Times, The Hill, with op-eds in the Financial Times, Wall Street Journal, Le Monde and the South China Morning Post. The same readers who set strategy on Asia are reading him in primary sources. Biography highlights Professor of Strategic Studies, Centre for Policy Research, New Delhi. Richard von Weizsacker Fellow, Robert Bosch Academy, Berlin; affiliate, International Centre for the Study of Radicalization, King’s College London. Former adviser to India’s National Security Council and convener of the External Security Group of the National Security Advisory Board. Author of nine books on strategic affairs, including Water: Asia’s New Battleground (Georgetown University Press), Asian Juggernaut (HarperCollins) and Water, Peace, and War (Rowman and Littlefield). Winner of the 2012 Asia Society Bernard Schwartz Book Award. Columnist for Project Syndicate, The Hill, Nikkei Asia and The Japan Times; visiting appointments at Harvard, Brookings, the Nobel Institute in Oslo, Johns Hopkins SAIS and the Australian National University. Biography Debt-trap diplomacy entered the language of Western policy in a single Project Syndicate column in January 2017. The author was Brahma Chellaney, writing on China’s Belt and Road lending. Within five years the phrase was being used by three successive US administrations, congressional committees and finance ministries across Asia and Africa. That trajectory is the clue to what he offers. Chellaney works on the structural fault lines of Asia, Chinese statecraft, India’s strategic posture, and the contest over rivers that sustain nearly half the world’s population, and gives them names that policymakers can act on. The work is grounded in primary sources and in years inside India’s own strategic apparatus, where he served as adviser to the National Security Council and convened the External Security Group of the National Security Advisory Board that drafted India’s nuclear doctrine in 1999. His books have set the terms of two distinct debates. Asian Juggernaut, published in the United States by HarperCollins in 2010, became a reference point for how China, India and Japan compete economically and militarily. Water: Asia’s New Battleground, published by Georgetown University Press, won the Asia Society’s Bernard Schwartz Book Award in 2012, beating nearly 90 other titles, and remains the canonical treatment of transboundary water risk in Asia. A follow-up, Water, Peace, and War, broadened the analysis to the global water crisis. His current platform is institutional and global. He holds the Richard von Weizsacker Fellowship at Berlin’s Robert Bosch Academy, is affiliated with King’s College London’s International Centre for the Study of Radicalization, and has held visiting appointments at Harvard, Brookings, the Nobel Institute in Oslo, Johns Hopkins SAIS and the Australian National University. His columns run in Project Syndicate, Nikkei Asia, The Japan Times and The Hill, with op-eds in the Financial Times, Wall Street Journal, Le Monde and the South China Morning Post. For boards wrestling with China exposure, water-stressed supply chains, or the strategic logic of the Indo-Pacific, he is one of the very few analysts whose framing tends to be cited back to them by their own regulators. Key speaking topics China’s strategic statecraft and debt diplomacy The Indo-Pacific power balance and the rise of Asia India’s foreign and security policy Transboundary water risk and resource geopolitics Asian supply chain and infrastructure exposure Nuclear and security dynamics in South Asia Great-power competition and the fracturing global order Ideal for Boards and executive committees with material exposure to China, India or the wider Indo-Pacific CEOs, CSOs and government affairs leads reassessing political risk and country exposure Infrastructure, utilities, agriculture and manufacturing leaders facing water-related operational risk in Asia Investor and policy forums focused on geopolitical risk and capital allocation Audience outcomes A working vocabulary for Chinese economic statecraft, including the original mechanics of debt-trap diplomacy A sharper read on how Beijing, New Delhi and Tokyo each calculate strategic risk, and where their interests collide A defensible view of where transboundary water disputes are likely to disrupt supply chains, agriculture and infrastructure A clearer sense of what India’s foreign and security policy is, beyond Western reporting of it Frames for board-level conversations on Asia exposure that hold up under scrutiny from policy and regulatory readers

Why organisations work with Brett King He built one of the first mobile-only banks. Bank 4.0 is grounded in operating experience at Moven, not theory borrowed from outside the industry. He has briefed governments and regulators, including advising the Obama administration on fintech policy, and continues to advise central banks and regulators on technology transformation. Two of his books, Augmented and Bank 4.0, became sustained international bestsellers, with Bank 4.0 recognised as Top Book by a Foreign Author in Russia in 2019 under a PwC-audited process. Breaking Banks and The Futurists give him a continuous, current read on what fintech operators, regulators and technologists are actually doing, week by week, in more than 180 countries. His thesis stretches beyond banking. The Rise of Technosocialism, co-authored with Richard Petty, sets out four scenarios for an economy reshaped by AI, automation, inequality and climate, which makes him a useful voice for boards thinking beyond their own sector. Biography highlights Founder of Moven, an early mobile-only banking startup launched in New York in 2011. Author of Bank 4.0, Augmented: Life in the Smart Lane, Bank 2.0, Bank 3.0, Breaking Banks and The Rise of Technosocialism (with Dr. Richard Petty). Inducted into the Fintech Hall of Fame by CB Insights in 2020. Host of Breaking Banks on VoiceAmerica and co-host of The Futurists podcast. Advised the Obama administration on fintech policy; advises bank boards and regulators internationally. Keynote stages include TED, Web Summit, The Economist events, SIBOS, Singularity University, IBM World of Watson and CES. Biography Most large banks were designed around branches, products and quarterly earnings. The industry now competes with software companies, payments networks, embedded-finance providers and increasingly with AI agents that sit between customers and money. The question for boards is no longer whether to digitise. It is what kind of institution they want on the other side of the next decade. Brett King has been close to that question for fifteen years. He founded Moven in New York in 2011, one of the first mobile-only banks, and used the experience as the basis for Bank 4.0: Banking Everywhere, Never at a Bank, which mapped how value, distribution and trust move when the branch is no longer the unit of banking. The book was named Top Book by a Foreign Author in Russia in 2019, under a PwC-audited award process, and remains widely cited inside the industry. His range stretches further than banking. Augmented: Life in the Smart Lane tracked how AI, sensors, biotechnology and smart infrastructure compound into a different operating environment for business and society. The Rise of Technosocialism, co-written with Richard Petty, takes the argument forward, setting out four scenarios for a world in which automation, inequality and climate force political economies to rewire. That body of work is why central banks, regulators and global financial institutions invite him into rooms where the question is structural, not tactical. Two podcasts keep his perspective current. Breaking Banks, which he hosts on VoiceAmerica, has become a reference point for fintech operators worldwide. The Futurists, which he co-hosts, gives him a regular working dialogue with technologists and researchers across AI, space, biotech and energy. His induction into the Fintech Hall of Fame in 2020 reflects the operating record, not the podcast catalogue. Key speaking topics The future of banking and financial services Embedded finance and the platform economics of money Artificial intelligence and the automated economy Fintech, regulation and the role of central banks AI, inequality and climate as forces reshaping political economy Long-range technology foresight for boards and regulators Ideal for Bank, insurer and asset-manager boards and executive committees setting digital and AI strategy Central bankers, financial regulators and policy bodies working on payments, digital assets and AI governance Large enterprises whose business model is exposed to fintech, embedded payments or AI-driven disintermediation Conferences and summits in financial services, technology and futures-of-industry programmes Audience outcomes A sharper read on where banking, payments and customer trust are moving over the next decade. A grounded view, from an operator, of what works and what fails when incumbents try to digitise. Named scenarios for how AI, automation and climate may reshape labour markets, capital and policy. A practical agenda for board-level discussions on AI deployment, fintech partnerships and regulatory exposure.

Why organisations work with Brian Cox His work on the ATLAS experiment at CERN places him inside the research that underlies quantum computing, particle detection, and the most advanced engineering challenges of our time – not adjacent to it. The Quantum Universe, Why Does E=mc2?, and Universal have collectively sold over a million copies: evidence that he can make abstract, rigorous science genuinely comprehensible to non-specialist audiences at scale. His Horizons tour set two Guinness World Records for science communication, reaching over 400,000 people across three continents – a proof of audience engagement no management consultant or futurist can match. As UN Champion for Space (appointed October 2025), he connects scientific frontier thinking directly to global governance, sustainability, and long-term civilisational risk – giving boards a frame that goes well beyond conventional technology briefings. He has presented at the World Economic Forum in Davos and in China, and headlined Infosecurity Europe 2025, demonstrating that his material holds up to scrutiny from the most demanding professional audiences. Biography highlights Professor of Particle Physics, School of Physics and Astronomy, University of Manchester; Royal Society Professor for Public Engagement in Science Member, ATLAS collaboration, CERN Large Hadron Collider; formerly co-spokesperson, FP420 R&D project at CERN (2004–2009) Fellow of the Royal Society (FRS); CBE for services to the promotion of science Royal Society Michael Faraday Prize (2012); Institute of Physics Kelvin Medal and Prize (2010); Royal Television Society Best Presenter (2011) Author of six popular science books with collective sales exceeding one million copies, including The Quantum Universe and Why Does E=mc2? Guinness World Records holder for live science touring; Horizons: A 21st Century Space Odyssey reached over 400,000 people across three continents Appointed UN Champion for Space by UNOOSA, October 2025 Presenter of multiple Peabody and BAFTA-recognised BBC series including Wonders of the Solar System, Wonders of the Universe, and The Planets Biography Brian Cox holds a chair in particle physics at the University of Manchester and works on the ATLAS experiment at CERN – the collaboration responsible for some of the most significant experimental results in the history of physics. That grounding in active research is what separates him from science communicators who translate the work of others. He is doing the work himself. His books – Why Does E=mc2?, The Quantum Universe, Universal: A Guide to the Cosmos – have collectively sold over a million copies. Each one takes a genuine problem in physics, works through it without condescension, and arrives at implications that reward careful attention. The Royal Society awarded him the Michael Faraday Prize for exactly this quality: rigorous science made genuinely accessible. Live, Cox operates at a scale no other scientist in the world matches. His Horizons tour set two Guinness World Records, reaching over 400,000 people across the UK, North America, Australia, and Europe. These are not public lectures; they are full arena productions using state-of-the-art visual technology, exploring quantum theory, black holes, the origin of life, and the nature of time. In October 2025, the United Nations Office for Outer Space Affairs designated him UN Champion for Space – recognising his ability to connect frontier physics to the practical challenges of global governance and sustainability. For boards and senior leadership teams, Cox offers something specific: a working physicist’s account of where the science actually is, what it makes possible, and what it rules out. At the World Economic Forum, at Infosecurity Europe, at TED – the audiences are demanding, and the material holds. The value is not inspiration in the abstract; it is the kind of rigorous, first-principles framing that improves the quality of strategic decisions. Key speaking topics Particle physics and the Large Hadron Collider Quantum mechanics and its practical implications Space technology and global infrastructure The origin and structure of the universe Scientific reasoning and evidence-based decision-making The future of space exploration and governance Science communication and public understanding of technology Ideal for Boards and C-suite teams seeking first-principles scientific context for technology strategy CTOs, CIOs, and transformation leads navigating quantum computing and advanced physics-derived technologies Global leadership summits and flagship corporate conferences requiring authoritative, high-profile keynote presence Organisations in aerospace, defence, energy, financial services, or cybersecurity where physical science is directly relevant to competitive strategy Audience outcomes A clearer mental model of what quantum mechanics, particle physics, and space science actually mean for the technologies being built now Confidence in reasoning about scientific uncertainty and frontier research – rather than deferring entirely to technical specialists A broader frame for long-term strategic thinking, grounded in the timescales and constraints of physical reality rather than market cycles Greater appreciation of evidence-based reasoning as a decision-making discipline, not just a scientific one Understanding of how space-based infrastructure and emerging physics-derived technologies intersect with sustainability, governance, and geopolitical risk

Why organisations work with Bronisław Komorowski He sat in the two chairs that defined Poland’s security posture: Minister of National Defence during NATO integration and President during the Russian annexation of Crimea. Very few speakers have carried both briefs. He reads Warsaw, Kyiv, Vilnius, and Berlin as a participant, not an analyst. That matters when European political risk is being priced around a boardroom table. As founder of the Bronisław Komorowski Institute and member of the InterAction Council, he remains inside the network of former heads of state shaping conversations on European security and the global order. He brings the authority of a head of state who led Poland through the post-2010 period, with the historian’s grounding of a University of Warsaw history graduate and former Solidarity-era dissident. Biography highlights President of the Republic of Poland, 2010 to 2015. Minister of National Defence of Poland, 2000 to 2001, and Deputy Minister of National Defence, 1990 to 1993. Marshal (Speaker) of the Sejm from 2007, and member of the Sejm from 1991 to 2010. Pre-1989 opposition activist with the Workers’ Defense Committee (KOR) and the Movement for Defense of Human and Civil Rights (ROPCiO), interned during martial law. Member of the InterAction Council of former heads of state and government. Honorary doctorates from Mykolas Romeris University (2008) and Vytautas Magnus University (2015). Biography Poland sits on the seam between the European Union and a Russia that has redrawn borders by force. Bronisław Komorowski has served in nearly every senior role that seam produces. He was Deputy Minister of National Defence in the first post-communist governments, ran the defence ministry under Jerzy Buzek during the final stages of NATO integration, led the Sejm as its Marshal from 2007, and served as President of the Republic from 2010 to 2015. The arc matters because the questions he dealt with are the questions European boards are now asking again. How does a country on NATO’s eastern flank hold deterrence credible without triggering escalation. How do democratic institutions stay intact under sustained pressure. How does a government in Warsaw keep Washington, Berlin, and Kyiv aligned at the same time. He was making those calls during the 2014 Crimea period and the early months of Russia’s intervention in eastern Ukraine. His authority also comes from the other end of his career. He was arrested in 1971 while working with the Workers’ Defense Committee, co-operated on the underground monthly Głos through the late 1970s, and was interned under martial law. The constitutional leader of 2010 to 2015 is the same person who helped build the civic opposition that produced 1989. That grounding shapes how he talks about resilience, institutions, and the fragility of democratic settlements. Since leaving office he has continued that work through the Bronisław Komorowski Institute, founded on the day his presidential term ended, and through his seat on the InterAction Council alongside other former heads of state. He is a University of Warsaw historian by training, and it shows in how he connects the current moment to the longer European story. Key speaking topics Central and Eastern European political risk NATO’s eastern flank and European security Poland-Ukraine relations and the war in Ukraine Transatlantic relations and the future of the EU Democratic transition and the defence of institutions National defence policy and civil-military relations Leadership under constitutional crisis Ideal for Boards and executive committees with operations, supply chains, or capital exposure in Central and Eastern Europe Defence, security, and foreign-policy forums convening government, military, and industry leaders CEO and chair-level summits addressing European political risk and the transatlantic alliance Investor and asset-manager gatherings pricing geopolitical risk into European portfolios Audience outcomes A sharper read of how Warsaw, Kyiv, and the Baltic capitals actually view the security and economic picture Direct insight into the decisions a head of state weighs during a regional crisis A grounded view of how democratic institutions hold, or fail to hold, under sustained political pressure A framework for interpreting European political risk that is anchored in thirty years of Polish statecraft