Behavioural Economics speakers

Why organisations work with Tanya Menon A research voice on inclusion that starts with network structure, hiring data, and decision bias rather than identity language, useful for leadership teams that need substance under a contested topic. Tenured academic credibility: Stanford PhD, Fisher College professorship, Associate Editor at Management Science, a decade teaching Power and Influence at Chicago Booth. Co-author of Stop Spending, Start Managing (Harvard Business Review Press), which names five specific organisational traps including expertise lock-in and conflict avoidance, applied directly to senior team behaviour. A TED Talk with 1.8 million-plus views that translates weak-tie network research into a behaviour senior leaders and their teams can immediately recognise in themselves. Equally fluent on team performance, persuasion, and hiring, which makes her a credible single speaker across an HR or culture programme rather than one topic in a series. Biography highlights Professor of Management and Human Resources, Fisher College of Business, Ohio State University. PhD, Stanford Graduate School of Business; BA, Harvard University. Associate Editor, Management Science. Co-author, Stop Spending, Start Managing: Strategies to Transform Wasteful Habits, Harvard Business Review Press. TED Talk listed among TED.com’s most popular of 2018, with over 1.8 million views. Faculty for over a decade at the University of Chicago Booth School of Business, teaching Power and Influence. Research cited in The Wall Street Journal, NPR, The Guardian, The Times of London, Chicago Tribune, and Boston Globe. Biography Most senior teams know who they talk to every day. Far fewer can name who they have stopped talking to, and what that has cost the organisation. Tanya Menon’s research starts in that gap. Her work at Ohio State’s Fisher College of Business, supported by a Stanford PhD and a decade teaching at Chicago Booth, focuses on how relationships at work shape decisions, hiring, and innovation. Her TED Talk, “The secret to great opportunities? The person you haven’t met yet,” reframes networking as a structural problem rather than a personal one. Drawing on Mark Granovetter’s classic work on weak ties, she shows why the routines that feel efficient inside an organisation quietly narrow the people, ideas, and candidates a leader ever encounters. Over 1.8 million people have watched it. With Leigh Thompson of Kellogg, she wrote Stop Spending, Start Managing for Harvard Business Review Press. The book identifies five concrete traps, including the Expertise Trap, the Winner’s Trap, and the Agreement Trap, that explain why competent teams burn time and money on the wrong problems. It is built for leaders who run real teams, not for a general management audience. She has been an Associate Editor at Management Science, and her research has been cited by The Wall Street Journal, NPR, The Guardian, The Times of London, the Chicago Tribune, and the Boston Globe. The through-line is a usable diagnostic vocabulary for the parts of organisational life that look like soft skills until they start producing hard losses. Key speaking topics Networks and weak ties at work Inclusion through hiring and network design Team decision-making and productive conflict Power, persuasion, and influence Innovation and pattern-breaking Wasteful organisational habits and managerial traps AI and human decision-making in hiring Ideal for CHROs and Heads of Talent rethinking hiring pipelines and selection bias. Heads of DEI and culture leaders looking for a research-led, non-ideological frame for inclusion. Senior leadership teams under pressure to improve cross-functional collaboration. Learning and development leads designing executive programmes on influence, networks, and team performance. Audience outcomes A working vocabulary for the network and hiring habits that quietly limit inclusion and innovation. Five named organisational traps senior teams can test their own behaviour against. A research-grounded view of weak ties as a hiring, learning, and idea-generation lever. Specific tactics for breaking routine social patterns inside large organisations. A more defensible inclusion narrative grounded in network structure and decision data.

Why organisations work with Thimon de Jong His Trust Pendulum framework gives leadership teams a structured account of why institutional trust has declined – and what leaders must do differently as a result His book Future Human Behaviour (Routledge) maps the behavioural shifts most likely to affect strategy over the next decade, making his frameworks referenceable long after the event As a lecturer in social psychology at Utrecht University, he brings academic grounding that makes his arguments credible to analytically rigorous leadership teams, not just receptive conference audiences His Polycrisis framing helps organisations move from crisis-by-crisis reaction to a coherent leadership posture designed to absorb the next disruption – whatever form it takes He holds together trust, generational change, technology adoption, and mental health as an integrated account of how human behaviour is shifting – not as a list of separate topics Biography highlights Founder of WHETSTON / strategic foresight, an Amsterdam-based think tank established in 2014, specialising in future human behaviour and societal change Author of Future Human Behaviour: Understanding What People Are Going To Do Next, published by Routledge Lecturer in social psychology at Utrecht University, teaching master’s-level students how to apply academic research to business strategy Master’s degree in Cultural Studies with a minor in International Business Studies Former Insights & Strategy Director at TrendsActive; researcher at FreedomLab Future Studies; Editor-in-Chief of RELOAD Magazine Clients include Morgan Stanley, Vodafone, IKEA, Google, L’Oréal, BNP Paribas, and the European Central Bank Biography Human behaviour is changing faster than most organisations’ ability to read it. The gap between how people actually think, trust, and act – and how leaders assume they do – is the problem Thimon de Jong has spent fifteen years researching. De Jong is the founder of WHETSTON / strategic foresight, an Amsterdam-based think tank focused on the implications of societal and behavioural change for leadership and business strategy. His Routledge book, Future Human Behaviour: Understanding What People Are Going To Do Next, maps the key shifts across trust, technology adoption, generational expectations, and mental health – and translates each into practical strategic implications. Routledge described it as an example of the future of publishing: part business book, part academic work, designed to be used, not shelved. His academic grounding matters. De Jong lectures in the social psychology department at Utrecht University, teaching master’s students how research applies directly to business decisions. That dual footing – practitioner and academic – gives his frameworks a rigour that is uncommon in the foresight and futures space. The organisations that work with him – Morgan Stanley, IKEA, BNP Paribas, the European Central Bank – are not looking for trend lists. They are looking for a coherent way to lead in a world where the assumptions that underpinned past decisions no longer hold. That is the territory his work occupies, and has done for over a decade. Key speaking topics Behavioural foresight and societal change Trust dynamics and institutional decline Technology adoption and human response Generational change and multigenerational leadership Leadership under polycrisis conditions Mental health and leadership responsibility Future of work and evolving workplace expectations Strategic foresight for leadership teams Ideal for Senior leadership teams preparing for medium-term strategy cycles or leadership offsites CHROs and people directors navigating generational change and shifting employee expectations Transformation leads and innovation functions applying foresight to organisational planning Board-level audiences seeking a research-grounded view of societal and behavioural risk Audience outcomes A structured framework – the Trust Pendulum – for understanding how trust is shifting and what it demands of leaders today Clearer thinking about the behavioural and societal shifts most likely to affect their organisation in the next five years Practical perspective on how emerging technologies are adopted and resisted across different generations and groups Tools for distinguishing meaningful signal from noise in an era of overlapping, compounding disruption Greater confidence in leading through sustained uncertainty – without defaulting to reactive, short-term decision-making

Why organisations work with Tim Harford Translates economic and statistical research into commercial decisions, drawing on a Financial Times column that has run for nearly two decades and a body of ten published books. Brings credibility on numbers that very few speakers can match: Honorary Fellow of the Royal Statistical Society and OBE for services to economic understanding. Reframes innovation as an evidence-based discipline grounded in adaptation and failure, the central thesis of “Adapt” and “Messy”, rather than the usual creativity rhetoric. Equips senior audiences to interrogate their own data culture using the rules from “How To Make The World Add Up”, a practical antidote to misleading statistics inside organisations. Trusted as a host, moderator and after-dinner speaker by serious audiences because his radio craft on “More or Less” and “Cautionary Tales” carries directly into the room. Biography highlights Senior columnist, Financial Times, writing “The Undercover Economist”. Presenter, BBC Radio 4’s “More or Less”, the long-running statistics-in-the-news programme. Host of “Cautionary Tales”, a Pushkin Industries podcast, and creator of “Fifty Things That Made The Modern Economy”. Author of ten books, including “The Undercover Economist”, “Adapt”, “Messy”, “How To Make The World Add Up” and “The Truth Detective”. Honorary Fellow of the Royal Statistical Society and of Brasenose College, Oxford; Associate Member of Nuffield College, Oxford. OBE for services to Improving Economic Understanding; winner of the Bastiat Prize (twice), the Wincott Journalist of the Year award, and the Royal Statistical Society award for journalistic excellence. Biography Most organisations claim to be evidence-led. Few are. Decisions are framed in numbers but driven by narrative, and innovation programmes routinely refuse to learn from the failures that contain the most useful information. Harford’s work, across the Financial Times column, ten books and two long-running BBC and Pushkin productions, has been built around exactly that gap. His books map the intellectual territory leaders care about. “The Undercover Economist” reframed everyday markets through the lens of price, scarcity and incentive, and has sold more than 1.5 million copies in thirty languages. “Adapt” and “Messy” argue that progress depends on disciplined trial, error and tolerance for disorder, a more honest account of innovation than most corporate playbooks allow. “How To Make The World Add Up” gives senior audiences a practical method for testing the numbers they are asked to act on. The credentials behind that work are unusual. Honorary Fellow of the Royal Statistical Society, Associate Member of Nuffield College Oxford, an OBE for services to economic understanding, and a body of awards from the Bastiat Prize to the Wincott. As presenter of BBC Radio 4’s “More or Less”, Harford has spent years publicly stress-testing the statistics that shape policy and business commentary, which makes him one of the few speakers who can hold a senior room on data culture without resorting to platitudes. For boards and leadership teams, the value is concrete. Sharper questions about innovation portfolios, a working method for separating signal from noise, and a more honest model of how organisations actually learn. The recent “Cautionary Tales” series, which dissects high-profile organisational failures, has become a reference point for leaders thinking seriously about how decisions go wrong. Key speaking topics Behavioural economics in commercial decision-making Innovation, adaptation and learning from failure Statistical literacy and data culture in organisations Economic forces shaping business and policy Creativity, disorder and team productivity Cognitive bias and judgement under uncertainty Ideal for Boards and executive committees confronting decisions where the numbers are contested Strategy, innovation and R&D leaders building portfolios under uncertainty CFOs and finance functions reviewing how evidence is presented and challenged internally Senior leadership offsites where the brief calls for serious intellectual content with broad relevance Audience outcomes A working method for interrogating statistics and management dashboards before acting on them A clearer model of innovation as managed trial and error, with practical implications for portfolio choice Sharper recognition of the cognitive errors that recur in senior decision-making Concrete references from “Cautionary Tales” and “More or Less” that audiences can use to reframe their own debates

Why organisations work with Timandra Harkness A working statistician on the Council of Trustees of the Royal Statistical Society who can speak fluently to technical and non-technical audiences in the same room. Author of two books that bracket the AI conversation: Big Data: Does Size Matter? on what data actually does and does not tell us, and Technology Is Not the Problem on why our cultural anxieties about tech are misdirected. A mainstream BBC Radio 4 presenter on FutureProofing, How To Disagree and Steelmanning, which means she handles complex, contested material on air for general audiences and brings that craft to a corporate room. Speaks regularly at institutions that take rigour seriously, including the Royal Society, the Alan Turing Institute, and the Royal Academy of Engineering, so the substance survives scrutiny from technical buyers. Comfortable as keynote speaker, panel moderator, or event host, which makes her useful across the full shape of a leadership offsite or technology summit. Biography highlights Author, Big Data: Does Size Matter? (Bloomsbury Sigma, 2016) and Technology Is Not the Problem (HarperCollins, 2024). Council of Trustees, Royal Statistical Society; chair of the editorial board, Significance journal. Writer and presenter, BBC Radio 4 series including FutureProofing, How To Disagree, Steelmanning, and Political School. Resident reporter across eight series of BBC Radio 4’s The Human Zoo. Speaker and lecturer at the Royal Society, Alan Turing Institute, Royal Academy of Engineering, RSA, Cheltenham Science Festival, and the Abel Prize for Mathematics. Contributor to the Telegraph, Guardian, Sunday Times, WIRED, New Statesman, UnHerd and BBC Focus. Biography Most arguments about technology in the boardroom are arguments about something else. Trust. Identity. What kind of company we want to be. Timandra Harkness, a statistician and broadcaster whose work spans both BBC Radio 4 and the Royal Statistical Society, is unusually well placed to name what is actually being discussed. Her first book, Big Data: Does Size Matter?, published by Bloomsbury Sigma in 2016, took the data revolution seriously without inflating it. Her second, Technology Is Not the Problem, published by HarperCollins in 2024, makes the harder case: that our anxieties about AI and social media are anxieties about ourselves, and that locating the problem in the technology is what stops us from acting on it. She presents BBC Radio 4’s FutureProofing, How To Disagree, and Steelmanning, programmes that work because they take competing arguments seriously rather than flattening them. That habit transfers. In a leadership room, she is the speaker who can hold a senior team’s attention on the awkward middle of an AI question, where the technical position and the cultural position have to be reconciled. She sits on the Royal Statistical Society’s Council of Trustees and chairs the editorial board of Significance, the Society’s journal. She has spoken at the Royal Society, the Alan Turing Institute, and the Royal Academy of Engineering. The technical rigour is real, and it is what stops the cultural argument from drifting into commentary. Key speaking topics Big data and what it does and does not reveal The cultural and ethical questions raised by AI Statistics, evidence and decision-making Human agency in an automated environment Identity, recognition and the social media question Technology and trust Disagreement and constructive argument inside organisations Ideal for Boards and executive teams making AI, data, and digital infrastructure decisions Technology and innovation summits seeking a credible non-vendor voice Leadership offsites where the AI conversation has to bridge technical and cultural ground CDO, CTO, and CHRO audiences working through the human consequences of new systems Audience outcomes A sharper sense of what data and AI systems can and cannot do, written by someone who works with statisticians A clearer language for the cultural and ethical questions executive teams keep deferring A defensible way to think about agency, recognition and trust as the technology landscape shifts Better-quality internal disagreement on contested technology decisions

Why organisations work with TJ Power He gives wellbeing programmes a scientific spine. The DOSE framework names the specific neurochemistry behind motivation, connection, mood, and recovery, so HR and L&D leaders can move beyond generic mindfulness content. He addresses the dopamine and screen problem head-on, which is the single biggest unmanaged variable in workplace attention right now and the area most wellbeing speakers skirt. His material has been pressure-tested at scale: 650-plus live sessions across organisations including Amazon, Salesforce, Accenture, Coca-Cola, TikTok, the NHS, and academic institutions including Oxford, Harrow, and Le Rosey. The credibility is real and verifiable: Sunday Times bestseller, Waterstones Non-Fiction Book of the Month, peer-reviewed publication in the Journal of Cognition, lecturing record at the University of Exeter. Sessions are designed as gamified, interactive formats rather than lectures, so the habits stick beyond the room. Biography highlights Founder of the DOSE Lab and co-founder of Neurify, a neuroscience education organisation launched in 2022. Author of The DOSE Effect, Sunday Times bestseller and Waterstones Best Non-Fiction Book of the Month. Former lecturer at the University of Exeter, where he developed a third-year module on the neuroscience of mindfulness. Published research in the Journal of Cognition. Delivered 650-plus live neuroscience sessions to clients including Amazon, Salesforce, Accenture, Coca-Cola, TikTok, the NHS, Oxford University, Harrow School, and Le Rosey. Featured on ITV’s This Morning discussing digital habits and dopamine overload. Biography Modern work is colliding with a brain that was not built for it. Constant notifications, infinite scroll, and the dopamine economics of phones are eroding attention, recovery, and mood faster than most wellbeing programmes can respond. Power’s work starts here, with the neurochemistry that explains why so many people feel wired, distracted, and flat at the same time. His DOSE framework is built around four chemicals that govern how people feel and perform: dopamine, oxytocin, serotonin, and endorphins. Each maps to a specific organisational outcome. Dopamine sits behind motivation and focus; oxytocin behind trust and team connection; serotonin behind mood and confidence; endorphins behind resilience under load. Power names the daily behaviours that raise or drain each one, which gives leaders something concrete to act on. The credentials are substantive. He completed his degrees in psychology and neuroscience at the University of Exeter, lectured there on the neuroscience of mindfulness, and published in the Journal of Cognition. He went on to found the DOSE Lab and co-found Neurify, and his book The DOSE Effect became a Sunday Times bestseller and Waterstones Non-Fiction Book of the Month. The applied work is broad: 650-plus sessions delivered into Amazon, Salesforce, Accenture, Coca-Cola, TikTok, the NHS, Oxford, Harrow, and Le Rosey. What makes him useful in a corporate room is the translation layer. The science is real, but the takeaway is a short list of behaviours a finance team or a sales floor can actually run on Monday morning. Key speaking topics Neuroscience of attention and focus Dopamine overload and screen behaviour The DOSE framework for performance and wellbeing Mental health in the digital age Habit change and behavioural neuroscience Burnout, recovery, and resilience Workplace wellbeing strategy Ideal for CHROs, heads of L&D, and wellbeing leads designing the next phase of mental health programmes Leadership and high-performance teams looking for a scientifically grounded answer to attention loss and digital fatigue Sales, technology, and customer organisations where focus, motivation, and team connection are direct commercial inputs Education and healthcare organisations briefing staff on screen behaviour and youth mental health Audience outcomes A working mental model of the four brain chemicals that drive motivation, connection, mood, and resilience at work Specific daily habits, mapped to each chemical, that people can apply immediately A clear understanding of how phones, notifications, and digital habits are degrading attention and what to change Language and evidence that lets HR and leadership talk about wellbeing without resorting to soft framing A more honest read on the mental health pressures inside the organisation and the levers that actually move them

Why organisations work with Tony Perzow Twenty years on the operator side of the table, buying and selling closeouts to Walmart, Amazon, and Costco, before becoming a trainer. The frame is procurement and sales floor, not classroom. Former negotiation trainer at the Karrass Organization and former VP of negotiation training at Strategic Pricing Associates, giving him a structured pedagogical lineage in the most established commercial negotiation methodologies. His “Heart of the Deal” system is built around what happens to skilled negotiators when pressure rewires their judgement, not around tactic lists. Sessions are simulation-led. Teams negotiate, then get critiqued on the specific unconscious moves that cost margin, rather than walking out with a slide deck. Trained more than 20,000 commercial professionals, with a client roster spanning Apple, Red Bull, Rolls Royce, Pfizer, Panasonic, and Daimler Trucks. Biography highlights Former negotiation trainer at the Karrass Organization and former Vice President of negotiation training at Strategic Pricing Associates. Trained more than 20,000 sales, procurement, and commercial leadership professionals. Past corporate audiences include Apple, Red Bull, Rolls Royce, Pfizer, Panasonic, Daimler Trucks, and Starz Network. Built a procurement and sales operator background negotiating closeouts with Walmart, Amazon, and Costco. Creator of the “Heart of the Deal” methodology, structured around decision-making under pressure rather than tactic playbooks. Working on a book titled “You Suck at Negotiating, But You Don’t Have to with a Mindful Negotiation Practice.” Biography Negotiation training has a credibility problem. Most of it is built on tactic lists that hold up in role play and fall apart the moment a real buyer pushes back. Tony Perzow’s work starts where that gap opens: the behavioural moment where a skilled negotiator, under pressure, makes a decision they would not have made on paper. That framing comes from a career on the operator side of the table. Before training, Perzow spent close to two decades as a procurement specialist and sales lead, buying and selling closeouts with Walmart, Amazon, and Costco. The pedagogy came later, first as a trainer at the Karrass Organization, then as Vice President of negotiation training at Strategic Pricing Associates, two of the longest-running commercial negotiation institutions in the United States. His methodology, “Heart of the Deal,” is structured around pressure-triggered decisions rather than tactical repertoire. The training uses simulations followed by critique of the specific unconscious choices that leave margin on the table. The audience is sales, procurement, and commercial leadership; the deliverable is behaviour change in the room where contracts close, not a framework to read on a flight home. More than 20,000 commercial professionals have been through his programmes, with corporate audiences including Apple, Red Bull, Rolls Royce, Pfizer, Panasonic, and Daimler Trucks. His forthcoming book, “You Suck at Negotiating, But You Don’t Have to with a Mindful Negotiation Practice,” extends the same argument: that the failure mode in negotiation is rarely ignorance and almost always the negotiator’s own state under pressure. Key speaking topics High-stakes negotiation Sales negotiation and deal-making Procurement and price negotiation Behavioural decision-making under pressure Commercial leadership and revenue strategy Persuasive communication in client relationships Ideal for Chief revenue officers, sales leaders, and commercial directors briefing teams ahead of major deal cycles Heads of procurement and supply chain managing high-value supplier contracts Account management and key account teams in industries with concentrated buyers Sales kick-offs, commercial leadership offsites, and procurement summits Audience outcomes A working vocabulary for the behavioural moves that compress margin in live negotiations The ability to diagnose, in their own deals, where pressure is driving suboptimal concessions A planning discipline that shifts power before the negotiation begins, not during it Techniques for managing hardball tactics without escalating or capitulating A framework for value creation in deals that would otherwise be priced as zero-sum

Why organisations work with Vivienne Ming Her «Tax on Being Different» framework quantifies – in economic and productivity terms – the cost organisations pay when marginalised workers must expend extra effort just to be assessed as equivalent. This is a measurement argument with commercial implications, not a values one. As Chief Scientist at Gild, she built machine learning models trained on 122 million professionals, making her one of the few people who has directly operationalised predictive AI for talent assessment at scale, outside a purely academic context. She reframes diversity from a compliance question into an optimisation problem: one that can be modelled, measured, and corrected using the same tools organisations already apply to operational decisions. Her research spans workforce, education, and health, giving her an unusually broad evidence base for what actually predicts long-term human capability, and what doesn’t. Published in Nature and Neural Information Processing Systems, and holding academic appointments at UC Berkeley and UCL, her arguments carry institutional credibility that applied consultants and conference speakers typically cannot match. Biography highlights Author of Robot-Proof: When Machines Have All the Answers, Build Better People (Wiley, 2026), which argues that human capital – not AI capability – determines the outcome of human-machine collaboration PhD in Psychology from Carnegie Mellon University; joint postdoctoral fellowship at Stanford University and UC Berkeley’s Redwood Center for Theoretical Neuroscience Former Chief Scientist at Gild, where she built ML models trained on 122 million professionals to assess human capability beyond conventional credentials Founder and Executive Chair of Socos Labs, an independent research institute applying AI and neuroscience to workforce, education, and health challenges Research published in Nature, Neural Information Processing Systems, and Neural Computation Ranked #5 on the Financial Times / OUTstanding list of the world’s top LGBT executives (2017); named BBC 100 Women (2017) and Inc. Magazine’s «10 Women to Watch in Tech» Chair, UC Berkeley Neurotech Collider Hub; Honorary Professor, UCL Global Business School for Health; board member, RFK Human Rights Biography Vivienne Ming built her career on a discomforting empirical observation: the hiring signals organisations treat as reliable – degrees, interview performance, institutional pedigree – do not predict what they claim to predict. She tested this at scale. As Chief Scientist at Gild, she developed machine learning models trained on data from 122 million professionals, looking for what actually distinguishes high performers from credentialled ones. The gap was substantial. Most organisations were optimising for proxies, not capability. That finding runs through everything she has done since. At Socos Labs, the research institute she co-founded with her wife Dr. Norma Ming, she has extended the question into education and health, examining what psychological constructs genuinely predict long-term life outcomes, and publishing that research in Nature and Neural Information Processing Systems. The argument is consistent: measurement systems in organisations are systematically broken, and the cost is borne most heavily by those who don’t fit the template. Her book Robot-Proof: When Machines Have All the Answers, Build Better People (Wiley, 2026) extends that argument into AI, making the case that human capital – not model benchmarks – determines whether human-machine collaboration produces anything beyond substitution. Her «Tax on Being Different» framework gives that cost a number. Drawing on large-scale HR data, it quantifies the additional credential burden that women, people of colour, and LGBTQ+ individuals absorb to be evaluated on equivalent terms. This is not a cultural argument. It is a productivity and innovation argument: one that has been delivered to boards and leadership teams at Google, Deloitte, and Salesforce, and presented at the Royal Society. She holds a PhD in Psychology from Carnegie Mellon University, with joint postdoctoral appointments at Stanford and UC Berkeley. She chairs the UC Berkeley Neurotech Collider Hub, holds an honorary professorship at UCL’s Global Business School for Health, and serves on the board of RFK Human Rights. In 2017, she was ranked #5 on the Financial Times / OUTstanding list of the world’s top LGBT executives. Her research and commentary have been featured in the Financial Times, Business Insider, Fast Company, and CNBC. Key speaking topics AI and predictive modelling of human capability The economics of talent assessment and bias Neuroscience of decision-making in organisations Diversity, inclusion, and the productivity cost of difference Human-machine collective intelligence AI applications in education, health, and workforce development Innovation methodology: solving ill-posed problems Ideal for CHROs and talent acquisition leaders reviewing whether their hiring signals are predictive CEOs and boards integrating AI into people decisions and workforce strategy DEI leaders seeking evidence-based, commercially framed arguments for systemic change Technology and innovation functions examining the limits and applications of AI in human contexts Audience outcomes A quantified, data-grounded understanding of what broken talent systems cost organisations in productivity and innovation A concrete reframe of diversity: not a moral obligation but a measurement and optimisation problem Practical questions to apply to their own hiring, promotion, and development processes Clarity on where AI reliably improves human assessment – and where it perpetuates the biases already embedded in the data A new vocabulary for capability that moves beyond credentials and credentials-adjacent signals