Moving the discussion out of the theoretical into the real world, the 3rd Innovation Dialogue sets out to address our community of innovation leaders’ principal challenge: that traditional innovation practice takes too long.
FT Innovation Dialogue 3 - Innovating at Speed
The secrets of faster product, service & business model innovation
In association with
Corporate lifespans have shrunk over the last few decades. Some are cut short by disruption. Others go into a slow tailspin because they fail to keep up with disruptive times. Innovation leaders must turbo-boost their product innovation efforts. They must learn to launch fast, fail fast and move on. Competing on product alone, however, is no longer enough. If corporations are to remain standing as their sectors continue to be buffeted by change, they must also turn continuous business model innovation into a core capability. How are they doing it?
GETTING BEYOND GROUPTHINK: The idea that certain beliefs are limiting applies to companies as well as individuals. Corporations, like people, get set in their ways. Individual creativity and independent thinking is sacrificed for conformity, a phenomenon known in psychology circles as groupthink. In a fast-moving world, sticking to out-of-date beliefs about what a company is and how the market operates becomes an act of self-sabotage. How can corporations get out of the way of themselves in order to cultivate a workplace environment in which new ideas to create and capture value can flourish, and do so more quickly?
THE ROLE OF TECHNOLOGY: Tech helps enable – and underpins – product and business model innovation, both within the organization itself, and externally - by redefining existing marketplaces and creating entirely new markets in which new business models will spring up. The business model that leads to success in the first place can’t be relied on to do it again. This means businesses need to rapidly develop and test new business models and roll out the ones that work. Inside companies, software bots that undertake high-volume, repeatable admin tasks are freeing-up their human counterparts to think-up profitable ways to be ‘the new’. Outside the company walls, new technologies are busy creating whole new worlds of business in their wake. Driverless vehicle technology, for example, is going to require a big rethink from the insurance industry. AI has already gone mainstream. What are the next game-changing technologies to look out for?
Agenda - 3rd May
8:30amRegistration and welcome reception
9:00amChair’s opening remarks
Andrew Hill, Management Editor and Associate Editor, Financial Times
9:05amBringing ingenuity to life: how to transform your organisation through sustained innovation
Conrad Thompson, Global Head of Transformation, PA Consulting Group
Sam Bunting, Global Head of Agile, PA Consulting Group
Moderated by Andrew Hill, Management Editor and Associate Editor, Financial Times
9:30amFIRST PANEL – Getting beyond groupthink
The idea that certain beliefs are limiting applies to companies as well as individuals. Organizations, like people, get set in their ways. Individual creativity and independent thinking is sacrificed for conformity, a phenomenon known in psychology circles as groupthink. In a fast-moving world, sticking to out-of-date beliefs about what a company is and how the market operates becomes an act of self-sabotage. How can corporations get out of the way of themselves in order to cultivate a workplace environment in which new ideas to create and capture value can flourish, and do so more quickly?
Sam Bunting, Global Head of Agile, PA Consulting Group
Ken Daly, CEO, JML
Sarah Greasley, CTO, Direct Line Group
Adam Higgins, Senior Director, Global Digital Innovation Group, AstraZeneca
Hugo Raaijmakers, Global Head of Innovation Management, Chief Innovation Office, ING
Moderated by Andrew Hill, Management Editor, Financial Times
Speakers join delegates at the tables to reflect on and discuss what they’ve just heard.
10:45amNetworking tea & coffee break
11:05amSECOND PANEL - The role of technology
Tech helps enable – and underpins – product, service and business model innovation, both within the organization itself, and externally - by redefining existing marketplaces and creating entirely new markets in which new business models will spring up. The business model that leads to success in the first place can’t be relied on to do it again. This means businesses need to rapidly develop and test new business models and roll out the ones that work. Inside companies, software bots that undertake high-volume, repeatable admin tasks are freeing-up their human counterparts to think-up profitable ways to be ‘the new’. Outside the company walls, new technologies are busy creating whole new worlds of business in their wake. How is technology being harnessed to accelerate the innovation process, and what are the next game-changing technologies to look out for?
Richard Bennett, Head of Accelerate & Advisory Services, VMware
Robbie King, Head of Business Transformation and Digital Innovation, British Airways
Miranda Sharp, Director, Innovation, Ordnance Survey
Jonathan Tudor, Technology and Strategy Director, Centrica Innovations, Centrica
Shane Williams, Co-head, UBS SmartWealth
Moderated by Ravi Mattu, Tech Editor, Financial Times
Delegates are joined at their tables by panel speakers to reflect on and discuss what they’ve just heard.
Yianni (John) Seglias, Chief Digital and Information Officer, Defra
In conversation with Andrew Hill, Management Editor, Financial Times
1:00pmChair’s closing remarks
Andrew Hill, Management Editor and Associate Editor, Financial Times
2:00pmEnd of event
A passionate and hard-working Pharmaceutical Digital professional with an ambition to improve the lives of patients through innovation. Has a broad sales and marketing background with an end-to-end knowledge of the drug delivery lifecycle. Takes an evidence based, patient centric approach to design, but ensures the company value is realised.
Adam is currently leading the AZ Global digital strategy for the cardiovascular, diabetes and chronic kidney disease business. The focus being digital health initiatives aimed at compliance and the development/roll out of global multichannel campaigns aligned to brand narrative.
Adam previously led the AstraZeneca global innovation lab, tasked at developing innovative digital solutions, addressing AstraZeneca’s commercial and clinical global business imperatives.
Ken Daly is CEO of JML and worked his way up through the company after starting as a sales rep 24 years ago. With a degree in electronic engineering and an entrepreneurial passion, under his leadership JML has grown into a company with an annual turnover of nearly £100m and brands that are available in more than 70 countries. A JML product is sold somewhere in the world every two seconds.
Shane Williams is passionate about intrapreneurship, technology, customer experience and business innovation. He is one of two business leads of UBS SmartWealth and has been driving the innovation around the platform from the initial idea.
He is an experienced technology and business leader using technology to create business value and customer satisfaction through transformational innovation. With 20 years of experience and after joining UBS in 2006 Shane has played a significant role in key innovation and transformation projects within the bank. He is also involved in the Blockchain innovation lab in Canary Wharf, driving wealth management use cases and supporting experiments to push the boundaries of this nascent technology. Before joining UBS, Shane occupied development and consultancy roles at the Dutch bank ABN AMRO and at Ford Motor Company. Shane holds a Master's degree in Electronics and Electrical Engineering from the University of Manchester.
Sarah is Chief Technology Officer at Direct Line Group, with a focus on technology strategy, architecture, enabling complex business transformation and innovation. Sarah previously worked at IBM for over 30 years, and was an IBM Distinguished Engineer. She is experienced in architecture design and delivery, having led and delivered the architecture for large (>£800million) financial services industry programmes. Sarah is a Fellow of the British Computing Society, and a Fellow of the Institute of Engineering and Technology, and is an active proponent of diversity.
Richard Bennett is VMware’s Head of Accelerate & Advisory Services and is responsible for the strategic consulting teams who develop technology frameworks which guide C-level executives in the acceleration of digital business transformation. His group works closely with VMware customers and partners to create long-term strategies which reduce digital risk and create digital innovation opportunities.
The approach of his teams is to help customers remain relevant in an increasingly complex “digital consumer” landscape - beginning with customer value and business imperatives. This approach creates digital enhancement to accelerate the future of human interaction. The net outcome is to drive global change but with digital transformation he and teams set precedents for political, environmental and socioeconomic considerations around people, process and culture, via technology.
John is Defra’s Chief Digital and Information Officer, overseeing the Digital, Data and Technology Services function and steering major transformation programmes.
He is an IT Executive with a track-record of leading digital functions, delivering mission-critical programmes, managing substantial budgets, and assisting businesses in extracting maximum benefit and value from technology. He has extensive experience of supporting organisations through transformation and fast growth periods, including mergers and acquisitions, outsourcing and off-shoring of IT Services.
John has a multi-cultural profile having worked and lived in the UK, France, Greece, Lebanon, Germany, Luxembourg, and Spain. He is native in Greek and English, and fluent in French and Spanish. He has been in the UK since 1987, and has a MBA from Imperial College Business School, as well as a MSc and BSc in IT also from Imperial College.
Sam leads PA's Agile team and has led some of the largest transitions to Agile in the world. Sam has developed PA's transformation approach that combines the PA's world class capabilities in Agile, Change Management, Cultural Change and Business Design. This unique approach is the only one on the market capable of addressing Agile transformation challenges in the world's largest organisations. Sam is expert in all modern delivery approaches and has in the past worked as an Enterprise Architect, Solution Architect, Delivery Manager and developer. This means Sam is able to bring hands-on experience of delivery to bear when working in transformation roles.
Conrad Thompson re-designs organisations so they perform better. He applies creative design thinking to ensure all elements of an organisation perform brilliantly together; and then turns those designs into reality.
Conrad leads PA’s global business transformation service which comprises over 400 experts who have been trained in PA’s market-leading approach, developed in collaboration with Ashridge and Henley business schools. As such he works on some of the largest and most complex design challenges. He is an expert in integrating the business and technology components of major organisations and has particular expertise in working with police forces, universities and regulators.
He is a member of PA's Board with over 25 years' experience in delivering major transformational change in Government, Finance and Business Services sectors. Recent clients include National Police Forces, University of Cambridge, DWP, easyJet, United Nations, the Pensions Regulator, John Lewis and the Civil Aviation Authority.
Ravi Mattu is the Tech Editor of the Financial Times. Since joining the FT 18 years ago, he has worked in a range of roles, and spoken to CEOs, entrepreneurs, prime ministers and some of the world’s leading management thinkers. Mr Mattu joined the FT in 2000 and has held a number of senior positions, including Editorial Director for FT2 , the commercial content division of the Financial Times; Business Life editor, overseeing the management section of the paper; Acting Editor and Deputy Editor of FT Weekend Magazine; and editor of Special Reports (magazines and websites), during which time he edited a number of titles, including Mastering Management, and launched FT Wealth.
Andrew Hill is an Associate Editor and Management Editor of the Financial Times. He writes a weekly column, a blog and in-depth articles on global business, strategy and management. Mr Hill was City Editor of the FT and Editor of the daily Lombard column on British business and finance from 2006 to 2010. Since joining the FT in 1988, he has also worked as Financial Editor, Comment & Analysis editor, New York Bureau Chief, Foreign News Editor, and correspondent in Brussels and Milan. Mr Hill is the author of Leadership In The Headlines (2016). He graduated from Trinity College, Cambridge with a degree in English.
"I came away with some good ideas about what to do in my own organisation and some effective ways to think about communicating the change agenda."
Dr Mel Walker, Otsuka
"Short, sharp, engaging and very relevant sessions - a delight to attend."
Riaz Shah, Ashridge Executive Education
"Thought-provoking and inspiring insights from great speakers. A morning well spent, with takeaways that will last much longer and can be applied immediately."
Grace Baynes, Springer Nature
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The Financial Times is one of the world’s leading business news organisations, recognised internationally for its authority, integrity and accuracy. In 2016 the FT passed a significant milestone in its digital transformation as digital and services revenues overtook print revenues for the first time. The FT has a combined paid print and digital circulation of more than 910,000 and makes 60% of revenues from its journalism.
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An innovation and transformation consultancy, we believe in the power of ingenuity to build a positive human future in a technology-driven world.
As strategies, technologies and innovation collide, we turn complexity into opportunity.
Our diverse teams of experts combine innovative thinking and breakthrough technologies to progress further, faster. Our clients adapt and transform, and together we achieve enduring results.
We are over 2,600 specialists in consumer, defence and security, energy and utilities, financial services, government, healthcare, life sciences, manufacturing, and transport, travel and logistics. And we operate globally from offices across the Americas, Europe, the Nordics and the Gulf.
PA. Bringing Ingenuity to Life.
Lead Sponsor (1)
VMware, a global leader in cloud infrastructure and business mobility, accelerates our customers’ digital transformation journey by enabling enterprises to master a software-defined approach to business and IT. With the VMware Cross-Cloud Architecture™ and digital workspace solutions, organisations are creating exceptional experiences by mobilising everything; responding faster to opportunities with modern data and apps; and safeguarding customer trust with a defense-in-depth approach to security. VMware, a member of the Dell Technologies family of businesses, has more than 500,000 customers and 75,000 partners worldwide.