Discover how innovation leaders are implementing change in their companies to reduce red-tape and to cultivate a more inclusive workplace environment - one in which new ideas can flower, and through which innovation can easily flow.
Innovation Dialogue 5 - The Change Challenge
Organising for Innovation Success
In association with
"The smartest, most Senior and most engaged group discussion of a big and important topic that I have attended in a long time"
Ivan Dubovsky, MD, Head of Business Transformation, Barclays UK
"I was impressed by the outstanding quality of the presentation and the high calibre of delegates"
Ken Daly, CEO, JML
"One of the only such sessions that I've been to which is truly strategic and thought provoking"
Darren Goldsby, CDO, Jamie Oliver Group
"Excellent event on innovation which is not just presentations but an opportunity to have dialogues with like-minded people!"
Raj Gupta, Head of Healthcare Innovation, Linde
"FTLive brings together people facing similar challenges in different industries with a positive impact"
Mel Walker, RVP, Innovation and BD, Otsuka Europe
Ideas, the raw material of innovation, are everywhere. The danger is that we end up looking in the same places for them all the time. Good ideas aren’t exclusive to the C-suite. Those further down the ranks are often closer to the technology and cultural shifts that are taking place, and can provide great insights as well. But workforces, like the management that governs them, can be blighted by homogeny: everyone is just like everyone else. In the sphere of ideas and creativity, homogeny begets more of the same. More of the same is an enemy of innovation. Bureaucracy (ideas get stuck) and hierarchy (ideas don’t get seen) are enemies of innovation.
How can innovation leaders implement structural change to reduce red-tape, make decision-making more horizontal and cultivate a more inclusive workplace environment - one in which new ideas can flower, and through which innovation can easily flow. What are the technologies that might help facilitate this? And, crucially, how can the power at the center get out of the way of the exciting new ideas happening at the edge?
Agenda - 5th Dec
8:30amRegistration and welcome reception
9:00amChair’s opening remarks
John Thornhill, Innovation Editor, Financial Times
9:05amKeynote + Q&A
Moderated by John Thornhill, Innovation Editor, Financial Times
9:25amFIRST PANEL – Organising for Success
Two of the arch-enemies of innovation are bureaucracy: ideas get stuck, and hierarchy: ideas don’t get seen. In this panel we'll look at how companies and their inovation leaders can rise to the 'change challenge' to implement meaningful organisational change to reduce red-tape, make decision-making more horizontal and cultivate a more inclusive workplace environment - one in which new ideas can flower, and through which innovation can easily flow. What are the technologies that might help facilitate this? And, crucially, how can the power at the center get out of the way of the exciting new ideas happening at the edge?
Brian Franz, Chief Productivity Officer, Diageo
Jacqueline Linke, Associate Director, Leadership Culture & Innovation Public Sector Transportation & Infrastructure, Sydney, Australia
Shilpa Bhandarkar, Head of Innovation, Linklaters
John Oswald, Global Principal, Advisory Futurice
John Thornhill, Innovation Editor, Financial Times
Speakers join delegates at the tables to reflect on and discuss what they’ve just heard.
10:30amNetworking tea & coffee break
10:50amSECOND PANEL – Inclusion and diversity – reaping the innovation rewards
Ideas, the raw material of innovation, are everywhere. So why do companies keep looking in the same old places for them? Good ideas aren’t exclusive to the C-suite. Those further down the ranks are often closer to the technology and cultural shifts that are taking place and can provide great insights as well. But workforces, like the management that governs them, can be blighted by homogeny. In this panel, we'll be looking at how to reap the innovation benefits of a more inclusive and diverse workplace. Homogeny begets more of the same. More of the same, meanwhile, is an enemy of innovation. Diversity and inclusion are its friends.
Gavin James, Head of Digital Adoption and Innovation, Digital Adoption & the DfT Lab, Digital Service, Department for Transport
Katherine Manuel, Senior Vice President, Innovation, Thomson Reuters
Mayank Prakash, Chief Digital and Information Officer, DWP Digital
Marika Reis, SVP, Innovation, Maersk Drilling
Andrew Hill, an Associate Editor and Management Editor, Financial Times
Delegates are joined at their tables by panel speakers to reflect on and discuss what they’ve just heard.
11:50amClosing Keynote Conversation
Vivienne Ming, Co-Founder & CEO, Socos Labs
12:20pmChair’s closing remarks
Andrew Hill, Management Editor and Associate Editor, Financial Times
Keynote Speaker (1)
Frequently featured for her research and inventions in The Financial Times, The Atlantic, Quartz and the New York Times, Dr. Vivienne Ming is a theoretical neuroscientist, entrepreneur, and author. She co-founded Socos Labs, her fifth company, an independent think tank exploring the future of human potential. Dr. Ming launched Socos Labs to combine her varied work with that of other creative experts and expand their impact on global policy issues, both inside companies and throughout our communities. Previously, Vivienne was a visiting scholar at UC Berkeley's Redwood Center for Theoretical Neuroscience, pursuing her research in cognitive neuroprosthetics. In her free time, Vivienne has invented AI systems to help treat her diabetic son, predict manic episodes in bipolar sufferers weeks in advance, and reunited orphan refugees with extended family members. She sits on boards of numerous companies and nonprofits including StartOut, The Palm Center, Cornerstone Capital, Platypus Institute, Shiftgig, Zoic Capital, and SmartStones. Dr. Ming also speaks frequently on her AI-driven research into inclusion and gender in business. For relaxation, she is a wife and mother of two.
Brian Franz was appointed Chief Productivity Officer in July 2015. In this role he leads the Productivity agenda across the organisation and the global Technology Systems and Business Services function, to advance the delivery of the business goals and drive value for Diageo.
He is responsible for creating and embedding a business-wide culture of continuous improvement, and an organisation that is agile and focused on execution. Productivity is generating the fuel for growing Diageo’s business, brands and people, ensuring the delivery of £700m of savings by the end of F19.
The Technology and Business Services strategy includes a focus on innovation, digitalisation and customer satisfaction; actively progressing common global processes, and safeguarding our reputation, whilst maintaining a world class cost position.
Brian joined Diageo from PepsiCo where he was Senior Vice President and CIO for PepsiCo International. Prior to joining PepsiCo, he spent 14 years with General Electric (GE), latterly as Commercial CIO for all of GE's sales and marketing organisations globally. From 1998 to 2001 he held the position of CIO of Corporate Systems and Global Operations before becoming CIO and Integration Leader at Heller Financial, during their acquisition by GE in 2001. Brian's earlier career was spent in various IT roles at AT&T and Readers Digest.
Brian has a BA in Computer Science from Iona College, New York and a Masters in Telecommunications & Computing Management from New York University.
Brian lives in Connecticut, USA with his wife and two children.
Mayank Prakash is the Chief Digital and Information Officer at DWP Digital, leading the digital transformation of the UK’s biggest government department.
Voted Computer Weekly’s Most Influential Person in UK IT in 2017, Mayank is passionate about innovation and investigating ideas to create user-centred services that help 22 million UK citizens change their lives for the better.
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.
Jacqueline Linke currently works as the Manager of Innovation & Strategy for Sydney Trains where she is responsible for designing and delivering an enterprise wide strategy aligned with Transport for New South Wales to spur innovation into every corner of the organisation.
Jacqueline's empowering approach to building culture through developing leaders and realising individuals’ potential, comes from years of coaching and facilitation in the public and private sector in all aspects of soft skills behavioural training, including customer service, stakeholder management, communication skills, cognitive agility, emotional intelligence, storytelling, presentation skills, creative thinking, negotiation skills, influencing and leadership skills.
Shilpa Bhandarkar is the Head of Innovation for Linklaters, responsible for catalysing change and innovation at the Firm. Shilpa started her career as a project finance lawyer but her interest in technology and entrepreneurship led her to found, build and sell a mobile app company as well as grow a LegalTech start-up before re-joining Linklaters in her current role.
Her responsibilities as the Head of Innovation include fostering a culture of innovation and entrepreneurship within the firm, leading the firm’s strategy on emerging areas such as Artificial Intelligence, Data, Blockchain and Smart Contracts, and engaging with legal tech start-ups and academia to stay at the forefront of legal sector developments and thought leadership.
As SVP of Innovation at Thomson Reuters, Katherine Manuel is helping the company transition from an international holding company to a global innovator creating partnerships and growth opportunities for its customers, employees and shareholders.
Prior to this role, Katherine was a member of the Corporate Strategy team, where she worked with corporate leadership to create a long-term strategy based on market understanding and access to customers and products.
Katherine has been with Thomson Reuters for nearly 11 years, holding senior positions within both the Legal and Tax & Accounting businesses as well as leading Technology Strategy & Enterprise Architecture for Healthcare & Science. From there, she joined the Office of the CEO, where she worked on various projects within the News division and the company-wide Transformation program.
Before joining Thomson Reuters, Katherine worked for Accenture, focusing on the Media, Entertainment and Telecom industries. She holds a Bachelor of Arts from Davidson College and a Masters of Business Administration from Duke University. She sits on the Advisory Boards of Duke University’s The Fuqua School of Business’ Center for Entrepreneurship and Innovation, as well as SOAR Triangle, a non-profit established to support women-led startups in the Raleigh-Durham area of North Carolina.
Gavin James is Head of Digital Adoption and Innovation at the Department for Transport. Gavin started his career as a policy professional in 2008. His passion for learning has taken him to diverse areas, including climate change strategy, London Olympics coordination and EU transport law. More recently he was responsible for telecoms, technology and data on the railway. It was in this role that he saw the impact that a few talented technologists can have when given the freedom to experiment. As a result he founded the DfT Lab, an innovation team with DfT. The Lab is working to prototype and develop technologies to make DfT the world leader in the governance of transport. Gavin is also proud to work at DfT, one of The Times Top 50 Employers for Women 2017 and Business in the Community's Best Employers for Race and an accredited Disability Confident Leader.
John Oswald is a influential thought leader and pioneer of Business Design, a profession aimed at putting people at the centre of Design, Technology and Strategy so businesses can launch products and services that are meaningful, and evolve internally to become amazing places to work.
As Global Principal Advisory for digital innovation consultancy Futurice, John heads up a 40-strong European team of multi-disciplinary consultants who collectively identify the challenges clients will face in the near future and coach them on how to best to achieve business impact and organisational evolution as they launch new services or innovate in new ways.
In addition to his global remit, John plays a key role in supporting Futurice’s client activity in London where he is also responsible for creating new relationships for Futurice with design and business-focused academic institutions.
John was previously Business Design Director at Fjord where he pioneered and grew Fjord’s Business Design unit across 21 studios globally, and was responsible for some of Fjord’s most impactful work.
As part of his global role, John specialises in applying keenly applied insights to breaking news stories about the digital economy. He has strong views about the “right kind of capitalism” and the need for a new ethical code to replace Silicon Valley’s discredited “ fail fast and break things” mantra. As a writer and commentator, John is in high demand from titles ranging from Management Today, Venturebeat, Raconteur and Huffington Post for his trenchant views on where brands such as Uber and Facebook are going wrong. He was recently interviewed by CNBC on whether regulation is coming for Facebook. John speaks regularly at conferences in the UK and Europe and headlined a session at CXC 2017 (Conference on Customer experience in Financial Services) “Customer Experience: Are We Getting I All Wrong?”
Andrew Hill is an Associate Editor and Management Editor. He writes a weekly column on business, strategy and leadership, as well as contributing longer features, videos and podcasts.
Since joining the FT in 1988, Andrew has worked in various roles, including editor of the daily Lombard column on British business and finance, Financial Editor, Comment & Analysis Editor, New York Bureau Chief, Foreign News Editor, and correspondent in Brussels and Milan. He is a member of the FT’s Editorial Board.
Andrew was named Business Commentator of the Year 2016 in the Editorial Intelligence Comment. He is the author of Leadership in the Headlines (2016) and Ruskinland (due out in 2019), an exploration of the thinker John Ruskin’s life, work and influence.
The Benefit of Circular Dialogues
What is a Circular Dialogue?
A scheduled space built into the programme for our audience to reflect on what’s just been said on stage, and to share personal experiences with peers, speakers, and journalists.
You will meet a mix of innovation leaders from a range of industry sectors and be involved in small group conversations that will help deepen your own understanding of how best to make positive change happen and help new ideas flourish. These circular dialogue sessions are also a great way to add to your professional contacts list. Bring plenty of business cards!
What's the benefit to you?
Conferences formats sometimes overlook the need for delegates to talk about what's just been said on stage. It can feel like going to see a really good film and then not be given the opportunity to unpick it afterwards. The circular dialogues are an informal opportunity for you to have your say about what's just been said on stage - while it is still fresh in your mind.
Presented by (1)
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.
In association with (1)
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)
Futurice is a digital consultancy that helps organisations transform their business by bringing together complex software engineering and beautiful human-centered design. We unleash a culture of innovation and create digital products and services that make you future capable.
Since 2000, we have helped our clients in industries ranging from energy, retail and construction to media, finance and automotive develop their business practices, ways of working and culture to meet the challenges of digital disruption.
We are a community of over 500 people, with offices in Berlin, Helsinki, London, Munich, Oslo, Stockholm and Tampere.
Legal Partner (1)
Linklaters is a leading global law firm, supporting clients in achieving their strategies wherever they do business. We use our expertise and resources to help clients pursue opportunities and manage risk across emerging and developed markets around the world. Linklaters has offices in 30 major business and financial centres in 20 countries.
Supporting Partner (1)
Founded in May of 2006, Innoget is a trusted global open innovation network for business people, startups, experts and the academic community to list, discover, and get unique online innovation collaboration opportunities around the world.
With a growing community of users and a world-class customer service, Innoget offers a simple and secure opportunity to make trustoworthy contacts and advance their innovation. Whether an investment opportunity in a Startup, a R&D funding project, a technology solution request, a Research & Development grant, or a patent for licensing, Innoget connects people from more than 180 countries to initiate collaboration projects with guaranteed protection of their Intellectual Property and Confidentiality.