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
Andrew Hill, an Associate Editor and Management Editor, Financial Times
9:05amKeynote Talk + Q&A - Innovate to thrive: How organisational agility helps businesses succeed
Sam Bunting, Global Head of Agile, PA Consulting
Amy Dickinson, People and Talent Expert, PA Consulting
Andrew Hill, an Associate Editor and Management 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 innovation 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?
Shilpa Bhandarkar, Head of Innovation, Linklaters
Sam Bunting, Global Head of Agile, PA Consulting Group
Brian Franz, Chief Productivity Officer, Diageo
Jacqueline Linke, Associate Director, Leadership Culture & Innovation Public Sector Transportation & Infrastructure, Sydney, Australia
David Mitchell, Commercial Director, Futurice
Andrew Hill, an Associate Editor and Management 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, 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. Vivienne 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 reunite 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. Vivienne also speaks frequently on her AI-driven research into inclusion and gender in business.
Marika Reis is the newly appointed SVP and Head of Innovation at Maersk Drilling where she will be responsible for building up and maximizing Maersk Drillings innovation efforts globally. Before joining Maersk Drilling she was most recently the Vice President of Innovation and head of E.ON’s global Innovation Hub B2C. There she was responsible for managing E.ON’s global B2C innovation portfolio and leading a multinational team to drive innovation across E.ON regions, creating innovation culture and capabilities across the business. Prior to joining E.ON, she worked for Lloyds Apotek in Sweden, responsible for the launch and growth of new pharmacies in southern Sweden, successfully growing the company from less than 30 employees to over 700 in 2 years. Marika has a master’s degree in Analytical Chemistry from the University of Uppsala, is a licensed pharmacist, and is trained in Design Thinking and is as a Design Sprint master.
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.
Amy Dickinson has been an HR and Change Management specialist for over fifteen years, including two years working for an investment bank. She has significant experience supporting large-scale IT-enabled business change programmes, including leading the business change for the implementation of global learning services for 100k learners globally at BP, and leading a team of 35 to deliver business change to support the digital transformation of the UK’s immigration service for 10k operational staff and millions of customers worldwide.
Amy regularly works in agile and digital environments, supporting organisations to build organisational agility. She has delivered agile leadership coaching and development for organisations including the Home Office, BEC, Ofsted and UK Security Services. She is an accredited Scaled Agilist and ICP Certified Professional in Agile Talent.
David Mitchell (or Mitch as he’s more commonly known) is a business growth consultant with 16 years’ experience of driving growth at some of the world’s most cutting edge digital product and innovation consultancies including ustwo and Futurice.
His specialism lies in creating collaborative working relationships with global brands and
guiding them to develop the mindset, culture and capability needed to drive and sustain digital innovation at scale.
Mitch has led highly strategic and complex technology and culture change projects for a collection of the UK’s leading finance, automotive and publishing brands. This experience brings with it a well developed understanding of the major challenges faced by large organisations today, in terms of adapting to the rapidly changing environments in which they operate.
Andrew Hill is an award-winning columnist and senior journalist at the Financial Times. As Associate Editor and Management Editor, he writes a weekly column on business, strategy and management, as well as contributing longer features and taking part in video discussions and podcasts. He is a regular public speaker and chair of panels on leadership and management.
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 Awards and Best Commentator at the 2009 Business Journalist of the Year Awards, where he also received the Decade of Excellence award for sustained achievement in business and financial journalism.
His latest book is Ruskinland (Pallas Athene, 2019), a personal exploration of John Ruskin’s life, work and enduring influence on our world, published to coincide with the bicentenary of the great thinker’s birth. He is also the author of Leadership in the Headlines (FT Publishing, 2016), a selection of his FT columns and insights about how leaders lead.
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. The FT has a record paying readership of one million, three-quarters of which are digital subscriptions. It is part of Nikkei Inc., which provides a broad range of information, news and services for the global business community.
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)
Our clients want a law firm they can trust, one that stands out for a commitment to investing in them and empowering our teams. We want to stand out for our distinctive Linklaters mind-set so our clients want to work with us above all others.
Delivering excellent client service and using our global capabilities to help them pursue the right opportunities means they benefit from long and lasting relationships. With 30 offices in 20 countries, we serve our clients as a team, with a common focus on innovation, efficiency and agility.
We are one of the world’s leading law firms for the Automotive sector. Deep industry knowledge and years of experience in advising the world’s leading Automotive companies mean that we are well placed to help clients navigate the legal challenges involved in meeting their strategic and commercial objectives. Our global team has advised numerous clients on the law governing cutting edge developments including alternative fuel-powered vehicles and infrastructure, driverless technology and connected cars. We are proud to sponsor the FT Summit on the Future of the Car and look forward to meeting you there.
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.