Peter Fisk

Peter Fisk introduces IE Business School’s flagship executive development program, the new Global Advanced Management Program (Global AMP), over 4 weeks preparing the next generation of business leaders for the C-Suite. Uniquely amongst business schools, it is practically set in the context of a changing world – with incredible opportunities to grow in innovative ways – but also where tensions such as technology vs humanity, global vs local, and business vs consumer are challenging businesses to rethink, reinvent and refocus.

Download a summary of the masterclass and program launch

STRATEGIC INNOVATION by Peter Fisk

Download a summary of masterclass: Strategic Innovation

• Innovation by Leonardo da Vinci … anatomist, sculptor, artist, inventor, architect
• Growth strategies – innovation beyond products, technology, and creativity
• Starting from the future back – create the future you want, then work backwards
• Working from the outside in – rethinking solutions through customer eyes
• 10 types of innovation – products and services to business models and experiences
• Blue oceans, design thinking, open and agile, lean and frugal, sprints and hacks
• Innovating how we innovate – profiling your innovation DNA

DISRUPT OR BE DISRUPTED by Peter Fisk 

Download a summary of masterclass: Disrupt or be Disrupted

• Disrupt or be disrupted – challenging the status quo, from tech to market disruption
• Start with the right question – what is the problem you are trying to solve
• What would x do – seeing the problem from different perspectives and cultures
• Making unusual connections – seeing things differently, parallels and idea fusions
• Ecosystems, from make or buy, to partner and connect, platforms and communities
• Innovation multipliers – accelerate ideas further and faster to accelerate growth
• Creating a growth factory – portfolios, self-tuning and the invincible company

GAMECHANGING STRATEGIES by Peter Fisk

Download a summary of masterclass: Gamechanging Strategies

• Gamechanging – what do we mean by “the game” and how to “change” it?
• Reframing – change the why – rethinking the context, purpose, applications
• Refocusing – change the who – rethinking the markets, audiences, occasions
• Reinventing – change the what – rethinking the product, service, experience
• Reconfiguring – change the how – rethinking the process, channel, payment
• Innovation to impact – creating a “gamechanging” business strategy

Find out more about the new Global AMP at IE Business School

The  program has been designed specifically to prepare current and future leaders, and their businesses, for the challenges which they face now and in the coming years. Focusing on leadership in a world of disruptive change, the Global AMP will help you understand the underlying trends driving the future which are already shaking up your industry, explore the threats and opportunities these bring, and respond accordingly.

Divided into 5 core academic modules, each designed and orchestrated by expert faculty, the program will lead you through the challenge of understanding mega-trends such as technological change, our role in a world where AI and robotics make many traditional jobs irrelevant, scarce physical resources and changing demographics.

How will you shape the new markets formed by these trends to the advantage of your business? Where will you focus, and how will you compete? How will you engage with the future customers – Asian, millennial, female – and those in markets that do not even exist today? What are your new business models to drive speed, agility and profitable growth?

Be the disrupter, not the disrupted.

The program focuses on devising new solutions, delivered by the right organisations and strategies, to succeed in such a brave new world. Energising and aligning the business to the strategic needs of the future will require that it becomes faster and more agile and we will learn how to use areas such as finance and operations, partnerships and networks, as levers for growth.

Most significantly, we will help you develop yourself as a leader of this dynamic world – to build a leadership platform, and exploit it skilfully to implement change that builds organisations that are themselves a source of competitive strength.

Alongside these academic modules, the program also includes practical application, with each participant developing a Gamechanger Project from they will create a blueprint for the future of their industry, a plan for how their business can reinvent itself, and define their own role in leading their company or division towards this future successfully.

Finally, the Leadership Development Plan helps each participant, along with an individual advisor, focus on their own specific strengths and weaknesses and actions that they can take to become an effective leader, and to sustain high personal and business performance.

World Changing: Making sense of change, exploring megatrends and their medium and longer-term implications, and choosing your future direction. The rise of emerging markets, new technologies and next generation audiences, is matched by the increasing scarcity of resources, social fragmentation and climate impact. The “fourth industrial revolution” heralds a new era for business and society, from digitalisation and automation, to 3D printing and machine learning, artificial intelligence and robotics. Philosophically, we will also look back to the age of genius, and the lessons for the future.

• Power shifts: Economic, political and economic power shifts across continents, generations and businesses.
• Technology futures: Harnessing the potential of new capabilities, from digital and big data, biotech and nanotech, to AI and robotics.
• Resource scarcity: Changing sources of energy, the peak of rare metals, talent and creativity, high-tech components and patented technologies.
• Human impacts: Rethinking work, education and employment, ageing and healthcare, urbanization and belonging, wealth and happiness.
• Future shaping: Making sense of change, and making better choices. Harnessing value drivers and scenario planning to shape the future that you want.

Market Shaping:  Competitive landscapes have become increasingly complex, competition can now appear from seemingly unrelated industries, new markets emerge and old ones disappear. Digital markets have no boundaries, allowing the smallest business to have huge impact, and accelerating the convergence of sectors and businesses. In this context, the market-shaping module will guide you in engaging with future customers, shaping markets to your advantage and ultimately developing a market map that can help focus your business to win in future markets.

• Market spaces: How well do you really know your market? Framing markets and how they work, value drivers and emerging practices, challenges and opportunities.
• Future markets: Finding and creating new market spaces, based on new customers, new geographies and new solutions.
• Customer thinking: Understanding new and existing customers based on aspirations and behaviours, finding new insights and ideas, new needs and niches.
• Engaging propositions: Rethinking value, how it created and captured, and then delivered in terms of engagement and experiences.
• Markets as movements: Rethinking how to build brands and loyalty where customers trust each other, and seek personalisation, collaboration and community

Disruptive Innovation: Disruption comes from all angles – entrepreneurial start-ups challenging established giants, new technologies replacing inefficient processes, simplicity outperforming complexity, and customers challenging businesses to do better. The impact can be dramatic, reputations can be made and destroyed in days, whilst long admired companies are wiped off the map. The aim of this module is to learn how to turn the tables and become the disrupter by quickly developing insights and ideas, driving innovative strategies and business models, that can be delivered in fast and efficient ways.

• Market Disruption: Transforming value equations by rethinking the way markets work, the sources of advantage, pain points and profit pools.
• Design thinking: Gaining deeper insights into what really drives customers, to find the real problem, and solutions that are more relevant and valuable.
• Fast Innovation: Turning ideas into impact faster through fast and lean innovation, from incremental to breakthough, managing portfolios to create the future
• Business models: Rethinking how organisations work to deliver innovative propositions, from licensing to subscription, low cost to luxury.
• Accelerating impact: Harnessing the power of multipliers, the network effect of social media to business ecosystems, spreading innovation faster, accelerating growth.

Energizing Organizations: Business thrives on an inspiring purpose, an alignment for action, and priorities and incentives that engage people to high performance. Organisations also need the agility to continually adapt and respond to changing markets, to develop new capabilities and partnerships, and reach new markets. The objective of this module is to help you energize your organization, develop a strategy, along with the metrics to constantly measure its implementation, and align financial and operational resources to deliver results effectively.

• Winning strategy: Defining the right direction and priorities, guided by an inspiring purpose, and harnessing the drivers of value.
• Smarter choices: Making better decisions, strategically and every day, matched by the right metrics and rewards that ensure performance.
• Aligning organisations: Shaping organisations and processes to be agile and efficient, leveraging strengths and addressing weakness, inside and outside.
• Energising people: Mobilising your employees to think and deliver the strategy in innovative and profitable ways, harnessing the power of teams and humanity.
• Sustaining impact: Ensuring that the organization has the ongoing renewal and adaptability to deliver share value, short term and into the future.

Amplified Leadership: The best leaders amplify the impact of their people and their business. Developing a leadership that is relevant to them and their people, they inspire and engage, connect and support the business to deliver against long-term directions and short-term priorities. Leaders of the future, will need to be adept at leading and managing change in a way that unlocks talent and performance. The outcome of this module will be to a help participants lead themselves, their teams and their business. For this reason, the module works through all the other modules to connect ideas and future action.

• Leadership matters: Business is obsessed with leadership, but how do leaders really add value, engage people effectively, and deliver better results?
• Knowledge economy: Organisational hierarchies are a legacy of old economies. In today’s ideas-based organisations, leaders add value in different ways.
• Authentic organisations: From corporate to personal reputations, how do you build trust and authenticity inside and outside the business?
• Talent beacons: In an ideas-driven world, the best companies have the best people. So how do you ensure that you attract, motivate and retain the best talent?
• Why should anyone be led by you? Fundamentally, why should you be the leader of the business. What do you have, and what will you give, to be successful?

Leaders are, of course, much more than functional managers. They see a bigger picture, work across the organization, and connect activities for more impact. The 5 Global AMP modules, rather than addressed in isolation will be carefully knitted together throughout the duration of the program, to demonstrate the opportunities and implications of every decision and action across the business.

Participants will work on an individual, evaluated project throughout the program. This “Gamechanger Project” is designed to draw on all of the materials covered in each module and will be applied directly to the challenges and opportunities of the participants’ business. It will deliver five specific outcomes, in the form of maps, that will be of value to you and to your company. Together they form a blueprint for the future.

• Future Map: Developing a vision of the future of your industry. Define how you will shape it to your business’ advantage, to seize the best opportunities for growth.
• Market Map: Shaping your markets, how you work, and your customer propositions to engage current and future customers.
• Innovation Map: Reinventing your business model to deliver the future propositions in practical, efficient and profitable ways.
• Organisation Map: Aligning your direction and strategy, your processes and people, metrics and performance to deliver results.
• Impact Map: Defining your role in leading your company or division towards a bright, inspiring and successful future.

Progress on the project will be checked in peer to peer presentations and participants will have access to tutors to guide their work. This will be underpinned by the Leadership Development Plan which supports the individual in how they will develop themselves to deliver this effectively.

Download a summary of the masterclass and program launch

Find out more about the new Global AMP at IE Business School

Peter Fisk introduces IE Business School’s flagship executive development program, the new Global Advanced Management Program (Global AMP), over 4 weeks preparing the next generation of business leaders for the C-Suite. Uniquely amongst business schools, it is practically set in the context of a changing world – with incredible opportunities to grow in innovative ways – but also where tensions such as technology vs humanity, global vs local, and business vs consumer are challenging businesses to rethink, reinvent and refocus.

Download a summary of the masterclass and program launch

Find out more about the new Global AMP at IE Business School

The  program has been designed specifically to prepare current and future leaders, and their businesses, for the challenges which they face now and in the coming years. Focusing on leadership in a world of disruptive change, the Global AMP will help you understand the underlying trends driving the future which are already shaking up your industry, explore the threats and opportunities these bring, and respond accordingly.

Divided into 5 core academic modules, each designed and orchestrated by expert faculty, the program will lead you through the challenge of understanding mega-trends such as technological change, our role in a world where AI and robotics make many traditional jobs irrelevant, scarce physical resources and changing demographics.

How will you shape the new markets formed by these trends to the advantage of your business? Where will you focus, and how will you compete? How will you engage with the future customers – Asian, millennial, female – and those in markets that do not even exist today? What are your new business models to drive speed, agility and profitable growth?

Be the disrupter, not the disrupted.

The program focuses on devising new solutions, delivered by the right organisations and strategies, to succeed in such a brave new world. Energising and aligning the business to the strategic needs of the future will require that it becomes faster and more agile and we will learn how to use areas such as finance and operations, partnerships and networks, as levers for growth.

Most significantly, we will help you develop yourself as a leader of this dynamic world – to build a leadership platform, and exploit it skilfully to implement change that builds organisations that are themselves a source of competitive strength.

Alongside these academic modules, the program also includes practical application, with each participant developing a Gamechanger Project from they will create a blueprint for the future of their industry, a plan for how their business can reinvent itself, and define their own role in leading their company or division towards this future successfully.

Finally, the Leadership Development Plan helps each participant, along with an individual advisor, focus on their own specific strengths and weaknesses and actions that they can take to become an effective leader, and to sustain high personal and business performance.

World Changing: Making sense of change, exploring megatrends and their medium and longer-term implications, and choosing your future direction. The rise of emerging markets, new technologies and next generation audiences, is matched by the increasing scarcity of resources, social fragmentation and climate impact. The “fourth industrial revolution” heralds a new era for business and society, from digitalisation and automation, to 3D printing and machine learning, artificial intelligence and robotics. Philosophically, we will also look back to the age of genius, and the lessons for the future.

• Power shifts: Economic, political and economic power shifts across continents, generations and businesses.
• Technology futures: Harnessing the potential of new capabilities, from digital and big data, biotech and nanotech, to AI and robotics.
• Resource scarcity: Changing sources of energy, the peak of rare metals, talent and creativity, high-tech components and patented technologies.
• Human impacts: Rethinking work, education and employment, ageing and healthcare, urbanization and belonging, wealth and happiness.
• Future shaping: Making sense of change, and making better choices. Harnessing value drivers and scenario planning to shape the future that you want.

Market Shaping:  Competitive landscapes have become increasingly complex, competition can now appear from seemingly unrelated industries, new markets emerge and old ones disappear. Digital markets have no boundaries, allowing the smallest business to have huge impact, and accelerating the convergence of sectors and businesses. In this context, the market-shaping module will guide you in engaging with future customers, shaping markets to your advantage and ultimately developing a market map that can help focus your business to win in future markets.

• Market spaces: How well do you really know your market? Framing markets and how they work, value drivers and emerging practices, challenges and opportunities.
• Future markets: Finding and creating new market spaces, based on new customers, new geographies and new solutions.
• Customer thinking: Understanding new and existing customers based on aspirations and behaviours, finding new insights and ideas, new needs and niches.
• Engaging propositions: Rethinking value, how it created and captured, and then delivered in terms of engagement and experiences.
• Markets as movements: Rethinking how to build brands and loyalty where customers trust each other, and seek personalisation, collaboration and community

Disruptive Innovation: Disruption comes from all angles – entrepreneurial start-ups challenging established giants, new technologies replacing inefficient processes, simplicity outperforming complexity, and customers challenging businesses to do better. The impact can be dramatic, reputations can be made and destroyed in days, whilst long admired companies are wiped off the map. The aim of this module is to learn how to turn the tables and become the disrupter by quickly developing insights and ideas, driving innovative strategies and business models, that can be delivered in fast and efficient ways.

• Market Disruption: Transforming value equations by rethinking the way markets work, the sources of advantage, pain points and profit pools.
• Design thinking: Gaining deeper insights into what really drives customers, to find the real problem, and solutions that are more relevant and valuable.
• Fast Innovation: Turning ideas into impact faster through fast and lean innovation, from incremental to breakthough, managing portfolios to create the future
• Business models: Rethinking how organisations work to deliver innovative propositions, from licensing to subscription, low cost to luxury.
• Accelerating impact: Harnessing the power of multipliers, the network effect of social media to business ecosystems, spreading innovation faster, accelerating growth.

Energizing Organizations: Business thrives on an inspiring purpose, an alignment for action, and priorities and incentives that engage people to high performance. Organisations also need the agility to continually adapt and respond to changing markets, to develop new capabilities and partnerships, and reach new markets. The objective of this module is to help you energize your organization, develop a strategy, along with the metrics to constantly measure its implementation, and align financial and operational resources to deliver results effectively.

• Winning strategy: Defining the right direction and priorities, guided by an inspiring purpose, and harnessing the drivers of value.
• Smarter choices: Making better decisions, strategically and every day, matched by the right metrics and rewards that ensure performance.
• Aligning organisations: Shaping organisations and processes to be agile and efficient, leveraging strengths and addressing weakness, inside and outside.
• Energising people: Mobilising your employees to think and deliver the strategy in innovative and profitable ways, harnessing the power of teams and humanity.
• Sustaining impact: Ensuring that the organization has the ongoing renewal and adaptability to deliver share value, short term and into the future.

Amplified Leadership: The best leaders amplify the impact of their people and their business. Developing a leadership that is relevant to them and their people, they inspire and engage, connect and support the business to deliver against long-term directions and short-term priorities. Leaders of the future, will need to be adept at leading and managing change in a way that unlocks talent and performance. The outcome of this module will be to a help participants lead themselves, their teams and their business. For this reason, the module works through all the other modules to connect ideas and future action.

• Leadership matters: Business is obsessed with leadership, but how do leaders really add value, engage people effectively, and deliver better results?
• Knowledge economy: Organisational hierarchies are a legacy of old economies. In today’s ideas-based organisations, leaders add value in different ways.
• Authentic organisations: From corporate to personal reputations, how do you build trust and authenticity inside and outside the business?
• Talent beacons: In an ideas-driven world, the best companies have the best people. So how do you ensure that you attract, motivate and retain the best talent?
• Why should anyone be led by you? Fundamentally, why should you be the leader of the business. What do you have, and what will you give, to be successful?

Leaders are, of course, much more than functional managers. They see a bigger picture, work across the organization, and connect activities for more impact. The 5 Global AMP modules, rather than addressed in isolation will be carefully knitted together throughout the duration of the program, to demonstrate the opportunities and implications of every decision and action across the business.

Participants will work on an individual, evaluated project throughout the program. This “Gamechanger Project” is designed to draw on all of the materials covered in each module and will be applied directly to the challenges and opportunities of the participants’ business. It will deliver five specific outcomes, in the form of maps, that will be of value to you and to your company. Together they form a blueprint for the future.

• Future Map: Developing a vision of the future of your industry. Define how you will shape it to your business’ advantage, to seize the best opportunities for growth.
• Market Map: Shaping your markets, how you work, and your customer propositions to engage current and future customers.
• Innovation Map: Reinventing your business model to deliver the future propositions in practical, efficient and profitable ways.
• Organisation Map: Aligning your direction and strategy, your processes and people, metrics and performance to deliver results.
• Impact Map: Defining your role in leading your company or division towards a bright, inspiring and successful future.

Progress on the project will be checked in peer to peer presentations and participants will have access to tutors to guide their work. This will be underpinned by the Leadership Development Plan which supports the individual in how they will develop themselves to deliver this effectively.

Download a summary of the masterclass and program launch

Find out more about the new Global AMP at IE Business School

 

Peter Fisk introduces IE Business School’s flagship executive development program, the Global Advanced Management Program (Global AMP), over 4 weeks preparing the next generation of business leaders for the C-Suite. Uniquely amongst business schools, it is practically set in the context of a changing world – with incredible opportunities to grow in innovative ways – but also where tensions such as technology vs humanity, global vs local, corporates vs start-ups, long-term vs short-term, and business vs consumer, are challenging businesses to rethink, reinvent and refocus.

Download a summary of the masterclass and program launch

Find out more about the Global AMP at IE Business School

The  program has been designed specifically to prepare current and future leaders, and their businesses, for the challenges which they face now and in the coming years. Focusing on leadership in a world of disruptive change, the Global AMP will help you understand the underlying trends driving the future which are already shaking up your industry, explore the threats and opportunities these bring, and respond accordingly.

Divided into 5 core academic modules, each designed and orchestrated by expert faculty, the program will lead you through the challenge of understanding mega-trends such as technological change, our role in a world where AI and robotics make many traditional jobs irrelevant, scarce physical resources and changing demographics.

How will you shape the new markets formed by these trends to the advantage of your business? Where will you focus, and how will you compete? How will you engage with the future customers – Asian, millennial, female – and those in markets that do not even exist today? What are your new business models to drive speed, agility and profitable growth?

Be the disrupter, not the disrupted.

The program focuses on devising new solutions, delivered by the right organisations and strategies, to succeed in such a brave new world. Energising and aligning the business to the strategic needs of the future will require that it becomes faster and more agile and we will learn how to use areas such as finance and operations, partnerships and networks, as levers for growth.

Most significantly, we will help you develop yourself as a leader of this dynamic world – to build a leadership platform, and exploit it skilfully to implement change that builds organisations that are themselves a source of competitive strength.

Alongside these academic modules, the program also includes practical application, with each participant developing a Gamechanger Project from they will create a blueprint for the future of their industry, a plan for how their business can reinvent itself, and define their own role in leading their company or division towards this future successfully.

Finally, the Leadership Development Plan helps each participant, along with an individual advisor, focus on their own specific strengths and weaknesses and actions that they can take to become an effective leader, and to sustain high personal and business performance.

World Changing: Making sense of change, exploring megatrends and their medium and longer-term implications, and choosing your future direction. The rise of emerging markets, new technologies and next generation audiences, is matched by the increasing scarcity of resources, social fragmentation and climate impact. The “fourth industrial revolution” heralds a new era for business and society, from digitalisation and automation, to 3D printing and machine learning, artificial intelligence and robotics. Philosophically, we will also look back to the age of genius, and the lessons for the future.

• Power shifts: Economic, political and economic power shifts across continents, generations and businesses.
• Technology futures: Harnessing the potential of new capabilities, from digital and big data, biotech and nanotech, to AI and robotics.
• Resource scarcity: Changing sources of energy, the peak of rare metals, talent and creativity, high-tech components and patented technologies.
• Human impacts: Rethinking work, education and employment, ageing and healthcare, urbanization and belonging, wealth and happiness.
• Future shaping: Making sense of change, and making better choices. Harnessing value drivers and scenario planning to shape the future that you want.

Market Shaping:  Competitive landscapes have become increasingly complex, competition can now appear from seemingly unrelated industries, new markets emerge and old ones disappear. Digital markets have no boundaries, allowing the smallest business to have huge impact, and accelerating the convergence of sectors and businesses. In this context, the market-shaping module will guide you in engaging with future customers, shaping markets to your advantage and ultimately developing a market map that can help focus your business to win in future markets.

• Market spaces: How well do you really know your market? Framing markets and how they work, value drivers and emerging practices, challenges and opportunities.
• Future markets: Finding and creating new market spaces, based on new customers, new geographies and new solutions.
• Customer thinking: Understanding new and existing customers based on aspirations and behaviours, finding new insights and ideas, new needs and niches.
• Engaging propositions: Rethinking value, how it created and captured, and then delivered in terms of engagement and experiences.
• Markets as movements: Rethinking how to build brands and loyalty where customers trust each other, and seek personalisation, collaboration and community

Disruptive Innovation: Disruption comes from all angles – entrepreneurial start-ups challenging established giants, new technologies replacing inefficient processes, simplicity outperforming complexity, and customers challenging businesses to do better. The impact can be dramatic, reputations can be made and destroyed in days, whilst long admired companies are wiped off the map. The aim of this module is to learn how to turn the tables and become the disrupter by quickly developing insights and ideas, driving innovative strategies and business models, that can be delivered in fast and efficient ways.

• Market Disruption: Transforming value equations by rethinking the way markets work, the sources of advantage, pain points and profit pools.
• Design thinking: Gaining deeper insights into what really drives customers, to find the real problem, and solutions that are more relevant and valuable.
• Fast Innovation: Turning ideas into impact faster through fast and lean innovation, from incremental to breakthough, managing portfolios to create the future
• Business models: Rethinking how organisations work to deliver innovative propositions, from licensing to subscription, low cost to luxury.
• Accelerating impact: Harnessing the power of multipliers, the network effect of social media to business ecosystems, spreading innovation faster, accelerating growth.

Energizing Organizations: Business thrives on an inspiring purpose, an alignment for action, and priorities and incentives that engage people to high performance. Organisations also need the agility to continually adapt and respond to changing markets, to develop new capabilities and partnerships, and reach new markets. The objective of this module is to help you energize your organization, develop a strategy, along with the metrics to constantly measure its implementation, and align financial and operational resources to deliver results effectively.

• Winning strategy: Defining the right direction and priorities, guided by an inspiring purpose, and harnessing the drivers of value.
• Smarter choices: Making better decisions, strategically and every day, matched by the right metrics and rewards that ensure performance.
• Aligning organisations: Shaping organisations and processes to be agile and efficient, leveraging strengths and addressing weakness, inside and outside.
• Energising people: Mobilising your employees to think and deliver the strategy in innovative and profitable ways, harnessing the power of teams and humanity.
• Sustaining impact: Ensuring that the organization has the ongoing renewal and adaptability to deliver share value, short term and into the future.

Amplified Leadership: The best leaders amplify the impact of their people and their business. Developing a leadership that is relevant to them and their people, they inspire and engage, connect and support the business to deliver against long-term directions and short-term priorities. Leaders of the future, will need to be adept at leading and managing change in a way that unlocks talent and performance. The outcome of this module will be to a help participants lead themselves, their teams and their business. For this reason, the module works through all the other modules to connect ideas and future action.

• Leadership matters: Business is obsessed with leadership, but how do leaders really add value, engage people effectively, and deliver better results?
• Knowledge economy: Organisational hierarchies are a legacy of old economies. In today’s ideas-based organisations, leaders add value in different ways.
• Authentic organisations: From corporate to personal reputations, how do you build trust and authenticity inside and outside the business?
• Talent beacons: In an ideas-driven world, the best companies have the best people. So how do you ensure that you attract, motivate and retain the best talent?
• Why should anyone be led by you? Fundamentally, why should you be the leader of the business. What do you have, and what will you give, to be successful?

Leaders are, of course, much more than functional managers. They see a bigger picture, work across the organization, and connect activities for more impact. The 5 Global AMP modules, rather than addressed in isolation will be carefully knitted together throughout the duration of the program, to demonstrate the opportunities and implications of every decision and action across the business.

Gamechanger Projects: Participants will work on an individual, evaluated project throughout the program. This “Gamechanger Project” is designed to draw on all of the materials covered in each module and will be applied directly to the challenges and opportunities of the participants’ business. It will deliver five specific outcomes, in the form of maps, that will be of value to you and to your company. Together they form a blueprint for the future.

• Future Map: Developing a vision of the future of your industry. Define how you will shape it to your business’ advantage, to seize the best opportunities for growth.
• Market Map: Shaping your markets, how you work, and your customer propositions to engage current and future customers.
• Innovation Map: Reinventing your business model to deliver the future propositions in practical, efficient and profitable ways.
• Organisation Map: Aligning your direction and strategy, your processes and people, metrics and performance to deliver results.
• Impact Map: Defining your role in leading your company or division towards a bright, inspiring and successful future.

Progress on the project will be checked in peer to peer presentations and participants will have access to tutors to guide their work. This will be underpinned by the Leadership Development Plan which supports the individual in how they will develop themselves to deliver this effectively.

Download a summary of the masterclass and program launch

Find out more about the Global AMP at IE Business School

We live in an incredible time. More change in the next 10 years than in the last 250 years.

New technologies are transforming the ways in which we live and work. Technologies enable incredible change. It is how we unlock their potential that matters.

Today we explore the future of healthcare.

Through positive wellness and personalised pharma, robotics and genetics, digital applications and patient-centric business models … the future of health is about specialisation and innovation, patient-centric solutions that are faster and more efficient. The fast-changing science is one factor, however far more significant is the convergence of pharma and biotech, insurance and hospitals, physicians and pharmacists … working together to make life better.

For leaders its about how to drive change and innovation as a healthcare leader:

The most innovative businesses see the world differently.

They don’t just seek to imitate the success of others, to compete in the markets of today, to frame themselves by their relative differences to competitors. Instead they play their own game.

I call them “gamechangers”, and have spent the last 24 months running competitions around the world, to find and rank the world’s most innovative companies by sector and geography.

So what’s the “game”? Well, in simple terms, it’s the market.

These companies go beyond innovating their products and services, their customer experienes and business models. They seek to innovate how their markets work.

Think of it like a sports game. How could you change the game? It could be anything from the pitch dimensions to rules of play, the team composition to the measures of success, the role of the referee to the participation of fans. Even the name of the game.

Now look at today’s most disruptive innovators – 23andMe to Airbnb, Brewdog to Buzzfeed, Casper to Coursera – they reframe, reimagine and redefine the market on their terms – who is it for, why people buy, what they pay and get, and how they work.

I’ve met and profiled over 250 “gamechanger” companies on my travels, in almost every sector, and in every part of the world. Corporate giants and start-ups, from Abu Dhabi to Berlin, Colombo to Qingdao.

There is no one way to change the game, but there are definitely some common traits:

• Audacious – Gamechangers are visionary and innovative, but also daring and original; they seek to shape the future to their advantage.
• Purposeful – They seek to make life better, in some relevant and inspiring way; they have a higher motive than just making money.
• Networked – Gamechangers harness the power of networks, digital and physical, both business and customer networks, to exponentially reach further faster.
• Intelligent – They use big data analytics and algorithms, machine learning and AI, to be smart and efficient, personal and predictive.
• Collaborative – Gamechangers work with others, from ecosystems to platforms, social networks and co-creation, to achieve more together.
• Enabling – They focus not on what they do, but what they enable people to do; and thereby redefine their marketspace, find new opportunities and redefine value.
• Commercial – Gamechangers take a longer-term perspective, adopting new business models, and recalibrating the measures of progress and success.

Do you have a future mindset?

Today’s business leaders need a future mindset. That sounds obvious, but isn’t.

Most leaders have a “fixed mindset”. They keep stretching the old models of success. They stay loyal to the model that made them great, seeking to squeeze and tweak it for as long as possible. They seek perfection – to optimise what they currently do – which leads to efficiency and incremental gains.

Instead a “future mindset” is prepared to let go of the past. To explore the future, to experiment with new ways of working and winning. Failure is a way to learn, and innovation becomes the norm. Change is relentless inside, as it is outside. Innovation is their lifeblood. Like Jeff Bezos loves to say “it is always day one”.

With a future mindset, the CEO needs new attributes:

• Sense maker – to interpret a fast and confusing world, to see new patterns and opportunities, what is relevant and not, to shape your own vision.
• Radical optimist – to inspire people with a stretching ambition, positive and distinctive, to be audacious, to see the possibilities when others only see risk.
• Future hacker – they start from the “future back”, with clarity of purpose and intent, encouraging ideas and experiments, leveraging resource and scale.
• Ideas connector – da Vinci said innovation is about making unusual connections;  connecting new people, new partners, new capabilities and new ideas.
• Emotionally agile – whilst organisational agility is essential, emotional agility matters even more; to cope with change, to be intuitive in making sense, and making choices.
• Entrepreneur at large – keeping the founders mentality alive, hands-on working with project teams to infuse the mindset, to be the catalyst and coach.
• Having grit – “gamechanger” leaders need to go against the grain, to persist but know when to move on, to have self belief and confidence, guts and resilience.

The future is a better place to start

Start from the “future back”.

Trying to evolve in today’s complex and confused world is unlikely to lead you towards a bright and distinctive future. It will extend your life a little longer, but it will be tough and uninspiring, with diminishing returns.

Instead jump to the future. I tend to start with five years ahead, although it may differ by company. 5 years is long enough to change the world, but close enough to be real. Start by creating a positive, collective and inspiring vision of the future market. What will it be like? What will people want? Why? How? Where? Then consider how to win in this new world.

This is where “moonshot thinking” can be really useful. “Why be 10% better, when you could be 10 times better?” 10 times more profits, more customers, more quality, reduced cost, reduced time. Whatever. By giving yourself a “How could we do it 10x better” challenge you take a new perspective, solve problems in different ways.

Be inspired by ideas from other places.

Explore how ARM or GE, Inditex or Netflix, Glossier or Novo Nordisk have changed their markets. Choose any of my 100+ “gamechanger” companies! How did they do it? How did customers respond? (Remember, they often serve the same customers as you!). You can’t learn much from competitors, but you can learn a lot from relevant parallels.

Copy. Adapt. Paste.

Customer insight also matters. Deep dives and design thinking, exploring the emerging trends and deviant behaviours. This can enhance and validate your ideas, but the problem with most customer insight is that it is filtered by our current world. You need something to disrupt your thinking.

I have a great box of disruptive techniques. Some are really simple – like break then remake the rules, like imagine its free then find a way to make money, like reverse polarities and many more. The point is to disrupt your conventional thinking.

From this, ideas rapidly emerge. You need lots of ideas about the future. But these are fragments of the real answer. The real creativity comes in fusing together into bigger “concepts”. These could be customer solutions, or new ways of working, new revenue streams, or new business models, and new market scenarios.

Once you have a clear and collective ambition for the future, it’s time to work backwards.  “If this is how we want to be in 5 years, where do we need to get to in 3 years, and then in 1 year?  Therefore what do we need to start doing now?” You develop a “horizon plan” for your business; a strategy roadmap if you like, but developed backwards.

The important thing is that by working backwards, you have jumped out of the morass of today. You’ve avoided the assumptions, limitations, problems and priorities of today’s thinking. You have a more inspiring “gamechanging” future, and have started to map out the steps to get there. Most likely with different priorities in the short-term too.

Of course the steps on this journey might change, but it’s going to be an exciting adventure.

Change the way we think, resolve the conflicts

In today’s busineses, we have created artificial divides in how we think and operate. Digital and physical seem like two different worlds, global and local seem like alternative strategies that cannot combine, many still struggle to align value to customers and shareholders in a mutually reinforcing way, and short and long-termism continues to confuse our priorities.

Our thinking within business, has created separate and apparently conflicting approaches. The opportunity is to make the combination of both approaches world – “fusions” if you like – to be innovative in the way you combine apparent opposites.

Digital and physical are two sides of the same coin.

There is only one world, unless you believe Ray Kurzweil, and it is the real one. It’s human and physical. Digital technologies are incredibly powerful, enabling people to connect, to work, to learn, to play in new ways. From mobile phones to blockchains, 3D printing and augmented reality, digital allows us to do more, do it faster, do things we could never do before. But it’s still about humanity.

Start with people. How can you enable them to achieve more? To live better, to have more fun, to do better for the world. Whatever matters. I work closely with Richard Branson and his Virgin teams. Their mindset is to “start from the outside, and then work in”. Design a better customer experience. Built on your ambition and insight, and then explore how you could deliver it with new and existing capabilities.

Global and local are opportunities for every business.

I love Amazon’s “Treasure Truck” … Most of us have never connected with Amazon beyond the website and the delivery guy. Amazon is huge, global and anonymous. But the Treasure Truck is real. It travels around the country, bringing its pop-up store to local neighbourhoods, fun and games, bargains and demos. For Amazon, it’s a chance to make real connections, listen to people, and to be local.

We can all see a backlash in society against relentless globalisation, huge corporations, and social inequality. We see a lack of trust in brands, and know that authenticity matters. Etsy shows us that even the smallest and most local artisan businesses can also be global. For every business, local and global markets are within reach, however it’s also about combining scale and standardisation, with relevance and individuality.

Ideas and networks should be the core of your business.

Gamechanger businesses need a compelling idea, a core purpose, an inspiring proposition, that can spread fast and contagiously. In a digitally-fuelled world, the most innovative businesses embrace “ideas and networks” to drive exponential impact – like WhatsApp creating $19bn in three years, Airbnb $40bn in 9 years, Alibaba $476bn in 18 years, Amazon $740bn in 23 years.

Think about that concept of “exponential” … The power of networks – be it franchisees, or distributors, or customers and users – lies not in the number of members, but in the connections between them. Networks have a multiplying effect. Exponential. Consider, for example, Rapha, the sportwear brand that brings together people with a passion for cycling, who conveniently meet at their “Cycle Club” stores, and buy their premium gear. A fantastic “ideas and networks” business.

Finally this idea of short-term and long-term being in conflict with each other.

Jeff Bezos never has this problem, nor Elon Musk, nor Richard Branson. They focus on the long-term, recognising it will require some years of investment to get there. They all of course lead privately-owned companies. But every public company has the same ambition to innovate and grow. And so do most of their investors, actually.

The reality is that any company’s stock market performance is based on its future earnings potential, not its past. The better you can engage with equity analysts, journalists and investors themselves to explain why you will deliver a better future worth waiting for, then you get their support. If you don’t engage them in your future vision, plans and innovations, then they will default to looking for short-term evidence. It’s really in our hands, to work together to create a future we want to invest in. And to share the greater risk and rewards.

Time to embrace your future mindset

We live in an incredible time … More change in the next 10 years than in the last 250 years … remember? I know that sounds a little crazy, but think about Hyperloop in 3 years, a tipping point to electric cars in 5 years, Mars missions in 8 years. They are all real, and possible.

Digital platforms connecting buyers and sellers in new ways, blockchain having the potential to transform relationships and trust, 3d printing having the potential to transform value chains to deliver anything personalised and on-demand, AI and robotics giving us the capabilities to be superhuman in our minds and bodies.

These are just some of the fantastic new capabilities that enable us to innovate beyond what we can even imagine today. The future isn’t like the future used to be. We cannot just evolve or extrapolate the past. Today’s future is discontinuous, disruptive, different.

It is imagination that will move us forwards … unlocking the technological possibilities, applying them to real problems and opportunities, to drive innovation and growth in every industry, in every part of our lives.

Imagine a world where you press “print” to get the dress of your dreams, the food of your fantasies, or the spare parts for your car. Instantly, personalised and on demand. Think then what does that mean if we don’t need the huge scale of manufacturing plants, warehousing and transportation. Maybe we will even subscribe to the IP catalogues of brands, rather than buy standard products, in the ways we currently subscribe to Netflix.

Time to embrace your Musk mindset … Unlock your Einstein dreams and Picasso passion … Embrace your Mandela courage and Ghandi spirit. Be more curious, be more intuitive, be more human. Ask more questions. Don’t be afraid to have audacious ideas, to challenge the old models of success, and turn future ambitions into practical profitable reality.

How else did Zespri reinvent the Chinese gooseberry as the kiwi fruit? How else will SpaceX reach Mars by 2025? How else did Netflix came to be, or NuTonomy, or Nespresso, or Nyx?

This is why 23andMe’s Anne Wojicki wont give up in her quest to make DNA analysis available to everyone, and to ultimately find a cure for cancer. And it’s why Jack Ma didn’t give up as he rose from $1000-per year English teacher to technological royalty.

The secret is the future mindset.

To realise that the future is malleable. So we need to grab hold of it, and shape it in our own vision. To our advantage.

This is what “gamechangers” do.

• Article: The 10x Leader
• Article: Amplifying Potential
• Book: “Gamechangers: Are you ready to change the world?“
• Book: “Business Genius: A more inspired approach to leadership”
• Workshop: “Gamechangers Program: Leading for smarter innovation and profitable growth”
• Workshop: “Inspiring Leadership … future, people and change“
• Download a summary of Peter Fisk’s keynote “Gamechangers”

The high-energy one day workshop for business leaders explores leadership in the context of today’s fast-changing world, and the relentless barrage of new challenges and opportunities that it brings.

It is inspiring, about the incredible opportunities for business to grow and innovate in new ways … and also challenging, in the sense understanding why and how leaders need to act differently.

Above all it is about leading the future – understanding and exploring the implications for organisations and leadership – and deciding what will you do to create a better future, for you and your business.

1045 – 1230 : Changing the World

• Leaders of Change … Inspired by Anne Wojcicki and Tan Le, Satya Nadella and Mayayoshi Son
• Exploring the seismic shifts and emerging trends, economical and political, social and cultural
• Understanding the power of AI and big data, automation and robotics, 3D printing and blockchain
• The Spirit of Ikigai … Team work to explore the 7 business tensions in a changing world

1315 – 1445 : Innovating the Business

• Leaders of Innovation … Inspired by Mary Barra and Emily Weiss, Jeff Bezos and Jack Ma
• Learning from the world’s 100 most inspiring companies, shaking up every market right now
• Embracing purpose and ideas, people and partners, platforms and networks, to achieve more
• The Potential of Goya …  Team work to break the rules, and remake the rules, of business today

1500 – 1615 : Leading the Future

• Leaders of the Future … Inspired by Eliud Kipchoge and Zhang Xin, Elon Musk and JK Rowling
• How to be more insightful and innovative, creative and collaborative, agile and exponential
• Starting from the future back, working from the outside in, fuelled by a growth mindset
• The Courage of Sisu … Team work to generate a new DNA for the 21st century business

1630 – 1730: Discussion

• Joining me to explore what this all means for business and its leaders will be:
• Pilita Clark, FT Associate Editor
• Marianne Dahl, CEO of Microsoft Denmark
• Andre Dittmer, CEO and Managing Partner of Gorrissen Federspiel

The most innovative businesses see the world differently.

They don’t just seek to imitate the success of others, to compete in the markets of today, to frame themselves by their relative differences to competitors. Instead they play their own game.

I call them “gamechangers”, and have spent the last 24 months running competitions around the world, to find and rank the world’s most innovative companies by sector and geography.

So what’s the “game”? Well, in simple terms, it’s the market.

These companies go beyond innovating their products and services, their customer experienes and business models. They seek to innovate how their markets work.

Think of it like a sports game. How could you change the game? It could be anything from the pitch dimensions to rules of play, the team composition to the measures of success, the role of the referee to the participation of fans. Even the name of the game.

Now look at today’s most disruptive innovators – 23andMe to Airbnb, Brewdog to Buzzfeed, Casper to Coursera – they reframe, reimagine and redefine the market on their terms – who is it for, why people buy, what they pay and get, and how they work.

I’ve met and profiled over 250 “gamechanger” companies on my travels, in almost every sector, and in every part of the world. Corporate giants and start-ups, from Abu Dhabi to Berlin, Colombo to Qingdao.

There is no one way to change the game, but there are definitely some common traits:

• Audacious – Gamechangers are visionary and innovative, but also daring and original; they seek to shape the future to their advantage.
• Purposeful – They seek to make life better, in some relevant and inspiring way; they have a higher motive than just making money.
• Networked – Gamechangers harness the power of networks, digital and physical, both business and customer networks, to exponentially reach further faster.
• Intelligent – They use big data analytics and algorithms, machine learning and AI, to be smart and efficient, personal and predictive.
• Collaborative – Gamechangers work with others, from ecosystems to platforms, social networks and co-creation, to achieve more together.
• Enabling – They focus not on what they do, but what they enable people to do; and thereby redefine their marketspace, find new opportunities and redefine value.
• Commercial – Gamechangers take a longer-term perspective, adopting new business models, and recalibrating the measures of progress and success.

Do you have a future mindset?

Today’s business leaders need a future mindset. That sounds obvious, but isn’t.

Most leaders have a “fixed mindset”. They keep stretching the old models of success. They stay loyal to the model that made them great, seeking to squeeze and tweak it for as long as possible. They seek perfection – to optimise what they currently do – which leads to efficiency and incremental gains.

Instead a “future mindset” is prepared to let go of the past. To explore the future, to experiment with new ways of working and winning. Failure is a way to learn, and innovation becomes the norm. Change is relentless inside, as it is outside. Innovation is their lifeblood. Like Jeff Bezos loves to say “it is always day one”.

With a future mindset, the CEO needs new attributes:

• Sense maker – to interpret a fast and confusing world, to see new patterns and opportunities, what is relevant and not, to shape your own vision.
• Radical optimist – to inspire people with a stretching ambition, positive and distinctive, to be audacious, to see the possibilities when others only see risk.
• Future hacker – they start from the “future back”, with clarity of purpose and intent, encouraging ideas and experiments, leveraging resource and scale.
• Ideas connector – da Vinci said innovation is about making unusual connections;  connecting new people, new partners, new capabilities and new ideas.
• Emotionally agile – whilst organisational agility is essential, emotional agility matters even more; to cope with change, to be intuitive in making sense, and making choices.
• Entrepreneur at large – keeping the founders mentality alive, hands-on working with project teams to infuse the mindset, to be the catalyst and coach.
• Having grit – “gamechanger” leaders need to go against the grain, to persist but know when to move on, to have self belief and confidence, guts and resilience.

The future is a better place to start

Start from the “future back”.

Trying to evolve in today’s complex and confused world is unlikely to lead you towards a bright and distinctive future. It will extend your life a little longer, but it will be tough and uninspiring, with diminishing returns.

Instead jump to the future. I tend to start with five years ahead, although it may differ by company. 5 years is long enough to change the world, but close enough to be real. Start by creating a positive, collective and inspiring vision of the future market. What will it be like? What will people want? Why? How? Where? Then consider how to win in this new world.

This is where “moonshot thinking” can be really useful. “Why be 10% better, when you could be 10 times better?” 10 times more profits, more customers, more quality, reduced cost, reduced time. Whatever. By giving yourself a “How could we do it 10x better” challenge you take a new perspective, solve problems in different ways.

Be inspired by ideas from other places.

Explore how ARM or GE, Inditex or Netflix, Glossier or Novo Nordisk have changed their markets. Choose any of my 100+ “gamechanger” companies! How did they do it? How did customers respond? (Remember, they often serve the same customers as you!). You can’t learn much from competitors, but you can learn a lot from relevant parallels.

Copy. Adapt. Paste.

Customer insight also matters. Deep dives and design thinking, exploring the emerging trends and deviant behaviours. This can enhance and validate your ideas, but the problem with most customer insight is that it is filtered by our current world. You need something to disrupt your thinking.

I have a great box of disruptive techniques. Some are really simple – like break then remake the rules, like imagine its free then find a way to make money, like reverse polarities and many more. The point is to disrupt your conventional thinking.

From this, ideas rapidly emerge. You need lots of ideas about the future. But these are fragments of the real answer. The real creativity comes in fusing together into bigger “concepts”. These could be customer solutions, or new ways of working, new revenue streams, or new business models, and new market scenarios.

Once you have a clear and collective ambition for the future, it’s time to work backwards.  “If this is how we want to be in 5 years, where do we need to get to in 3 years, and then in 1 year?  Therefore what do we need to start doing now?” You develop a “horizon plan” for your business; a strategy roadmap if you like, but developed backwards.

The important thing is that by working backwards, you have jumped out of the morass of today. You’ve avoided the assumptions, limitations, problems and priorities of today’s thinking. You have a more inspiring “gamechanging” future, and have started to map out the steps to get there. Most likely with different priorities in the short-term too.

Of course the steps on this journey might change, but it’s going to be an exciting adventure.

Change the way we think, resolve the conflicts

In today’s busineses, we have created artificial divides in how we think and operate. Digital and physical seem like two different worlds, global and local seem like alternative strategies that cannot combine, many still struggle to align value to customers and shareholders in a mutually reinforcing way, and short and long-termism continues to confuse our priorities.

Our thinking within business, has created separate and apparently conflicting approaches. The opportunity is to make the combination of both approaches world – “fusions” if you like – to be innovative in the way you combine apparent opposites.

Digital and physical are two sides of the same coin.

There is only one world, unless you believe Ray Kurzweil, and it is the real one. It’s human and physical. Digital technologies are incredibly powerful, enabling people to connect, to work, to learn, to play in new ways. From mobile phones to blockchains, 3D printing and augmented reality, digital allows us to do more, do it faster, do things we could never do before. But it’s still about humanity.

Start with people. How can you enable them to achieve more? To live better, to have more fun, to do better for the world. Whatever matters. I work closely with Richard Branson and his Virgin teams. Their mindset is to “start from the outside, and then work in”. Design a better customer experience. Built on your ambition and insight, and then explore how you could deliver it with new and existing capabilities.

Global and local are opportunities for every business.

I love Amazon’s “Treasure Truck” … Most of us have never connected with Amazon beyond the website and the delivery guy. Amazon is huge, global and anonymous. But the Treasure Truck is real. It travels around the country, bringing its pop-up store to local neighbourhoods, fun and games, bargains and demos. For Amazon, it’s a chance to make real connections, listen to people, and to be local.

We can all see a backlash in society against relentless globalisation, huge corporations, and social inequality. We see a lack of trust in brands, and know that authenticity matters. Etsy shows us that even the smallest and most local artisan businesses can also be global. For every business, local and global markets are within reach, however it’s also about combining scale and standardisation, with relevance and individuality.

Ideas and networks should be the core of your business.

Gamechanger businesses need a compelling idea, a core purpose, an inspiring proposition, that can spread fast and contagiously. In a digitally-fuelled world, the most innovative businesses embrace “ideas and networks” to drive exponential impact – like WhatsApp creating $19bn in three years, Airbnb $40bn in 9 years, Alibaba $476bn in 18 years, Amazon $740bn in 23 years.

Think about that concept of “exponential” … The power of networks – be it franchisees, or distributors, or customers and users – lies not in the number of members, but in the connections between them. Networks have a multiplying effect. Exponential. Consider, for example, Rapha, the sportwear brand that brings together people with a passion for cycling, who conveniently meet at their “Cycle Club” stores, and buy their premium gear. A fantastic “ideas and networks” business.

Finally this idea of short-term and long-term being in conflict with each other.

Jeff Bezos never has this problem, nor Elon Musk, nor Richard Branson. They focus on the long-term, recognising it will require some years of investment to get there. They all of course lead privately-owned companies. But every public company has the same ambition to innovate and grow. And so do most of their investors, actually.

The reality is that any company’s stock market performance is based on its future earnings potential, not its past. The better you can engage with equity analysts, journalists and investors themselves to explain why you will deliver a better future worth waiting for, then you get their support. If you don’t engage them in your future vision, plans and innovations, then they will default to looking for short-term evidence. It’s really in our hands, to work together to create a future we want to invest in. And to share the greater risk and rewards.

Time to embrace your future mindset

We live in an incredible time … More change in the next 10 years than in the last 250 years … remember? I know that sounds a little crazy, but think about Hyperloop in 3 years, a tipping point to electric cars in 5 years, Mars missions in 8 years. They are all real, and possible.

Digital platforms connecting buyers and sellers in new ways, blockchain having the potential to transform relationships and trust, 3d printing having the potential to transform value chains to deliver anything personalised and on-demand, AI and robotics giving us the capabilities to be superhuman in our minds and bodies.

These are just some of the fantastic new capabilities that enable us to innovate beyond what we can even imagine today. The future isn’t like the future used to be. We cannot just evolve or extrapolate the past. Today’s future is discontinuous, disruptive, different.

It is imagination that will move us forwards … unlocking the technological possibilities, applying them to real problems and opportunities, to drive innovation and growth in every industry, in every part of our lives.

Imagine a world where you press “print” to get the dress of your dreams, the food of your fantasies, or the spare parts for your car. Instantly, personalised and on demand. Think then what does that mean if we don’t need the huge scale of manufacturing plants, warehousing and transportation. Maybe we will even subscribe to the IP catalogues of brands, rather than buy standard products, in the ways we currently subscribe to Netflix.

Time to embrace your growth mindset … Unlock your Einstein dreams and Picasso passion … Embrace your Mandela courage and Ghandi spirit. Be more curious, be more intuitive, be more human. Ask more questions. Don’t be afraid to have audacious ideas, to challenge the old models of success, and turn future ambitions into practical profitable reality.

How else did Zespri reinvent the Chinese gooseberry as the kiwi fruit? How else will SpaceX reach Mars by 2025? How else did Netflix came to be, or NuTonomy, or Nespresso, or Nyx?

This is why 23andMe’s Anne Wojicki wont give up in her quest to make DNA analysis available to everyone, and to ultimately find a cure for cancer. And it’s why Jack Ma didn’t give up as he rose from $1000-per year English teacher to technological royalty.

The secret is the future mindset.

To realise that the future is malleable. So we need to grab hold of it, and shape it in our own vision. To our advantage.

This is what “gamechangers” do.

• Article: The 10x Leader
• Article: Amplifying Potential
• Book: “Gamechangers: Are you ready to change the world?“
• Book: “Business Genius: A more inspired approach to leadership”
• Workshop: “Gamechangers Program: Leading for smarter innovation and profitable growth”
• Workshop: “Inspiring Leadership … future, people and change“
• Download a summary of Peter Fisk’s keynote “Gamechangers”

GBTA Europe is a network for the professional European Business travel and meetings community, established in 2010 by NBTA, now GBTA, in co-operation with Europe’s many established business travel associations. The network ensures for the first time that business travel and meeting professionals with a European remit have access to the best education and training, research, benchmarking tools and events through the collective voice of a professional, buyer led community representing 2,000 buyer and supplier subscribers.

GBTA Conference 2018 Berlin in partnership with VDR is Europe’s largest business travel conference. Over 1,000 business travel professionals from around the world will gather to discuss the industry’s most pressing issues, exclusive networking opportunties and announcements on the latest products and services from the world’s leading suppliers. For the 5th year running GBTA have partnered with VDR, Germany’s leading business travel association, to present Europe’s premier event. This year’s theme is Momentum.

Business Travel

Skift’s 2018 Global Business Travel Report and  Megatrends Defining the Future of Travel explore many of the opportunities for business travel managers.

Meanwhile Deloitte’s 2018 Global Business Travel Survey also highlights many of the challenges for business travel managers.

Future of Travel

To reimagine how products and people move around the world, Boeing is pursuing technology development in emerging fields, including artificial intelligence and hybrid and fully electric propulsion, that will help ensure safe, efficient flight. These enablers will come together with digital systems to ensure autonomous and piloted air vehicles safely coexist.

To advance next-generation airspace management and evolve the transportation ecosystem, Boeing is standing up a new organization, Boeing NeXt. It will leverage Boeing’s research and development activities and investments in areas such as autonomous flight and advanced propulsion. The organization will also focus on modeling smart cities and exploring new market and partnership opportunities to solve for the transportation challenges of the future.

The Boeing NeXt portfolio will include the company’s passenger-carrying hypersonic concept, as well as electric vertical takeoff and landing (eVTOL) vehicles that will provide on-demand cargo transport and urban air travel in the future mobility ecosystem.

Future Accelerator … What is it?

Aster Textile is an innovative fashion design house, and also manufacturer, luxury brand and retailer. It is behind some of the world’s leading fashion brands, and most popular retailers.

Established in Turkey in 1993, Aster is a leading global multi-product textile company. From our three Business Development Centres in Istanbul, London and Barcelona, our wholly owned production facilities in Turkey and Serbia, to our investment partnerships in the Far East, we strive to offer the best in creativity, innovation and quality and the most flexible service to our many well known international clients. In 2013 Aster launched WtR, a multi-product own label brand positioned in the luxury sector. The first flagship store opened in Notting Hill, London.

Aster is a family business that has retained its core values throughout the expansion of the company. In Turkey we are ranked as one of the top 10 exporters and combined with our international manufacturing investments, have a yearly turnover in excess of €100M. It’s retail partners include Ermenegildo Zigna and Sandro, H&M and Zara, Marks and Spencer and Top Shop, Next and Tu, and many more.

What is the future of fashion? Where should Aster focus its innovation and growth? How can Aster most effectively support its retail partners around the world?

“Future Accelerator” is a high-energy, stretching and challenging, strategic process. It brings together the best talents within the business, exploring potential future scenarios, driven by market trends and consumer insights, creatively exploring new approaches, and inspired by the most innovative companies in every sector. It is future-back and outside-in, collaborative and focused.

It is built around three two-day workshops, initially opening up to explore every possibility, and then closing down to collectively make the best choices, and focus on a roadmap for the future:

Future Fashion … Why it matters?

Fashion retailers are under pressure. Many physical retailers, such as H&M and Zara have seen their sales decimated by the growth of online competitors like Asos and Zalando, who themselves are struggling to reach the expectations of investors. The fast fashion retail models pioneered by the likes of Inditex, has now created a new normal in terms of consumer expectations and behaviours that are difficult to meet.

Innovation has largely not kept pace with consumer behaviour, in a world of mobile-centric millennial consumers, where their aspirations are global, their choice is diverse, their influence is communal, and their patience is zero. Amazon has launched many private labels, H&M tried celebrity-designed ranges, Uniqlo invested in vending machines, Nike went for vast indoor experiences, Supreme became the ultra-hyped drop brand, and Depop is the new normal for reselling and vintage hunting.

Of all the trends influencing retail, personalisation – in the forms of customised products, personalised service, local engagement, personal shoppers and predicted curation – is perhaps the biggest trend for fashion retailers right now. In order to achieve that some retailers are using technologies such as AI and 3d printing, some are using expert staff and local kiosking, some are using data to build more sophisticated interplay between different channels.

Here are some of the most recent examples of fashion retail innovations:

Alibaba’s FashionAI with Guess

Alibaba’s New Retail concept seeks to rethink the entire retail experience, physical and digital, enabled by next generation technologies. This week the Chinese tech giant launched its first “FashionAI” concept store enabled by artificial intelligence. The Hong Kong store showcases Guess apparel through innovations such as smart mirrors, which display product information on a nearby screen when shoppers are touching or picking up a garment. The smart mirror also makes mix-and-match recommendations and points to where the suggested items can be found in the store. It also uses machine learning to computer vision to “learn” from consumers, designers and fashion aficionados within the e-commerce giant’s ecosystem. These insights include images of more than 500,000 outfits put together by stylists on  its Taobao platform.

https://www.youtube.com/watch?v=ypX7TkOoLUY

Adidas Berlin travel pass

Berlin transit authority BVG’s unusual collaboration with Adidas Originals – limited edition sneakers with a built-in BVG season travel pass. As such the wearer (as long as they are wearing the pair of sneakers at the time) will get free travel around the entire city on trams, buses, ferries and subways for the year. Although the shoes were quite highly priced at €180, the value of the annual travel pass is €728 which means they offer the owner a significant saving. Limited to 500 pairs, the shoes continue the BVG link in their design by mimicking the seat upholstery design used on the company’s train seats.

Amazon Echo Look gets stylish

Amazon Echo Look’s screen and camera functionality is being put to good use by fashion publications Vogue and GQ. Customers can use the device’s AI stylist to get style suggestions from the magazines by uploading photos from their smartphone. The magazines will also host weekly content on the Echo Look app’s home screen with the ability for customers to click through and buy items. Although Amazon says Vogue and GQ don’t get a cut from any purchases made, it’s the sort of collaboration that you could add such an element to.

https://www.youtube.com/watch?v=Jch5SOW5ZLs

Columbia Sportswear’s Azure cloud

Columbia Sportswear has collaborated with Microsoft to offer a better customer experience. The company uses Microsoft’s Dynamics 365 and Azure cloud services to get insights into how customers respond to products – regardless of the channel used. This then helps Columbia Sportswear to personalise the experience. The technology is also used to improve merchandise management by offering better reporting and analysis.

H&M’s Afound discount marketplace

H&M is extending to discount fashion with its new marketplace Afound. Significantly, H&M will allow other fashion labels to be sold on Afound. And of course H&M will use it sell its own unsold inventory. The marketplace will be accessible online and through a physical store in Sweden. The aim is to present a mix of brands at different price points. Similarly, Inditex’s remainder products are sold through a separate brand Lefties in which own brand labels are changed from Zara or Mango to Lefties.

https://www.youtube.com/watch?v=pkKbdmDwcVc

LVMH 24sevres multi-brand store

LVMH’s first ecommerce project is 24servres.com, which is a digital realisation of the Le Bon Marche store in Paris. The idea is to extend the physical experience to customers all around the world, including recreating the store’s famous window displays. LVMH also believes that its curated experience is what sets it apart with the brand taking an editorial approach to merchandising the site’s inventory.

Miquela, the digital influencer

Miquela Sousa is a 19 year old LA-based model and influencer. So far, so normal. But Sousa is actually a computer-generated figure – and no-one knows who is actually behind her. Still, she has more than 899,000 Instagram followers and fills her feed with images of outfits from brands such as Chanel, Supreme and Vans.

Net a Porter’s intelligent shopper

Luxury online retailer Net a Porter has invested £442 million in technology and personalisation. A robot selects clothes for customers based on their future plans, for example a planned vacation. The system uses AI to offer the personalised service. Net a Porter has also developed another tool that uses AI to put together outfits based on other items a customer has selected.

Nike’s superfast customisation

The Nike By You studio in New York lets customers customise a pair of trainers in less than 90 minutes. Known as the Nike Makers’ Experience, the process involves a series of graphic options and patterns, plus colour and size options, to create a design that’s unique to the customer. The experience uses a special model of trainer, the Nike Presto X, which was specifically created for it. Currently the Nike Makers’ Experience is invitation only.

Nordstrom’s local advisory stores

US department store Nordstrom’s new retail model is very different to its existing store proposition. The new concept deconstructs the department store into smaller, targeted spaces. The first of these is Nordstrom Local, which is a clothing store that stocks no clothes. Instead the small space has a stylish suite and dressing room with personal stylists ordering in products for customers to try. If they want to buy anything it will be shipped to their home. The space also offers alterations and tailoring.

Orchard Mile’s personalised ‘shopping street’

It’s been a slow process but more and more luxury brands are online, whether via their own initiatives or platforms like Net-a-Porter and Farfetch. One company changing how customers shop for these brands is Orchard Mile which lets customers create their own ‘shopping street’. The customer pick their favourite brands to populate the street, They can then click on them and go to a customised website featuring the designer’s entire collection. The goal is to make the experience akin to walking into the brand’s shop.

Start Today’s ZOZOsuit

The US subsidiary of Japanese fashion brand Start Today is aiming to change the way we buy online with its new at-home measurement device. The ZOZOsuit is an enhanced suit that uses sensor technology to capture 15,000 measurements from all over the wearer’s body. The data is then sent by bluetooth to the accompanying ZOZO app. Customers can then shop Start Today’s products and get recommendations on what will fit based on their exact measurements.

https://www.youtube.com/watch?v=32rbuLFbVWk

Stitch Fix intelligent box

Stitch Fix is using artificial intelligence to take the effort out of finding new clothes. Rather than the customer going from store-to-store browsing, the company uses a mix of human personal styling and AI to find and send products directly to customers. It uses customer data to find the products it thinks the individual will like. The AI is constantly learning based on what the customer returns and keeps, which means its recommendation get better and more personalised over time.

Tie Bar’s data-gathering stores

Menswear brand The Tie Bar started as an online store, but has since moved into physical retail. Notably the company started with pop–up stores, but found they were turning a profit so converted them into permanent stores. However they don’t operate in isolation. The Tie Bar uses the stores to improve its online offering by testing out new products and uses learnings from customers’ in-store stylist sessions to improve its online equivalent. The Tie Bar also uses online data about where its customers live and what they buy to decide where to open new stores.

Untuckit’s RFID merchandise

Casual men’s apparel retailer Untuckit is piloting the use of RFID in its Fifth Avenue store. The company will use the tech to track inventory and see which items are selling best. They can then use this to optimise inventory in real-time. Just as importantly the RFID will show which sizes and styles have low demand enabling Untuckit to remove or improve them. The store can also track staff and shoppers around the store to better understand journeys.

Viktor & Rolf and Zalando’s recycled collection

Zalando has linked up with fashion designers Viktor & Rolf to create a collection focused around using recycled materials to make handcrafted garments. Called RE:CYCLE, the new collection consists of 17 pieces of womenswear. The materials come from Zalando’s overstock fabrics, while Viktor & Rolf manage the design. The collection is deliberately priced to be accessible with the idea being that it’s a viable alternative to a customer’s usual purchases.

https://www.youtube.com/watch?v=Qq2Gg4heMuY

Wardrobe’s direct-to-consumer luxury 

Wardrobe.nyc is a luxury direct-to-consumer fashion label from designers Josh Goot and Christine Centenera. The brand sells clothes as ‘wardrobes’ with customers having the choice or four or eight seasonal essentials costing £1,104 and £2,208 respectively. Catering for both men and women it’s an interesting look at where luxury fashion could go in the future by offering high quality products, curated into capsule wardrobes at a lower price.

Zara self-service kiosks

With click-and-collect a well-established part of the retail mix some brands are looking at ways to improve the process. Zara is one of these. It’s testing self-service ‘pickup towers’ in-store which can hold up to 4,000 packages. Customers can use them to retrieve their online orders by scanning a barcode on their phone. The machine then locates and retrieves the package in just a few seconds. Given that most retailers’ click-and-collect services requires customers to queue up at a desk or till to get their items, this technology is a win-win. It makes the process faster for customers and frees up staff to do more important tasks.

https://www.youtube.com/watch?v=I368-C2Za5c

More on fashion

• Channel: Future Fashion … “Gamechangers” of the fashion world, including 25 case studies from 1Atelier to Agua Bendita, Diesel to Rapha, Toms and Triangl, Under Armour and Vinyana
• Article: The future of luxury … How can luxury brands capture the new luxuries of time, individuality, authenticity, belonging and experiences?
• Article: A New Textiles Economy … Fashion and the Circular Economy, exploring the changing role of sustainability within fashion, by the Ellen Macarthur Foundation
• Article: Future Fashion Report … Why creating a more future-focused fashion industry is essential, according to The Future Laboratory

More on retail

• Channel: Future Store … “Gamechangers” of the retail world, including 25 case studies from Amazon to & Other Stories, Etsy and Farfetch, Inditex and Sonae
• Article: Retail Futures … Alfred to Amazon, Brandless Brands and Sephora’s Studio … Smart, personal and integrated
• Article: Creating the future one click at a time … why Amazon has just been voted the world’s most innovative company
• Article: Design thinking with Fortnum & Mason … the beautiful reinvention of a British retail icon, combining heritage and innovation

Future Accelerator … What is it?

Aster Textile is an innovative fashion design house, and also manufacturer, luxury brand and retailer. It is behind some of the world’s leading fashion brands, and most popular retailers.

Established in Turkey in 1993, Aster is a leading global multi-product textile company. From our three Business Development Centres in Istanbul, London and Barcelona, our wholly owned production facilities in Turkey and Serbia, to our investment partnerships in the Far East, we strive to offer the best in creativity, innovation and quality and the most flexible service to our many well known international clients. In 2013 Aster launched WtR, a multi-product own label brand positioned in the luxury sector. The first flagship store opened in Notting Hill, London.

Aster is a family business that has retained its core values throughout the expansion of the company. In Turkey we are ranked as one of the top 10 exporters and combined with our international manufacturing investments, have a yearly turnover in excess of €100M. It’s retail partners include Ermenegildo Zigna and Sandro, H&M and Zara, Marks and Spencer and Top Shop, Next and Tu, and many more.

What is the future of fashion? Where should Aster focus its innovation and growth? How can Aster most effectively support its retail partners around the world?

“Future Accelerator” is a high-energy, stretching and challenging, strategic process. It brings together the best talents within the business, exploring potential future scenarios, driven by market trends and consumer insights, creatively exploring new approaches, and inspired by the most innovative companies in every sector. It is future-back and outside-in, collaborative and focused.

It is built around three two-day workshops, initially opening up to explore every possibility, and then closing down to collectively make the best choices, and focus on a roadmap for the future:

Future Fashion … Why it matters?

Fashion retailers are under pressure. Many physical retailers, such as H&M and Zara have seen their sales decimated by the growth of online competitors like Asos and Zalando, who themselves are struggling to reach the expectations of investors. The fast fashion retail models pioneered by the likes of Inditex, has now created a new normal in terms of consumer expectations and behaviours that are difficult to meet.

Innovation has largely not kept pace with consumer behaviour, in a world of mobile-centric millennial consumers, where their aspirations are global, their choice is diverse, their influence is communal, and their patience is zero. Amazon has launched many private labels, H&M tried celebrity-designed ranges, Uniqlo invested in vending machines, Nike went for vast indoor experiences, Supreme became the ultra-hyped drop brand, and Depop is the new normal for reselling and vintage hunting.

Of all the trends influencing retail, personalisation – in the forms of customised products, personalised service, local engagement, personal shoppers and predicted curation – is perhaps the biggest trend for fashion retailers right now. In order to achieve that some retailers are using technologies such as AI and 3d printing, some are using expert staff and local kiosking, some are using data to build more sophisticated interplay between different channels.

Here are some of the most recent examples of fashion retail innovations:

Alibaba’s FashionAI with Guess

Alibaba’s New Retail concept seeks to rethink the entire retail experience, physical and digital, enabled by next generation technologies. This week the Chinese tech giant launched its first “FashionAI” concept store enabled by artificial intelligence. The Hong Kong store showcases Guess apparel through innovations such as smart mirrors, which display product information on a nearby screen when shoppers are touching or picking up a garment. The smart mirror also makes mix-and-match recommendations and points to where the suggested items can be found in the store. It also uses machine learning to computer vision to “learn” from consumers, designers and fashion aficionados within the e-commerce giant’s ecosystem. These insights include images of more than 500,000 outfits put together by stylists on  its Taobao platform.

https://www.youtube.com/watch?v=ypX7TkOoLUY

Adidas Berlin travel pass

Berlin transit authority BVG’s unusual collaboration with Adidas Originals – limited edition sneakers with a built-in BVG season travel pass. As such the wearer (as long as they are wearing the pair of sneakers at the time) will get free travel around the entire city on trams, buses, ferries and subways for the year. Although the shoes were quite highly priced at €180, the value of the annual travel pass is €728 which means they offer the owner a significant saving. Limited to 500 pairs, the shoes continue the BVG link in their design by mimicking the seat upholstery design used on the company’s train seats.

Amazon Echo Look gets stylish

Amazon Echo Look’s screen and camera functionality is being put to good use by fashion publications Vogue and GQ. Customers can use the device’s AI stylist to get style suggestions from the magazines by uploading photos from their smartphone. The magazines will also host weekly content on the Echo Look app’s home screen with the ability for customers to click through and buy items. Although Amazon says Vogue and GQ don’t get a cut from any purchases made, it’s the sort of collaboration that you could add such an element to.

https://www.youtube.com/watch?v=Jch5SOW5ZLs

Columbia Sportswear’s Azure cloud

Columbia Sportswear has collaborated with Microsoft to offer a better customer experience. The company uses Microsoft’s Dynamics 365 and Azure cloud services to get insights into how customers respond to products – regardless of the channel used. This then helps Columbia Sportswear to personalise the experience. The technology is also used to improve merchandise management by offering better reporting and analysis.

H&M’s Afound discount marketplace

H&M is extending to discount fashion with its new marketplace Afound. Significantly, H&M will allow other fashion labels to be sold on Afound. And of course H&M will use it sell its own unsold inventory. The marketplace will be accessible online and through a physical store in Sweden. The aim is to present a mix of brands at different price points. Similarly, Inditex’s remainder products are sold through a separate brand Lefties in which own brand labels are changed from Zara or Mango to Lefties.

https://www.youtube.com/watch?v=pkKbdmDwcVc

LVMH 24sevres multi-brand store

LVMH’s first ecommerce project is 24servres.com, which is a digital realisation of the Le Bon Marche store in Paris. The idea is to extend the physical experience to customers all around the world, including recreating the store’s famous window displays. LVMH also believes that its curated experience is what sets it apart with the brand taking an editorial approach to merchandising the site’s inventory.

Miquela, the digital influencer

Miquela Sousa is a 19 year old LA-based model and influencer. So far, so normal. But Sousa is actually a computer-generated figure – and no-one knows who is actually behind her. Still, she has more than 899,000 Instagram followers and fills her feed with images of outfits from brands such as Chanel, Supreme and Vans.

Net a Porter’s intelligent shopper

Luxury online retailer Net a Porter has invested £442 million in technology and personalisation. A robot selects clothes for customers based on their future plans, for example a planned vacation. The system uses AI to offer the personalised service. Net a Porter has also developed another tool that uses AI to put together outfits based on other items a customer has selected.

Nike’s superfast customisation

The Nike By You studio in New York lets customers customise a pair of trainers in less than 90 minutes. Known as the Nike Makers’ Experience, the process involves a series of graphic options and patterns, plus colour and size options, to create a design that’s unique to the customer. The experience uses a special model of trainer, the Nike Presto X, which was specifically created for it. Currently the Nike Makers’ Experience is invitation only.

Nordstrom’s local advisory stores

US department store Nordstrom’s new retail model is very different to its existing store proposition. The new concept deconstructs the department store into smaller, targeted spaces. The first of these is Nordstrom Local, which is a clothing store that stocks no clothes. Instead the small space has a stylish suite and dressing room with personal stylists ordering in products for customers to try. If they want to buy anything it will be shipped to their home. The space also offers alterations and tailoring.

Orchard Mile’s personalised ‘shopping street’

It’s been a slow process but more and more luxury brands are online, whether via their own initiatives or platforms like Net-a-Porter and Farfetch. One company changing how customers shop for these brands is Orchard Mile which lets customers create their own ‘shopping street’. The customer pick their favourite brands to populate the street, They can then click on them and go to a customised website featuring the designer’s entire collection. The goal is to make the experience akin to walking into the brand’s shop.

Start Today’s ZOZOsuit

The US subsidiary of Japanese fashion brand Start Today is aiming to change the way we buy online with its new at-home measurement device. The ZOZOsuit is an enhanced suit that uses sensor technology to capture 15,000 measurements from all over the wearer’s body. The data is then sent by bluetooth to the accompanying ZOZO app. Customers can then shop Start Today’s products and get recommendations on what will fit based on their exact measurements.

https://www.youtube.com/watch?v=32rbuLFbVWk

Stitch Fix intelligent box

Stitch Fix is using artificial intelligence to take the effort out of finding new clothes. Rather than the customer going from store-to-store browsing, the company uses a mix of human personal styling and AI to find and send products directly to customers. It uses customer data to find the products it thinks the individual will like. The AI is constantly learning based on what the customer returns and keeps, which means its recommendation get better and more personalised over time.

Tie Bar’s data-gathering stores

Menswear brand The Tie Bar started as an online store, but has since moved into physical retail. Notably the company started with pop–up stores, but found they were turning a profit so converted them into permanent stores. However they don’t operate in isolation. The Tie Bar uses the stores to improve its online offering by testing out new products and uses learnings from customers’ in-store stylist sessions to improve its online equivalent. The Tie Bar also uses online data about where its customers live and what they buy to decide where to open new stores.

Untuckit’s RFID merchandise

Casual men’s apparel retailer Untuckit is piloting the use of RFID in its Fifth Avenue store. The company will use the tech to track inventory and see which items are selling best. They can then use this to optimise inventory in real-time. Just as importantly the RFID will show which sizes and styles have low demand enabling Untuckit to remove or improve them. The store can also track staff and shoppers around the store to better understand journeys.

Viktor & Rolf and Zalando’s recycled collection

Zalando has linked up with fashion designers Viktor & Rolf to create a collection focused around using recycled materials to make handcrafted garments. Called RE:CYCLE, the new collection consists of 17 pieces of womenswear. The materials come from Zalando’s overstock fabrics, while Viktor & Rolf manage the design. The collection is deliberately priced to be accessible with the idea being that it’s a viable alternative to a customer’s usual purchases.

https://www.youtube.com/watch?v=Qq2Gg4heMuY

Wardrobe’s direct-to-consumer luxury 

Wardrobe.nyc is a luxury direct-to-consumer fashion label from designers Josh Goot and Christine Centenera. The brand sells clothes as ‘wardrobes’ with customers having the choice or four or eight seasonal essentials costing £1,104 and £2,208 respectively. Catering for both men and women it’s an interesting look at where luxury fashion could go in the future by offering high quality products, curated into capsule wardrobes at a lower price.

Zara self-service kiosks

With click-and-collect a well-established part of the retail mix some brands are looking at ways to improve the process. Zara is one of these. It’s testing self-service ‘pickup towers’ in-store which can hold up to 4,000 packages. Customers can use them to retrieve their online orders by scanning a barcode on their phone. The machine then locates and retrieves the package in just a few seconds. Given that most retailers’ click-and-collect services requires customers to queue up at a desk or till to get their items, this technology is a win-win. It makes the process faster for customers and frees up staff to do more important tasks.

https://www.youtube.com/watch?v=I368-C2Za5c

More on fashion

• Channel: Future Fashion … “Gamechangers” of the fashion world, including 25 case studies from 1Atelier to Agua Bendita, Diesel to Rapha, Toms and Triangl, Under Armour and Vinyana
• Article: The future of luxury … How can luxury brands capture the new luxuries of time, individuality, authenticity, belonging and experiences?
• Article: A New Textiles Economy … Fashion and the Circular Economy, exploring the changing role of sustainability within fashion, by the Ellen Macarthur Foundation
• Article: Future Fashion Report … Why creating a more future-focused fashion industry is essential, according to The Future Laboratory

More on retail

• Channel: Future Store … “Gamechangers” of the retail world, including 25 case studies from Amazon to & Other Stories, Etsy and Farfetch, Inditex and Sonae
• Article: Retail Futures … Alfred to Amazon, Brandless Brands and Sephora’s Studio … Smart, personal and integrated
• Article: Creating the future one click at a time … why Amazon has just been voted the world’s most innovative company
• Article: Design thinking with Fortnum & Mason … the beautiful reinvention of a British retail icon, combining heritage and innovation

Aster Textile is an innovative fashion design house, and also manufacturer, luxury brand and retailer. It is behind some of the world’s leading fashion brands, and most popular retailers.

Established in Turkey in 1993, Aster is a leading global multi-product textile company. From our three Business Development Centres in Istanbul, London and Barcelona, our wholly owned production facilities in Turkey and Serbia, to our investment partnerships in the Far East, we strive to offer the best in creativity, innovation and quality and the most flexible service to our many well known international clients. In 2013 Aster launched WtR, a multi-product own label brand positioned in the luxury sector. The first flagship store opened in Notting Hill, London.

Aster is a family business that has retained its core values throughout the expansion of the company. In Turkey we are ranked as one of the top 10 exporters and combined with our international manufacturing investments, have a yearly turnover in excess of €100M. It’s retail partners include Ermenegildo Zigna and Sandro, H&M and Zara, Marks and Spencer and Top Shop, Next and Tu, and many more.

Future Accelerator

What is the future of fashion? Where should Aster focus its innovation and growth? How can Aster most effectively support its retail partners around the world?

“Future Accelerator” is a high-energy, stretching and challenging, strategic process. It brings together the best talents within the business, exploring potential future scenarios, driven by market trends and consumer insights, creatively exploring new approaches, and inspired by the most innovative companies in every sector. It is future-back and outside-in, collaborative and focused.

It is built around three two-day workshops, initially opening up to explore every possibility, and then closing down to collectively make the best choices, and focus on a roadmap for the future:

Future Fashion

Fashion retailers are under pressure. Many physical retailers, such as H&M and Zara have seen their sales decimated by the growth of online competitors like Asos and Zalando, who themselves are struggling to reach the expectations of investors. The fast fashion retail models pioneered by the likes of Inditex, has now created a new normal in terms of consumer expectations and behaviours that are difficult to meet.

Innovation has largely not kept pace with consumer behaviour, in a world of mobile-centric millennial consumers, where their aspirations are global, their choice is diverse, their influence is communal, and their patience is zero. Amazon has launched many private labels, H&M tried celebrity-designed ranges, Uniqlo invested in vending machines, Nike went for vast indoor experiences, Supreme became the ultra-hyped drop brand, and Depop is the new normal for reselling and vintage hunting.

Of all the trends influencing retail, personalisation – in the forms of customised products, personalised service, local engagement, personal shoppers and predicted curation – is perhaps the biggest trend for fashion retailers right now. In order to achieve that some retailers are using technologies such as AI and 3d printing, some are using expert staff and local kiosking, some are using data to build more sophisticated interplay between different channels.

Here are some of the most recent examples of fashion retail innovations:

Alibaba’s FashionAI with Guess

Alibaba’s New Retail concept seeks to rethink the entire retail experience, physical and digital, enabled by next generation technologies. This week the Chinese tech giant launched its first “FashionAI” concept store enabled by artificial intelligence. The Hong Kong store showcases Guess apparel through innovations such as smart mirrors, which display product information on a nearby screen when shoppers are touching or picking up a garment. The smart mirror also makes mix-and-match recommendations and points to where the suggested items can be found in the store. It also uses machine learning to computer vision to “learn” from consumers, designers and fashion aficionados within the e-commerce giant’s ecosystem. These insights include images of more than 500,000 outfits put together by stylists on  its Taobao platform.

https://www.youtube.com/watch?v=ypX7TkOoLUY

Adidas Berlin travel pass

Berlin transit authority BVG’s unusual collaboration with Adidas Originals – limited edition sneakers with a built-in BVG season travel pass. As such the wearer (as long as they are wearing the pair of sneakers at the time) will get free travel around the entire city on trams, buses, ferries and subways for the year. Although the shoes were quite highly priced at €180, the value of the annual travel pass is €728 which means they offer the owner a significant saving. Limited to 500 pairs, the shoes continue the BVG link in their design by mimicking the seat upholstery design used on the company’s train seats.

Amazon Echo Look gets stylish

Amazon Echo Look’s screen and camera functionality is being put to good use by fashion publications Vogue and GQ. Customers can use the device’s AI stylist to get style suggestions from the magazines by uploading photos from their smartphone. The magazines will also host weekly content on the Echo Look app’s home screen with the ability for customers to click through and buy items. Although Amazon says Vogue and GQ don’t get a cut from any purchases made, it’s the sort of collaboration that you could add such an element to.

https://www.youtube.com/watch?v=Jch5SOW5ZLs

Columbia Sportswear’s Azure cloud

Columbia Sportswear has collaborated with Microsoft to offer a better customer experience. The company uses Microsoft’s Dynamics 365 and Azure cloud services to get insights into how customers respond to products – regardless of the channel used. This then helps Columbia Sportswear to personalise the experience. The technology is also used to improve merchandise management by offering better reporting and analysis.

H&M’s Afound discount marketplace

H&M is extending to discount fashion with its new marketplace Afound. Significantly, H&M will allow other fashion labels to be sold on Afound. And of course H&M will use it sell its own unsold inventory. The marketplace will be accessible online and through a physical store in Sweden. The aim is to present a mix of brands at different price points. Similarly, Inditex’s remainder products are sold through a separate brand Lefties in which own brand labels are changed from Zara or Mango to Lefties.

https://www.youtube.com/watch?v=pkKbdmDwcVc

LVMH 24sevres multi-brand store

LVMH’s first ecommerce project is 24servres.com, which is a digital realisation of the Le Bon Marche store in Paris. The idea is to extend the physical experience to customers all around the world, including recreating the store’s famous window displays. LVMH also believes that its curated experience is what sets it apart with the brand taking an editorial approach to merchandising the site’s inventory.

Miquela, the digital influencer

Miquela Sousa is a 19 year old LA-based model and influencer. So far, so normal. But Sousa is actually a computer-generated figure – and no-one knows who is actually behind her. Still, she has more than 899,000 Instagram followers and fills her feed with images of outfits from brands such as Chanel, Supreme and Vans.

Net a Porter’s intelligent shopper

Luxury online retailer Net a Porter has invested £442 million in technology and personalisation. A robot selects clothes for customers based on their future plans, for example a planned vacation. The system uses AI to offer the personalised service. Net a Porter has also developed another tool that uses AI to put together outfits based on other items a customer has selected.

Nike’s superfast customisation

The Nike By You studio in New York lets customers customise a pair of trainers in less than 90 minutes. Known as the Nike Makers’ Experience, the process involves a series of graphic options and patterns, plus colour and size options, to create a design that’s unique to the customer. The experience uses a special model of trainer, the Nike Presto X, which was specifically created for it. Currently the Nike Makers’ Experience is invitation only.

Nordstrom’s local advisory stores

US department store Nordstrom’s new retail model is very different to its existing store proposition. The new concept deconstructs the department store into smaller, targeted spaces. The first of these is Nordstrom Local, which is a clothing store that stocks no clothes. Instead the small space has a stylish suite and dressing room with personal stylists ordering in products for customers to try. If they want to buy anything it will be shipped to their home. The space also offers alterations and tailoring.

Orchard Mile’s personalised ‘shopping street’

It’s been a slow process but more and more luxury brands are online, whether via their own initiatives or platforms like Net-a-Porter and Farfetch. One company changing how customers shop for these brands is Orchard Mile which lets customers create their own ‘shopping street’. The customer pick their favourite brands to populate the street, They can then click on them and go to a customised website featuring the designer’s entire collection. The goal is to make the experience akin to walking into the brand’s shop.

Start Today’s ZOZOsuit

The US subsidiary of Japanese fashion brand Start Today is aiming to change the way we buy online with its new at-home measurement device. The ZOZOsuit is an enhanced suit that uses sensor technology to capture 15,000 measurements from all over the wearer’s body. The data is then sent by bluetooth to the accompanying ZOZO app. Customers can then shop Start Today’s products and get recommendations on what will fit based on their exact measurements.

https://www.youtube.com/watch?v=32rbuLFbVWk

Stitch Fix intelligent box

Stitch Fix is using artificial intelligence to take the effort out of finding new clothes. Rather than the customer going from store-to-store browsing, the company uses a mix of human personal styling and AI to find and send products directly to customers. It uses customer data to find the products it thinks the individual will like. The AI is constantly learning based on what the customer returns and keeps, which means its recommendation get better and more personalised over time.

Tie Bar’s data-gathering stores

Menswear brand The Tie Bar started as an online store, but has since moved into physical retail. Notably the company started with pop–up stores, but found they were turning a profit so converted them into permanent stores. However they don’t operate in isolation. The Tie Bar uses the stores to improve its online offering by testing out new products and uses learnings from customers’ in-store stylist sessions to improve its online equivalent. The Tie Bar also uses online data about where its customers live and what they buy to decide where to open new stores.

Untuckit’s RFID merchandise

Casual men’s apparel retailer Untuckit is piloting the use of RFID in its Fifth Avenue store. The company will use the tech to track inventory and see which items are selling best. They can then use this to optimise inventory in real-time. Just as importantly the RFID will show which sizes and styles have low demand enabling Untuckit to remove or improve them. The store can also track staff and shoppers around the store to better understand journeys.

Viktor & Rolf and Zalando’s recycled collection

Zalando has linked up with fashion designers Viktor & Rolf to create a collection focused around using recycled materials to make handcrafted garments. Called RE:CYCLE, the new collection consists of 17 pieces of womenswear. The materials come from Zalando’s overstock fabrics, while Viktor & Rolf manage the design. The collection is deliberately priced to be accessible with the idea being that it’s a viable alternative to a customer’s usual purchases.

https://www.youtube.com/watch?v=Qq2Gg4heMuY

Wardrobe’s direct-to-consumer luxury 

Wardrobe.nyc is a luxury direct-to-consumer fashion label from designers Josh Goot and Christine Centenera. The brand sells clothes as ‘wardrobes’ with customers having the choice or four or eight seasonal essentials costing £1,104 and £2,208 respectively. Catering for both men and women it’s an interesting look at where luxury fashion could go in the future by offering high quality products, curated into capsule wardrobes at a lower price.

Zara self-service kiosks

With click-and-collect a well-established part of the retail mix some brands are looking at ways to improve the process. Zara is one of these. It’s testing self-service ‘pickup towers’ in-store which can hold up to 4,000 packages. Customers can use them to retrieve their online orders by scanning a barcode on their phone. The machine then locates and retrieves the package in just a few seconds. Given that most retailers’ click-and-collect services requires customers to queue up at a desk or till to get their items, this technology is a win-win. It makes the process faster for customers and frees up staff to do more important tasks.

https://www.youtube.com/watch?v=I368-C2Za5c

More on fashion

• Channel: Future Fashion … “Gamechangers” of the fashion world, including 25 case studies from 1Atelier to Agua Bendita, Diesel to Rapha, Toms and Triangl, Under Armour and Vinyana
• Article: The future of luxury … How can luxury brands capture the new luxuries of time, individuality, authenticity, belonging and experiences?
• Article: A New Textiles Economy … Fashion and the Circular Economy, exploring the changing role of sustainability within fashion, by the Ellen Macarthur Foundation
• Article: Future Fashion Report … Why creating a more future-focused fashion industry is essential, according to The Future Laboratory

More on retail

• Channel: Future Store … “Gamechangers” of the retail world, including 25 case studies from Amazon to & Other Stories, Etsy and Farfetch, Inditex and Sonae
• Article: Retail Futures … Alfred to Amazon, Brandless Brands and Sephora’s Studio … Smart, personal and integrated
• Article: Creating the future one click at a time … why Amazon has just been voted the world’s most innovative company
• Article: Design thinking with Fortnum & Mason … the beautiful reinvention of a British retail icon, combining heritage and innovation

Quick links

• Download a PDF of Peter Fisk’s keynote “Gamechangers“
• Download a PDF article of “Winning Leaders need a Musk Mindset“
• Explore the case studies of 100 Gamechangers
• Explore the case study of Umpqua Bank from USA
• Explore the case study of Commonwealth Bank from Australia
• Explore the case study of DBS Bank from Singapore

Read more

We live in an incredible time. More change in the next 10 years than in the last 250 years.

New technologies are transforming the ways in which we live and work. Technologies enable incredible change. It is how we unlock their potential that matters.

The most innovative businesses see the world differently.

They don’t just seek to imitate the success of others, to compete in the markets of today, to frame themselves by their relative differences to competitors. Instead they play their own game.

I call them “gamechangers”, and have spent the last 24 months running competitions around the world, to find and rank the world’s most innovative companies by sector and geography.

So what’s the “game”? Well, in simple terms, it’s the market.

These companies go beyond innovating their products and services, their customer experienes and business models. They seek to innovate how their markets work.

Think of it like a sports game. How could you change the game? It could be anything from the pitch dimensions to rules of play, the team composition to the measures of success, the role of the referee to the participation of fans. Even the name of the game.

Now look at today’s most disruptive innovators – 23andMe to Airbnb, Brewdog to Buzzfeed, Casper to Coursera – they reframe, reimagine and redefine the market on their terms – who is it for, why people buy, what they pay and get, and how they work.

I’ve met and profiled over 250 “gamechanger” companies on my travels, in almost every sector, and in every part of the world. Corporate giants and start-ups, from Abu Dhabi to Berlin, Colombo to Qingdao.

There is no one way to change the game, but there are definitely some common traits:

• Audacious – Gamechangers are visionary and innovative, but also daring and original; they seek to shape the future to their advantage.
• Purposeful – They seek to make life better, in some relevant and inspiring way; they have a higher motive than just making money.
• Networked – Gamechangers harness the power of networks, digital and physical, both business and customer networks, to exponentially reach further faster.
• Intelligent – They use big data analytics and algorithms, machine learning and AI, to be smart and efficient, personal and predictive.
• Collaborative – Gamechangers work with others, from ecosystems to platforms, social networks and co-creation, to achieve more together.
• Enabling – They focus not on what they do, but what they enable people to do; and thereby redefine their marketspace, find new opportunities and redefine value.
• Commercial – Gamechangers take a longer-term perspective, adopting new business models, and recalibrating the measures of progress and success.

Do you have a future mindset?

Today’s business leaders need a future mindset. That sounds obvious, but isn’t.

Most leaders have a “fixed mindset”. They keep stretching the old models of success. They stay loyal to the model that made them great, seeking to squeeze and tweak it for as long as possible. They seek perfection – to optimise what they currently do – which leads to efficiency and incremental gains.

Instead a “future mindset” is prepared to let go of the past. To explore the future, to experiment with new ways of working and winning. Failure is a way to learn, and innovation becomes the norm. Change is relentless inside, as it is outside. Innovation is their lifeblood. Like Jeff Bezos loves to say “it is always day one”.

With a future mindset, the CEO needs new attributes:

• Sense maker – to interpret a fast and confusing world, to see new patterns and opportunities, what is relevant and not, to shape your own vision.
• Radical optimist – to inspire people with a stretching ambition, positive and distinctive, to be audacious, to see the possibilities when others only see risk.
• Future hacker – they start from the “future back”, with clarity of purpose and intent, encouraging ideas and experiments, leveraging resource and scale.
• Ideas connector – da Vinci said innovation is about making unusual connections;  connecting new people, new partners, new capabilities and new ideas.
• Emotionally agile – whilst organisational agility is essential, emotional agility matters even more; to cope with change, to be intuitive in making sense, and making choices.
• Entrepreneur at large – keeping the founders mentality alive, hands-on working with project teams to infuse the mindset, to be the catalyst and coach.
• Having grit – “gamechanger” leaders need to go against the grain, to persist but know when to move on, to have self belief and confidence, guts and resilience.

The future is a better place to start

Start from the “future back”.

Trying to evolve in today’s complex and confused world is unlikely to lead you towards a bright and distinctive future. It will extend your life a little longer, but it will be tough and uninspiring, with diminishing returns.

Instead jump to the future. I tend to start with five years ahead, although it may differ by company. 5 years is long enough to change the world, but close enough to be real. Start by creating a positive, collective and inspiring vision of the future market. What will it be like? What will people want? Why? How? Where? Then consider how to win in this new world.

This is where “moonshot thinking” can be really useful. “Why be 10% better, when you could be 10 times better?” 10 times more profits, more customers, more quality, reduced cost, reduced time. Whatever. By giving yourself a “How could we do it 10x better” challenge you take a new perspective, solve problems in different ways.

Be inspired by ideas from other places.

Explore how ARM or GE, Inditex or Netflix, Glossier or Novo Nordisk have changed their markets. Choose any of my 100+ “gamechanger” companies! How did they do it? How did customers respond? (Remember, they often serve the same customers as you!). You can’t learn much from competitors, but you can learn a lot from relevant parallels.

Copy. Adapt. Paste.

Customer insight also matters. Deep dives and design thinking, exploring the emerging trends and deviant behaviours. This can enhance and validate your ideas, but the problem with most customer insight is that it is filtered by our current world. You need something to disrupt your thinking.

I have a great box of disruptive techniques. Some are really simple – like break then remake the rules, like imagine its free then find a way to make money, like reverse polarities and many more. The point is to disrupt your conventional thinking.

From this, ideas rapidly emerge. You need lots of ideas about the future. But these are fragments of the real answer. The real creativity comes in fusing together into bigger “concepts”. These could be customer solutions, or new ways of working, new revenue streams, or new business models, and new market scenarios.

Once you have a clear and collective ambition for the future, it’s time to work backwards.  “If this is how we want to be in 5 years, where do we need to get to in 3 years, and then in 1 year?  Therefore what do we need to start doing now?” You develop a “horizon plan” for your business; a strategy roadmap if you like, but developed backwards.

The important thing is that by working backwards, you have jumped out of the morass of today. You’ve avoided the assumptions, limitations, problems and priorities of today’s thinking. You have a more inspiring “gamechanging” future, and have started to map out the steps to get there. Most likely with different priorities in the short-term too.

Of course the steps on this journey might change, but it’s going to be an exciting adventure.

Change the way we think, resolve the conflicts

In today’s busineses, we have created artificial divides in how we think and operate. Digital and physical seem like two different worlds, global and local seem like alternative strategies that cannot combine, many still struggle to align value to customers and shareholders in a mutually reinforcing way, and short and long-termism continues to confuse our priorities.

Our thinking within business, has created separate and apparently conflicting approaches. The opportunity is to make the combination of both approaches world – “fusions” if you like – to be innovative in the way you combine apparent opposites.

Digital and physical are two sides of the same coin.

There is only one world, unless you believe Ray Kurzweil, and it is the real one. It’s human and physical. Digital technologies are incredibly powerful, enabling people to connect, to work, to learn, to play in new ways. From mobile phones to blockchains, 3D printing and augmented reality, digital allows us to do more, do it faster, do things we could never do before. But it’s still about humanity.

Start with people. How can you enable them to achieve more? To live better, to have more fun, to do better for the world. Whatever matters. I work closely with Richard Branson and his Virgin teams. Their mindset is to “start from the outside, and then work in”. Design a better customer experience. Built on your ambition and insight, and then explore how you could deliver it with new and existing capabilities.

Global and local are opportunities for every business.

I love Amazon’s “Treasure Truck” … Most of us have never connected with Amazon beyond the website and the delivery guy. Amazon is huge, global and anonymous. But the Treasure Truck is real. It travels around the country, bringing its pop-up store to local neighbourhoods, fun and games, bargains and demos. For Amazon, it’s a chance to make real connections, listen to people, and to be local.

We can all see a backlash in society against relentless globalisation, huge corporations, and social inequality. We see a lack of trust in brands, and know that authenticity matters. Etsy shows us that even the smallest and most local artisan businesses can also be global. For every business, local and global markets are within reach, however it’s also about combining scale and standardisation, with relevance and individuality.

Ideas and networks should be the core of your business.

Gamechanger businesses need a compelling idea, a core purpose, an inspiring proposition, that can spread fast and contagiously. In a digitally-fuelled world, the most innovative businesses embrace “ideas and networks” to drive exponential impact – like WhatsApp creating $19bn in three years, Airbnb $40bn in 9 years, Alibaba $476bn in 18 years, Amazon $740bn in 23 years.

Think about that concept of “exponential” … The power of networks – be it franchisees, or distributors, or customers and users – lies not in the number of members, but in the connections between them. Networks have a multiplying effect. Exponential. Consider, for example, Rapha, the sportwear brand that brings together people with a passion for cycling, who conveniently meet at their “Cycle Club” stores, and buy their premium gear. A fantastic “ideas and networks” business.

Finally this idea of short-term and long-term being in conflict with each other.

Jeff Bezos never has this problem, nor Elon Musk, nor Richard Branson. They focus on the long-term, recognising it will require some years of investment to get there. They all of course lead privately-owned companies. But every public company has the same ambition to innovate and grow. And so do most of their investors, actually.

The reality is that any company’s stock market performance is based on its future earnings potential, not its past. The better you can engage with equity analysts, journalists and investors themselves to explain why you will deliver a better future worth waiting for, then you get their support. If you don’t engage them in your future vision, plans and innovations, then they will default to looking for short-term evidence. It’s really in our hands, to work together to create a future we want to invest in. And to share the greater risk and rewards.

Time to embrace your future mindset

We live in an incredible time … More change in the next 10 years than in the last 250 years … remember? I know that sounds a little crazy, but think about Hyperloop in 3 years, a tipping point to electric cars in 5 years, Mars missions in 8 years. They are all real, and possible.

Digital platforms connecting buyers and sellers in new ways, blockchain having the potential to transform relationships and trust, 3d printing having the potential to transform value chains to deliver anything personalised and on-demand, AI and robotics giving us the capabilities to be superhuman in our minds and bodies.

These are just some of the fantastic new capabilities that enable us to innovate beyond what we can even imagine today. The future isn’t like the future used to be. We cannot just evolve or extrapolate the past. Today’s future is discontinuous, disruptive, different.

It is imagination that will move us forwards … unlocking the technological possibilities, applying them to real problems and opportunities, to drive innovation and growth in every industry, in every part of our lives.

Imagine a world where you press “print” to get the dress of your dreams, the food of your fantasies, or the spare parts for your car. Instantly, personalised and on demand. Think then what does that mean if we don’t need the huge scale of manufacturing plants, warehousing and transportation. Maybe we will even subscribe to the IP catalogues of brands, rather than buy standard products, in the ways we currently subscribe to Netflix.

Time to embrace your Musk mindset … Unlock your Einstein dreams and Picasso passion … Embrace your Mandela courage and Ghandi spirit. Be more curious, be more intuitive, be more human. Ask more questions. Don’t be afraid to have audacious ideas, to challenge the old models of success, and turn future ambitions into practical profitable reality.

How else did Zespri reinvent the Chinese gooseberry as the kiwi fruit? How else will SpaceX reach Mars by 2025? How else did Netflix came to be, or NuTonomy, or Nespresso, or Nyx?

This is why 23andMe’s Anne Wojicki wont give up in her quest to make DNA analysis available to everyone, and to ultimately find a cure for cancer. And it’s why Jack Ma didn’t give up as he rose from $1000-per year English teacher to technological royalty.

The secret is the future mindset.

To realise that the future is malleable. So we need to grab hold of it, and shape it in our own vision. To our advantage.

This is what “gamechangers” do.

• Article: The 10x Leader
• Article: Amplifying Potential
• Book: “Gamechangers: Are you ready to change the world?“
• Book: “Business Genius: A more inspired approach to leadership”
• Workshop: “Gamechangers Program: Leading for smarter innovation and profitable growth”
• Workshop: “Inspiring Leadership … future, people and change“
• Article: Building a bank of the future (the challenges and opportunities)
• Article:How banks can innovate for innovators (SMEs and entrepreneurs)
• Case studies: Future Bank: Gamechangers of Banking and Insurance
• Download a summary of Peter Fisk’s keynote “Gamechangers”

At Nordea’s 2018 Business Banking Leadership Meeting we’ll explore how banks can change their game in order to do more for businesses. How can banks go beyond payments to help companies to innovate and grow in new ways? How can Nordea help its business customers to be Gamechangers?

We’ll take inspiration from all sorts of companies, including banks around the world:

• Explore the case study of Umpqua Bank from USA

https://www.youtube.com/watch?v=ceWiseveBJs

• Explore the case study of Commonwealth Bank from Australia

https://www.youtube.com/watch?v=TUkIh6KwHE8&list=PLvEWmjf1F9BfyYuE4f28OW83YMccy50H6

• Explore the case study of DBS Bank from Singapore