Peter Fisk

How will you shape the future of your business? What is your strategic vision to innovate and transform? Which ideas will you embrace and apply? And most significantly, how will you become a “gamechanger” leader of the future?

Pablo Isla is best known for his 17 year role as the Chairman and CEO of Inditex, the Spanish multinational clothing company that owns Zara, Pull & Bear, Massimo Dutti, Bershka, and others.

He was born on January 22, 1964, in Madrid, Spain. He studied law at the Complutense University of Madrid and later earned a master’s degree from IE University, and an MBA from the Stanford Graduate School of Business. He began his career in the legal sector, working as a corporate lawyer for various firms in Spain and the United States. He joined Inditex in 2000 as the Director of Legal Services. His deep understanding of corporate law and business strategy quickly propelled him through the ranks.

• Isla is widely praised for his strategic vision and leadership style. Under his leadership, Inditex has become one of the world’s largest and most successful fashion retailers.
• His strategy emphasizes a fast-fashion business model, which involves quickly responding to changing fashion trends and maintaining a high turnover of inventory.
• He is known for his hands-on approach and attention to detail. He is closely involved in all aspects of the company’s operations, from design and production to distribution and retail.
• During his 17-year tenure at Inditex, the group’s capitalisation rose sixfold. In 2021, Isla’s last full year leading the retailer, Inditex generated a net profit of €3.24bn on a turnover of €27.72bn.

In 2017, Harvard Business Review recognized Pablo Isla as the world’s best-performing CEO, by Harvard Business Review. HBR said that what stands out is the single word description employees use to convey Isla’s management style. Humble. It’s how his employees talk about him and how he talks of his approach that’s the most telling. He is known for rejecting a meeting culture and the use of hierarchy to command, control, and ego-feed, instead favouring making decisions informally in partnership with his people as he “manages by walking around”.

During his tenure as CEO, Inditex experienced significant growth and expansion. The company’s revenue and profits have consistently increased, and it has expanded its presence to over 7,000 stores in more than 90 countries. Inditex’s success can be attributed to its innovative business model, efficient supply chain management, and focus on customer preferences.Under Isla’s leadership, Inditex has also prioritized sustainability and corporate social responsibility, implementing various initiatives to reduce its environmental footprint and promote ethical sourcing and labor practices.

Interview at the Global AMP, IE Business School

So what do you do after hanging up your jacket as boss of the world’s biggest clothing retailer?

For Pablo Isla, who stepped down from running Inditex in 2022, part of the answer is passing on his expertise to business students as chair of the international advisory board at IE University.

In a recent FT interview he was asked as group CEO and executive chair, how did he implement such a successful growth strategy in an already huge company?

One key point is that Inditex, whose brands include Zara and Pull & Bear, has always kept its supply lines local and nimble. “If you have the fabric, you can send this fabric to a factory in Galicia or in Morocco, then you could have in two weeks the garment coming back to the logistics platform and being sold,” he says.

The company’s capacity to produce sought-after garments on a very quick turnround became a template that other high-street retailers have since tried to imitate. Inditex produces about half of its clothing close to home in factories near its headquarters in the town of Arteixo in Galicia, north west Spain, as well as in Portugal and Morocco.

One of Isla’s most significant improvements to this process was to shepherd the development of technology that turned a largely bricks and mortar operation into a hybrid retailer, using its global network of 6,400 stores as display windows and mini distribution hubs for people buying garments on their smartphones.

The move was successful, and by 2021, a quarter of Inditex’s sales came from online purchases. The global financial crash, the eurozone debt crisis and, most recently, the Covid-19 pandemic, reduced consumer spending and cost inflation ravaged the sector. But under Isla, the retailer also expanded its store network while many rivals closed theirs.

Isla won’t talk about Inditex’s competitors. “I will never talk about another company, even with investors.” But he believes there is more than one way to succeed in any market. “In business, you thrive not just because of the business model but your execution of that model. But it is nearly impossible to be successful if you try to replicate another company’s business model without having the right culture.”

He admits Inditex has had a degree of luck in its success with sales of particular garment designs, such as the white polka dot dress produced by Zara in 2019 that became a social media sensation. “In fashion there is always an element of surprise,” he says. “It is something to do with emotions. That is why flexibility is so relevant.”

While keeping things nimble, he also prioritised focusing on the long term bonds. “Some of these suppliers we have had relationships with for over 20 years, so it is very integrated. Also Inditex owns 10 factories and these factories are those that are in contact with these suppliers all the time.”

Inditex operates a very flat dispersed management structure, giving country managers the power to make decisions quickly. “I don’t know what the best word is in English but something like the granularity. When you think about the Inditex buying process, there are hundreds of buyers, so each buyer is not dealing with so many factories,” Isla says. “With this granularity, at Inditex it is not so centralised a supply chain function.”

When he was CEO, Isla shunned the spotlight. “I thought it would be better for the company to be the main character,” he says. “Of course I was doing press conferences. It was not that I was out of touch with the media. I prefer to be low profile.” Low-profile did not mean that his performance went unnoticed: he is one of the few people to top the Harvard Business Review’s ranking for best performing CEO for two consecutive years.

Now he talks openly about how important it was to support the company’s internal culture as leader. “For me, what is essential is how important it is to lead with values,” he says. “Honesty, reliability, respect, transparency, diversity. With your employees, investors, media, suppliers and all the stakeholders. I have always tried to be very reliable, somebody you can trust.”

He also worked hard to diversify the company’s leadership, he says, noting that he appointed women as company heads in key markets, including China, Japan, Australia and Canada. “By diversity, I mean to promote it at every level inside the company. Gender diversity and race diversity.”

Isla cites as his leadership hero his former boss, Inditex founder Amancio Ortega. The two were in daily contact while Isla ran the retailer and they still speak frequently, he says. “It is the most similar to being family without being family. I would say, at the beginning it was quite obvious, the level of understanding between us. We are now very close friends.”

It has been reported that when Ortega was looking for a chief executive in 2005, he set a condition that anyone selected had to agree to relocate to Galicia, and as a consequence several candidates withdrew from the process.

At the time of his appointment, Isla, a lawyer by training, had been chair of Altadis, a Spanish tobacco group (now owned by Imperial Tobacco). He says that he not only expected to be at Inditex for a long time but had no end point in mind when he joined. “Whatever I do, I think about doing it indefinitely. I think it is the only way of dealing with your professional life.”

When Isla stepped down in 2022, Ortega’s daughter Marta took over as chair, while the CEO’s job was handed to Óscar García Maceiras, general counsel and secretary of the Inditex board.

When I ask Isla whether he had any involvement with the succession planning that appointed Maceiras, he says: “That is totally private. But I have total trust in the way we have organised the succession and the management team for the company.”

Isla also refuses to be drawn on saying anything about Marta Ortega. “I have known Marta since she was a university student, and we have shared many family moments. But I never in life more generally like to comment, or criticise, other people. I prefer to stay quiet.”

Post-Inditex, Isla retains a board position at Nestlé, the Swiss consumer goods group, and is a trustee of the Amancio Ortega Foundation.

In his keynote “Treasure Hunters” Peter takes us on a high-speed expedition around the rapidly changing world. From NotCo reinventing food with AI in Chile to PingAn revolutionising healthcare in China, Northvolt accelerating EV batteries in Sweden to Lanzatech transforming carbon into fashion.

He’ll explore the megatrends driving the new opportunities, the moonshots turning human challenges into a better society, the technologies recalibrating possibilities, the disruptors shaking up and setting new expectations, and the leaders shaping better futures. Where are the new, crazy, inspiring ideas for you to shape your future?  

Peter will explore how innovation has become the top corporate priority.

Apple is still seen by many as the world’s most innovative company. Microsoft, however is closing the gap, both in terms of perceived innovativeness, and market value (both companies currently closing in on $3 trillion market caps). While Apple is potentially getting sidetracked by AR, with its headsets and spatial computing, Microsoft has embraced ChatGPT, and embedded it into many of its cloud-based services and worksuites.

But you can probably take more inspiration and insight away from other innovators across the world, shaking up every sector and geography. In Argentina Marcos Galperin is reinventing retail, while nearby in Brazil, David Valdez is leading the world’s most fastest growing bank. In China, Jessica Tan drives insurance into healthcare and mobility, while Australia’s Melanie Perkins helps everyone be a designer.

The future is already here, just unevenly distributed. Your challenge is to find the best ideas – the emerging needs, the changing behaviours, the unusual connections, and the business models and technologies to support them. That’s innovation, and that’s where the real treasure can be found.

AI is accelerating innovation

Two “Most Innovative Companies” reports compete to rank the world’s top innovators each year.

• BCG take a more analytical approach, based around investment and outcomes. It ranks Apple first, followed by Tesla, Amazon, Alphabet and Microsoft. Asian companies Samsing, Huawei and BYD also make the top 10, as does Siemens, the top European innovator.
• Fast Company takes a more qualitative look at where newness and disruption are rife, with insight stories about some of the more off-beat creative businesses. It ranks OpenAI top, followed by McDonalds, Airbnb and Holdfast Collective (that’s the non-profit owner of Patagonia). Brazil’s Nubank follows, then Microsoft, Roblox, Webtoon, Ramp and Tiffany &Co.

Overall, innovation rose as a top corporate priority in 2023, with 79% of companies ranking it among their top three goals, according to BCG. As growth has slowed in core markets, the importance of being able to innovate new products and services that carry companies into new markets with new business models has increased.

Let’s take a look at how innovation is really happening in companies right now.

Innovation at Bosch

Download a summary of Peter Fisk’s masterclass “Strategy, Growth and Value Creation” plus Additional materials

Incredible technologies and geopolitical shifts, complex markets and stagnating growth, demanding customers and disruptive entrepreneurs, environmental crisis and social distrust, unexpected shocks and uncertain futures.

How do we make sense of today’s rapidly changing world? How do prepare for tomorrow’s world?

We explore how businesses can survive and thrive, and move forwards to create a better future. How to reimagine business, to reinvent markets, to reengage people. We consider what it means to combine profit with more purpose, intelligent technologies with creative people, radical innovation with sustainable impact.

We learn from the innovative strategies of incredible companies – Alibaba and Amazon, Biontech and BlackRock, Narayana and Netflix, Patagonia and PingAn, Spotify and Supercell, and many more. We also take a look at what this means for insurance, and some of the most innovative companies in the field

Creating a better future for your business

The old codes of business don’t work anymore. The most innovative companies – from Amazon and Bytedance, to Coupang and Deepmind – succeed with new codes. So what are the new ideas to win in a fast and dynamic world of Asian renaissance, entrepreneurial supremacy, social conscience and smarter machines? What can you learn from Jio’s revolution from petrochemicals to phones, and DBS’s transformation of banking? How can you be inspired by courageous leaders like 23andMe’s Anne Wojcicki, Haier’s Zhang Ruimin and Citigroup’s Jane Fraser?

• What can we learn the world’s most innovative companies right now
• Finding purpose, driving moonshots, and starting from the future back
• Exploring the radical innovations of companies like Orsted to PingAn
• Growth mindset, business models and business transformation
• Having the courage to lead a better future

More resources linked to these sessions

• Megatrends in a world accelerated by pandemic
• Trend maps of fast-change in every market
• 100 companies innovators shaking up the world
• 100 leaders with the courage to shape a better future

We live in a time of great promise but also great uncertainty.

Markets are more crowded, competition is intense, customer aspirations are constantly fuelled by new innovations and dreams. Technology disrupts every industry, from banking to construction, entertainment to healthcare. It drives new possibilities and solutions, but also speed and complexity, uncertainty and fear.

As digital and physical worlds fuse to augment how we live and work, AI and robotics enhance but also challenge our capabilities, whilst ubiquitous supercomputing, genetic editing and self-driving cars take us further.

Technologies with the power to help us leap forwards in unimaginable ways. To transform business, to solve our big problems, to drive radical innovation, to accelerate growth and achieve progress socially and environmentally too.

We are likely to see more change in the next 10 years than the last 250 years.

• Markets accelerate, 4 times faster than 20 years ago, based on the accelerating speed of innovation and diminishing lifecycles of products.
• People are more capable, 825 times more connected than 20 years ago, with access to education, unlimited knowledge, tools to create anything.
• Consumer attitudes change, 78% of young people choose brands that do good, they reject corporate jobs, and see the world with the lens of gamers.

However, change goes far beyond the technology.

Markets will transform, converge and evolve faster. From old town Ann Arbor to the rejuvenated Bilbao, today’s megacities like Chennai and the future Saudi tech city of Neom, economic power will continue to shift. China has risen to the top of the new global business order, whilst India and eventually Africa will follow.

Industrialisation challenges the natural equilibrium of our planet’s resources. Today’s climate crisis is the result of our progress, and our problem to solve. Globalisation challenges our old notions of nationhood and locality. Migration changes where we call home. Religious values compete with social values, economic priorities conflict with social priorities. Living standards improve but inequality grows.

Our current economic system is stretched to its limit. Global shocks, such as the global pandemic of 2020, exposes its fragility. We open our eyes to realise that we weren’t prepared for different futures, and that our drive for efficiency has left us unable to cope. Such crises will become more frequent, as change and disruption accelerate.

However, these shocks are more likely to accelerate change in business, rather than stifle it, to wake us up to the real impacts of our changing world – to the urgency of action, to the need to think and act more dramatically.

The old codes don’t work

Business is not fit for the future. Most organisations were designed for stable and predictable worlds, where the future evolves as planned, markets are definitive, and choices are clear.

The future isn’t like it used to be.

Dynamic markets are, by definition, turbulent. Whilst economic cycles have typically followed a pattern of peaks and troughs every 10-15 years, these will likely become more frequent.  Change is fast and exponential, uncertain and unpredictable, complex and ambiguous demanding new interpretation and imagination.

Yet too many business leaders hope that the strategies that made them successful in the past will continue to work in the future. They seek to keep stretching the old models in the hope that they will continue to see them through. Old business plans are tweaked each year, infrastructures are tested to breaking point, and people are asked to work harder.

In a way of dramatic, unpredictable change, this is not enough to survive, let alone thrive.

• Growth is harder. Global GDP growth has declined by more than a third in the past decade. As the west stagnates, Asia grows, albeit more slowly.
• Companies struggle, their average lifespan falling from 75 years in 1950 to 15 years today, 52% of the Fortune 500 in 2000 no longer exist in 2020.
• Leaders are under pressure. 44% of today’s business leaders have held their position for at least 5 years, compared to 77% half a century ago.

Profit is no longer enough; people expect business to achieve more. Business cannot exist in isolation from the world around them, pursuing customers without care for the consequence. The old single-minded obsession with profits is too limiting. Business depends more than ever on its resources – people, communities, nature, partners – and will need to find a better way to embrace them.

Technology is no longer enough; innovation needs to be more human. Technology will automate and interpret reality, but it won’t empathise and imagine new futures. Ubiquitous technology-driven innovation quickly becomes commoditised, available from anywhere in the world, so we need to add value in new ways. The future is human, creative, and intuitive. People will matter more to business, not less.

Sustaining the environment is not enough. 200 years of industrialisation has stripped the planet of its ability to renew itself, and ultimately to sustain life. Business therefore needs to give back more than it takes. As inequality and distrust have grown in every society, traditional jobs are threatened by automation and stagnation, meaning that social issues will matter even more, both globally and locally.

The new DNA of business

As business leaders, our opportunity is to create a better business, one that is fit for the future, that can act in more innovative and responsible ways.

How can we harness the potential of this relentless and disruptive change, harness the talents of people and the possibilities of technology? How can business, with all its power and resources, be a platform for change, and a force for good?

We need to find new codes to succeed. We need to find new ways to work, to recognise business as a system that be virtuous, where less can be more, and growth can go beyond the old limits. This demands that we make new connections:

• Profit + Purpose … to achieve more enlightened progress
• Technology + Humanity … to achieve more human ingenuity
• Innovation + Sustainability … to achieve more positive impact

We need to create a new framework for business, a better business – to reimagine why and redesign how we work, as well as reinvent what and refocus where we do business.

Imagine a future business that looks forwards not back, that rises up to shape the future on its own terms, making sense of change to find new possibilities, inspiring people with vision and optimism. Imagine a future that inspires progress, seeks new sources of growth, embraces networks and partners to go further, and enables people to achieve more.

Imagine too, a future business that creates new opportunity spaces, by connecting novel ideas and untapped needs, creatively responding to new customer agendas. Imagine a future business that disrupts the disruptors, where large companies have the vision and courage to reimagine themselves and compete as equals to fast and entrepreneurial start-ups.

Imagine a future business that embraces humanity, searches for better ideas, that fuse technology and people in more enlightened ways, to solve the big problems of society, and improve everyone’s lives. Imagine a future business that works collectively, self-organises to thrive without hierarchy, connects with partners in rich ecosystems, designs jobs around people, to do inspiring work.

Imagine also, a future business which is continually transforming, that thrives by learning better and faster, develops a rich portfolio of business ideas and innovations to sustain growth and progress. Imagine a future business that creates positive impact on the world, benefits all stakeholders with a circular model of value creation, that addresses negatives, and creates a net positive impact for society.

Creating a better business is an opportunity for every person who works inside or alongside it. It is not just a noble calling, to do something better for the world, but also a practical calling, a way to overcome the many limits of today, and attain future success for you and your business.You could call it the dawn of a new capitalism.

More from Peter Fisk linked to these sessions

• Next Agenda of best ideas and priorities for business
• Megatrends 2030 in a world accelerated by pandemic
• Business Futures Project by Peter Fisk
• 49 Codes to help you develop a better business future
• 250 innovative companies shaking up every market
• 100 inspiring leaders with the courage to shape a better future
• Education that is innovative, issue-driven, action-driving
• Consulting that is collaborative, strategic and innovative
• Speaking that is inspiring, topical, engaging and actionable

“Enhancing the quality of urban living – better, smarter, faster” 

Download a summary of “Future Makers” by Peter Fisk. 

How do you see Schindler in 2030? As every industry is shaken up, urban environments are transformed, and disruptive technologies enable new possibilities, what will drive our future markets, and how will we succeed in them?

Jump outside of our own world, and we see how companies from Aerofarms to Brimstone, Coupang and Deepmind, bring new mindsets and solutions, harnessing new tech possibilities. Redefining markets, reinventing business models and reenergising customers.

Peter Fisk is a global thought leader, an entrepreneur and professor, author of 10 books, who has worked with 300 companies in 50 countries. He brings together new insights, helping you to make sense of change, with practical tools to shape your future projects and ambitions.

The future is shaped by leaders who are curious, creative and courageous. Are you?

World Changing … We live in a time of incredible change. Dramatic, pervasive, and relentless. More change in the next 10 years than the last 250 years. Incredible technologies, expectant consumers, climate crisis, social distrust, and much more. The biggest question for leaders is “How do you see the future?”

• Every market is shaken up – uncertainty and volatility, new agendas and expectations
• New possibilities and priorities – robotics and tech, data and AI, sustainable and circular
• What does this mean for Schindler? – steel, buildings, human interaction, smart cities.

Possibility Thinking … Disruptive technologies, connected and intelligent; economic power shifts, 80% of the middle class in emerging markets; resource scarcity, where water is the biggest risk; demographic change, where markets are older, demanding and mobile; rapid urbanisation, 33 of the 45 megacities in Asia; and increasing deglobalisation too.

• What the 6 megatrends mean for me, turning challenge into opportunity
• Starting from the future back, working outside in, inspired by the world’s top innovators
• Where are the new opportunities for Schindler? – to explore the future and deliver today

Reimagining Everything … The old codes of business don’t work anymore. The most innovative companies – from Alibaba and Bytedance, to Coupang and Deepmind – succeed with new codes. So what are the new ideas to win in a fast and dynamic world of Asian renaissance, entrepreneurial supremacy, social conscience and smarter machines?

• How are organisations working differently inside, from structures to workstyles?
• How are organisations working differently outside, from innovation to impact?
• What does this mean in Schindler? – as a leader, in HR, in sales, and other roles?

Performer Transformers … Start from the future back, and outside in. Seek purpose before profit. Connect talent and technology. Turn hierarchies into ecosystems. And what does it take to lead in this future? Embrace a growth mindset. Curiosity and imagination, humanity and responsibility, transformation and collaboration, grit and impact.

• How do we win differently in a world of uncertain, relentless change?
• What does it mean for a business like Schindler, and how we work with clients?
• How do you see the future? Being curious, creative and courageous.

“This is the age of disruption … which is not simply about disruptive technologies, but dramatically changing how people think and behave” says Sebastian Thrun of Udacity. “The best way to predict the future is to create it” said Abraham Lincoln.

Recode

Markets are more crowded, competition is intense, customer aspirations are constantly fuelled by new innovations and dreams. Technology disrupts every industry, from banking to construction, entertainment to healthcare. It drives new possibilities and solutions, but also speed and complexity, uncertainty and fear.

As digital and physical worlds fuse to augment how we live and work, AI and robotics enhance but also challenge our capabilities, whilst ubiquitous supercomputing, genetic editing and self-driving cars take us further.

Technologies with the power to help us leap forwards in unimaginable ways. To transform business, to solve our big problems, to drive radical innovation, to accelerate growth and achieve progress socially and environmentally too.

We are likely to see more change in the next 10 years than the last 250 years.

• Markets accelerate, 4 times faster than 20 years ago, based on the accelerating speed of innovation and diminishing lifecycles of products.
• People are more capable, 825 times more connected than 20 years ago, with access to education, unlimited knowledge, tools to create anything.
• Consumer attitudes change, 78% of young people choose brands that do good, they reject corporate jobs, and see the world with the lens of gamers.

However, change goes far beyond the technology.

Markets will transform, converge and evolve faster. From old town Ann Arbor to the rejuvenated Bilbao, today’s megacities like Chennai and the future Saudi tech city of Neom, economic power will continue to shift. China has risen to the top of the new global business order, whilst India and eventually Africa will follow.

Industrialisation challenges the natural equilibrium of our planet’s resources. Today’s climate crisis is the result of our progress, and our problem to solve. Globalisation challenges our old notions of nationhood and locality. Migration changes where we call home. Religious values compete with social values, economic priorities conflict with social priorities. Living standards improve but inequality grows.

Our current economic system is stretched to its limit. Global shocks, such as the global pandemic of 2020, exposes its fragility. We open our eyes to realise that we weren’t prepared for different futures, and that our drive for efficiency has left us unable to cope. Such crises will become more frequent, as change and disruption accelerate.

However, these shocks are more likely to accelerate change in business, rather than stifle it, to wake us up to the real impacts of our changing world – to the urgency of action, to the need to think and act more dramatically.

Are you future ready?

Business is not fit for the future. Most organisations were designed for stable and predictable worlds, where the future evolves as planned, markets are definitive, and choices are clear.

The future isn’t like it used to be.

Dynamic markets are, by definition, turbulent. Whilst economic cycles have typically followed a pattern of peaks and troughs every 10-15 years, these will likely become more frequent.  Change is fast and exponential, uncertain and unpredictable, complex and ambiguous demanding new interpretation and imagination.

Yet too many business leaders hope that the strategies that made them successful in the past will continue to work in the future. They seek to keep stretching the old models in the hope that they will continue to see them through. Old business plans are tweaked each year, infrastructures are tested to breaking point, and people are asked to work harder.

In a way of dramatic, unpredictable change, this is not enough to survive, let alone thrive.

• Growth is harder. Global GDP growth has declined by more than a third in the past decade. As the west stagnates, Asia grows, albeit more slowly.
• Companies struggle, their average lifespan falling from 75 years in 1950 to 15 years today, 52% of the Fortune 500 in 2000 no longer exist in 2020.
• Leaders are under pressure. 44% of today’s business leaders have held their position for at least 5 years, compared to 77% half a century ago.

Profit is no longer enough; people expect business to achieve more. Business cannot exist in isolation from the world around them, pursuing customers without care for the consequence. The old single-minded obsession with profits is too limiting. Business depends more than ever on its resources – people, communities, nature, partners – and will need to find a better way to embrace them.

Technology is no longer enough; innovation needs to be more human. Technology will automate and interpret reality, but it won’t empathise and imagine new futures. Ubiquitous technology-driven innovation quickly becomes commoditised, available from anywhere in the world, so we need to add value in new ways. The future is human, creative, and intuitive. People will matter more to business, not less.

Sustaining the environment is not enough. 200 years of industrialisation has stripped the planet of its ability to renew itself, and ultimately to sustain life. Business therefore needs to give back more than it takes. As inequality and distrust have grown in every society, traditional jobs are threatened by automation and stagnation, meaning that social issues will matter even more, both globally and locally.

The new DNA of business

As business leaders, our opportunity is to create a better business, one that is fit for the future, that can act in more innovative and responsible ways.

How can we harness the potential of this relentless and disruptive change, harness the talents of people and the possibilities of technology? How can business, with all its power and resources, be a platform for change, and a force for good?

We need to find new codes to succeed. We need to find new ways to work, to recognise business as a system that be virtuous, where less can be more, and growth can go beyond the old limits. This demands that we make new connections:

• Profit + Purpose … to achieve more enlightened progress
• Technology + Humanity … to achieve more human ingenuity
• Innovation + Sustainability … to achieve more positive impact

We need to create a new framework for business, a better business – to reimagine why and redesign how we work, as well as reinvent what and refocus where we do business.

Imagine a future business that looks forwards not back, that rises up to shape the future on its own terms, making sense of change to find new possibilities, inspiring people with vision and optimism. Imagine a future that inspires progress, seeks new sources of growth, embraces networks and partners to go further, and enables people to achieve more.

Imagine too, a future business that creates new opportunity spaces, by connecting novel ideas and untapped needs, creatively responding to new customer agendas. Imagine a future business that disrupts the disruptors, where large companies have the vision and courage to reimagine themselves and compete as equals to fast and entrepreneurial start-ups.

Imagine a future business that embraces humanity, searches for better ideas, that fuse technology and people in more enlightened ways, to solve the big problems of society, and improve everyone’s lives. Imagine a future business that works collectively, self-organises to thrive without hierarchy, connects with partners in rich ecosystems, designs jobs around people, to do inspiring work.

Imagine also, a future business which is continually transforming, that thrives by learning better and faster, develops a rich portfolio of business ideas and innovations to sustain growth and progress. Imagine a future business that creates positive impact on the world, benefits all stakeholders with a circular model of value creation, that addresses negatives, and creates a net positive impact for society.

Creating a better business is an opportunity for every person who works inside or alongside it. It is not just a noble calling, to do something better for the world, but also a practical calling, a way to overcome the many limits of today, and attain future success for you and your business.You could call it the dawn of a new capitalism.

More from Peter Fisk linked to these sessions

• Next Agenda of best ideas and priorities for business
• Megatrends 2030 in a world accelerated by pandemic
• 49 Codes to help you develop a better business future
• 250 companies innovators shaking up the world
• 100 leaders with the courage to shape a better future
• Education that is innovative, issue-driven, action-driving
• Consulting that is collaborative, strategic and innovative
• Speaking that is inspiring, topical, engaging and actionable

 

 

One of the most interesting areas is in the convergence of AI and robotics, and while the rapidly developing humanoid robots like Sophia capture the headlines, most robots are more practical operators, transforming industrial processes, from manufacturing lines to food production, warehouse operations and customer experiences. The below graphics by PwC illustrate the rise of robotics, and AI. See more in The New Robots by Peter Fisk.

 

KUKA Robotics

The KUKA Robotics Corporation has 25 subsidiaries in the United States, Australia, Canada, Mexico, Brazil, China, Japan, South Korea, Taiwan, India, and in various European countries. The company name, KUKA, is an acronym for Keller und Knappich Augsburg.

Peter Fisk brings practical inspiration, exploring how business leaders can be more curious, creative and courageous – from beyond and within our industry – together with a set of frameworks and tools to explore markets, develop new ideas, and drive innovation as a process.

• Explore the changing nature of markets, and how AI and related technologies are enabling new possibilities.
• Understand how our own markets, and customers, are changing in their needs and aspirations.
• Consider what is effective innovation as a process, including its broad strategic flow, and popular components.
• Specifically link together concepts like design thinking, lean development, business models, venturing, scaling etc.
• Recognise the role of innovation in business, how it links to strategy, growth, sales, value creation and sustainable impact.
• Consider how AI is changing the nature of innovation – both how it is done, and the solutions which emerge.
• Reflect on how KUKA currently approaches innovation, what could be different, and what is means for culture and leadership.

Peter Fisk is a global thought leader – author, futurist, speaker – whose career was forged in a superconductivity lab, accelerated by managing supersonic brands, and shaped by working with some of the world’s best companies. He leads GeniusWorks, a futures-driven consulting firm in London, and is professor of strategy, leadership and innovation at IE Business School in Madrid. He is  author of 10 books, most recently ”Gamechangers” and “Business Recoded”.

This will be a high energy interactive session, taking inspiration from other sectors through fast case studies, two breakout sessions to consider AI’s impact, and later the role of innovation in KUKA.

More from Peter Fisk 

• Next Agenda of best ideas and priorities for business
• Megatrends 2030 in a world accelerated by pandemic
• 49 Codes to help you develop a better business future
• 250 companies innovators shaking up the world
• 100 leaders with the courage to shape a better future
• Education that is innovative, issue-driven, action-driving
• Consulting that is collaborative, strategic and innovative
• Speaking that is inspiring, topical, engaging and actionable

One of the most interesting areas is in the convergence of AI and robotics, and while the rapidly developing humanoid robots like Sophia capture the headlines, most robots are more practical operators, transforming industrial processes, from manufacturing lines to food production, warehouse operations and customer experiences. The below graphics by PwC illustrate the rise of robotics, and AI. See more in The New Robots by Peter Fisk.

 

KUKA Robotics

The KUKA Robotics Corporation has 25 subsidiaries in the United States, Australia, Canada, Mexico, Brazil, China, Japan, South Korea, Taiwan, India, and in various European countries. The company name, KUKA, is an acronym for Keller und Knappich Augsburg.

Peter Fisk brings practical inspiration, exploring how business leaders can be more curious, creative and courageous – from beyond and within our industry – together with a set of frameworks and tools to explore markets, develop new ideas, and drive innovation as a process.

• Explore the changing nature of markets, and how AI and related technologies are enabling new possibilities.
• Understand how our own markets, and customers, are changing in their needs and aspirations.
• Consider what is effective innovation as a process, including its broad strategic flow, and popular components.
• Specifically link together concepts like design thinking, lean development, business models, venturing, scaling etc.
• Recognise the role of innovation in business, how it links to strategy, growth, sales, value creation and sustainable impact.
• Consider how AI is changing the nature of innovation – both how it is done, and the solutions which emerge.
• Reflect on how KUKA currently approaches innovation, what could be different, and what is means for culture and leadership.

Peter Fisk is a global thought leader – author, futurist, speaker – whose career was forged in a superconductivity lab, accelerated by managing supersonic brands, and shaped by working with some of the world’s best companies. He leads GeniusWorks, a futures-driven consulting firm in London, and is professor of strategy, leadership and innovation at IE Business School in Madrid. He is  author of 10 books, most recently ”Gamechangers” and “Business Recoded”.

This will be a high energy interactive session, taking inspiration from other sectors through fast case studies, two breakout sessions to consider AI’s impact, and later the role of innovation in KUKA.

More from Peter Fisk 

• Next Agenda of best ideas and priorities for business
• Megatrends 2030 in a world accelerated by pandemic
• 49 Codes to help you develop a better business future
• 250 companies innovators shaking up the world
• 100 leaders with the courage to shape a better future
• Education that is innovative, issue-driven, action-driving
• Consulting that is collaborative, strategic and innovative
• Speaking that is inspiring, topical, engaging and actionable

Enhancing the quality of urban living – better, smarter, faster

How do you see Schindler in 2030? As every industry is shaken up, urban environments are transformed, and disruptive technologies enable new possibilities, what will drive our future markets, and how will we succeed in them?

Jump outside of our own world, and we see how companies from Aerofarms to Brimstone, Coupang and Deepmind, bring new mindsets and solutions, harnessing new tech possibilities. Redefining markets, reinventing business models and reenergising customers.

Peter Fisk is a global thought leader, an entrepreneur and professor, author of 10 books, who has worked with 300 companies in 50 countries. He brings together new insights, helping you to make sense of change, with practical tools to shape your future projects and ambitions.

The future is shaped by leaders who are curious, creative and courageous. Are you?

World Changing … We live in a time of incredible change. Dramatic, pervasive, and relentless. More change in the next 10 years than the last 250 years. Incredible technologies, expectant consumers, climate crisis, social distrust, and much more. The biggest question for leaders is “How do you see the future?”

• Every market is shaken up – uncertainty and volatility, new agendas and expectations
• New possibilities and priorities – robotics and tech, data and AI, sustainable and circular
• What does this mean for Schindler? – steel, buildings, human interaction, smart cities.

Possibility Thinking … Disruptive technologies, connected and intelligent; economic power shifts, 80% of the middle class in emerging markets; resource scarcity, where water is the biggest risk; demographic change, where markets are older, demanding and mobile; rapid urbanisation, 33 of the 45 megacities in Asia; and increasing deglobalisation too.

• What the 6 megatrends mean for me, turning challenge into opportunity
• Starting from the future back, working outside in, inspired by the world’s top innovators
• Where are the new opportunities for Schindler? – to explore the future and deliver today

Reimagining Everything … The old codes of business don’t work anymore. The most innovative companies – from Alibaba and Bytedance, to Coupang and Deepmind – succeed with new codes. So what are the new ideas to win in a fast and dynamic world of Asian renaissance, entrepreneurial supremacy, social conscience and smarter machines?

• How are organisations working differently inside, from structures to workstyles?
• How are organisations working differently outside, from innovation to impact?
• What does this mean in Schindler? – as a leader, in HR, in sales, and other roles?

Performer Transformers … Start from the future back, and outside in. Seek purpose before profit. Connect talent and technology. Turn hierarchies into ecosystems. And what does it take to lead in this future? Embrace a growth mindset. Curiosity and imagination, humanity and responsibility, transformation and collaboration, grit and impact.

• How do we win differently in a world of uncertain, relentless change?
• What does it mean for a business like Schindler, and how we work with clients?
• How do you see the future? Being curious, creative and courageous.

“This is the age of disruption … which is not simply about disruptive technologies, but dramatically changing how people think and behave” says Sebastian Thrun of Udacity. “The best way to predict the future is to create it” said Abraham Lincoln.

Recode

Markets are more crowded, competition is intense, customer aspirations are constantly fuelled by new innovations and dreams. Technology disrupts every industry, from banking to construction, entertainment to healthcare. It drives new possibilities and solutions, but also speed and complexity, uncertainty and fear.

As digital and physical worlds fuse to augment how we live and work, AI and robotics enhance but also challenge our capabilities, whilst ubiquitous supercomputing, genetic editing and self-driving cars take us further.

Technologies with the power to help us leap forwards in unimaginable ways. To transform business, to solve our big problems, to drive radical innovation, to accelerate growth and achieve progress socially and environmentally too.

We are likely to see more change in the next 10 years than the last 250 years.

• Markets accelerate, 4 times faster than 20 years ago, based on the accelerating speed of innovation and diminishing lifecycles of products.
• People are more capable, 825 times more connected than 20 years ago, with access to education, unlimited knowledge, tools to create anything.
• Consumer attitudes change, 78% of young people choose brands that do good, they reject corporate jobs, and see the world with the lens of gamers.

However, change goes far beyond the technology.

Markets will transform, converge and evolve faster. From old town Ann Arbor to the rejuvenated Bilbao, today’s megacities like Chennai and the future Saudi tech city of Neom, economic power will continue to shift. China has risen to the top of the new global business order, whilst India and eventually Africa will follow.

Industrialisation challenges the natural equilibrium of our planet’s resources. Today’s climate crisis is the result of our progress, and our problem to solve. Globalisation challenges our old notions of nationhood and locality. Migration changes where we call home. Religious values compete with social values, economic priorities conflict with social priorities. Living standards improve but inequality grows.

Our current economic system is stretched to its limit. Global shocks, such as the global pandemic of 2020, exposes its fragility. We open our eyes to realise that we weren’t prepared for different futures, and that our drive for efficiency has left us unable to cope. Such crises will become more frequent, as change and disruption accelerate.

However, these shocks are more likely to accelerate change in business, rather than stifle it, to wake us up to the real impacts of our changing world – to the urgency of action, to the need to think and act more dramatically.

Are you future ready?

Business is not fit for the future. Most organisations were designed for stable and predictable worlds, where the future evolves as planned, markets are definitive, and choices are clear.

The future isn’t like it used to be.

Dynamic markets are, by definition, turbulent. Whilst economic cycles have typically followed a pattern of peaks and troughs every 10-15 years, these will likely become more frequent.  Change is fast and exponential, uncertain and unpredictable, complex and ambiguous demanding new interpretation and imagination.

Yet too many business leaders hope that the strategies that made them successful in the past will continue to work in the future. They seek to keep stretching the old models in the hope that they will continue to see them through. Old business plans are tweaked each year, infrastructures are tested to breaking point, and people are asked to work harder.

In a way of dramatic, unpredictable change, this is not enough to survive, let alone thrive.

• Growth is harder. Global GDP growth has declined by more than a third in the past decade. As the west stagnates, Asia grows, albeit more slowly.
• Companies struggle, their average lifespan falling from 75 years in 1950 to 15 years today, 52% of the Fortune 500 in 2000 no longer exist in 2020.
• Leaders are under pressure. 44% of today’s business leaders have held their position for at least 5 years, compared to 77% half a century ago.

Profit is no longer enough; people expect business to achieve more. Business cannot exist in isolation from the world around them, pursuing customers without care for the consequence. The old single-minded obsession with profits is too limiting. Business depends more than ever on its resources – people, communities, nature, partners – and will need to find a better way to embrace them.

Technology is no longer enough; innovation needs to be more human. Technology will automate and interpret reality, but it won’t empathise and imagine new futures. Ubiquitous technology-driven innovation quickly becomes commoditised, available from anywhere in the world, so we need to add value in new ways. The future is human, creative, and intuitive. People will matter more to business, not less.

Sustaining the environment is not enough. 200 years of industrialisation has stripped the planet of its ability to renew itself, and ultimately to sustain life. Business therefore needs to give back more than it takes. As inequality and distrust have grown in every society, traditional jobs are threatened by automation and stagnation, meaning that social issues will matter even more, both globally and locally.

The new DNA of business

As business leaders, our opportunity is to create a better business, one that is fit for the future, that can act in more innovative and responsible ways.

How can we harness the potential of this relentless and disruptive change, harness the talents of people and the possibilities of technology? How can business, with all its power and resources, be a platform for change, and a force for good?

We need to find new codes to succeed. We need to find new ways to work, to recognise business as a system that be virtuous, where less can be more, and growth can go beyond the old limits. This demands that we make new connections:

• Profit + Purpose … to achieve more enlightened progress
• Technology + Humanity … to achieve more human ingenuity
• Innovation + Sustainability … to achieve more positive impact

We need to create a new framework for business, a better business – to reimagine why and redesign how we work, as well as reinvent what and refocus where we do business.

Imagine a future business that looks forwards not back, that rises up to shape the future on its own terms, making sense of change to find new possibilities, inspiring people with vision and optimism. Imagine a future that inspires progress, seeks new sources of growth, embraces networks and partners to go further, and enables people to achieve more.

Imagine too, a future business that creates new opportunity spaces, by connecting novel ideas and untapped needs, creatively responding to new customer agendas. Imagine a future business that disrupts the disruptors, where large companies have the vision and courage to reimagine themselves and compete as equals to fast and entrepreneurial start-ups.

Imagine a future business that embraces humanity, searches for better ideas, that fuse technology and people in more enlightened ways, to solve the big problems of society, and improve everyone’s lives. Imagine a future business that works collectively, self-organises to thrive without hierarchy, connects with partners in rich ecosystems, designs jobs around people, to do inspiring work.

Imagine also, a future business which is continually transforming, that thrives by learning better and faster, develops a rich portfolio of business ideas and innovations to sustain growth and progress. Imagine a future business that creates positive impact on the world, benefits all stakeholders with a circular model of value creation, that addresses negatives, and creates a net positive impact for society.

Creating a better business is an opportunity for every person who works inside or alongside it. It is not just a noble calling, to do something better for the world, but also a practical calling, a way to overcome the many limits of today, and attain future success for you and your business.You could call it the dawn of a new capitalism.

More from Peter Fisk linked to these sessions

• Next Agenda of best ideas and priorities for business
• Megatrends 2030 in a world accelerated by pandemic
• 49 Codes to help you develop a better business future
• 250 companies innovators shaking up the world
• 100 leaders with the courage to shape a better future
• Education that is innovative, issue-driven, action-driving
• Consulting that is collaborative, strategic and innovative
• Speaking that is inspiring, topical, engaging and actionable

Enhancing the quality of urban living – better, smarter, faster

How do you see Schindler in 2030? As every industry is shaken up, urban environments are transformed, and disruptive technologies enable new possibilities, what will drive our future markets, and how will we succeed in them?

Jump outside of our own world, and we see how companies from Aerofarms to Brimstone, Coupang and Deepmind, bring new mindsets and solutions, harnessing new tech possibilities. Redefining markets, reinventing business models and reenergising customers.

Peter Fisk is a global thought leader, an entrepreneur and professor, author of 10 books, who has worked with 300 companies in 50 countries. He brings together new insights, helping you to make sense of change, with practical tools to shape your future projects and ambitions.

The future is shaped by leaders who are curious, creative and courageous. Are you?

World Changing … We live in a time of incredible change. Dramatic, pervasive, and relentless. More change in the next 10 years than the last 250 years. Incredible technologies, expectant consumers, climate crisis, social distrust, and much more. The biggest question for leaders is “How do you see the future?”

• Every market is shaken up – uncertainty and volatility, new agendas and expectations
• New possibilities and priorities – robotics and tech, data and AI, sustainable and circular
• What does this mean for Schindler? – steel, buildings, human interaction, smart cities.

Possibility Thinking … Disruptive technologies, connected and intelligent; economic power shifts, 80% of the middle class in emerging markets; resource scarcity, where water is the biggest risk; demographic change, where markets are older, demanding and mobile; rapid urbanisation, 33 of the 45 megacities in Asia; and increasing deglobalisation too.

• What the 6 megatrends mean for me, turning challenge into opportunity
• Starting from the future back, working outside in, inspired by the world’s top innovators
• Where are the new opportunities for Schindler? – to explore the future and deliver today

Reimagining Everything … The old codes of business don’t work anymore. The most innovative companies – from Alibaba and Bytedance, to Coupang and Deepmind – succeed with new codes. So what are the new ideas to win in a fast and dynamic world of Asian renaissance, entrepreneurial supremacy, social conscience and smarter machines?

• How are organisations working differently inside, from structures to workstyles?
• How are organisations working differently outside, from innovation to impact?
• What does this mean in Schindler? – as a leader, in HR, in sales, and other roles?

Performer Transformers … Start from the future back, and outside in. Seek purpose before profit. Connect talent and technology. Turn hierarchies into ecosystems. And what does it take to lead in this future? Embrace a growth mindset. Curiosity and imagination, humanity and responsibility, transformation and collaboration, grit and impact.

• How do we win differently in a world of uncertain, relentless change?
• What does it mean for a business like Schindler, and how we work with clients?
• How do you see the future? Being curious, creative and courageous.

“This is the age of disruption … which is not simply about disruptive technologies, but dramatically changing how people think and behave” says Sebastian Thrun of Udacity. “The best way to predict the future is to create it” said Abraham Lincoln.

Recode

Markets are more crowded, competition is intense, customer aspirations are constantly fuelled by new innovations and dreams. Technology disrupts every industry, from banking to construction, entertainment to healthcare. It drives new possibilities and solutions, but also speed and complexity, uncertainty and fear.

As digital and physical worlds fuse to augment how we live and work, AI and robotics enhance but also challenge our capabilities, whilst ubiquitous supercomputing, genetic editing and self-driving cars take us further.

Technologies with the power to help us leap forwards in unimaginable ways. To transform business, to solve our big problems, to drive radical innovation, to accelerate growth and achieve progress socially and environmentally too.

We are likely to see more change in the next 10 years than the last 250 years.

• Markets accelerate, 4 times faster than 20 years ago, based on the accelerating speed of innovation and diminishing lifecycles of products.
• People are more capable, 825 times more connected than 20 years ago, with access to education, unlimited knowledge, tools to create anything.
• Consumer attitudes change, 78% of young people choose brands that do good, they reject corporate jobs, and see the world with the lens of gamers.

However, change goes far beyond the technology.

Markets will transform, converge and evolve faster. From old town Ann Arbor to the rejuvenated Bilbao, today’s megacities like Chennai and the future Saudi tech city of Neom, economic power will continue to shift. China has risen to the top of the new global business order, whilst India and eventually Africa will follow.

Industrialisation challenges the natural equilibrium of our planet’s resources. Today’s climate crisis is the result of our progress, and our problem to solve. Globalisation challenges our old notions of nationhood and locality. Migration changes where we call home. Religious values compete with social values, economic priorities conflict with social priorities. Living standards improve but inequality grows.

Our current economic system is stretched to its limit. Global shocks, such as the global pandemic of 2020, exposes its fragility. We open our eyes to realise that we weren’t prepared for different futures, and that our drive for efficiency has left us unable to cope. Such crises will become more frequent, as change and disruption accelerate.

However, these shocks are more likely to accelerate change in business, rather than stifle it, to wake us up to the real impacts of our changing world – to the urgency of action, to the need to think and act more dramatically.

Are you future ready?

Business is not fit for the future. Most organisations were designed for stable and predictable worlds, where the future evolves as planned, markets are definitive, and choices are clear.

The future isn’t like it used to be.

Dynamic markets are, by definition, turbulent. Whilst economic cycles have typically followed a pattern of peaks and troughs every 10-15 years, these will likely become more frequent.  Change is fast and exponential, uncertain and unpredictable, complex and ambiguous demanding new interpretation and imagination.

Yet too many business leaders hope that the strategies that made them successful in the past will continue to work in the future. They seek to keep stretching the old models in the hope that they will continue to see them through. Old business plans are tweaked each year, infrastructures are tested to breaking point, and people are asked to work harder.

In a way of dramatic, unpredictable change, this is not enough to survive, let alone thrive.

• Growth is harder. Global GDP growth has declined by more than a third in the past decade. As the west stagnates, Asia grows, albeit more slowly.
• Companies struggle, their average lifespan falling from 75 years in 1950 to 15 years today, 52% of the Fortune 500 in 2000 no longer exist in 2020.
• Leaders are under pressure. 44% of today’s business leaders have held their position for at least 5 years, compared to 77% half a century ago.

Profit is no longer enough; people expect business to achieve more. Business cannot exist in isolation from the world around them, pursuing customers without care for the consequence. The old single-minded obsession with profits is too limiting. Business depends more than ever on its resources – people, communities, nature, partners – and will need to find a better way to embrace them.

Technology is no longer enough; innovation needs to be more human. Technology will automate and interpret reality, but it won’t empathise and imagine new futures. Ubiquitous technology-driven innovation quickly becomes commoditised, available from anywhere in the world, so we need to add value in new ways. The future is human, creative, and intuitive. People will matter more to business, not less.

Sustaining the environment is not enough. 200 years of industrialisation has stripped the planet of its ability to renew itself, and ultimately to sustain life. Business therefore needs to give back more than it takes. As inequality and distrust have grown in every society, traditional jobs are threatened by automation and stagnation, meaning that social issues will matter even more, both globally and locally.

The new DNA of business

As business leaders, our opportunity is to create a better business, one that is fit for the future, that can act in more innovative and responsible ways.

How can we harness the potential of this relentless and disruptive change, harness the talents of people and the possibilities of technology? How can business, with all its power and resources, be a platform for change, and a force for good?

We need to find new codes to succeed. We need to find new ways to work, to recognise business as a system that be virtuous, where less can be more, and growth can go beyond the old limits. This demands that we make new connections:

• Profit + Purpose … to achieve more enlightened progress
• Technology + Humanity … to achieve more human ingenuity
• Innovation + Sustainability … to achieve more positive impact

We need to create a new framework for business, a better business – to reimagine why and redesign how we work, as well as reinvent what and refocus where we do business.

Imagine a future business that looks forwards not back, that rises up to shape the future on its own terms, making sense of change to find new possibilities, inspiring people with vision and optimism. Imagine a future that inspires progress, seeks new sources of growth, embraces networks and partners to go further, and enables people to achieve more.

Imagine too, a future business that creates new opportunity spaces, by connecting novel ideas and untapped needs, creatively responding to new customer agendas. Imagine a future business that disrupts the disruptors, where large companies have the vision and courage to reimagine themselves and compete as equals to fast and entrepreneurial start-ups.

Imagine a future business that embraces humanity, searches for better ideas, that fuse technology and people in more enlightened ways, to solve the big problems of society, and improve everyone’s lives. Imagine a future business that works collectively, self-organises to thrive without hierarchy, connects with partners in rich ecosystems, designs jobs around people, to do inspiring work.

Imagine also, a future business which is continually transforming, that thrives by learning better and faster, develops a rich portfolio of business ideas and innovations to sustain growth and progress. Imagine a future business that creates positive impact on the world, benefits all stakeholders with a circular model of value creation, that addresses negatives, and creates a net positive impact for society.

Creating a better business is an opportunity for every person who works inside or alongside it. It is not just a noble calling, to do something better for the world, but also a practical calling, a way to overcome the many limits of today, and attain future success for you and your business.You could call it the dawn of a new capitalism.

More from Peter Fisk linked to these sessions

• Next Agenda of best ideas and priorities for business
• Megatrends 2030 in a world accelerated by pandemic
• 49 Codes to help you develop a better business future
• 250 companies innovators shaking up the world
• 100 leaders with the courage to shape a better future
• Education that is innovative, issue-driven, action-driving
• Consulting that is collaborative, strategic and innovative
• Speaking that is inspiring, topical, engaging and actionable