4 22 14 GROWING IDEAS EUROPEAN BUSINESS FORUM ON INNOVATION AMBITION THiNKMAGAZiNE VOL 1. MARCH 2018

8 10 50 SECOND EMBRACE THE INTERVIEW SECOND ERA OF Kate Darling THE Don Tapscott

11 TODAY’S REAL AGENDA 18 Ricardo Viana Vargas MAKING BETTER 12 CHOICES LETTER TO Peter Fisk THE CEO Scott Anthony

24 BUILDING A PORTFOLIO CAREER Dorie Clark THiNKMAGAZiNE March 2018

Published by the Municipality of Odense, , in collaboration with Thinkers50.

The City of Odense Flakhaven 2 Dk-5000 Odense Denmark

Editor: Jane Thoning Callesen

Layout: Lars Grissell Christensen

With contributions from: With contributions from Stuart Crainer, Des Dearlove, Peter R. Juel, Peter Fisk, Bjarke Wolmar, Scott Anthony, Alf Rehn, Claus Mossbeck, Kate Darling, Ricardo Vargas and Don Tapscott.

Learn more: www.thinkers50.com www.europe.thinkers50.com www.cityofodense.dk

2 THiNKMAGAZiNE WE ARE

DES DEARLOVE PETER FISK STUART CRAINER CEO and Co-Founder Thinkers50 Thinkers50 Global Director Chairman and Co-Founder Thinkers50 Bestselling author, speaker and advisor Founder and leader of Genius Works Bestselling author, speaker and advisor [email protected] [email protected] [email protected] THINKERS50

JANE THONING CALLESEN BJARKE WOLMAR JULIE CHRISTIANSEN Editor & Project Manager Vice President Head of Marketing and Sales The City of Odense The City of Odense The City of Odense [email protected] [email protected] [email protected] EUROPE

Thinkers50 Europe is a new partnership between Thinkers50, built on the very best management ideas, and Odense, Denmark, a city at the forefront of business knowledge and innovation.

THINK MAGAZINE 3 STUART CRAINER WITH IDEAS AND DES DEARLOVE

Since we started in 2001, our aim at the Thinkers50 has been simple: to scan, rank and share the very best ideas in management thinking.

The ideas and thinkers we feature at Thinkers50 are changing the world. They influence how companies and organizations are managed and led. They change how individuals practice management and leadership. Think of Roger Martin’s work on design thinking, Rita McGrath on the end of com- petitive advantage, Clay Christensen on the realities of disruptive innovation, Don Tapscott on the blockchain revolution, or Nilofer Merchant on onlyness.

These ideas enable organizations and individuals to perform more effectively, responsibly and successfully. There is no barrier to the power of ideas.

4 THINK MAGAZINE STUART CRAINER AND DES DEARLOVE

This was a point made by Harvard and a new conception of how cor- the long term with these ideas re- Business School’s Michael Porter in porations relate to society is one of quires management and leadership his acceptance speech on topping the most powerful tools we have knowledge. For companies, organ- the Thinkers50. ”Ideas truly do in the world to address society’s izations of all kinds, cities, regions change the world. I have seen that pressing challenges.” and nations, ideas are the route to with my own eyes all throughout a better world. my career,” said Professor Porter. Ideas are the route to tomorrow’s competitiveness. This is the pow- And it is this better world which ”I also believe that management erful rationale behind Thinkers50 will be at the heart of the next thinking unlocks value in every field Europe, a truly unique partnership European Business Forum which not just business. We all understand between Thinkers50 and the city will be held in Odense on 26 and that management thinking allows of Odense. Michael Porter devel- 27 September 2018. Already some markets to work better in delivering oped these ideas when he spoke at of the world’s greatest business value to customers. We have also the first ever Thinkers50 European minds have agreed to speak at the learned that management thinking Business Forum in Odense in 2017. event – including Roger Martin and and deeply understanding compe- Don Tapscott, numbers one and two tition at the grassroots level reveal The key realisation of the city of in the latest Thinkers50 ranking. the true sources of competitiveness Odense is that economic growth is and what really leads to economic not simply driven by investments in This magazine will appear twice development. This is starting to per- infrastructure, low tax rates, govern- a year to celebrate and share the meate its way through our economic ment grants and the like. Growth very best in management ideas. Its development thinking. Based on my can be driven by becoming a hub emphasis is on ideas which work. recent work, management thinking of great ideas, by being a focus for At Thinkers50 we believe there unlocks value in healthcare. Medi- the exchange of the latest thinking. is nothing so practical as a great cal science is not the constraint in idea. healthcare today, it is the ability The reality is that the fuel for eco- to think strategically, to organise, nomic growth is the ideas which Stuart Crainer and Des Dearlove are the to measure the right way, to cre- form the basis for new technologies founders of the Thinkers50. ate new kinds of delivery systems. and companies. But then, to scale, I also think management thinking develop, deliver and succeed in

Ideas are the route to tomorrow’s competitiveness. This is the powerful rationale behind Thinkers50 Europe

THINK MAGAZINE 5 THE MAYOR SPEAKS: WELCOME TO ODENSE

Odense is a city in the midst of rap- thousand jobs with a particular and conference venue Odeon in id transformation. A new tramway strength in collaborative robots, May 2017. Amongst others, we had is under construction, connecting drones and food automation. the pleasure of hearing world ren- major development areas to the owned Harvard-professor Michael city center. The city heart itself is At the same time we have one of Porter speak about shared value being rebuild with emphasis on the only test centers for drones in creation, and we had the chance shops, cafés and homes, and the Europe, where authorities, univer- to learn from the world’s best CEO cultural scene is livelier than ever. sities and industry work together. Lars Rebien Sørensen. Here drones can be tested beyond We are also a city with high visual line of sight in a dedicated On September 26-27 2018 Thinkers- ambitions. Here in the hometown airspace without interference from 50 and the European Business of Hans Christian Andersen we other aviation. Forum will once again bring know- want to create the world’s best envi- ledge, inspiration and new ideas to ronment for developing, producing But if we are to stay at the frontier our city. and utilizing robots. of robotics and technology, we need to stay strategically focused. I look forward to attending the We are already well on our way. Partnering with Thinkers50 fits per- event, and I look particularly for- Today Odense has one of the lead- fectly with our city mission. ward to welcoming you to Odense. ing robotics clusters in the world. The fairytale has just begun. The robot journey began years ago We are proud to host the Europe- when our steel shipyard, Lindø, be- an Business Forum, a conference Peter Rahbæk Juel gan developing robots and robot of two days in which world-lead- applications in collaboration with ing business thinkers and leaders the University of Southern Denmark. meet to exchange new ideas about growth, innovation and leadership. Today, the robotic and automation sector in Odense includes more The very first European Business than 100 companies and several Forum took place at our new culture-

6 THiNKMAGAZiNE 2017 RANKING

Who is the most influential living management thinker? The Thinkers50 2017 global ranking provides the answer. Published every two years, it is the essential guide to which business thinkers and ideas are in – and which have been consigned to business history. The 2017 Thinkers50 ranking was unveiled in November at the “Oscars of Management Thinking” awards at the De Vere Grand Connaught Rooms in London.

Go to www.thinkers50.com for more information about the ranking.

#1. ROGER MARTIN #6. MARSHALL GOLDSMITH The former dean of University of Toronto’s Rotman School of Dr. Marshall Goldsmith is one of the world’s leading Management, Martin is a strategy advisor to CEOs world- executive educators, coaches, and authors. He is a pio- wide and the author of ten books, including Thinkers 50 neer in helping successful leaders achieve positive, last- award winners Playing to Win and Getting Beyond Better. ing change in behavior. His success is built upon a very His new book Creating Great Choices (with Jennifer Riel, practical, no-nonsense approach to leadership. His clients HBR Press, 2017) follows up on his 2007 bestseller The have included over 150 major CEOs. Opposable Mind (HBR Press). #7. ALEXANDER OSTERWALDER AND YVES PIGNEUR #2. DON TAPSCOTT Osterwalder and Pigneur are the authors of Value The Hammond B3 organist in the band Men in Suits, Don Proposition Design: How to Create Products and Services also happens to be one of the world’s leading authorities on Customers Want (2014) and Business Model Generation: A innovation, media, and the economic and social impacts of Handbook for Visionaries, Gamechangers and Challengers technology. He is the CEO of The Tapscott Group, a think (self-published, 2010). Business Model Generation is based tank that regularly advises business and government leaders on a tool called the Business Model Canvas. around the world. Don Tapscott is also the world’s leading expert on blockchain. #8. ADAM GRANT Adam Grant is the youngest tenured professor at Wharton, #3. CLAYTON CHRISTENSEN University of Pennsylvania. Previously, he was advertising One of the world’s pre-eminent experts on innovation, director at Let’s Go Publications, an All-American spring- Clayton Christensen topped the Thinkers50 in 2011 and board diver, and a professional magician. He is the author 2013. He is the Kim B. Clark Professor of Business Adminis- of the bestseller Give and Take: A Revolutionary Approach to tration at Harvard Business School, and one of the world’s Success. He earned his Ph.D. in organizational psychology foremost experts on innovation and growth. He is also found- from the University of Michigan. er of Innosight, which helps companies create new growth. #9. RICHARD D’AVENI #4. W. CHAN KIM & RENÉE MAUBORGNE Richard D’Aveni, professor of strategic management at the W. Chan Kim and Renée Mauborgne are Professors of Tuck Business School at Dartmouth University, created the Strategy at INSEAD and Co-Directors of the INSEAD concept of hyper-competition. Most recently his work has Blue Ocean Strategy Institute. They are the authors of the looked at commoditization and, in his 2012 book Strategic New York Times, #1 Wall Street Journal, and USA Today Capitalism, the competitive clash of nations. bestseller Blue Ocean Shift – Beyond Competing (Hachette, 2017) and the over 3.6 million copy international bestseller #10. RITA MCGRATH Blue Ocean Strategy. Rita McGrath, Columbia Business School Associate Professor, is a globally recognized thought leader and author #5. MICHAEL PORTER whose focus is on developing innovation and growth strate- Regarded as the father of modern business strategy, Porter, gies during times of uncertainty. She enables business lead- who has consulted to dozens of corporations and a number ers to see their world through a different lens, guiding them of national governments including the UK, returned to the through competitive complexities and is highly valued for No. 1 slot in 2015 after previously topping the list in 2005. her rare ability to connect research to business problems.

THiNKMAGAZiNE 7 EMBRACE THE SECOND ERA OF THE INTERNET By Don Tapscott

For the last century, academics and business leaders people who don’t have enough money to justify a bank have shaped the practice of modern management. The account. Most problematic, they are capturing the main theories, tenets, and behaviors of managers have benefits of the digital age asymmetrically – and today. worked well overall in building corporations – largely hierarchical, insular, and horizontally- or vertically- What if there were an Internet of value, a globally dis- integrated. tributed, highly secure platform, ledger, or database where we could store and exchange value without Until now. The blockchain technology underlying crypto- powerful intermediaries? That’s what blockchain tech- currencies such as Bitcoin will effect profound changes nology offers us. Collective self-interest, hard-coded in the nature of firms: how they are funded and man- into this new native digital medium for value, ensures aged, how they create value, and how they perform the safety, reliability, and trustworthiness of commerce basic functions like marketing and accounting. In some online. That’s why we call it the Trust Protocol. It pre- cases, software will replace management altogether. sents countless opportunities to blow centralized mod- els to bits—models like the corporation, a pillar of The Internet today connects billions of people around modern capitalism, along with its management canon. the world, and certainly it is great for communicating and collaborating online. But because it’s built for It turns out every business, institution, government, and moving and storing information, and not value, individual can benefit in profound ways. With the rise it has done little to change the corporation and of a global peer-to-peer platform for identity, trust, rep- the nature of business. When you send informa- utation and transactions, CEOs will be able to re-en- tion to someone, like an email, word document, or gineer deep structures of the firm, for innovation and PDF you’re really sending a copy not the original. shared value creation. We’re talking about building It’s OK (and indeed advantageous) for people to print 21st century companies that look more like networks a copy of their Powerpoint file, but not OK to print, say rather than the vertically integrated hierarchies of the money, stocks, Intellectual property or music. So with industrial age. CEOs in the financial services industry the Internet of information we have to rely on powerful know that blocichain provides an historic threat and intermediaries to establish trust. Banks, governments, opportunity, and executives in other industries will and even social media companies like Facebook all soon follow. do the work of establishing our identity and helping us own and transfer assets and settle the transactions. New business models are emerging everywhere. The “disruptors” like Uber and AirBnb, may well be dis- Overall they do a pretty good job -- but there are rupted themselves. Most so-called sharing economy limitations. They use centralized servers, which can be companies are really service aggregators. They ag- hacked. They take a piece of the value for perform- gregate the willingness of suppliers to sell their excess ing this service – say 10 percent to send some money capacity (cars, equipment, vacant rooms, handyman internationally. They capture our data, not just pre- skills) through a centralized platform and then resell venting us from using it for our own benefit but them to users, all while collecting valuable data for often undermining our privacy. They are sometimes further commercial exploitation. Blockchain technol- unreliable and often slow. They exclude 2 billion ogy provides suppliers of these services a means to

8 THiNKMAGAZiNE Increasingly CEOs understand that business cannot succeed in a world that’s failing. Perhaps the biggest opportunity in the Second Era of the Internet is to free us from the grip of a troubling prosperity paradox. The economy is growing but fewer people are benefiting.

collaborate that delivers a greater share of the value to Increasingly CEOs understand that business cannot them. Just about everything UBER does could be done succeed in a world that’s failing. Perhaps the biggest by smart agents on a blockchain. The blockchain’s trust opportunity in the Second Era of the Internet is to free protocol allows for cooperatives, or autonomous asso- us from the grip of a troubling prosperity paradox. The ciations, to be formed and controlled by people who economy is growing but fewer people are benefiting. come together to meet common needs. All revenues for This problem is behind the social unrest, extremism, services, except for overhead, would go to members, populism, demagoguery and worse – from Brexit to who also control the platform and make decisions. Donald Trump – that is plaguing modern economies. Rather than trying to solve the problem of growing As firms become more like networks, management will social inequality through redistribution alone, we can change too and smart CEOs will lead this change. How change the way wealth – and opportunity – is predis- do you effectively manage talent outside your bound- tributed in the first place, as people everywhere, from aries? Triple entry accounting will eliminate the audit farmers to musicians, can use this technology to share function and enable first to have real-time accounting. more fully in the wealth they create. Does your CFO understand that? Supply chains will be based on blockchains. Customers will scan your The most important challenge facing the CEO in the products to find the blockchain-enabled providence of mid 1990s was the early Internet. Once again the everything you make. technology genie has escaped from the bottle, this time with bigger force and implications. Are you pre- Blockchain may eliminate many of the biggest prob- paring your company? lems of management. The Distributed Autonomous Organization launched in 2016 had no employees at all. It was smart software based on the Ethereum blockchain. This DAO raised 160 million in a crowd- funding campaign. The problem of “moral hazard” was eliminated because the software specified that the organization was forced to act in the interests of its shareholders. The grand experiment ultimately failed due to a flaw in it’s smart contract systems, but the lessons are rich.

Don Tapscott is one of the world’s leading authorities on innovation, media, and the economic and social impacts of technology. He has authored or co-authored over 15 books, and his latest book BLOCKCHAIN REVOLUTION: How the Technology Behind Bitcoin Is Changing Money, Business, and the World has won global praise. Don Tapscott will be speaking at this years European Business Forum in Denmark. @dtapscott

THiNKMAGAZiNE 9 50 SECOND INTERVIEW: KATE DARLING An expert in robot ethics, Darling is a researcher at the Massachusetts Institute of Technology (MIT) Media Lab. Her work explores the emotional connection between people and life-like machines and anticipates difficult questions that lawmakers, engineers, and the wider public will need to address as human-robot relationships evolve. She is the intellectual property policy advisor to the director of the MIT Media Lab.

What book are you currently reading? @grok_ Weapons of Math Destruction. How do you describe what you do? Researcher.

Who or what is your biggest inspiration? Wonder Woman.

What does success look like? A well-balanced life.

What is your competitive advantage? I don’t worry about not being taken seriously.

How do you keep your thinking fresh? By reading science fiction and making friends with people outside of my area of expertise.

How much time do you spend traveling? 2-3 trips a month, sometimes more.

What is the secret of a great presentation? Putting yourself in the shoes of your audience.

What advice would you give to anyone who wants to follow in your footsteps? Follow Kate’s latest thoughts @grok_ Take people’s advice selectively. and check out her work at katedarling.org.

What is your next goal? To write a book.

Describe yourself in three words. Awkward, fun, intrepid.

10 THiNKMAGAZiNE With a 20 percent failure rate, Understanding more about what TODAY’S we are poised to waste resources we call the “strategy design and worth $18.8 trillion dollars. Even delivery gap”, and figuring out pra- worse, we know from conversati- ctical solutions to it, lies at the heart REAL ons and interviews with executive of the work of the Brightline Initia- leaders that the 20 percent failure tive, a coalition of leading global AGENDA rate is almost certainly underesti- organizations. We cannot afford mated and effects not only the pri- to waste this amount of resources. The challenges facing the world vate sector, but governments and are vast and apparently timeless. not-for-profit organizations. We need to develop adequate Poverty and famine have stalked guidelines and practices to support the decades of our lives. Issues The stakes are so high that they leaders to leverage their organi- such as climate change and polluti- bear constant repetition. Imagine zational delivery capabilities to on have been discussed, dissected you are CEO of a global enterprise overcome many of the strategy-im- and sometimes dismissed over the with $1 billion worth of investment plementation challenges. But, we years. in a portfolio of strategic proje- know this is not an easy task. cts. Would you simply accept that Make no mistake, the scale of the- $200 million (20 percent) is simply The 2017 EIU research report se challenges is daunting. But even going to be wasted due to poor identified the leading challenges more daunting and unfathomable implementation? We don’t think so. in strategy implementation as: is our inability to effectively deliver solutions to them. The real agenda The EIU report (conducted in part- • Cultural attitudes for 2018 and beyond is for human- nership with the Brightline Initia- • Insufficient or poorly managed kind, and our great and powerful tive) brought to light some C-level resources organizations, to get much smarter perspectives about this issue. For • Insufficient agility about actually executing on the ag- example, Bob Collymore (CEO of • External developments reed strategies. East African telecoms company • Strategy not understood / Safaricom) said, “If you don’t get poorly communicated To get a sense of the scale of this implementation right, all you are • Poor coordination across the challenge, 2017 research by the doing is developing documents.” organization. Economist Intelligence Unit of 500 (EIU 2017, 10) senior executive leaders across the The report concludes that: “Most globe, found that only one in ten senior executives recognize that This is just a small selection of the organizations successfully reach all strategy delivery is as important most common challenges. Their of their strategic goals. On avera- as design. Yet a surprisingly large profusion means that the solution ge, organizations fail to delivery 20 minority do not appreciate the cru- to close the strategy-implementa- percent of their strategic projects. cial role of delivery in ensuring a tion gap must be tailored to each strategy delivers financial perfor- organization and business context. Clearly, at an organizational level mance.” To tackle the great issues facing us this is deeply worrying. Think more today and in the future we need to broadly and it is positively alar- We need to rethink how strategies bridge this gap. Only then can we ming. Between 2016 and 2040 are implemented and understand make progress. (according to the G20 Global In- that they do not simply happen by frastructure Outlook), the world chance or good fortune. Being able Ricardo Viana Vargas requires $94 trillion of investment to successfully implement strategic in infrastructure projects -- in areas projects and programs offers a hug- such as energy, telecoms, airports, ely powerful competitive advantage ports, railroads, roads and water. for any type of organization.

Ricardo Viana Vargas is currently the Executive Director of the Brightline Initiative, a coalition of leading global organizations. Brightline’s mission is to provide a knowledge and networking platform that delivers insights and solutions to successfully bridge the gap between strategy development and strategy implementation. @rvvargas

THiNKMAGAZiNE 11 This article first appeared in Dear CEO (Bloomsbury, 2017).

LETTER TO THE

CEODear CEO It’s cliché to say that the pace of Many leaders describe increasing change is accelerating. Indeed, uncertainty as an existential chal- that statement has arguably been lenge. Indeed, it causes a leader true since the renaissance. But to question his or her very identi- something feels different today. ty. Most leaders ascended to their Businesses built painstakingly over current position by mastering the decades get ripped apart almost intricacies of today’s business, ma- overnight. Innosight’s research king rigorous, fact-based decisions. shows that 50% of the compa- They need to develop new skills to nies on the S&P 500 will not be make decisions using judgment and on the list in 10 years. Many of intuition, replacing an optimization the companies that will replace mindset with an exploration one. today’s giants likely do not even exist today. While the pattern of market leaders being felled by disruptive upstarts Every business leader needs to think feels like an essential factor of about the impact of ever-accelerat- capitalism, it carries a heavy ing change. Broad trends such as transaction tax, destroying know- the rise of robots and drones, the how formulated over decades and disappearance of computers into ripping local communities apart. everyday life, everything-as-a- And, it is unnecessary, because service, and big data analytics the forces that threaten to disrupt promise to bring disruptive change today’s business simultaneously to every nook and cranny of the creates the possibilities of creating global economy. tomorrow’s. Leaders that learn how

12 THiNKMAGAZiNE to bend the forces of disruption in their favor can own the future, rath- er than be disrupted by it.

Responding to the challenge re- quires executing what we call dual transformation. Transformation A repositions today’s business to in- crease its relevance and resilience. Think about how Adobe shifted its core business from selling packaged software to providing on-demand access over the Internet, or Hilti went from selling tools to provid- ing tool management solutions. Transformation B creates tomor- row’s growth engine. Consider how Amazon.com turned an internal effort to accelerate IT projects into steam. But, as in those metaphors, Dual transformation is also the a multi-billion-dollar cloud com- the form or substance of an organi- greatest opportunity a leadership puting offering, or how Nestlé is zation fundamentally changes. Mas- team will face. Disruptive change creating a portfolio of health and tering dual transformation requires: creates a window of opportunity wellness businesses. to create massive new markets. It • The courage to choose before is the moment where the market We call it dual transformation signals are clear. The more ob- also-ran can become the market because these two transformations vious the need to transform, par- leader. It is the moment when busi- need to be pursued in parallel. adoxi tomorrow’s growth oppor- ness legacies are created. This is not unrelated diversification. tunities, even if it means saying Rather, Transformations A and B goodbye to important pieces of To start the journey of becoming should be connected by a careful- yesterday’s business. the next version of yourself, ask ly crafted and actively managed three deceptively simple questions. “capabilities link” that flips the • The curiosity to explore in the Who are we today? Who will we innovator’s dilemma into an op- face of significant uncertainty, become tomorrow? How do we portunity. After all, while a large and to handle the inevitable false start making the change? Remem- company can’t innovate faster steps, fumbles, and, yes, failures ber that the biggest risk is not the than the market, it can innovate that comes along with moving in action you take, it is trying fruitless- better than the market if it combines new directions. ly to cling to the status quo as the together unique assets of scale with world changes around you. entrepreneurial energy. • The conviction to persevere in the face of dark days, when key Leaders that catch disruptive chang- Dual transformation is the greatest executives question the depth of es early and respond appropriate- challenge a leadership team will commitment, conflict between ly will have the ability to thrive in ever face. Successfully managed, it today and tomorrow emerges, the years to come. Those that don’t, reconfigures the essence of a com- and fundamental issues of iden- well, Darwin has a way of taking pany. Some of the old remains, just tity threaten to distract or derail care of them. as it does when a caterpillar be- progress. comes a butterfly or ice turns into Scott Anthony

SCOTT ANTHONY is managing partner of Innosight, a coauthor with Clay Christensen and solo of The First Mile (HBR, 2014).

He won the 2017 Thinkers50 Innovation award.

@ScottDAnthony

THiNKMAGAZiNE 13 ALF REHN ON INNOVATION AMBITION

Innovation, that beloved business corporations. These do talk of in- ucts. They represent a typical case concept, has never wanted for dis- novation, almost as a mantra. At of low innovation ambition, and it cussion or commentary. Everyone the same time, there is in many of may yet be their doom. talks about it. Still, our current way these a distinct tendency to go for of addressing it suffers from a trou- the easy way out when it comes Not all innovation is created equal. bling mismatch. There is no end to innovation. For instance, I was to conferences, books, and mag- recently working with an large IT While we tend to talk of everything azine articles that in one way or company. They are fast-growing, novel as “innovative” or “an innova- other laud innovation. Yet this talk have healthy profits, and state that tion”, this is a problem, not a solu- doesn’t always translate to action, innovation is at the heart of all they tion. When any- and everything or enough action. More to the point, do. At the same time, their time and can (and is) referred to as an in- innovation can mean many things, resources go into updating their ex- novation, the word starts losing some less ambitious than others. isting products. Their few more in- meaning. We can see this when And due to this, we can have lots of novative projects tend to falter due companies market even the minut- talk of revolutions and disruptions, to employee disinterest. The CEO est change to a product an inno- whilst seeing very little of either. focuses on existing clients, and the vation. We can see it when even COO wields tremendous influence. bureaucracies talk of supporting In my work with organizations, As a results, their margins have innovative services. After a while, this can and has become quite started to drop, and much of their the concept starts losing meaning, tangible. Particularly so in big turnover comes from older prod- both in society and inside a corpo-

14 THiNKMAGAZiNE Trying to make innovation a daily, constant thing is a recipe for exhaustion and lethargy

ration. The former is problematic straight out of business magazines stand apart. What had happened enough, and deserves separate peppered company presentations. in the company I’m describing was study. What the latter does is that the opposite of this. Nothing stood it quells a company’s potential of Still, this didn’t translate to enthu- out, and as a result, employees innovation. Employees stop caring, siasm among the employees. In started thinking that nothing mat- and no longer push radical ideas. interviews, I came across both apa- tered. In fact, the tendency to praise Companies create ever more pe- thy and confusion when it came to everything as an innovation lessened destrian improvements, lessening innovation in the company. Several innovation. It isn’t difficult to see why. society’s innovation as a whole. of the people I talked to said they Step by step, statement by state- didn’t know what managers meant Innovation, real innovation, is al- ment, innovation withers. by innovation. Others expressed a ways risky. It carries costs, it can lack of interest in the very word. fail, and you can look foolish for TALKING THE TALK One stated: trying it. At the same time, you’re The interesting thing here is the role supposed to be innovative, an played by innovation talk. Books I have no idea if we’re innovating innovator. For an employee, this and magazines insist companies or not. The bosses say we are, can seem like a difficult thing to are creating great innovations, and but down here we’re doing what navigate. But the current vogue we believe them. Gurus tell us that we’ve always done. I laugh when for declaring all things innovations we live in the age of innovation, I see a product I’ve written code creates a way out! Employees, and we trust them. Consultants lure for called an innovation. I know realizing they can eat their cake us with tales of great innovation it’s an update. Sometimes it’s not and have it too, start gaming the to come, and we nod along. Still, even a great one. system. They engage with innova- all this talk can be a ruse. It lulls tion projects, but only safe ones. us into a false sense of security, What we see happening here is a The more ambitious projects get one where we abdicate our respon- case of innovation, as a concept, little attention. Why why take the sibility to innovate. losing meaning. By overusing it, risk when you can be “an innovator” This was exactly what had hap- and applying it in indiscriminate without it? pened at the IT-company I worked ways, managers were suffocating with. They had brought in cool it. Employees no longer saw it as We can even see this on a company consultants, and a hip brand agen- meaningful, and as a result stopped level. When media (and the stock cy. They had innovation slogans caring. market) rewards you for incremen- plastered across their offices. They talism, why try for radical? As long had the word in their slogan. Their IN THE LAND OF LOST as there are those prepared to call marketing material declared that AMBITION your new doohickey an innovation, their every product was an inno- The short way to put this is: When why try to change the world? vation. Their managers used buzz- everything is an innovation, nothing words and catchphrases right out is. In order for innovation to be mean- The vapidity of our innovation of the innovation literature. Phrases ingful and inspirational, it needs to discourse incentivizes companies

THiNKMAGAZiNE 15 Alf Rehn‏ @alfrehn 3. Jan. Iceland just made it illegal to pay men more than women for the same job. #interesting

to keep innovation ambition low! turning up, not doing great. Also, ization, and stops muddying the What we need, then, is to reinvig- if we celebrate every small step for- waters. You should of course keep orate innovation. Not by another ward, we lose sight of the heights demanding improvements, and de- poster, not by another workshop, we can scale. Most organizations velopment, and change. But by not but by making the word meaning- can achieve great things, if there is calling everything innovation you ful again. This isn’t achieved by ambition and drive. Bland innova- make the latter sound important. repeating the word over and over, tion talk, and tepid leadership, can You make it sound worth pursuing. but by being mindful about how it’s make this a nigh impossibility. You make it sound worthwhile. applied. Further, we can do this by Tell a powerful story. You build making innovation the exception, TOWARDS THE AMBITIOUS ambition by example, and stories not the assumed rule. This latter ORGANIZATION are the greatest examples. It isn’t point will no doubt confuse some. So what is a leader to do? Ambi- enough to tell the organization that Shouldn’t we try to make innova- tion isn’t created out of thin air, and it should innovate more, it needs tion an everyday thing? No. often a key issue is what a leader to have the context. Emphasize stops doing. Shouting louder about what kind of innovation story you Trying to make innovation a daily, innovation won’t help, nor will bul- feel best captures true ambition. constant thing is a recipe for ex- lying employees. Instead, intelligent Highlight what innovation can be, haustion and lethargy. When leaders will consider the ways they at its very best. Narrate the impact innovation is a break with business themselves may have neutered dis- innovation can have, not for your as usual, it energizes. When it course. Leaders need to consider company, but for your customers becomes a constant demand and what their organization incentivizes and users. Populate your story with a routine, it invites obliviousness. — talk or impact. Is saying the true-to-life characters, and show Managers who are nonchalant right thing more important than the change in their life. Pick one, about the concept create cultures changing things? Then it is time for great story, one to repeat and nonchalant about innovation. a change. retell. Rather than me-too slogans Innovation should be an excep- about innovation, have a story that tion, but not an anomaly. Instead, Say “innovation” less often — illustrates impact. This will be far we should celebrate it as an ex- but mean it when you do. The more meaningful for the organiza- ceptional thing, a special case. easiest way to start is to talk less tion, and better as a guide for the Incessant repetition of the term only about innovation. Yes, this sounds employees. Only when we know makes it seem less special, more counterintuitive. Still, the key element what story we’re supposed to be mundane. Boring, even. that stifles innovation ambition is part of, can we try to be heroes in the overuse of the concept. Refer to the same. Neither is innovation invigorated innovation when you mean major, by celebrating every possible thing. impactful change. Refer to improve- Incentivize impact, not branding. Innovation participation is impor- ment when you’ve released a minor In every major corporation I’ve tant, sure. But if everyone gets an update to your product. This will worked with, there’s always been award every time, we incentivize communicate intent to the organ- one. One person, who has built

16 THiNKMAGAZiNE The more ambitious projects get little attention. Why take the risk when you can be “an innovator” without it?

their career on being close to Would anyone care? What you You can set your ambition goals “innovation”, or even being “an say about your company and its to “audacious”, and choose not innovator”. Often this person products matters less. It is the to take the easy way out with knows the right things to say, goes change you make possible, in innovation. to the right meetings, and is keen the lives of your customers, that to present new buzzwords. Less matters. Also, what change are It is my firm belief that every often are they the real innova- you bringing to the world? Are you organization can be innovative. tors. In an age of innovation talk, creating a better gadget, or are Each organization I’ve worked mastering this can be a career path. you part of creating a better world? with has had resources, ideas, and Still, the intelligent leader looks The former might be novel, the lat- competencies a-plenty. Not every beyond the branding aspect, and ter deserves the label “innovative”. organization has been able to asks about impact. Who pushes an channel this, though. Many have ambitious agenda, and who hides Be audacious. You, and your made innovation a word to throw behind a PowerPoint? Who tries organization, can be so much more around, not an ambitious goal for to solve big problems, and who than you are. The world is full of the organization. Many a leader I’ve dresses up small enhancements wicked problems and huge worked with has failed to make with big words? Even with lipstick challenges. As a society, we struggle their innovation strive ambitious. marketed as innovative, a pig with with massive issues. We struggle Many have failed to energize it is still a pig… with how to live a good, healthy life their employees, and through this in a world with limited resources. under-utilized their capacity. Focus on change, not slogans. We struggle with how to bring the Calling yourself a “disruptor” is good that innovation can bring to We can do better. You can do easy. That’s why so many are the many rather than to the few. better. Many organizations may doing it. Enacting true change is far With struggle with how to progress have lost their ambition, but the harder. Your marketing material without burning out the planet in right leader can regain it. may be punchy, but what have the process. You can be part of you changed? If your “innovation” this. Not be repeating “innovation” Will you be that leader? disappeared from the market, as a mantra, but by making it would anyone (besides you) notice? meaningful. Alf Rehn

ALF REHN (alfrehn.com) is Professor of Innovation, Design and Management at the University of Southern Denmark, sits on numerous boards of directors, and is a bestselling author and a strategic advisor for everything from hot new startups to Fortune 500 companies.

@alfregen

THiNKMAGAZiNE 17 THINKERS50 EUROPEAN BUSINESS

FORUM 2018 NE i 26-27 SEPTEMBER SEPTEMBER 26-27 MAGAZ NK ODENSE, DENMARK ODENSE, i TH 18 The European Business Forum is the premier event for business leaders in Europe. It brings together the continent’s top business people with the world’s leading management gurus in “the Davos of business thinking”.

The forum is hosted by Thinkers50, the world’s leading network of business thinkers, and located in Odense, Denmark. The home of Hans Christian Andersen, and now one of Europe’s leading robotics hub, is the perfect place to write the story of the future. “MAKING BETTER CHOICES”

...is the theme of this year’s forum. At the previous forum, Europe’s business leaders said “Fast change has left business out of touch with people. Business leaders face more choices than ever before Leaders are complacent, and innovation is wasted.” – there are few limits to the ways a business can grow Collectively we asked ourselves how can European – any geographical market, any industrial sector, any business rediscover its place in the world. There was a business model – enabled by technology, partners, strong and overwhelming message from participants: people and investment. In fact, in a world of infinite “Business should be a force for positive progress.” This possibilities, the hardest part is often deciding what year we build on your agenda. not to do – to make choices. “Making Better Choices” is about connecting these In the “fourth industrial revolution” it is the new genera- challenges and new opportunities – exploring how tion of technologies – from digital networks and block- business leaders can most effectively apply these new chain, to robotics and artificial intelligence, 3d printing technologies for more impact, for both people and and biotechnologies – that challenge business leaders profit. to rethink what matters, how to embrace the new ca- pabilities, and what creates sustained economic value. Peter Fisk, January 2018

Yet another challenge – how the business exists within society, and the value it adds to people, local commu- nities and social progress – might have just as much impact on a business’ future success. What is fair, what is good, what is progress, have become huge ques- tions – particularly for business leaders.

Peter Fisk @GeniusWorks 11. Jan. “Making Better Choices” explores how business leaders can apply new technologies for more impact, for both people and profit. This requires developing new options, and making smarter decisions. Join me at EBF18, Europe’s premier event for business leaders

THiNKMAGAZiNE 19 SPEAKERS EUROPEAN BUSINESS FORUM 26-27 SEPTEMBER 2018

ROGER MARTIN WHITNEY JOHNSON ALEX OSTERWALDER The World’s #1 Business Thinker Harvard Business School Co-founder of Strategyzer Author of ”Creating Great Choices” Author of “Disrupt Yourself” Inventor of the Business Model Canvas

JOHANNA MAIR MARTIN LINDSTRØM JIMMY MAYMANN Professor of Strategy, editor of Branding Expert Former EVP of AOL Stanford Social Innovation Review NY Times best-selling author Previously CEO of Huff Post

DON TAPSCOTT ANDREW SHIPILOV The World’s #2 Business Thinker Professor of Strategy INSEAD Author of “Blockchain Revolution” Director of the Blue Ocean Strategy program

20 THiNKMAGAZiNE WHAT YOU NEED TO KNOW

PARTICIPANTS PRICE Buy your ticket for the exclusive two-day Target audience is C-level executives The ticket categories are business forum held at the brand new including high level specialists. venue ‘ODEON’ in the heart of Odense. Balcony - 1,475 euro plus VAT. DATE AND VENUE Buy tickets and read more at 26-27 September 2018 Business - 1,975 euro plus VAT. Europe.Thinkers50.com

ODEON VIP - 2,475 euro plus VAT. Send an e-mail to [email protected] Claus Bergs Gade 11 5000 Odense, Denmark All tickets includes all meals during the Call our customer service at odeonodense.dk two-day conference and high service level +45 20 41 57 33 on hotel booking and travel support.

MATT BRITTIN ERICA DHAWAN JIM HAGEMANN SNABE President of Google EMEA, one of CEO of Cotential Author of ”Dreams and Details”, Europe’s top business leaders Expert on Connectional Intelligence along with Mikael Trolle

CASPER VON KOSKULL CHRIS ZOOK ALEXANDRA CHRISTINA Finnish banker Partner in Bain & Company The Danish Countess, author of CEO of Nordea Bank Author of “The Founders Mentality” ”The Sincerity Edge”

ESBEN ØSTERGAARD TANIA DE JONG Founder and CTO of Dutch Australian Opera Singer Universal Robots Creative Catalyst

THiNKMAGAZiNE 21 EUROPEAN BUSINESS FORUM 2018 AGENDA

The program is subject to change. Find out more by going to our website at www.europe.thinkers50.com DAY 1 DAY 2 09.00 – 10.15 09.00 – 10.15 Technologies that will change our world Innovation Accelerator

10.45 – 12.00 10.45 – 12.00 Social issues that will change our world Rethinking Networks

12.30 – 13.30 12.30 – 13.30 Big Talk: Defining the Choices Big Talk: Making Better Choices

14.30 – 15.15 14.30 – 15.15 Rethinking Purpose Rethinking Leadership

15.45 – 17.00 15.45 – 17.00 Rethinking Organisations European Business Lecture 2018 Roger Martin

22 THiNKMAGAZiNE A FEW WORDS FROM PAST PARTICIPANTS

“Excellent speakers and great venue, the ODEON is wonderful. The content discussed “As a leader you usually give here will certainly form the way we roll out out, but here you come to our activities in the year ahead” receive knowledge from the best business thinkers in the Joel McConnell, Marketing Manager, IE Business School, Spain world. It’s fantastic”

Peter Revsbech, CEO, Ordbogen.com, Denmark

“The European Business Forum is a “Part of my job is to be at the fore- unique opportunity to understand front of ideas around business and this what’s going on. I’m really impressed conference is a great opportunity for with the program, the speakers, and me to have my finger on the pulse”. how well everything is running. Everything is on time and well organized” Andrew White, Associate Dean, University of Oxford, Said Business School, United Pilar Carrero, Kingdom Vice President, Novo Nordisk, Denmark

“I was really impressed with the organization, the speakers and the opportunity to get a very diverse look at the world of business from different sectors.”

Herbert Thompson, College President, Olds College, Canada

THiNKMAGAZiNE 23 YOUR INNER ENTREPRENEUR IS KEY TO BUILDING A PORTFOLIO CAREER

Personal branding guru and New minimize risk: don’t bet it all on just blogging, coaching people around York resident Dorie Clark knows one stock” explains Dorie. the world through Skype, etc. So firsthand how to establish a plat- it’s far more possible to reach larg- form from scratch, grow your brand Investment advice has been about er audiences today than it was 30 and diversify your income, all to a diverse portfolio for many years, years ago.” tap into your entrepreneurial side so why is the career application and capitalize on your professional message relevant now? Dorie started her own marketing expertise. She brought her message “There are two reasons why today strategy business in 2006 and to Copenhagen at Tatarklubben’s it’s more important than ever to quickly realized she had to take November event, inspiring attend- have a portfolio career: First, it’s measures to distinguish herself in ees to adopt an entrepreneurial rare to see people work in a com- the marketplace. To do that she mindset regardless of their current pany for 20-30 years, and people chose to write a book, but found work environment, and embark on are increasingly realizing that they that no one wanted to publish it a “portfolio career”. themselves are responsible for their because she did not have a big careers, and not their employers. enough brand. So she started to “A ‘portfolio career’ contrasts with Second, it’s increasingly possible blog on a variety of topics and a typical career by having multiple to have a portfolio career. For de- found that a post about personal income streams so you are not put- cades it’s not been unusual to have branding got a lot of traction and ting all your eggs in one basket. In a side job a few hours a week, became very popular. Today she’s other words, you are not relying on but a portfolio career goes far widely recognized as a personal one employer to provide all your beyond that by placing more, branding expert and has success- income. It’s the same advice you smaller bets through a variety of fully published three books. get for your investments in order to channels, whether it’s podcasting,

24 THiNKMAGAZiNE Her latest book, Entrepreneurial You (Harvard Business Review Press 2017), is a very pragmatic how-to guide for people looking to grow their personal brand and mone- tize their experience, and then use online tools to extend their reach and impact. The book is divided into exactly those three parts and is full of insights from people who tapped into their inner entrepreneur and achieved tremen- dous success.

“In many ways there’s a disconnect between being good at what you do and being able to monetize it successfully, so I interviewed 50+ top entrepreneurs about what exactly their business models were and how they monetized it, in order to create a path and a roadmap that regular professionals can follow.”

PATIENCE IS A VIRTUE But Dorie’s own success did not come quickly, and patience was critical.

“I was blogging regularly - three times per week - for two to three years before I saw any type of meaningful results in the form of inbound inquiries for things such as speaking engagements or con- sulting work, and it took five years before gaining a significant amount of traction” says Dorie Clark.

Is that consistent with what you Dorie Clark @dorieclark 15 Jan. 2018 heard from others? Periodically re-examine your company’s look “Yes, patience was an extraor- and feel to make sure it’s still relevant. dinarily prevalent theme among the entrepreneurs I interviewed. It took people quite a while before showing any signs of being suc- cessful. There are going to be long It’s important to stretches where you’re not sure if your effort is gaining traction, but make a well informed it’s a natural process that weeds out the impatient people.” decision rather than guessing.

THiNKMAGAZiNE 25 So if you are on the path and have early on, but Dorie Clark shared a started to build your personal brand strong warning against that, stating by blogging, podcasting, writing that it’s imperative to earn people’s for publications, etc., how do you trust before trying to sell. know when you have a brand you can monetize? “A key thing to recognize is that if you are coming out of the gate “I advocate using the following and your first message to the world four phases to becoming a public is ‘Hey, I’m going to earn a lot of speaker as a guide, but it also money,’ that’s not a way to endear applies more broadly as well. yourself or to build trust. Before you In phase 1, absolutely no one is even raise a finger to start to mon- interested in hearing you speak. In etize, you need to build trust with phase 2, they are interested in you your audience. And a lot times a if you will speak for free. In phase way to build trust is to do things for 3, they are interested in hearing free, creating a lot of free content so you speak and they will pay you that people can see you and your a tiny bit of money, and in phase approach. Once you have that lev- 4, which takes quite a while to get el trust, once people understand to, they are interested in hearing that you are both knowledgeable you speak and pay you what you and someone that they can relate are worth. Most of us start where to, then - and only then - is when nobody has heard of us and no they will be willing to put down one cares about our opinion, but money to purchase something from if you can be cognizant of the fact you.” that you are starting from zero like everyone else, and now you’ve And once you have built that trust, actually got people offering you how should people determine their some money or their time in listen- pricing? There is not a supermarket ing to you, that’s really valuable or an Amazon.com to easily gauge and a way to track how far you’ve pricing for speaking engagements, come.” professional coaching, online sum- mits, etc. where you can easily de- TRUST IS KEY termine the market rate for similar It can be tempting to try to monetize offerings?

26 THiNKMAGAZiNE There are going to be long stretches where you’re not sure if your effort is gaining traction, but it’s a natural process that weeds out the impatient people.

“It’s important to make a well in- Lastly, you need to just be confident can be nimble in those changes cir- formed decision rather than guess- and ask, and go into it knowing it’s cumstances.” ing. You can do that by either be- going to be uncomfortable.” coming friends with other people And to be prepared for those in your field so you can speak A GLOBAL APPROACH changes, Dorie Clark once again honestly about this and learn, and/ While Dorie Clark herself and many stresses the importance of every or building relationships with peo- of the entrepreneurs she speaks professional acting like an entre- ple who are/were buyers of these about are based in the USA, one preneur. types of services. A second thing to should not think that the methods keep in mind is that you can justify she lays out only work across the “It’s increasingly essential, even higher prices the more social proof Atlantic. for people within corporations, to you have. That’s why it’s important learn to think more entrepreneuri- early on that you over-invest in so- “Well, last time I checked Denmark ally and to adopt the mindset and cial proof - signals of credibility had the internet,“ adds Dorie. “The best practices of the most success- you attach to yourself so people quakes of the internet are affecting ful entrepreneurs so we can all be know you are good - and that can all places, and not just the United more adaptable and resilient in a be through things like blogging for States. Once the genie is out if the changing climate.” high profile publications, having a bottle with things like self driving marquee client, a fancy education cars and AI, people around the Claus Mossbeck pedigree, or taking a leadership world need to be prepared for that role in a professional association. and be thoughtful about how we

CLAUS MOSSBECK chairs Tatarklubben, a business club where executives meet each month at the Langelinie Pavillon in Copenhagen to discuss the latest within management thinking presented by recently published authors and editors from Harvard Business Review.

To learn more, visit Tatarklubben.dk @Tatarklubben

THiNKMAGAZiNE 27 THE SHARED VALUE CONCEPT BY MICHAEL PORTER

28 THINK MAGAZINE HIS TWO MOST FAMOUS BOOKS ARE:

1. Competitive Strategy (1980), which introduced his famous Five Forces Model to determine the attractiveness of an industry. It focusses on the micro level. The industry analysis is the basis for designing company strategy. In the book, Porter defines three different strategies – “low cost strategy”, “differentiation” and “niche.” These three generic strategies offer protection against the five industry forces and a viable competitive strategy.

2. The Competitive Advantages of Nations (1990), introduces the diamond model and explains how a country at a macro level can support growth and innovation. The right level of skilled labor, infrastructure and demanding and advanced customers creates good conditions for competing in world markets. Advanced national suppliers and positive business legislation (taxes and bureaucracy) also create the right conditions for growth.

At the Thinkers50 European Business Forum 2017 in Odense, Michael Porter presented the Shared Value Concept. A new business model that enables companies to gain profit and at the same time do good in society. This approach to business was new to most of the audience at the European Business Forum although many of us have read Porters work.

Shared Value Creation focusses on both the micro Developing profitable business models with Shared level and the macro level. It addresses how a company Value Creation can be achieved in many businesses. can at the same time create strong profits and serve Serving social needs represents the largest unserved society. Porter’s answer is through Shared Value market opportunities, Porter argues. Examples are Creation, CVC. energy efficiency, water use, affordable housing, education and health. The role of business in society has evolved over many years. Businesses have always paid taxes, Fair trade is a well-known example of CSR, where provided jobs and income to families and revenues to farmers are paid a “fair” higher price and the sub suppliers. The evolving role of business in society customers can recognize the fair trade products has been evolving in three ways: through a certification. With shared value creation, farmers are taught how to improve quality and yield through better methods and inputs. The environmental 1. Philanthropy with donations to worthy social impact is also improved. Quality is improved and waste causes and volunteering. diminished. Thus, farmer profits and value increase and become sustainable in the long run as they are 2. Corporate Social Responsibility (CSR) in able to compete without subsidized pricing. compliance with law, standards and sustainability. Bjarke Wolmar, August 2017

3. Shared Value Creation with a profitable business model supporting societal needs and challenges.

THINK MAGAZINE 29 TALENT In ancient Greece the talent was a unit of currency. Today, human talent has become the global currency, with organizations competing for the very best people from around the world. With the changing attitudes to work and new generations entering the workforce, the AND challenge now is to better understand how talented individuals work best and they can be effectively attracted, motivated and retained. Research into talent has never been so important and practically useful. But who should you read and listen to? Here are the AWE suggestions from the Thinkers50 team:

AYSE BIRSEL Ayse Birsel is co-founder and creative director of the design and innovation studio Birsel + Seck. The Turkey-born, New York-based designer is the creator of Design the Life You Love (Ten Speed Press, 2015), a book and coursework that teaches non-designers how to create a meaningful life using her design process.1 This process is labeled Deconstruction: Reconstruction (DE:RE). SHANE CRAGUN AND KATE SWEETMAN Founding partners at the consulting firm SweetmanCragun, their latest book is Reinvention: Accelerating Results in the Age of Disruption (Greenleaf Book Group Press, 2016). A former editor at Harvard Business Review, Sweetman teaches at MIT’s Legatum Institute for . Cragun is co-author of The Employee Engagement Mindset2 (McGraw Hill). CAROL FISHMAN COHEN CEO of iRelaunch, Fishman Cohen consults to corporations on career reentry strategy. Her return to work at Bain Capital after 11 years out of the full-time workforce is documented in a Harvard Business School case study. Her article ”The 40-year old intern” was selected for HBR’s 90th anniversary celebration of articles that made the biggest difference to readers’ lives. Her TED talk ”How to get back to work after a career break” has been viewed over 1.4 million times3 and translated into 27 languages.

30 THiNKMAGAZiNE AMY EDMONDSON The Novartis Professor of Leadership and Management at Harvard Business School, Amy Edmondon’s field research into teamwork has spanned a range of environments including the cardiac surgery operating room; factory floor; and executive suite. She is the author of Teaming: How Organizations Learn, Innovate, and Compete in the Knowledge Economy (Jossey-Bass, 2012) and Extreme Teaming: Lessons in Complex, Cross-sector Leadership (Jossey-Bass, Sept 2017). 4 SALLIE KRAWCHECK CEO and co-founder of Ellevest, a digital financial advisor for women, and the owner and chair of Ellevate Network, Sallie Krawcheck was previously the president of the Global Wealth and Investment Management division of Bank of America. An outspoken commentator on the topic of Wall Street regulatory reform, she is the author of Own it: The Power of Women at Work (Crown, 2017). 5 LAUREN NOËL AND CHRISTIE HUNTER ARSCOTT Lauren Noël is managing director of QUEST, a global leadership institute for early career women. Her work focuses on engaging, advancing and inspiring women in the first decade of their careers. Christie Hunter Arscott is a principal at QUEST. She is an expert on gender and generational strategies, and formerly deputy leader of Deloitte Consulting’s US Diversity & Inclusion Service Offering. They are the authors of “What executives need to know about millennial6 women” (ICEDR, 2015). GIANPIERO AND JENNIFER PETRIGLIERI INSEAD professors, Gianpiero and Jennifer Petriglieri are the authors of the Harvard Business Review article “The Talent Curse: Why High Potentials Struggle – and How They Can Grow Through It” (May-June 2017). They have been previously short-listed for the Thinkers50 Radar Award. 7

TOMAS CHAMORRO-PREMUZIC An international authority in psychological profiling, talent management, and people analytics, Chamorro-Premuzic is the CEO of Hogan Assessment Systems, Professor of Business Psychology at University College London, and a visiting professor at Columbia University. He has published eight books and is co-founder of metaprofiling.com, a digital start-up8 that enables organizations to identify individuals with entrepreneurial talent.

THiNKMAGAZiNE 31 SEE YOU IN ODENSE 26-27 SEPTEMBER 2018

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