Chief Strategy Officer Summit - The Innovation...

Chief Strategy Officer SummitTrailblazing Strategy, Flawless Execution

29th & 30th April, 2014The Millennium Gloucester Hotel

London, UK

#StrategyLDN

Confirmed Speakers

• Director, Brand Strategy EMEA, Twitter• Head of Strategy, GE• Head of Planning, British American Tobacco• Head of Business Dev. Strategy, YouTube• Head of Strategy, Philips• Head of Corporate Strategy Dev., Siemens• Director, Strategy, G4S• Head of Corporate Strategy, BT• Head of Strategy, AMEC• SVP, Strategy & Corp. Dev., Liberty Global• Head of Transformation, Skype• Chief Operating Officer, BSkyB• Head of Network Strategy, EE

• Director, Brand & Creative Strategy, Nokia• Global Director, Group Strategy, Compass• Head of Strategic Dev., Home Retail Group• Director, Strategy, Heathrow Airport• VP, Strategic Planning, Orange• CEO, The Chalfont Project• SVP, Strategy & Business Dev., Sony• Chief Strategy Officer, Unibet• Director, Strategy, BP• Chief Technology Officer, Troux• Chief Executive Officer, AlphaSights• Managing Partner, Wilson Perumal & Co• Head of International Strategy, Stubhub

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Confirmed Speakers

AlphaSights

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Confirmed Delegates Include

• Head of Strategy, BP

• Multi-Channel Marketing Manager, Pfizer

• Head of Strategic Accounts, Airbus

• VP, Digital Strategy, BBC Worldwide

• Lead, Sales Strategy, PepsiCo

• Group Director, Strategy, Penguin Random House

Who Will You Meet?There is no question that IE. provides the gold standard events in the industry and will connect you with decision makers within the strategy industry. You will be meeting senior level executives from major corporations and innovative small to medium size companies.

Job Title Of Attendees

President/Principal

SVP/VP

C-Level

Snr. Director/Director

Global Head/ Head

Snr. Manager/Manager

Academic (1%)

78%

1000+ Employees300-999 Employees50-299 EmployeesLess than 49 Employees

Company Size Of Attendees

8%

11%

25%56% 81%Attendees are

companies with at least 300

employees

3%

21%

12%

42%

13%

8%

Attendees are at Director level or above

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Everyone has a strategy. It dictates the financial, operational and cultural direction of an organisation.

The gap between visionary goals and executed results, highlights a striking challenge for strategy professionals in every industry. How can strategy be communicated throughout an organisation? How can it remain current and relevant? How can targets for a company be effectively delivered through an effective strategy?

The Chief Strategy Officer Summit brings together thought leaders from the world’s most respected companies, creating an open forum for strategy discussion. Spanning across industries, it provides varying approaches to opportunities and challenges that are ultimately common within the strategy function. From exploratory case studies to panel sessions and open discussions, the summit is a forum for the most influential and driven practitioners to walk away with truly valuable contacts and insights.

To secure your place at the summit, register now.

About The Summit

Confirmed Speaker Information

Jeroen de Waal is Vice President, Head of Strategy for Philips Light Sources & Electronics. Prior to this he spent 10 years in marketing, including Head of Lamps Product Marketing worldwide and Marketing Manager of Philips Lighting in the UK. Jeroen joined in 2007 from American Express in London, where he was Director Marketing EMEA. He has a strong affinity with new media and held several related roles, including at an Internet start-up. Jeroen has an MBA from IESE Business School in Barcelona and a degree in Computer Science from the University of Twente in The Netherlands.

Jeroen de WaalVP & Head of Strategy, BG LS&EPhilips

From Thomas Edison to a Smart Lightbulb: How to Strategically Manage the Dual Game of Re-Defining & Defending a Business

The historically slow moving lighting industry is undergoing radical change similar to what happened in digital cameras and online book retailing. How does an incumbent like Philips who has significant profit pools in traditional lamp manufacturing strategically deal with the fast changing competitive landscape caused by the rise of LED technology and government legislation banning inefficient light bulbs? This presentation gives a glimpse on how Philips combines strategy deep dive projects and long-term scenario planning with key innovation experiments to shape the industry, such as Philips Hue, the world’s first smart phone connected LED light bulb, and named product of the year 2012 by Forbes.

Yuval Dvir is the Global Head of Business Transformation & Corporate Development at Skype/Lync. Yuval brings over 10 years of relevant international experience in Strategy, Operations and Product gained in large organization such as GE, EY and Amdocs and in various technological start-ups as a consultant. Prior to joining Skype, Yuval led the Corporate Strategy and M&A efforts of Russell Investments, a Private Equity and Asset Management firm. In his current role, Yuval and his team focus on growing capabil it ies to drive strategic, operational and organizational alignment and excellence at Skype, and enhance the insights-driven and user centric culture of the organization along a supportive and competitive value proposition and business model.

The Death by Assumptions - Using Data-Driven Hypotheses to Drive and Align Strategy

Devising a strategy should not be the proprietary activity of the selected few. It should be a natural task at all levels and functions as part of the business rhythm of the company. Our Business Transformation initiative leveraged data in the form of a metrics framework as a way to promote better decision making through the alignment of strategy and execution. This presentation will examine this in further detail, and the wider applications of the initiative.

Yuval DvirGlobal Head, Business TransformationSkype

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Rhodri Darch served for 6 years as an Officer in the British Army before making a career shift into online commerce. Following assorted operational, product and strategy roles at Betfair, a high growth UK Betting Exchange, he joined Unibet in 2009. Rhodri is currently Chief Strategy Officer for Unibet, a Nordic OMX listed public company focused on providing licensed online gambling entertainment to more than 8.5 Million registered customers across Europe and Australia. His responsibilities includes delivering new innovation, driving a customer experience transformation, pushing forward a data and customer intelligence transformation and ensuring Unibet remains focused on delivering its 3 year growth strategy.

Rhodri DarchChief Strategy OfficerUnibet

Getting Strategy Done. Reflections on the Importance of Bridging the Gap Between Plans and Real World Execution

In today’s highly competitive environments a great strategy is critical, a first class ability to execute is essential, but how best to ensure the two align to deliver the result? How best to bridge the “strategy gap” between paper plans and real world action and results? This session will explore a little of the theory but also personal reflections on how to “bridge the gap” to ensure strategy gets done, referencing first hand experiences from leading military operations to the execution of a 3 year transformation strategy at Unibet.

Miriam Cordero is Head of Corporate Strategy at BT. She joined BT in 2011 and has worked in multiple strategic projects from major cost transformation to operational improvements. Her current challenge is to help BT define its Group strategy for the next 5 years. Miriam has an extensive international sales and marketing experience mainly from her time in Texas Instruments where she hold several roles, the last one being Business development manager for EMEA. She transitioned to strategy through a brief experience in Booz & co as strategy consultant. Miriam holds an MBA from Columbia Business School (New York) and she is a Telecommunications engineer from Universitat Politecnica de Catalunya (Barcelona).

Miriam CorderoHead of Corporate StrategyBT

Transition From Formulation to Execution

Corporates usually set few strategic themes in their agenda; however, not all of them may be executed properly. How can the same management deliver one element of the strategy successfully and fail executing another one? In this session, we will review common elements of well executed strategies using theory, lessons learn from BT and case studies from other companies.

David Benson joined Google earlier this year, and is the Director of YouTube in Northern and Central Europe. Prior to joining Google, David worked at ZenithOptimedia, where he held the position of Global Head of Communications Strategy. He has 20 years of experience in the advertising industry, across many brands in most categories, including L'O'real, Nestle, Aviva, Ford, Toyota, Disney, Coca-Cola and Levis to name a few.

David BensonDirector, Sales & StrategyGoogle

A Better Way to Build BrandsBrands are an essential part of peoples life. For consumers they bring certainty, knowledge comfort and pride. But.. ”How wil l technology change the way we build brands?” The way Marketers will be successful in building brands in the future, is not by focusing on delivering media metrics that were important in 1985, but by focusing on building stronger brands with new technologies of today. Find the right people, Tell great stories, Build Stronger relationships. We believe that there are three new knives in the block that could be used alongside demographics; They are data, context, and choice. By exploiting new technology, in new ways, to create transformational opportunities rather than incremental benefits.

Katy joined Home Retail Group as Head of Strategic Development in September 2013. She started her career as a consultant with Bain & Company, before specialising in multi-channel retail strategy with Javelin Group. She then joined Dixons Retail and ran and re-launched thelink.co.uk, an online mobile phone retailer, before working for over 5 years as an independent retail strategy consultant for clients including Boots, Sainsburys and White Stuff.

Argos: The Transformation of a Legacy Retail Brand to a Digital Retail Leader

In 2012 Argos was facing a crisis, in 2 years sales had dropped 12% and operating profits had halved. Cyclical and structural pressures had driven multiple traditional retailers out of business and many observers were questioning the future of a general merchandise retailer with over 730 high-street stores. Katy will talk about how Argos reacted by developing a new strategic plan based on its unique set of capabilities and translated this into a Transformation roadmap. She will explore how the business has rallied to execute an ambitious and fast paced programme of change and examine the critical success factors in delivering such a plan.

Katy GotchHead of Strategic DevelopmentHome Retail Group


Paul has been working in network strategy and IP networking for over 16 years in fixed and now mobile service providers. He is the Head of Network Strategy for EE, a network operator in the UK jointly owned by DT and FT, running the Orange and T-Mobile brands and also launching the first 4G LTE network in the UK under the EE brand. He has been responsible for developing and communicating the medium to long term Network Strategy for EE since the start in 2010 when T-Mobile UK and Orange UK merged, and was developed the network strategy and plans that led to the early LTE 1800 launch in the UK. Paul joined T-Mobile in 2005, in the UK network transport team, in DT Group programme. After graduating in Physics from Cambridge University he worked for BT and also some small consultancies.

Paul CeelyHead of Network Strategy Everything Everywhere

A Network Strategy Story of EE - How we Arrived Here & Forecasting Our Future

In September 2009 DT and Orange group announced their intention to merge their UK operations T-Mobile and Orange. I will tell the story of how we developed the network strategy of our 4G LTE launch as EE in 2012, the strategic opportunities, choices, including a quick overview of the history of mobile in the UK. And I will give an overview of the process we use harnessing customer insight to develop our network forecast and future strategy.

Joachim Kraege, Senior Vice President, Head of Corporate Strategy Development at Siemens AG in Munich is responsible for defining the strategic direction of Siemens, identifying transformation requirements and ensuring implementation of necessary measures, providing strategic content for communication to internal and external stakeholders, leading transformation project. Before that, he was Senior Vice President Siemens Ltd China and General Manager Sector Industry Mobility North East Asia (China, Korea, Taiwan, Hong Kong) based in Beijing, responsible for railway, traffic, airport and logistic. Worked and lived for Siemens in Japan, Hong Kong and China in different functions in the Industry Sector Mobility.

Joachim KraegeSVP & Head of Corporate Strategy Dev.Siemens

Facing the Next 165 Years of Change

Global developments such as demographic change and urbanization are impacting our life for decades. Digital technologies are just at the beginning to change social behaviors and transform industries. Strategic Foresight monitors these developments and continuously evaluates the effects on business to be able to set the course at the right time. It builds the basis to identify the long-term business priorities and to manage a diversified portfolio. As dynamics of change can increase, good strategy balances both, long-term orientation and flexibility to adapt to new realities. In its more than 165 years of history, including two world wars and several economic crises, Siemens has demonstrated this capability more than once.




Michael joined the Accounts Department of BAT in 1984 and qualified as a Management Accountant. Thereafter, he worked as an International Auditor on three continents, in Regional Finance roles, within M&A and in Commercial Finance positions. He then moved to a software consulting firm as CFO but returned to BAT in 2003 within the Group Strategy and Planning team where he has been responsible for strategy development, execution and tracking. Currently, he ensures that the Strategy is embedded throughout the Group and that planned activities are consistent with the Strategy. He obtained an MBA from London Business School and enjoys spending time with his family, eating out and playing football (having only recently given up on his dream of playing for Chelsea).

The Reality of Strategy Development

Strategy development is often seen as a one-off exercise that defines where an organisation wants to go and a set path to get there. In reality, Strategy must be much more adaptable and should never be static. An organisation that can build the capability to constantly adapt its strategy to external and internal changes, whilst being clear about the boundaries within which it operates and what it must deliver, stands a better chance of winning in the market place. This case study on British American Tobacco seeks to demonstrate how an evolving strategy helped deliver outstanding returns to shareholders.

Michael BarnettHead of PlanningBritish American Tobacco


Leandro Herrero is an organization architect. He heads The Chalfont Project, a UK based international consulting firm. Leandro and his team are in the business of creating Remarkable Organizations, organizations ‘worth r e m e m b e r i n g ’ w i t h s t o r i e s wo r t h t e l l i n g . T h e “behavioural DNA” which makes an organization remarkable, resilient, ahead of the game and ever change-able is his personal passion. Leandro has pioneered Viral Change, which is at the forefront of creating profound, large-scale, behavioural change in organisations and communities, and is acknowledged as the real alternative t o t r a d i t i o n a l a n d u n s u c c e s s f u l c h a n g e interventions. Author of several books and publications, his most recent titles include: Homo Imitans, Viral Change, The Leader with Seven Faces, Disruptive Ideas and New Leaders Wanted.

Leandro HerreroCEOThe Chalfont Project

Live Strategy is Pull, Not Push - How Behaviours Pull Strategy & How They Scale Up

The traditional problem with adoption, whether of innovation or a strategy deployment is twofold. On one hand, very often it gets lost in translation. On the other hand, if it doesn’t, a push system of ‘communication’, awareness and rational understanding, runs into attrition problems and the initial top-down effort does not provide efficient outcomes. It then looks like an ‘execution problem’ but many issues hide behind that broad label. The opposite of attrition (understanding, adopting, implementing…) is scale up. Scale up is pull, bottom-up, never a push system through layers of management and down throughout the organisation. The Viral Change principles apply very strongly here and provide the solution to maximising and optimising a strategy by making it live and sustainable.

Xavier Durand is responsible for driving growth and strategy under the newly formed GE Capital International . He oversees all Commercial and Strategy functions, as well as the Global Financial Solutions, Asia Structured Finance and Commercial Distribution Finance businesses. Before taking on this role, Durand was the President and CEO of GE Capital Asia Pacific, a region serving more than 15 million businesses and consumers in all major markets, offering specialist financial products and services to support the needs of our customers including acquisition finance, inventory and working capital finance, leveraged and sponsor finance, equity capital, equipment leasing, fleet management and consumer financial services.

Xavier DurandHead of Strategy & GrowthGE Capital International

Growing in a Flat Market - The Japan Example

Japan is probably one of the toughest financial markets for a foreign firm to compete in. This piece will discuss how a series of fact-based, aggressive but realistic strategic changes, combined with an intense focus on driving culture and execution have allowed the Japan business of GE Capital to turn from a shrinking loss making entity to one that is outpacing the market, competition, in growth and delivering on profit targets that seemed completely out of reach just a couple years ago..




Andrew has worked at Heathrow, the UK’s hub airport, since 2009 in both Strategy and Operational roles. He leads on delivery of the 5 year business plan and on the airport’s growth strategy and long term investment, including planning linked to airport expansion. Previously he has worked in Europe, Asia and the Middle East in infrastructure and transport with McKinsey and Co. He studied at INSEAD, LSE and Hitotsubashi University.

Strategy with Stakeholders – Setting Direction Working with Others

Over 100,000 people work at Heathrow, from hundreds of companies to allow passengers to fly. Many millions more use the airport or are affected by how it operates. Global investors various regulators take a keen interest in the airport’s operation. The company can only deliver for its’ passengers, airlines and on its strategic goals by working across this complex set of stakeholders. This throws up challenges for a traditional model of strategy built on senior corporate decision makers agreeing a direction, and them executing within a company. Andrew will cover how this affects the way Heathrow develops its services, manages investment and engages with customers, its people and the wider community.

Andrew MacmillanDirector, Strategy & PlanningHeathrow Airport


Maren is an accomplished strategy, management and marketing executive, with extensive international business experience across entertainment, travel/tourism, hospitality and telecom industries. She is responsible for defining the market entry plans and business approach to accelerate global expansion for the company. Prior to StubHub, Maren spent 5 years at Wyndham Worldwide, most recently as Vice President of Marketing & Operations for Europe & the Middle East, based in the UK. She also spent two years leading the e-Commerce and Product Development teams for the Latin America & Caribbean business unit, based in Mexico City. Before Wyndham, Maren worked as an consultant for boutique consulting firm in Buenos Aires, and prior to that led Program Management for an International Development NGO in San Francisco.

Maren ColemanHead of International Strategy & Market Dev.StubHub

Disruptive Growth - StubHub on Building a Challenger Brand in New Markets

StubHub, an ebay, inc. company, is a live entertainment ticket marketplace facilitating a transparent and secure environment for both businesses and consumers to trade tickets. After 12 years of impressive growth in the U.S., StubHub’s path to global expansion began in March 2012 with a UK market launch. Although powered by a global brand, at the individual market level StubHub is a new and disruptive player operating in a sensitive and often highly regulated industry. As such, Stubhub has had to overcome misperceptions and/or lack of awareness from consumers, industry and government stakeholders around its value proposition and transparent operating model. StubHub will continue to challenge the status quo and accelerate growth in the UK and beyond by building strategic industry partnerships and delivering exceptional customer experiences, efforts which are underpinned by leading technology innovation and regulatory compliance.




Prashant was appointed as Chief Strategy & Planning Officer at Indosat company in July 2011, previously held various positions including Head of 3G Business, Reliance Communications, India from May 2010 to June 2011, Head of Corporate Strategy Reliance Communication, India from April 2008 to June 2011 and partners in Spectrum Value Partners, London UK from September 2000 to March 2008. Received. He has strategy and business operations experience in dynamic and highly competitive markets. Experience in setting up a new organization managing assets of US$ 3 billion and revenues of US$ 500m. Extensive telecom and media experience across India, Europe, Far East Asia and Latin America.

Building the Right Foundations: Managing Innovation Processes

Large companies typically face the dilemma of how to manage product and process innovation in their organization. There is constant debate on the various tools, processes, investments and organizational changes that could be used to drive innovation. Companies debate whether innovation should be driven from within or from outside-in, whether acquisitions help, how to manage conflict and Governance issues etc. Recent examples have shown that the telecom and high tech sector is especially prone to dramatic organizational failure caused by adoption of weak innovation processes. This discussion will present learnings from a telecom company in a developing market.

Prashant GokarnChief Strategy OfficerIndosat

Nick has been at Sky for over 15 years in a wide range of roles. Nick was recently appointed Chief Operating Officer at Sky News and his role covers all aspects of running the organisation – including commercial deals, strategy and people. Before this, Nick was Deputy Head of Strategy for a number of years and involved in numerous significant projects. These include the acquisition of VMtv, the addition of the Viacom business to Sky Media’s portfolio, the launch of Sky Atlantic and many commercial deals with the major US studios and sports bodies. Nick studied at Warwick University and graduated with a BA Hons in Economics and International Studies.

Nick HermChief Operations OfficerSky News

Strategy and 24 Hour Live News

Delivering the news is an intensive and demanding business. It involves working in an environment that is fast-paced and never sleeps. It requires major decisions to be made every day, often within a limited timeframe and with limited information. This session will explore the differences between the world of live news and the world of strategy, but also some underlying similarities and what each could learn from the other.


François Lafaix is AMEC plc’s Head of Strategy. He is leading the company’s strategy function and has been actively involved in the transformation of AMEC from a UK focused construction group into an international engineering and project management firm. His recent focus h a s b e e n o n t h e p u r s u i t o f t r a n s fo r m a t i o n a l acquisitions. Mr Lafaix joined AMEC after an international career in strategy and management consulting. He is a former Principal of Telesis, Towers Perrin’s strategy practice. Mr Lafaix’s academic qualifications include an MBA from the Stanford Graduate School of Business, and an engineering degree from Ecole Centrale de Paris.

Francois LafaixHead of Strategy AMEC

Growing a People Business

Even though service or people based businesses represent a growing share of most advanced economies, strategic thinking remains rooted in a conventional, manufacturing based world, in which businesses have full control over their –largely- fixed assets and in which the benefits of scale are easy to grasp. Using examples from the engineering and management consulting industries, this presentation will explore some of the key tools available to b u i l d co m p e t i t i v e a d v a nt a g e , e s t a b l i s h s o m e differentiation and generate long term shareholder value for businesses in which the key assets move up and down the lift every day.

Josh oversees the international teams that develop marketing strategies and creative content solutions for top Twitter advertisers. Prior to this, he helped create, launch and lead brand strategy for Twitter in the U.S., as well as develop multi-channel marketing partnerships with media companies, publishers and talent across multiple content verticals. Additionally, he launched Twitter's advertising business in several emerging markets. Previously, Josh formed YouTube's first marketing solutions group and launched the platform's first efforts around branded entertainment. Before that, he was a director of marketing for ESPN. He started his career in media as director of marketing solutions for CBS Radio Group in Austin, Texas. He holds a B.A. in psychology from the University of Florida, a master's in sports marketing from the University of Texas, and master's in integrated marketing communications from Northwestern University. He is @grauface on Twitter.

Josh GrauDirector, Brand Strategy EMEATwitter

Carrie Ferman is Senior Vice President, Strategy and Business Development for Sony Pictures Television International Production. In her role, Carrie supports Sony’s portfolio of 19 production companies across 14 countries in strategic planning and growth initiatives. Prior to her position at Sony, Carrie was Chief Executive Officer for Remark Media in New York. She previously held the position of Vice President at NBC Universal, where she oversaw business development and strategy initiatives across the company's local media division. Earlier in her career, Carrie held Strategy and Analysis roles at Time Warner and The Walt Disney Company.

Carrie FermanSVP, Strategy & Business DevelopmentSony

Ray first joined the group in 1998 and reporting to the CSO is responsible for Group Strategy and Corporate Development with a particular focus on M&A, Mobile, B2B and content strategy for the group. Ray has lead the strategy and business planning efforts around LGI’s entry into Germany, the UK and Ireland and was also responsible for the sales out of the Nordic region. Ray also oversees the strategy function in UPC Ireland where he resides and previously worked in the Amsterdam office for several years. Prior to working for LGI Ray previously held finance and corporate development positions in KPNQwest, AT&T Unisource and Aerospace Industries. Ray qualified as a chartered management accountant in 1995 (ACMA, CGMA).

Ray CollinsVP, Strategy & Corp. Dev.Liberty Global

Michele is Strategy Director at BP Castrol AIME. His responsibilities include leading acquisitions, divestments and joint ventures strategies, and due diligence. He is also a member of the senior team defining the strategy for managing the division’s portfolio of operational assets. He has over 18 years’ experience at BP in senior corporate finance and business strategy roles. He has also led the origination, evaluation and execution of acquisitions, divestments and joint ventures, from due diligence to structuring to negotiation and closing. During this period, his roles have included Corporate Finance Manager, Structured Finance Manager and Global Fuels M&A Programme Manager.

Michele FiorentinoDirector, StrategyBP


Max co-founded and serves as the Managing Director of AlphaSights, a fast-growing knowledge broker serving leading investment funds and strategy professionals globally. Max is an entrepreneur with 15+ years experience founding, growing and running successful businesses focused on the knowledge economy.Prior to AlphaSights, he co-founded and served as co-CEO of Ciao AG, Europe’s leading price comparison and product review service, acquired by Microsoft (MSFT) in 2008. He also co-founded MasterCar GmbH, precursor to Autoscout24 (Dt. Telekom). Max also has experience in private equity (BC Partners) and strategy consulting (McKinsey & Company). Max received his B.Sc. and M.Sc. from the LSE and an MBA from Stanford.

Max CartelieriCEO & Co-FounderAlphaSights

Leveraging Global Connectivity to Keep Your Strategy a Step Ahead

As globalisation accelerates and permeates every aspect of your value chain, your competitive arena extends beyond your direct reach and decision-making becomes increasingly complex. In this session, Max Cartellieri, founder of AlphaSights, will discuss the challenge that corporate strategists face to stay ahead of the game, and the role that accurate, frontline intelligence can play in helping corporations make better decisions faster.

Stephen is Managing Partner and co-founder of Wilson Perumal & Company. He is co-author of Waging War on Complexity Costs, and The Sirens of Growth, due to be released later this year. Stephen works with senior leaders in the US, Europe and Asia to help them on critical issues around strategy, operat ional & organizat ional performance, complexity and growth. Stephen has been featured in CEO Magazine, CNBC, Investors Business Daily, The European Business Review, and Agenda (an FT publication).

Stephen WilsonManaging PartnerWilson Perumal & Company

Simplify to Grow: Building Scale, Speed & Profitability in a Complex World

Companies today are seeking to find new sources of organic growth, but often their efforts lead to unanticipated consequences. In the pursuit of becoming bigger, they take on more complexity, fragmenting their scale and focus. Rather than do what they do better, and earn new customers’ loyalty, they just do more, leading to a deterioration of service levels and customer perceptions. At the heart of this paradox is the fact that many common corporate strategies for growth, while enticing at the outset, do not account for a far more complex world. Organizational leaders must decide whether to pursue various growth “sirens” that too frequently lead to disappointing results (or worse, crash you on the rocks), or embrace a new set of disciplines to suit the changing conditions of today, and navigate successfully to their goals.

Jason is Group Strategy Director for Compass Group, with responsibility for strategy and M&A globally. With revenues of £17 billion and 500,000 employees, Compass is the world's leading foodservice and support services company. Jason joined Compass in 2001, initially in a Corporate Development role, before moving on to spend 7 years as Managing Director of one of Compass UK & Ireland’s businesses. Prior to Compass, Jason was a corporate lawyer at Freshfields in London. Jason was educated at Clifton College, Bristol and Keble College, Oxford.

Jason LeekDirector, Group Strategy Compass Group

Global strategy, with Compass and MAP

Since 2006, Compass has halved the number of countries in which it operates (from 100 to 50). At the same time, it has doubled its operating profit and trebled its free cash-flow. Jason will explore the Compass journey, highlighting in particular the challenges of developing and executing strategy on a global basis. He will also look at Compass Group’s “MAP” (Management And Performance) programme, which has played a key role in helping transform the company’s performance.

AlphaSights

Nicholas is the founder and Managing Director of The Barton Partnership which is a niche search firm with an enviable reputation within the senior Corporate Strategy and M&A arena. From a standing start, he has built a team of professionals renowned not only for their talent acquisition skills but also their subject matter expertise. Throughout this career he has specialised in, and successfully executed, a large number of senior retained and contingent assignments across Commerce & Industry, Financial Services, Private Equity and Professional Services, both in the UK and internationally.

Nicholas BartonManaging DirectorThe Barton Partnership

Chris is a Fellow of the Strategic Planning Society and currently serves as Chairman of the Board for the Society. Chris is also heads up the Editorial Review Board for Strategy Magazine. Chris Hafner has over 20 years of experience as a practitioner and consultant in strategy development & execution in private sector, public sector and 3rd sector industries. Chris’s Business and Long Range Planning experience at U.S. Steel Corp., laid the foundation for his passion in strategy.

Chris HafnerFellowStrategic Planning Society




Jes McPhee is the CTO for Troux in EMEA and is responsible for managing the regions Strategic Solutions group. He joined Troux in 2007 and has held a variety of leadership roles across Troux’s consulting and sales organizations before being named CTO. Prior to Troux, Jes worked for British Telecommunications plc (BT) where he oversaw a multi-million dollar development budget. Jes holds a computer science degree from Imperial College in London.

Workshop Location: Harrington Boardroom

Bridging the Gap from Strategy to Execution

One of the major obstacles to successfully executing strategy is a sufficient understanding of how the enterprise needs to change. Often the most important questions business-leaders ask are the toughest to answer and execute upon. How does the enterprise look today? How should it look in the future? What key transformations are needed to drive growth and how should these transformations be managed to deliver results quickly and safely? In this workshop participants will learn what it takes to bridge the gap between strategy and execution. We will discuss why traditional strategic planning and portfolio investment methods and approaches no longer work in a business world that demands speed and value. In addition we will discuss what it takes to turn strategic planning into a continuous exercise optimized to drive execution in an environment where business disruption is commonplace.

Jes McPheeChief Technology OfficerTroux

Workshop & Chairperson Information

Douglas became the Sales & Strategy Director at G4S in 2013 having previously held the positions of Strategy & Development Director, Sales & Marketing Director and Marketing Director within the same business. His role is responsible for sales, marketing, strategy & new product development for the UK security business in G4S.Douglas has spent the last 6 years changing the sales performance within G4S by focusing on improved sales processes & b e h a v i o u r s , t h e a d o p t i o n o f S a l e s f o r c e . c o m , professionalising bidding, as well as putting in place clear customer value propositions.

Douglas GreenwellDirector, Sales & StrategyG4S

Where the Rubber Meets the Road

Good thought through strategies can fail to deliver their potential due to limited execution. Douglas will explore the elements of good execution and where failures or destroyers of value can occur. He will use a few recent examples within G4S and, yes, he will talk about the London Olympics.


The Information

Silver Pass

£1095Access to all sessions &

networking event

£895Early Bird Price(Until 28th Feb)

Diamond Pass

£1495Access to all sessions, networking events, annual subscription to IE.

membership & Strategic Analysis Report


Gold Pass

£1295Access to all sessions, networking events & annual subscription to IE. membership


Registration Pricing

Chief Strategy Officer SummitDate: 29th & 30th April 2014Location: The Millennium Gloucester Hotel Address: 4- 18 Harrington Gardens, London, SW7 4LH

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For one day passes and group discounts contact Elliott Jayby calling +44 207 193 1512or email [email protected]

* Team discounts are applicable at the point of registration only.

Group Discount Offers3 Silver Passes: £2250 (£750 per attendee)5 Silver Passes: £3500 (£700 per attendee)3 Gold Passes: £2850 (£950 per attendee)5 Gold Passes: £4500 (£900 per attendee)3 Diamond Passes: £3450 (£1150 per attendee)5 Diamond Passes: £5500 (£1100 per attendee)

Ways to Register

Register Online Here+1 323 446 7673+44 207 193 1512

1 Day Pass

£795Full access to the sessions and

networking events on your chosen day & 30 days access to IE. membership


On-Demand

£400Full access to a live recording across

both days for the summit.

Access to IE.membership siteto view the event

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1. Delegate Information...

2. Pass Types...Early Bird Pass Options (until 28th Feb)

Early Bird Silver: £895 Attendees ____ Early Bird Gold: £1095 Attendees ____ Early Bird Diamond: £1295 Attendees ____ Early Bird One Day: £595 Attendees ____

Regular Pass Options Silver Pass: £1095 Attendees ____ Gold Pass: £1295 Attendees ____ Diamond Pass: £1495 Attendees ____ One Day Pass: £795 Attendees ____ On Demand Pass: £400 Attendees ____

Group Discount Pass Options 3 Silver Passes £2250 (£750 per attendee) 5 Silver Passes £3500 (£700 per attendee) 3 Gold Passes £2850 (£950 per attendee) 5 Gold Passes £4500 (£900 per attendee) 3 Diamond Passes £3450 (£1150 per attendee) 5 Diamond Passes £5500 (£1100 per attendee)

For larger groups or one day passes contact Elliott Jay by calling +44 207 193 1512 or email [email protected] passes only available when all participants register together.

Pass Descriptions:Silver Pass: Access to all sessions & networking eventsGold Pass: Access to all sessions, networking events & annual subscription to IE. membershipDiamond Pass: Access to all sessions, networking events, annual subscription to IE. membership & Strategic Analysis Report

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Prices are exclusive of VAT. Places are transferable without any charge to another Summit occurring within 12 months of the original purchase. Team discounts are applicable at the point of registration only. Any cancellations within a group registration will in turn incur an increase in registration fee for the remaining group participants. Cancellations before March 24th, 2014 incur an administrative charge of 50%. If you cancel your registration after March 24th 2014 you will be charged the full fee. You must notify The Innovation Enterprise in writing of a cancellation, or you will be charged the full fee. The Innovation Enterprise reserve the right to make changes to the program without notice. NB: FULL PAYMENT MUST BE RECEIVED BEFORE THE EVENT.

Registration FormChief Strategy Officer Summit29th & 30th April, 2014 | The Millennium Gloucester Hotel, London, UKFor registration or more information on the program, please call Elliott on +44 207 193 1512 or fax this registration form to +1 (323) 446 7673

3. Payment Options...



7 Schedule

Networking Drinks 17:30 - 19:00

30th April

Session One 08:55 - 11:00

Coffee Break 11:00 - 11:30

Session Two 11:30 - 13:00

Lunch 13:00 - 14:00

Session Three 14:00 - 15:30


Session Four 16:00 - 17:30

Day Two

29th AprilDay One 08.55

11.00

11.30

13.00

14.00

15.30

16.00

17.30

19.00

08.55

10.30

11.00

12.30

13.30

15.10

15.30

17.00

Session Five 08:55 - 10:30


Session Six 11:00 - 12:30

Lunch 12:30 - 13:30

Session Seven 13:30 - 15:10


Session Eight 15:30 - 17:00

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Sponsors

For sponsorship information contact Patrick at [email protected] TI L

Silver SponsorSilver Sponsor

Workshop SponsorSilver Sponsor

AlphaSights




mailto:[email protected]?subject=Sponsorship%20Opportunity

mailto:[email protected]?subject=Sponsorship%20Opportunity







JuneChief Innovation Of�cer SummitJune 18 & 19San Francisco

IP Strategy Innovation SummitJune 18 & 19San Francisco

Partnership Opportunities: Patrick Lewis | [email protected] | +1 415 992 7632Attendee Invitation: Sean Foreman | [email protected] | +1 415 692 5514

Flagship Summit

Expected Attendees

CXO

Social Media

Women

Digital

March Women in StrategySummitMarch 19 & 20New York

Digital Strategy Innovation SummitMarch 19 & 20New York

Chief Strategy Of�cer Summit March 25 & 26Hong Kong

AprilChief Strategy Of�cer SummitApril 29 & 30London

Chief Innovation Of�cer SummitApril 29 & 30London

DecemberChief Strategy Of�cer SummitDecember 3 & 4New York

Strategic Planning Innovation Summit December 3 & 4New York

Chief Innovation Of�cer SummitDecember 3 & 4New York

MayChief Strategy Of�cer SummitMay 22 & 23San Francisco

Strategic Performance & Change Management SummitMay 22 & 23San Francisco

SeptemberChief Strategy Of�cer SummitSeptember 17 & 18Sydney

Digital Strategy InnovationSummitSeptember 18 & 19San Francisco

Digital Marketing Innovation SummitSeptember 18 & 19San Francisco

Brand Strategy Innovation SummitSeptember 18 & 19San Francisco

OctoberDigital Strategy Innovation SummitOctober 22 & 23London

Strategic Planning Innovation Summit October 22 & 23London

Chief Strategy Of�cer SummitOctober 23 & 24Shanghai

Branding

Strategy

IP

2014 Calendar

What you get...• Access to over 1000 hours of On-demand training on topics that are important to you, like S&OP, FP&A, Predictive

Analytics , Supply Chain, Strategic Planning, Inventory Optimization, Integrated Business Planning and more• Access to our extensive training library. Whenever your team needs to benchmark or gain some key actionable ideas,

they just watch a quick video.• Monthly newsletters with industry insights and important news - vital for up-to-date info and methodology.

Affordable. Cutting Edge. Convenient. Invest in innovative business education that will help you benchmark and validate current and future initiatives that can be leveraged to optimize business results and effective decision making. IE. membership content spans numerous industry sectors and includes presentations from many of the world’s leading companies.

Membership Exclusive Content for Strategy, Finance, Operations & Business Analytics.

What is the IE. Network?IE. is the premier forum for Strategy, Finance, Operations Planning & Business Analytics education. Gain insight and optimize results with un-biased actionable business education available on-demand and delivered by your peers. Stay on the cutting edge of the latest trends within S&OP, FP&A & Business Analytics, all without having to leave your desk.

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