StrategicPlanning Summit Oct 2013
Content
Strategic Planning Innovation Summit
Agile Strategies, Flawlessly Implemented
24 & 25 October, 2013 The Landmark Hotel | London, UK
Current Speakers
Confirmed Speakers
• • • • • • • • • • • • • Chief Executive Officer, Accurist Head of Strategy, News UK Head of Group Strategy, Maersk Group Chief Executive Officer, Livingsocial Head of Corporate Strategy and SPMO, Asics Director, Strategic Planning Europe, Coca Cola Vice President, Global Retail Strategy, Fujitsu Head of Strategy, Avios Director, Public Sector Strategy, McAfee Chief Operating Officer, Sky News Head of Strategy & Policy, Nationwide Director, Creative Strategy, Google Head of Energy and Carbon Strategy, BT • • • • • • • • • • • • Director, Digital Entertainment, Virgin Media Head of Product Strategy, Deutsche Telekom Chief Growth Officer & VP, Kodak Head of Strategic Delivery, BBC Director, Group Strategy & Finance, Standard Life Head of Product & Capital Development, Gatwick Head of Product Strategy, Kaplan Senior Director, Strategy, Hertz Director, Strategy at Castrol, BP Head of Strategy, B&Q Managing Director & Head of Strategy, RBS Head of Corporate Strategy, SSE
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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
78%
Attendees are at Director level or above
3%
President /Principal
Company Size Of Attendees
1000+ Employees 300-999 Employees 50-299 Employees Less than 49 Employees
21%
SVP/VP
12%
C-Level
42%
Snr. Director /Director
56%
81%
Attendees are companies with at least 300 employees
25%
13% 11% 8% 8%
Global Head / Head Snr. Manager /Manager Academic (1%)
Past Delegates Include
Strategy Officer, Xerox • Chief VP, Corporate Strategy, PayPal • Head of Strategy, HSBC • VP, Strategy, GlaxoSmithKline • Global Strategy, Wrigley • Director, Sr Dir, Strategy, Boeing •
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About The Summit
The Strategic Planning Innovation Summit brings together thought leaders from the world’s most respected companies, creating an open forum for strategy discussion. Spanning all industries, it is an ideal environment for cross-pollination of ideas, satisfying your intellectual curiosity and finding proven solutions to reallife challenges. From exploratory case studies to interactive panel sessions, you are guaranteed to walk away with a wealth of strategic acumen. To secure your place at the summit, register now.
Speaker Information
Dylan Wyn Pugh
Head of Strategy, The Times News UK
Only Dead Fish Go With the Flow - Using DataLed Strategic Insight to Challenge a Market
The endless supply of free content and new media brands online has created a commoditisation of ALL advertiser audiences (online and offline). Many brands have been slow to respond to this evolving market, lacking innovation and re-focusing of their resources, so severely affecting their market share and future chance of success. Defining a strategy of growth to evolve a more complicated multiplatform advertising proposition while still bringing in revenue today, has been likened to ‘flying a plane while trying to change the wings at the same time’.
Responsible for commercial strategy for circa £120m multi-platform advertising revenue across all Times Media platforms: print, ipad, web, mobile. The role drives commercial growth and sales innovation while also leading key organisational change programmes around client segmentation, revenue growth and client-servicing efficiencies across all News UK brands. Career started working at media agencies for both Group M and Aegis groups on a range of blue chip brands before moving to News UK in 2006 to help evolve their strategic sales approach to target Media Planning and Strategy teams.
Jonathan Crocker
Chief Executive Officer Accurist
The Strategic Change Sponsored By Accurist...
Accurist has undergone a fast paced brand-alignment process in recent times. The strategic planning, operational challenges and realtime decision making processes that define it reflect the same challenges that face FTSE 100 challenges. However, in a small organisation such as ours these are infinitely more visible. From my close proximity to the ‘floor’ of our organisation, I will demonstrate the reality of such change, particularly on the impact on performance and people.
Currently leading the realignment and growth strategy of the 67 year old British watch brand, Jonathan has worked in the luxury-lifestyle branded arena for most of his career. He spent 12 years with the Danish audio-video masters Bang & Olufsen, leading the change from multi-brand to boutique mono-brand distribution and for 8 years setting up and leading the Emerging Markets division working in 45 different countries. Following this Jonathan has been devising and implementing change and launch strategy with several brands. A judge on the UKJA and a regular writing contributor to the industry magazines he was recently named as one of the "Brand Champions" in the watch industries Hot 100.
Nick Herm
Chief Operations Officer Sky News
Strategy and 24 Hour Live News
Delivering the news is an intensive and demanding business. It involves working in an environment that is fastpaced 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.
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.
Speaker Information
Søren Karas
VP & Head of Group Strategy Maersk Group Søren has twenty years experience in mainly the logistic industry as well as from general management and strategy practice. He joined A.P. Moller-Maersk as a management trainee in 1992 and has held a broad variety of positions in the Group. He has worked in Maersk China, and held various leadership positions in Copenhagen including head of the Africa Product Portfolio. Previous to his current position, he was Managing Director for Maersk Line’s South China cluster, Hong Kong. Since 2012 he has held his current position as Vice President & Head of Group Strategy. Søren holds an MBA from University of Chicago, Booth School of Business.
Organizing a Conglomerate’s Strategy Process
How does one go about organizing strategy in a Group with a successful history spanning more than 100 years? A new process necessitated both by change in leadership, heightened demands from stakeholders as well as market growth opportunities. This presentation will walk through the key steps in the A.P.Moller-Maersk’s Groups still evolving strategy process – from the “operating system” to how it helps focus investments, drive performance and progress on the long-term aspirations. I will discuss the outcomes so far, but also hope for comments and questions from the audience to co-develop perhaps even better answers.
Peter Briffett
Chief Executive Officer Living Social
Innovation as Standard: Maintaining an Agile Strategy for a Growing Brand
Growing brands thrive on innovation. But how can they maintain an ethos of innovation, creativity and entrepreneurial spirit as they scale? Peter Briffett outlines the power of an "innovation culture" to guide and inspire strategic planning for growing brands, advising on maintaining an empowered management team, eliminating fear of failure and driving for technical or strategic excellence.
Peter oversees LivingSocial’s UK and Irish markets, communicating LivingSocial's core strategy and overseeing growth as the next great consumer brand. Prior to LivingSocial, Peter held senior positions at Microsoft and Thomson Reuters. He has also successfully built and managed a number of technology startups including VoIP company Howler Technologies, Gissing Software, and iView Multimedia where as CEO Peter oversaw its acquisition by Microsoft. He also founded Biometric Distribution, supplying fingerprint readers and iris scanners to leading companies before being acquired by Kyotec Securities. Peter graduated from Bristol Business School with a degree in Business Studies.
Vicky Bramley
Head of Strategy B&Q
Keeping Pace with the Retail Revolution
The retail world has changed substantially. Remember a time before Google? A time when consumers only shopped in stores and when engaging with retailers meant exchanging pleasantries about the weather at the checkout? We've come a long way since then. Today's consumer wants to interact with retailers via multiple channels, wherever and whenever they choose, 24/7. It’s no longer good enough to offer great products at great prices. B&Q is now making the transition from traditional retailer to omni-channel supremo.
Vicky is the Head of Strategy at B&Q, the UK’s leading home improvement retailer. Vicky began her career in financial services, spending twelve years at Skandia, in various strategy and planning roles - most recently as Chief Strategy Officer. Retail beckoned, and in 2011 Vicky joined B&Q, part of the Kingfisher Group, to lead the strategic journey - from traditional store based retailer into the brave new world of omni-channel delivery. B&Q is currently undertaking one of the biggest transformation programmes in UK retail in order to set them up well for many more years leading the UK home improvement market.
Speaker Information
Ruben Navarro Sanchez
Head of Corporate Strategy & SPMO Asics
ASICS: Local to Global-Strategic Challenges when Becoming a Global Company
Founded in Kobe 1949 by Kihachiro Onitsuka, ASICS began its history as an athletic footwear family-run business. Since then, ASICS is going through a continuous long process of transformation with the aim of becoming a successful global company, while keeping its Japanese heritage and its founder philosophy. In the last decade this process of globalization and transformation has accelerated, having it become key for the achievement of the strategy of the company. During this session we will go through the strategic challenges ASICS is going through and will discuss the role of Corporate Strategy: merges, take-overs, partnerships, new businesses, operational challenges, growth in organization, corporate culture and changes in processes, products and systems.
Ruben Navarro is the Head of CorporateStrategy at ASICS for the EMEA Region. Based in Holland, where ASICS has its European Headquarters, he is on charge of the development and execution of the company´s mid and long-term growth strategy. Ruben also heads the Strategic PMO in ASICS, which is the central driving force behind the selection,prioritization, coordination and management of the company’s Strategic Programs & Projects, LEAN Projects and Business Process Improvement. Prior to ASICS he had worked in diverse industries and different types of corporations and consulting firms, working with international and multifunctional teams across all levels of the organization.
Niko Karjalainen
Sr. Dir, Strategy and Business Dev Hertz International
Whats wrong with strategic planning and how to fix it?
Crafting and executing a solid strategy is essential to the survival and success of organisations. If anything, the prolonged economic crisis has increased the importance of strategic thinking, analysis and behaviour. However, while the term “strategy” has become ubiquitous and the strategy skillset disseminated among an increasing set of practitioners, the meaning and impact of strategy has diminished. If everything is “strategic”, nothing is. The objective of this interactive session is to provide food for thought on the role of strategy and strategy executives and to discuss ideas for adding maximum value to organisations and the society.
Niko Karjalainen is a seasoned strategy practitioner with a background in corporate strategy and consulting. Previously Niko served as a Director, Corporate Strategy at American Express and had a career in strategy consulting, most recently at L.E.K. Consulting. Niko is keen to contribute to the theory of strategy as well as practice and has published a book and several articles. His forthcoming book “Strategic Analysis in Practice” provides hands-on advice on effective strategic planning.
Iain Pringle
Head of Strategy Avion
Avios - From Concept to Reality, the Creation of a Global Brand
Anyone flying internationally over the last few years
Iain joined the Avios team in 2007, as Head of Strategy, he provides strategic support to the Avios management team, for loyalty initiatives in the UK and internationally. Within this role he is responsible for the development and production of the company’s long term business plan and proactively identifying and sharing information on market developments, innovations or new ways of working which may benefit stakeholders or partners. Iain’s career in loyalty has spanned 18 years, and at Avios has held roles in partner management and customer insight, gaining an unrivalled insight into how customer rewards can influence the value that partners gain from a loyalty programme.
cannot fail to have noticed the consolidation that is taking place across the industry and the growth of frequent flyer programmes as a means of generating income for the airlines. In this presentation we will explore how the concept was developed, the challenges faced and the lessons learned from the launch of Avios which involved multiple systems, cultures, airlines and millions of members.
Speaker Information
Andrew Baddeley - Chappell
Head of Strategy & Policy Nationwide Building Society
‘Building Society’
Nationwide Building Society is unique in the UK in having the size and scale to compete with the high street banks. Critical to the workings of the economy, its markets experienced boom and subsequent bust. Bankers bore the blunt of the blame for the economic downturn and reputations were further damaged by major issues with mis-selling and customer service. Nationwide is part of the market but different from its banking competitors. The Society’s initial challenge was how to demonstrate its difference to both existing and potential customers. Its wider ambition however is to work within a market that works in the best interest of customers. This means a need not only to be different but also to lead the way for others to follow.
Andrew Baddeley-Chappell qualified as a chartered accountant with Ernst & Young before joining Nationwide Building Society in 1992. The Society is the third largest mortgage lender and the second largest savings provider in the UK, with around 15 million members. Andrew has undertaken a range of roles within different elements of the Nationwide Group including internal audit, banking, life assurance, unit trusts and personal loans. Previous roles include Finance Director of the Group's specialist mortgage lending subsidiary and Head of Mortgage Marketing for Nationwide. Andrew is currently Head of Strategy & Policy for Mortgages & Savings. Andrew is the lead contact with trade bodies, government and regulators on housing, mortgage and savings matters.
Darren Johnson
Chief Growth Officer & VP Kodak Alaris
Strategy Innovation in a Newly Networked Age
For a company to grow today it needs to connect better than ever before. We are entering a newly networked age where the concept of user centricity is vastly extended. Open platforms, radical transparency and cultural change are redefining business for all of us and the smart aggregation of consumer solutions is a growing trend. This talk will discuss the overarching elements impacting strategy innovation today and how Kodak Alaris is driving change.
Darren Johnson is the Chief Growth Officer and Vice President of Kodak Alaris, Personalized Imaging business. Darren has a broad cross functional background spanning marketing, sales, R&D and manufacturing across fmcg, services and commercial sectors. Darren lead Kodak’s manufacturing process R&D group in the UK before moving to its Consumer Business through sales management and strategy to UK Marketing Director. Shortly following Darren moved to a European role as Business Development Director EAMER and spent three years growing Kodak’s Retail business across Europe - subsequently running the Personalized Imaging business as Regional Business Manager and Vice President. Darren became Chief Growth Officer for Kodak’s Personalized Imaging Business in 2012 and is responsible for growth strategy and marketing for Kodak Alaris Personalized Imaging worldwide.
Yatin Pahwa
VP, Product Strategy and Business Development Deutsche Telekom Yatin Pahwa is responsible for Product Strategy within the Digital Business Unit of Deutsche Telekom. He has been part of Deutsche Telekom since February 2012, and prior to that, was heading strategy for Digital Commerce in Nokia. He has worked in the Telecom and Internet industries throughout his 17 year career - both in large organizations, as well as in start ups. He has worked multiple across countries and has handled Strategy, Product Marketing, Product Development and Business Development during the course of his career.
Tapping into Adjacent Markets - A Telco’s Strategy to Innovate
With the traditional revenue sources of Telcos flattening and digital businesses becoming more common, they must adapt their strategies to not only stabilize, but also grow their revenue and profits. What are the ways a Telco can approach this problem, and how does Deutsche Telekom cooperate with the external world to innovate and stay ahead?
Speaker Information
Kerensa Jennings
Head of Strategic Delivery BBC As Head of Strategic Delivery at the BBC, Kerensa Jennings combines creative, strategic and tactical thinking. She started her professional career as a journalist and programme maker, working first at ITN then Sky. She went on to become Editor of Breakfast with Frost at the BBC, and the BBC’s Election Results Editor, before making programmes on dinosaurs with Sir David Attenborough and producing/directing Royalty, sporting heroes, pop stars and politicians - everyone from James Nesbitt to Billy Bragg to Nelson Mandela. Kerensa then made the move to strategic work, and is the project director of the pan-BBC Simplicity transformation programme.
Simplicity in a World of Complexity
How do you empower and enable your people to do their best work? How do you set their talents free, so they can focus their energy on the things that matter? How can you drive productivity savings and deliver results while inspiring discretionary effort at the same time? How can you design a strategy which has tangible financial and non-financial benefits, while staying true to your company’s values and motivating people to feel emotionally connected to your organisation’s higher purpose? How do you create an engagement programme to support your strategy? Kerensa Jennings, Head of Strategic Delivery, shares her story.
Richard Clarke
VP, Global Retail Strategy Fujitsu
Planning Horizons in Retail IT? About 24 Hours - How Tech and IT Services Providers Plan for Growth
In two industries subject to exceptional change – IT and retail – Richard Clarke will explain how Fujitsu tries to take a long view in a very short term game. Specifically this presentation will illuminate some of the planning principles and methodologies employed by a global ICT player – with some success, some not - to bring strategic vision to new product development, quarter by quarter sales planning and customer by customer account and delivery management. Retail – with the heady growth of mobile, cross-channel shopping and personalised engagement – simply adds extra fun, excitement and challenge to the mix for strategic planning.
Richard has been Vice President of Global Retail for Fujitsu International Business since 2011. His role is to deliver a consistent, commercial and relevant global retail strategy for business growth and customer satisfaction. He is also responsible for Fujitsu’s global portfolio solution development including its next generation retail platform, business consulting and sales enablement, global solution partner alliance management, retail analyst relations and key client engagement and business development. Richard worked in the retail industry for 25 years in senior roles across industry, consulting and technology.
Scott Balloch
Head of Energy and Environment Strategy BT Scott Balloch is the Head of Energy and Environment Strategy at BT. Scott joined the Energy and Carbon Unit in 2010. As well as managing the unit’s multi-million pound investment portfolio, Scott leads the change practice that is delivering the global energy reduction program and environmental management for BT. Scott is responsible for leading on policy engagement, regulatory compliance and is developing propositions and go to market strategies. Scott is a strategist and a transformation consultant, and was responsible for leading on the development of the BT Board’s long term 2020 energy strategy.
Getting Sustainability on the Strategy Agenda
Getting issues of sustainability and environment on the agenda of senior leadership teams in blue chip companies is not always easy. BT is a stand-out example of a blue chip company that has made doing the right thing make sound commercial sense. BT’s energy and carbon reduction program has now saved more than £90m of energy costs from the BT cost base. BT has delivered an 80% reduction of carbon from its 1996 base year (reaching the 80% target it set itself three years early). Scott will discuss the commercial and strategic stories that have helped BT to deliver its successes, and how BT’s Energy and Carbon team have made its program of work commercially and strategically important to the wider business.
Speaker Information
Michele Fiorentino
Director, Strategy Castrol, at BP
Perfect Change for a Fluid Simplicity
At any point in time global organisations find themselves dealing, with the issues of investing for long-term growth while securing short-term business profitability, and at the same time driving worldwide efficiencies while remaining agile and responsive locally. In a difficult macroeconomic environment the need to design and execute strategies to manage these potentially conflicting objectives becomes critical. I will discuss the genesis of such tensions at Castrol, and which strategies we have adopted and are evaluating to help the organisation not only to navigate the current difficult market but also to equip it to become a better and stronger company.
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.
Giovanni Ghisetti
Director, Strategy & M&As Coca-Cola Enterprises Strategy and business development practitioner with 20 years of international experience working with top management. Degrees in International Economics from Istituto Universitario di Bergamo – Italy and Master’s Degrees in Psychology and Organisational Systems from London School of Economics and the Fielding Institute S.Barbara CA, USA. Lived and worked in Italy, Japan, USA Germany, France, UK, and Luxembourg, and managed projects in more than 20 European, North American and Asian countries. Functional experience in finance, supply chain, marketing, start-ups, M&A’s and Business Development, combining An interest for organisations with a sound understanding of business dynamics. Worked on complex strategic initiatives for HP, Kraft Foods, Ferrero International and Coca Cola.
Complexities & Decision Traps in Mergers & Acquisitions
Mergers and acquisitions are among the most fatal decisions that executives are asked to take. The failure rate of large scale acquisitions are still in the 70-80% range despite 60 years of accumulated experience, numerous conferences and hundreds of books on the subject. Undeniably the complexity that decision makers are faced with in Merger and Acquisitions is extreme requiring corporate professionals to analyze organisations from all functional aspects working across diverse disciples, legislations, countries, cultures and often requiring to make sense of conflicting ways of thinking introduced by a plethora of advisors. During the presentation a framework to interpret Mergers and Acquisitions is proposed and the typical biases of senior management are illustrated. Recognizing and reducing biases is vital for upgrading the quality of such strategic decisions.
Steven Murray
Director, Group Strategy Standard Life
Making Strategic Planning a More Continuous Process
As soon as a strategic plan is formally documented it is almost immediately out of date and in many organisations can be something that sits on the shelf only being revisited as part of a review every few years. There are significant benefits associated with moving to a more continuous process where the strategy evolves as the business and its competitive environment changes. These include on-going engagement with senior management, the wider business population and the board as well as a greater ability to act quickly in the event of a change including better monitoring of whether the strategy is being successful.
Steve was appointed Group Strategy & Corporate Finance Director at Standard Life in June 2011 having previously headed up Group Corporate Finance. He is responsible for overseeing and developing the Groups organic and inorganic strategy, oversight and execution of corporate transactions and oversight of the Groups strategic investments in JVs. He joined Standard Life in 2004, working on the Group’s listing readiness programme and the flotation team. Post Standard Life’s flotation in June 2006, he joined the newly formed Corporate Finance team. Prior to Standard Life, Steve worked for Ernst & Young across a variety of disciplines.
Speaker Information
Shuja Khan
Director, Digital Entertainment Virgin Media
Redefining Strategy in a Period of Transition
What Shuja will cover: • How Virgin have addressed competitors such as • iPlayer • Lovefilm • Netflix Changing Viewing Behaviours • Aggressive competition becoming an advantage •
Shuja is responsible for driving growth and P&L performance, pricing/proposition, commercial strategy and business development for the Digital Entertainment division Prior to this, he was Corporate Strategy Director, responsible for new growth and corporate development (e.g. Embassy, Small Business etc), M&A evaluation, LRP and long terms strategy development.
Graeme Stewart
Director of Public Sector Strategy and Relations, UK & Ireland McAfee Graeme Stewart is Director of Public Sector Strategy and Relations, UK&I at McAfee. He is responsible for McAfee’s overall strategy as it relates to the UK Public Sector on the topic of Cyber Defence. His works cover assisting various Government Departments in formulating and executing policy; offering comment, advice and guidance to Public bodies; providing a narrative on the topic to key Government stakeholders and ensuring that McAfee has the right relationships across elected bodies, the Civil Service and the wider Public Sector. Graeme has worked in the field for close to 15 years.
From Transactional to Strategic: How McAfee is repositioning itself in the UK with Government
The UK Public Sector has long been a good marketplace for McAfee, but in recent years, revenues have slowed. I was brought in to ascertain why, and build a recovery programme. My view was that the messaging and approach to customers was wrong and provided little value to them. This presentation discusses my approach to date: my methodology, what’s worked, what hasn’t worked, and what lies ahead.
Marcus Stanton
Head of Product & Capital Development Gatwick Airport Marcus is a Charted Civil Engineer with over 25 years’ experience in management and construction. His background spans operational, development and strategic roles in public and private sectors. In his current role, Marcus is responsible for the strategic development of a product led capital programme, together with Master Planning and forecasting functions. In partnership with the six sigma team, he leads an integrated approach to organisational capability, ensuring the airport is well placed to compete. Utilising insight and benchmarking, Marcus leads the development of differentiated products and services across passenger segments, to maximise value for a complex array of customers and stakeholders.
Strategic Change - From Infrastructure Bias to Passenger Focussed, Product Led Strategy
Following the sale of Gatwick in December 2009 by BAA, Gatwick Airport has been free to compete. This presentation will explain one of the strategic changes since taken to compete for market share - breaking away from a legacy approach to infrastructure, and moving towards a customer and passenger focussed plan. Through extensive passenger research and market intelligence, a targeted approach was developed, utilising a balanced application of improvements in people, process, technology and infrastructure to gain competitive advantage. Whilst familiar to most competitive businesses today, it’s a step change in the airport sector and is causing a great deal of interest amongst competitors.
Speaker Information
Maria Krainova
Head of Product Strategy & Special Projects Kaplan
Driving Change in Education at Kaplan
Change can be an exciting concept for strategists, but is often an uncomfortable one for those impacted by it. This session will focus on how change is being driven in the education sector, which is undergoing significant disruption enabled by online and mobile technologies. Based on the latest educational product transformation at Kaplan, we will explore steps to consider before embarking on any type or size of change. From translating broad corporate vision to meeting needs of multiple stakeholders Presentation Details Coming Soon... and customers, the session will aim to make clearer the tricky business of strategy implementation.
Maria is Head of Product strategy and special projects at Kaplan UK, a subsidiary of the Washington Post, leading programmes in product and business transformation across higher and professional education sectors. Prior to joining Kaplan in London, Maria worked on the other side of the Atlantic in strategy, Chris Fearn marketing, and general management roles; including growing a new healthcare Director, Strategic Planning Europe startup to £10m revenue in 3 years. She is passionate Coca Cola Enterprises about sustainability and country development through education. Maria holds an MBA from New York University Stern school of business, specialising in strategy and Bio coming soon.... change management.
Karthik Subramanya
Head of Corporate Strategy SSE
Karthik Subramanya is the Head of Corporate Planning for SSE, where he manages a number of strategic projects for the UK's 2nd largest utility. He has recently undertaken a strategic review of our Major Projects teams where SSE is investing £1.5 billion annually in building electric generation and transmission infrastructure. Prior to SSE he was with
HBOS/Lloyds Banking Group for 6 years where he was Head of International Strategy and held leadership roles in Private equity and Corporate Banking. Before banking, Karthik was a management consultant advising financial institutions on Strategy, Operations and technology. He has an MBA from the Indian Institute of Management, Ahmedabad, India and is a quailifed electrical engineer.
Further Details to Come From...
Chris Pettit
MD, Head of Strategy Royal Bank of Scotland
Improving Customer Experience
Indy Saha
Director, Creative Strategy Google
How Purpose is Driving Strategy
The Information
Strategic Planning Innovation Summit
Date: Location: Venue: Telephone Enquiries: 24th & 25th October, 2013 London, UK The Landmark London Hotel +44 (0)20 7631 8000
Registration Pricing
Silver Pass Gold Pass Diamond Pass
£995
Access to all sessions & networking event
£1195
Access to all sessions, networking events & annual subscription to IE. membership
£1395
Access to all sessions, networking events, annual subscription to IE. membership & Strategic Analysis Report
£795
Early Bird Price
£995
Early Bird Price
£1195
Early Bird Price
1 Day Pass
On-Demand
£695
Full access to the sessions and networking events on your chosen day & 30 days access to IE. membership
£400
Full access to a live recording across both days for the summit.
£595
Early Bird Price
Access to IE. membership site to view the event materials
Group Discount Offers
3 Silver Passes: 5 Silver Passes: 3 Gold Passes: 5 Gold Passes: 3 Diamond Passes: 5 Diamond Passes: £2100 (£700 per attendee) £3250 (£650 per attendee) £2700 (£900 per attendee) £4250 (£850 per attendee) £3300 (£1100 per attendee) £5250 (£1050 per attendee) For one day passes and group discounts contact Jordan Dunne by calling +44 207 193 0827 or email [email protected] * Team discounts are applicable at the point of registration only.
Ways to Register
+44 207 193 0827 +1 323 446 7673
Register Online Here
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Registration Form
Strategic Planning Innovation Summit
24 & 25 October, 2013 | The Landmark Hotel | London, UK
For registration or more information on the program, please call Jordan on +44 207 193 0827 or fax this registration form to +1 (323) 446 7673
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3 Silver Passes £2100 (£700 per attendee) 5 Silver Passes £3250 (£650 per attendee) 3 Gold Passes £2700 (£900 per attendee) 5 Gold Passes £4250 (£850 per attendee) 3 Diamond Passes £3300 (£1100 per attendee) Attendees ____ Attendees ____ Attendees ____ Attendees ____ Attendees ____ 5 Diamond Passes £5250 (£1050 per attendee)
For larger groups or one day passes contact Jordan Dunne by calling +44 207 193 0827 or email [email protected] Group passes only available when all participants register together.
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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 16 September, 2013 incur an administrative charge of 50%. If you cancel your registration after 16 September 2013 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.
Schedule
Day One
08.30
Session One 08.30 - 11.00
7 24 October
10.00
Coffee Break 11.00 - 11.30
10.30
Session Two 11.30 - 13.00
12.00
Lunch 13.00 - 14.00
13.30
Session Three 14.00 - 15.30
15.00
Coffee Break 15.30 - 16.00
15.30
Session Four 16.00 - 17.30
17.00
Networking Drinks 17.30 - 19.00
19.00
Day Two
08.30
Session Five 08.30 - 11.00
25 October
10.00
Coffee Break 11.00 - 11.30
10.30
Session Six 11.30 - 13.00
12.00
Lunch 13.00 - 14.00
13.30
Session Seven 14.00 - 15.30
15.00 15.30
Coffee Break 15.30 - 16.00
Session Eight 15.30 - 17.30
17.00
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Agile Strategies, Flawlessly Implemented
24 & 25 October, 2013 The Landmark Hotel | London, UK
Current Speakers
Confirmed Speakers
• • • • • • • • • • • • • Chief Executive Officer, Accurist Head of Strategy, News UK Head of Group Strategy, Maersk Group Chief Executive Officer, Livingsocial Head of Corporate Strategy and SPMO, Asics Director, Strategic Planning Europe, Coca Cola Vice President, Global Retail Strategy, Fujitsu Head of Strategy, Avios Director, Public Sector Strategy, McAfee Chief Operating Officer, Sky News Head of Strategy & Policy, Nationwide Director, Creative Strategy, Google Head of Energy and Carbon Strategy, BT • • • • • • • • • • • • Director, Digital Entertainment, Virgin Media Head of Product Strategy, Deutsche Telekom Chief Growth Officer & VP, Kodak Head of Strategic Delivery, BBC Director, Group Strategy & Finance, Standard Life Head of Product & Capital Development, Gatwick Head of Product Strategy, Kaplan Senior Director, Strategy, Hertz Director, Strategy at Castrol, BP Head of Strategy, B&Q Managing Director & Head of Strategy, RBS Head of Corporate Strategy, SSE
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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
78%
Attendees are at Director level or above
3%
President /Principal
Company Size Of Attendees
1000+ Employees 300-999 Employees 50-299 Employees Less than 49 Employees
21%
SVP/VP
12%
C-Level
42%
Snr. Director /Director
56%
81%
Attendees are companies with at least 300 employees
25%
13% 11% 8% 8%
Global Head / Head Snr. Manager /Manager Academic (1%)
Past Delegates Include
Strategy Officer, Xerox • Chief VP, Corporate Strategy, PayPal • Head of Strategy, HSBC • VP, Strategy, GlaxoSmithKline • Global Strategy, Wrigley • Director, Sr Dir, Strategy, Boeing •
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About The Summit
The Strategic Planning Innovation Summit brings together thought leaders from the world’s most respected companies, creating an open forum for strategy discussion. Spanning all industries, it is an ideal environment for cross-pollination of ideas, satisfying your intellectual curiosity and finding proven solutions to reallife challenges. From exploratory case studies to interactive panel sessions, you are guaranteed to walk away with a wealth of strategic acumen. To secure your place at the summit, register now.
Speaker Information
Dylan Wyn Pugh
Head of Strategy, The Times News UK
Only Dead Fish Go With the Flow - Using DataLed Strategic Insight to Challenge a Market
The endless supply of free content and new media brands online has created a commoditisation of ALL advertiser audiences (online and offline). Many brands have been slow to respond to this evolving market, lacking innovation and re-focusing of their resources, so severely affecting their market share and future chance of success. Defining a strategy of growth to evolve a more complicated multiplatform advertising proposition while still bringing in revenue today, has been likened to ‘flying a plane while trying to change the wings at the same time’.
Responsible for commercial strategy for circa £120m multi-platform advertising revenue across all Times Media platforms: print, ipad, web, mobile. The role drives commercial growth and sales innovation while also leading key organisational change programmes around client segmentation, revenue growth and client-servicing efficiencies across all News UK brands. Career started working at media agencies for both Group M and Aegis groups on a range of blue chip brands before moving to News UK in 2006 to help evolve their strategic sales approach to target Media Planning and Strategy teams.
Jonathan Crocker
Chief Executive Officer Accurist
The Strategic Change Sponsored By Accurist...
Accurist has undergone a fast paced brand-alignment process in recent times. The strategic planning, operational challenges and realtime decision making processes that define it reflect the same challenges that face FTSE 100 challenges. However, in a small organisation such as ours these are infinitely more visible. From my close proximity to the ‘floor’ of our organisation, I will demonstrate the reality of such change, particularly on the impact on performance and people.
Currently leading the realignment and growth strategy of the 67 year old British watch brand, Jonathan has worked in the luxury-lifestyle branded arena for most of his career. He spent 12 years with the Danish audio-video masters Bang & Olufsen, leading the change from multi-brand to boutique mono-brand distribution and for 8 years setting up and leading the Emerging Markets division working in 45 different countries. Following this Jonathan has been devising and implementing change and launch strategy with several brands. A judge on the UKJA and a regular writing contributor to the industry magazines he was recently named as one of the "Brand Champions" in the watch industries Hot 100.
Nick Herm
Chief Operations Officer Sky News
Strategy and 24 Hour Live News
Delivering the news is an intensive and demanding business. It involves working in an environment that is fastpaced 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.
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.
Speaker Information
Søren Karas
VP & Head of Group Strategy Maersk Group Søren has twenty years experience in mainly the logistic industry as well as from general management and strategy practice. He joined A.P. Moller-Maersk as a management trainee in 1992 and has held a broad variety of positions in the Group. He has worked in Maersk China, and held various leadership positions in Copenhagen including head of the Africa Product Portfolio. Previous to his current position, he was Managing Director for Maersk Line’s South China cluster, Hong Kong. Since 2012 he has held his current position as Vice President & Head of Group Strategy. Søren holds an MBA from University of Chicago, Booth School of Business.
Organizing a Conglomerate’s Strategy Process
How does one go about organizing strategy in a Group with a successful history spanning more than 100 years? A new process necessitated both by change in leadership, heightened demands from stakeholders as well as market growth opportunities. This presentation will walk through the key steps in the A.P.Moller-Maersk’s Groups still evolving strategy process – from the “operating system” to how it helps focus investments, drive performance and progress on the long-term aspirations. I will discuss the outcomes so far, but also hope for comments and questions from the audience to co-develop perhaps even better answers.
Peter Briffett
Chief Executive Officer Living Social
Innovation as Standard: Maintaining an Agile Strategy for a Growing Brand
Growing brands thrive on innovation. But how can they maintain an ethos of innovation, creativity and entrepreneurial spirit as they scale? Peter Briffett outlines the power of an "innovation culture" to guide and inspire strategic planning for growing brands, advising on maintaining an empowered management team, eliminating fear of failure and driving for technical or strategic excellence.
Peter oversees LivingSocial’s UK and Irish markets, communicating LivingSocial's core strategy and overseeing growth as the next great consumer brand. Prior to LivingSocial, Peter held senior positions at Microsoft and Thomson Reuters. He has also successfully built and managed a number of technology startups including VoIP company Howler Technologies, Gissing Software, and iView Multimedia where as CEO Peter oversaw its acquisition by Microsoft. He also founded Biometric Distribution, supplying fingerprint readers and iris scanners to leading companies before being acquired by Kyotec Securities. Peter graduated from Bristol Business School with a degree in Business Studies.
Vicky Bramley
Head of Strategy B&Q
Keeping Pace with the Retail Revolution
The retail world has changed substantially. Remember a time before Google? A time when consumers only shopped in stores and when engaging with retailers meant exchanging pleasantries about the weather at the checkout? We've come a long way since then. Today's consumer wants to interact with retailers via multiple channels, wherever and whenever they choose, 24/7. It’s no longer good enough to offer great products at great prices. B&Q is now making the transition from traditional retailer to omni-channel supremo.
Vicky is the Head of Strategy at B&Q, the UK’s leading home improvement retailer. Vicky began her career in financial services, spending twelve years at Skandia, in various strategy and planning roles - most recently as Chief Strategy Officer. Retail beckoned, and in 2011 Vicky joined B&Q, part of the Kingfisher Group, to lead the strategic journey - from traditional store based retailer into the brave new world of omni-channel delivery. B&Q is currently undertaking one of the biggest transformation programmes in UK retail in order to set them up well for many more years leading the UK home improvement market.
Speaker Information
Ruben Navarro Sanchez
Head of Corporate Strategy & SPMO Asics
ASICS: Local to Global-Strategic Challenges when Becoming a Global Company
Founded in Kobe 1949 by Kihachiro Onitsuka, ASICS began its history as an athletic footwear family-run business. Since then, ASICS is going through a continuous long process of transformation with the aim of becoming a successful global company, while keeping its Japanese heritage and its founder philosophy. In the last decade this process of globalization and transformation has accelerated, having it become key for the achievement of the strategy of the company. During this session we will go through the strategic challenges ASICS is going through and will discuss the role of Corporate Strategy: merges, take-overs, partnerships, new businesses, operational challenges, growth in organization, corporate culture and changes in processes, products and systems.
Ruben Navarro is the Head of CorporateStrategy at ASICS for the EMEA Region. Based in Holland, where ASICS has its European Headquarters, he is on charge of the development and execution of the company´s mid and long-term growth strategy. Ruben also heads the Strategic PMO in ASICS, which is the central driving force behind the selection,prioritization, coordination and management of the company’s Strategic Programs & Projects, LEAN Projects and Business Process Improvement. Prior to ASICS he had worked in diverse industries and different types of corporations and consulting firms, working with international and multifunctional teams across all levels of the organization.
Niko Karjalainen
Sr. Dir, Strategy and Business Dev Hertz International
Whats wrong with strategic planning and how to fix it?
Crafting and executing a solid strategy is essential to the survival and success of organisations. If anything, the prolonged economic crisis has increased the importance of strategic thinking, analysis and behaviour. However, while the term “strategy” has become ubiquitous and the strategy skillset disseminated among an increasing set of practitioners, the meaning and impact of strategy has diminished. If everything is “strategic”, nothing is. The objective of this interactive session is to provide food for thought on the role of strategy and strategy executives and to discuss ideas for adding maximum value to organisations and the society.
Niko Karjalainen is a seasoned strategy practitioner with a background in corporate strategy and consulting. Previously Niko served as a Director, Corporate Strategy at American Express and had a career in strategy consulting, most recently at L.E.K. Consulting. Niko is keen to contribute to the theory of strategy as well as practice and has published a book and several articles. His forthcoming book “Strategic Analysis in Practice” provides hands-on advice on effective strategic planning.
Iain Pringle
Head of Strategy Avion
Avios - From Concept to Reality, the Creation of a Global Brand
Anyone flying internationally over the last few years
Iain joined the Avios team in 2007, as Head of Strategy, he provides strategic support to the Avios management team, for loyalty initiatives in the UK and internationally. Within this role he is responsible for the development and production of the company’s long term business plan and proactively identifying and sharing information on market developments, innovations or new ways of working which may benefit stakeholders or partners. Iain’s career in loyalty has spanned 18 years, and at Avios has held roles in partner management and customer insight, gaining an unrivalled insight into how customer rewards can influence the value that partners gain from a loyalty programme.
cannot fail to have noticed the consolidation that is taking place across the industry and the growth of frequent flyer programmes as a means of generating income for the airlines. In this presentation we will explore how the concept was developed, the challenges faced and the lessons learned from the launch of Avios which involved multiple systems, cultures, airlines and millions of members.
Speaker Information
Andrew Baddeley - Chappell
Head of Strategy & Policy Nationwide Building Society
‘Building Society’
Nationwide Building Society is unique in the UK in having the size and scale to compete with the high street banks. Critical to the workings of the economy, its markets experienced boom and subsequent bust. Bankers bore the blunt of the blame for the economic downturn and reputations were further damaged by major issues with mis-selling and customer service. Nationwide is part of the market but different from its banking competitors. The Society’s initial challenge was how to demonstrate its difference to both existing and potential customers. Its wider ambition however is to work within a market that works in the best interest of customers. This means a need not only to be different but also to lead the way for others to follow.
Andrew Baddeley-Chappell qualified as a chartered accountant with Ernst & Young before joining Nationwide Building Society in 1992. The Society is the third largest mortgage lender and the second largest savings provider in the UK, with around 15 million members. Andrew has undertaken a range of roles within different elements of the Nationwide Group including internal audit, banking, life assurance, unit trusts and personal loans. Previous roles include Finance Director of the Group's specialist mortgage lending subsidiary and Head of Mortgage Marketing for Nationwide. Andrew is currently Head of Strategy & Policy for Mortgages & Savings. Andrew is the lead contact with trade bodies, government and regulators on housing, mortgage and savings matters.
Darren Johnson
Chief Growth Officer & VP Kodak Alaris
Strategy Innovation in a Newly Networked Age
For a company to grow today it needs to connect better than ever before. We are entering a newly networked age where the concept of user centricity is vastly extended. Open platforms, radical transparency and cultural change are redefining business for all of us and the smart aggregation of consumer solutions is a growing trend. This talk will discuss the overarching elements impacting strategy innovation today and how Kodak Alaris is driving change.
Darren Johnson is the Chief Growth Officer and Vice President of Kodak Alaris, Personalized Imaging business. Darren has a broad cross functional background spanning marketing, sales, R&D and manufacturing across fmcg, services and commercial sectors. Darren lead Kodak’s manufacturing process R&D group in the UK before moving to its Consumer Business through sales management and strategy to UK Marketing Director. Shortly following Darren moved to a European role as Business Development Director EAMER and spent three years growing Kodak’s Retail business across Europe - subsequently running the Personalized Imaging business as Regional Business Manager and Vice President. Darren became Chief Growth Officer for Kodak’s Personalized Imaging Business in 2012 and is responsible for growth strategy and marketing for Kodak Alaris Personalized Imaging worldwide.
Yatin Pahwa
VP, Product Strategy and Business Development Deutsche Telekom Yatin Pahwa is responsible for Product Strategy within the Digital Business Unit of Deutsche Telekom. He has been part of Deutsche Telekom since February 2012, and prior to that, was heading strategy for Digital Commerce in Nokia. He has worked in the Telecom and Internet industries throughout his 17 year career - both in large organizations, as well as in start ups. He has worked multiple across countries and has handled Strategy, Product Marketing, Product Development and Business Development during the course of his career.
Tapping into Adjacent Markets - A Telco’s Strategy to Innovate
With the traditional revenue sources of Telcos flattening and digital businesses becoming more common, they must adapt their strategies to not only stabilize, but also grow their revenue and profits. What are the ways a Telco can approach this problem, and how does Deutsche Telekom cooperate with the external world to innovate and stay ahead?
Speaker Information
Kerensa Jennings
Head of Strategic Delivery BBC As Head of Strategic Delivery at the BBC, Kerensa Jennings combines creative, strategic and tactical thinking. She started her professional career as a journalist and programme maker, working first at ITN then Sky. She went on to become Editor of Breakfast with Frost at the BBC, and the BBC’s Election Results Editor, before making programmes on dinosaurs with Sir David Attenborough and producing/directing Royalty, sporting heroes, pop stars and politicians - everyone from James Nesbitt to Billy Bragg to Nelson Mandela. Kerensa then made the move to strategic work, and is the project director of the pan-BBC Simplicity transformation programme.
Simplicity in a World of Complexity
How do you empower and enable your people to do their best work? How do you set their talents free, so they can focus their energy on the things that matter? How can you drive productivity savings and deliver results while inspiring discretionary effort at the same time? How can you design a strategy which has tangible financial and non-financial benefits, while staying true to your company’s values and motivating people to feel emotionally connected to your organisation’s higher purpose? How do you create an engagement programme to support your strategy? Kerensa Jennings, Head of Strategic Delivery, shares her story.
Richard Clarke
VP, Global Retail Strategy Fujitsu
Planning Horizons in Retail IT? About 24 Hours - How Tech and IT Services Providers Plan for Growth
In two industries subject to exceptional change – IT and retail – Richard Clarke will explain how Fujitsu tries to take a long view in a very short term game. Specifically this presentation will illuminate some of the planning principles and methodologies employed by a global ICT player – with some success, some not - to bring strategic vision to new product development, quarter by quarter sales planning and customer by customer account and delivery management. Retail – with the heady growth of mobile, cross-channel shopping and personalised engagement – simply adds extra fun, excitement and challenge to the mix for strategic planning.
Richard has been Vice President of Global Retail for Fujitsu International Business since 2011. His role is to deliver a consistent, commercial and relevant global retail strategy for business growth and customer satisfaction. He is also responsible for Fujitsu’s global portfolio solution development including its next generation retail platform, business consulting and sales enablement, global solution partner alliance management, retail analyst relations and key client engagement and business development. Richard worked in the retail industry for 25 years in senior roles across industry, consulting and technology.
Scott Balloch
Head of Energy and Environment Strategy BT Scott Balloch is the Head of Energy and Environment Strategy at BT. Scott joined the Energy and Carbon Unit in 2010. As well as managing the unit’s multi-million pound investment portfolio, Scott leads the change practice that is delivering the global energy reduction program and environmental management for BT. Scott is responsible for leading on policy engagement, regulatory compliance and is developing propositions and go to market strategies. Scott is a strategist and a transformation consultant, and was responsible for leading on the development of the BT Board’s long term 2020 energy strategy.
Getting Sustainability on the Strategy Agenda
Getting issues of sustainability and environment on the agenda of senior leadership teams in blue chip companies is not always easy. BT is a stand-out example of a blue chip company that has made doing the right thing make sound commercial sense. BT’s energy and carbon reduction program has now saved more than £90m of energy costs from the BT cost base. BT has delivered an 80% reduction of carbon from its 1996 base year (reaching the 80% target it set itself three years early). Scott will discuss the commercial and strategic stories that have helped BT to deliver its successes, and how BT’s Energy and Carbon team have made its program of work commercially and strategically important to the wider business.
Speaker Information
Michele Fiorentino
Director, Strategy Castrol, at BP
Perfect Change for a Fluid Simplicity
At any point in time global organisations find themselves dealing, with the issues of investing for long-term growth while securing short-term business profitability, and at the same time driving worldwide efficiencies while remaining agile and responsive locally. In a difficult macroeconomic environment the need to design and execute strategies to manage these potentially conflicting objectives becomes critical. I will discuss the genesis of such tensions at Castrol, and which strategies we have adopted and are evaluating to help the organisation not only to navigate the current difficult market but also to equip it to become a better and stronger company.
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.
Giovanni Ghisetti
Director, Strategy & M&As Coca-Cola Enterprises Strategy and business development practitioner with 20 years of international experience working with top management. Degrees in International Economics from Istituto Universitario di Bergamo – Italy and Master’s Degrees in Psychology and Organisational Systems from London School of Economics and the Fielding Institute S.Barbara CA, USA. Lived and worked in Italy, Japan, USA Germany, France, UK, and Luxembourg, and managed projects in more than 20 European, North American and Asian countries. Functional experience in finance, supply chain, marketing, start-ups, M&A’s and Business Development, combining An interest for organisations with a sound understanding of business dynamics. Worked on complex strategic initiatives for HP, Kraft Foods, Ferrero International and Coca Cola.
Complexities & Decision Traps in Mergers & Acquisitions
Mergers and acquisitions are among the most fatal decisions that executives are asked to take. The failure rate of large scale acquisitions are still in the 70-80% range despite 60 years of accumulated experience, numerous conferences and hundreds of books on the subject. Undeniably the complexity that decision makers are faced with in Merger and Acquisitions is extreme requiring corporate professionals to analyze organisations from all functional aspects working across diverse disciples, legislations, countries, cultures and often requiring to make sense of conflicting ways of thinking introduced by a plethora of advisors. During the presentation a framework to interpret Mergers and Acquisitions is proposed and the typical biases of senior management are illustrated. Recognizing and reducing biases is vital for upgrading the quality of such strategic decisions.
Steven Murray
Director, Group Strategy Standard Life
Making Strategic Planning a More Continuous Process
As soon as a strategic plan is formally documented it is almost immediately out of date and in many organisations can be something that sits on the shelf only being revisited as part of a review every few years. There are significant benefits associated with moving to a more continuous process where the strategy evolves as the business and its competitive environment changes. These include on-going engagement with senior management, the wider business population and the board as well as a greater ability to act quickly in the event of a change including better monitoring of whether the strategy is being successful.
Steve was appointed Group Strategy & Corporate Finance Director at Standard Life in June 2011 having previously headed up Group Corporate Finance. He is responsible for overseeing and developing the Groups organic and inorganic strategy, oversight and execution of corporate transactions and oversight of the Groups strategic investments in JVs. He joined Standard Life in 2004, working on the Group’s listing readiness programme and the flotation team. Post Standard Life’s flotation in June 2006, he joined the newly formed Corporate Finance team. Prior to Standard Life, Steve worked for Ernst & Young across a variety of disciplines.
Speaker Information
Shuja Khan
Director, Digital Entertainment Virgin Media
Redefining Strategy in a Period of Transition
What Shuja will cover: • How Virgin have addressed competitors such as • iPlayer • Lovefilm • Netflix Changing Viewing Behaviours • Aggressive competition becoming an advantage •
Shuja is responsible for driving growth and P&L performance, pricing/proposition, commercial strategy and business development for the Digital Entertainment division Prior to this, he was Corporate Strategy Director, responsible for new growth and corporate development (e.g. Embassy, Small Business etc), M&A evaluation, LRP and long terms strategy development.
Graeme Stewart
Director of Public Sector Strategy and Relations, UK & Ireland McAfee Graeme Stewart is Director of Public Sector Strategy and Relations, UK&I at McAfee. He is responsible for McAfee’s overall strategy as it relates to the UK Public Sector on the topic of Cyber Defence. His works cover assisting various Government Departments in formulating and executing policy; offering comment, advice and guidance to Public bodies; providing a narrative on the topic to key Government stakeholders and ensuring that McAfee has the right relationships across elected bodies, the Civil Service and the wider Public Sector. Graeme has worked in the field for close to 15 years.
From Transactional to Strategic: How McAfee is repositioning itself in the UK with Government
The UK Public Sector has long been a good marketplace for McAfee, but in recent years, revenues have slowed. I was brought in to ascertain why, and build a recovery programme. My view was that the messaging and approach to customers was wrong and provided little value to them. This presentation discusses my approach to date: my methodology, what’s worked, what hasn’t worked, and what lies ahead.
Marcus Stanton
Head of Product & Capital Development Gatwick Airport Marcus is a Charted Civil Engineer with over 25 years’ experience in management and construction. His background spans operational, development and strategic roles in public and private sectors. In his current role, Marcus is responsible for the strategic development of a product led capital programme, together with Master Planning and forecasting functions. In partnership with the six sigma team, he leads an integrated approach to organisational capability, ensuring the airport is well placed to compete. Utilising insight and benchmarking, Marcus leads the development of differentiated products and services across passenger segments, to maximise value for a complex array of customers and stakeholders.
Strategic Change - From Infrastructure Bias to Passenger Focussed, Product Led Strategy
Following the sale of Gatwick in December 2009 by BAA, Gatwick Airport has been free to compete. This presentation will explain one of the strategic changes since taken to compete for market share - breaking away from a legacy approach to infrastructure, and moving towards a customer and passenger focussed plan. Through extensive passenger research and market intelligence, a targeted approach was developed, utilising a balanced application of improvements in people, process, technology and infrastructure to gain competitive advantage. Whilst familiar to most competitive businesses today, it’s a step change in the airport sector and is causing a great deal of interest amongst competitors.
Speaker Information
Maria Krainova
Head of Product Strategy & Special Projects Kaplan
Driving Change in Education at Kaplan
Change can be an exciting concept for strategists, but is often an uncomfortable one for those impacted by it. This session will focus on how change is being driven in the education sector, which is undergoing significant disruption enabled by online and mobile technologies. Based on the latest educational product transformation at Kaplan, we will explore steps to consider before embarking on any type or size of change. From translating broad corporate vision to meeting needs of multiple stakeholders Presentation Details Coming Soon... and customers, the session will aim to make clearer the tricky business of strategy implementation.
Maria is Head of Product strategy and special projects at Kaplan UK, a subsidiary of the Washington Post, leading programmes in product and business transformation across higher and professional education sectors. Prior to joining Kaplan in London, Maria worked on the other side of the Atlantic in strategy, Chris Fearn marketing, and general management roles; including growing a new healthcare Director, Strategic Planning Europe startup to £10m revenue in 3 years. She is passionate Coca Cola Enterprises about sustainability and country development through education. Maria holds an MBA from New York University Stern school of business, specialising in strategy and Bio coming soon.... change management.
Karthik Subramanya
Head of Corporate Strategy SSE
Karthik Subramanya is the Head of Corporate Planning for SSE, where he manages a number of strategic projects for the UK's 2nd largest utility. He has recently undertaken a strategic review of our Major Projects teams where SSE is investing £1.5 billion annually in building electric generation and transmission infrastructure. Prior to SSE he was with
HBOS/Lloyds Banking Group for 6 years where he was Head of International Strategy and held leadership roles in Private equity and Corporate Banking. Before banking, Karthik was a management consultant advising financial institutions on Strategy, Operations and technology. He has an MBA from the Indian Institute of Management, Ahmedabad, India and is a quailifed electrical engineer.
Further Details to Come From...
Chris Pettit
MD, Head of Strategy Royal Bank of Scotland
Improving Customer Experience
Indy Saha
Director, Creative Strategy Google
How Purpose is Driving Strategy
The Information
Strategic Planning Innovation Summit
Date: Location: Venue: Telephone Enquiries: 24th & 25th October, 2013 London, UK The Landmark London Hotel +44 (0)20 7631 8000
Registration Pricing
Silver Pass Gold Pass Diamond Pass
£995
Access to all sessions & networking event
£1195
Access to all sessions, networking events & annual subscription to IE. membership
£1395
Access to all sessions, networking events, annual subscription to IE. membership & Strategic Analysis Report
£795
Early Bird Price
£995
Early Bird Price
£1195
Early Bird Price
1 Day Pass
On-Demand
£695
Full access to the sessions and networking events on your chosen day & 30 days access to IE. membership
£400
Full access to a live recording across both days for the summit.
£595
Early Bird Price
Access to IE. membership site to view the event materials
Group Discount Offers
3 Silver Passes: 5 Silver Passes: 3 Gold Passes: 5 Gold Passes: 3 Diamond Passes: 5 Diamond Passes: £2100 (£700 per attendee) £3250 (£650 per attendee) £2700 (£900 per attendee) £4250 (£850 per attendee) £3300 (£1100 per attendee) £5250 (£1050 per attendee) For one day passes and group discounts contact Jordan Dunne by calling +44 207 193 0827 or email [email protected] * Team discounts are applicable at the point of registration only.
Ways to Register
+44 207 193 0827 +1 323 446 7673
Register Online Here
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Registration Form
Strategic Planning Innovation Summit
24 & 25 October, 2013 | The Landmark Hotel | London, UK
For registration or more information on the program, please call Jordan on +44 207 193 0827 or fax this registration form to +1 (323) 446 7673
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3 Silver Passes £2100 (£700 per attendee) 5 Silver Passes £3250 (£650 per attendee) 3 Gold Passes £2700 (£900 per attendee) 5 Gold Passes £4250 (£850 per attendee) 3 Diamond Passes £3300 (£1100 per attendee) Attendees ____ Attendees ____ Attendees ____ Attendees ____ Attendees ____ 5 Diamond Passes £5250 (£1050 per attendee)
For larger groups or one day passes contact Jordan Dunne by calling +44 207 193 0827 or email [email protected] Group passes only available when all participants register together.
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Silver Pass: £995 Gold Pass: £1195 Diamond Pass: £1395 One Day Pass: £695 On Demand Pass: £400
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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 16 September, 2013 incur an administrative charge of 50%. If you cancel your registration after 16 September 2013 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.
Schedule
Day One
08.30
Session One 08.30 - 11.00
7 24 October
10.00
Coffee Break 11.00 - 11.30
10.30
Session Two 11.30 - 13.00
12.00
Lunch 13.00 - 14.00
13.30
Session Three 14.00 - 15.30
15.00
Coffee Break 15.30 - 16.00
15.30
Session Four 16.00 - 17.30
17.00
Networking Drinks 17.30 - 19.00
19.00
Day Two
08.30
Session Five 08.30 - 11.00
25 October
10.00
Coffee Break 11.00 - 11.30
10.30
Session Six 11.30 - 13.00
12.00
Lunch 13.00 - 14.00
13.30
Session Seven 14.00 - 15.30
15.00 15.30
Coffee Break 15.30 - 16.00
Session Eight 15.30 - 17.30
17.00
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Previous Sponsors
Platinum Sponsor
Global Gold Sponsor
Silver Sponsor
Coffee Break Sponsor
Exhibitor
Exhibitor
Media Partner
Media Partner
Global Partner
For sponsorship information contact Giles at [email protected]
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Strategy
March
Women in Strategy Summit
March 21 & 22 New York
2013 CALENDAR
September
Digital Strategy Innovation Summit
September 19 & 20 San Francisco
December
Chief Strategy Officer Summit
December 5 & 6 New York
Digital Strategy Innovation Summit
March 21 & 22 New York
Digital Marketing Innovation Summit
September 19 & 20 San Francisco
Strategic Planning Innovation Summit
December 5 & 6 New York
April
Chief Strategy Officer Summit
April 18 & 19 Hong Kong
Brand Strategy Innovation Summit
September 19 & 20 San Francisco
Chief Innovation Officer Summit
December 5 & 6 New York
October
Digital Strategy Innovation Summit
October 24 & 25 London
Chief Strategy Officer Summit
April 25 & 26 London
May
Chief Strategy Officer Summit
May 23 & 24 San Francisco
Strategic Planning Innovation Summit
October 24 & 25 London
Chief Strategy Officer Summit
October 24 & 25 Shanghai
Strategic Performance & Change Management Innovation
May 23 & 24 San Francisco
Flagship Summit Expected Attendees
Women Digital
CXO Social Media
Branding
Partnership Opportunities: Giles Godwin-Brown | [email protected] | +1 415 692 5498 Attendee Invitation: Sean Foreman | [email protected] | +1 415 692 5514
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