Keynote & Featured Speakers



  • 2 Days
  • £1245
  • plus VAT = £1,494
Group Booking Discounts
2-3 10% discount
4-5 20% discount
6+ 25% discount


  • 22 Portman Square
  • London W1H 7BG
  • UK


Day 1 - March 21
08:00 - 09:00 Registration
09:00 - 09:15 Forum welcome - Chris Potts
KEYNOTE: Red Monkey Innovation Management - Organisations in Search of a New Balance

The world is changing faster and faster. Organizations, companies, schools and regions have to adapt to a world that is flooded with information and need to increase their power to learn and innovate dramatically. Today’s organisations and companies however are not able to create the right learning and working environment that enables and energizes disruptive innovation by using passion for talents. We unintentionally transformed talented adults and children into passionless sheep. We must rethink the organization of working and learning. We should boldly go for disruptive business innovation powered by disruptive culture innovation.

This session is a plea for a dramatic change in the organization of work and education. After this session 2D, 3D, Sheep and Red Monkeys will be branded in your brain. You will become disrupted.

  • Attendees will learn that transforming organizations into real learning and innovating organizations will not be possible with consensus, but will be driven by conflicts
  • Attendees will learn a new model for disruptive innovation: Red Monkey Innovation Management
  • Attendees will understand the impact of today’s information luxury on the organization of learning and work. We must get rid of our diploma-addiction and go for Competence Playlist Based learning and working.

KEYNOTE: Red Monkey Innovation Management - Organisations in Search of a New Balance
10:15-10:35 Networking, Break and Exhibits
Pushing Frontiers to Drive Innovation and Differentiation

This session will showcase a 3-year Exploration initiative, which has delivered dramatic efficiency improvements:

  • Continuously driving operational excellence in the Exploration space by ever sharpening collaboration
  • Creating focus through simple language and common ways of working.
  • Enhancing performance focus through a ‘multi lens’ OE/CI deployment approach
  • Embedding CI behaviours to compliment technical differentiation and innovation
  • Operationalizing and broadening this approach across the Upstream Subsurface Technical User Community to drive further significant efficiency gains.

You will learn how the pragmatic roll-out of continuous improvement principles and approaches established a culture of collaboration within the Upstream exploration business. Also, how this is now being rolled up to the full Upstream technical user community to help us remain both competitive and innovative.

The State of Corporate Innovation in 2017 - Learn From Your Peers

Innovation is easy to say and it’s easy to pay lip-service to it. But what are businesses really doing? In our industry research, we’ve found many great examples of successful programmes – but also uncovered a number of value-destroying antipatterns.

In this session, Angela, will share in-depth benchmarking research that shows how businesses across different industries and regions are approaching innovation programmes today, and highlight the common challenges and opportunities.

Pushing Frontiers to Drive Innovation and Differentiation

Ýr Gunnarsdóttir, Operational Excellence/Continuous Improvement Deployment Lead, Shell International

Ýr Gunnarsdóttir

Operational Excellence/Continuous Improvement Deployment Lead, Shell International

Ýr Gunnarsdóttir is a results oriented professional with 20 years of experience delivering sustainable, fit-for-purpose business improvement initiatives, across a range of industries and disciplines (oil and gas, energy, automotive, telecom, banking, technology, pharmaceutical, non-profit).  She focuses on value delivery, end to end process improvement, and operational excellence.  Her approach utilizes a range of tools and techniques (Lean, performance and process management, communications) designed to unleash a team or organization’s people to deliver sustainable and continuously improving results.  Ýr joined Shell International in August in The Netherlands in August 2012 as a Senior OE/CI Deployment Lead in the global Process Leadership team.  She is accountable for driving continuous improvement, an efficiency mind-set, and operational excellence across the enterprise, with the aim of accelerating business value.

The State of Corporate Innovation in 2017 - Learn From Your Peers

Angela Ashenden, Principal Analyst, MWD Advisors

Angela Ashenden

Principal Analyst, MWD Advisors

Angela Ashenden is Principal Analyst at MWD Advisors and specialises in technologies for connecting people and knowledge, to help organisations improve employee, customer and partner engagement. With more than 15 years’ experience as an industry analyst, Angela is a highly accomplished writer and public speaker, with expertise in many areas around collaboration, innovation and information management. Angela regularly presents at conferences and seminars on technology, markets and adoption best practice, as well as writing for journals and trade publications. Quotes and articles written by Angela have been published in CIO UK, CMSWire, AIIM, Computer Weekly, Information Week,, simply-communicate, Information Age, Our Social Times and ebizQ. Follow Angela on Twitter: @aashenden.

Putting the Business Centre Stage of Change

It’s relatively easy to talk about changing the business, it’s quite another thing doing it. There are many parts to the change puzzle and, with people involved, variables are constantly added. A programme or project is the typical mechanism for delivering change, however PMI’s 2016 Pulse of the Profession Report confirmed that, compared to last year, fewer projects are meeting original goals and business intent.

In order to shift ingrained ways of working in business operations and projects, Organisations must think and behave differently if they’re to actually change, and realise increased value from innovation or any other initiative.  This session aims to challenge thinking and generate discussion on:

  • Why change must be an integral part of project thinking; technical project management skills are no longer enough
  • Why the gap between business and project needs to be bridged if change is to be achieved
  • How methodologies, frameworks, and models give structure yet delay progress
  • Why attitudes and behaviours must shift.

Faster Innovation without Blowing the Budget: Look Outside Your Industry!

In today’s competitive markets, innovation is no longer a “nice to have” but a “must to have for survival”.  Innovation is inherently risky, there are no guarantees for success and, in many cases, it fails to produce an effective competitive advantage that can’t be easily replicated elsewhere. In this talk, Salman will speak about how the risks and costs can be lowered by not re-inventing the wheel but focusing on adaptation of existing solutions and technologies from external industries.

In a century where value propositions are becoming increasingly customer-centric, the competition is shifting to how well technologies can be adapted to meet the needs of the customer, rather than beating each other on technical specifications! Key points that will be discussed in the talk:

  • How to shift from technology-centric innovation to customer-centric innovation
  • How to copy customer success from external industries to your own industry
  • How to minimise budget and risk for building competitive advantage in your market.

Putting the Business Centre Stage of Change

Deanne Earle, Principal Consultant, Unlike Before, Italy   

Deanne Earle

Principal Consultant, Unlike Before, Italy   

Deanne Earle is an independent executive level IS Project Consultant with over 20 years of experience across the spectrum of IT/IS projects. Now based in Italy she provides technology-led business change programme and project delivery services internationally. Her approach helps companies increase the level of sustainable business value from their IT projects and people. Deanne’s held operational management, leadership, and various portfolio, programme, and project management roles in Food Manufacturing and Supply Chain, FMCG, Telco, and Software Service sectors. She’s a published author, sought-after contributor on project delivery, management, change and leadership, and interested in the effect emotional and cultural intelligence has on project management and delivery. Follow Deanne on Twitter: @UnlikeBefore.

Faster Innovation without Blowing the Budget: Look Outside Your Industry!
13:10-14:15 Networking, Lunch and Exhibits
Innovation for Good Business

Does your organisation understand the business value of corporate social responsibility (CSR)? Does it understand how innovation and CSR can help your business’ goals? And at the same time, help your brand affinity or engagement of your staff?

Laura, director of Silverfish CSR will do a deep-dive into the latest behavioural and technological trends and how, combined with a smart corporate social responsibility strategy, they can help your business innovate and grow.

13:30 - 13:50 Perspective Session
Innovation for Good Business

Laura Da Silva Gomes, Founder and Director, Silverfish CSR Ltd

Laura Da Silva Gomes

Founder and Director, Silverfish CSR Ltd

Laura Da Silva Gomes is the founder and director of Silverfish CSR Ltd, a company that specialises on Innovation and Corporate Social Responsibility. She has worked closely with companies all over the world, from France to New Zealand, from South Africa to Canada, in multiple languages to look at how to improve their positive impact on society. She is also involved in a project that aims at protecting an island in the Indian ocean while making it sustainable from a financial, environmental and human perspective.

Business Change & Transformation Session: Keynote: Sustainable Change: Diversity and Beyond

Tales of Innovation from Europe, North America and Beyond

PNMsoft will present a selection of customer stories – stripped of all product hype – where clients innovate with IoT devices, mobile apps in remote locations, and business orchestration success, generating impact and winning industry awards.

13:50 - 14:10 Perspective Session
Tales of Innovation from Europe, North America and Beyond

Vasileios Kospanos, Marketing Manager, PNMsoft

Vasileios Kospanos

Marketing Manager, PNMsoft

Vasileios Kospanos is the Marketing Manager of PNMsoft and a software technologist, focusing on IoT, Customer Experience, EA & BPM, and Case Management. During his 10-year long marketing journey he was worked with many household brands such as AutoNation, Portugal Telecom, Royal Academy of Dance, and Birkbeck College among others, on storytelling and communicating Business Transformation initiatives.

Using Gamification in Talent Management - Without Playing Games with your People.

Talent Management is one of the hot topics in the last decade due to a pressure to decrease costs and outsource part of production, while increasing the know-how, motivation and loyalty of employees. Is there a bridge between these two extremes? This presentation will bring a few real-life examples in this area and providing following insights:

  • What a recent crisis taught us about value of human capital
  • Although different people are motivated by different things – is there anything they all have in common?
  • Tips for recognizing, hiring and keeping talented employees.

Customer-Driven Innovation: from Common Sense to Common Practice

Euroconsumers is in the middle of making the shift from big investments in a small number of innovation projects, to small investments in a large number of idea validations. This goes along with a shift from a group-level decision approach to local empowerment in five countries, without losing track of group synergies and capabilities.

From starting this journey at the beginning of 2016, and thanks to the strong sponsorship of the CEO towards all 5 countries, we are adopting a “First test, then invest” mindset in our innovation process. Many ideas are now in the funnel to be tested.  You will learn:

  • What techniques and templates do we use to inspire and guide people, without constraining or steering the whole innovation effort?
  • How we shift from product thinking to customer thinking?
  • How do we turn a “we believe” mindset into a “what are our assumptions & how can we validate them” mindset?
  • Processes and organisation: what worked well and what didn’t work.
  • How can we enable innovation with respect for the established organisation, building upon its strengths and capabilities?

14:15 - 15:30
Using Gamification in Talent Management - Without Playing Games with your People.

Davor Gasparac, Head of Group Org Corporates, Erste Group Bank AG, Austria

Davor Gasparac

Head of Group Org Corporates, Erste Group Bank AG, Austria

Davor Gasparac has 18 years of hands-on experience in delivering complex projects in IT, Telekom and Banking industry.  He is a frequent speaker on international conferences, covering the following areas: shared service centres (strategy, setup, cost sharing, KPI’s and architecture); Outsourcing (as a strategy for reducing costs, and focusing on core business); Talent management (retaining and further building human capital and knowledge management); Gamification (related to all three topics above); Project Management. His presentations are regularly scored amongst the top 5 by conference participants.

Customer-Driven Innovation: from Common Sense to Common Practice

Tom Verweijen, Group Portfolio Manager, Test-Aankoop/Test-Achats, Part of Euroconsumers

Tom Verweijen

Group Portfolio Manager, Test-Aankoop/Test-Achats, Part of Euroconsumers

Tom Verweijen is portfolio manager at Test-Aankoop / Test-Achats, a Belgian consumer rights organization. Previously, Tom worked for 15 years as a business process management consultant and business analyst. In his current position, he supports the organization in the definition, execution and follow-up of the strategy. He is also responsible for a team of Business Architects.  Follow Tom on Twitter: @bacommunity.

15:30-15:50 Networking, Break and Exhibits
Transformation, or Easy and Simple?

The big transformational, engineering approach to BPM does not suit all organisations. At Yorkshire Building Society Group, we are looking to deploy innovative, small scale, stepwise improvements.  This uses a range of tactical technologies to unlock the value of technology and take our process improvement initiatives to the next level, based on our ‘Easy and Simple’ motto. All of these ‘marginal gains’ are identified by our customers and colleagues, then analysed, prioritised and addressed by our Operational Excellence team.

  • BPM – It’s not always big, and it doesn’t need to be clever
  • Modelling – See both the wood and the trees
  • Treatments – Take one of these and see me in the morning
  • Prioritise – Do sweat the small stuff
  • Deliver – Little, and often.

Dilemmas in Innovation - a Personal Account

During the past three years, the Port of Antwerp Authority have designed a new process for generic knowledge work, authentically supported with new kinds of tools. Their concept was given an award in Washington – a true confirmation of its innovative character. This was the start of an important change project, that very soon realized that the people factor (new skills, culture, communication) had been underestimated.In any case, these years of design and implementation were not evident at all; they were full of dilemmas whether or not they were doing the right things, in the right way. Were they in a 2.0-hype or not? Was the introduced process too disruptive or not? Did they go too fast or too slow? Had they chosen the right tools or not? And have they arrived in a new AI-hype now? Should they step into that too?

Filip will give a personal account of this trajectory and accompanying dilemmas and tell how we cope with it. It’s a process of thought and action combined in design, learning, experimentation and especially perseverance.

Transformation, or Easy and Simple?

Richard Frost, Lead Enterprise Architect, Operational Excellence, Yorkshire Building Society

Richard Frost

Lead Enterprise Architect, Operational Excellence

Yorkshire Building Society

Richard joined Operational Excellence in YBS Group in 2016 bringing a technology lens to bear on process improvement. Specifically, Richard has selecting and implemented Robotics and Zero Code BPM, recruited and delivered a centre of excellence. He is now working on introducing AI and intelligent image management into the building society.  Richard is a highly experienced Enterprise Architect and thought leader with 30 years’ experience at Halifax / HBoS / Lloyds Banking Group and four years with Yorkshire Building Society Group, where he was previously Domain Architect for BPM and Lead Enterprise Architect on Mortgage Transformation. He led the selection of BPM technology for HBOS plc, for Lloyds Banking Group, and for the Yorkshire. He has performed most of the major roles in IT, including Head of Strategy and Architecture at Halifax General Insurance and Head of Workflow for HBOS.  Follow Richard on Twitter: @richardfrost.

Dilemmas in Innovation - a Personal Account

Filip Callewaert, Head of Information and Knowledge Management, Port of Antwerp Authority & The Belgian Green Party, Belgium

Filip Callewaert

Head of Information and Knowledge Management, Port of Antwerp Authority & The Belgian Green Party, Belgium

Peter Drucker’s assertion that “making knowledge workers productive is the biggest of the 21st century management challenges” is the inspiration for Filip Callewaert’s professional life.  Filip is a linguist and is especially interested in how the medium and message interact, using concepts from semiotics to understand this issue.  In his professional problem-solving cases, most often in the context of the New World of Work projects, Filip combines many disciplines: information management, knowledge management, process management, project management, business intelligence, IT, internal communications, organizational development, leadership, performance management, community management, and even workplace ergonomics.  He worked as a teacher, was knowledge manager for the Doctoral Schools at the Vrije Universiteit Brussel (Belgium), after which he managed the International Relations Department there; he was responsible for the information and knowledge management at the Social Welfare service at the city of Roeselare (Belgium), and now he performs that function at the Port of Antwerp. Since mid 2016 he has been recruited by the Belgian Green Party for the implementation of their digital workplace. Follow Filip on Twitter: @callewaertfilip.

17:05-18:00 Networking, Drinks Reception and Exhibits
Day 2 - March 22
KEYNOTE: The Power of Change – A Personal Journey

Change is a force that acts on all aspects of life and business.  Those of us who work in change-related professions are continually assisting people through transformation, whether it be what the customer does, how they do it or even whether they do it in the future.  In most cases the need for change is a positive one, but it can be an unsettling and even frightening experience.

David was diagnosed with Parkinson’s Disease in 2010 and in this session he will explain the personal impact this had on him and how it has deepened his understanding of the way change works. In his own uniquely humorous way David will explore the nature of change, the effects it has on people and the lessons he has learnt from his journey. He will share his own thoughts and philosophy on what motivates him, the inspirational figures who have guided him and how he has applied this to his work and personal life.   He will discuss:

  • Two change models; the Change Curve and The Hero’s Journey
  • How to discover your own motivation to make change
  • How to communicate change effectively to others.

KEYNOTE: The Power of Change – A Personal Journey
The Fourth Architectural Revolution is Driven by Innovation

The new wave of technology-driven business transformation blurs the boundaries between analog and digital, consumer and producer, and change and stability. At the most fundamental level, these change can be seen as an architectural revolution, since the very structure and identity of the enterprise radically changes. To cope with this, enterprises must become better at understanding themselves holistically, and must explore and exploit enterprise innovation.  In this presentation, John and Marco will show how to turn design innovations into valuable investments by using reference architectures, scenarios and portfolio analysis.

  • What is the Fourth Architectural Revolution?
  • How does this relate to Industry 4.0?
  • What is wrong with the Reference Architecture for Industry 4.0 standard (RAMI 4.0)? Is OMG’s IIC-IIRA any better?
  • What is a Viable Enterprise Management System?

Changing an Organisation from a Blank Sheet of Paper

It’s your first day on a new assignment, and your director asks you to turn the organization around. You’ve been given a brief of the challenges in vague terms, while the targets are very clear. You have 6 months to demonstrate that your approach is working, evidenced by the sustained improvements of some business indicators. What do you do?

In this presentation, Ivie will be sharing some of his experiences in managing change in large complex organisations and will bring to life models and change management principles. Delegates will explore:

  • The first steps to follow when faced with such a challenge
  • A seasoned approach to leading change
  • Addressing the elephant in the room, called culture
  • How to design and target change interventions that lead to sustainable success
  • How to challenge the status quo without burning bridges.

The Fourth Architectural Revolution is Driven by Innovation

John Gøtze, Senior Consultant, Qualiware

John Gøtze

Senior Consultant


Dr John Gøtze is Director of Research and Education in QualiWare, as well as an assistant professor at the IT University of Copenhagen. John has published several books and many articles, mainly about enterprise architecture and business transformation. John has worked with digitalization since the early 1990s as a university researcher, a civil servant and an entrepreneur. John holds a PhD and a MSc from the Technical University of Denmark. Follow John on Twitter: @Gotze.

Marco Nardello, PhD Student, Aalborg University

Marco Nardello

PhD Student, Aalborg University

Marco Nardello is former consultant in IT Strategy now working on an industrial PhD with QualiWare and Aalborg University’s Smart Production Initiative ( ). Now based in Denmark his research focus is on Enterprise Architecture for digital factories. The principal areas of focus include Industry 4.0 reference models, the development of implementation methodologies for Industry 4.0, the application of models and methodologies in test and real world environment. Companies part of the MADE ( program will collaborate on the case studies. Marco published a paper on assessing Enterprise Architecture teams contribution to organizational innovation. He holds a MSc degree in Software Engineering from the IT University of Copenhagen and a BSc in IT security from Universita’ degli studi di Milano. Follow Marco on Twitter: @MarcoNardello

Changing an Organisation from a Blank Sheet of Paper

Ivie Aroko, Head of Business Change, Royal Mail Fleet, UK

Ivie Aroko

Head of Business Change, Royal Mail Fleet, UK

Ivie Aroko has over 10 years’ experience in change management. Ivie has helped large organisations in the UK such as National Grid and Thames Water in developing and implementing large change projects and programmes. He is a certified lean/six-sigma black belt (IASSC) and a certified change management practitioner (APMG). Ivie also holds a Masters degree in engineering project management from the University of Birmingham and a Bachelor’s degree in industrial engineering. He is the Managing Director of ARIO Consulting Ltd., and is currently the head of business change at Royal Mail Fleet (a new business startup for the group). He is known to bring his infectious motivational style of leadership to the change projects and programmes he leads.

11:05-11:30 Networking, Break and Exhibits
Making Complexity Simple: Integration of Three Business Models

Airbus Defence and Space is the division within Airbus Group created by the merger of former Astrium, former Cassidian and former Airbus Military.  Adolfo runs the department responsible for integration and streamlining of all Airbus Defence and Space processes.

His duty is to reduce the number of processes that have been inherited from the former Divisions.  At the same time, and in parallel to the reduction of the number of processes, the processes themselves need to be improved.

  • How to set up a Process Management Governance in complex organisations to promote best practises sharing
  • Drive Process Integration activities and promotes standardization
  • Harmonize the way of working and Streamlining Core Business process to improve operational Performance
  • How to make digitalisation work within Process Management, in both the short and medium term.

Driving Innovation and Transformation by Design

Silos, bureaucracy, disjointed experiences, disruptive competition, lack of trust from employees and customers: enterprises are broken.

As architects, analysts and designers, we are challenged by our clients and users: rather than managing the technologies and assets of today, we need to shift our focus to what’s next. Going well beyond “keeping the lights on”, we need to lead the way into a fast changing, digital future.

Milan will share ways to work with the entrepreneurial rebels that move organizations forward and make them shift, inspired by cases from eda.c’s work with the likes of Toyota, SAP and Google:

  • Evaluating enterprise coherence holistically from customer and staff perspectives, and framing key challenges as opportunities for investment
  • Addressing challenges in a lean and agile fashion, adopting start-up approaches while enabling scaling and integrated governance
  • Making sense of the mess we find in complex environments, and co-designing shared models that trigger the transformation process
  • Overcoming rigid and restrictive re-engineering approaches using dynamic systems that help peers to reshape their environments

Making Complexity Simple: Integration of Three Business Models

Adolfo Garcia Moreno, Head of LEAN Process Integration, Airbus Defence and Space, Germany

Adolfo Garcia Moreno

Head of LEAN Process Integration, Airbus Defence and Space, Germany

Adolfo Garcia Moreno is currently Head of Lean Process Integration and is responsible for driving Airbus Defence and Space Process Integration activities. He promotes standardization, re-use and know-how, to improve operational performance and to streamline core business processes along the key company value streams.  He has focused on operational issues to provide consistent and sustainable solutions, and promotes efficient and collaborative ways of working across organizations or entities.  He has extensive experience of Operations & Programme Management and is an expert in leading complex, high-value international negotiations.

Driving Innovation and Transformation by Design

Benjamin Falke, Managing Partner, Enterprise Design Associates, Germany

Benjamin Falke

Managing Partner, Enterprise Design Associates, Germany

Benjamin Falke is a co-founder and managing partner of Enterprise Design Associates, an Enterprise Design consultancy based in Paris, Berlin and Düsseldorf. Benjamin has worked on strategic design initiatives for organizations of all sizes from different industries for several years. He focuses on aligning perspectives of people, business, and technology to create impactful strategies and concepts. Benjamin is a contributor to the Enterprise Design Framework and part of the organising team behind the INTERSECTION Conference series.

12:45-13:55 Networking, Lunch and Exhibits
Business Transformation: Gaining Advantage through Process Centricity and Process Intelligence

The most valuable asset for a retail group is their customer base. For Signavio, the goal is to contribute to the success of these customers. Discover how Business Transformation and Change Management has contributed to the success of retail firms through a customer success case study.

Facing the challenge to carve out specific parts of the organization in 2017 and have them listed separately on the stock market then expand the business over time. The customer separated the organizational parts of the company by late 2016. Viewing the technological advancements with optimism and as a big opportunity, since 2015 they have also engaged in an accelerator/mentoring program for technology startups in the retail and services sector to support startups that add value to existing customers.

Find out how they:

  • addressed challenges including loss of knowledge during restructuring
  • worked to achieve the most revenue in total through all retail channels
  • successfully leveraged their process-centric approach and Process Intelligence to gain the advantage in a highly competitive market

13:25-13:50 Perspective Session
Business Transformation: Gaining Advantage through Process Centricity and Process Intelligence

Steven Lewandowski, Signavio Customer Success, Signavio

Steven Lewandowski

Signavio Customer Success, Signavio

In his leading role in Customer Success at Signavio, Steven Lewandowski works with companies of all industries to implement change and gain the full potential from their Business Transformation projects and solutions. Steven ensures a long-lasting relationship with Signavio’s biggest clients, supporting them in achieving maximum value from their investments through his experience and expertise. He began his career in IT projects and software engineering then expanded his expertise through business intelligence consultancy before landing at Signavio.

Strategy: A Crucial Enabler, Or A Tired Cliche?

Say the word ‘strategy’, and many people will respond with a glazed look and a sigh. Seen as a Dilbert-esque ‘corporate’ buzzword, people throughout organisations often disengage, seeing strategic thinking as something for those in an ivory tower. It is often seen as disconnected from the real-world, with bland internally-focussed vision statements and strategic plans festering away twenty-six links deep on a corporate intranet. It is seen as a barrier to change, and associated with bureaucracy and governance.  Yet pursuing change and innovation without a cohesive set of strategic principles is like setting sail without a destination, a compass or a map. All important change requires co-ordinated effort, and this cohesion can be achieved with a clear, crisp, concise strategy. Done well, this ensures we have a laser-like focus on delivering products and services in a way that our customers love.

In this presentation, Adrian Reed positions strategy as a crucial enabler for the success of organisations, innovation and change, and proposes that everyone in an organisation is responsible for the alignment and delivery against that strategy.  You will hear:

  • What strategy is, and more importantly what it isn’t
  • The reason that we should focus on strategy, even when others are telling us to ‘just get going’ with a particular course of action
  • A range of practical strategic analysis techniques that can be used early in the business change lifecycle
  • What to do when strategy is ‘cloudy’ or our organisations seem to be pursuing conflicting goals
  • How innovation and change can shape strategy, and vice versa – and the relevance of strategy even in fluid, unpredictable business contexts.

The Balancing Act of Value Creation in Business Change

Technology-driven business change is typically delivered through a group’s IT and often lacks a clear business focus. Technological drivers take over and decision-making become a tedious power game between technical and business stakeholders.  As a result, technology-enabled change becomes technology-restricted change, and requires a different approach to success.

How can we define a balanced view of both the technical and business changes that are required to achieve the desired business capability, without compromising on a positive customer experience?

This session examines the creation of a value-adding, service-centre structured, business Treasury function aiming to provide significant transactional and advisory support to multiple business units. It introduces a model for successful business change that is based on a practical case study within the Food Processing and Retail industry, and its unique set of commercially driven impact projects.  Attendees will explore:

  • A triangular model for technology driven business change
  • The creation of added value through integrated delivery teams
  • The influence of balanced leadership to successful change.

Strategy: A Crucial Enabler, Or A Tired Cliche?
The Balancing Act of Value Creation in Business Change
15:10-15:35 Networking, Break and Exhibits
Innovation through Simplification

Is Innovation all about adding new ideas, creating new processes, and changing the current processes? In today’s digital age, Innovation in business change is about untangling the complicated stuff and making things simple. Innovation can be Innovation, only if you simplify things. In this presentation Menaka will be discussing driving business innovation through Technology using real life examples of “Simplified Innovation(s)” such as:

  • Robotics in Admin process
  • New product development by integrating digital technology with Healthcare

Key Enablers to Innovation:

  • Make it simple and easy for your customers and employees
  • Let your employees wear the thinking Hat!
  • 3R’s to innovation Rethink, Redefine, Recreate

Innovation through Simplification

Menaka Shanmugavadivelu, Senior Business Analyst, Aviva Health, UK

Menaka Shanmugavadivelu

Senior Business Analyst

Aviva Health, UK

Menaka has over 14 years of experience following her degree in Computer Technology and post graduation in MBA. Menaka has predominately worked in Financial Services sector which includes working in India for 7 years and 8 years in UK. She had an opportunity to work with leading FS companies like Prudential, Capita, Zurich, Met Life, SJP and Aviva delivering multiple projects that include Digital Apps , Data Analytics and Regulatory projects in both waterfall and Agile methodologies.  As a Business Analyst, Menaka advocates the Agile way of working and shares her knowledge with the wider BA community. She has presented in the IIBA Business Analysis Conference Europe in 2016 on Distributed Agile titled “BA in a Fragile environment” and in the Innovation, Business, Change and Transformation Conference Europe” in March 2017. Menaka is also a volunteer for the IIBA south West and has also presented at the South West conferences. Outside work she is mother of two and enjoys networking and also sharing her knowledge through presenting in conferences and mentoring. You can follow her on twitter @mptwitts or connect her on Linked In.

Navigating the Journey to Successful Outcomes - Innovation, Investment and Benefits

Bill Blackburn, Principal Consultant, Process Renewal Group, UK

Bill Blackburn

Principal Consultant, Process Renewal Group, UK

Bill has played a leading role in transformation programmes across a range of industries, spanning both public and commercial sectors in the UK, Europe and North America. He has a systems engineering background and takes a holistic approach across organisations to achieve sustainable improvements.  Bill is a recognised expert in business & technology architecture and has successfully applies benefits management disciplines to drive technology-¬enabled business change. He has worked in regulated industries in the commercial and public sectors and presently engaged in a global enterprise on a GDPR-related initiative.  He presents regularly at conferences, recent events including Enterprise Architecture, Innovation and Modernising Justice.

Adam Gwinnett, Head of Digital Architecture & Cybersecurity, Digital Change Directorate, HM Courts & Tribunals Service

Adam Gwinnett

Head of Digital Architecture & Cybersecurity, Digital Change Directorate, HM Courts & Tribunals Service

As Head of Digital Architecture, Adam Gwinnett is responsible for building the HM Courts & Tribunals Service’s new in-house Digital capability.

As part of the role, Adam owns the Digital Change technology roadmap and provides hands-on leadership in the development, operation and ongoing improvement of a complex, transformational digital service serving millions of users.

Adam has a background in contract/commercial law with a strong focus on IT support provisioning, allowing him to lead on the procurement and management of IT service agreements as well as drive best value service provisioning for a diverse user base.

16:55-17:05 Close

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  • 2 Days
  • £1245
  • plus VAT = £1,494
Group Booking Discounts
2-3 10% discount
4-5 20% discount
6+ 25% discount


  • 22 Portman Square
  • London W1H 7BG
  • UK

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