He is responsible for the day to day operations of Brightline to help organizations bridge the gap between Strategy Design and Delivery. Before Brightline, Tahirou worked for four years as Deputy Director of infrastructure and project management in the United Nations (UNOPS) for the provision of effective project management services for peacebuilding, humanitarian and development operations. Tahirou has over 15 years of experience in civil engineering and project management. He was involved in the development, implementation and management of complex highway projects with multi-disciplinary teams.
Crafting a Winning Digital Strategy
Abhinav Singhal is the Chief Strategy Officer for the Asia Pacific Regional Headquarters at thyssenkrupp AG. He is responsible for identifying and shaping business response to growth opportunities across all thyssenkrupp companies in the region.In this session he will share insights and experiences on Thyssenkrupp;s learnings with innovation & digital transformation.
The Future of Work: How and Why Companies are Rearranging Themselves into Gig Organisations to Power Innovation
As the pace of innovation quickens worldwide, businesses today are struggling to grow and execute strategies with more flexibility and speed. In this talk, Jason explores:* Why adopting the “Gig Mindset” is the fuel to power innovation* How Gig Organisations are a perfect match to execute on agile, lean and design-thinking oriented organisations
How MyRepublic Does Things Differently?
At MyRepublic Group, Pankaj is responsible for managing group’s key strategic initiatives including M&A, new market entries and regional service launches; and investment initiatives. Formerly, Pankaj worked as Vice President, Equity Research - Asian TMT, for Nomura (Singapore); where he was the Lead Analyst for Asian Telecom and Media stocks.
Networking Coffee Break - Concourse 1 & 2 & 3
Why Operating in the New Normal Shouldn't be Like Putting Lipstick on a Pig
An HBR study concluded that while 84% of industry leaders admit that innovation is a top priority for them, 94% are dissatisfied with their firm’s innovation performance. CB Insights concludes that a high percentage of failure of start-ups is because they build products that no one wants.
Every company starts its journey as a disruptor, where the purpose is to solve big neglect problems. Over a period of time, many of these disruptors become big incumbents that design, structure and culturally equip themselves to either innovate at an incremental level or respond to visible crisis. Disruption is a silent killer as it’s invisible and becomes visible only when it becomes an event. Often the architects of yesterday’s success become the managers of tomorrow’s failures.
At the same time, big incumbents have been responding to disruption in their own ways. They are employing different innovation models to stay in the new normal. Some of these are succeeding and some aren’t.
What are the fundamental differences between new economy and old economy models. How do big incumbents avoid the Kodak moment? Is the hierarchical waterfall management approach still valid or is it time to pivot? How do they organise themselves structurally and culturally to institutionalise the success of their transformation and innovation agendas? What are the different ‘buy-partner-build’ models that can be adopted?
This address will highlight key principles around building an organisation for success in the digital economy. The conversation may be controversial; the stories, endless but definitely an attempt to look at new and different ways of staying in the new normal.
Applying New Digital Technologies - A Case of Blockchain Based Energy Network
When established industries face emerging disruptive technologies that force to change their existing business model. It is difficult to change their established business model and acquire the organizational skills of those technologies to transfer. Prof. Tanaka talks on this topic with a case of blockchain based energy network.
A Patient Centric Approach to Growth in Emerging Markets
Peter Streibl is the Head of Strategy for Takeda Pharmaceuticals in Emerging Markets. In this role Peter drives the development and implementation of commercial strategies to bring life transforming medicines to patients in more than 35 countries from China, APAC, Middle East, Russia/CIS to Latin America.Peter has over 15 years experience in management consulting and in the pharmaceutical industry, he has held financial and commercial leadership positions in in Europe, Middle East and in Asia. For Takeda, Peter was Finance Director in Istanbul and subsequently in Dubai for the Middle East Region before he took over responsibility as the Commercial Director. In 2015, Peter relocated to Singapore to lead the Strategy & Business Support group for Takeda’s Emerging Markets Business Unit. Prior to joining Takeda, Peter has also worked at Roche in Switzerland and KPMG in Austria.An Austrian national, Peter holds an MBA from the Vienna University of Economics and Business Administration.
Networking Lunch Buffet - Concourse 1 & 2 & 3
Strategy and Innovation – A Marriage Made in Heaven
The session will explore the much-needed integration between strategy and innovation.
Topics ranging from the organizational culture change required to entwine strategy and innovation, the leadership styles needed for this will be deliberated. A simplistic approach to merge design thinking with futures thinking will also be explored. Examples of leading innovation and strategy frameworks followed by leading organizations for strategy and innovation will also be discussed with the objective of giving the delegates proven examples of how to effectively “marry” their innovation and strategy efforts to achieve successful business outcomes.
Growing the Core
Rishabh manages Strategic pricing and Price Pack Architecture Gum and Candy category in Asia, Middle East and Africa (AMEA) at Mondelēz International.
He is responsible for driving growth of category, across the region using price and pack levers. His portfolio includes well-known brands such like Halls, Clorets and Trident. AMEA is the growth engine for Mondelez and today Rishabh will be sharing his thoughts on growing the business by focusing on the core and also talking about common misconceptions.
Networking Coffee Break - Concourse 1 & 2 & 3
How to Get the Eggs and the Bacon: The Critical Importance of Company Culture During Strategic Transformation
A strategic transformation –more than a change process – affects the frame of reference for an organization. Many things can change from a people perspective: scope of business, business processes, business tools, new skill sets needed, etc. In such a highly ambiguous and uncertain environment, where the final result of the transformational process may not yet be clear, it is critical to have a strong foundation, where people still feel rooted. Daimler Financial Services has established such a foundation by investing for more than a decade in building a dynamic company culture, which is seen as a critical success factor for driving successful strategic transformation.
Fireside Chat: Leadership in Corporate Divestitures and Acquisitions
Fireside chat with Yoni on M&A leadership in corporate.
Yoni is an investment professional, who has extensive expertise in mergers and acquisitions, strategy and capital markets. He has experience across more than $10 billion of cross-border M&A, IPO and leveraged finance deals, covering transactional and strategic matters in both private equity and corporate contexts.As part of Toll’s Strategy/M&A and Divisional Leadership teams, Yoni plays a key role in cultivating and executing investment opportunities, driving major strategic situations for the company. He previously held roles in Credit Suisse’s investment banking group in Melbourne, where he focused on healthcare, consumer, retail and general industrials sectors for private equity and corporate clients.Yoni recently completed an MBA with IE Business School, where he was President of the Private Equity & Venture Capital Club and graduated with Dean’s List honours, having placed First in Class. Yoni holds a Bachelor of Commerce from The University of Melbourne, where he graduated with a First Class Honours Degree in Finance and placed on the Dean's Honours List. His Honours thesis on stock market responses to political uncertainty placed First in Class.
Networking Drink - Concourse 1 & 2 & 3
Registration & Networking Breakfast - Concourse 1 & 2 & 3
Sandipan is the APAC Chief Strategy Officer for Isobar, leading all strategy development across all 17 offices in the region as well as the transformation consulting practice in 6 initial launch markets in the region. He is deeply involved in setting a culture that inspires high standards in the strategy product in the region. He is a keynote speaker, a regular in the speaking circuit as well as in jury panels at creative & innovation awards. Sandipan serves on the Steering Committee of the World Economic Forum. He is also an integral part of various global DAN partnerships with Google, Facebook, Amazon and Snap as well as a member of the global hub that operates at the centre of data and creativity. He is also a part of DAN APAC initiative around Ecommerce. He is a member of Isobar's Global Creative Excellence Council.
Industry Disruptions – Strategic Insights
The session will cover strategic inputs and learnings with specific focus on disruptions in key industries such as retail, app based / telecom services and media.
Delegates will get a clear understanding of the key disruptions that have occurred over the last few years, the various types of disruption and the impact on the afore-mentioned industries with real examples drawing from the speaker’s own experience and other acclaimed case studies. Last, the future of disruption will also be explored … Insights on what to expect from disruption in the coming years will be discussed.
Ed/Edtech Investments in China
As China extends its influence through its One Belt One Road Initiative, how does this policy affect education and Edtech investments in the region? What are the key drivers of growth? What sectors within education stand out as solid midterm investments? How do investors create value post acquisition? Join to understand investments in education and education technology in the Middle Kingdom - smart buys and smarter exits.
Winning in South East Asia with a Global Brand
In today’s world of business, it is important to understand the art of localization. Especially in diverse markets such as South East Asia, there is a real need for proper localization strategies to be in place. However, how far should you go with reshaping the business model to meet the region’s rapid evolution? How do you keep the brand’s identity, while addressing the customer’s needs/wants?
Networking Coffee Break - Concourse 1 & 2 & 3
Bridging strategy, design and delivery: what are leaders doing?
The Brightline Initiative commissioned the Economist Intelligent Unit (EIU) to undertake a research for a better understanding of why many organizations fail to bridge the gap between strategy design and delivery. The research involved a global multimedia-sector survey of 500 senior executives from companies with annual revenues of $1billion or more. In his presentation, Tahirou Assane, the Director of Operations of The Brightline Initiative, will provide some insight on the key findings of the research and discuss more specially what Leaders are doing to consistently and successfully deliver their strategic objectives. Tahirou will draw connections between the findings and 10 guiding principles developed by the Brightline initiative to help organizations close the gap.
Extraordinary Women Doing Extraordinary Things- The Highs, The Lows and The Needs to Success
The Women in Strategy Panel gathers the world’s most dynamic female corporate leaders, innovation and strategy decision-makers and disruptive entrepreneurs.Please contact Ivy Chen should you wish to join the panel.
Networking Lunch Buffet - Concourse 1 & 2 & 3
Putting Your Organisation on the Front Foot of Change Through Cultivating a Culture of Growth Mindsets
Innovation is now an essential part of business survival but often organisations set up a program or a role tacked on the side in the hope that it won't get in the way of business as usual. The perceived risk of innovating outweighing the data that shows integrated innovation puts your organisation on the front foot of change. Innovation is an overarching philosophy, an approach, a culture, a mindset and an outcome that adds value to people. Innovation as strategy, deeply integrated at the heart of culture turns all the cogs of organisational progress and in contrast to reputation, innovation well executed mitigates risk.
How integrating innovation with core strategic priorities and embedding it with a culture that fosters growth and innovation drives outcomes and value to people.
Thriving in a World of Flying Cars and Self-Driving Machines
Thomas will share how a 109-year-old conglomerate is transforming itself into a global leader in the digital age. Today, the automotive and industrial industries are experiencing an epic shift in business models and technologies. Trading companies such as Sime Darby will have to redefine their roles or face the existential threat of disintermediation. Game-changing strategies are pivotal to blaze new trails in the exciting world of electric vehicles, shared mobility, digital sales platforms and autonomous machines.