Gamechangers: Courageous Leaders

November 14, 2017 at Atos Medical, Milwaukee, USA (invitation only)

“The best way to predict the future is to create it” said Abraham Lincoln.

The best leaders have the courage to create a better future … to think bigger and smarter, to shape the future to their advantage, to drive innovation across the business in a way that reinvents markets and organisations.

The best opportunities for business – to find new growth, to engage customers more deeply, to stand out from the crowd, to improve their profitability – is by seizing the opportunities of changing markets. The best way to seize these changes is by innovating – not just innovating the product, or even the business itself – but by innovating the market.

In the old world we accepted markets as a given – the status quo – and competed within it, with slightly different products and services, or most usually by competing on price. Most new products were quickly imitated, leading to declining margins and commoditisation. Most companies now receognise that this is not a route to long-term success in a rapidly changing world.

Fast-changing markets demand fast-changing businesses.

Leadership … Be the change

Leaders amplify potential by enabling teams to achieve more. They do this through a more collaborative and coaching approach, rather than top-down management.

Their starting point however, is the future. Leaders are the drivers of vision and change, but also enablers of innovation and growth. They create an inspiring vision of the future, make sense of change, build a sense of possibility. They make new connections, bringing together diverse talent, activities and partners. As Ghandi said, the challenge is to “be the change” – to change yourself, and to be the starting point for others.

Leadership comes in my different styles. Inspiring, empowering, quiet, humble. One thing for certain is that it has to be real, to be authentic, and that means finding the right style for you, as well as your people. Elon Musk leads through vision, but mostly by getting stuff done. Jack Ma leads through provocation and challenge, and with cult following. Mark Parker leads with collaborative innovation, one of the team who stepped up. Mark Zuckerberg leads by doing stuff. Every leader leads a little differently, and leadership itself can be found at every level of the organization.

The 21st century business leader is different. Whilst past leaders won through hierarchy and power, the world has changed. Technology enables new ways of working, organization structures have inverted, and organisations win through collaboration inside and out. The old model was about 2C – command and control. The new model is about 4C – catalyst, coach, connector and communicator.

World Changing … We live in a time of incredible opportunity.

  • We will see more change in next 10 years than last 250 years
  • In every sector, change is fast disruption, challenge and possibility
  • What can we learn? Alibaba to Amazon, GE to GoogleX, SpaceX to Xiaomi
  • How do you make sense of this world? How do you innovate? How do you win?
  • Success today is not just about stady state, its about speed, agility and exponential
  • For MMI, the opportunity is huge, but its about delivery, from potential into profit

Disruptive Innovation … Driving innovation and growth … creating the future.

  • The mindset shift – “fixed mindset” to “growth mindset” – head up or head down
  • Real leaders – Jeff Bezos, Jack Ma, Indra Nooyi, Elon Musk – What’s their secret?
  • The 4Cs of Leadership – catalyst, communicator, connector and coach
  • How does this work in a merged business like MMI? – insights from Axa and Aviva
  • Smarter choices, sense and respond, give and take, deliver today and tomorrow
  • So what does MMI 2.0 mean for you? What does it demand of its leaders?

Courage … We are all in the future business … time to find your greatness.

  • We can talk at length about it, but its about you – “be the change you want to see”
  • Leadership Compass – What will you change? Retain? Improve? Accept?
  • Difference is our strength, harness the best of our past, create the future together
  • Consider your “ikigai” (personal drive) and “ubunto” (what we can do together)
  • We are all in the future business – it will take grit, passion, vision and courage
  • Time to find your greatness … What’s the brave thing you will do differently?

Download a summary of the keynote:

Creating the future of healthcare

Through positive wellness and personalised pharma, robotics and genetics, digital applications and patient-centric business models … the future of health is about specialisation and innovation, patient-centric solutions that are faster and more efficient. The fast-changing science is one factor, however far more significant is the convergence of pharma and biotech, insurance and hospitals, physicians and pharmacists … working together to make life better.

For just $99 we can see our life before us, with a DNA profile from 23 and Me, and as a result we go to PatientsLikeMe to find out how others have responded. We eat the best foods from GSK, and check our daily fitness with Nike+, maybe with a little help from Avumio’s diagnostic apps and online advice from Dr Koop.

If we need help, we turn to ZocDoc where a local nurse with Epocrates at his fingertips, who prescribes a standard drug from Wuxi, or a custom prescription from Genentech. A night in W Hotel’s clinic, or a surgical trip to Antalya is unlikely. Instead we spray on our L’Oreal skin protection, sip on our super-vitamin Zespri kiwi juice, and smile.

The future of healthcare is personal, predictive and proactive, using advanced diagnostics so that people can themselves understand their likely conditions, and take better actions now to reduce risks or avoid illnesses. In this sense it is about positive wellbeing, rather than caring or curing. However when misfortune does strike, then care is about patients and personalisation, putting people at the heart of the medical process, supported by physicians and pharmaceuticals which are right for individuals.

Today we live in hope that we will stay healthy. Improved diets and active lifestyles intuitively reduce our concerns, but when something does go wrong we put our faith in a system that is largely designed around medical science and operational efficiencies. We wait in line for a hospital bed, for a standard procedure, for a generic drug. And once we get the all clear, we disappear until the next problem. When was the last time when you talked to a doctor whilst feeling good, and staying fit?

The future is different. It sees a convergence of sectors, enabled by an integration of technologies, the personalisation of science, and business models that are more human and commercial.

We recognise that prevention is better, and cheaper, than cure: cholesterol-reducing margarines, UV protection built into cosmetics, anti-statins to every over 50 in order to reduce the risk of heart disease, regular scans for people with family histories, blood pressure monitored daily by your smart watch, fitness parks designed for middle aged retirees, compression socks for long-haul flights. Drug companies make functional foods, sports companies create wellbeing devices, hospitals offer fitness programs, medical centres offer beauty treatments, cosmetics brands help you look good and live better.

From biotechnology to pharmaceuticals, governments to surgeons, sports clinics to supermarket pharmacies, cosmetics to functional foods, mobile technologies and online communities, many different partners and services will come together to keep us alive and well.

Big data for fast and remote diagnostics, wearable sensors for body management, sit alongside more innovative solutions like 3D organ printing and robotic surgery. Advances in technology are allowing for the provision of affordable, decentralised healthcare for the masses and are lowering the barriers to entry in less developed markets.

Of all the advances, mobile technology is the catalyst for change. The phone and tablet enable distribution of a broad range of medical and support services in hospitals, and particularly in countries with little or no healthcare infrastructure and areas in which there are few trained healthcare professionals. These technologies also allow trained professionals to perform quality control remotely.

Amongst the many significant developments is a shift towards one-on-one, in-field diagnostics and monitoring. Services that were once only available at a doctor’s office or hospital are now available on-demand through low-tech, affordable solutions. Personal systems allow for “good enough” diagnostics that would have been difficult, expensive, and timely to attain previously.

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