Over its 133-year history, Philips has gone through several transformations. In the last decade Philips transformed from a diversified company into a company focused on Health Technology. With a new CEO stepping in at the end of 2022, Philips embarked on a transformation to improve its agility to adapt to the ever-changing needs of customers and markets. As part of this change over 20,000 employees transitioned into new roles, and the company is now operating in entirely new ways. In this session, Ronald will share the key lessons learned throughout this journey:

·       How not to hold on a strategy for too long, thereby losing sight of the real customer needs

·       Striking a new balance of operating model between “as common as possible” and “as different as needed”

·       Gather transformation speed and momentum: You don’t need to have all the answers when embarking on the journey 

Ronald Tabaksblat

Executive Vice President, Head of Enterprise Excellence
Philips

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Transformation comes in different forms and shapes yet successful transformations are usually led from the top with a relentless focus on strategy, technology, process and people alignment. This panel discussion invites C-level transformation leaders to explore their current top priorities and explore the best approaches to have a balanced and holistic transformation approach:

·       Setting priorities to strike the right balance between short-term improvement and long-term value

·       How to balance and priorities the transformation needs from different areas of business?

·       Where does transformation start and how does that impact your transformation strategy?

·       A collaborative approach to drive holistic transformation: What does that look like?

·       Deploying the often-limited resources at their disposal to the different priorities of a transformation

Ilkka Lipasti

Group Vice President, Business Transformation
ABB

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Birna Hlín Káradóttir

COO
Arion Bank hf.

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Trine Finnemann Nielsen

Chief Strategy & Transformation Officer
GN Group

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In this session, we will share a practical example from Air France KLM on balancing transformation priorities with a focus on integrating procurement and building a data-driven organization.

·       In an ever-challenging airline industry, Air France KLM Procurement is further transforming: what is required from Procurement to maximize business value from close to Euro 20bn external spend?

·       What key building blocks are needed to operate even close together as one AFKL Group and to build a data-driven organization focussed on value?

·       What are the key steps taken to shift mindset and culture significantly to enable the transformation?

·       Overcoming key transformation challenges like COVID or journey to net-zero

Jurriaan Lombaers

Group Chief Procurement Officer
Air France KLM Group

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“If anything is certain, it is that change is certain.” companies are going through transformation, changes are everywhere and in order to successfully lead change, great leadership is required. What does that mean for the leaders? This session will delve into the role leadership plays in driving successful change forward.

·       What role does leadership play in driving successful change initiatives, and what characteristics or skills should change leaders possess?

·       How can I be inspirational yet authentic when driving change?

·       Removing barriers to change to pave the way for successful change management

·       How to inspire and develop a change ready culture?

Susanne Parry

Chief Operating Officer
The Cumberland

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Abhijeet Rana

Director of Global Transformation Office - Chief Transformation Officer
Caldic

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Ilka has been leading spearheading ABB’s transformation over the past five years, focusing on evolving the operating model and organisational culture to drive innovation and strategic value creation. This session will share the practical aspects of this significant transformation, highlighting tools, progresses and insights learned: 

·       Restructuring into 21 divisions to speed up value creation and keep business decisions close to customers

·       Making transformation a reality and having fun with it: How did we gamify the transformation to change behaviours and improve collaboration

·       Replacing the matrix structure with communities: How not to let the old habits hinder new ways of working 

Ilkka Lipasti

Group Vice President, Business Transformation
ABB

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·       Why is End-to-End supply chain a key transformation priority?

·       Identifying the key challenges and opportunities in driving end-to-end supply chain transformation

·       Leveraging advanced analytics and AI to predict and streamline supply chain processes to drive organisational agility

·       Creating an adaptive transformation approach that blends traditional and disruptive strategies to be future proof

·       Reimagining business processes with Data and Intelligent Automation at the core

·       Turning information into insights

·       Building key differentiators through advanced technologies 

Trine Finnemann Nielsen

Chief Strategy & Transformation Officer
GN Group

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