As P Drucker said, Culture eats strategy for breakfast ...Culture is the DNA of a company but is it really ready for future challenges? Is what made your company successful still right? Chris Franskin leads Solvay IT culture and Operating model transformation for the last 18 months and will share his experience in this session.

Think of any digital transformation project as a tripod. There are three main focuses: technology, people, and processes. If one is overlooked, you jeopardize the success of the entire plan. To excel in digital transformation, you must be truly agile; be prepared to fail fast, as scope will change continuously; your integrated teams need momentum to innovate and deliver. The power and innovation of leading cloud technologies allow businesses to invest in customer journeys and adapt to the market. Without the right people in the right places to run and manage modern technology, you risk not fully realizing the benefits of these tools.

This panel will cover:
•How important is it to find alignment among the people that change will affect.
•Why is it important for all key stakeholders to be engaged and on board with the proposed changes?
•The importance of empowering the users of any modern technology?
•How can we understand how any modern technology fits into your end-to-end processes?

We often think of company culture as a hurdle but it’s also an opportunity. We will discuss both sides of the intersection of culture and digital transformation for employees and leaders. How employee expectations are changing, and how leadership narratives and practices can and need to evolve.

During this roundtable we will discuss:
•How different are employee expectations and business challenges in 2023 relative to where we were at the end of 2019? How is the digital transformation agenda different as well?
•What are the critical components of culture that can and need to be addressed to proactively prepare and respond to accelerating digital requirements?
•What needs to change? What needs to stay the same?
•If you could move the needle on 1 or 2 culture drivers in 2023 and 2024, where would you focus?

We live in a customer-centric world, with today’s end customers more powerful and influential than ever. They drive decision making and increasingly expect immediate access and value based options for the products and services they purchase. These demands have given rise to vendors leveraging licensing to help transition their traditional products and offerings to digital business models, enabling the shift from product to value. Through software monetization, organisations are empowered to build scalability, resilience, and agility in their business models, demonstrating how digital transformation can contribute to an enhanced customer experience.

For this round table as we focus on strategic questions including:
•How Digital transformation is driving the customer experience
•Improving customer satisfaction, business agility and retention levels
•How to Scale Growth & Meet Customer Expectations through Digital Transformation
•How to automate to improve the customer experience and increase revenue

Machine learning (ML) and artificial intelligence (AI) have infiltrated every field and industry. Both are crucial in leveraging value from data as part of the digital transformation process, however, to effectively harness the value from your AI/ML initiatives businesses must have a deeper understanding of their data and a high degree of confidence in its quality.
In a reality in which 90% of all data produced in history has been generated in the past two years, this opens a huge opportunity for businesses to leverage this. As the famous saying goes, "data is the new oil" . However, to ensure that we are working with oil rather than Dirty Data, organisations need to ensure that they have the right governance in place to establish the foundations for success.

•To support the transition to an AI-enabled, human-centered positive world, there is a critical need to understand what data is available and where / how it is accessed, having rich information on how it is defined and related. How are businesses tackling this first step on the journey to realising the value from data?
•Poor quality data can have a negative impact on a business performance - but how clearly is this really understood? And conversely, good quality data can provide an opportunity to drive value that will have positive business outcomes
•An imperative requirement prior to embarking on an AI enabled / Machine learning project is to have confidence in the data quality - both within the enterprise data set as well as sourced from external data sources / data lakes - thus ensuring that data scientists are building solutions on accurate and reliable data.
•What are the most effective approaches that have been deployed to tackle the challenges of data quality within an organisation's enterprise datasets.
•Additionally, how can businesses check and validate data quality sourced from external data sources.
•How can machine learning be leveraged to manage the enterprise data within an organisation.
•Organisations have an ethical responsibility to govern data when processing it - whether this is its employees, vendors, customers, or consumers - therefore how should organisations incorporate this into their ways of working.
•How can companies create a data centric culture where all levels and parties in the organisation are aware of the importance of data, aware of their responsibilities when processing data and how to help drive value from data for successful business outcomes.

Every business transformation is always a people transformation. It`s the people and the company culture that are at the core of the success of a company. In order to drive this transformation, the learning & development function needed to transform the way it operated.
During this keynote you will learn how Siemens reinvented the learning & development function by creating a learning and growth ecosystem and implemented new ways of steering workforce transformation and new ways inspiring continuous and lifelong learning.

The accidental discovery of a mouldy petri-dish in 1928 kickstarted a 20-year long journey to develop the world’s first mass produced drug that could clear a bacterial infection; Penicillin. That journey encompassed a range of People, Processes and Technologies to achieve what we have today.
Join us to hear about their story, understand how we can translate their journey into modern Digital Transformation practices and how one key topic that is rarely discussed is the bond that holds it all together; Content.

We will start by discussing what the most important characteristics are that you can design and embed into your products and services to delight your customers in today’s digital world. Next, we will talk about some important aspects you need to de-risk and engineer in your products and services to maximize their probability of success in the digital market. Finally, we will provide some thought-provoking advice on how you can create a holistic and resilient strategy so that in the years to come you and your teams will not be taken by surprise by the next paradigm shift to affect the global market and will instead be positioned to exploit it.

Our customers have changed. 2020 saw the acceleration of changed needs, expectations, and behaviours, defining a reimagined relationship between companies and their customers. Optimised omnichannel experiences have become critical features in the journey to regain trust and retain loyalty in a post-pandemic era.
Leaders globally know that a more unified approach to a progressive ecosystem that can scale and deliver new revenue potential is imperative, fostering partnerships and delivering positive experiences has never been more pertinent. Not only that, but customer relationships must be deepened through targeted cross-channel marketing.

This panel will cover:
•How are the expectations of your clients changing?
•How are you evolving your mobile and digital practices through the impact of changing customer needs and expectations?
•How are you realizing benefits in both the bottom line and client experience, improving upsell and cross-sell rates?

Bacardi, a family-owned business with more than 160 years and present in +170 countries and with a portfolio of +200 brands and labels realized 5 years ago that customers and consumers expectations were rapidly changing and gravitating towards digital and that they were not fully ready to cope with it. To respond to that, Bacardi augmented their new corporate strategy to have digital, technology and innovation playing a bigger role to help to disrupt “moments that matter”. Join us, to know more about their journey.

This Summit has covered a wide range of topics that we all recognize. Whether it is about changing organizational culture, about how to effectively implement new technology or about machine learning and AI.
But this all may be irrelevant if we do not provide value to our customers and are overtaken by competitors.
In this context, this key note will focus on the question if competition-based strategies, or customer-centric strategies are more successful. We will be exploring various scenarios and discuss some key insights.