Andrew White from Saïd Business School and Adam Canwell from EY speak to Annick Tollenboom about complex stakeholder management.

“Inspirational leadership and tone of the top is crucial to land the messages.”

In the second series of Transformation Leadership2050 Dr Andrew White and Adam Canwell meet five global leaders who have led their organisations through significant change. What can we learn from their experience of addressing turning points in the transformation?

In this episode they are joined by Annick Tollenboom, Portfolio, Programmme and Change Management Director at Royal Canin, a global leader in pet science, health and nutrition. Annick is leading a transformation of operational business efficiencies and effectiveness in the organisation. Royal Canin is a subsidiary of Mars Incorporated, so aligning the vision with the rest of the business and securing its buy-in is key.

Annick talks to Andrew and Adam about the role of a leader in creating a space where your team can deliver success. How do leaders show up in a way that allows other people to thrive in a complex and tough environment?

Featuring:

Dr Andrew White, Senior Fellow of Management Practice, Saïd Business School, University of Oxford.

Adam Canwell, EY Oceania Workforce Advisory Leader.

Annick Tollenboom, Royal Canin.

Resources:

• Subscribe to Andrew’s Leadership2050 Newsletter on LinkedIn

• Discover more articles, podcasts and videos from Saïd Business School on the challenges business leaders of the future need to consider on Oxford Answers 

• Follow us on Twitter @Oxford_Answers

https://www.sbs.ox.ac.uk

Produced by Eve Streeter for Stabl.

See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Andrew White from Saïd Business School and Adam Canwell from EY speak to Arnaud Soirat about leading a cultural transformation at global mining company Rio Tinto.

“What was important was to get started and then to leave room for people to experiment and improve.”

In the second series of Transformation Leadership2050 Dr Andrew White and Adam Canwell meet five global leaders who have led their organisations through significant change. What can we learn from their experience of addressing turning points in the transformation?

In this episode they are joined by Arnaud Soirat, the former Chief Operating Officer at Rio Tinto, who led the global mining group through a radical bottom-up cultural transformation of the company’s mindset and behaviour.

When Arnaud was called to head up a productivity transformation, he saw that the people at Rio Tinto were its greatest untapped potential to create a new competitive advantage. And so, unlike previous transformations that had been top-down and unsustainable, Arnaud and his team inverted the pyramid and asked those on the shopfloor and actually doing the work to lead on designing a new operating model.

What does it mean to lead with this philosophy?

Featuring:

Dr Andrew White, Senior Fellow of Management Practice, Saïd Business School, University of Oxford.

Adam Canwell, EY Oceania Workforce Advisory Leader.

Arnaud Soirat, former COO, Rio Tinto.

Resources:

• Subscribe to Andrew’s Leadership2050 Newsletter on LinkedIn

• Discover more articles, podcasts and videos from Saïd Business School on the challenges business leaders of the future need to consider on Oxford Answers 

• Follow us on Twitter @Oxford_Answers

https://www.sbs.ox.ac.uk

Produced by Eve Streeter for Stabl.

See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Andrew White at Saïd Business School and Adam Canwell at EY talk to Richard Howell from ANZ Bank about what makes a transformation go well, and when it goes wrong, how to fix it.

“There were moments where we had that feeling that wow, we’ve kind of cracked it.”

In Transformation Leadership2050 Dr Andrew White and Adam Canwell at EY explore the journey a number of global leaders and their workforce went through as they successfully led their organisations through significant change. 

In this series Andrew and Adam focus on the specific area of turning points. These are those moments every organisation faces in a transformation which can lead to failure or create positive momentum and accelerate your business into the future. 96% of companies featured in Andrew and Adam’s research face them. Challenges are bound to hit but we don’t plan for them.

In this episode they talk to Richard Howell from ANZ Bank about how best to navigate a radical business transformation. He shares his insight into creating a speak-up culture, listening to your team to help you identify problems early on and how to create a positive collective performance.

Featuring:

Dr Andrew White, Senior Fellow of Management Practice, Saïd Business School, University of Oxford.

Adam Canwell, EY Oceania Workforce Advisory Leader.

Richard Howell, ANZ Bank.

Resources:

• Subscribe to Andrew’s Leadership2050 Newsletter on LinkedIn

• Discover more articles, podcasts and videos from Saïd Business School on the challenges business leaders of the future need to consider on Oxford Answers 

• Follow us on Twitter @Oxford_Answers

https://www.sbs.ox.ac.uk

Produced by Eve Streeter for Stabl

See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Andrew White at Saïd Business School and Adam Canwell at EY discuss how to overcome the challenges of radical business transformation with Dr Mohamed Althaf, the director of supermarket giant Lulu Group International.

“Every leader with an ambition and intention to make things better should strike because everything is ready for you.”

In Transformation Leadership2050 Dr Andrew White and Adam Canwell at EY explore the journey a number of global leaders and their workforce went through as they successfully led their organisations through significant change. 

In this series Andrew and Adam focus on the specific area of turning points. These are those moments every organisation faces in a transformation which can lead to failure or create positive momentum and accelerate your business into the future. They speak to five top executives who share their insights and experience of the pitfalls and the keys to success, looking at listening, sense-making, early warning systems and the human dynamics that drive organisational change. 

In this episode they talk to Mohamed Althaf, the director of Lulu Group International, about the challenges of transforming the Qatar-based company to be more sustainable.

Lulu is a supermarket giant with 300 stores in six countries, based in the Middle East. When director Mohamed decided to push a new ESG agenda, he faced pushback in the region but also within the company. He talks to Andrew and Adam about managing disruption and bringing the workforce and leadership team onboard by embodying curiosity and hunger for change.

Featuring:

Dr Andrew White, Senior Fellow of Management Practice, Saïd Business School, University of Oxford.

Adam Canwell, EY Oceania Workforce Advisory Leader.

Dr Mohamed Althaf, director, Lulu Group International.

Resources:

• Subscribe to Andrew’s Leadership2050 Newsletter on LinkedIn

• Discover more articles, podcasts and videos from Saïd Business School on the challenges business leaders of the future need to consider on Oxford Answers 

• Follow us on Twitter @Oxford_Answers

https://www.sbs.ox.ac.uk

Produced by Eve Streeter for Stabl

See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Andrew White at Saïd Business School and Adam Canwell at EY explore the key to successful business transformation with Junaid Ahmed from Applied Materials.

“In a rapidly changing and dynamic business environment it’s essential for companies and people to be comfortable and proactive about transformation, it’s the calling of our time.”

In Transformation Leadership2050 Dr Andrew White and Adam Canwell at EY explore the journey a number of global leaders and their workforce went through as they successfully led their organisations through significant change. 

Why do most transformations fail to deliver the value that organisations expect? And what should CEOs do when a transformation goes off track? These questions have confounded companies around the world over for decades.

In 2021, the University of Oxford’s Saïd Business School and EY formed a long-term research collaboration to find out why.

In this new series Andrew and Adam focus on the specific area of turning points. These are those moments every organisation faces in a transformation which can lead to failure or create positive momentum and accelerate your business into the future. They speak to five top executives who share their insights and experience of the pitfalls and the keys to success, looking at listening, sense-making, early warning systems and the human dynamics that drive organisational change. 

In the first episode of the new series they talk to Junaid Ahmed, Corporate Vice President and Head of Corporate Planning at Applied Materials, a supplier to semiconductor manufacturers with US$25b in revenue that undertook a systemic robotic process automation (RPA) transformation.

Junaid’s experience reveals how transformation only works if people are at the centre. As a leader, you will drive success if you are present, both physically and emotionally. Be brave and act early to build the capability of your team and the legacy of your transformation will be a willingness to adapt and not see change as a threat.    

Featuring:

Dr Andrew White, Senior Fellow of Management Practice, Saïd Business School, University of Oxford.

Adam Canwell, EY Oceania Workforce Advisory Leader.

Junaid Ahmed, Corporate Vice President and Head of Corporate Planning at Applied Materials.

Resources:

• Subscribe to Andrew’s Leadership2050 Newsletter on LinkedIn

• Discover more articles, podcasts and videos from Saïd Business School on the challenges business leaders of the future need to consider on Oxford Answers 

• Follow us on Twitter @Oxford_Answers

https://www.sbs.ox.ac.uk

Produced by Eve Streeter for Stabl

See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Dr Andrew White from Saïd Business School and Adam Canwell from EY meet more inspirational leaders who have been through the process of radical organisational change. What can they teach us about the secrets and the pitfalls?

In this new series Andrew and Adam focus on the specific area of turning points. These are those moments every organisation faces in a transformation which can lead to failure or create positive momentum and accelerate your business into the future. They speak to five top executives who share their insights, looking at listening, sense-making, early warning systems and the human dynamics that drive organisational change. 

Sharing their experiences are Junaid Ahmed from Applied Materials, Mohamed Althaf from Lulu Group International, Richard Howell from ANZ Bank, Arnaud Soirat from Rio Tinto and Annick Tollenboom from Royal Canin/Mars.

See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

In episode 9 Andrew talks to Daniel Hooft, the CEO of bluewater farming company Kelp Blue, about the life skills that prepared him to set up a nature-based solution to climate change.

“I hope there are people looking at what we’re doing and thinking, gosh, that’s exciting, that’s brave but it’s fun and maybe I should do something like that.”

Daniel Hooft was born in the Netherlands, raised in Dubai and Canada, and his journey to founding Kelp Blue has been anything but linear. This is key to his success as an entrepreneurial CEO, he tells Andrew.

Daniel started sculpting while travelling throughout the former USSR after leaving school. He studied engineering back in The Netherlands but kept up his work as a sculptor, and to expand his horizons and inspire his art he went into the oil drilling industry. He spent 20 years working for Shell before setting up Kelp Blue in 2020.

Kelp Blue is a large-scale, zero impact, offshore kelp farming enterprise, which he hopes will provide a for-profit solution to climate change and rewild our oceans. Kelp is a fast-growing giant seaweed that provides a habitat for marine life while sequestering large amounts of CO2 – possibly more than typical land forests. Kelp Blue sustainably harvests the kelp canopy for use in agriculture, food, pharmaceuticals and textiles.

In their conversation Daniel talks to Andrew about his leadership lessons, including tapping into indigenous wisdom to manage for the long-term, getting your team to embrace continual change, and why letting people go is key to creating a forward-facing company. 

Featuring:

Dr Andrew White, Senior Fellow of Management Practice, Saïd Business School, University of Oxford

Daniel Hooft, CEO, Kelp Blue

• Subscribe to Andrew’s Leadership2050 Newsletter

• Discover more articles, podcasts and videos from Saïd Business School on the challenges business leaders of the future need to consider on Oxford Answers 

• Follow us on Twitter @Oxford_Answers

See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

In episode 8 Andrew talks to ‘turnaround specialist’ Rajeev Suri, CEO of leading satellite provider Inmarsat, about successfully riding the waves of change.

“You don’t get people to join you these days, or stay with you, if you don’t have a purpose that resonates with them, that is above and beyond just focusing on profits. Focus on purpose, remember why you exist, and what impact you make on your industry and society.”

Born in India and raised in Kuwait, for 25 years Rajeev Suri worked for Nokia, and made his name as the CEO who reinvented the company following the sale of its handset business.

Two years ago he was appointed CEO of the global satellite communications company Inmarsat, where he has been focusing on growing the company, its core purpose, and leading the way in the sector on carbon neutrality.

His experience in the telecoms industry, which was one of the first to face wave after wave of intense change, provides key insights for leaders dealing with flux in the business world today.

During his conversation with Andrew, Rajeev shares his leadership lessons, including the importance of building belief, being brave and pushing harder.

Featuring:

Dr Andrew White, Senior Fellow of Management Practice, Saïd Business School, University of Oxford.

Rajeev Suri, CEO, Inmarsat

• Subscribe to Andrew’s Leadership2050 Newsletter

• Discover more articles, podcasts and videos from Saïd Business School on the challenges business leaders of the future need to consider on Oxford Answers 

• Follow us on Twitter @Oxford_Answers

See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

In episode 7 Andrew talks to Pinar Akiskalioglu, the founder of Punk Business School, about what business leadership of the future needs to look like.

“I’m accused of being too romantic for business. But business is about humans helping other humans. There’s always a human element. Business leaders should know how to connect economic structures with human emotions.”

Pinar Akiskalioglu describes herself as a “business activist” who is working hard to be the kind of business leader the world needs today. She is the founder of the Punk Business School and her portfolio of purpose-led and human-centred companies includes the sustainable beauty “anti-brand” TAKK.

Andrew talks to Pinar about running a business that discourages overconsumption, her revolutionary approach to business education, which puts emotions and values at its heart, and what leadership of the future needs to look like.

Featuring:

Dr Andrew White, Senior Fellow of Management Practice, Saïd Business School, University of Oxford.

Pinar Akiskalioglu (@Akiskali), founder Punk Business School and TAKK.

• Subscribe to Andrew’s Leadership2050 Newsletter

• Discover more articles, podcasts and videos from Saïd Business School on the challenges business leaders of the future need to consider on Oxford Answers 

• Follow us on Twitter @Oxford_Answers

See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

In episode 6 Andrew talks to Amit Kapur, the Head of UK and Ireland at Tata Consultancy Services, about rethinking leadership.

“Leadership is all about driving change with empathy. Diversity and inclusion is possibly the biggest source of driving change and the source of our growth.”

TCS is one of the biggest tech companies in the world. It describes itself as a “purpose-led organisation that is building a meaningful future through innovation, technology, and collective knowledge.”

Amit joined TCS as a graduate in 1999, and 20 years later he became the Head of UK and Ireland. In his role he is at the forefront of rethinking leadership to include empathy and respect as core values.

In his conversation with Andrew he talks about his background, Tata’s human-centred philosophy and why diversity and inclusion are key drivers for growth and change.

Featuring:

Dr Andrew White, Senior Fellow of Management Practice, Saïd Business School, University of Oxford.

Amit Kapur, Head of UK and Ireland, TCS

• Subscribe to Andrew’s Leadership2050 Newsletter

• Discover more articles, podcasts and videos from Saïd Business School on the challenges business leaders of the future need to consider on Oxford Answers 

• Follow us on Twitter @Oxford_Answers

See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.