The Lisbon DiscoveriesHighlights from the Leadership Vanguard Global Exchange held in Lisbon on 24/25 June 2015

Reinventing leadership. Reinventing growth.

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The Leadership Vanguardin partnership with –––

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A programme by:

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Contents –––

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THE LEADERSHIP VANGUARD COMES TO LISBON 4

OUR JOURNEY SO FAR 6

SNAPSHOTS FROM LISBON 8

SETTING THE CONTEXT 12

VANGUARD LEADERSHIP 14

WRAP-UP AND SEND-OFF 16

CIRCLING BACK TO THE VANGUARD THEMES 18

LAUNCH OF THE VANGUARD IDEAS 20

LIFESCORES 22

BREAKING THE RESOURCE CURSE 24

WATER FOR LIFE 26

ENERGY DEMOCRACY 28

FUTURE-FIT 500 30

THE POWER OF COLLABORATION 32

LEADERSHIP DIALOGUE 36

DIVIDE AND CONQUER 38

OUR CATALYSTS 40

OUR THANKS + THE XYNTÉO TEAM 42

THE FUTURE – THE ROAD TO NEW YORK 44

click the titles to go to that page

The Leadership Vanguard seeks to identify, support and mobilise future-fit leaders – all in the interest of reinventing growth. Inspired by discussions with CEOs, the Vanguard

partnership includes DNV GL, Singapore’s Economic

Development Board, MasterCard, Unilever, Woodside

and Xyntéo. It brings together: ‘mentors’, leaders of

global organisations; ‘catalysts’, next-generation leaders

from across partner organisations; ‘beacons’, recognised

thought-leaders from across sectors; and ‘pathfinders’,

innovators working outside global business to drive

transformation. Through a chemistry of interaction across

these four groups the Vanguard serves as an incubator

of ideas for projects to test and advance a new way

of growing, fit for the 21st century.

On June 24-26, the Leadership Vanguard met for its

second Global Exchange, this time in the city of Lisbon.

This followed the launch event last November in

London, and the first Global Vanguard Exchange

in Singapore in February.

The Lisbon Exchange saw the catalysts launch their

ideas to a distinguished panel of global change-makers.

They also continued to explore the characteristics and

requirements of ‘Vanguard Leadership’. This document

presents the conversations, presentations and

experiences we shared in Lisbon, just over the halfway

point in our year-long journey.

The Leadership Vanguard ––– comes to Lisbon

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01 Participants in the Lisbon Global Vanguard Exchange flank Ajay Banga, Osvald Bjelland and António Mexia

01

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Right now it can feel like we have just lost sight of land, and I know it can be unsettling. But we have no choice but to go forward. Look around you, at the people, the opportunities and tools at your disposal. With the right technology, with the right partnerships and right leadership, we can make it through these rough waters and across to new shores.Osvald Bjelland

to our journey

Our journey ––– so far

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One legend says that it was Ulysses who founded Lisbon. Like Ulysses, the catalysts have been on their own Odyssey, using their wits and daring to resist the siren call of the status quo and navigate the complexity of the competitive environment.

Lisbon marked the transition between phase two

and phase three of the programme – we are on

the final stretch!

Over the first seven months of our pilot year, we have

together built a partnership that spans eight sectors

while engaging with 17 mentors and 60 beacons and

pathfinders. We have held nearly 80 working sessions

and seen over 1,300 Yammer posts as well as

a handful of blogs.

In phase one we explored three systems-level themes.

In phase two we leveraged the insights from phase

one to generate over 130 raw ideas, before filtering

them down to five Big Ideas. In Lisbon these ideas were

presented to a panel of change-makers. We are now

incorporating the feedback received and incubating

the projects in the run-up to the final Global Vanguard

Exchange, to be held in New York City in Novermber.

Vanguard launch in London 13.11.2014

In Singapore we presented the results of our findings and debated leadership with Jeremy Leggett, Paul Polman, Pedro Pina, Osvald Bjelland and Peter Ho.

Global Vanguard Exchange Singapore 25.02.2015

Phase One: exploRE

Catalysts create research plans to explore systems-level themes. Start to build network of beacons and pathfinders.

Activate mentor relationships. Report interim findings at first Vanguard Exchange, in Singapore.

Phase Two: expand

Leverage phase-one insights and connections to generate a high volume of project ideas. Filter them and develop them into viable concepts. Launch at second Vanguard

Exchange and The Performance Theatre in Lisbon.

Bob Thurman, Graeme Lamb, David Bodanis and Remi Eriksen joined the catalysts to kick off the pilot.

A PARTNERSHIP SPANNING 8 SECTORS

25 CATALYSTS FROM i3 COUNTRIES JOIN THE JOURNEY

The three themes:

Systems-thinking, collaboration and resilience

Redefining value

Communication in an age of radical visibility

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In Singapore we presented the results of our findings and debated leadership with Jeremy Leggett, Paul Polman, Pedro Pina, Osvald Bjelland and Peter Ho.

Global Vanguard Exchange Singapore 25.02.2015

Sandpit Workshop Berlin 28.04.2015Between Singapore and Berlin we generated over 130 raw ideas. These were ‘chunked up’ into 83. In Berlin, we applied our filter and settled on 5.The five ideas are: ● Lifescores● Breaking the

resource curse ● Water for life● Energy democracy● Future-fit 500

Global Vanguard Exchange Lisbon 24.06.2015In Lisbon we launched our ideas to a panel of change-makers comprising Per Heggenes, Bill Drayton, Angela Wilkinson and Remi Eriksen.

Global Vanguard Exchange New York City TBC

Phase Two: expand

Leverage phase-one insights and connections to generate a high volume of project ideas. Filter them and develop them into viable concepts. Launch at second Vanguard

Exchange and The Performance Theatre in Lisbon.

Phase Three: Create

Incubate projects – pilot and present initial results at third Exchange, in New York, on the eve of GLTE. Hand over to next cohort of catalysts while

building the community.

A PARTNERSHIP SPANNING 8 SECTORS

We've engaged 60 beacons and pathfinders, and i7 mentors25 CATALYSTS FROM

i3 COUNTRIES JOIN THE JOURNEY

We've seen i,370+ Yammer posts, 6 blogs and 78 remote sessions

Snapshots ––from Lisbon

01 Jan Blake and Bob Thurman over lunch on day one

02 Hanneke Willenborg enjoying the introduction to day one

03 Arriving at the venue

04 Day one venue, the Pavilion of Knowledge

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01

04

02

03

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Not only are the rules of the game changing. People are playing new positions -– business and governments are crossing over into each other's space.Sheila Redzepi

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05 Chester Cunningham from Xyntéo, Dr Prashant Kumar Soni from DNV GL, Yasemin Bedir from MasterCard and Sheila Redzepi from Unilever listening to Angela Wilkinson

06 Remi Eriksen, incoming president and CEO of DNV GL and chair of the Leadership Vanguard, during his opening remarks on day two

07 Craig Jennings from Woodside poses a question during the opening session

08 Kajsa Li Padulan, a nominee for the Inspired Leadership Award, reflecting on the importance of culture on day one

08 Xyntéo’s Osvald Bjelland chats to Melody Hong

06

05

08

07

09

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01 Bart Kuppens and Harald Melwisch from

Unilever listening to Bob Thurman’s reflections on ‘givers’ and ‘takers’

02 Cecilie Heuch, chief HR officer at DNV GL, during

the morning session of day two

03 Angela Wilkinson from OECD pointing out the

difference between your vision and your strategy

04 Tan Kong Hwee from EDB during a break

at St Vincent Palace on day two

05 Cristina Martins from DNV GL at the

day-one dinner

01

03

04

05

02

to setting the context

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06

07 08

09

10Maybe this isn't a game at all - is the vocabulary of leadership wrong?Angela Wilkinson

06 Rick Wheatley and Veronica Lie of Xyntéo opening day one

07 António Mexia, CEO of EDP, enjoying the leadership dialogue with Ajay Banga and Osvald Bjelland on day two

08 The audience during the ideas launch

09 Osvald Bjelland and Ajay Banga

10 Yasemin Bedir and Blake Rosenthal from MasterCard flanking Ray Ho from Xyntéo during the CEO discussions ending day two

Day one of the Lisbon Exchange, held at the Pavilion of Knowledge, opened with a context-setting session with Bob Thurman, professor of Indo-Tibetan Buddhist studies at Columbia University, and Angela Wilkinson, strategic foresight counsellor at the Organisation for Economic Co-operation and Development (OECD). Bob and Angela’s mandate was to help us ask ourselves ‘what if ?’ – what if the strongest assumptions we have about the future of growth are actually flawed?

Capitalism’s roots in monasticism" The original source of capitalism was generosity. The motivation was to generate more positive things for other people. We have lost sight of that. "

Today, we tend to think of the capitalist mindset as being

driven by greed – an insatiable desire to acquire more

than one’s neighbours. Bob argued that the original

model for capitalism emerged from monasteries, as

monks applied their limited resources to create and

distribute more wealth for their communities. Business

can and should still be generative and generous, and

we don’t need to reinvent economics to do it.

Givers and takers: the tortoise and the hare" When you let go of wanting to grab hold of something and instead choose to give, you usually end up receiving more in return. "

The traditional view of the capitalist system is that

takers win and givers are trampled on. But viewed long

term, it’s actually a ‘tortoise and hare’ phenomenon.

The taker – the hare – takes credit for everything and

jumps ahead, but over time grows isolated and attracts

resentment. The giver – the tortoise – builds a network

of people and draws from their support to prevail in the

long run. This doesn’t mean leaders should be martyrs –

they need to take care of themselves and avoid burning

out – but the greatest leaders are givers.

Setting the context ––– conversation with Bob and Angela

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BOB

The future is multiple " THE FUTURE IS ALREADY IN THE HERE AND NOW, ACTIVELY SHAPING OUR UNDERSTANDING OF THE PRESENT. WITHOUT A SENSE OF FUTURE, NO INDIVIDUAL OR FIRM CAN OPERATE EFFECTIVELY."

The future is a big place, but we keep trying to make it

small. The future is actually a playing field of influence,

where our ideas and goals are competing with many

others. It’s naïve to think that our idea of the future is the

only one – everyone is trying to create a good future.

We should ask ourselves why our ideas are not already

happening. We need to be attentive to not only what will

enable our ideas, but also what could disable them.

We should deliberately adopt different worldviews, play

with different assumptions and think the unthinkable.

Don’t work with one story of the future – and listen

to the messenger, whoever it is.

Vision does not equal strategy " Before navigation comes exploration. To sail an undiscovered ocean and leave what we know behind, we imagine an island beyond the horizon. But if the island is the vision, how we get there is the strategy. Never confuse the two. "

In order to give themselves the courage to leave the

shore, sea-farers from Papua New Guinea would imagine

an island beyond the horizon. We too may have a vision

for what lies ahead, but to get there we need a strategy.

Does the vessel we’ll travel in have the right design?

Does our team have the capabilities and character to

make the journey? But be wary of conflating vision and

strategy. When strategy becomes fixed, we get nothing

but ideology, robbing us of our ability to navigate

changing circumstances.

Cover your as(pirations!)" You can't achieve change acting as a lone individual. You need to cover your " Ass" - NOT IN THE CONVENTIONAL SENSE, BUT IN THE KNOWLEDGE THAT DEEP CHANGE TAKES TIME AND SEVERAL CHAMPIONS TO ACHIEVE IT. "

Even if you have an incredible idea, there’s a reason

it hasn’t happened yet. Is there resistance within your

organisation, or does your idea run against the vision

your organisation’s management has for the future?

You need to build a network within and beyond your

organisation, creating constituencies of support that

sustain the space you want to be in.

to vanguard leadership

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angelA

See Angela Wilkinson

reflect on whether

we have forgotten how

to take risks:

click to watch

See Bob Thurman

discuss how leaders

need creativity

to succeed:

click to watch

Vanguard Leadership ––– catalyst reflections

––– 14 –––

After our conversations with Angela and Bob on context, we spent some time reflecting on how this context was influencing the capabilities required to lead. What is ‘Vanguard Leadership’?The driving motivation behind the Leadership Vanguard

is this: if we are to succeed in reinventing growth we

must also reinvent leadership. In our interactions with

leading CEOs and thinkers over the last few years,

we have identified a set of capabilities that we believe

are central to ‘Vanguard Leadership’ – the breed of

leadership required to reinvent growth.

This model is not intended as an expression of the

‘perfect catalyst’. No one can embody all of these traits.

It was developed as a touchstone for vanguard leaders,

a tool to help stimulate awareness about the way we

approach 21st century leadership challenges as we go

about pursuing the overriding aim of the programme:

future-fit impact.

X X X=( )CONTEXTUAL SYSTEMS COLLABORATIVE BIAS FOR ACUITY RANGE COMPETENCE MOVEMENT Future-fit

mindset

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01 Chris Slim

02 Dr Prashant Kumar Soni

03 Melody Hong

In Lisbon, the catalysts split into groups and worked

through each component of the framework, and then

returned and shared their reflections with the group.

This session served as preparation for The Performance

Theatre later that week, where five catalysts were slated

to present the model to an audience including: Remi

Eriksen; Paul Polman, CEO of Unilever; Yves Daccord,

director-general of the International Committee of the

Red Cross; Andrew Hill, associate editor of the Financial

Times; Kajsa Li Paludan, co-founder of Redefine.XYZ

and Cultura21; Tom Szaky, CEO of TerraCycle; and

Dr Christian Busch, from the London School of Economics

Innovation Lab.

“I hit my KPIs to gain licence to do the right thing, but what if some of those KPIs are wrong?” Melody Hong

“Oil and gas companies, like many other industries, struggle with groupthink. The received wisdom over the past few decades has favoured high capex and high complexity. But why can’t energy democracy projects generate the same value?” Gareth Wright

“Leadership is not only for CEOs – we all need to demonstrate courage. We all need to do the right thing.” Chris Slim

“The young people I lead always want to know one thing: what is the vision?” Yasemin Bedir

See Christian Liberatore share his thoughts on

the Vanguard model:

click to watch

to wrap-up and send-off

––– 15 –––

CONTEXTUAL ACUITY

“This is a powerful part of the model – without

context, you have nothing. Yes, this is about

being able to pull data from disparate sources

and make sense of it. But it’s also about

recognising the weak signals – what is not

apparent. To register the weak signals you can’t

be afraid of what you don’t know. Similarly,

you can’t always go with what you know…

Contextual acuity creates resilience because

it allows you to stay relevant across scenarios

and operate across a larger ecosystem.”

Gareth Wright

SYSTEMS RANGE

“If contextual acuity is about understanding the

environment, systems range is what’s needed to

solve the problems. When we consider an issue

within a wider system, we identify intervention

points where value can be co-created.”

Melody Hong

COLLABORATIVE COMPETENCE

“We tend to be good at vertical collaboration but

less adept at horizontal collaboration. This is harder.

The key is to help everyone involved understand

their common purpose and align expectations,

so that everyone knows what’s expected of them

and what they expect to get out.”

Prashant Kumar Soni

BIAS FOR MOVEMENT

“We need to step out of our comfort zone and

accept risk. And that means accepting failure.

As long as we fail better, we learn and improve.

Let’s put some KPIs on this; let’s embed it in our

business models.”

Chris Slim

FUTURE-FIT MINDSET

“Future-fit leadership is present-fit leadership.

It’s about embedding a culture of empathy into

core decision-making, to connect, stretch, learn,

and see opportunity.”

Yasemin Bedir

01

02

01 Chris Slim

02 Dr Prashant Kumar Soni

03 Melody Hong

03

Wrap-up and send-off ––– with storyteller Jan BlakeStoryteller Jan Blake helped us wrap up day one with a classic Norwegian fairytale – about Ashlad and his good helpers.

Ashlad is not the dashing prince we see in many fairytales.

He is, in fact, rather unremarkable, an idle chap who

spends his days at his parents’ home poking around in

the ashes. Yet he is able to win the princess and half the

kingdom, not because he is brilliant, but because he has

the humility and open-heartedness to accept help from

seven remarkable strangers he meets along the way.

As we transition from phase two to three, where there will

be a strong focus on collaboration, Jan’s story took on

new meaning.

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01 + 02 London-based Jan Blake has been a storyteller and performer for over 25 years. While she specialises in stories from Africa, the Caribbean and Arabia, this session saw her bring her dynamic, generous style to a Norwegian classic.

www.janblakestories.co.uk

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01

02

Crick?Crack!

to circling back

––– 17 –––

“KEEP REMINDING YOURSELF: YOU ARE THE VANGUARD!” GRAEME LAMB’S DINNER SPEECH

“This is a time to summon your courage. You are the vanguard, you are the first responders, the recon. You break down barriers, you go places others don’t go. That’s why you’re here. Not because you’re safe, but because you’re pushing the boundaries into new spaces. And in those spaces lie great fortune and legends which will then be chiselled in stone to what you achieved. … It’s impossible to change organisations that do not accept the danger of their present way of doing things. Organisations only change when people in them change. And people will only change when they accept in their hearts that change must occur. Your part of this change is to imagine the journey, to chart the route, to steer the course and to make the voyage. You’re the design team, the architects, ‘Bob the Builder’, all rolled into one. You simply make and deliver change.

“…What you have to do is recognise for yourself you’re part of that change, and how to bring others with you. You won’t be measured by input, you’re not measured by output; the truth is you’re measured by impact. If you give a near perfect solution, spoken with vigour, to a deaf man it ain’t worth shit. You gotta measure the message, who your audience is, tune your frequency accordingly to them, and shape the message and the messenger in order to deliver change.

This is a monumental opportunity, you've got everything in front of you, you just have to believe that and realise it. There's nothing you cannot do. It's that simple. Believe it.Graeme Lamb

See Sir Graeme Lamb tell the Vanguard

what they will be measured on:

click to watch

Circling back to the Vanguard themes ––– what have we learned? Day two of the Lisbon Exchange was held on the grounds of St Vincent Palace, a 17th century building that survived an earthquake that devastated the thriving city of Lisbon in 1770. The earthquake (and subsequent tsunami) lent powerful momentum to the Enlightenment, inspiring thinkers like Voltaire to challenge the notion, upheld by the Church, that ‘all was for the best’. A fitting setting for the Vanguard!

We opened the day outside with some remarks by the chair of the

Leadership Vanguard, Remi Eriksen, who in August becomes group CEO

and president of DNV GL. Remi reminded us that now is the time to move

from abstraction to action.

Then we got to work. The aim of this session was to look back at the Vanguard

themes through the prism of our work on the Big Ideas. The key test of the

ideas is their ability to create impact. But the process of developing the ideas

should also have deepened our understanding of the Vanguard themes.

What had we learned about our original themes since Lisbon?

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01 Catalysts in

deep thought

02 Remi Eriksen

03 Bart Kuppens

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01

02

Looking back at the history of any company reveals that they all began with a purpose broader than profit.Remi Eriksen

––– 19 –––

1 REDEFINING VALUE

“The world is changing so fast. If we redefine value now, how long until we have to do it again?” Yasemin Bedir

Highlights:

� Too often we work under the false

assumption that ‘doing good’ has

to cost money.

� If you measure value in terms of

quality of life, suddenly the value

of sustainability falls into place as

a measure of quality of life for the

future.

� Too often, companies get trapped

in the mindset that their purpose is

to make money. But looking back

at the history of any company

reveals that they all began with a

purpose broader than profit.

� Value is not the same as values.

� Even if our companies’

conceptions of value divert from

the mainstream, monetary model,

our task now is to express it

in a language that can still be

universally understood.

2 SYSTEMS THINKING, COLLABORATION AND RESILIENCE

“It’s not necessarily that the system is broken; we just need to look at the system as a whole.” Christian Liberatore

Highlights:

� A systems perspective helps you

identify a commonly defined goal.

Only then can you collaborate.

� Diversity promotes more debate,

broader perspectives and more

ambitious ideas. Encouraging

collaboration among diverse

teams that span gender, ethnic and

cultural lines adds value.

� In a quick-win society, the long slog

of collaboration doesn’t always

seem compelling. But in the end

we’re rewarded with resilience and

an enduring network to draw on.

� Systems are constantly moving

and in flux; that means we, too,

have to be agile and maintain

different interaction points within

the systems we’re a part of.

3 COMMUNICATION IN AN AGE OF RADICAL VISIBILITY

“If you want to create change, you need to put out a statement and then prove that you mean it.” Hanneke Willenborg

Highlights:

� It’s impossible to build trust if how

you act contradicts what you say.

� Communication is as much about

what you’re saying as what others

are saying about you; that’s the

important difference between

visibility and transparency.

� Communication is also about

listening – what are consumers

and supply chains telling you?

� Publishing good news is only

half the story; if you’re caught

concealing bad news or lying

about your mistakes, you will suffer

double the consequences.

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03

Launch of the Vanguard ideas ––– highlights from the panel

––– 20 –––

The five Big Ideas were launched using the

following format:

� What is the human problem we are trying to solve for?

� What is our idea for leveraging the power of business

to address the problem, using a collaborative, systems

approach?

� How can we get started? What is the first step?

The panel was very supportive, applauding the ambition

of the catalysts while offering frank, constructive and

at times tough input. The panelists not only helped the

catalysts strengthen the Big Ideas overall – but also

helped them crystallise the ‘Minimum Viable Product’

of each idea. Piloting the MVP is the core task of phase

three, which sees the catalysts move to incubation

before handing over to the next cohort at the final

Vanguard Exchange in New York City in November.

The next few pages cover the highlights from the

idea launches.

The centerpiece of the Lisbon Vanguard Exchange was of course the presentation of the catalysts’ five Big Ideas. The bulk of day two saw the teams launch to a panel of change-makers spanning business, policy, civil society and social entrepreneurship.

After the Singapore Exchange back in February, the

catalysts, drawing on the wider Vanguard network and

leveraging the insights of phase one, generated 130 raw

ideas, which were, during an intense workshop in April

in Berlin, dissected, merged, selected and de-selected,

until we came away with six ambitious ideas to pursue.

We subsequently cut one of these ideas, leaving us with

the five that were presented in Lisbon.

In the run-up to Lisbon we engaged with nearly 60

thought-leaders, CEOs and experts in a range of different

fields, from ‘gamification’, foreign aid and development

and motivational psychology to energy distribution,

resource development and start-up cultures.

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to first idea

––– 21 –––

In Lisbon, the ideas were presented to a panel

consisting of:

01. Per Heggenes

CEO of the IKEA Foundation

02. Angela Wilkinson

Strategic foresight counsellor, Organisation for Economic

Co-operation and Development

03. Bill Drayton

Founder and CEO of Ashoka

04. Remi Eriksen

Next president and CEO of DNV GL Group

Everyone loves positive feedback. The difference between good and great is BEING ABLE TO ABSORB the message when it's not going well, To recognise when things need to change.

Angela Wilkinson

01.

02.

03.

04.

Idea launch ––– LifescoresTHE PROBLEM

A fundamental flaw in our growth model is that we as

individuals often value the wrong things. We need to drive

a psychological shift from wanting to be rich to wanting to

be relevant.

THE IDEA

We will create a digital platform that uses the psychological

principles of gamification to measure and reward all

purchasing and usage decisions, calculating them into

points, Lifescores, to help consumers make better choices

for themselves, their communities and the planet – and,

in the process, become more relevant.

MINIMUM VIABLE PRODUCT

A basic and intuitive website that functions as ‘proof

of concept’, allowing a test panel to sign up and register

scores by connecting the application program interfaces

(APIs) of three to five existing mobile apps or measuring

systems, visualising the results in a simple,

yet appealing manner.

“There is clear opportunity here to play on our natural competitive impulse to produce and share data.” Remi Eriksen

“It is very interesting the way you are appealing to cognitive empathy – to the possibility of living for the good of all and having the skill to do that.” Bill Drayton

“Rewards and transparency really can change behaviours.” Angela Wilkinson

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01 Blake Rosenthal

––– 22 –––

0i

01

PROJECT TEAM:

FREDDY FRIBERG, CRISTINA MARTINS,

SASCHA MÜLLER, BLAKE ROSENTHAL,

HANNEKE WILLENBORG + JØRGEN HOLST

to next idea

02 Sascha Müller

03 Bill Drayton

––– 23 –––

BUILDS FROM THE PANEL AND AUDIENCE

� A useful test for the viability of

this project: can you enlist a core

group of champions within your

respective companies? With that,

you’ll have a working mechanism

to move forward.

� A few years ago there was project

in Australia that aimed to measure

the duration of showers during a

water shortage, and it successfully

prompted behaviour change.

� Consider the many indices

already in use, (eg, the OECD’s

Better Life Index and Genuine

Progress Indicators) to make the

development cost feasible.

� This will only succeed with scale.

How will you engage enough

people at the start to gain

momentum?

� Who will decide what counts as

a ‘good’ score? Who sets the

standard?

� How will this be marketable?

Who will ‘harvest’ the transparency

generated? And how will

companies that sponsor this

make money from it?

� Is there a risk of excluding a

demographic that has limited

financial choices? What about

people who can’t afford to buy

products that score highly?

� How is value co-produced?

The value being made is clear, but

what about co-production of value

in the solution space?

� Who pays, and who owns? If it’s

owned by an entity other than the

users, you won’t have trust.

� Will this be a brand?

“I’d love to have this app to improve my way of life. There’s so much ignorance, so much we need to learn, and this is an ambitious way to address that.” Per Heggenes

02

03

Idea launch ––– Breaking the resource curse THE PROBLEM

For too many developing nations, natural resource wealth

does not transform into shared prosperity, but instead seems

to support increased corruption and inequality.

THE IDEA

We aim to drive collaboration between future-fit businesses,

civil society and government to unlock the development

potential of natural resources in Myanmar, chosen because

several Vanguard partners already have a presence there.

We will co-create a hub to share knowledge about how

other countries have avoided the resource curse, while

fostering dialogue and opportunities for collaborations

among businesses, NGOs, local start-ups and government.

MINIMUM VIABLE PRODUCT

An initial framework, based on engagement with local

stakeholders, for how Vanguard partners and other companies

can best support local NGOs, government and businesses in

Myanmar, with the goal of generating ideas and best practice

for how the country can harness its resource endowment to

benefit the wider country.

“The resource curse is one of the biggest lost tragedies of the 20th century. Poor countries have had such a huge opportunity for social wealth creation but it was often missed due to pure greed.” Per Heggenes

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01 Nicolaus Bunnemann

––– 24 –––

02

01

PROJECT TEAM:

NICOLAUS BUNNEMANN, DENNIS CHANG,

CRAIG JENNINGS, CHRISTIAN LIBERATORE,

TAN KONG HWEE + COLE PAULSON

to next idea

02 Tan Kong Hwee

03 Christian Liberatore

––– 25 –––

BUILDS FROM THE PANEL AND AUDIENCE

� Until you get on the ground and

talk to people, there is no way

to know if this is going to work,

what is needed or even what

local beneficiaries want. The big

challenge of development is that

we don’t know enough about the

local context.

� To do this requires being remarkable

listeners. Do proper on-the-ground

research first, really in depth,

because that’s where you’ll find

what is needed.

� The elephant in the room is

corruption. The highest leverage

for that is to look at systemic

pressure points; where are the

structural elements that breed

corruption, and how can we

realistically intervene?

� Trust is built by talking to people,

meeting them face-to-face. This

must be a priority before online

engagement.

� Who would own this hub, and who

would fund it? How can you confirm

first that this is needed and desired

by Burmese citizens? Assessing

their needs must come first.

“This is a bold and radical idea because it totally switches who is responsible for what in the long term, and what it means to do business right.” Hanneke Willenborg

“It is very important to include the people of Myanmar in this ASAP, to ask them if they really want this and let them take part.” Remi Eriksen

“If you allow any lack of rules or regulations, however small, it will spread like a cancer, go everywhere and infect everything.” Bill Drayton

02

03

Idea launch ––– Water for life THE PROBLEM

Water is fundamental to all life. But still one-third of the world’s

population lives in water-stressed areas, and nearly a billion

people still live without access to safe drinking water.

THE IDEA

We aim to initiate and lead a systems-sized collaboration,

leveraging the size and scale of the Vanguard businesses.

Our first point of intervention will aim to connect and scale-up

locally appropriate solutions to water scarcity and pollution

in a select region along the Ganges River in India.

MINIMUM VIABLE PRODUCT

A web-based collaboration platform prototype, a map of

ongoing water initiatives for a selected region in the Ganges

watershed and a roundtable where the stakeholders involved

in the mapped initiatives connect to identify key issues/

learnings and assess potential for collaboration and scaling.

“Some of the next big wars will be fought over water.” Per Heggenes

“There are exciting technologies for generating clean water out there, but the challenge is the business model.” Remi Eriksen

back to Contents

01 Sheila Redzepi

––– 26 –––

03

01

PROJECT TEAM:

YASEMIN BEDIR, SHEILA REDZEPI, CHRIS SLIM,

PRASHANT KUMAR SONI + RAY HO

“You don’t have to be in the water business to have a water crisis. I also wonder why you’re focusing on small stakeholders instead of manufacturing processes.” Angela Wilkinson

02 The panel reflects on

the presentation

03 Yasemin Bedir

––– 27 –––

BUILDS FROM THE PANEL AND AUDIENCE

� There are already innovative

and potentially transformative

technologies available to address

the water crisis; what’s missing is

the business model to utilise and

scale them.

� Focus first on the client, and build

backward from there. What are the

immediate needs of children in the

Ganges basin related to hygiene

and nutrition?

� There is a tension between

rural and urban water usage. If

hinterland farmers mismanage

water, cities are helpless. So we

need to respect and support small-

scale farmers, first and foremost.

� That being said, you don’t have to

be in the water business to have a

water crisis. Consider focusing on

manufacturing processes and other

corporate water usage, and not

exclusively on smallholders.

� Water waste is a key area to

focus on, with incentives for all

stakeholders. When farmers reduce

the use of water and pesticides,

they enjoy lower costs.

� Consider addressing water access

and conservation within supply

chains. By doing so, you can

create a more immediate business

incentive for your respective

companies.

� The real change-makers are the

people who control the water. How

can we give these people agency

to solve these problems?

� What’s the USP? How is this more

collaborative than all the other

coordinators working in this area?

“If you create a market ecology that enables poor people to afford to purchase their energy, then you can scale without limits.” Bill Drayton

to next idea

02

03

Idea launch ––– Energy democracy THE PROBLEM

Nearly 30 per cent of the world’s seven billion people don’t

have the uninterrupted access to electricity that is enjoyed in

the developed world.

THE IDEA

We aim to support the basic developmental energy needs of

rural Myanmar by implementing a locally appropriate solution

that can help unlock ‘systems wins’. We will use electricity as a

means of fostering education and entrepreneurship.

MINIMUM VIABLE PRODUCT

A model for ‘community resource hubs’ that will distribute

knowledge, energy appliances and financing for locally

appropriate energy solutions in rural Myanmar, co-developed

through engagement with local stakeholders such as

government, NGOs and rural communities.

“You can’t ask the poor to buy equipment so the offer must be some form of leasing package.” Bill Drayton

“It’s very, very important to not get stuck on technology here. That is not the key thing to solve first. ” Angela Wilkinson

back to Contents

01 Maurice Adriaensen

––– 28 –––

04

01

PROJECT TEAM:

MAURICE ADRIAENSEN, ANDRÉ GRABOW,

BART KUPPENS, ERIC SCHNEIDER,

GARETH WRIGHT + RAY HO

“You might not need to reinvent the wheel. There have been, and are, other pilot initiatives on the ground there. Find one. Improve it. Give it a business model.” Remi Eriksen

to next idea

02 Gareth Wright and Maurice Adriaensen

03 The ‘Energy democracy’ presentation

in progress

––– 29 –––

BUILDS FROM THE PANEL AND AUDIENCE

� Choose partners for this that aren’t

only retailers at the market-end,

but entrepreneurs along every step

of the chain. What’s needed is strong

partners on both ends of the project.

� The financing model is critical;

beneficiaries cannot be asked to

buy expensive equipment.

� Consider potential synergies

between both Myanmar Vanguard

projects.

� Focus solely on energy for now,

since energy is the enabler for

everything else that other partners

can do.

� This will require a great deal of

local knowledge. Forge those

partnerships early.

� Given how many organisations are

working in renewable energy, be

sure not to waste time reinventing

the wheel. Politics and cultures will

be different, but renewable energy

is the same; the task is to find

locally appropriate solutions.

� Look at models that allow for

scale. That means avoiding charity,

instead enabling people to buy

access to electricity themselves.

� Be patient; this will require a long-

term commitment.

� How will the market work?

Without a business model, it risks

only being charity.

� What existing projects and

organisations can you team up

with and scale?

“If you create a market ecology that enables poor people to afford to purchase their energy, then you can scale without limits.” Per Heggenes

02

03

Idea launch ––– Future-fit 500 THE PROBLEM

To reinvent growth, we have to reinvent how we measure

growth. Corporate rankings today are focused on the

principles of the old growth model. We need rankings that tell

us which companies will shape the future.

THE IDEA

We aim to build a holistic, future-appropriate valuation

framework to help companies, investors and other

stakeholders make better decisions. This new ranking

and reporting – the ‘Future-fit 500’ – will draw on existing

measures of natural and financial capital, but add a new

capital, ‘Future capital’, based on positive externalities.

MINIMUM VIABLE PRODUCT

A methodology for assessing the new ‘future capital’

dimension established through engagement with

stakeholders including companies, investors, academia and

current rankings. A partnership of companies, starting with the

Vanguard partners, who will champion the first ranking that

identifies the companies leading the way on ‘future capital’

to be announced in New York.

“ I believe that the most innovative companies will adopt the smartest ideas and those companies will become the successful ones in the future. If the project can help highlight those leaders and spread this kind of forward thinking, it could be extremely valuable.” Per Heggenes

“Fear of judgement is what has plagued other measurements, with companies quick to criticise them. But disciplined judgement absolutely works as a system to identify future potential.” Bill Drayton

back to Contents

01 Tok Kian Seng

––– 30 –––

05

01

PROJECT TEAM:

SAM AHMED, MELODY HONG, HARALD

MELWISCH, TOK KIAN SENG + JØRGEN HOLST

02 Melody Hong

03 Harald Melwisch, right,

with Tok Kian Seng

––– 31 –––

BUILDS FROM THE PANEL AND AUDIENCE

� A challenge is that the companies

you’re looking at represent a

tiny landscape of the full market.

Consider how this can make an

impact beyond the select group of

Fortune 500 companies.

� The measure of future capital is

the most controversial element in

the ranking. Consider including

elements like IP and R&D to make

this as robust as possible.

� For the most insightful data,

connect with stakeholders most

directly connected to outputs. For

schools, that would be teachers and

students. For companies, it might be

the employees delivering products

and services, and the customers

who consume them.

� Make sure that these rankings are

substantial and not just a media

ploy to ‘get clicks’. Readers love

rankings to a fault.

� Indices are only as good as the

amount of time put into getting that

index score right. There’s something

around score chasing that can

happen on the back of indices,

which we need to be cautious of.

� Could you extend the scope of the

analysis to state-owned enterprises

or non-traded companies in order to

widen the impact?

� What’s the lock and key

mechanism? If you find a way to

align policy space with the business

space, you have a clear USP.

� What will the incentive be for

sponsor companies?

� Could you consider a TripAdvisor

model that is crowd-sourced,

whether internally from company

employees or from customers?

� Would there be more value in

changing financial reporting to

reflect this kind of information?

Could this be more powerful for

shifting the conversation?

“The key question here is the ‘future’ part. Many of these factors, such as R&D and innovation, are hidden, not shared. Would we, for example, have foreseen Tesla a few years ago?” Remi Eriksen

“There is a soup of indices that don’t tell us much but reflect past performance – I am fascinated by what metrics we could agree to use to measure future value creation.” Angela Wilkinson

02

03

to collaboration

The power of collaboration ––– lessons from collaborative leaders

back to Contents

In a world of systems-sized challenges, leaders need to be able to instigate, engineer and run collaboration. As we move into phase three, the catalysts will have to collaborate even more – and not just with each other: they will also need to engage other organisations and individuals – some of them unlikely partners – in collaborations to pilot the Big Ideas.

But what makes a successful collaboration? What are the opportunities and pitfalls? How can leaders rally disparate actors around a common purpose and empower them to act?

On the afternoon of day two, Xyntéo’s head of collaboration, Dafydd Elis, presented key learnings from the recent report ‘Collaboration for new

growth: learning from leaders’. Produced together with Shell, the work is based on conversations with 39 leaders who are at the coal-face of collaboration in their respective fields.

After Dafydd’s opening, Lieutenant-General Sir Graeme Lamb and Per Heggenes shared their perspectives of collaboration, drawing on Graeme’s experiences of leading multinational forces into highly uncertain environments and Per’s of running long-term projects with multiple stakeholders in developing countries.

––– 32 –––

01 Sir Graeme Lamb

02 Dafydd Elis

03 Sascha Müller

––– 33 –––

COLLABORATION FOR NEW GROWTH – THE REPORT IN A NUTSHELL

A STRONG FOUNDATION IS KEY

� Always start with establishing a

common purpose. It is important that

all participants understand not only

why there are there, but also what

they are expected to bring to the

table and what they can expect to

take away. This may sound obvious

in the abstract, but it is ignored

surprisingly often in the concrete.

� Identify partners who are

strategically fit, and also make sure

you listen to the ‘weaker voices’;

those who don’t seem obvious but

may be critical later on.

� Create an appropriate framework:

for example, have an anchor

partner whose purpose is to just

keep the others banded together.

DEVELOP A DEEP ALIGNMENT THROUGHOUT THE PROJECT

� Develop a thorough understanding

of the context, because people may

see one issue in very different ways.

Turning the collection of data into

a common exercise can help all

partners get alignment on the context.

� Spend time creating a shared

narrative. Make sure people are

using the same words and with

the same meaning. This will help

everyone get on the same page

about what it is you’re trying

to achieve. This can be a long

process but it’s hugely useful and

will pay off in the longer run.

PAY ATTENTION WHEN MOVING INTO ACTION

� Taking the collaborative project

from the drawing board into real

life, and then from pilot to scale,

opens up a whole different set of

challenges. Pay attention to all the

parties, and listen to their concerns.

“My biggest learning is that it’s all about the special people you can engage. The real creative problem-solvers are often to be found at the bottom of the organisation.” Per Heggenes

“The leaders today need good listening skills [in collaborative projects]. I was too much on my own path and I wasn’t listening well to other team members.” Sascha Müller

to collaboration continued

01

02

03

back to Contents

“The challenge is often who you’re working with. The vast majority of collaborations are with people who’re very different to you.”

“There used to be a classical ‘follow me’ structure, then there was ‘fellowship,’ now it’s about ‘teamship’, and we’re being told to base our collaborations on impact.”

“Collaboration is not just about the team going forward together; it’s also about identifying and understanding the people who WON’T go with you.” Graeme Lamb

“If we don’t take the time to agree on a common purpose, we will not be successful.”

“You often find the best ideas at the bottom of the organisation.”

“Arrogance and silo mentality are two of the biggest obstacles to successful collaboration.”

“Sharing a common language is key to success. Clarity on concepts is necessary to avoid misunderstandings and ensure an effective dialogue.” Per Heggenes

“One of the most difficult things in collaboration is language. People say the same things but they don’t mean the same things.” Harald Melwisch

01

01 Per Heggenes, front,

with catalysts

02 Graeme Lamb

02

The power of collaboration ––– lessons from collaborative leaders (continued)

––– 34 –––

––– 35 –––

to leadership dialogue

Collaboration is not just about the team going forward together; it's also about identifying and understanding the people who WON'T go with you.

� Common purpose, common narrative.

You can’t underestimate that. It takes

the bulk of the work to do that!

� Do get the naysayers in the room,

the sceptics, because it will challenge

your thinking.

� Get a good facilitator to lead from

behind and engage everyone in the

room. Make sure someone doesn’t

dominate the conversation. It is very

hard to be the one who brings the

best out of everyone in the room.

� Make it fun! Then people are more

likely to contribute in a positive way.

� Be able to create an environment of

mutual respect. Respect that people

come from different backgrounds.

Be open-minded.

� Transparency. You can’t have an

agenda, you need to share your

thinking and best practices. Talk about

your failures. Chances are you can do

something better than anyone could

have done on their own.

Key collaboration success factors, according to Per Heggenes:

03

03 Per Heggenes

Leadership dialogue –––the talking points

back to Contents

Day two culminated in the catalysts assembling for a special session with three CEOs: MasterCard president and CEO Ajay Banga, EDP CEO António Mexia, and Xyntéo chairman and CEO Osvald Bjelland.Osvald and Ajay kicked off this informal, interactive conversation before surprise guest António joined. The dialogue was far-ranging. The three talked about how to attract talent, how to unite a team around a common cause, empowering global teams to act with agility and what issues kept them awake at night.

––– 36 –––

“Leadership is about freeing the abilities and energy of people, for the sake of a bigger purpose.” António Mexia

“We’re all trained to be successful alone – now we need to succeed together.” Osvald Bjelland

“Thinking you will do things just as you did yesterday is foolish. We’re in the midst of such great changes today, and if you’re not aware of this you’ll get in trouble.” António Mexia

“When it comes to revolutionary technologies and groundbreaking ideas, funding isn’t the real issue – human determination is.” Ajay Banga

“My job is not to be the smartest person in the room, but to energise people.” António Mexia

“I learned very quickly that you’re only as good as the competitive and social environment you’re working in.” Ajay Banga

“Be a place where people like to work, and you’ll attract the best talent.” António Mexia

to divide & conquer

01 Bart Kuppens, Hanneke Willenborg and Veronica Lie

02 The dialogue in full swing

03 Tok Kian Seng, Shelley McIvor and Chris Slim

04 Osvald Bjelland, Ajay Banga and António Mexia

––– 37 –––

The way to take your company to a higher level is to 'release the animal spirits'. You need to empower your team, giving them the space to make decisions and act with urgency.Ajay Banga

01

02

01

03 04

See Ajay Banga

share his thoughts on

reinventing growth:

click to watch

See Ajay Banga share

his thoughts on how

to build breakthrough

team performance:

click to watch

back to Contents

The Performance Theatre is an annual event that brings together

CEOs, chairmen, and world-class thinkers and innovators, drawn from

across disciplines, philosophies, sectors and geographies. Participants

are assembled in a stimulating setting of global historical weight

and are challenged to deploy their collective experience, knowledge

and values to take on the biggest leadership questions of the day – not

shying away from taboo or difficulty.

At this year’s Performance Theatre, staged in Lisbon just after the

Global Vanguard Exchange, the catalysts were tasked with sharing

their experiences of the Vanguard with the rest of the guests,

who included: Yves Daccord, director-general of the International

Committee of the Red Cross; Jeremy Heimans, co-founder and

CEO of Purpose; Rick Haythornthwaite, chairman of the board of

directors, MasterCard, and non-executive chairman, Centrica; Paul

Polman, CEO of Unilever; Ajay Banga, CEO of MasterCard; Andrew

Hill, management editor of the Financial Times; Baroness Bryony

Worthington, shadow minister for energy and climate change for the

UK House of Lords; Hans Vestberg, president and CEO of Ericsson;

and General David Petraeus, former director of the CIA.

A highlight of The Performance Theatre was when catalyst Hanneke

Willenborg of Unilever joined her mentor Yves on stage to do a live

demo of a mentoring conversation.

The Leadership Vanguard was also the focus of one of The

Performance Theatre break-out sessions – called ‘Dialogues’. After

an introduction from Remi Eriksen of DNV GL, Gareth Wright, Melody

Hong, Prashant Kumar Soni, Chris Slim and Yasemin Bedir each took

on the challenge of presenting the Vanguard Leadership model,

prompting energetic debate. Yves Daccord and Paul Polman, both

Vanguard mentors, also spoke, challenging the catalysts to keep

their ambitions high.

––– 38 –––

Divide and conquer –––day three

01On day three, we split up, with nine catalysts joining The Performance Theatre, and six taking part in a workshop to learn from and help local entrepreneurs.

01 Yves Daccord and Hanneke Willenborg share their mentor-mentee relationship experiences on day one of TPT on Friday 26 June

02

The TPT Leadership Vanguard Dialogue on Saturday 27 June

02 Remi Eriksen, right, and Chris Slim

03 Yasemin Bedir, right, and Mary Bentham

04 Unilever CEO Paul Polman

While some of the catalysts were at The Performance Theatre, another group met with Afonso Reis of Entrepreneurial Minds and Joao Duarte of Minus Project, both young entrepreneurs from Lisbon. This gave the catalysts the opportunity to see the world from the perspective of a young start-up, and give advice to and learn from an even younger group of future leaders.

––– 39 –––

04The Leadership Vanguard is a boundary-moving programme. What are the boundaries we need to move in order to create the space and oxygen we need to unleash the right values?Paul Polman

There are some givens: uncertainty, unknowability, less time for adaptation, connectivity as well as fragmentation. Is the next generation prepared? They are well-educated and good at dealing with change and managing diversity. The challenge is to set them up so they do not replicate our mistakes.Yves Daccord

03

to catalysts

back to Contents

Maurice Adriaensen HEAD OF DEPARTMENT,

OPERATIONAL EXCELLENCE, DNV

GL ENERGY

Sam Ahmed GROUP HEAD OF MARKETING,

ASIA-PACIFIC, MIDDLE EAST AND

AFRICA, MASTERCARD

André Grabow KEY ACCOUNT MANAGER, DNV

GL MARITIME

Melody Hong DEPUTY DIRECTOR,

PROFESSIONAL SERVICES,

SINGAPORE ECONOMIC

DEVELOPMENT BOARD

Yasemin Bedir COUNTRY MANAGER, TURKEY,

MASTERCARD

@yasbed

Nicolaus Bunnemann MANAGING DIRECTOR, ATLANTIC

LLOYD

GMBH & CO KG

Dennis Chang DIVISION PRESIDENT,

CHINA, MASTERCARD

Freddy Friberg AREA MANAGER, FINLAND,

RUSSIA AND THE BALTICS, DNV

GL MARITIME

@FreddyCSFriberg

Craig Jennings SENIOR DEVELOPMENT

ENGINEER, WOODSIDE ENERGY

LIMITED

Kuangwei Huang PROJECT ENGINEERING

MANAGER, KEPPEL FELS

Bart Kuppens MARKETING VICE PRESIDENT

FOODS BENELUX, UNILEVER

@beekup

Christian Liberatore COMMERCIAL ADVISOR,

CORPORATE DEVELOPMENT,

WOODSIDE ENERGY LIMITED

––– 40 –––

Our catalysts ––– next-generation leaders drawn from across partner companies

Thomson Tng SENIOR PROJECT MANAGER,

COMMERCIAL, KEPPEL SHIPYARD

LIMITED

@thomson_tng

The themes The ideas

Sascha Müller VICE PRESIDENT – BUSINESS

DEVELOPMENT, DNV GL

MARITIME

@samu_CPH

Sheila Redzepi VICE PRESIDENT GLOBAL

ADVOCACY AND SUSTAINABILITY

STRATEGY, UNILEVER

Eric Schneider GROUP HEAD AND REGION

LEAD, ASIA-PACIFIC REGION,

MASTERCARD

Cristina Martins GLOBAL MANAGER FOOD AND

BEVERAGES, DNV GL BUSINESS

ASSURANCE

@Kris_StMartins

Harald Melwisch VICE PRESIDENT BRAND

BUILDING DACH, MARKETING,

UNILEVER

Blake Rosenthal GLOBAL DEBIT HEAD,

MASTERCARD

Chris Slim VICE PRESIDENT BRAND

BUILDING NORDIC, UNILEVER

Dr Prashant Kumar Soni

HEAD OF DEPARTMENT, SAFETY,

DNV GL OIL & GAS

Tan Kong Hwee DEPUTY DIRECTOR, TRANSPORT

ENGINEERING, SINGAPORE

ECONOMIC DEVELOPMENT

BOARD

Tok Kian Seng SENIOR ENGINEER, SURF,

DRILLING AND WELLS,

DNV GL OIL & GAS

Gareth Wright BUSINESS ADVISER TO SENIOR

VICE PRESIDENT BROWSE

BUSINESS UNIT, WOODSIDE

ENERGY LIMITED

Hanneke Willenborg VICE PRESIDENT GLOBAL

DISHWASH, UNILEVER

@hannekewillenb1

BREAKING THE RESOURCE CURSE

ENERGY DEMOCRACY

LIFESCORES

FUTURE-FIT 500

WATER FOR LIFE

SYSTEMS-THINKING, COLLABORATION AND RESILIENCE

REDEFINING VALUE

COMMUNICATION IN AN AGE OF RADICAL VISIBILITY

––– 41 –––

to our thanks & xynteo team´

Our thanks to ––– the beacons, pathfinders and mentors who joined the Lisbon programme

back to Contents

António Mexia CEO, EDP

Paul Polman CEO, UNILEVER

Angela Wilkinson STRATEGIC FORESIGHT

COUNSELLOR, ORGANISATION

FOR ECONOMIC CO-OPERATION

AND DEVELOPMENT

Kajsa Li Padulan CO-FOUNDER, REDEFINE.XYZ

AND CULTURA21

Ajay Banga PRESIDENT AND CEO,

MASTERCARD

Osvald Bjelland CHAIRMAN AND CEO, XYNTÉO

Jan Blake STORYTELLER

Yves Daccord DIRECTOR-GENERAL,

INTERNATIONAL COMMITTEE

OF THE RED CROSS

––– 42 –––

Lieutenant-general Sir Graeme Lamb FORMER COMMANDER

OF THE FIELD ARMY AT LAND

COMMAND (UK)

Remi Eriksen CHIEF OPERATING OFFICER AND

EXECUTIVE VICE PRESIDENT,

DNV GL GROUP

Per Heggenes CEO, IKEA FOUNDATION

Bill Drayton FOUNDER AND CEO, ASHOKA

Robert Thurman PROFESSOR OF INDO-TIBETAN

STUDIES, COLUMBIA UNIVERSITY

to the future

05 Jørgen Holst, project manager, Xyntéo

06 Cole Paulsen, project manager, Xyntéo

07 Elina Jiang, project coordinator, Xyntéo

––– 43 –––

04

02

05

01 Veronica Lie, executive vice president, strategy and communications, Xyntéo

02 Shelley McIvor, programme manager, Xyntéo

03 Rick Wheatley, head of leadership and innovation, Xyntéo

04 Ray Ho, project manager, Xyntéo

01

07

06

03

The Xyntéo team –––

The future ––– the road to New York

back to Contents

The next milestone for the Leadership Vanguard is the third Global Vanguard Exchange, to be held in November in New York in conjunction with the Global Leadership and Technology Exchange (GLTE). In the run-up to New York, the catalysts will be focusing on incubation, piloting the ‘minimum viable product’ of their ideas to see which ones can fly. The New York Exchange will also see the catalysts from year one hand over to a new cohort.

Follow all the developments until then at www.leadershipvanguard.com and on Twitter by following @Xynteo #TheLeadershipVanguard

––– 44 –––

Xyntéo alone is responsible for this document and any errors

it contains / Xyntéo © July 2015

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