CASE STUDY
The Employer Experience Proposition
Global Internal Benchmark for key HR Metrics. Key HR Metrics are aggregated and shared globally between different regions so each region can compare their own results with others within Sony. This is a good use case of how own data is utilised and leveraged in a global scale.
- 01Digital marketing – More important than ever
- 02Commercial innovation
- 03Post-pandemic era: An accelerator of digital transformation
- 04Importance of developing the right content
- 05Future of pharma sales & marketing
- 06Customer centricityand customer engagement
CASE STUDY
The Employer Experience Proposition
Global Internal Benchmark for key HR Metrics. Key HR Metrics are aggregated and shared globally between different regions so each region can compare their own results with others within Sony. This is a good use case of how own data is utilised and leveraged in a global scale.
- 01Digital marketing – More important than ever
- 02Commercial innovation
- 03Post-pandemic era: An accelerator of digital transformation
- 04Importance of developing the right content
- 05Future of pharma sales & marketing
- 06Customer centricityand customer engagement
Speakers
Sample of Keynote Speakers and their Case Studies
CASE STUDY
The Employer Experience Proposition
Global Internal Benchmark for key HR Metrics. Key HR Metrics are aggregated and shared globally between different regions so each region can compare their own results with others within Sony. This is a good use case of how own data is utilised and leveraged in a global scale.
- 01Digital marketing – More important than ever
- 02Commercial innovation
- 03Post-pandemic era: An accelerator of digital transformation
- 04Importance of developing the right content
- 05Future of pharma sales & marketing
- 06Customer centricityand customer engagement
CASE STUDY
Growth and Culture at Omantel
In this presentation, I will examine the critical role of the People Unit in supporting Omantel’s sustained growth through the development and nurturing of a strong organisational culture. We will discuss how strategic human capital initiatives, employee engagement, and leadership development underpin our commitment to excellence and innovation. This presentation aims to highlight the integral connection.
- 01Omantel’s Growth Trajectory and Strategic Vision
- 02Strategic Role of the People Unit in Enabling Business Growth
- 03Key Initiatives in Talent Acquisition and Development
- 04Cultivating a Culture of Innovation, Collaboration, and Inclusion
- 05Employee Engagement and Retention as Strategic Priorities
- 06Leadership Development and Succession Planning
- 07The Business Impact of a People-Centric Culture
- 08Future Outlook: Sustaining Growth Through Cultural and Talent Evolution
In this session, I’ll explore the critical role of being the bridge between product and technology, where true product development excellence happens. Drawing on my experience in transformation, including agile transformation and large-scale delivery, I’ll share how connecting vision with execution, and people with purpose leads to better collaboration, stronger outcomes, and more impactful products — the cornerstone of product and agile excellence.
CASE STUDY
Inside-Out HR: Rebuilding Culture, Talent & Structure for Business Growth in Pharma & Beyond
– “70% of transformations fail due to culture, not strategy”
– Challenge to audience: Is your growth strategy people-first or process-first?
- 01Opening
- 02Inside-Out HR Philosophy
- 03Rebuilding Culture
- 04Rethinking Talent
- 05Redesigning Structure
- 06Linking It All to Business Growth
- 07Practical Framework & Takeaways
Pre-Start Phase:
1.Patient Safety Review:
- Assess patient demographics, drug specifics, AE (Adverse Event) incidence rates, available resources, and programme design fundamentals
- Integrate multifaceted support resources, including call centres, educational materials, and digital tools
2.Contracting Essentials:
- Determine the need for standalone PVAs (Pharmacovigilance Agreements) or safety clauses
- Critical contract elements: Include audit rights, clear definitions, mandatory training, AE reporting procedures, contact details, and reconciliation processes
3.AE Training and Vendor Setup:
- Implement comprehensive AE training protocols
- Establish a robust vendor monitoring strategy with clear KPIs, defined monitoring frequency, and audit readiness
During the Programme:
1.Vendor Performance and AE Monitoring:
- Conduct regular vendor reviews to ensure compliance with contractual obligations
- Maintain ongoing reconciliation and monitor AE trends to identify any emerging issues
Post Completion:
1.Study Reporting:
- Prepare a comprehensive study report summarising outcomes, key learnings, and areas for improvement
CASE STUDY
Agile HR — The “Firm-Eye Paradox”? The Evolution of HR Operating Models & Strategic Business Partnership
In the world of future work, we are told that everything will change and keep on changing. How is HR going to keep ahead? What will go away, and what just won’t? Let’s keep our eyes on the Stars, see what ‘good, better, best’ is shaping up to be for HR in leading organisations, and take a shot at how we will, formally and future-ly, steer an agile path to helping our Firms, and our HR people, succeed.
- 01Purpose of the Organisation
- 02Purpose of the Professional
- 03Successful Marriage
- 04Trust and Faith
- 05Reasons for Divorce
- 06Golden Partition
In an evolving landscape where customer expectations continually rise, understanding and proactively addressing customer needs is no longer optional—it’s essential. This session explores how empathy-driven customer experience (CX), combined with strategic automation and cutting-edge AI, can radically enhance efficiency, agent performance, and customer loyalty. Leveraging real-world insights and innovative frameworks, discover practical ways to future-proof your contact centre operations.
CASE STUDY
Strength-Based Leadership and Creating an Ecosystem of Coaches
At Accor, our journey in embedding Strength-Based Leadership and building an ecosystem of coaches is a strategic priority and a cornerstone of our people development philosophy.
In our pursuit of a coaching culture, we’ve implemented a range of initiatives that bring together the best different developmental resources. These initiatives are not standalone programmes; they are part of a deliberate, connected effort to empower our leaders and teams. By focusing on individual and collective strengths, and grounded in core coaching principles, we are shaping a workplace where continuous learning, empathy, and performance go hand in hand. This culture fosters not only personal growth but also drives team resilience, engagement, and business impact.
Rather than just talking about the theory, we want you to hear directly from our leaders. They will share how adopting a coaching mindset has transformed their leadership and the tangible difference it has made for their teams and the organisation as a whole.
- 01Strength-based Leadership and how this has impacted our Culture and Performance
- 02Building an Ecosystem of Coaches
CASE STUDY
Infusing Employee Value Proposition (EVP) in Your Talent Strategy to Thrive in the Future of Work
As the workplace rapidly evolves, organisations must reimagine their talent strategies to remain competitive and future-ready. This session explores how a compelling, authentic, and evolving Employee Value Proposition (EVP) can anchor talent attraction, engagement, and retention, serving as a strategic differentiator in the future of work.
- 01Understanding the EVP: Beyond perks and pay—purpose, growth, flexibility, and belonging
- 02Aligning EVP to evolving workforce expectations in a hybrid, digital-first world
- 03Integrating EVP into the full talent lifecycle—from employer branding to exit
- 04Using data and listening tools to continually shape and personalise your EVP
- 05Embedding EVP into leadership behaviour, culture, and experience design
For decades, leadership has been benchmarked against outcomes — growth, profitability, market share. But as we enter an era defined by complexity, stakeholder capitalism, and workforce fluidity, the metrics for leadership success are evolving.
Today’s most successful organisations aren’t just technology-enabled or agile — they are human-centred by design. Why? Because the greatest differentiator is no longer strategy or digital capability — it’s the human system behind it. Human-centred leadership is now the critical foundation for driving engagement, innovation, and resilience in a world where uncertainty is constant and value creation is deeply intertwined with trust, purpose, and well-being. This session reframes human-centred leadership as a strategic operating model — one that redefines performance, strengthens culture, and aligns leadership behaviours with long-term enterprise value.
CASE STUDY
Growth and Culture at Omantel
In this presentation, I will examine the critical role of the People Unit in supporting Omantel’s sustained growth through the development and nurturing of a strong organisational culture. We will discuss how strategic human capital initiatives, employee engagement, and leadership development underpin our commitment to excellence and innovation. This presentation aims to highlight the integral connection.
- 01Omantel’s Growth Trajectory and Strategic Vision
- 02Strategic Role of the People Unit in Enabling Business Growth
- 03Key Initiatives in Talent Acquisition and Development
- 04Cultivating a Culture of Innovation, Collaboration, and Inclusion
- 05Employee Engagement and Retention as Strategic Priorities
- 06Leadership Development and Succession Planning
- 07The Business Impact of a People-Centric Culture
- 08Future Outlook: Sustaining Growth Through Cultural and Talent Evolution
In this session, I’ll explore the critical role of being the bridge between product and technology, where true product development excellence happens. Drawing on my experience in transformation, including agile transformation and large-scale delivery, I’ll share how connecting vision with execution, and people with purpose leads to better collaboration, stronger outcomes, and more impactful products — the cornerstone of product and agile excellence.
CASE STUDY
Inside-Out HR: Rebuilding Culture, Talent & Structure for Business Growth in Pharma & Beyond
– “70% of transformations fail due to culture, not strategy”
– Challenge to audience: Is your growth strategy people-first or process-first?
- 01Opening
- 02Inside-Out HR Philosophy
- 03Rebuilding Culture
- 04Rethinking Talent
- 05Redesigning Structure
- 06Linking It All to Business Growth
- 07Practical Framework & Takeaways
Pre-Start Phase:
1.Patient Safety Review:
- Assess patient demographics, drug specifics, AE (Adverse Event) incidence rates, available resources, and programme design fundamentals
- Integrate multifaceted support resources, including call centres, educational materials, and digital tools
2.Contracting Essentials:
- Determine the need for standalone PVAs (Pharmacovigilance Agreements) or safety clauses
- Critical contract elements: Include audit rights, clear definitions, mandatory training, AE reporting procedures, contact details, and reconciliation processes
3.AE Training and Vendor Setup:
- Implement comprehensive AE training protocols
- Establish a robust vendor monitoring strategy with clear KPIs, defined monitoring frequency, and audit readiness
During the Programme:
1.Vendor Performance and AE Monitoring:
- Conduct regular vendor reviews to ensure compliance with contractual obligations
- Maintain ongoing reconciliation and monitor AE trends to identify any emerging issues
Post Completion:
1.Study Reporting:
- Prepare a comprehensive study report summarising outcomes, key learnings, and areas for improvement
CASE STUDY
Agile HR — The “Firm-Eye Paradox”? The Evolution of HR Operating Models & Strategic Business Partnership
In the world of future work, we are told that everything will change and keep on changing. How is HR going to keep ahead? What will go away, and what just won’t? Let’s keep our eyes on the Stars, see what ‘good, better, best’ is shaping up to be for HR in leading organisations, and take a shot at how we will, formally and future-ly, steer an agile path to helping our Firms, and our HR people, succeed.
- 01Purpose of the Organisation
- 02Purpose of the Professional
- 03Successful Marriage
- 04Trust and Faith
- 05Reasons for Divorce
- 06Golden Partition
In an evolving landscape where customer expectations continually rise, understanding and proactively addressing customer needs is no longer optional—it’s essential. This session explores how empathy-driven customer experience (CX), combined with strategic automation and cutting-edge AI, can radically enhance efficiency, agent performance, and customer loyalty. Leveraging real-world insights and innovative frameworks, discover practical ways to future-proof your contact centre operations.
CASE STUDY
Strength-Based Leadership and Creating an Ecosystem of Coaches
At Accor, our journey in embedding Strength-Based Leadership and building an ecosystem of coaches is a strategic priority and a cornerstone of our people development philosophy.
In our pursuit of a coaching culture, we’ve implemented a range of initiatives that bring together the best different developmental resources. These initiatives are not standalone programmes; they are part of a deliberate, connected effort to empower our leaders and teams. By focusing on individual and collective strengths, and grounded in core coaching principles, we are shaping a workplace where continuous learning, empathy, and performance go hand in hand. This culture fosters not only personal growth but also drives team resilience, engagement, and business impact.
Rather than just talking about the theory, we want you to hear directly from our leaders. They will share how adopting a coaching mindset has transformed their leadership and the tangible difference it has made for their teams and the organisation as a whole.
- 01Strength-based Leadership and how this has impacted our Culture and Performance
- 02Building an Ecosystem of Coaches
CASE STUDY
Infusing Employee Value Proposition (EVP) in Your Talent Strategy to Thrive in the Future of Work
As the workplace rapidly evolves, organisations must reimagine their talent strategies to remain competitive and future-ready. This session explores how a compelling, authentic, and evolving Employee Value Proposition (EVP) can anchor talent attraction, engagement, and retention, serving as a strategic differentiator in the future of work.
- 01Understanding the EVP: Beyond perks and pay—purpose, growth, flexibility, and belonging
- 02Aligning EVP to evolving workforce expectations in a hybrid, digital-first world
- 03Integrating EVP into the full talent lifecycle—from employer branding to exit
- 04Using data and listening tools to continually shape and personalise your EVP
- 05Embedding EVP into leadership behaviour, culture, and experience design
For decades, leadership has been benchmarked against outcomes — growth, profitability, market share. But as we enter an era defined by complexity, stakeholder capitalism, and workforce fluidity, the metrics for leadership success are evolving.
Today’s most successful organisations aren’t just technology-enabled or agile — they are human-centred by design. Why? Because the greatest differentiator is no longer strategy or digital capability — it’s the human system behind it. Human-centred leadership is now the critical foundation for driving engagement, innovation, and resilience in a world where uncertainty is constant and value creation is deeply intertwined with trust, purpose, and well-being. This session reframes human-centred leadership as a strategic operating model — one that redefines performance, strengthens culture, and aligns leadership behaviours with long-term enterprise value.
CASE STUDY
Growth and Culture at Omantel
In this presentation, I will examine the critical role of the People Unit in supporting Omantel’s sustained growth through the development and nurturing of a strong organisational culture. We will discuss how strategic human capital initiatives, employee engagement, and leadership development underpin our commitment to excellence and innovation. This presentation aims to highlight the integral connection.
- 01Omantel’s Growth Trajectory and Strategic Vision
- 02Strategic Role of the People Unit in Enabling Business Growth
- 03Key Initiatives in Talent Acquisition and Development
- 04Cultivating a Culture of Innovation, Collaboration, and Inclusion
- 05Employee Engagement and Retention as Strategic Priorities
- 06Leadership Development and Succession Planning
- 07The Business Impact of a People-Centric Culture
- 08Future Outlook: Sustaining Growth Through Cultural and Talent Evolution
In this session, I’ll explore the critical role of being the bridge between product and technology, where true product development excellence happens. Drawing on my experience in transformation, including agile transformation and large-scale delivery, I’ll share how connecting vision with execution, and people with purpose leads to better collaboration, stronger outcomes, and more impactful products — the cornerstone of product and agile excellence.
CASE STUDY
Inside-Out HR: Rebuilding Culture, Talent & Structure for Business Growth in Pharma & Beyond
– “70% of transformations fail due to culture, not strategy”
– Challenge to audience: Is your growth strategy people-first or process-first?
- 01Opening
- 02Inside-Out HR Philosophy
- 03Rebuilding Culture
- 04Rethinking Talent
- 05Redesigning Structure
- 06Linking It All to Business Growth
- 07Practical Framework & Takeaways
Pre-Start Phase:
1.Patient Safety Review:
- Assess patient demographics, drug specifics, AE (Adverse Event) incidence rates, available resources, and programme design fundamentals
- Integrate multifaceted support resources, including call centres, educational materials, and digital tools
2.Contracting Essentials:
- Determine the need for standalone PVAs (Pharmacovigilance Agreements) or safety clauses
- Critical contract elements: Include audit rights, clear definitions, mandatory training, AE reporting procedures, contact details, and reconciliation processes
3.AE Training and Vendor Setup:
- Implement comprehensive AE training protocols
- Establish a robust vendor monitoring strategy with clear KPIs, defined monitoring frequency, and audit readiness
During the Programme:
1.Vendor Performance and AE Monitoring:
- Conduct regular vendor reviews to ensure compliance with contractual obligations
- Maintain ongoing reconciliation and monitor AE trends to identify any emerging issues
Post Completion:
1.Study Reporting:
- Prepare a comprehensive study report summarising outcomes, key learnings, and areas for improvement
CASE STUDY
Agile HR — The “Firm-Eye Paradox”? The Evolution of HR Operating Models & Strategic Business Partnership
In the world of future work, we are told that everything will change and keep on changing. How is HR going to keep ahead? What will go away, and what just won’t? Let’s keep our eyes on the Stars, see what ‘good, better, best’ is shaping up to be for HR in leading organisations, and take a shot at how we will, formally and future-ly, steer an agile path to helping our Firms, and our HR people, succeed.
- 01Purpose of the Organisation
- 02Purpose of the Professional
- 03Successful Marriage
- 04Trust and Faith
- 05Reasons for Divorce
- 06Golden Partition
In an evolving landscape where customer expectations continually rise, understanding and proactively addressing customer needs is no longer optional—it’s essential. This session explores how empathy-driven customer experience (CX), combined with strategic automation and cutting-edge AI, can radically enhance efficiency, agent performance, and customer loyalty. Leveraging real-world insights and innovative frameworks, discover practical ways to future-proof your contact centre operations.
CASE STUDY
Strength-Based Leadership and Creating an Ecosystem of Coaches
At Accor, our journey in embedding Strength-Based Leadership and building an ecosystem of coaches is a strategic priority and a cornerstone of our people development philosophy.
In our pursuit of a coaching culture, we’ve implemented a range of initiatives that bring together the best different developmental resources. These initiatives are not standalone programmes; they are part of a deliberate, connected effort to empower our leaders and teams. By focusing on individual and collective strengths, and grounded in core coaching principles, we are shaping a workplace where continuous learning, empathy, and performance go hand in hand. This culture fosters not only personal growth but also drives team resilience, engagement, and business impact.
Rather than just talking about the theory, we want you to hear directly from our leaders. They will share how adopting a coaching mindset has transformed their leadership and the tangible difference it has made for their teams and the organisation as a whole.
- 01Strength-based Leadership and how this has impacted our Culture and Performance
- 02Building an Ecosystem of Coaches
CASE STUDY
Infusing Employee Value Proposition (EVP) in Your Talent Strategy to Thrive in the Future of Work
As the workplace rapidly evolves, organisations must reimagine their talent strategies to remain competitive and future-ready. This session explores how a compelling, authentic, and evolving Employee Value Proposition (EVP) can anchor talent attraction, engagement, and retention, serving as a strategic differentiator in the future of work.
- 01Understanding the EVP: Beyond perks and pay—purpose, growth, flexibility, and belonging
- 02Aligning EVP to evolving workforce expectations in a hybrid, digital-first world
- 03Integrating EVP into the full talent lifecycle—from employer branding to exit
- 04Using data and listening tools to continually shape and personalise your EVP
- 05Embedding EVP into leadership behaviour, culture, and experience design
For decades, leadership has been benchmarked against outcomes — growth, profitability, market share. But as we enter an era defined by complexity, stakeholder capitalism, and workforce fluidity, the metrics for leadership success are evolving.
Today’s most successful organisations aren’t just technology-enabled or agile — they are human-centred by design. Why? Because the greatest differentiator is no longer strategy or digital capability — it’s the human system behind it. Human-centred leadership is now the critical foundation for driving engagement, innovation, and resilience in a world where uncertainty is constant and value creation is deeply intertwined with trust, purpose, and well-being. This session reframes human-centred leadership as a strategic operating model — one that redefines performance, strengthens culture, and aligns leadership behaviours with long-term enterprise value.