From smartphones to 5G, and blockchain to the metaverse, disruptive technologies have changed the world of work in ways that were previously unimaginable. Over the years Chief Disruptor members have connected to share strategies on the impact of these disruptive technologies on their industries and business models. But with rapidly evolving advancements in AI, robotics and automation, that conversation has evolved and expanded to focus also on the wider impact of disruptive technologies on jobs, roles and human experiences in the workplace.

At Chief Disruptor LIVE in June, we welcomed a lively and dynamic group of disruptors, innovators and change-makers to share ideas and brainstorm strategies for competitive advantage in a fast-moving world.

There isn’t a person reading this who hasn’t experienced the fallout of poor data practices and governance. Recently I spent many frustrating and fruitless phone calls trying to unpick a series of fiddly, yet entirely preventable customer service issues with a well-known retailer that stemmed from the simple duplication of my customer record. I had until then been a loyal customer, perhaps a little too loyal as I was a member of their exclusive VIP programme (reserved for only the very biggest spenders…). But having experienced first-hand their lack of care for my data, not to mention their fairly hopeless customer service, I vowed never to step through their doors again; and made sure I told anyone around me who would listen about their shoddy data practices.

AI continues to be a flavour of the month for Chief Disruptor members and was the hot topic of conversation at Chief Disruptor LIVE in June. During breakout discussions, members shared fascinating insights on their AI initiatives and strategies to generate business value from AI. As ever at Chief Disruptor activities, we were joined by a wide range of roles, sectors and experiences, but despite this, four common AI use cases came up frequently in discussions:

At Chief Disruptor LIVE in June, we welcomed a lively and dynamic group of disruptors, innovators and change-makers to share ideas and brainstorm strategies for competitive advantage in a fast-moving world.

Retail and CPG industries are in constant states of flux, propelled by changing consumer preferences, emerging technologies and market trends. Many industry insiders believe that early adopters of Generative AI stand to gain significant advantages. For leading organisations, the question has shifted from 'why' to 'when' and 'how' to effectively implement and scale GenAI initiatives. At a recent dinner and discussion for Chief Disruptor members, run in partnership with Cognizant and Microsoft, industry leaders gathered to explore the transformative power of Generative AI at the enterprise level.

On Wednesday 28 February 2024, Chief Disruptor held the Army Counter Intelligence and Security Conference at The Queen Elizabeth II Centre. At the conference Chief Disruptor members, representatives from across the MOD, as well as leaders from across industry converged to discuss the evolving landscape of security and the strategies needed to navigate it effectively.

2023 was a year marked by rapid technological advancements and global uncertainty. As businesses grappled with the challenges posed by emerging technologies like generative AI and navigated the complexities of volatile economies and disrupted supply chains, the need for adaptability and innovation became more apparent than ever.

We are all aware of the importance of embracing sustainable practices, so why is the tanker not changing direction fast enough? Organisations are reporting positive returns for their ESG initiatives, however the progress of change is still slow. It’s driving a cultural change to embrace sustainable practices, and embed sustainability into the core values and operations, then translating these plans into actionable strategies that will create meaningful impact.

In the face of climate change and resource constraints, businesses must adopt innovative thinking and operational approaches. The urgency of ESG action necessitates a strategic shift. Meaningful progress in ESG requires extensive connections and communications across a broader ecosystem, involving partners, suppliers and consumers. Despite widespread calls for action, many business leaders struggle to expand their influence from strategy to execution, possibly due to the perceived enormity of the task.