In 2011 the MIT Center for Digital Busines defined digital transformation as "the use of technology to radically improve performance or reach of enterprises." Since then, many companies have struggled to understand this term. One of the problems is that executives and board members alike often see digital transformation in just one horizon.

Many managers see digital transformation only as a collection of technologies that should be implemented. They put too much emphasis on "digital" and very little on "transformation." But in many sectors working on a 3-5 years horizon, as most strategic plans do, is not enough. Suppose customers and the market are changing as a result of digital disruption. In that case, the company will probably have to re-think its business model. But, when dealing with business model innovation, companies must think long term, maybe even very long term. Only then could executives prepare the company to cope with radical change.

Scenario planning, developed in the 60s by Mr. Wack and Ted Newland at Shell Corporation, is perhaps the best tool to help directors and executives think about the distant future. However, few companies use scenario planning. Many do not even know the tool exists and think scenario planning is the use of financial scenarios when it is indeed far from that. Many managers and directors are also uncomfortable at thinking long-term and creating various scenarios. 

In this session we will propose a roadmap for digital transformation and explain how scenario planning can help firms achieve long-term transformation.

Speaker
Prof. Julián Villanueva, Marketing, IESE Business School

Con la motivación suficiente, todos podemos ayudar. No hace falta tener la cuenta corriente de Bill Gates, aunque el dinero siempre viene bien. Cada vez más empresas y startups trabajan mano a mano con organizaciones benéficas y ONG para contribuir, con sus recursos y experiencia, a la mejora de la sociedad. 

You have to work at your career goal, plan it, and drive it where you want it to go. The biggest mistake you can make in your work life is leave your career to your employer, or anyone else.

You don't outsource your career!

Speaker
Jorg Stegemann has a large experience in retained search and recruitment, with a pan-European scope. Consultant, focus in recruitments/retained search assignments. Manager and Entrepreneur, with successfully management of fast growth, sustaining success, realignment, turn-around and downsizing all over Europe.
Founder of Kennedy Executive Search, a global network of retained search firms, and Apollo Executive Search, his own retained search boutique firm. 

El modelo de organización tradicional basada en la jerarquía y la especialización funcional ha tenido un gran éxito durante décadas pero ha dejado de funcionar en el contexto actual de cambio continuo y acelerado. Los retos a los que se enfrentan hoy las organizaciones demandan la creación de equipos multidisciplinares y autónomos que sólo pueden surgir de nuevos diseños organizacionales más líquidos y modulares, capaces de orientarse de forma dinámica a las prioridades de cada momento. Agile, que nace en origen como una metodología de ejecución de proyectos, ha sido utilizado con éxito por organizaciones como BBVA para construir un nuevo modelo organizativo con implicaciones en la gestión del talento, la cultura y el liderazgo.

Both, the 2009 financial crisis and the COVID-19 pandemic have created a significant increase in major economies' public debt.  Exceptionally large fiscal support programs have been launched and they are being coupled with large purchases of sovereign bonds by central banks.  These developments have raised fears of debt default and/or major inflation episodes.

In this session we will discuss the implications of these policies for global stability, and what are the potential exit strategies for the debt-overhang. 

Speakers
Prof. Jordi Gual, Economics, IESE
Prof. Pedro Videla, Economics, IESE