01 - 03 April, 2019 | London, UK

Conference Day One

8:00 am - 8:30 am Registration & Networking

9:00 am - 9:10 am Introducing the key objectives for OPEX Leaders Europe 2019

Peter Evans - Director LCI for Business Service Operations, LEGO
  • Models for creating the agile organisation of the future 
  • Lessons learnt and business outcomes from implementing process mining, RPA at scale and AI 
  • Fresh ways to embed customer-centric improvements across a complex business 
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Peter Evans

Director LCI for Business Service Operations
LEGO

Senior executives share their views on how operational excellence fits into their strategies and their approaches to our key conference objectives in this relaxed lounge chair discussion. Find out how they are managing transformation and improvement within the business, their approaches to the cascading of goals, what is working and what are failures they have learnt from. Also, how are they balancing long and short term priorities to ensure that OPEX isn’t forgotten?  

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Richard King

Chief Legal Operations Officer
Herbert Smith Freehills

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Mark Stone

CEO
South Oxfordshire and Vale of White Horse District Councils

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Richard Dening-Smitherman

Chief Operations Officer
Burger King Corporation

9:45 am - 10:15 am Big idea speaker: The art of persuasion: marshalling your resources to make an impact and win over adversaries

Prof. Jo Delahunty QC - Leading UK Barrister, Judge and Professor of Law
Interesting facts…
Since being called to the Bar in 1986, Jo has come to practise at the High Court level and above. She is one of the UK’s most sought after barristers, representing high profile cases including acting on behalf of 76 bereaved families in the Hillsborough Inquests. 
The presentation
In a rare speech, Jo will share her unique insights into the art of persuasion and taking an evidence-based approach to winning people over to your view.   
You will walk away with a fresh approach to:
  • Persuasive communication: learn from one of the true masters of the craft, to help win over colleagues who are resistant to change 
  • Presenting evidence and data in a way that builds a on your argument, and how to apply this approach for engaging the C-level 
  • How to cut through objections and win over adversaries at all levels 
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Prof. Jo Delahunty QC

Leading UK Barrister
Judge and Professor of Law

10:15 am - 10:30 am OPEX Leaders Bingo

A chance to move about the room and meet your fellow OPEX leaders.  

10:30 am - 11:00 am Morning refreshments

A. Mergers and acquisitions: aligning cultures and processes 
Many industries are facing merger and acquisition activity, from Automotive to Medical Devices to Energy. In this timely discussion, we will be addressing the major pain points of a merger from an OPEX perspective. You will find out how other companies are determining an appropriate level of guidance throughout the change. You will then deep dive into how to handle the process landscape, overcome cultural differences and resistance, and ensure that excellence is maintained both throughout and after the merger.
Elke Hollmann, Head of Process Engineering, Stratec Biomedical  

B. GDPR: taking the pain out of ongoing compliance
Share approaches with your peers on how to best manage the ongoing challenges of GDPR compliance. You will compare the different ways that companies are organising the systems and processes that are affected by GDPR and the benefits and downsides of each. How connected or disconnected are the different functions involved in on-going compliance? Ultimately this groups aims to identify the emerging best practice in making compliance easier for the business. 
Frank A. Wimmer, Head of Process and ICS Office, Alpiq

C. How are companies re-inventing process to be more agile? 
As more businesses move to a more flexible, agile approach to improvement and transformation, OPEX leaders must make key decisions about how to make this work at a practical level within their organisational context. Hear about Nissan’s approach to the inherent challenges, followed by structured discussion around key issues including:
▪ Implementation of agile squads throughout the business
▪ Changes to organisational structures to support a more agile way of work
▪ What does an agile process framework look like? ▪ How can we transition to it?  
▪ Protecting the end-to-end customer view and long-term planning in an agile environment 
Emilio Ibáñez, Head of Operational Excellence, Nissan 

D. Empowering colleagues from the ground-up to get behind an improvement
▪ Devolving power to colleagues on the coalface: weighing up the benefits and the risks
▪ Putting the systems and processes in place to enable operational colleagues to have input into improvements  
▪ Defining responsibilities throughout a diverse, multi-site organisation and cascading the strategic goals to the frontline
▪ Freeing up the right people to contribute to CI in a meaningful way 
▪ Creating lasting communication and engagement with different types of colleagues to keep the change alive
John Bilsland, Head of CI, Network Rail 

E. Collaboration across the globe: underpinning enterprise-wide change
Collaborating within a global team can be a job on its own: keeping an initiative alive, the stakeholders engaged, the message right, and not overlooking a site. 
Here we will share novel approaches to collaboration including reliable and engaging tools, creative ideas for engagement and how to avoid common failures. 
Gerard C. Poolman, CI Lead, Shell Chemicals

F. Embracing a more diverse workforce and new ways of thinking 
There is plenty of rhetoric in the business world around diversity in the workplace and embracing difference – but what does that mean at a practical level for organisational culture and ways of work?  We will talk through examples of companies that have taken advantage of the new perspectives entering their workplace, and how to channel this into enhanced innovation, efficiencies and competitive advantage.  
Baringa 

G. Process mining: a practical guide to the benefits and implementation
Process mining is one of they key innovations to move into the OPEX world in recent years. For those who are looking to employ this solution, this discussion will answer questions including but not limited to:  
▪ How it works and what to expect from a process discovery project 
▪ What are the requisite data and systems? 
▪ What do you need to know about integrating process mining solutions within your current systems? 
▪ What are the measurable business benefits from the existing case studies?  

H. Embedding RPA within the organisation as a new business as usual
As RPA becomes mainstream, OPEX leaders are moving to ensure it as efficient and effective as possible across the organisation on an ongoing basis. Topics under discussion include: 
▪ Best practice for embedding RPA skills within the organisation 
▪ How to speed up RPA governance: making it more agile while also getting it right
▪ Prioritising RPA work across the organisation with limited resources 
▪ Creating a unified approach and avoiding internal battles with AI and other potentially competing functions 


I. The gamification of disruptive change
As Millennials come to play a significant role in the workplace, serious games are becoming an attractive tool for engaging colleagues in change and learning initiatives. But what are the use cases and what is involved in using this relatively new tool? 
▪ Setting a realistic role and KPIs for a serious game within the overall initiative
▪ Designing an effective serious game with a developer company: ensuring that it will achieve your goal
▪ Estimating the amount of time and resources needed to manage and advocate the use of a serious game in your organisation 
▪ Strategies for encouraging non-Millennials to use a serious game to support reskilling or process change
Baringa

J. Sustainable OpEx: turning initial change acceptance into long-term transformation
Discuss with your peers the best strategies for creating lasting change in your organisation. Participants will share the benefits, the practicalities and the risks of approaches such as: 
▪ Empowerment of colleagues to make improvements to their processes
▪ Employing an Agile methodology within non-IT functions of the business 
▪ Reorganisation of a digital workplace, reskilling people to perform different tasks that add value for the customer

K. Blockchain: what is it and what is the potential for improving business operations?  
How can organisations drive disruptive transformation through the application of blockchain technologies? 
Many industries are now looking to blockchain to see what it can do for them, to reduce business risk, prevent fraud and improve quality and efficiency in specific areas. You will be led through the basis of how blockchain works, the potential operational applications and some of the key processes that need to be put in place in order to make it work. 

L. Procurement transformation: lessons learnt 
Howard will give the group an update on the NHS Procurement Transformation Programme, followed by discussion with the group around what lessons others can draw from the NHS experience. Key topics for discussion include:  
The forward view of IT in procurement:  which technologies will act as an enabler for future improvement? 
How we have so far overcome the business transformation challenges and how can we tackle the barriers that lie ahead? 
The evolving view of operational excellence within NHS Supply Chain and within the broader field of procurement 
Howard Blackith, CIO, Supply Chain Coordination Limited, NHS 
 
M. Reporting the business value of OPEX activities in an innovative way that engages the board
Learn a new visual model for reporting on the progress and business value of your improvement initiatives across the business, followed by discussion and questions from the group. 
▪ An innovative model for representing the results of your CI programme in a holistic, visual way
▪ How much detail to put into your reports and why 
▪ Focusing your report around the strategic objectives of your programme 
▪ Making your visualisations dynamic, representing progress and savings over time
Marcin Golabek, Continuous Improvement Director, Ficosa

N. Taking a Lean approach to RPA implementation as an enabler for service productivity
Dominique will share a short case study about the DNA experience of RPA and Lean implementation across the service area of the major Telco business, followed by a sharing of experiences and questions from the group. Points for our discussion will include: 
▪ Re-designing organisational structures and responsibilities around the introduction of new robot colleagues 
▪ Taking a Lean approach to adapting work flows in an environment incorporating robotics 
▪ Managing the transition to a hybrid digital/human workplace, bringing people on board across the Service area
▪ What business outcomes have we seen from RPA so far and what are our future plans? 
▪ What would we do differently if we had our time over?
Dominique Akl, Head of Corporate Service Delivery, DNA

O. Supporting the business case for the transformation
We will be looking at the financial justification for a transformation and how it ties into the organisational strategy, including:   
▪ Forecasting realistic process efficiency gains 
▪ Considering whether the change will improve customer service in a way that can’t be done on current systems
▪ Looking for other potential advantages of the transformation: how will it give you an edge in your market?   


P. Why your senior executives need help and what OPEX leaders can do for them
The next frontier on many senior OPEX professionals’ roadmaps is to apply improvement tools at the leadership level, to support decision making and create a culture that strives for excellence from the very coalface all the way to the top. You will hear a practical case study followed by a discussion around the challenges of making this happen. In particular, we will be covering:  
▪  The demands on senior executives to make key decisions and the implications of those decisions against a background of increasing time pressure and expectations
▪  How NTMA is tackling these issues and what it has learned from its programme to date
▪  What continuous improvement leaders can do to help their senior executives
John Maxwell, Head of Continuous Improvement, National Treasury Management Agency, Ireland

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Howard Blackith

CIO
Supply Chain Coordination Limited, NHS

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Peter Evans

Director LCI for Business Service Operations
LEGO

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Frank Wimmer

Head of Process & ICS Office
Alpiq Management AG

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Gerard Poolman

Continuous Improvement Lead
Shell Chemicals

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John Bilsland

Head of Continuous Improvement
Network Rail

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Emilio Ibáñez

Head of Operational Excellence
Nissan

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Elke Hollmann

Head of Process Engineering
Stratec Biomedical

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Marcin Golabek

Continuous Improvement Director
Ficosa

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Dominique Akl

Head of Corporate Service Delivery
DNA

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John Maxwell

Head of Continuous Improvement
National Treasury Management Agency, Ireland

12:40 pm - 1:40 pm Networking Lunch

1:40 pm - 2:10 pm Case study: Practical implementation of intelligent automation: what impact has it really had on our operations?

Simon Tarbett - Partner, OE and Intelligent Automation Baringa Partners
  • How we determined whether to use RPA or AI: which approach would give us the best results and why?
  • Experiences of putting IA into production 
  • What benefits were realised and how can they be measured? 
Client presentation introduced by Simon Tarbett, Partner, People and Process Excellence, Baringa Partners 

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Simon Tarbett

Partner, OE and Intelligent Automation
Baringa Partners

2:10 pm - 2:40 pm Case study: Taking a data-driven approach to process improvement: the next step in strategic operational excellence

Pendar Shahbazi - Head of Business Enhancement Team, Kia Motors
Pendar will be sharing Kia’s approach to leveraging process data for the dual purposes of identifying where improvements are needed, and for reporting to the C-level to help inform decision making and improve transparency around operational performance. 
You will learn a fresh approach to: 
  • Using ‘smart KPIs’ to show if a process is performing in alignment with business goals 
  • Identifying ways of linking internal data to strategic KPIs to pick up on potential problems and inform the future operational strategy 
  • Connecting the operational and decision making teams to create a common understanding and awareness of operational performance data and how it can be leveraged by the business
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Pendar Shahbazi

Head of Business Enhancement Team
Kia Motors

Strategic process improvement

2:45 pm - 3:15 pm Case study: Engaging leaders in OPEX: enabling them to achieve strategic objectives
Valentina Verrini - EVP Operational Excellence, Uniper
Valentina will share how she engages Uniper’s senior leaders in OPEX methodologies, guiding them towards a clear commitment for change and a plan on how to cascade their goals. You will find out about: 
▪ The main principles and structure of the leadership programme 
▪ Capturing leaders’ interest in the programme to gain their buy-in and participation  
▪ The iterations the leadership programme has been through, taking on board internal customer feedback 
▪ Why the programme has been so effective in bringing about improvement throughout the business, and what lessons others can take from our journey
Valentina Verrini, EVP Operational Excellence, Uniper 

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Valentina Verrini

EVP Operational Excellence
Uniper

Strategic process improvement

3:15 pm - 3:45 pm Afternoon refreshments and Solutions Spotlight
The Solutions Spotlight will take place in the exhibition zone with Baringa Partners and other leading solution providers.

Strategic process improvement

3:45 pm - 4:15 pm The future of operational excellence and CI
Gerard Poolman - Continuous Improvement Lead, Shell Chemicals
The changing position of OPEX within a business and how this is impacting its role
Will the digital transformation wipe out our roles?  How will I stay relevant?
Is Lean still the main methodology or is OPEX focusing on other tools to help create the business of the future? 
Proving the business value of improvement initiatives in a digital world


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Gerard Poolman

Continuous Improvement Lead
Shell Chemicals

Strategic process improvement

4:20 pm - 4:50 pm Case study: Integrating partners and different departments into a customer centric end-to-end process
Looking back on a major transformation from a B2C to a B2B focus at Quiqup, Karina will share the main elements that have led to a an 64% increase in courier satisfaction and 23% increase in productivity within a complex value chain involving third party suppliers and a diverse network of internal stakeholders.
Key learnings will include:
  • The models that have supported the transformation and learning what worked and what could be improved from these 
  • The most effective process for improving communication and collaboration between internal and third party colleagues and prioritising improvement work 
  • Which KPIs have promoted the behaviours that will reflect our standards of service 
  • Top tips for bringing together shared systems, processes and people with a common goal to improve the B2B customer experience

Strategic process improvement

4:55 pm - 5:25 pm Case study: Data-driven approaches to measuring the benefit of a process improvement
Markko Rajatora - Director, Business Process, Neste
As the workplace becomes more data-driven, OPEX leaders are being asked to present more data to prove the value of a performance improvement. Markko will be sharing approaches that have worked for his team at Neste and considering some of the practical issues such as: 
  • Avoiding analysis paralysis with your data and utilising it for performance metrics 
  • Making your metrics more productive, proactive and actionable
  • Extracting more usable data from our systems to analyse the impact of a change and the role of process mining as an enabler  
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Markko Rajatora

Director, Business Process
Neste

Strategic process improvement

5:25 pm - 5:35 pm In-track panel: Tangible take-aways from your track session
Staying within their track rooms, the chairman and speakers will review the main outcomes from each of the talks they have just heard, with input and feedback from the delegate audience on how this can assist OPEX leaders in designing or amending their own roadmaps. 

Creating a culture of excellence

2:45 pm - 3:15 pm Case study: Fresh, dynamic ways to on-board colleagues for an improvement: gamification, apps and rewards
Isabelle Hannedouche - Senior VP - Business Improvement and Growth Support/ Soft Services Framework, Sodexo
Sodexo has around 427,000 employees in 80 countries around the world, which brings with it a particularly high requirement for innovation and flexibility in the on-boarding process. Isabelle will share the details of a cutting edge new programme, involving:  
  • Disruptive change: building a gamification approach 
  • Ensuring the change is sustainable 
  • Designing the journey for our people: the app, the content, a new approach to rewards mechanisms 
  • Building prototypes and testing at sites across the group

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Isabelle Hannedouche

Senior VP - Business Improvement and Growth Support/ Soft Services Framework
Sodexo

Creating a culture of excellence

3:15 pm - 3:45 pm Afternoon refreshments and Solutions Spotlight
The Solutions Spotlight will take place in the exhibition zone with Baringa Partners and other leading solution providers.

Creating a culture of excellence

3:45 pm - 4:15 pm Case study: Creating a customer centric culture in an organisation steeped in tradition
Anil Mathew - Group Director of Continuous Improvement, NHS
In a traditional process-driven culture, how do you design a customer-centric model and what are the key elements to making the change sustainable? 
You will hear lessons learnt from the West Sussex and Brighton NHS Trusts Patients First initiative, including: 
  • Getting stakeholders, from top management to coalface, to believe in the purpose of the transformation 
  • Embedding strategies that worked, and learning from those that failed 
  • Key data demonstrating the tangible improvements to the Trusts
  • Transferrable learnings from the programme that could also be applied in the private sector 
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Anil Mathew

Group Director of Continuous Improvement
NHS

Creating a culture of excellence

4:20 pm - 4:50 pm Case study: Winning a seat at the table for OPEX and staying there
Peter Evans - Director LCI for Business Service Operations, LEGO
Gaining and retaining C-level support for OPEX is a persistent challenge for any leader. In this eye-opening case study, featuring their Business Services Operation, you will hear how the LEGO improvement team has made itself integral to business strategy, and the approach they have taken to quantify and communicate the business value of their work, including improving NPS scores and productivity rates in a uniquely LEGO way.   
You will walk away with a new understanding of:
  • Models for measuring the business impact of improvement initiatives
  • The top 3 things to avoid when you are engaging the C-suite 
  • Presenting a business case and representing the OPEX function in a way that inspires executive sponsorship 
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Peter Evans

Director LCI for Business Service Operations
LEGO

Creating a culture of excellence

4:55 pm - 5:25 pm Integrating mindfulness into the workplace to support a culture of excellence
Dr Peter Malinowski - Director of the Meditation Research Lab, Liverpool John Moores University
Mindfulness has been given a lot of air time in recent years – are we missing a trick in the OPEX world if we don’t look to apply it, in our quest to create a culture of excellence?  Dr Malinowski has been researching this topic for 10 years, combining it with his expertise in cognitive neuroscience and meditation. He will share his unique insights into:  
  • The latest findings from relevant research on mediation and mindfulness and its application to the workplace 
  • Practical experiences and promising approaches for creating a corporate mindfulness programme 
  • The potential role of apps in supporting a mindfulness programme in the workplace
  • Embedding this scientific work into practical approaches: how can we actually make mindfulness beneficial in the workplace?
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Dr Peter Malinowski

Director of the Meditation Research Lab
Liverpool John Moores University

Creating a culture of excellence

5:25 pm - 5:35 pm In-track panel: Tangible take-aways from your track session
Peter Evans - Director LCI for Business Service Operations LEGO
Staying within their track rooms, the chairman and speakers will review the main outcomes from each of the talks they have just heard, with input and feedback from the delegate audience on how this can assist OPEX leaders in designing or amending their own roadmaps. 

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Peter Evans

Director LCI for Business Service Operations
LEGO

Digital transformation for performance, cost and risk outcomes

2:45 pm - 3:15 pm Case study: Designing and delivering a win-win service productivity transformation
Nigel Fletcher - Former Transformation Director, Tesco
Nigel will walk the room through the practicalities of step changing operational and service productivity at a major retailer with over 500,000 colleagues worldwide. 
You will learn about the strategies and tools that have had the greatest effect on performance and how the company was able to use a win-win transformation mind set to underpin lasting operational excellence, including: 
  • Ensuring that robotics were employed in a way that improved the customer experience 
  • Leveraging big data for real-time scheduling and queue management 
  • Taking a pragmatic, flexible approach to balancing the desire for global control of the operating model and devolution to local sites 
  • The four main building blocks that ensured the success of the transformation 
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Nigel Fletcher

Former Transformation Director
Tesco

Digital transformation for performance, cost and risk outcomes

3:15 pm - 3:45 pm Afternoon refreshments and Solutions Spotlight
The Solutions Spotlight will take place in the exhibition zone with Baringa Partners and other leading solution providers.

Digital transformation for performance, cost and risk outcomes

3:45 pm - 4:15 pm Case study: AXA Travel’s global transformation project: challenges and progress
Valentina Smirnova - Head of Operational Transformation, AXA
  • Evaluating digital technologies: what were the major considerations and how did solutions fit in with our digital strategy? 
  • Data and system pre-requisites for the digital transformation 
  • Challenges we encountered in the implementation and what we learned from them 
  • Strategies for bringing people together across the globe: creating cohesive remote teams with collaboration tools, tele-conferencing and face-to-face 
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Valentina Smirnova

Head of Operational Transformation
AXA

Digital transformation for performance, cost and risk outcomes

4:20 pm - 4:50 pm Case study GDPR as an opportunity for digital transformation
Dr Jan Ricken - Head of Group Organisation and Business Process Excellence, Encevo
  • How master data documentation impacts the digital transformation programme 
  • Maximising efficiency by creating a centralised Data Processing Register embedded into Process Landscapes
  • How to ensure on-going compliance with GDPR in the different stakeholder groups throughout the business
  • Lessons learnt that could be applied to other major change initiatives   
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Dr Jan Ricken

Head of Group Organisation and Business Process Excellence
Encevo

Digital transformation for performance, cost and risk outcomes

4:55 pm - 5:25 pm Case study: Combining digital and Lean for rapid transformation: driving quality, flexibility and customer satisfaction
Cécile Roche - Lean and Agile Director, Thales Group
  • The role of Lean in creating a human-centred digital transformation 
  • Implementing Lean as a people development system, allowing a much faster and more relevant use of digital technologies
  • Lean as a strategy that makes it possible to return to the "why" and give meaning to the implementation of digital
  • What lessons have we learnt that we can transfer to other initiatives? 

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Cécile Roche

Lean and Agile Director
Thales Group

Digital transformation for performance, cost and risk outcomes

5:25 pm - 5:35 pm In-track panel: Tangible take-aways from your track session
Oli Barnett - Director of Operational Excellence and Intelligent Automation Baringa Partners
Staying within their track rooms, the chairman and speakers will review the main outcomes from each of the talks they have just heard, with input and feedback from the delegate audience on how this can assist OPEX leaders in designing or amending their own roadmaps. 



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Oli Barnett

Director of Operational Excellence and Intelligent Automation
Baringa Partners

Digital thought leaders share their views on the hottest topics in digital space, including:
  • What role will AI have in process improvement in the next 5 – 10 years and which tools are looking the most promising? 
  • Blockchain: what are the potential benefits for business operations, who is experimenting with it and how can it be applied to other industries? 
  • Which other tools and technologies will be instrumental in creating the business of the future...  and will they put us out of a job? 

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Claire d'Escayrac Ekindi

Director Digital Transformation, Back Office Solutions
Clarins Group

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Frank Wimmer

Head of Process & ICS Office
Alpiq Management AG

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Kariann Sandvik

VP Supply Chain
Inmarsat

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Marco Boni

Group Head of Operational Excellence and Transformation
Generali

6:20 pm - 8:40 pm Drinks Reception

Enjoy a luxurious glass of your favourite beverage with your OPEX leader peers, at our rather fancy networking drinks.