Gamechangers: Digital Reinvention

1. www.ftiecla.com GAMECHANGERSEXPLORING THE OPPORTUNITIES FOR DIGITAL REINVENTION peterfisk@peterfisk.com @geniusworks www.theGeniusWorks.com

2. www.ftiecla.com “Gamechangers” for Dimension Data … 18-19 June 2018 at IE Business School 0800 1015 1200 1500 1000 1145 1400 1600 Game changing … Learning from the world’s most innovative businesses World changing … New opportunities to grow and innovate in a fast and digital world Mind changing … New ways to win in today’s incredible world Be the change … What should we do? • Change drivers, pow er shifts • Em erging m arkets, new audiences • Disruptive tech, exponential im pact • New assets, Ideas and netw orks • Think bigger, different … 10x not 10% • M oonshots … thinking 10x better • W hat is the big problem to solve? • How could w e see things different? • 10 types of innovation • Learning from 100 disruptive innovators • Audacious, intelligent and collaborative • Parallels to “copy, adapt, paste” • Changing the w hy, w ho, w hat, how • Future back v now forw ards • Horizon planning, changes priorities • O utside in v Inside out • Custom er fram ing, changing context • The pow er of new business m odels • How do w e see the future? • How could our m arkets change? • How could our business change? • How should w e lead the future? • W hat should I do differently? • Disruptors … breaking the rules • W hat are the rules, inside/outside? • How could you reinvent the rules? • 23andM e, changing healthcare • Am azon, changing retail • Nintendo Labo, digital but hum an • W hatsApp, the pow er of ideas • G oogle, changing the am bition • Airbnb, finding a higher purpose • Harley Davidson, getting em otional • Tesla, creating new m arket m odels • Netflix, creating new business m odels • G lossier, the pow er of com m unities • Crystal Know s, the pow er of data • Adidas, digital and doing good • Zespri, innovating the m arketspace • Udacity, changing the rules • ARM Technologies, using partners • Business m odels … new w ays to w in • W hat are new revenue m odels? • How w ould w e do differently? • Future as your com petitive advantage • M arkets as innovation playgrounds • Business as agile ecosystem s • Leaders w ith a grow th m indset • Be the change • Future com pass … w ays to change • W hat could w e do collectively? • W hat w ill I do individually?

3. www.ftiecla.com Weliveinanincredibletime

4. www.ftiecla.com Weliveinanincredibletime Morechangeinthenext 10years Thaninthelast 250years

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6. www.ftiecla.com The rise of machines, cities, humanity …

7. www.ftiecla.com … the end of computers, oil, glaciers

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9. www.ftiecla.com What will thefuturelook like? 2030 2020 2022 2024 2026 2028 Asteroidminingtakesoff Driverlesscarsnowdominate 3dprintedfoodisnormal HyperlooplaunchesinMumbai Micro-proteinsbecomepopular VerticalfarminginArab/Africa DNAprofilingforeveryone Brainascontroldevice LifeonMars 8bnpeopleonEarth Indiaislargestnation Arcticicecapmelts Carbonfuelsarebanned Chinaislargesteconomy SagradaFamiliafinished Saudisleadersinspace Educationdominatesonline Firstasteroidlanding 2029 2027 2025 2023 2021 Wirelesselectricityinhomes

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38. www.ftiecla.com DisruptiveTechnologies Energy andEnvironment EconomicsandPolitics Social andHealth

39. www.ftiecla.com Disruptive Technologies Network revolution 3D printing and materials Cloud and IOT AI and automation Robotics Genetics and nanotech Blockchain and platforms

40. www.ftiecla.com Disruptive Technologies Digital footprint erasers Asteroid mining Human head transplants Conversation interfaces Space solar power

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42. www.ftiecla.com Energy and Environment EIA Future Energy Outlook

43. www.ftiecla.com Economics and Politics Asia matures, focus on ICASA New middle classes Customers in driving seat Global and local Education and skills Low interest, high debt Local beats global

44. www.ftiecla.com Economics and Politics Global Opportunity & Risk Map

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46. www.ftiecla.com Social and Wellness Population and Demographics

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48. www.ftiecla.com East Small West Big +genius ProfitVolume

49. www.ftiecla.com Consumer Pull Individual Business Push Average +genius

50. www.ftiecla.com ImaginationCapability +genius TalentExperience ExponentialImprovement

51. www.ftiecla.com Exponential growth

52. www.ftiecla.com Agricultural Revolution Industrial Revolution Light bulb Moon landing World Wide Web Human Genome 8000 years 120 years 90 years 22 years 9 years Human progress Exponential growth

53. www.ftiecla.com Fingernail Notebook Hand House Earth 3 folds Thickness of folder paper 7 folds 10 folds 17 folds 30 folds Exponential growth

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60. www.ftiecla.com Ideasthat spread

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62. www.ftiecla.com +genius Acceleratingideasandnetworks

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68. www.ftiecla.com Whybe10%better? Whenyoucouldbe10x better?

69. www.ftiecla.com What is 10times better for you?

72. www.ftiecla.comHowdoyouseeyour world?

73. www.ftiecla.com Thinkdifferent

74. www.ftiecla.com RATIONAL ANALYTICAL FOCUSED

75. www.ftiecla.com EMOTIONAL INTUITIVE CONNECTED

76. www.ftiecla.com EMOTIONAL INTUITIVE CONNECTED RATIONAL ANALYTICAL FOCUSED

77. www.ftiecla.comIntelligence+Imagination

78. www.ftiecla.com LEFT BRAIN + RIGHT BRAIN

79. www.ftiecla.comIdeasworld

80. www.ftiecla.com What isinnovation? +genius

81. www.ftiecla.com Business model Finance Networking 2. Networking enterprise’s structure/ value chain 1. Business model how the enterprise makes money Channel Delivery Brand Customer experience 10. Customer experience how you create an overall experience for customers 9. Brand how you express your offering’s benefit to customers Core process Process Enabling process 3. Enabling process assembled capabilities 4. Core process proprietary processes that add value 6. Product system extended system that surrounds an offering Product performance Offering Product system Service 7. Service how you service your customers 5. Product performance basic features, performance and functionality 8. Channel how you connect your offerings to your customers 10typesof innovation

82. www.ftiecla.com Volume of innovation efforts Last 10 years Business model Finance Networking Channel Delivery Brand Customer experience Core process Process Enabling process Product performance Offering Product system Service 10typesof innovation

83. www.ftiecla.com Business model Finance Networking Channel Delivery Brand Customer experience Core process Process Enabling process Product performance Offering Product system Service Cumulative value creation Last 10 years 10typesof innovation

84. www.ftiecla.com

85. www.ftiecla.comMexico1968

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87. www.ftiecla.com“Gamechangers” …brandsshakingupeverymarket right now! es 1. 23 & Me 2. Aravind 3. CVS Health 4. Editas 5. Intuitive Surgical 6. Narayana Hosp 7. OneOme 8. Organova 9. PatientsLikeMe 10. Second Sight 1. Amazon 2. Aussie Farmers 3. Casper 4. Etsy 5. Glossier 6. Positive Luxury 7. Rapha 8. Supreme 9. Trader Joe’s 10. Warby Parker 1. Apple 2. Beauty’in 3. DJI 4. Go Pro 5. Lego 6. Method 7. Natura 8. Nike+ 9. Oculus Rift 10. Renova 1. Alibaba 2. ARM 3. Darktrace 4. Google X 5. Huawei 6. Magic Leap 7. Raspberry Pi 8. Reliance Jio 9. Samsung 10. Tencent 1. Aeromobil 2. Air Asia 3. Airbnb 4. Emirates 5. HyperloopOne 6. Kulula 7. Ofo 8. RedBus 9. Uber 10. Zipcars 1. 3DHubs 2. Aerofarms 3. Braskem 4. Corning 5. Dyson 6. Local Motors 7. Space X 8. Syngenta 9. Tata 10. Tesla 1. Ava Winery 2. Brewdog 3. GrameenDanone 4. Graze 5. HelloFresh 6. Juan Valdez 7. LA Organic 8. Moa Beer 9. Nespresso 10. Zespri 1. 1Atelier 2. Agua Bendita 3. Fenty Beauty 4. Jonny Cupcake 5. Patagonia 6. RentTheRunway 7. Shang Xia 8. Stitch Fix 9. Threadless 10. Tom’s 1. Aspiration 2. Comm Bank 3. Fidor 4. First National 5. Moven 6. M-Pesa 7. Square 8. Umpqau 9. Zidisha 10. Zhong An 1. Buzzfeed 2. ByteDance 3. FanDual 4. Dalian Wanda 5. Live Nation 6. Netflix 7. Red Bull 8. Udacity 9. Ushahida 10. ViceMedia futureproduct futurefashion futurefood futurehealth futuretech futuremakersfuturebank futuretravel T h e N/S American brands European brands African/Arab brands Asia/Pacific brands futuremedia 1. Ashoka 2. IBM Watson 3. IDEO 4. Janicki BioEnergy 5. Kickstarter 6. Li & Fung 7. Planetary Resrcs 8. Scanadu 9. VIPKid 10. WeWork 1. Bitcoin 2. City FC 3. Collectivity 4. e-Estonia 5. ParkRun 6. Patreon 7. PewDiePie 8. Social Capital 9. The Muse 10. You futureservice futurebrands © Peter Fisk 2018 peterfisk@peterfisk.com www.theGeniusWorks.com futurestore

88. www.ftiecla.com audacious Google X 23 and Me Syngenta Tesla Motors

89. www.ftiecla.com Amazon Fidor Bank Scanadu Intuitive Surgical intelligent

90. www.ftiecla.comLi and Fung Tencent Alibaba 3DHubs networked

91. www.ftiecla.comAirbnb Nike+ Lego Threadless collaborative

92. www.ftiecla.comDisney Moven Juan Valdez Cafe Change Why enabling Raspberry Pi

93. www.ftiecla.com M-Pesa

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96. www.ftiecla.com ARMARM

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100. www.ftiecla.com Udacity

101. www.ftiecla.com Nanodegreesinthefuture

102. www.ftiecla.com

103. www.ftiecla.com Adidas Parley

106. www.ftiecla.com Howcouldyou‘changeyour game’?

107. www.ftiecla.com ©PeterFisk2013 Gamechangers.pro ChangeWHY

108. www.ftiecla.com +genius Rocket’sCreativeBeer

109. www.ftiecla.com +genius LoveRaw’s wellbeingfood

110. www.ftiecla.com ©PeterFisk2013 Gamechangers.pro ChangeWHO

111. www.ftiecla.com +genius Lululemon’s YogaBeer for women

112. www.ftiecla.com +genius Coco&Lucasfoodandstories

113. www.ftiecla.com ©PeterFisk2013 Gamechangers.pro ChangeWHAT

114. www.ftiecla.com NewZealand’sMoaBeer

115. www.ftiecla.com +genius Jimini’s cricket snacks

116. www.ftiecla.com ©PeterFisk2013 Gamechangers.pro ChangeHOW

117. www.ftiecla.com +genius Beer 52bySubscription

118. www.ftiecla.com +genius HelloFreshMealKits

119. www.ftiecla.com ChangetheGame © GeniusWorks 2018 www.theGeniusWorks.com Who Why What How

126. www.ftiecla.com +genius Futureback1

128. www.ftiecla.com ThinkingfromtheFutureBack ©PeterFisk2015 Moredetailsinthenew“Gamechangers”book

129. www.ftiecla.com ©PeterFisk2015 Moredetailsinthenew“Gamechangers”book +genius 2023 2018 Futureback Nowforward Start fromthefutureback

130. www.ftiecla.com © GeniusWorks 2018 www.theGeniusWorks.comwww.theGeniusWorks.com Growthhorizons

131. www.ftiecla.com © GeniusWorks 2018 www.theGeniusWorks.com Vision1 Vision2 Vision3 Growthhorizons

132. www.ftiecla.com © GeniusWorks 2018 www.theGeniusWorks.com Activity1 Activity2 Activity3 Growthhorizons

133. www.ftiecla.com VisionActivityResult VisionActivityResult VisionActivityResult Growthhorizons

134. Airbnb

135. +genius What does Airbnbmean?

136. www.ftiecla.com Business narrow view Business narrow view Consumer broader view Business Consumer Outsidein2

137. +genius Beingthecustomer

138. HarleyDavidson

139. HarleyOwnersGroup

140. 30elements of value

141. www.ftiecla.com Thecustomer’sworld

143. Umpqua…Reinventingthebank

144. Umpqua Bank

145. Sell Product s $ Deliver Services $$ Enabling Experiences $$$$$ Addmorevalue3

146. JuanValdez Cafe

149. Commodit y product Branded product Personal service Branded experience Customer’s experience Distinctive design Empathetic delivery Integrated journey Enabling more 2c coffee beans 20c branded coffee $2 coffee in store $20 lunch with friends Addedvaluethrough differentiation Added value through relevance Customer’sexperience

150. Redefinebusiness4

151. Drawabusinessmodel of Google Netflix

152. Netflix

153. +genius Tesla

154. +genius

155. +genius

156. +genius Nespresso

157. Airbnb

158. Uber

159. eBay

160. Donut selling Low priced core than sell extras Ryanair SAP Affiliate selling Helping others to sell products Amazon Pinterest Auction platform Selling other products to highest bid Ebay Elance Barter goods Exchange goods, no money Pay/Tweet Barterbook Cash advance Customer pays before goods made Dell Groupon Cross selling Sell adjacent products to sell more Tchibo Shell Crowd funding Financed by fans as first consumers Pebble Brainpool Crowd sourcing Ideas from customers for reward Threadless P&G Digital Formats Turning physical into digital goods Netflix Dropbox Direct selling Brand sold direct to customer FirstDirect AussieFarm selling Customer buys more than product Harley Dav Red Bull Flatrate pricing Single fee or subscrip. for unlimited use Netflix Sandals Fractional Ownership Customers each own shares Netjets Homebuy Franchise brand Licensing format for a fee and % Spar Lufthansa Freemium payment Free basic then charge for premium Skype Spotify Guarantee avaiiable Availability becomes key promise Netjets Hilti Guarantee replace Builds trust in quality and loyalty Timberland Tumi revenue Alternative sources, eg advertising Google Metro Ingredient branding Branded part other brand proposition Goretex Intel Integrated supply Efficiency through supply chain Zara ExxonMobil Brand Curator Bringing together best brands Fab Pos.Luxury Functional specialist Adding one expert step to others PayPal Trust-e Data Leverage Reselling aggregated customer data Facebook 23andMe License brand License brand or patent IP Ed Hardy ARM Unique Format Lock-in to compatible formats HP iTunes Longtail range Offer huge range to many niches Amazon iTunes Mass Customise Make it personal for each person Dell BMW No Frills Simple and minimal spec at lower cost Southwest Accor Open Source Make IP available to everyone Android Tesla Solution Integrator Connecting all sources and partners Li & Fung Accenture Payper use Payment metered by use or time Zipcars Azuri Tech Paywhat youwant Customer choose the price Radiohead Panera Shared use Customers buy same product Airbnb RelayRides Peerto Peer Customers buy from customers Craigslist Zopa Results based Price based on agreed outcomes Rolls Royce Xerox Razorand Blade Low price core, high price refills Gillette Nespresso Rentdon’t buy Time based fee for period of use Xerox Regus Revenue sharing Share with others to inc custom base AA/BA App Store Reverse Innovate Sell simple products in mainstream Haier OneLaptop Onefor One Charge the rich to fund the poor Toms Narayana Self service Customers do more themselves IKEA McDonalds Quality assurance Certification and trusted endorsement ISO Verisign Multilevel marketing Pyramid of customer selling Tupperware Avon Subscribe toit Customer pays regular fee Time DollarShave Bottomof pyramid Tailor offer to less wealthy customers Tata Nano Walmart Trashto cash Turn waster into new products Braskom Ekocycle Dynamic pricing Prices changes by demand Priceline WallSt Bar Co-create Design Customers are co- designers of products Threadless Local Motors White label Make products for another brand Cott McBride Doing good Benefits society or environment Oxfam Ecotricity Experience Advertising Businessmodels…50archetypestoadopt andadapt © GeniusWorks 2017

161. © GeniusWorks 2015 www.theGeniusWorks.com What products and services do we bring together for our customers? Customers Communication PartnersOfferings Channels Relationships Processes Revenue streams Pricing models Cost streams Investments Who are our target segments of customers and users? Which types of distribution channels will we use to reach customers? What kind of relationship do customers seek with us, and each other? Who are the external partners to help us create and deliver the offerings? What do we do together better than our competitors? What benefits do we enable our customers to achieve? What are the main internal activities to create and deliver the offerings? What are the main sources of revenue, and which could be largest? How, when and how often will we charge customers? What are the most significant ongoing costs to create and deliver the offerings? How much do we need to spend before we start earning? Proposition Resources What are the main internal resources to create and deliver the offerings? Advantages Products & Services What brand do we use? What are the key messages, and how do we engage customers? Demand Supply THEBUSINESSMODEL CANVAS

162. © GeniusWorks 2015 www.theGeniusWorks.com What products and services do we bring together for our customers? Customers Communication PartnersOfferings Channels Relationships Processes Revenue streams Pricing models Cost streams Investments Who are our target segments of customers and users? Which types of distribution channels will we use to reach customers? What kind of relationship do customers seek with us, and each other? Who are the external partners to help us create and deliver the offerings? What do we do together better than our competitors? What benefits do we enable our customers to achieve? What are the main internal activities to create and deliver the offerings? What are the main sources of revenue, and which could be largest? How, when and how often will we charge customers? What are the most significant ongoing costs to create and deliver the offerings? How much do we need to spend before we start earning? Proposition Resources What are the main internal resources to create and deliver the offerings? Advantages Products & Services What brand do we use? What are the key messages, and how do we engage customers? Marketsand Customer Insights FutureTrendsandTechnologies Society andCompetitors Business Strategy andContext Capital andRegulation Valuechain and Resources THEBUSINESSMODEL CANVAS

163. What products and services do we bring together for our customers? Customers Communication Offerings Channels Relationships Revenue streams Pricing models Who are our target segments of customers and users? Which types of distribution channels will we use to reach customers? What kind of relationship do customers seek with us, and each other? What benefits do we enable our customers to achieve? What are the main sources of revenue, and which could be largest? How, when and how often will we charge customers? Proposition Products & Services What brand do we use? What are the key messages, and how do we engage customers? © GeniusWorks 2018 THEBUSINESSMODEL CANVAS…demandside

164. © GeniusWorks 2018 www.theGeniusWorks.com What products and services do we bring together for our customers? PartnersOfferings Processes Cost streams Investments Who are the external partners to help us create and deliver the offerings? What benefits do we enable our customers to achieve? What are the main internal activities to create and deliver the offerings? What are the most significant ongoing costs to create and deliver the offerings? How much do we need to spend before we start earning? Proposition Resources What are the main internal resources to create and deliver the offerings? Products & Services What distinctive assets do we have to use in existing or new ways? Assets THEBUSINESSMODEL CANVAS…supplyside

165. What products and services do we bring together for our customers? Customers Communication PartnersOfferings Channels Relationships Processes Revenue streams Pricing models Cost streams Investments Who are our target segments of customers and users? Which types of distribution channels will we use to reach customers? What kind of relationship do customers seek with us, and each other? Who are the external partners to help us create and deliver the offerings? What benefits do we enable our customers to achieve? What are the main internal activities to create and deliver the offerings? What are the main sources of revenue, and which could be largest? How, when and how often will we charge customers? What are the most significant ongoing costs to create and deliver the offerings? How much do we need to spend before we start earning? Proposition Resources What are the main internal resources to create and deliver the offerings? Products & Services What brand do we use? What are the key messages, and how do we engage customers? © GeniusWorks 2015 www.theGeniusWorks.com 1 2 3 4 6 7 What distinctive assets do we have to use in existing or new ways? Assets 5 THEBUSINESSMODEL CANVAS

166. © GeniusWorks 2018 What products and services do we bring together for our customers? Customers Communication PartnersOfferings Channels Relationships Processes Revenue streams Pricing models Cost streams Investments Who are our target segments of customers and users? Which types of distribution channels will we use to reach customers? What kind of relationship do customers seek with us, and each other? Who are the external partners to help us create and deliver the offerings? What benefits do we enable our customers to achieve? What are the main internal activities to create and deliver the offerings? What are the main sources of revenue, and which could be largest? How, when and how often will we charge customers? What are the most significant ongoing costs to create and deliver the offerings? How much do we need to spend before we start earning? Proposition Resources What are the main internal resources to create and deliver the offerings? Products & Services What brand do we use? What are the key messages, and how do we engage customers? What distinctive assets do we have to use in existing or new ways? Assets THEBUSINESSMODEL CANVAS

167. www.ftiecla.com Customers trust cusyomers Createnetworks5

171. Movement Collaborative Customer Customer Customer Customer Customer Customer Brand- enabled community Co-enable Co-design Co-create Co-sellCo-support Co-consume Customer communities

172. +genius

173. +genius Rapha…CycleClubs

174. +genius Rapha…CycleClubs

175. Raphaexperience

176. GAMECHANGERSEXPLORING THE OPPORTUNITIES FOR DIGITAL REINVENTION peterfisk@peterfisk.com @geniusworks www.theGeniusWorks.com

177. “Gamechangers” for Dimension Data … 18-19 June 2018 at IE Business School 0800 1015 1200 1500 1000 1145 1400 1600 Game changing … Learning from the world’s most innovative businesses World changing … New opportunities to grow and innovate in a fast and digital world Mind changing … New ways to win in today’s incredible world Be the change … What should we do? • Change drivers, pow er shifts • Em erging m arkets, new audiences • Disruptive tech, exponential im pact • New assets, Ideas and netw orks • Think bigger, different … 10x not 10% • M oonshots … thinking 10x better • W hat is the big problem to solve? • How could w e see things different? • 10 types of innovation • Learning from 100 disruptive innovators • Audacious, intelligent and collaborative • Parallels to “copy, adapt, paste” • Changing the w hy, w ho, w hat, how • Future back v now forw ards • Horizon planning, changes priorities • O utside in v Inside out • Custom er fram ing, changing context • The pow er of new business m odels • How do w e see the future? • How could our m arkets change? • How could our business change? • How should w e lead the future? • W hat should I do differently? • Disruptors … breaking the rules • W hat are the rules, inside/outside? • How could you reinvent the rules? • 23andM e, changing healthcare • Am azon, changing retail • Nintendo Labo, digital but hum an • W hatsApp, the pow er of ideas • G oogle, changing the am bition • Airbnb, finding a higher purpose • Harley Davidson, getting em otional • Tesla, creating new m arket m odels • Netflix, creating new business m odels • G lossier, the pow er of com m unities • Crystal Know s, the pow er of data • Adidas, digital and doing good • Zespri, innovating the m arketspace • Udacity, changing the rules • ARM Technologies, using partners • Business m odels … new w ays to w in • W hat are new revenue m odels? • How w ould w e do differently? • Future as your com petitive advantage • M arkets as innovation playgrounds • Business as agile ecosystem s • Leaders w ith a grow th m indset • Be the change • Future com pass … w ays to change • W hat could w e do collectively? • W hat w ill I do individually?

178. MarketinghaschangedMakingsenseof change

179. Unlimitedopportunity

180. Peoplewant andexpect more

181. Investorsexpect andwant more

182. Timetochangeyour game

183. FutureCompass 10 yearsHow will our customers change? Today How will technologies change? How will our services change? How will our business change? 5 years © GeniusWorks 2017

184. Jeff Bezos on leadership Jeff Bezos on leadership

186. Jack Ma on leadership Jack Ma on leadership

187. Acting with speed and agility Connecting ideas and people Passion to make life better Having an audacious attitude Shaping your own vision Making sense of change Persisting to make it happen ©PeterFisk2014 Gamechangers.pro

188. Elon Musk on leadership

189. +genius Areyoureadytochangeyour world?

190. +genius www.theGeniusWorks.com

191. +genius www.theGeniusWorks.com

192. 207 Winningin an incredible newworld Peter Fiskhelpsbusinessleadersmakesenseofafast-changingworld,tofindthebestnewopportunitiesforgrowth,to embracethebestnewideasthroughinsightandcreativity,torethinktheirentirevisionandstrategy,businessmodeland customerexperience.Being10%betterisjustenoughtocompeteintoday’sworld,tostandstill.Therealquestionishowtobe 10timesbetter,togetahead,tostandout,tobetheleaderwhohelpsthebusinesscreateanddeliverfuturesuccess. Peterworksacrosstheworld,helpingbusinessleaderstodevelopinnovativestrategiesforbusinessandbrands.Heisa thinker,advisorandpracticalentrepreneur.HeisProfessorofStrategy,InnovationandMarketingatIEBusinessSchool,oneof theworld’stoprankedbusinessschools,whilstalsofounderandCEOofGeniusWorks,aboutiqueconsultingfirm,helping clientsacrosseverysectortomakesenseoffast-changingmarkets,andfindnewwaystothink,competeandwin. Havingtrainedasanuclearphysicist,PetermovedtomanagingbrandslikeConcordeatBritishAirways,helpingMicrosoftto adoptavalue-basedmarketingmodel,andVirgintolaunchintonewmarkets.Asahighlyexperiencedconsultanthehas workedineverysectorandregionoftheworld.AsCEOoftheworld’slargestmarketingorganisation,theCharteredInstituteof Marketing,hebecameaglobalauthorityonwhat’sbestandnextinbusinessandmarkets. Findinghisownspace,hefoundedGeniusWorks,withofficesinLondonandIstanbul.Heworkswithcompaniesbigandsmall, foodtofashion,skincaretostockexchanges,hightechtohuman–andorganisationsasdiverseasAeroflotandBanyanTree, CartiertoCoty,CocaColaandClubMed,CooperativeandCourvoisier,DavidoffandDSM,EczacibasiandFatFace,Fostersand GSK,Hershey’sandMars,M&SandNestle,MicrosoftandO2,Phillips andPhilosophy,RedBullandSavola,Santanderand Skanska,ShellandTata,TeliaandTurkcell,UnileverandUAEGovernment,VirginandVisa,VodafoneandYapiKredi–tothink biggerandsmarter,developinnovativestrategies,bolderbrands,andaccelerategrowth. Peter’snewbook“Gamechangers:Areyoureadytochangetheworld?”exploresthenextgenerationofbusinessandbrands, shakingupmarkets,innovatingandwinninginnewways.Basedon100globalcasestudies,itexploresthechallengesofnew markets,changingcustomers,brandbuilding,newbusinessmodels,real-timemarketing,harnessingsocialmedia,inspiring leadershipandpositiveimpact.IthasbeennominatedforManagementBookoftheYear. Hisotherbooksinclude“MarketingGenius”explorestheleftandright-brainchallengesofsuccess,andistranslatedinto35 languages.Itwasfollowedbyfiveothers–“BusinessGenius”onleadershipandstrategy,“CustomerGenius”onbuildinga customer-centricbusiness,“PeoplePlanetProfit”onsustainableinnovation, and“CreativeGenius”,theinnovationhandbook forbusinessleaders,definingwhatittakestobeLeonardodaVinciinthe21stCentury. PeterfeaturesintheGuruRadarofThinkers50,andwasdescribedbyBusinessStrategyJournalas“oneofthebestnew businessthinkers”.Hisadviceissoughtafterbybusinessleadersaroundtheworld,headdsspecialistexpertisetokey projects,combiningnewideaswithpracticalaction,inspirationandimpact.Helpingyoutofindyourownspace,tobeleaders ofchange–tobebold,braveandbrilliant. Website:www.theGeniusWorks.com Email:peterfisk@peterfisk.com