Persuasion, communication and the factors that move people from awareness to action during organisational and social change, from a co-founder of a consultancy specialising in behaviour change.
Background:Author, Board Member, Business Leader, Consultant
Consultant and author specialising in culture-led business turnaround, exploring sequencing in business change, including what changes first, how managers are brought through the process and how culture interacts with structural change.
Background:Author, Celebrity, Coach, Media Personality, Psychology and Behaviour Expert
How established habits shape leadership behaviour and what changes when a role, team or organisation moves forward, informed by an executive coach whose work focuses on behavioural change in senior leaders.
Background:Athlete, Board Member, Broadcaster, Business Leader, Consultant, Executive, Journalist
Spent a career in Formula One, where regulation creates repeated cycles of technical and organisational change, using that environment to examine continual reinvention, team adaptation and performance under changing rules.
Background:Board Member, Business Leader, Consultant, Entrepreneur, Executive
Works on organisational design and collective intelligence at MIT. Examines structural change through the way organisations think, decide and coordinate, with a focus on redesigning systems of work.
Cultural change, including how organisational values, behaviours and leadership shape transformation, from a culture and strategy specialist who has led culture programmes inside a large bank.
Former US Navy commander who turned around a poorly performing ship without replacing the crew, drawing on that experience to examine leadership, culture and organisational change with an existing team.
Background:Activist, Business Leader, Celebrity, Executive, Media Personality
Led a transformation of Unilever's strategy and reporting from the chief executive's seat, drawing on enterprise-scale change involving strategy, organisational priorities and the response of investors and other stakeholders.
Change readiness as a capability that can be developed through learning, curiosity and organisational culture before a major transformation begins, informed by research on curiosity and learning culture in organisations.
Background:Business Leader, Coach, Executive, Psychology and Behaviour Expert, Scientist
The human response to change, including resistance, belief and the behaviours that influence whether transformation takes hold, from a leadership adviser and author on transformational change, drawing on behavioural science.
Background:Athlete, Broadcaster, Coach, Executive, Journalist, Psychology and Behaviour Expert, Scientist
Performance psychologist who has worked with elite sport and business leaders, approaching change through mindset, belief and behavioural response, focusing on how people adapt when familiar ways of working are challenged.
Background:Academic, Author, Coach, Executive, Medical Professional, Psychology and Behaviour Expert, Scientist
How physiological responses can influence resistance to change and the conditions that can support adaptation, informed by a neuroscientist working on the brain's response to pressure and uncertainty.
Background:Author, Business Leader, C-Suite experience, Coach, Executive
How leadership behaviour shapes change, including the changes leaders make in themselves and the signals they send to their teams, informed by an executive coach and former corporate board member who works with leadership teams through transformation.
Competitiveness economist whose work examines how companies adapt to changing markets and business models, placing change management within the broader question of how organisations respond to economic and competitive shifts.
Columbia Business School professor whose work centres on strategic inflection points, examining how leaders can recognise important shifts early and respond before changes in markets or technology become established.
Speaker on change mindset and flexible thinking, focused on reducing the fear response that can stall change programmes, using exercise-led formats to help people practise adaptability and respond differently to uncertainty.
Author and speaker on breaking self-imposed rules, drawing on retraining as a jockey and a freediver, examining personal risk-taking, behaviour and the decision to move beyond established limits during periods of change.
Connections between change management and the human capabilities organisations rely on as automation expands, including curiosity, creativity and judgement, from an author and former business school programme director working on creativity and adaptability.
Background:Business Leader, Psychology and Behaviour Expert
The external changes in behaviour, culture and expectations that can create pressure for organisations to adapt, from a strategic foresight specialist studying shifts in human behaviour and societal expectation.
Background:Academic, Psychology and Behaviour Expert
How uncertainty affects judgement and decision-making during periods of organisational change, informed by a London Business School academic in organisational behaviour and decision-making.
Organisational change can be strategic, cultural, behavioural or structural. The speaker should fit the part of the process the audience is dealing with, rather than treating every transformation as the same kind of challenge.
Leadership behaviour during change
Culture and organisational transformation
Resistance, uncertainty and adaptation
Communication through change
Strategic inflection points
Turning around existing teams
Organisational design and new ways of working
Frequently Asked Questions
A change management keynote can focus on leadership through change, communication, employee response, organisational culture, behaviour, transformation and the practical challenges of moving people through uncertainty. The balance will depend on whether the event is aimed at leaders, managers, project teams or a broader workforce.
Change management speakers can be relevant to senior leaders, managers, transformation teams, HR and people leaders, project teams and employees experiencing significant organisational change. The most useful session is one built around the audience’s role in the change, rather than treating every group as if they have the same concerns.
Speakers may come from organisational leadership, transformation, psychology, communication, culture, consulting, HR or businesses that have led through significant change. A practical operator may suit one brief, while a behavioural or organisational specialist may be a better fit for another.
Often, yes. The event brief can give the speaker context about the type of change underway, the audience, the challenges being experienced and the outcome the event is trying to support. That allows the keynote to emphasise the most relevant examples and ideas without presenting the session as organisation-specific consulting.
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