After Dinner Speakers
Former Head of EMEA Alibaba | Head, Global Retail & Market Development at Flutterwave (Series D stage; $3bn+ valuation)
Every organization runs on deeply held beliefs that shape strategy, culture, goals and behaviour - often invisibly. In stable environments these assumptions help organisations operate efficiently. But during disruption, the beliefs that once drove success can quietly become constraints.
This keynote explores why experienced leaders often struggle during disruption - not because they lack data, talent or technology, but because the mental models behind past success no longer match how markets and organizations now work.
Drawing on examples from multiple global disruptions, James shows how success can create blind spots and how leaders can recognise outdated assumptions, reset organisational thinking, and open the door to reinvention.
Key takeaways
- Why past success often creates the blind spots that block future growth
• How assumptions shape strategy, culture and decision-making
• The leadership mindset required to challenge outdated thinking
• Practical ways leaders can reset thinking during disruption
Prediction is Dead Strategy for an unpredictable world
Our ability to predict the future is weaker than we often believe — especially during periods of rapid technological and economic change. As uncertainty rises, traditional strategies built on long-range planning, optimisation and control become less reliable.
The challenge is no longer choosing the “right” future. It is building organisations that can succeed across multiple possible futures.
Drawing on lessons from multiple global waves of disruption, James explains how adaptive organisations operate differently. Rather than trying to predict change perfectly, they build systems that sense shifts early, make decisions faster, and continuously reallocate resources as conditions evolve.
The result is a more resilient, proven form of strategy built on adaptation rather than prediction.
Key takeaways
- Why traditional strategic planning struggles during disruption
• The shift from prediction-driven strategy to adaptive strategy
• How organisations build sensing, decision and execution loops
• Practical ways to increase adaptability and resilience
The Age of Overload Turning complexity into opportunity
In disruptive times, the challenge is no longer access to information — it is overload. Technology compresses time, increases complexity, and floods organisations with data, signals and change.
The result is often exhaustion rather than insight. Teams feel permanently behind, leaders feel reactive, and activity is easily mistaken for progress.
Drawing on experience across multiple waves of disruption — from the early internet era to China, Africa and India — James explains why overload is a structural feature of modern disruption. The organisations that succeed are not the ones that process more information, but those that redesign how they work.
This keynote shows how organisations can simplify complexity, focus attention and turn constant change into strategic opportunity.
Key takeaways
- Why information overload is a structural feature of modern disruption
• How complexity slows decision-making and execution
• Systems that create clarity, focus and momentum
• How leaders can turn constant change into advantage
