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MOST INNOVATIVE TO WATCH IN 2024
Ei4Change
Audrey Daumain Business Transformation & Communication Expert, Founder, Smart Perspective
James Loft Co-Founder & CEO, Counslr
Muriel Barre Founder and Director, Nexgen Innovation Consulting
Sharon Shahrokhi Tehrani Product Manager (Machine Intelligence Retention), CBC
Wilson Chow Global Technology, Media and Telecommunications Industry Leader and China Artificial Intelligence Leader, PwC China
Chief Technology and Data Officer / Group Vice President - Digital Technology, Toyota North America
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It starts with a simple question: when was the last time something truly amazed you? Maybe it was a gadget so intuitive it felt alive, or a company that solved a problem you didn’t even realize you had. Innovation isn’t just about flashy new tech—it’s about those aha moments that change how we think, live, and connect.
As we step into 2024, it’s clear that innovation is more than a buzzword. It’s the heartbeat of progress. Technologies like AI, blockchain, IoT, and quantum computing aren’t just reshaping industries—they’re transforming lives. But the magic doesn’t lie in the technology itself; it’s
in how we use it to tackle challenges, improve experiences, and build a better world.
This issue of Digital First Magazine celebrates the Most Innovative Companies of 2024—those rare organizations that see the future not as a destination but as an invitation to create. These are the trailblazers who dare to ask, “What if?” and then make it happen.
Our cover story shines a spotlight on Brian Kursar, a visionary leader whose work at Toyota Motor North America and Toyota Connected North America is setting new standards for mobility and connectivity. Under his leadership, Toyota isn’t just building cars— it’s building ecosystems. From AI-powered predictions to seamless connected experiences, Toyota’s journey under Brian’s guidance shows how technology can amplify safety, efficiency, and sustainability while staying rooted in human needs.
The pages ahead are packed with stories of bold ideas and even bolder execution. These companies didn’t just adapt to disruption— they embraced it, turning challenges into stepping stones for innovation. What’s their secret? A fearless commitment to creativity, purpose, and progress.
As you dive in, take a moment to reflect. How can your organization think bigger, act bolder, and innovate more responsibly? Let these stories inspire you to push boundaries and leave your mark on a world that’s constantly evolving. Happy Reading.
14
MOST INNOVATIVE COMPANY TO WATCH IN 2024
Empowering Individuals and Organisations Through the Transformative Power of Emotional Intelligence Dr. Robin Hills, Director of Ei4Change.
Driving Successful Business Transformations through the Power of Human Connections
Audrey Daumain, Business Transformation & Communication Expert, Founder, Smart Perspective
Helping Businesses Leverage the Power of Generative AI LEADER’S INSIGHTS
Wilson Chow, Global Technology, Media and Telecommunications Industry Leader and China Artificial Intelligence Leader, PwC China
32
Leveraging Advancements in AI to Enhance Product Development
Sharon Shahrokhi Tehrani, Product Manager (Machine Intelligence Retention), CBC
Driving Project Success: Insights from a Transformation Expert
Muriel Barre, Founder and Director of Nexgen Innovation Consulting
James Loft, Co-Founder & Chief Executive Officer of Counsl Technology and Law: Changing Attitudes
Chief Technology and Data Officer / Group Vice President - Digital Technology, Toyota North America
Brian Kursar is the Group Vice President of Digital Technology and Chief Technology and Data Officer at Toyota Motor North America (TMNA) and Chief Technology Officer at Toyota Connected North America (TCNA). He also serves on the TCNA board. Since joining Toyota in 2002, Kursar has driven global digital transformation, technology modernization, and datadriven initiatives. His contributions include delivering Toyota’s first big data platform and AI mobility services. After a stint at AT&T/Warner Bros as VP of Data Strategy, Kursar returned to Toyota, leading innovation in telematics, data science, Enterprise AI, and global mobility platforms, contributing to multiple patents in connected technologies.
Recently, in an exclusive interview with Digital First Magazine, Brian shared his professional trajectory, insights on the role of data and technology in the automotive industry over the next decade, significant career milestone, future plans, words of wisdom, and much more. The following excerpts are taken from the interview.
Hi Brian. Please tell us about your background and areas of expertise. I love technology since I was a child and have had the privilege of diving deep into digital technology, data strategy, and AI, these past two decades. Years ago, as an aspiring Data Scientist, I used to sit up all night dreaming about the ways data and analytics could unlock value for our Business. Somehow along the way, I found my way to having leveraged that curiosity to lead teams to drive digital transformation, always leveraging a “datafirst” perspective. I’ve been fortunate enough to have led various initiatives delivering adtech and connected vehicle peta-scale big data platforms, AI mobility services, and innovative solutions in both automotive and entertainment industries.
What do you love the most about your current role?
What excites me most about my current role is the opportunity to drive innovation that shapes the future of mobility. Leading digital
transformation at a global scale and integrating cutting-edge technologies to enhance customer experiences is incredibly fulfilling. I also enjoy fostering a data-driven culture and collaborating with some of the brightest minds across Toyota to bring next-generation technologies to life.
How do you see the role of data and technology evolving in the automotive industry over the next 5-10 years?
Data and technology will continue to be game-changers in the automotive industry, particularly in the areas of connected vehicles, autonomous driving, and mobility-as-aservice. AI, cloud platforms, and advanced analytics will drive personalized customer experiences, predictive maintenance, and improved vehicle safety. As vehicles become more connected, data will fuel real-time insights and services, transforming not just the way we drive but how we view mobility as a whole. We aspire to develop new methods of In-Vehicle Intelligence to make our cars smarter and ultimately an expert on itself.
AI IS ALREADY TRANSFORMING INDUSTRIES, AND HAVING A CONVERSATION WITH SOMEONE WHO IS AT THE FOREFRONT OF THESE ADVANCEMENTS WOULD OFFER INVALUABLE INSIGHTS INTO HOW WE CAN HARNESS AI FOR MOBILITY, SAFETY, AND INNOVATION IN THE AUTOMOTIVE INDUSTRY
What has been your most careerdefining moment that you are proud of?
One of my proudest career moments was creating the first Toyota Global Hackathon. Bringing together groups from all over the world to compete on ideas to take Toyota to the next level has been such a fulfilling experience. Having the honor of being able to do it each year and see the annual Swarm Hackathon continue to grow is an honor that makes me proud to work at a company that supports my crazy ideas. This year was the 6th annual event that brought over 42 groups together from all across the Globe.
If you could have a one-hour meeting with someone famous who is alive, who would it be and why?
I would choose to meet with Sam Altman, CEO of OpenAI. His vision for the future of artificial intelligence and its integration into everyday life is incredibly fascinating. AI is already transforming industries, and having a conversation with someone who is at the forefront of these advancements would offer invaluable insights into how we can harness AI for mobility, safety, and innovation in the automotive industry. Discussing how to approach responsible AI development with the need for balancing innovation with safety, is something I would love to explore with him.
Is there a particular person you are grateful for who helped get you to where you are?
I’m deeply grateful to my mentors at Toyota and Warner Bros. – Zack Hicks, Vicky Colf, Holly Walters, Justin Herz, and Susan Cheng who encouraged me to think beyond traditional boundaries and embrace the challenges of
digital transformation. Their guidance and trust in my abilities have been instrumental in shaping my career.
How do you keep your mind healthy and stay resilient? And how do you motivate your team?
I prioritize staying balanced by focusing on personal well-being and continuously learning. I motivate my team by fostering an environment where innovation thrives, encouraging open communication, and celebrating wins, both big and small. Empowering the team to take ownership and take risks is key to maintaining resilience and engagement.
Where do you see yourself in the next 5 years?
In the next five years, I see myself continuing to lead the charge in digital transformation, both within Toyota and the broader automotive industry. I’m passionate about exploring new ways to integrate AI and data-driven technologies to further enhance mobility solutions globally.
What advice would you give to other organizations looking to drive digital transformation and leverage data for business success?
My advice is to cultivate a data-driven culture from the ground up. Start by identifying key business challenges that data can solve and ensure that leadership is aligned on the importance of digital transformation. Invest in the right talent and technology, but more importantly, be prepared to iterate and evolve. Transformation is a journey, not a one-time project, and it requires both vision and adaptability to succeed.
Audrey Daumain, Business Transformation & Communication Expert, Founder, Smart Perspective
Hi Audrey. Could you tell me what initially sparked your interest in the topic and why you chose to explore the future of work?
I have been fortunate enough to grow up in beautiful south of France, then move to the UK in 1998 and Switzerland in 2010. These three experiences have enabled me to witness various work environments and cultures over the years. I started in Banking by simple opportunity it wasn’t really planned, and I stayed in the
industry for over 20 years. Something struck me from a very young age: people grow, they climb the “ladder”, they gain titles and widen their spectrum of impacts, but rarely do they become better at communicating along the way. So, we can have the best strategies, choose the best tools, but in the end real success always, always depends on PEOPLE. How they communicate, understand, interpret, and consider each other. I have observed them,
Human beings have always been profoundly attached to their knowledge – as if it was defining their ultimate intrinsic value
Audrey Daumain is a Business Operational and Digital Transformation Expert and a High Impact Performance Coach with over 20 years’ experience in the Finance and Luxury industry. Born and raised in France, she moved to London in 1998 to start her successful banking career. Audrey moved to Switzerland in 2010. She notably held executive positions in Barclays Private Bank, National Bank of Abu Dhabi and Edmond de Rothschild Private Bank. Over the years she specialized in large scale transformation and performance improvement programs, internal communication, corporate & people development strategy. In 2020, Audrey decided to build her own consultancy, Smart Perspective, and is now working with some of the biggest names in the Energy, Luxury and Financial sectors in the world.
An NLP Coach, Non-Violent Communication Expert, Audrey is also a seasoned organizational design expert and the co-author of an Amazon best-selling book, Inspired Journeys. Having had toovercometraumaandgrief,aswellasevolving in a man dominated environment, Audrey ‘s life story is that of Resilience, Faith in Humanity and Love. Today, she works with dedication, passion and conviction to bring back humanity, healthy dialogues and meaning in our workplaces.
Recently, in an exclusive interview with Digital First Magazine, Audrey shared her professional trajectory, insights on the future trends shaping the workforce, thoughts on gender equality and inclusion, future plans, words of wisdom, and much more. The following excerpts are taken from the interview.
researched, trained and decided that I wanted to make a difference in the workplace by helping Leaders and teams to properly consider each other and hold meaningful conversations.
What trends do you see shaping the workforce? And what technology do you think will disrupt your industry in the future?
In terms of trends, we have a very large number of University studies highlighting that one of the very first emerging trends (and
I am already witnessing this with my clients) is a decentralization of the workplace and a rebalancing act between power over people (top-down heavy management) to power with (inspiring and guiding more autonomous and self-managed teams). We all remember this “Knowledge is power” – now that online education, ready to use tools and so many other sources of information are available we notice a huge change in consumer vs seller dynamics for ex (online research, benchmarking etc..) and this is true for the workplace too.
Experience remains a differentiating factor –but knowledge as such is losing its competitive advantage. Human beings have always been profoundly attached to their knowledge –as if it was defining their ultimate intrinsic value. I invite them to explore what they do not KNOW, to be continuously curious and unlearn so they build their competitive advantage whilst developing their profoundly human skills (listening, consideration, care and meaningful ambition).
The second trend is obviously linked to the humongous growth of technology. I was recently interviewed by the University of Geneva on the impact of AI on the workplace. AI /AR are already taking up such a big space and are going to radically change the way we approach work. I don’t want to limit their presences to the automation of tasks but also think about all the extraordinary things we can do to better engage people, prevent burnout, enhance communication quality and experiences.
I also strongly believe that we will adopt with jobs some similar behaviors as we do with
restaurants and holidays – checking online for peoples notes, votes, feedback. Employer Branding and desirability won’t be able to rely only on external coms but will have (already do have to actually) to seriously take care of people from within the organization.
I would like to mention a third very powerful underlying trend that I see growing (if just chatting with my 20 year old daughter and her friends) - that’s confirmation bias (please read this great article on the topic for referencing if needed). With the rise of social media and of “ quick information, now” most of the time to the detriment of its quality and veracity, we don’t seek real information and we lack patience to explore new ideas but we stop reading when we find something that suits our very own beliefs.
Workplaces and Leadership have to evolve – organizational design and structures need to move forward. Leaders have to take into consideration many new factors for success - including ESG core topics which I haven’t spent time on here, but which are equally important.
Workplaces and Leadership have to evolve – organizational design and structures need to move forward
What are your thoughts on gender equality and inclusion? Do you think there is a gender bias in our industry?
Of course, there is gender bias – how many Women in Tech types of groups exist in the world? Hundreds. We don’t see those for men, do we? It’s changing, but slowly. D&I isn’t just about women and men any more we have a whole new set of communities to consider and include, the challenge is high. Recently I was having lunch with a HR Recruiter talking about her challenges on the topic she said “We are not prepared. I have been doing this job for 15 years and had my first interview with a no- binary candidate. I was confused, I knew something was unusual from the CV picture and name, I didn’t know if I had to say she, he, I asked her and he said, “just call me by my first name”. Then I had to write the Welcome announcement email and I was lost.
We have a long, long way to go yet. D&I and ESG are intertwined and unavoidable. We must take this seriously.
How do you define “hybrid” work and what’s your take on that approach?
Hybrid means a bit of both right? A bit in the office, a bit from home. Or maybe from a remote location across the globe. I think again that it’s not just about the location. It’s about how we work – online, in person but away from the office. Hybrid in terms of management –self managed and reporting to someone. I am seeing an increasing number of scenarios, one job or 2 or 3. And that’s just the beginning. My take? There is NO right or wrong way. There is the way that works for the CLIENT and therefore for the business bottom line. For a long time, medical services were left out of this
Leaders need to LEARN how to ask the right questions and when, they need to forget what they think they know and focus on what THEY DON’T KNOW
hybrid concept – and of course for the majority it is an in-person job, but we are seeing a rising number of MedTech’s proposing remote care. Incredible advancements in cardiac care for example mean doctors can remotely monitor live data transmissions from devices –preventing the worst from afar.
There is so much we can achieve with tech. So many beautiful incredible miracles. But just like we can build an orphan’s shelter with a hammer… we can also kill with the same tool.
It’s about intentionality. My favorite word in the world.
What leadership skills are needed to succeed in a hybrid work environment?
Intentionality – they need to be clear about what they intend to do, what they want people to feel and accomplish. Leaders need to show they care. You see the issue today is that “traditional” managers mistake control and care. They think that remote means lack of control, when real control was never a good thing in the first place.
Remote is not for everyone either, so being considerate and actively listening to their team members is very important.
How can organizations ensure that they have the right skills for the future when they don’t even know what they’re going to need?
Frankly, to me the most important and core skill is CARING. Being curious about people, consider them in their humanity. The life behind the name, the name behind the function. And in order to do that, Leaders need to LEARN how to ask the right questions and when, they need to forget what they think they know and focus on what THEY DON’T KNOW. Listen to
I work with peoplebecause there is no progress, there is no success without people and in a world where tech is becoming so prominent we need to keep our feet on the ground and guard our hearts in the right place
what their people aren’t actually telling them. THAT’S THE MOST IMPORTANT SKILL.
If you could have a one-hour meeting with someone famous who is alive, who would it be and why?
Would have loved to say Maya Angelou but she passed away 10 years ago. So, Oprah would make my day. She is so charismatic and inspiring. Her work is astonishing. I want to meet her!
What is one accomplishment you’re proud of?
My girls of course. I adore them.
What drives you? How do you measure personal success?
People drive me. Bringing them to this realization moment. I work with peoplebecause there is no progress, there is no success without people and in a world where tech is becoming so prominent we need to keep our feet on the ground and guard our hearts in the right place. I measure my success thanks to a complex matrix – my level of general wellbeing (family, friends, my sleep, what and how I eat, and how much I laugh every day), the number of new people I meet, the quality of clients’ interactions and my bank account of course!
Where do you see yourself in the next 5 years?
On Oprah’s show, why not!!! Telling my incredible personal story. Inspiring others to have to courage to Lead, the courage to be who we are, true to ourselves. Success and authenticity are not antinomic.
Is there something people can do to future-proof their careers in this shifting job landscape?
If I had an answer to this, I would be giving it for free across the globe. I think we have within ourselves a large part of the answer –we need to take more ownership of our lives. I encourage people to be more curious about who they are, what they enjoy or dislike and why. I wish we could teach our children how to deal with their emotions and how to have meaningful conversations and handle difficult conversations. That would be a great start. Career is a word of the past, I think.
Emotional intelligence is essentially about being adept with emotions— blending thought and feeling to make genuine decisions and build meaningful relationships. In today’s workplace, emotional intelligence is vital. It fosters collaboration, helps navigate intricate relationships, and aids in adapting to change. Individuals with high emotional intelligence manage their own emotions, understand others, and build strong connections, all of which are crucial for a thriving work environment.
Ei4Change, which stands for Emotional Intelligence for Change, is a globally recognised organisation that specialises in emotional intelligence, positive psychology, and neuroscience. The company offers customised learning experiences through live and online workshops and coaching. These programs foster positive change on personal, team, and organisational levels.
“At Ei4Change, we work with individuals at all organisational levels to enhance their interpersonal and intrapersonal skills, leading to performance improvements both inside
Dr. Robin Hills, Director of Ei4Change.
and outside of work,” says Dr. Robin Hills, Director of Ei4Change.
The core values of Ei4Change focus on developing people and empowering them to make informed decisions, promoting a more engaged and successful workplace. The organisation emphasises long-term thinking, understanding, and empathy, aiming to build genuine relationships that support growth.
Ei4Change conducts live workshops across Europe, the Middle East, India, Africa, and the USA. “The inspiration to start Ei4Change came from recognising the need to help people understand the significance of emotional intelligence in the modern workplace and how to develop it effectively to inspire others and maximise performance,” Dr. Hills explains.
Ei4Change, which stands for Emotional Intelligence for Change, is a globally recognised organisation that specialises in emotional intelligence, positive psychology, and neuroscience
Emotional intelligence is often mislabelled as a “soft skill.” However, there is nothing soft about it; it is one of the hardest skill sets to train. Instead of considering emotional intelligence a soft skill, it should be viewed as a power skill. To advance the understanding and development of emotional intelligence, Ei4Change has created the most comprehensive range of online courses available. Over half a million people in more than 200 countries have benefited from their training.
“We have over 50 online courses based on emotional intelligence,” says Dr. Hills. “This extensive range of courses suits everyone, covering topics such as leadership, teamwork, conflict management, stress management, mindfulness, critical thinking, resilience, and communication skills, with a specific focus on how emotional intelligence drives success in these areas.” The online courses offered by Ei4Change are structured for maximum engagement, featuring interactive modules, selfassessments, and opportunities for practice. By building self-awareness, communication skills, and empathy, these courses empower individuals to navigate workplace dynamics effectively and develop positive professional relationships.
Emotional intelligence training is increasingly recognised as a crucial and relevant area for professional development. Unlike traditional business training that adds an emotional intelligence module as an afterthought, Ei4Change’s courses delve deep into the innovative aspects of emotional intelligence.
These courses go beyond merely managing emotions, emphasising self-awareness and empathy to understand others’ perspectives. They also include creative problem-solving activities designed to positively influence emotional responses within teams.
“Our training incorporates a focus on selfawareness and empathy to explore others’ perspectives,” says Dr. Hills, Ei4Change. “We also include creative problem-solving activities that influence and positively build upon emotional responses within teams.” Anyone
can benefit from Ei4Change’s courses, whether it’s to grow and develop in a current role, gain insights into workplace issues, or enhance career prospects. Participants typically range from their mid-twenties to late fifties, working in various roles with diverse responsibilities. The common
thread among them is the need to influence, persuade, and work effectively with people.
“Whatever the reason, our courses aim to support people, making them more confident and improving their overall well-being,” Dr. Hills explains. Ei4Change’s training
Ei4Change’s training empowers individuals to become more effective and fulfilled in their professional lives, fostering a positive and productive work environment.
empowers individuals to become more effective and fulfilled in their professional lives, fostering a positive and productive work environment.
Developing emotional intelligence can be challenging. People often struggle with self-awareness or find it difficult to translate their knowledge into action. Organisations also face hurdles in creating a supportive environment for practising emotional intelligence and measuring its impact within complex workplace dynamics.
Ei4Change values all feedback, whether positive or constructive, to ensure their courses achieve their goals in entertaining and professional ways
“In some organisations, successful senior leaders may have limited self-awareness, unaware of the impact of their behaviour on others,” explains Dr. Hills. “They may attribute low morale or high turnover to external factors rather than their own emotional shortcomings.” Such organisations might focus on results over people, mistaking dominance and aggression for leadership. This breeds fear, stifles creativity, and ultimately hinders long-term success.
To measure the effectiveness of their programs, Ei4Change employs various methods. These often involve pre- and posttraining surveys to gain both qualitative and quantitative feedback. Ideally, feedback is collected a few months after training to assess long-term impact. “Other methods include using commercial emotional intelligence questionnaires that measure various facets and traits of emotional intelligence,” says Dr. Hills. “These tools are great for identifying development areas and tracking improvements over time.”
Ei4Change values all feedback, whether positive or constructive, to ensure their courses achieve their goals in entertaining and professional ways. By responding to feedback, they continually refine their programs to better support emotional intelligence development in the workplace.
Any change takes time. The key is to create a safe space for learning and self-reflection.
Ei4Change uses a confidential, data-driven approach focused on specific needs, ensuring that even senior leaders with initially low
emotional intelligence can develop the necessary skills to lead effectively in today’s world.
With the increasing interest in artificial intelligence within the professional landscape, Ei4Change aims to highlight the importance of emotional intelligence in futureproofing careers
“Our plans for the future include continuing our focus on online training and skill development,” says Dr. Hills. “We have further courses planned and in the pipeline.” With the increasing interest in artificial intelligence within the professional landscape, Ei4Change aims to highlight the importance of emotional intelligence in futureproofing careers. This human-focused approach sets Ei4Change apart from machine technology.
“The key emotional intelligence capabilities that go beyond artificial intelligence are impossible to replicate,” Dr. Hills explains. “These include being entrepreneurial, building networks through empathy and understanding, and our constant search for meaning.” By focusing on these uniquely human traits, Ei4Change helps individuals and organisations develop skills that are essential in an ever-evolving professional world. This approach ensures that people remain at the heart of business success, distinguishing them from the capabilities of artificial intelligence.
Wilson Chow, Global Technology, Media and Telecommunications Industry Leader and China Artificial Intelligence Leader, PwC China
Hi Wilson. Please tell us about your journey in the technology consulting industry. I began focusing my efforts on assisting tech companies during the first global internet boom in the 2000s. I provided my assistance to Western internet and tech companies seeking to expand into the Asia Pacific and China markets. Conversely, I also helped tech
companies in Mainland China and Hong Kong to nurture their businesses and operations. In 2015, I was appointed as the TMT Industry Leader of PwC China, and in 2017, I assumed the role of Global TMT Industry Leader at PwC. I lead a community of solvers within our global network to provide both Trust and Sustained Outcome services to tech
Without a doubt, the rapid advancements in AI, especially Generative AI, are going to reshape and reinvent most business operations and business models
Wilson Chow heads PwC’s global technology, media and telecommunications (TMT) industry practice. He is also the TMT industry leader and Artificial Intelligence leader for the firm’s Mainland China and Hong Kong practice. Wilson is based in PwC China’s Shenzhen office. He has been leading and supporting the PwC global network across all lines of service - Assurance, Taxation and Advisory - to provide one-stop professional solutions and services to companies in the TMT industry, as well as to clients looking for reinventing themselves through digital transformations.
Wilson has been working in the public accounting practice in Mainland China and Hong Kong for more than 30 years. He has extensive experience in providing assurance and advisory services to companies in the TMT industry, ranging from start-ups to global tech giants, for capital market transactions, assurance engagements, systems and controls advisory, and deals. He is a practising member of the Hong Kong Institute of Certified Accountants, China Institute of Certified Public Accountants, and the Association of Chartered Certified Accountants. Wilson is also an adviser to the Internet Advertising Board of Hong Kong.
Recently, in an exclusive interview with Digital First Magazine, Wilson shared his professional trajectory, insights on the future of TMT industry, the most fulfilling part of his career, pearls of wisdom, and much more.The following excerpts are taken from the interview.
I would like to pass on a piece of advice to young people: they should live their dreams and not give up easily
companies seeking financial and operational transformation and advancements.
What do you love the most about your current role?
As the Global industry leader, I spend a significant amount of time working with our experts around the globe to serve tech hyperscalers. I provide services to them and collaborate with them to co-sell their products and services. I need to stay abreast of all tech developments and focus on the business implications of emerging
technologies. I love to learn new things every day through my own efforts as well as from my colleagues and clients.
What are your predictions on the future of TMT and the rapid pace of innovation in your domain?
Without a doubt, the rapid advancements in AI, especially Generative AI, are going to reshape and reinvent most business operations and business models. The ongoing development of AI also rides on a large tech ecosystem, including the Large
Language Models, GPU computing power/ chips, cloud storage, and related APIs. There are different players and stakeholders in such an ecosystem, and we see numerous opportunities for our Firm to provide services to facilitate their needs.
As a leader, what approaches do you use to create a culture of experimentation and innovation within your team?
Our Firm has a well-established inclusive culture, and we embrace and allow failures, provided that our people learn from their mistakes and continuously improve themselves. For example, in view of the rapid development of Generative AI, we have set up a global taskforce with a generous investment commitment to explore various internal and external applications of the technologies to enhance and transform our service delivery models and processes. We also partner with tech hyperscalers to design various go-to-market service solutions and products to assist governments and companies in embracing these technologies.
What has been the most fulfilling part of your career?
The most fulfilling parts of my career come from several areas: the friendships and mutual trust I have built with my colleagues around the world; the appreciation from clients for our assistance in helping their transformation; and the continuous learning and knowledge I gain from the rapidly changing technology landscape.
If you could have a one-hour meeting with someone famous who is alive, who would it be and why?
I might choose the usual suspect, Mr. Elon Musk. Musk is an innovative and dedicated entrepreneur with great ambition and vision. He adopts an unconventional approach in dealing with things and people. I would like to learn from him what drives him to continuously advance and challenge himself, and what his vision is for the future world.
In your words, tell us the leadership skills that everyone should learn.
In my view, every leader is unique, and there would not be universal commonalities. However, I find that there are certain success factors possessed by many brilliant leaders: being open-minded, decisive, never be complacent, inclusive, and allowing people to make mistakes and learning from mistakes.
What is that one thing which motivates you to become better and better every day?
I have two children, and I would like to set a good role model for them by continuously improving myself. I hope they will learn from my examples.
What is a piece of career advice you have been given that you would pass on to others?
I would like to pass on a piece of advice to young people: they should live their dreams and not give up easily. The world is advancing so rapidly that they should also stay abreast of all new changes.
Muriel Barre, Founder and Director of Nexgen Innovation Consulting
In every organisation I have worked in, a common struggle has been the lack of a realtime unified view of the execution of the strategy. We faced a lack of visibility into the status of goals, objectives, and key performance indicators (KPIs) aligned with the strategy, as well as the progress of the delivery. Often, me and my team had to compile project delivery information to piece together a meaningful understanding of our execution status. This
monthly process demanded significant time and effort, yet the information was obsolete upon completion, making the insights irrelevant. As a result, it was very difficult to discern what was working, what was not, and what we should prioritise, accelerate, or stop.
Motivated by this experience, I have committed to assisting client organisations in overcoming this hurdle and I am collaborating with best-in-class PPM solution vendors, to facilitate the implementation of their onstrategy-delivery platforms.
Effective sponsorship can
be the
difference between project success and project failure, and consequently organisation success
Muriel Barre is a business transformation & change delivery expert with 25+ years of experience in top-tier consultancy and global organisations. She has worked in customer/ process-focused, regulated environments and across the life cycle of projects, in the UK, Europe, Asia, and America. She has led her boutique transformation consultancy since 2011, helping leaders in Financial Services and Insurance to accelerate delivery and drive remarkable performance. Her superpower is gettingthingsdoneandworkingcollaboratively with leaders and teams to initiate and deliver business change, grasping problems quickly, making the complex simple, and working under pressure and ambiguity in pursuit of demanding objectives.
In a recent interview with Digital First Magazine, Muriel Barre discussed her experience with Fractional and Project Stewardship Consulting. She shared her views on strategies to execute strategy and driving projects to success, the importance of having engaged sponsors, high performing teams, mentoring, and many more.
According to the Project Management Institute, 1 in 3 unsuccessful projects fails to deliver business outcomes due to poorly engaged executive project sponsors.
Effective sponsorship can be the difference between project success and project failure, and consequently organisation success. It provides visible leadership support, aligns project objectives with organisational goals, secures necessary resources, and facilitates decisionmaking processes. Moreover, executive sponsors can help overcome organisational barriers,
resolve conflicts, and champion the project’s importance across different departments and stakeholders.
Organisations require an executive to sponsor change and take accountability for successful delivery, yet in my 25+ years of experience, I have witnessed many sponsors enter their roles without formal training, relying solely on their experience and instincts. Many sponsors also lack the necessary bandwidth for effective project oversight. This lack of capability and capacity is a serious threat to organisations’ ability to execute on strategic initiatives and drive projects to success.
This is why I have developed my own solution to this challenge. For C-level executives who are sponsoring business change within their organisations, my “Project Sponsorship Accelerator” provides a sponsor capability up-lift and capacity augmentation through fractional project stewardship so they can amplify transformative change within their organisation.
My solution is supported by a free capability assessment tool “The Sponsor Scorecard” available on my website. Sponsors can use the tool to discover how they score against high-performance sponsorship indicators and to gain clarity on where they are on their
sponsorship journey. I help them get to the very top of their game as a sponsor so they can navigate change successfully.
What strategies can executives employ to obtain the support they need to drive and sustain project success over time?
Executives can employ several strategies to drive project success. These include clearly articulating the project’s strategic significance and benefits, promoting a clear vision for the change, engaging key stakeholders early in the process, fostering a culture of accountability and collaboration, ensuring people have the capability and the capacity to change,
Research consistently highlights that teamwork is at the heart of every successful transformation, yet I know from experience that it is not always a smooth ride
From unspoken concerns to cultural nuances, the invisible human dynamics can create a system of failure that jeopardizes project success
establishing effective project governance, and actively communicating progress and milestones.
In my experience, projects also thrive when executives lead the charge and set the tone from the top. Regardless of the proficiency or capability of a project team, success hinges on genuine accountability from leadership.
What are the key factors that contribute to successful leadership development initiatives?
According to the Project Management Institute, on-the job training is the most common way for executives to acquire knowledge and skills. Better project outcomes are achieved when
organisations offer formal development (i.e. executive coaching, mentoring from other executive sponsors, and external development opportunities).
Reflecting on my journey, mentoring had an incredible impact on my career. I have been fortunate to connect with experienced professionals who generously shared their wisdom, insights, and experiences, and I am deeply grateful for the invaluable lessons they have imparted. I now also offer mentoring to those who are navigating similar journeys to mine, drawing from my own experiences. If you are seeking guidance or support, feel free to reach out.
How do you define high-performing teams, and why is it important for organisations to invest in team-building activities?
Research consistently highlights that teamwork is at the heart of every successful transformation, yet I know from experience that it is not always a smooth ride.
In my view three aspects set high-performing teams apart: Common Understanding, Shared Purpose, and Psychological Safety. Common Understanding is achieved when everyone comprehends how their individual expertise and tasks contribute to the team’s overall success and the organisation’s performance. Team members thrive when they share a common purpose and understand the positive impact of their work on others. A culture of psychological safety is where team members feel comfortable expressing themselves, asking questions, voicing concerns, and even disagreeing. This open environment encourages diverse perspectives, reduces mistakes, and fosters proactive intervention.
In my experience, cultivating these three elements is the roadmap to fostering highperforming teams that drive meaningful change and success.
What methodologies or approaches can someone use to assess team dynamics and identify areas for improvement?
Various methodologies and approaches can be used to seek real-time feedback from your people on the state of your team, department, or organisation. Research highlights that a staggering 65% of mega projects fail, and often, the root cause isn’t technical and lies within the complexities of the human element. From unspoken concerns to cultural nuances, the invisible human dynamics can create a system of failure that jeopardizes project success. Personally, I know that many leaders are tired of having to wait for the annual engagement survey or traditional HR tool and this is why I am offering my client an innovative diagnostic tool for the C-suite which combines the science of sensemaking and organizational experience (OX) data. The tool empowers leaders to decode early warning signs so they can take action to proactively foster a positive and successful project environment. In a world where projects navigate constant uncertainties, I am confident this tool will revolutionise project management, turning potential pitfalls into opportunities for growth.
How do you define fractional transformation and project stewardship consulting, and how does it differ from other types of consulting?
In today’s dynamic business landscape, marked by tight budgets and a pressing need for
focuses on overseeing specific change initiatives and projects from inception to completion, ensuring alignment with organisational goals, managing risks,
immediate returns on investment, I understand the importance of providing organisations with flexible access to high-level expertise during pivotal transformations or organizational changes. I am proud to meet the evolving demands of the market by offering fractional services. Fractional transformation consulting involves providing strategic guidance and support to organisations undergoing significant transformation or organisational change but on a part-time or fractional basis. This approach allows organisations to access high-level expertise without the commitment of a full-time hire. Project stewardship consulting focuses on overseeing specific change initiatives and
projects from inception to completion, ensuring alignment with organisational goals, managing risks, and optimising resources. There are several benefits to securing a fractional transformation expert. They bring expertise on demand, bringing specialised knowledge and experience that may not be internally available, especially in handling complex change dynamics. Hiring a part-time expert can be more cost-effective than employing a full-time executive or overburdening existing leaders. Finally, they offer dedicated support for the transformation journey, providing the attention and focus that time-poor executives might be unable to consistently allocate.
James Loft, Co-Founder & Chief Executive Officer of Counsl
The legal profession is at a pivotal juncture, where the integration of technology, particularly Artificial Intelligence (AI), presents transformative possibilities. This shift is not merely about adopting new tools but embracing a new mindset that redefines traditional practices and future prospects. The legal industry is primed for transformation, creating a surge in the development and deployment of new technologies. Backed by accomplished domain expertise, products that solve real pain points are being delivered. The
legal tech market, valued at $15 billion in 2021, is set to be worth $38 billion by 2027. As we move forward, the landscape of law is being reshaped by changing attitudes towards technology, driven by an industry-wide recognition of its potential benefits and challenges.
Recent trends indicate a significant shift in the legal sector’s attitude towards AI. A poll conducted by Counsl among 100 mid-tier law firms revealed a strong consensus on the adoption of AI, especially among firm leaders.
As we move forward, the landscape of law is being
reshaped by changing attitudes towards technology, driven by an industrywide recognition of its potential benefits and challenges
James Loft is a pioneering force in Applied Artificial Intelligence (AI) and business transformation. With a robust academic foundation in Knowledge Management, he has built a distinguished career across diverse sectors including technology, financial services, and professionalservices.AstheCEOofCounsl, an innovative platform that seamlessly integrates automated advice with human expertise, James is dedicated to making advanced AI technologies accessible and practical for legal organisations today. His mission is to democratise AI, ensuring it serves as a valuable tool for businesses, not just a futuristic concept. Throughout his career, James has continually drive transformation and innovation. His visionaryapproachemphasisesaMinimum Viable Product (MVP) strategy, ensuring new technologies are both innovative and practical. As a global speaker and mentor, he actively contributes to the AI community, sharing insights and fostering collaboration among AI companies, tools, and platforms.
An impressive 79% of respondents affirmed the necessity of utilising AI in legal work, with partners showing even greater enthusiasm compared to their junior counterparts. This compelling endorsement highlights the urgency and optimism surrounding AI technologies in legal practices. Partners, who often steer their firms through strategic decisions, have recognised the critical advantages AI offers. Their leadership is pivotal as law firms consider integrating these technologies to enhance efficiency, accuracy, and client service. Many have now observed firsthand how AI technologies can scale expertise, protect partner billable time, and improve the allocation of firm resources.
The journey of AI in the legal sector began long before today’s advanced applications. From Dictaphones in the 1950s to the predictive analytics of today, technology has continually shaped legal practices. Recent advancements, particularly generative models like ChatGPT, have marked a significant evolution in legal technology applications. These models, developed by companies like OpenAI and Google, can predict, summarise, and generate content, transforming how legal professionals approach their work and are already changing legal processes.
Tools now allow lawyers to draft new documents, summarise entire cases, and generate client correspondence quickly and efficiently for a better experience. Despite its capabilities, generative AI serves as a supportive tool rather than a replacement, enhancing the lawyer’s workflow without
substituting their judgment, but it can amplify it to aid their scale.
For law firms considering AI, a strategic approach is essential. Identifying specific areas where AI can deliver measurable benefits, such as enhancing client interactions or automating document reviews, is crucial. Engaging stakeholders early and training staff to integrate AI seamlessly into existing operations ensures technology adoption aligns with firm values and client service objectives.
Despite the strong push from partners, some reservations remain, particularly among less experienced staff who may feel threatened by AI’s capabilities to automate tasks traditionally performed by humans. Addressing these concerns transparently and ensuring that AI is used to augment rather than replace human expertise is vital. Firms must navigate the complexities of data privacy, potential biases, and the integrity of AI decision-making processes while enabling their organisations to work collaboratively with these capabilities.
Stepping into 2024, the legal industry faces challenges ranging from productivity hurdles to the growing need for specialised knowledge. AI offers solutions to these pressing challenges, boosting productivity through AI-driven automation and enhancing legal research capabilities. Platforms like Lexis+ exemplify how AI can save time and improve the quality of legal research, supporting legal professionals in staying abreast of complex and interconnected markets.
Firms must navigate the complexities of data privacy, potential biases, and the integrity of AI decision-making processes while enabling their organisations to work collaboratively with these capabilities
Choosing the right tools and establishing the right tech infrastructure is paramount, with AI playing a central role. AI’s continuous learning capabilities ensure that tech infrastructure evolves with the firm’s needs, contributing to enhanced productivity, improved recruitment, and a fortified cybersecurity posture. Continuous innovation should be accessible without the need for code or premium costs.
AI-driven automation liberates legal professionals from tedious tasks, making their work more meaningful and engaging. Remote working, facilitated by legal tech, evolves into a strategic move that not only attracts talent but also fosters a culture of innovation and adaptability. AI creates an environment where young professionals can stand out and compete based on capability and expertise, aligning client needs with the skill sets within or required by growing firms.
AI is not just an option but a necessity for midtier law firms aiming to maintain competitive advantage and meet the evolving demands of the legal market. Partners are championing this transformative journey, emphasising the need for a strategic approach to AI adoption. As firms look forward, leveraging AI to enhance service offerings and operational efficiency will ensure they remain at the forefront of legal innovation. By embracing AI, the legal profession can navigate the complex landscape of 2024 and beyond, transforming challenges into opportunities for growth and innovation.
Sharon Shahrokhi Tehrani, Product Manager (Machine Intelligence Retention), CBC
Hi Sharon. What inspired you to pursue a career in science, and how did you get started in your field of study?
My journey into science began at a young age, driven by a deep-seated passion for understanding how things work and solving complex problems. This passion has been a guiding force throughout my career, motivating me to strive for excellence in my field continually. Additionally, I drew inspiration from my older brother, who also studied in the field. His experiences and insights provided me with early exposure to the vast possibilities
within science, further fueling my curiosity and ambition. This combination of personal drive and family influence laid a strong foundation for my career, ultimately leading me to specialize in artificial intelligence, where I continue to explore and innovate.
What aspects of your work do you find most exciting, promising or rewarding in today’s world, especially in advancing the explainability of AI systems?
As a product leader, I find immense excitement and reward in bridging the gap between emerging
As a product leader, I find immense excitement and reward in bridging the gap between emerging industry challenges and transformative solutions that advance business capabilities
Sharon Shahrokhi Tehrani is a distinguished product leader with a proven track record in leveraging big data, machine learning, and AI to drive product development and enhance business capabilities. In her role as a Product Manager at CBC, Sharon leads the development of a cutting-edge data, ML, and AI platform.This platform empowers content teams to make data-driven decisions, ensuring the delivery of relevant, diverse, and personalized content to audiences. Recognized as one of Canada’s Top 25 Women in AI, Sharon is also a key advocate for bridging academia and industry to foster innovative solutions.
In a recent interview with Digital First Magazine, Sharon shared her professional trajectory, the most rewarding aspects of her work, significant career milestones, personal sourcesofinspiration,herapproachtomentoring the next generation of scientists, future plans, pearls of wisdom, and much more.The following excerpts are taken from the interview.
industry challenges and transformative solutions that advance business capabilities. The most thrilling aspect of my work is leveraging the power of big data, machine learning, and artificial intelligence to enhance product development. I am particularly passionate about advancing the explainability of AI systems. Ensuring that AI models are transparent and understandable builds trust with users and facilitates more effective decision-making. To achieve this, I actively engage stakeholders early in problem-solving, ensuring they are part of the journey. I prioritize their feedback and address any questions or concerns they may have. This collaborative approach enhances the explainability of AI systems and ensures that the solutions we develop align with the needs and expectations of those who use them.
Have you faced any unique challenges or obstacles as a young female scientist, and how have you navigated those challenges?
Navigating the field of AI as a young woman presented unique challenges, notably the significant underrepresentation of women. Often, I found myself as the only woman in the room. While this was challenging, it always encouraged me to voice my ideas and lead initiatives I believed in actively. This scarcity of female presence sometimes meant fewer role models, limited networking opportunities, and a lack of diverse perspectives—crucial elements for balanced decision-making.
To overcome these challenges, I focused on fostering diversity and inclusivity within
By
stepping forward and contributing actively, I aimed to pave the way for more inclusive and equitable AI systems and to inspire more women to join and shape the future of this industry
the AI community. I firmly believe that diversity and inclusion are beneficial and essential for creating unbiased and ethical AI systems. Women bring distinct perspectives and approaches to problem-solving that can significantly enhance AI development. By stepping forward and contributing actively, I aimed to pave the way for more inclusive and equitable AI systems and to inspire more women to join and shape the future of this industry. This commitment not only helps address the gender imbalance but also enriches the AI field with a broader range of insights and innovations.
How do you stay up to date on the latest developments in your field?
Staying up to date with the rapid advancements in the AI field can be challenging, but I have developed a structured approach to ensure I remain informed. I allocate specific time blocks in my weekly schedule dedicated to reading relevant blogs and articles, which helps me stay abreast of practical applications and emerging trends. Moreover, I actively engage in conferences and panels, recognizing their immense value in AI. These events offer a platform to learn from and exchange ideas with like-minded professionals and serve as a gateway to the latest developments in AI. This dual approach of regular reading and active participation in industry events has been instrumental in my continuous learning and professional growth. Furthermore, I am actively seeking collaborations with academia to explore novel research avenues and acquaint myself with emerging methodologies.
I aim to remain at the forefront of AI development, ensuring that these technologies are used effectively and ethically to solve real-world problems
How do you mentor the next generation of scientists to prepare them for future developments and opportunities in AI?
My approach to mentoring the next generation of scientists, especially those preparing to lead in AI and related technologies, is twofold. Firstly, I engage deeply in the academic sphere, teaching data science, analytics, and artificial intelligence courses. This allows me to lay foundational knowledge for future innovators, providing them with the essential tools and theories they need to excel in these fields. Secondly, I offer personalized mentorship, working one-on-one with promising individuals. In these sessions, we delve into specific technical topics and broader career advice, tailoring the guidance to align with their unique career paths and goals. This individualized support helps prepare them not just for current roles but for future developments and opportunities in AI. Together, these efforts are designed to equip the next generation with the knowledge and the
strategic foresight needed to lead and innovate in the ever-evolving landscape of AI.
Given your extensive career, is there any professional moment that has been particularly impactful or memorable so far?
Reflecting on my career, selecting just one defining moment is challenging. However, one particularly memorable event is the first product launch following my transition from a technical role to product leadership. The feedback from end users was profoundly heartening. Seeing how our solutions directly addressed their challenges and empowered them to make datadriven decisions was incredibly rewarding. This experience not only validated my shift to leadership but also reinforced my commitment to user-centric product development.
Who has influenced you the most in life and why?
The most influential person in my life is my mom. From her, I learned the importance of perseverance and following my objectives with determination. She has always been a source of strength and inspiration, demonstrating through her actions the value of hard work, resilience, and staying true to one’s goals. Her unwavering support and wisdom have profoundly shaped my approach to personal and professional challenges, guiding me to where I am today.
What do you feel has been your ‘careerdefining’ moment?
My career-defining moment was embarking on a new adventure in a product leadership position. As a data scientist, I challenged
myself to step out of my comfort zone and pursue this new path because I believed in the potential to make a broader impact. Transitioning from a technical role to product leadership allowed me to apply my data science expertise while driving strategic initiatives and innovation. This decision marked a significant turning point, shaping my career trajectory and reinforcing my commitment to leveraging technology for transformative solutions.
Where would you like to be in the next 5 years?
In the next five years, I aim to continue leveraging advancements in AI to create innovative solutions that address users’ pain points. Additionally, I aspire to lead the direction of AI incorporation across various fields, driving transformative change and enhancing business capabilities. I aim to remain at the forefront of AI development, ensuring that these technologies are used effectively and ethically to solve real-world problems.
What advice would you give to young women who are interested in pursuing a career in science, technology, engineering, or maths (STEM) fields?
My advice to young women pursuing a career in STEM is to take the driver’s seat in their professional journey boldly. Here are some key strategies:
● Set Clear Goals: Establish SMART (Specific, Measurable, Achievable, Relevant, Time-bound) goals for your short-term and longterm career aspirations. Reflect deeply on your goals, balancing professional ambitions with personal growth.
My advice to young women pursuing a career in STEM is to take the driver’s seat in their professional journey boldly
● Take Charge of Your Development: Continuously enhance your skills and knowledge. Pinpoint areas for improvement and pursue learning opportunities such as workshops, courses, and certifications. Stay abreast of industry trends and emerging technologies to remain competitive.
● Build a Professional Network: Develop meaningful connections with peers, mentors, and industry leaders. Participate in industry events, join professional groups, and engage in online communities. These relationships can broaden your perspective, provide valuable advice, and open new career opportunities.
● Seek Feedback and Learn from Experiences: Actively solicit feedback from colleagues and mentors to understand your
strengths and areas for improvement. Embrace both successes and setbacks as opportunities to learn and refine your approach.
● Take Calculated Risks: Step out of your comfort zone and tackle new challenges. Evaluate the potential risks and benefits of opportunities that come your way and align them with your career goals. Taking calculated risks can spur significant personal and professional growth.
● Advocate for Yourself: Effectively communicate your values, skills, and achievements. Clearly articulate your career aspirations and development needs to your supervisors and mentors. By actively participating in shaping your career path, you position yourself to seize opportunities that align with your goals.
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