People, Leadership & Tech Stage

Day 2  



09:00 - 10:40

BLOCK 4  -  Leadership Under Acceleration: When Expectations Rise Faster Than the Capabilities Needed to Guide Tech-Enabled Work


09:00 - 09:30

PANEL


Leadership expectations keep accelerating, even as capability gaps and tech-driven pressure stretch managers beyond what current models support

  • Assessing how rising expectations, digital workflows and AI-enabled processes are reshaping what leaders need to understand to guide teams effectively across retail, FMCG and consumer goods.
  • Exposing where outdated leadership routines, fragmented support and escalating operational demands leave managers carrying responsibilities they are not fully equipped to meet.
  • Reframing leadership capability, tech literacy and support systems in one coherent approach, so that managers can guide teams confidently and keep pace with continuous change.

09:30 - 09:50



Leadership capability now relies on understanding AI-driven workflows, even as many leadership models still reflect older ways of working

  • Explaining how AI-driven workflows, data cues and digital processes are reshaping what leaders need to understand to guide teams effectively across retail, FMCG and consumer goods.
  • Identifying where outdated leadership routines, low digital fluency and slow behavioural adjustment make it difficult for managers to support teams in technology-enabled environments.
  • Integrating AI literacy, behavioural shifts and modern decision rhythms into one capability framework, helping leaders steer teams confidently and keep pace with ongoing change.

09:50 - 10:10



Leaders now need clearer visibility and stronger team guidance, even as decision demands grow faster than traditional leadership models can support

  • Guiding how leaders can combine real-time visibility, operational signals and team empowerment to make faster, more confident decisions across retail, FMCG and consumer goods.
  • Pinpointing where scattered data, uneven insight access and varied team autonomy make it difficult for managers to guide distributed teams with consistency.
  • Synthesising decision visibility, empowerment routines and leadership practices into one practical approach, enabling leaders to support teams decisively and maintain momentum in fast-moving environments.

10:10 - 10:40

PANEL



Leadership roles and expectations keep expanding, even though capability systems and support structures remain out of sync with tech-enabled work

  • Aligning how leadership roles, expectations and capability priorities need to evolve together as AI-driven workflows reshape everyday decision-making across retail, FMCG and consumer goods.
  • Highlighting where uneven capability systems, unclear ownership and fragmented support leave managers without the structure required to guide teams through continuous change.
  • Combining leadership development, digital literacy and organisational support into one coherent model, to create leadership teams that can steer transformation confidently and sustain momentum at scale.

10.40 - 11:00

Coffee Break


11:00 - 13:00

BLOCK 5  -  Experience Systems Under Scrutiny: When Rising Fairness Expectations Expose the Need for Stronger EX Design and Delivery

11:00 - 11:30

PANEL


Fairness expectations keep rising, even as experience systems still vary widely across sites, shifts and teams

  • Examining how fairness expectations, transparency demands and day-to-day experience shape trust, performance and workforce stability across retail, FMCG and consumer goods.
  • Revealing where inconsistent scheduling, uneven communication and variable manager practices create unpredictable experience patterns that undermine confidence and motivation.
  • Bringing fairness standards, EX processes and consistent support models together in a framework that builds predictability, strengthens trust and improves performance across distributed teams.


11:30 - 11:50


Experience and fairness shape performance, even though many organisations still treat them as values rather than systems that need consistent design

  • Defining how fairness standards, experience touchpoints and organisational routines can form a coherent EX system that supports stability across retail, FMCG and consumer goods.
  • Pinpointing where uneven practices, unclear expectations and fragmented processes make experience inconsistent and weaken trust among distributed teams.
  • Establishing shared EX principles, fairness rules and system-wide support in one integrated model, by setting up conditions that make experience predictable and strengthen performance across locations.

11:50 - 12:10


Experience breaks easily when EX governance is weak, even though lifecycle touchpoints still vary widely across teams and locations

  • Strengthening how EX governance, lifecycle design and operational standards can work together to create more consistent, predictable experience across retail, FMCG and consumer goods.
  • Diagnosing where uneven onboarding, mixed development practices and fragmented HR operations leave experience dependent on individual teams rather than a unified system.
  • Coordinating governance routines, lifecycle mapping and EX support structures into one aligned approach, to ensure experience feels stable and performance-enabling at every stage of the employee journey.

12:10- 12:30


Experience varies widely across locations, even though EX ownership and delivery models remain unclear in many organisations

  • Structuring how EX ownership, decision rights and delivery roles should work together to achieve consistent and predictable experience across retail, FMCG and consumer goods.
  • Identifying where fragmented responsibility, uneven standards and site-by-site adaptation weaken fairness, transparency and workforce confidence.
  • Harmonising ownership models, delivery routines and support systems in one aligned framework, in order to create experience that feels stable, fair and performance-enabling wherever people work.

12:30 - 13:00

PANEL


 13:10  - 14:00

Lunch Break


 14:00 - 16:00

BLOCK 6  -  Culture, Teams & Governance in an AI-Augmented Organisation

14:00 - 14:30

PANEL

AI is reshaping how work flows, even as many cultural norms and governance routines still reflect older models of alignment

  • Evaluating how AI-enabled workflows, new decision rhythms and emerging team behaviours challenge existing cultural norms across retail, FMCG and consumer goods.
  • Revealing where legacy governance routines, slow approval chains and unclear decision rights restrict the flow of work and undermine the value of AI-driven processes.
  • Redefining cultural expectations, governance guardrails and team norms in one modernised approach, in order to help organisations adapt faster and sustain alignment as AI becomes part of everyday work.

14:30 - 15:00

PANEL

Teams now work in AI-shaped environments, even as their structures and decision cycles still follow older patterns of coordination

  • Redesigning how team structures, role compositions and decision rhythms must evolve together as AI-driven workflows accelerate the pace and complexity of modern work.
  • Highlighting where legacy decision chains, siloed team setups and inconsistent cross-functional flow limit how effectively teams can respond to rapid changes in priorities.
  • Integrating new team designs, clearer decision rights and AI-supported workflows in one operating model, to help organisations move faster, reduce friction and keep alignment intact as work evolves.

15:00 - 15:30

PANEL

Teams need clearer collaboration norms as AI reshapes workflows, even though decision rights and escalation patterns still lag behind modern expectations

  • Clarifying how collaboration patterns, cross-functional expectations and communication norms need to evolve to support AI-enabled work across retail, FMCG and consumer goods.
  • Pinpointing where unclear decision rights, legacy escalation paths and uneven autonomy slow teams down and create friction in fast-moving environments.
  • Unifying collaboration norms, decision frameworks and escalation routines in one coherent approach, so that teams can operate with greater clarity, pace and confidence in AI-shaped workflows.

 15:30-16:00

PANEL


New ways of working can be designed on paper, even as they struggle to take hold without the governance and routines that make them real

  • Embedding new workflows, cross-functional rhythms and team practices into everyday operations as AI-enabled processes redefine how work moves across retail, FMCG and consumer goods.
  • Exposing where unclear guardrails, uneven accountability and inconsistent operating standards prevent new practices from becoming stable across teams and locations.
  • Consolidating governance rules, collaboration routines and digital workflows into one embedded operating model, to build consistency, confidence and scalable performance in an AI-shaped organisation.















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