Jeremy Benton

President & CEO
ImpactUSA

Jeremy joined Impact International in1997 as a consultant working in the UK business. In 2001 he established Impact International’s US operations and in 2013 he assumed responsibility for the America’s region. His current role is President & CEO of Impact Americas and Group Executive Board Member (Commercial Director) for Impact International. Impact International has 250 employees in 15 offices worldwide. Jeremy has twenty years of international experience working in the Learning and Development and Organizational Development industry. He has worked with hundreds of Corporate, Government, and Not for Profit clients. As a practicing CEO he continues to consult on and design Impacts leadership and talent development programs. His expertise includes: • Executive Advising & Coaching • High Potential Leadership • Accelerating Change • Inspirational Leadership • Developing Talent • High Performing Teams Jeremy is a British national and has lived in the US since 2001. He is also an Everest Summiteer – 6.22AM June 4th, 2005

Day 1

Tuesday, January 5th, 2016

15:40 Leading in the Digital Age

The work of every organization is being transformed by digital technologies, providing new opportunities and challenges. Digital is changing the way that markets work, shifting customer expectations and demanding that we all engage with rapidly shifting advancements. Fifty-one percent of senior executives believe it is critical to implement digital transformation in the next 12 months, and twenty-seven percent rate digital transformation as being a ‘matter of survival’!

For companies to thrive they must move on from a sense that the familiar, linear, rational, and stable view of the world is the most effective approach in navigating the competitive environment. Getting skilled in relevant technologies is partly the answer, but if that was enough then we would just need to read a few key books and all would be well.

Instead we need to unlearn some of the things we believe. We need to examine our assumptions about change, and we need to transform our ability to act. The largest taxi company in the world, doesn’t own any cars. The largest hotel company in the world, doesn’t own any accommodations.

All of this is creating an entirely new strategic landscape that demands a new digital mindset for leaders, and a new bias for leadership action.