Contact Details
Diana Dumitrascu
Doingbusiness.ro srl
Prof. Ion Bogdan street, Nr. 4-6, 4th floor
Bucharest, sector 1
+40-21-317.03.90
+40-21-317.03.93 (fax)
office@doingbusiness.ro
DoingBusiness.ro; ro.kompass.com; ceoconference.roLEGAL INFORMATION
CEO CONFERENCE 2020 - A PLACE TO BE
An authentic networking and experience sharing platform, to discuss advanced business transformation ideas, authentic development business models, innovations, growth and advanced technologies to shape the world of CEOs in the next years of unprecedented changes.
We are challenging experienced CEOs, investors, decision makers, future CEOs, great business thinkers, amazing innovators, consultants and futurists, both local and around the world, to share insights and real case business transformation.
Expect thought provoking ideas to help you deal with uncertainty, innovate and develop new capabilities. Brilliant networking opportunities and actionable insights may help you generate new revenue streams and find new partnerships for you business.
THE TOPICS
We challenge the most visionary leaders of the Romanian economy to openly talk about their winning aspirations, about how they will recalibrate tech, talent and transformation to deliver performance in the time of uncertainty.
Leader’s attention is captured by market dynamics understanding and how to ADAPT the company, so to be able to seize opportunities and build bold strategies on a strong foundation!
What are the main challenges of the next decade CEOs should be prepared to address?
How will they recalibrate the changing and evolving needs of their stakeholders while consolidating a prosperous nimble organization?
HAVE A PLACE AMONG BEST LEADERS,
@CEO CONFERENCE!
CONTEXT
CEOs’ confidence in their own organization’s revenue growth has dipped to levels not seen since 2009, with just 27% of 1.500 interviewed CEOs feeling confident in their prospects (down from 57% just 2 years ago).
The biggest concern is the UNCERTAINTY – rooted in the pessimistic economic outlook, trade conflicts, cyberthreats, talent scarcity and increased regulation tackling climate change.
Consumers become more values-based forcing businesses to take sides on social or environmental issues, yet shareholder capitalism seems just a far-off idea.
Automation, AI and robotics penetrate deeper inside the organizations. Small companies outpace large players, disrupting their value chains.
CEO CHALLENGES AT THE BEGINNING OF A NEW DECADE
FINDING REAL SOLUTIONS FOR TALENT DRAUGHT
How to unlock the full potential of building stronger corporate culture,
greater innovation and higher productivity when resources are increasingly instable? Would upskilling the workforce pay-off? Can education be influenced towards sourcing more people with both STEM skills and human skills (creativity, critical thinking, empathy, collaboration…)?
RETHINKING STRATEGIES FOR A SUSTAINABLE TRANSFORMATION
The evolving stakeholder expectations coupled with the need for remaining competitive may force CEOs to make some bold decisions. In the era of fast paced advancements, disrupt or be disrupted seems to be the new norm. Turning inward for process re-invention, together with defining a massive transformation purpose, are key for achieving growth. How can large companies deeply innovate while keeping their core operations intact? And how far are Romanian companies in stirring the business towards more sustainable models?
HARNESSING TECH ETHICALLY
Tech innovations are faster than the development of regulatory systems and standards to mitigate their risks. Do the concerns over cybersecurity and new boundaries on data privacy & sensitive content moderation inhibit companies to be fast adopters of newest technologies (facial recognition, AI, etc.)? How is this expected to unfold and what should companies beware of?
RECALIBRATING TECH, TALENT AND SUSTAINABLE TRANSFORMATION
AGENDA
Leaders can harness the power of technology to reimagine the way they forge strategies. AI helps consider a wide range of scenarios, test and scale options, and feed the gained knowledge back into the systems. Understanding how a company can succeed under different sets of conditions increases confidence.
Building on foundations that are strong but not rigid, leaders must learn to make decisions and allocate resources and capital more nimbly. It is especially important that leaders consider the pressing and evolving needs of all their stakeholders and demonstrate their ability to address significant challenges. But companies can act on opportunities only.
ADAPTING TO THRIVE
ADRESSING TALENT DRAUGHT
More people retire than join the workforce. How to unlock the full potential of an organization with unstable resources? Is upskilling the workforce paying-off? Can education be influenced towards sourcing more people with both STEM skills and human skills (creativity, critical thinking, empathy, collaboration…)?
If yes, how?
FIXING CULTURE
When it comes to innovation, the error many organizations make is to try to transform their business, without transforming their culture. The culture of an organization dictates how individuals act to achieve the company’s strategic objectives. What are the steps for a successful digital culture change?
PUTTING CX AT THE HEART OF THE ORGANIZATION
As companies race to delight customers, they start to get a taste of what’s possible. Innovative, tailored experiences that combine technology, creativity, and deep customer understanding will be on the rise. How can CX prove the contribution to the bottom line growth?
EMBRACING THE FUTURE OF WORK
Driven by accelerating connectivity, new talent models and cognitive tools, work is changing. As robotics, AI, the gig economy and crowds grow, jobs are being reinvented, creating the “augmented workforce.” What is the reality of the Romanian company? How open is the Romanian CEO to embrace new work models and how ready to adapt and learn for future growth?
REDEFINIG ROLES
While CX and EX climb higher on management priority agenda, how is this impacting the organizational structure and in what way does it need to transform the roles of the CMO, HR manager and CIO?
Can the ROI of such changes be estimated? Should this monetization even be a priority amid growing economic uncertainty?
GOVERNANCE – CHALLENGING MINDSETS TOWARDS A GREATER TRANSFORMATIONAL PURPOSE
Turning inward for process re-invention, together with defining a massive transformation purpose are key for achieving growth. What are the key business drivers leaders should focus on to spark engagement and innovation? Where does transformation actually starts?
