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Menno Lanting

Menno Lanting

Innovator, Author and speaker on innovation, technology, disruption, digital transformation and leadership.

Category
Trends, Business & Management
Type
Expert | Thought leader, Business leader | Entrepeneur
Employability
Keynote speaker, Breakout session
Languages
EN NL
Origin
The Netherlands

Biography

Menno Lanting is regarded as the expert in the field of the impact of the rapidly changing world on leadership, innovation and how we work. He is much in demand as a speaker and advisor. More than 250,000 people read his bestsellers including "Connect!", Management book of the year. For his book "Oil tankers and speedboats" he interviewed 100 inspiring and innovative entrepreneurs worldwide. In 2021, his latest book 'Uit het transformation marsh' was published, in which he provides a sober look at the failure factors of digital transformation and outlines a clear route to innovation on the basis of appealing cases and practical models. Previously, he worked for 20 years in various management positions for, among others, the leadership institute De Baak and a successful internet entrepreneur.

Organizations whose relevance we thought would continue into decades, crumble where we stand by. Consumers and citizens are now so well connected that information, news and trends are spreading across the globe at lightning speed. This means that in many cases organizations have to come up with new products, services and business models faster. This requires more innovation and smarter organization and as a result more experiments.

The most important conditions for innovation are the right people, technology and corporate culture. Other business models and organizational forms are emerging and our view on leadership is also radically changing. Today's professional is more independent from organizations than ever before. Finding the right talent is becoming a challenge for more and more organizations.

The common thread in Menno's work is "adaptability". He advises organizations on how to stay connected to the changing world. He answers the question of how organizations can transform from closed, hierarchical and impersonal to open, authentic and connected. And which organizational forms, leadership qualities and business models are required for this.

Employability

Keynote speaker
Breakout session

Speaker

The Disruption Paradox. In 5 steps to real innovation

Disruption is the latest magic word. For a number of organizations, complete disruption is actually the only meaningful strategy. In other cases, technological changes are more gradual and it is more effective to focus on improving the base and targeted innovation. In short: you are looking for a realistic story about the sense and nonsense of disruption. What does it mean for your organization and what concrete steps can you take towards real innovation? In an inspiring and humorous presentation, Menno Lanting gives a sober view on disruption and sketches a clear route to innovation on the basis of appealing cases and practical models.

 

The digital transformation = an organizational transformation

Research shows that 80 percent of managers in organizations recognize the need for transformation to a different business and organizational model, but only a third of them are confident that it will succeed within five to ten years. Time and again it turns out that this is not so much about technology, but about people. Menno Lanting conducted extensive research into the best way to really make the digital transformation succeed and shares the main insights in a stimulating presentation.

 

Digital humans. The future of human and machine cooperation

Over the centuries, new technologies have caused revolutions. We are currently on the verge of the fourth disruptive revolution: the era in which technology and people merge: the rise of the "digital human". What impact does that have on society, business models, organizations and our way of working?

 

Oil tankers and speed boats. Agile working and entrepreneurship in the 21st century

Established organizations often find it difficult to adapt to the new reality. Their existing structures and business models are based on old principles. As an organization, how do you ensure that you remain agile? And what can be learned from startups and other new entrants in the market? In his presentation, Menno Lanting shares the 5 most important tips from the 100 most innovative organizations that he personally visited.

 

Disruption in the government What will the government of the future look like?

Based on recognizable examples and cases, Menno Lanting provides practical tools and advice on how the public and semi-public sector can renew itself on a large and small scale. For example, virtual reality, blockchain and artificial intelligence make more possible than we can imagine. A tip of the veil: as long as the basis is not sufficiently in order, it is of little use to pursue disruption.

 

The smart organization. How can your organization be 10x smarter and 10x faster?

People are increasingly making better use of digital technology. But while they get the best out of themselves with the help of their network, their employers often fail to utilize that potential within the organization. In a sparkling presentation, Menno Lanting shows how companies can become smarter and improve their culture and organization with the help of the latest technology.

Lessons from the 100 most innovative organizations

Imagine working with super smart and talented colleagues in a free and innovative environment - no bosses, no middle management and no bureaucracy. Only highly motivated colleagues who come together to make beautiful things. It's amazing what creative people come up with when no one tells them what to do. Menno Lanting personally visited a large number of the most innovative organizations and shares the most important lessons in a flashy presentation.

 

The sense and nonsense of self-direction. The future of organizations.

New technologies increasingly enable employees to organize their own work. This does not always require an organization or a manager. More and more people work in self-managing teams with a lot of autonomy. What do these new organizational forms mean for the role of the manager? And how can employees use all this new technology to better showcase their knowledge and skills? Menno Lanting answers these and other questions in a stimulating and humorous presentation.

 

Literature