Adam Kingl.
Adam Kingl is an author, speaker, and educator.
Adam is an adjunct faculty member at the UCL School of Management, London Business School and Ashridge Hult International Business School, and is an instructor and programme director at Imperial College, Moller Institute, University of Cambridge, and the Hanken Stockholm School of Economics. Drawing on his decades working in innovation, strategy, culture and leadership, Adam has authored Sparking Success Why Every Leader Needs to Develop a Creative Mindset (2023), which was shortlisted for the Business Book of the Year in the Smart Thinking category, and Next Generation Leadership (2020).
Adam’s keynote presentations inspire strategic innovation but also unleash creativity and unlock issues within organisational culture. He speaks with warmth and compassion on paradigms of work and leadership, encouraging organisations to have different and better conversations, creating a simple and approachable path to transforming business success.
keynote speeches.
-
Creativity is a driving factor for success in order to adapt to fast moving trends and disruptions in the modern business landscape. After researching the habits of highly successful leaders in the creative arts, Adam has identified the behaviours required to foster an environment where creativity can thrive.
-
Are Your Management Principles Fit For The 21st Century? Over the last century, business has modernised it almost every way except for how it organises, leads, coordinates and motivates its people. Yes, those organisations who have innovated their act of management are celebrated as pioneers and leaders in their respective industries. It is possible for every business to develop a formal method for reinventing its management, just as it has done for products and processes for decades. Management breakthroughs can deliver incredibly powerful competitive advantages that are more sustainable and of a larger scale than any other creative act.
-
In company life, we are returning, on a several-hundred year cycle, to the pre-eminence of humanity at the centre of what it means to lead. ‘Focusing on humanity’ implies recalling what followers notice first in their leaders – their behaviours. Then, we have to ask if those behaviours provide clarity, inspiration, engagement, coherence and enable creativity. The Renaissance was a flowering not only of the arts but of commerce, and the interdependency of those two forces. Are we in the midst of a new Renaissance of leadership that is asking us what it means to be human?
-
There has been plenty of literature and discussion on ‘how to manage the youngest generations’. If their paradigms of work and ‘how to be led’ are indeed very different to those of their managers of earlier generations, then surely leadership in the near future will look and feel new. Therefore, the nature of work is about to change in fundamental ways.
videos.
Speaking Highlight
books.
in the news.
