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Adam Kingl      

Future of Work Speaker, Former Regional Managing Director for Duke Corporate Education & Executive Director of Thought Leadership for London Business School

Adam Kingl is sought for his expertise on the future of business. One of his primary areas of research is on the work and leadership paradigms of Generation Y, a demographic that composes half the global workforce today and 75% by 2025, to shine a light on the fundamental paradigm shifts that we will face in terms of what’s important to the world of business and how it will be led. This will be the subject of his book, ‘Next Generation Leadership’, to be published by HarperCollins in February 2020.

Related to the future of business, companies are concerned about how they can innovate in order to be prepared for the seismic shifts they will face. Through this lens, Kingl also speaks from a practical perspective on topics such as how to improve strategic (business model) innovation, management innovation, and how successfully to leverage culture and engagement in work-life.

Kingl is Regional Managing Director for Duke Corporate Education, Europe. Previously, he was Executive Director of Thought Leadership for London Business School Executive Education. Previously, Kingl was Executive Director of Learning Solutions at London Business School and directed some of its flagship open enrolment titles including the Accelerated Development Programme. He is also an Associate of the Management Lab / Management Innovation exchange, and was an Associate of Saatchi & Saatchi for two years.

Kingl has worked with organisations as diverse as the Abu Dhabi National Oil Company, Aldar Properties, Atlas Copco, BBC, BP, Carlsberg, Daimler, De Beers, Disney, Ericsson, Heidelberg Cement, HSBC, LVMH, Oman Oil, Orica, Pixar, SAS Airlines, Suntory, Tesco and Zurich.

Kingl has spoken at public conferences including the Global Leadership Summit, FT-Coca Cola Enterprises Future of Sustainability Summit, Changeboard Future Talent Conference, HR Directors Business Summit, Employee Benefits Connect, Strategic HR Network Leadership and Talent Conference, HR Directors International Summit, EMVA Business Conference, University Business Officers Summer Conference, TUCO Conference, HR Strategy Forum, Business International (Milan), CIPD Talent Engagement Conference. Corporate conference keynotes have included those hosted by Deutsche Bahn, Pfizer, Kennedys Law, RGL Forensics, Braskem, Aktis, Tremco Illbruck and TiE – the global entrepreneurs’ network.

He has contributed to and been interviewed by publications including The Financial Times, Sunday Times, Forbes, Fortune, The Guardian, Fast Company, Business News Daily, Business Strategy Review, European Business Review, Dialogue, Employee Engagement Today, City AM, Changeboard (UK and UAE), Dubai Eye (radio), Gulf News, Gulf Business, The National (UAE), Alrroya (UAE), People Management, Business Pioneer, Saudi Gazette, Trade Arabia, the South China Morning Post, the Hong Kong Economic Times, Management Today, HR Magazine (UK and Hong Kong), HR Grapevine, MEED Business Intelligence, Tokyo MX (television) and Edge – the Institute of Leadership and Management.

Kingl holds degrees from London Business School, UCLA and Yale. He is a dual British-American citizen.

Speech Topics


There has been plenty of literature and discussion on ‘how to manage Gen Ys’. If their paradigms of work and ‘how to be led’ are indeed very different to those of their managers of earlier generations, then surely how Gen Ys will lead their organisations in the near future will look and feel new. Therefore, the nature of work and leadership is about to change in fundamental ways.


Disrupting Your Industry with New Business Models. We often hear about innovation in the context of inventing new products or services. One of the innovation levers of senior executives, one which can be even more powerful in transforming business success, is reinventing one’s business model. While the implications of strategic innovation can be profound, the process of identifying the industry-disruptive idea that reinventing one’s business can be very simple and approachable – it’s a matter of having different and better conversations. We will explore how to do so.


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?


From Shareholders to Stakeholders In August 2019, Chief Executives from the Business Roundtable, including those from Apple and JPMorgan Chase, argued that companies should no longer advance only the interests of shareholders. The shift comes at a moment of increasing distress in the corporate world amidst global discontent over income inequality, sustainability and substandard quality of work-life. Business as usual is no longer acceptable. Though this shift seems unique, history shows us that capitalism has evolved numerous times over the centuries. At this inflection point, what can businesses do to survive and thrive, and who are the bellwethers to listen to within our organisations?

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