Gui Athia

In this speech, the audience will learn about real cases where opinions led to CEOs being fired (Web Summit), investments being blocked (OpenAI), unprecedented strikes (Disney), and surprising news appearing in major newspapers (US Bank). These situations were exacerbated by soliciting opinions within companies. Drawing on over three decades of leading external relations for giants like Nike and Renault, and four years of research, I present a universal management model: MEMO – Map, Execute, Measure, and Optimize. MEMO can reduce decision-making time by 55% and cut risk by 65%, saving time and reducing errors. The session will also highlight the upcoming book "Get the MEMO," available for pre-order on Amazon, which provides more information about these transformative practices. Participants will gain tools to drive meaningful and sustainable achievements within their organisations, managing effectively in an era where opinions shape business outcomes.

In this speech, the audience will learn how aligning business goals with stakeholder interests leads to success. Unlike traditional B2B and B2C models, B2S considers all relevant stakeholders: investors, teams, clients, consumers, business partners, communities, regulators, influencers, and society at large. CEOs and boards must strategically consider these stakeholders when launching new products, managing mergers, investments, risks, crises, and reporting to boards and investors. Well-informed decisions about stakeholder expectations are crucial for increasing both short- and long-term profits. The B2S model, illustrated by examples from Nike and Renault, fosters collaboration, transparency, and innovation, enhancing decision-making, reducing risks, and boosting performance. Drawing on over three decades of industry experience and four years of research, B2S is now one of the three fundamental pillars of the Rock in Rio Academy, the greatest case of the pioneering and giant festival

In this speech, the audience will learn that while many companies still make decisions in silos with fragmented information and analysis, their stakeholders are connected in real-time on social networks. This disparity necessitates a new internal organisation to reduce costs caused by inefficiencies, risks, and duplicated efforts. By exploring real-world examples, including executive insights from leading companies like Nike and Renault, the audience will gain practical strategies for becoming a Chief Stakeholder Officer. These strategies focus on aligning commitments, managing risks and crises, and significantly reducing decision-making time by 55% and risk by 65%. As a result, they can save valuable time and reduce errors and duplication, ultimately generating significant and sustainable achievements within their organisation.