Emmanuel Gobillot

Emmanuel Gobillot’s life and work is based around one conclusion: there must be a better way.

Gobillot has become one of Europe’s most popular speakers, consultants and thought-leaders. He started his career in financial services as a line manager, becoming a program manager for one of the UK’s first financial services web-enabled CRM implementations. Observing the organizations he worked for, Gobillot saw a major disconnect. He knew that there must be a better way to lead, relate to customers and engage an organization’s creativity, passion and drive.

As a consultant at Hay Group, Gobillot became first Head of Consumer Sector consulting, then Director of Leadership Services. He has worked with various organizations to develop their senior executive capability and to improve efficiency and return. In 2007, he created Emmanuel Gobillot Limited to devote time to his writing and speaking engagements whilst continuing to consult and research in these exciting times. Since then, Gobillot has consulted with some of the world’s leading CEOs and executive teams on questions of leadership, collaboration and innovation.

Gobillot is the author of two best-selling books, The Connected Leader and Leadershift. In The Connected Leader, Gobillot redefines both leadership and our idea of what an organization is, proposing a new focus and new tools to make organizations more agile. Gobillot’s Leadershift makes the case that critical demographic and technological trends are coming together to challenge the very essence of what it means to be in business.

Gobillot holds an International Baccalaureate from the United World College of the Atlantic, a Masters of Arts with honours from St. Andrews University and a Diploma in Management Science from the Nottingham Trent University.

Delivering high-paced, engaging, entertaining and thought-provoking presentations, Gobillot gives audiences the tools to see inside their organizations in order to find a better way.

• 3. The Innovation Challenge

  Innovate or Renovate? Dream or Execute? Boom or Bust? Leaders regard innovation as a necessity for growth yet they cut innovation budgets when things are tough. We know we should innovate for tomorrow yet our need to survive today means that we never quite get around to it. Isn’t it time we saw innovation for what it really is:
  
  Idea generation, Creation and Execution.
  
  In this fast-paced, dynamic and engaging presentation Gobillot shows how leaders can reconcile the needs for revenue now with the necessity of renewal. He explains how innovation exists in every organization ready for leaders to profit from it.
  
  Delegates will leave with an understanding of the following:
  • How to surface latent innovation in their organizations
  • How to put in place the conditions for successful innovation
  • How to ensure every leadership action adds value to innovation efforts

• 2. The Collaboration Challenge

  Why do you employ 100s and 1000s of people who try to solve most problems alone?
  
  Why, at a time when customers are crying out for co-creation, do leaders feel that collaboration slows down business? Why does it feel so risky to let go of control and put our success in the hands of others? The answer is simple: collaboration is complex and subtle and organizations just aren’t built for that!
  
  In this fast-paced, dynamic and engaging presentation Gobillot shows how, in today’s context, collaboration and co-creation inside and outside the organization is the only way to succeed. Only by developing the climate and capabilities that enable others to succeed can leaders claim the collaboration advantage.
  
  Delegates will leave with an understanding of the following:
  • How collaboration speeds up rather than slows down business
  • The value of collaboration
  • When collaboration helps and hinders
  • How to create communities of value that make organizations more agile

• 1. The Leadership Challenge

  What if management thinking to date has been directed at the wrong problem?
  
  What if leaders’ focus on formal authority and organizational structures has been at the expense of the “Real Organization” - the powerful network of informal relationships that doesn’t appear on any organizational chart? What then?
  
  The result of 150 years of leadership thinking is simple: Leaders always eventually fail.
  
  In this fast-paced, dynamic and engaging presentation Gobillot shows how, in today’s context, formal hierarchies are no longer effective. Only the real organization, with its cross-cutting networks, is agile enough to respond to the new context brought about by mass consumer and employee emancipation.
  
  Delegates will leave with an understanding of the following:
  
  • Their impact as leaders (irrespective of their place in the hierarchy)
  • How to reconnect others’ energy to the formal objectives of the organization
  • How to lead so others want to follow
  • How to create communities of value that make customers want to transact with the organization

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  August 2009

  Leadershift

  Leadershift is about adapting and changing traditional models of leadership in response to the influence of mass collaboration, a form of collective action involving large numbers of people working independently on a single project – Wikipedia, for example.  As traditional models of collaboration are radically altered, those in leadership roles need to understand their place in this new hierarchy and how to respond. Mass collaboration requires a form of leadership that is prepared to let go of the experience, expertise and control it holds precious and be able to see mass participation as an opportunity rather than a threat.

  
  
• 
  October 2006

  The Connected Leader

  In the "people economy" of the 21st century, organizations are made up of networks, not traditional hierarchies. In order to connect these networks, leaders must function as brokers rather than sales people, negotiating with each group to reach a common goal. Emmanuel Gobillot provides the framework for a more informal, holistic approach to management, showing how to connect social networks through trust, shared agendas and open dialogue. Crisp and journalistic in style, The Connected Leader illustrates how executives can connect with employees to build a stronger organization.