Daniel Susskind
Author of What Should My Children Do?, Growth & A World Without Work | Mercers' Professor, Gresham College | Oxford & Stanford Economist | AI & Future of Work Expert
Thinkers50 Honoree | Former Harvard Business Review Editor | Director, The SEACEN Centre | Co-Author, The Leadership Code | Organizational Reinvention Expert
Kate Sweetman studies what separates organizations that reinvent themselves from those that stall. A Thinkers50 honoree, former Harvard Business Review editor, and co-author of The Leadership Code, she now advises 18 Asian central banks on leadership and governance. Her research across 40 countries and 59 industries gives senior audiences a clear framework for upgrading culture, building leaders, and turning disruption into measurable results.
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Leadership speaker Kate Sweetman is a management thinker, author, and former Harvard Business Review editor whose work focuses on how leaders and organizations perform under disruption. Twice recognized by Thinkers50 and designated an Emerging Guru by The Times of London, she pairs editorial rigor with decades of consulting inside multinational corporations, financial institutions, and government bodies across North America, Europe, the Middle East, and Asia.
Sweetman is Director of Leadership, Governance and Human Capital at The SEACEN Centre in Kuala Lumpur, where she partners with 18 Asian central banks on leadership capability, governance effectiveness, organizational resilience, and human capital strategy. Earlier, she served as Director of Research and Curriculum at the Iclif Centre for Leadership and Governance, and she has taught and coached entrepreneurs and executives through MIT’s Legatum Center and Duke Corporate Education.
She co-authored The Leadership Code: Five Rules to Lead By (Harvard Business Press) with Dave Ulrich and Norm Smallwood, a widely used framework that identifies what effective leaders consistently do regardless of industry or culture. With Shane Cragun, she wrote Reinvention: Accelerating Results in the Age of Disruption, built on a global study spanning 40 countries and 59 industries. Her diagnosis is direct: “Companies are trying to succeed in the 4th Industrial Revolution with 1.0 cultural software.”
As Founding Principal of SweetmanCragun, a consultancy that helps organizations through transformation and growth, she has advised Goldman Sachs, BP, Citigroup, Novartis, DHL, and the Abu Dhabi Investment Authority, among others. Her consulting work spans 25 countries and sectors ranging from financial services and pharmaceuticals to fertilizers and LED lighting.
As a speaker, Kate Sweetman gives senior audiences a practical model for leading through change: how to diagnose leadership gaps, upgrade culture, and turn disruption into momentum. Her keynotes connect research with field experience from boardrooms and central banks, so leadership teams leave with a shared language and specific next steps they can apply right away.
Built on the book she co-authored with Dave Ulrich and Norm Smallwood, this keynote breaks leadership down into five rules that effective leaders follow in every industry and culture: shaping strategy, making things happen, engaging today's talent, building the next generation, and investing in personal proficiency. Sweetman shows leadership teams how to use the code as a diagnostic, pinpoint capability gaps, and create a common leadership language across the enterprise.
Drawing on her book Reinvention and a global study across 40 countries and 59 industries, Sweetman explains why some organizations accelerate through disruption while others stall. She outlines the most common barriers to change, the mindsets leaders need to let go of, and the practical tools that help individuals and teams reinvent how they work and deliver results faster.
Many companies are trying to compete in the Fourth Industrial Revolution with cultural software written for an earlier era. In this keynote, Sweetman sets out the leadership behaviors, structures, and cultural shifts that let leaders inspire commitment instead of enforcing compliance. It is especially relevant for executive teams leading digital transformation, generational change, and new ways of working.
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