 Thank you. Good afternoon everyone. Can you hear me well? Okay, I want just to apologize for my accent. I am Brazilian. I live in Portugal and I work in the US So it's it's not very very easy So if you do not understand, please just raise your hands and I'll be more than happy to repeat for you Okay, so just I just want to introduce Hendrik said about a little bit about Brightline But I want just to explain a little bit more about my personal journey and why I'm leading this initiative So I noticed that probably most of the public here comes from technology But I come from a different so I'm a chemical engineer and I work I used to work mostly on capital projects Let's say oil refinery platform power plants mining And I build my career on that on mostly on the project management side Okay So I work it a lot on the project management side on delivering this kind of infrastructure projects and I at that time I live in Brazil and in 2012 I received a very interesting invitation And I became the first director for project management at the United Nations So I move it to Denmark and I work out for four years and a half using the same skills that I built in my in the business side In the humanitarian side, so I was responsible for a team of Little bit over a thousand people doing that operational work of the UN So what do I mean by that building roads building refugee camps? Organizing logistics and and some of them this this works you you know Because for example, my team was responsible for the removal of the chemical weapons in Syria I'm saying the removal not the political dissent. I'm saying you go you enter you take you leave and and this was yeah, yeah, there's a very very Nice and and different work So I had this experience and then when I decided to leave the UN I said How I can connect these two things and this is one of the key reasons Why I'm here today and why I'm I'm spending this time with you talking to you about bright line first bright line is not a company Bright line is not the business and bright line does not want to sell absolutely anything We want to increase the awareness of people on one very simple topic If you take a look on this number one million dollars and And if we ask what what does this mean? of course, I Assume that probably all of you will say it's a lot of money Right, but let me add one thing this is the money that the word loses every 20 seconds due to the lack of ability of putting ideas to work This is based on the G7 research and this is just a massive amount of waste This is around four billion us dollars in one day two trillion in a year and just to put this Into perspective. This is the GDP of Brazil my native country so What happens and what is the base and the root of of bright line? It's how we can work in order to Reduce this amount and and this is not again Only to improve business and improve profit In the word that we say such a dramatic inequality It's irresponsible To let this happen, right? So every single of you can tell me so many cases of failure That if we add up you will you will face an incredible number So bright light was created exactly for that. So it's a non-commercial coalition of leading Organizations, so we decided to put together a set of organizations to work together to connect two things to Connect the strategy design and delivery. This is in a more formal way But in a very informal way, it's to bring ideas to life Okay bring ideas to life and to do that we do basically three keep Dealers if you go to our website, you'll see this so we support and promote research And one of them I will share with you today that we did last year and this year We are doing research with MIT with the University of Tokyo with the Danish technology University with Harvard Business Review and quarks created just this year all of them will be released at this year Okay, the second is Networking and awareness and this is the reason why I am here. So we are sponsoring participating and actively engaging in several Events in several round tables to increase the way to make people think about this Second side for example, it's very common that we we think a lot about strategy Right, we think about how the future will look like right when we think about AI We we wanted to see how this will look like in four years from now five years But not on your own perspective, but in a more global perspective. So your organization can benefit from that and Then probably at the end you produce a paper you produce something That you call this strategy, right and what happened most of the time on your journey from paper to reality things change Right and most of the time when you arrive at the end line You don't know even how you start it Right and this happens for governments Organizations, so we are in in the most relevant tables today trying to discuss this We were at Davos and the word economic forum on 23rd of January this year Trying to talk with the CEO of organizations because you will see and I will talk very soon about that They don't believe that they are responsible for delivering this strategy They believe that they are responsible for envision the future of their business, but not delivering that feature So how we can change that and the third one is capability building so we are Promoting and and trying to increase the capability of people to understand that and and this is the first time I talked publicly about that because it was signed this morning Of course Sarah will release a bright line course September 1st this year Absolutely free So just to give you an idea bright line is already fully funded. So everything we do. It's for free and Creative commons, so you can download use reuse and and benefit from that. So who is behind a bright line as Kendrick said the project management Institute agile Alliance Boston Consulting Group Bristol Myers Cube the pharmaceutical company Saudi telecom in Saudi Arabia Lee hatch Harrison one of the main leading consulting organizations in HR and HR human resource reform and Members of our coalition on the academic side the global teamwork lab of the University of Tokyo The technical University of Denmark the MIT Consortium for engineering program excellence and the blockchain research initiative. Okay, so probably Very soon two other members will join the coalition On the government side and also the not-for-profit side. Okay So now let's go back to the research and let's try to find us So if you go to bright line dot work, you can download this there's report there Okay, and you can see but how we can close the gap between the design and the delivery of strategies So the first thing that this this Study presented to us 90% of their senior executives we interviewed 500 senior executives, okay when I say senior executive I'm saying one level below the CEO of the organization So usually the person responsible for translating the strategy into action 90% and I'm not saying that One Fail I'm saying that nine out of ten fail. So it's a massive failure rate The second thing it's only 20% of all strategic Sorry 20% of all strategic initiatives fail due to one reason for implementation So there is just a gap and if I tell you about my my life going back to my United Nations life Let's try to understand this So probably Both of you do not know exactly how the UN operates, but let me give you in 30 seconds There is one big arm that is called Secretariat That is based in New York on that very famous building. The Secretariat is where the strategy is Created it's where the Security Council sits together and say Let's do this or let's do that Or let's implement refugee camps in Turkey or let's implement For example an aid an aid track To for the Islamic State going to For the the victims of the Islamic State go through Iraq The Kurdistan Kurdish Iraq So what do they do most of the time they approve A piece of paper that is called a resolution right Then after that They send a fax or an email to us on the other side And we have just a simple task of do it Right do it and it's a nightmare Because most of the time There is a complete disconnection Between the scenario where the ideas were created And the reality on the field You you say something like that. Oh, it's very simple We need just to remove two million people from this region and move to this region How do you think about doing that? How? How do you think you put all of them in a line and start walking? So how things happen? How for example one of the biggest challenges in Kurdistan With all this this conflict It's imagine a city with five thousand people That received three hundred thousand people in three days What happens with electricity water Supplies What happened suddenly there is nothing So you need to prepare otherwise you just Migrate physically the problem So how do you operate? Just to give you an idea on this operation. We had to move 35 containers From the border of iran To bring electricity through solid panel To put on the refugee camps Imagine the logistic for doing that So this is exactly the gap we are trying to to to discover here and to discuss So why we should care about that? So why this became so important? So 59 of senior executives Say that the organization struggled to bridge that and let me tell you do you know one of the key reasons? It's because it's not fancy The execution What is fancy? Is the idea One of the key partners of bright line Last year and this year Is tad Is tad So what we are doing with tad We are sponsoring and supporting them because tad is one of the most powerful houses of ideas, right? All of you watched it some of the tad talks the guy with a very crazy idea that will change everything Have you come back? To the same guy four years later and said What happened? With your magic idea of a robot that will do MRI inside your body and and leave and it will cost one cent What happened? Why? Because transform and translating ideas into reality It's not easy at all And it's not a problem of only agility is a problem of the full understanding of the problem You that works as developed because I am most of the time on the other side Do you know how do I talk to the developers on my team? I say I have something very easy for you to do It's very simple. I can do myself and then I deliver to you a real nightmare, right? Because I don't know because on the abstract idea Things are simple Right, but the reality is much harder than what we think So look that's 59. So all these numbers are massive numbers So look Another perspective. I started saying about one million dollar every 20 seconds now. I want to show you another number So look, uh, the global infrastructure outlook Okay, say that the global investment up to 2040. So this is 22 years. So it's quite a short Range 94 trillion us dollar an energy telecom airport port rails roads water 18.8 trillion Is put will be potentially wasted in 20 years. It's one american economy in one year So this is a massive destruction of wealth another thing That we did a quick research and I invited you to do the same Put the word strategy On google or put the word strategy on harvard business review, for example and try to look for articles and content You will see that a massive development A massive number of articles is around The development of strategy Innovation how think different how to prepare your company for 10 years ahead How to do that five forces of 40 whatever you want to do? So everything is there But when you talk about the execution and this bridge between this idea and the result The numbers fall dramatically So just to give you an idea between january and september of last year Harvard business review published more than a thousand papers six of them Around The implementation and the delivery of strategy. So it means it's not even close to the radar Of the senior leaders, right? It's not even close So what leaders that did it right? have differently So look what they call designing for delivery So what is important if we compare the leaders with the low performance? first They When they are thinking They are at the same time thinking about the ability to execute second they consider The current ability to implement on the human side For example, let me let me give you one example. We had very nice discussions recently about self-driven cars and Let me tell you I have no doubt That the technology will be ready very soon And it will be completely reliable And this but what is the problem on that? What will be the organization? I'm saying when I say governments and ability to execute What ups will do with 65 thousand truck drivers only in the us what they will do They will just exclude them fire them and you will create a bigger gap So how do you do that? Do you know one of the key topics I heard At the word economic forum Was a sentence by the chairman of the forum and do you know what he said? He said we need to protect The technology guys Against themselves Because at some point We'll reach a level of technology and efficiency efficiency That we'll be able to do everything with nothing and then what do you do with seven billion people? What do you do with that? No, it's a very simple and fair question. What do you do with that? So i'm not pleased i'm not I just want to improve the most of the very successful governments and organizations They think about their ability to implement that and they think in the whole Scenario and not just one piece of the scenario The third designers and implementers they collaborate Effectively it's not like a strategy Is done in in the room Locked and then someone just throw outside a piece of paper and then the others start running So there is a very Intertwin relationship between these two And those who designed this strategy actively oversight implementation. Let me ask you one thing If you work in an organization A big one with a strategy a decent strategy I want you now to remember Not the current strategy, but the previous one The strategy of three years ago What what's the problem? Most of the people are struggling to see and understand the current strategy So imagine five years ago. So do you know what happened? People develop ideas Let let me be very brutal here very aggressive woman people develop this this strategy People present this strategy to their shareholders Receive funds receive bonus and then they Give the strategy to someone else and then they start creating a new strategy because that one became obsolete Right. Look, let me give you another example The same thing on the public sector. This is why bright line is not for again public sector Let's translate the same thing I said I want your vote Okay, I want your vote. So what do I have? I have a plan of government, right? What is a plan of government is your strategy, right? And you will vote for me because you believe oh, riccardo Has an interesting strategy riccardo thinks that we should move to this direction to this So he will receive my vote, right? Then I get I got elected And then what happened most of the time I Do not deliver on the promises I made to you, right? I'm just this is not india. This is everywhere This is everywhere because it's hard. It's very easy to put things on paper It's not very easy to take them from paper Okay, so it's this is what I want to highlight here Leaders act fast with discipline. So agility is on the core of the DNA Of these leaders they act fast. For example agility to adjust the strategy when Implementation reveals risks and opportunities One of the key threats of people and I work it a lot with startups Okay, a lot of with startups in my past As an investor and currently on on some artificial intelligence and chatbots The first thing you need to know is Sometimes the market changes and you need to adapt quickly Most of the time one of the biggest challenges I was with Steve blank recently and we were discussing that in a dinner I He said to me Ricardo one of the biggest problems of startup is that you fall in love with your company And then you become blind Oh, the word has changed but but you are so passionate about that That you don't see but leaders they act fast. So if they see that they adjust quickly They are very fast on that second They have agility to relocate personnel and this is one of the biggest challenges because if you do a massive transformation in your organization You may need different skills Right and a set of new skills. So how you can be agile on that? An agility to relocate funds among different initiatives So this is the pace you need to implement So now I want just to show you a very quick video that we did We produced with Ted before I share with you Some of the principles To build a great business strategy. We begin by asking questions Okay Can I press play? To build a great business strategy. We begin by asking questions At the end of that process we end up with answers We point those answers at the future and we call it strategy Case closed Not quite In a survey of leading global organizations Nine of ten respondents reported not achieving all of their strategic goals That's a lot of missed marks hundreds of millions of dollars worth Perhaps strategies failed because when it comes time to execute Leaders aren't asking the right questions Questions like who's accountable for strategy execution Are design and delivery silent or are they intertwined? Does strategy delivery connect back to strategy design? Do the people tasked with bringing it to life understand and agree with them? Is our strategy simple? load and focused Are we flexible? Can we adapt to change? Does our plan account for rapid feedback from customers and competitors alike? Is this work? And if the answer is no Are we failing? Or are we failing to learn fast enough? Is business strategy only about finding the right answers? Or is it also about asking the right questions every step of the way? Now I want just to go To one final piece of what I want to share with you and and for me the most relevant one When we saw the results And when we put together all this organization So pharmaceutical industry together with telecom Different countries different groups We try to identify if we can give some advice Which would be this advice? And then we create what we are calling the 10 guiding principles Okay, so let me go through each of them very quickly and you will see that several of them Are related to behavior and are related to people So the first one Is you need to understand that the delivery is as important as the design So when you sit together, this is very cool. I don't know here in India, but in brazil The new year the 31st of december to the first of january is the day where most of the people Make their promises. I'm saying for themselves. I will keep smoking. I will do gym I will find a new job. I will do whatever right you try to do that And then during the whole year you try to implement it And then at the end of the year you promise everything again, right? So What is important as strong as the promise? Must be the delivery The second is that you are accountable for delivering the strategy you built So for example, if you are senior leader on an organization and you decide for example That you should move your business. For example, you are Boeing From aircraft to ships Let's suppose you decided You need to understand that you were responsible for delivering that It's not just delivering the paper, but delivering on the promises you made The third one You need to have dedicated Resources you need to understand that you need to have the right resources to do that And and when I say right resources I'm not saying quantity, but you need to have the right skills the right mindset the right behavior So you need to have people Taking care of that implement the implementation Fourth You cannot this is why we put an eye you cannot be blind You need to leverage and see insights from your customer And Your competitors So what my competitor is doing If I am a government What other governments are doing how are they treating the same challenge? For example of immigration how they are So how I can leverage and find a common ground and understand So Customers for example, let me tell you one thing. I have two daughters 18 and 14 And let me tell you one thing another day. I was talking to my young one When she was 13 and I said finally you are 13 years old You can have a facebook account Right, it's 13 and I'm very strict on that 13 you can have then she said dad. I don't want facebook Facebook is for old people But think on how Powerful Is what she said to me something That is pretty much brand new Is perceived by she does not use and let me tell you none of their friends So look how things so if you are working on this you need to understand how the customer will behave My dream when I became 18 years old was to have a driver's license and be able to drive This was my dream what is happening today on the people that are turning 18 People don't care anymore about cars They don't care they care about other things So if you don't face customer You may create a strategy That is a challenge. So I was preparing myself to come here and I was watching bloomberg television today And there is an auto show and everybody is absolutely crazy about the last statement of president trump on taxes on steel and the president of volvo and the president of portion We're together on an interview saying that this could bump a massive trade war That will will will reduce the growth of the world, but imagine you Working on transformation in the auto industry It's such a relevant topic that you need to stop now. You cannot wait three years To see what will happen with your new car So did you get so it's critically important number five Be bold is stay focused and keep it as simple as possible One of the things that I like most about agile Is that it's very simple It's a very simple. You have the controls that only you need You have an engagement with the team, but you need to be bold and keep the focus Otherwise if you do not keep the focus what will happen The chaos can be can it start to happen very fast So you need to be both And simple at the same time You know at the same time Another one number six promote engagement and effective cross business cooperation Let me translate that this is very worthy Let me translate this You need to remove silos In the organization because let me tell you one thing It's human behavior if you read a book called predictably irrational from Dan Ariely You will read what I will say to you now people love to praise And and say that we need to change But people hate change So you go to your company and say How we are oh, we need to change everything and then I reply to you and say so let's start changing your area No, no my area. No No, my area is perfect, but you need to change but no change Did you did it? Did you get? Why because your personal interest Is at this state. So one thing that we are doing now Now in april 2nd It's to meet very senior hr leaders in in in the us to discuss How we can improve That the aware the human awareness of change That so people cannot become an obstacle, but they can be supportive of that So how we can do that? How we can leverage this? How we can create something that is not only beneficial for the company But for the people inside the company because you are a human being imagine that I want to make a transformate that will extinguish your area What is your immediate reaction? How I'll feed my family right and it's a completely fair reaction. So what do you do you try to protect Your silo and this is why you don't cooperate So how we can break this how we can improve this human side? seven Demonstrate bias towards decision making And all the decisions you make let me tell you one thing Make decisions is hard and do you know why? Because if you fail on your decision, you are responsible and people hate to be accountable So what people do they don't decide So if you want to move and be successful you need to demonstrate. So let me tell you 95% of the decisions I did when I was at the un I didn't have the full information at some point I had To make a decision without seeing the full picture And it's life Read the book another book. I want to suggest you read Malcolm Gladwell a book called blink It's exactly about that because most of the time you want to have a perfect You think that business and life is mathematics. It's not Number eight check ongoing initiatives before you commit to new ones You know, you you love to say yes. Yes. Yes, and you are already overloaded And then what happened you are not able because you don't have capability Let me tell you a huge massive opportunity for India and because India is Okay, I know many People from from India You are intellectually gifted You are very smart On the technology ultra smart And what I heard from satya nadella at the word economic forum in january The tech industry Needs 1.2 million New workers to continue the pace of growth. It's not a matter of money. And do you know what's happening today? They cannot grow the pie. So apple hires from google google hires from oracle oracle goes back to apple So it's always the same people Rotating Because you don't grow the pie. So it's very very important because you cannot move If you are completely overloaded by the current activities Nine develop robust plans if you need to have a decent roadmap but Allow me steps fail fast to learn fast The problem is not the failure. The problem is the pace you fail Right is the pace you fail So all the leading organizations They are very successful on that because when they fail they fail fast They don't try to punish who they just move on Very quick Most of the time in traditional environments They failed slowly And it hurts a lot, you know, it takes Years for you to recognize that you did something that was wrong And last but not least celebrate success with your team One of the key components of the new workforce Of the new workforce is not if you if we go back to the 90s Most of the benefits were perceived in financial terms remember when the us Was increasing dramatically the people working on financial sector Do remember engineers everybody moving to fight because they pay They paid very well But their business ethics was in some ways challenging So what is happening today with the new talent with those living the university? Of course, they want money, but they want to do something that is meaningful And and and if you do not address this if you do not stop And celebrate the accomplishments that you did and it's like a snowball People tends to become demotivated and they leave and if they leave you have problems on several other principles So how you can retain the best talent how you can drive People to do the best and to be happy not only by increasing their salary But by creating other ways of motivating and celebrating success So we created this stand. So if you go to our website now, you can download this exactly this and you can download more documents on that Forbes is doing Case studies with different companies on different principles And we are producing one video for each principle and we will produce a course Of the on this principles that will be available online that you can download and replicate With the slide deck and everything for you to do to do with your team inside your organization Because these are the 10 fundamental principles. Am I saying something very different? No, probably most of them are very reasonable. What is not reasonable? Is our ability to do it? Right. We know we all know What is the right thing to do most of the time? So why we don't do that? Because it's not easy Because it's not easy and this is why bright line is putting a massive effort on that a massive So if you read the economist magazine, you see at the economist every single week We are there. We are sponsoring tad davos. We are everywhere. Trust me Trying to you know to plant the seed so in the future We'll have a better result. Okay, so that's it for me right on time All right on time. Thank you very much. Okay. Appreciate your time I I I arrived at today and I need to go to london tonight So I will not stay for the full but it's it's a real pleasure for me and as brazilian is for me Absolutely fantastic to be in india. Okay in india. Thank you very much. Okay. Thank you So now back to you, right? Okay Thank you Thank you And I'm I'm very fortunate because I love what I do then it's easy. Yeah Then it's easy Yeah, no, I'm thank you Yeah Maybe maybe people think because I am brazilian and this but you know when when you love what you do It's very easy Absolutely, you know, it's it's something that But if you what I tell every single person if you hate what you do try to find another job You know life will become miserable right please This is exactly what we are let let me explain to you bright line has one year only so we are very young so A lot of things are are being populated now So if you go to the website every day, there is something new there But it's exactly what we are doing now. It's on how do you execute in a very simple way Each of these steps so this you will find through videos to the course that will be released in september So just pay attention early september the course era course for free Will be released with much more details on on each of them. Okay Yes Yeah, you know look everything that is on the website is creative comments You just download use if you don't like you delete It's simple Oh, oh your feedback, of course, of course you can share your feedback through our social media And through our email info at bright line dot war and if you want you can send to me Ricardo dot margas at bright line dot war for example yesterday I received one feedback about one economist reader That did not like one our last ads because we put a line and we put Mail and female object But we put the mail on the right then the female the male and the female And she said that it should be in the different order And I respect no, but please I respect very much and I told her that our next ad will be different And I already asked her to do so we receive feedback and and we would love the feedback even if you disagreed That that's fine. That's perfectly fine. Okay One and one Yeah Yeah, the case studies are being produced now and they will be released by the end of april We'll have six case studies and all of them will become public if you want. I suggest you follow us on twitter Or or or link it in okay bright line or And follow us because every single piece of new content is published there Every single piece so when this case study becomes red because this year the the case study have a business review The mit the dtu all of this will be public Published between now and we'll publish another book We publish one called strategy at work that you can download on the website And and a new one about the human side of this What I said to you that will be published in september Okay, it's a lot of things that are coming up this year Yeah, look, look, we are not aiming here He said is there any example where strategy was implemented 100 percent and uh my my answer to you is that I don't know and probably It does not exist. So what we aim is not 100 percent. What we aim is that instead of 10 You can improve to 30 and instead of 1 million of my first slide we can reduce it to 100,000 Okay, to zero. It's just impossible because there are so many variables But we can there is always room for improvement And now the gap is so massive that everything we do If we sign turning Some aspects we can reduce dramatically That ways but 100 percent. I don't know but if you know one, please let me know No, no, no 100 percent no None of them and most of the coalition members They became coalition members because of the challenge Right because of the challenge because they they said we face this Problem. So how do we fix it? Good. Okay. Thank you very much. Okay. Thank you. Enjoy your day