International 2 Day Conference

14th and 15th November 2017

Strategy as the Enabler of Change in an Era
of Unbounded Disruption

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Sir John Elvidge is Chairman of Carnegie UK Trust and Edinburgh Airport Ltd, Member of Scotland Committee of The Institute of Directors, Chair of the Board of Trustees, The David Hume Institute and Carnegie UK Trust.

Sir John will outline three key factors driving current pressures for strategic change in the government sector across the world. He will discuss some specific examples of the implementation of strategic change by individual governments and identify shared challenges between the government sector and other sectors, particularly the business sector, in delivering and sustaining strategic change.



Richard Whittington is a thought Leader in strategy, partner at Strategy Explorers Oxford UK. Professor of Strategy at the Said Business School, University of Oxford. Assoc. Editor of Strategic Management Journal and Board member of Strategic Management Society. When businesses change the way they do strategy, it can have real-world implications.

Professor Richard Whittington will present the results of his “passion project” that he conducted in order to examine such changes. In doing so he will be addressing the question that has occupied his mind for the past ten years: How do strategy practices evolve?



Paul Foley is a former Senior Strategy Leader for Vodafone Ireland and is now an independent strategy consultant.

Paul will apply his extensive experience in business, stratgey, professional services/consulting to describe how contemporary strategy practices can be applied to meet the demands of modern day business management and leadership. In particular Paul will describe how he applied a business strategy framework that allowed him to ‘talk strategy’ with Telco staff straight after working for a professional services firm, PwC.




Fiona Irvine is a business strategist and HR professional, with a sector specialism in transport and she runs Rainbow HR which focused on the delivery of high performance through strategy, business change and people.

Fiona will explore the impact of the corporate culture on corporate strategy, in particular the aspects which collide and have both a positive and negative impact on business performance. Emerging disruptors will be considered as a apart of this phenomenon – and how business can embrace them to deliver greater business performance.



Paul Hunter Founder and Chief Executive of the Strategic Management Institute (smiknowledge)

Paul will explore a range of applications, behaviours and organisational structures that are expected to have an impact on the effectiveness of strategy and conversely, the impact of strategy on business. Paul will start with an appreciation of history – lessons learned. He will then proceed to a review of  three elements of strategy effectiveness – within an age of digital, social, organisational and corporate structural change.



Supun King-Jayawardana is Head of the Innovation Laboratory at  CBA Bank, London.

Supun will explain how Australia’s largest bank, Commonwealth Bank is turning today’s imagination into tomorrow’s ground-breaking innovation; and the role that an Innovation Lab is playing in that process. Supun’s experience is more than informative – it is inspirational. Through access to the the Innovation Lab, CBA is able to interact with real time data to interpret trends, conduct brainstorming sessions, develop solutions and establish new collaborations that support an overall open innovation practice.



Noordin Shehabuddeen is author of a MOOC’s course on innovatoon which has been accessed by over 19,000 people have He is the author of a practitioner handbook ‘Innovation in real life: a hands-on guide to genuine innovation’. He is also Director of UWE’s Bristol Business Engagement Centre (BBEC) and Associate Professor in Innovation and Entrepreneurship.

Noordin will apply his experience in structuring, leading and conducting senior executive workshops and training programmes designed to bring about genuine business outcomes and results that offer a lasting impact.


Amos Haniff is Associate Professor of Project Management Heriot-Watt University. In this role he has created a successful portfolio of postgraduate and Executive postgraduate programmes in strategic project management, including European funded courses.

Drawing on the example of disruption in the higher education sector, Amos will discuss a proposition that change in the global environment, technologies, competitive pressures and client complexity, presents difficulties in maintaining the alignment of strategy with projects implemented to realise strategy. In this session we will explore the tensions, barriers and organisational bureaucracies that disrupt the implementation of strategy through projects.


Aaron Slater is Manager at Solverboard UK.

In his presentation, Aaron will be discussing the use and application of Open Innovation platform, Solverboard- an idea management tool that unlocks the potential in organisations to unite strategic thinking around key projects and challenges. Aaron will demonstrate the application of Solverbaord to live  case study at Team Sky; and its application as a simple cost effective way of cutting across silos to enable real collaboration.



Lucy Loh and Patrick Hoverstadt are Directors and Management Consultants at Fractal Consulting.

Patrick and Lucy will be discussing an unique approach to strategy that they describe as “patterns of strategy: – a radical, new and systems based framework that allows strategy practitioners to identify the right ‘fit’ between your organisation and others – and ways to understand how to strategically manoeuvre your organisation to your advantage.





For business and government executives.

• New insight into concepts of competitive advantage: Strategy practitioners are in the forefront of competition and competitive advantage. Evaluate and assess the impact of disruptors that will affect your future.

• Contribute to the development of responses: Relate general concepts of disruption to your business model and assess what you can do to either protect your organisation from disruption (adapt) or better still, position it for optimisation and growth (invent).

• Identify new areas of opportunity: Consider new ways and places to collaborate, new approaches to the management of health, travel and work.

• Strategy as a system:  Engage in dynamic strategising systems, methodologies and processes that have finally put the 5 years corporate plan to rest.

For academics:

• Refine your research agenda: discuss the problems currently facing industry, identify new research agendas and meet potential new research partners.

• Publish your findings: two journals will publish a special issue containing papers from the conference – the Asia Pacific Business Review and the International Journal of Business and Globalisation.

• Engage with the latest research in a range of themes including: isomorphic responses to disruptive influences, institutional effects on disruption, domestic versus global disruption, liabilities of size in relation to disruption responsiveness, system theories of disruption and the effect of the magnitude of disruption on manager’s perceptions.


This conference is an opportunity for you to contribute to, and learn from the application of new and relevant strategy practices. You will be able to meet with leaders in strategy research, thinking and practice and be exposed to new ideas and perspectives and learn about where contemporary strategy practice is heading.

Have your say and learn from others: You are invited to attend as a presenter or participant. Contribute to our collective knowledge about ways to both respond and prospond to the disruption that will emerge from the inevitable: impact of digitisation and other technology, changes in societal norms and environmental tolerances and swings in political/super power regimes.

Network and connect: Take the opportunity to connect with world business leaders and academics  leading the field in contemporary strategic issues.

Exercise your fascination with strategy tools: Introduction to new tools and techniques that have emerged as key drivers of change, innovation and competitiveness.

Our aim is to bring together a broad spectrum of specialists from business, academia, consulting and government to examine the effects and challenges of emerging technologies and the associated disruption that will inevitably arise. We will be looking at these issues from both an Australasian and European perspective.


Significant change is upon us! But this is nothing new, business has had to cope with change ever since the first Industrial Revolution.

What’s different now is that:

  • change is occurring far more rapidly today than it ever did after the first industrial revolution
  • the extent and consequences of change are much more significant
  • the new business environment is being driven through the delivery of market driven, consumer choice rather than resource driven economies of scale
  • few are prepared for the enormity of change that the new era of digitisation and other changes in economics and society will bring
  • a strength in strategy practice is now a given, so effective decision making will demand that leaders take their capacity for strategic thinking to the ‘next’ level
  • not only will leaders need to create new levels of consciousness in conceptual strategic thinking, they will also need to be prepared to ‘weave and duck’ – that is to deploy and redeploy resources with minimal notice.


Have your say by initially uploading a one paragraph synopsis on one of the four strategy themes described in the ‘submit papers’ page. CLICK HERE

Then join in to develop outcomes as we explore one of four strategy themes.

This conference offers a unique perspective on strategy by bringing together ideas from two countries, linked by history and commerce, yet experiencing very different environments. In many ways, the UK's focus on trade with Europe and Australia's focus on trade with China have had comparable effects on the two country's industry structure and activity, yet the two markets couldn't be more different. Bringing together strategy researchers and practitioners from the north and south parts of the globe, we will provide participants with a unique opportunity to compare how theory and practice is influenced by the different characteristics of these two external environments.

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Conference Program

Conference Program

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Conference Program

Call for Proposals

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Conference Co Chairs

Paul Hunter

Co Chair of the Melbourne and London Conference

Founder and Chief Executive of the Strategic Management Institute (SMI). He was responsible for the design, delivery and publication of the accreditation courses now delivered on line through the SMI web site. Paul has enjoyed an extensive career in a professional advisory capacity including that of partner with an international management consulting firm. Paul is the author of the book titled The Seven Inconvenient Truths of Business Strategy (Routledge, Nov 2016). He has also authored a chapter in: Raising the Bar at Mars University: in Rademakers., M. Corporate Universities: Drivers of the Learning Organization (Routledge, 2014). Paul is a qualified accountant and holds a Doctor of Business Administration
Paul Hunter

Stuart Orr

Co Chair of the Melbourne Conference

Professor in Strategic Management at Deakin University, School of Business. He has published over 100 articles and a number of books on strategic and international management. Stuart is an Honorary Professor of the Open University of Hong Kong and a Fellow of the Australian Finance and Treasury Association, Chifley Business School and the World Business Institute. Has held board positions in NGOs and major international research associations, such as the Decision Sciences Institute, as well as visiting positions at the universities such as Cambridge. Stuart is an experienced consultant, manager and owns a commercial olive grove.
Stuart Orr

Noordin Shehabuddeen

Co Chair of the London Conference

Noordin is Director of UWE’s Bristol Business Engagement Centre (BBEC) and Associate Professor in Innovation and Entrepreneurship. Noordin was previously Director of Business Engagement as well as Director of Business Incubator at Swinburne University of Technology in Australia. Before moving to Australia, Noordin was Director of the University of Liverpool's Innovation Academy. After completing a Doctorate and a Masters degree in technology and innovation management at Cambridge University, Noordin led and conducted a number of industry-based applied research and consultancy programmes. He was also a Visiting Professor with the Government of Malaysia, where he was responsible for advising senior Cabinet Ministers on innovation, knowledge transfer, and R&D commercialisation.
Noordin Shehabuddeen

Amos Haniff

Co Chair of the London Conference

Subject Head of Strategy, Operations and Performance and Associate Professor of Project Management in the School of Social Sciences, Heriot-Watt University, Edinburgh. He has created a successful portfolio of postgraduate and Executive postgraduate programmes in strategic project management, including European funded courses. He teaches project management and strategy at postgraduate and executive levels, and delivers workshops in project management, strategic change and leadership to public and private sector organizations.
Amos Haniff

Mike Donnelly

Conference Chairman

Professor Donnelly has held positions of Head of School and Dean of Faculty in UK and Australian Business Schools over a 35 year career. Currently Mike is Honorary Professor of Management at Heriot-Watt University, an Honorary Fellow of the Strategic Management Institute of Australia, and Adjunct Professor with the University of the Sunshine Coast in Australia. He was chief of staff to the First Minister of Scotland and a special adviser to the Secretary of State for Scotland and the UK Home Secretary. He continues to advise senior politicians in Scotland.
Mike Donnelly

Melbourne & London