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Energy and progress have been inseparable throughout the history of civilization. Progress has been possible at different times in history when quality institutions have thrived in a context of open trade in which science has shown the way to the future. This progress has been accompanied by an often-overlooked factor that has moderated or amplified these expansive waves: the availability and cost of energy.
Major economic and social turning points in the history of civilization have been marked by energy sources. It happened with the domestication of fire the harnessing of wind and water as well as the use of the use of solar energy. More recently, natural gas and nuclear fission have played their part.
Energy has therefore been a real driver of progress. And this increased progress has also involved greater energy consumption. Such economic growth tied to greater energy consumption has made it possible for millions of people to enjoy increased well-being in recent decades. At the same time, this massive use of energy has generated negative environmental and sometimes social externalities. About 80% of greenhouse gas emissions are caused by the consumption of fossil fuels. This represents approximately 80% of the total primary energy consumed by humanity. Through steady, long-term demand, the use of these fuels has altered the composition of our atmosphere and oceans.
The current energy transition toward a decarbonized society is an unprecedented challenge. Previous transitions tended to run their own course, but this one is different in that it has been forced on us and must take place very quickly because ambitious climate change mitigation goals have been set to deal with such a major challenge. In fact, it is the first transition not driven entirely by technology, resources
or the economy.
The most important factor now is the quality of the decisions we make. The current energy transition calls for the involvement of governments and regulators, private companies, investors, consumers and society as a whole. It must be approached from many different perspectives.
The transition agenda must be pushed without hindering the essential process of reducing world poverty, which has created the largest middle class in history (it has more than doubled in size since 2000 and now represents 45% of the population).
At the upcoming 16th Energy Industry Meeting, we will discuss these topics while placing special emphasis on some of the factors that will help ensure effective energy transition. We will take a close look at disruption in business models, technology and geopolitics in terms of the energy and environmental scenarios of the year 2030 and the role of all stakeholders in this global challenge.
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Coorganizer
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MICHAEL LIEBRIECH
CLAUDIO ARANZADI
The Naturgy Foundation and IESE have launched Energy Prospectives, a series of top-level conversations on the economic, technical and scientific conditions anticipated in the future of the energy industry.
Academic Chair
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Our next Food and Beverage Industry Meeting aims to tackle industry challenges and trends in terms of their implications and the changes they generate. The food transition involves adapting not only to a new context, but also to a process that puts more pressure on decision-making in companies by challenging them to change and come up with original and imaginative strategic responses.
The agenda of the 23rd annual Industry Meeting contains several different topics for discussion. They include the transition of the global food system in the current economic and geopolitical context and in the next ten years.
We’ll also discuss food and health, the importance of nutrition and how the concept of nutrition has become inseparable from food. The interdependence of these two disciplines calls for new frameworks for collaboration, research and knowledge.
Another point for discussion will be the future of international trade and how the new reality in terms of trade agreements and tariffs presents enormous challenges for companies involved in internationalization processes. One session will therefore be set aside to focus on strategy, alliances and collaboration. We’ll speak with leading CEOs to understand their current agendas and especially what they expect their agendas to look like in the immediate future and in five years and ten years. We’ll explore how they expect the industry to evolve and progress, and how they lead their companies through this transition in terms of corporate responsibility. This is where the concept of sustainability becomes more relevant.
Finally, the annual Industry Meeting could not be held without understanding that consumers are immersed in a global process of urbanization and digitalization. Lifestyles and trends in consumption indicate that consumers are more informed, more digitized and pay greater attention to what they buy in terms of the product (natural, healthy ingredients) and the values they expect from distribution and the industry (ethical business models, environmentally friendly practices and animal welfare). Another clear trend highlights the importance of the shopping experience with the actual product in the store (concepts relating to convenience, little time, enjoying the shopping experience and the synergies created in physical spaces that combine personal leisure and local shopping opportunities, and where people work, have lunch and hold informal meetings). These experiences are often related to or identified with brands and the values they represent.
The 23rd Food and Beverage Industry Meeting, organized by IESE Business School and Deloitte, will take place on June 6, 2019 on IESE Business School’s Barcelona campus. Relevant figures from the business world, experts, academics, policy makers and regulators from Spain and the international community will provide a coherent analysis of the topics shaping the agenda in the food and beverage industry.
Academic Director
Collaborating Director
The number of persistent connections to the Internet has been consistently increasing for the last 25 years. We use the term “persistent” to convey the idea that these connections are always on and capable of facilitating unconstrained interactions and information transfer. As a consequence the digital density, defined as the percentage of connected data per unit of activity (organization, sector, city, etc.), is growing exponentially. The increase of digital density has given rise to new business models in many sectors; a phenomenon normally referred as digital transformation.
As Artificial Intelligence (AI) enters into action, digital density growth accelerates and learning processes of smart connections create new exponentially and a tremendous acceleration of the digital transformation.
A key question in this juncture is the role that different enabling1 actors (telcos, OTTs, vendors, etc.) in the digital ecosystem will choose to play. These choices will transform their own business models and will create new ones. The digital ecosystem is evolving from a linear value chain into a new complex value ecosystem, a new configuration integrating different industries. We want to discuss these issues with the following sessions:
1. Understanding and teaming with the connected client
To discuss the role of the ecosystem players in the digital transformation of Society in general we have to understand the connected client, whatever we talk about individual consumers and families or we talk about businesses and organizations. We would like to identify key segments and the value proposition (or propositions) that may satisfy their needs as digital consumers. As AI penetrates, we can understand the needed value proposition only by teaming and co-creating it with the affected clients. We would like to develop a framework to think about these issues and discuss it with Chief Digital Officers (CDO) of clients, operators, as well as digital experts of sociologist of digital transformation.
2. Business model design
Once we define the value proposition associated to different client segments, we need to understand how to transform the business of the enabling actors in the digital ecosystem, as well as what new business model should be designed, to respond to the new opportunities that emerge. The managerial choices will affect the activities, resources and capabilities that give raise to the way to deliver the value proposition while capturing enough value to survive and develop in this new environment. We need to understand which business models will dominate and capture more value in the digital ecosystem and how to reach them from the starting point of each relevant player. To discuss these issues we want to get CEOs and CDOs of relevant players in the current digital ecosystem.
3. Creating and sustaining competitive advantage
However, business models are not developed in isolation. Choices of players define business models that will be subject to competition in particular regulatory environments and effected by global (and local) trends. Winning business models will end up defining new rules of the game. In addition, the competition on business models is also affected by internal barriers to change and transformation in the organizations of active players. Finally, competition in and across digital ecosystems will establish totally new rules of the game. All these issues should be discussed with strategists, regulatory officers, business managers, regulators and legislators, associations as GSMA, etc.
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ANDRIS PIEBALGS
JORGE PADILLA
The Naturgy Foundation and IESE have launched Energy Prospectives, a series of top-level conversations on the economic, technical and scientific conditions anticipated in the future of the energy industry.
CHRISTOPHER JONES
IGNACIO PÉREZ-ARRIAGA
Will EU reach deep decarbonization goals? Energy Prospectives seminar maps out course for cutting emissions in Europe.
MICHAEL LIEBRIECH
CLAUDIO ARANZADI
The Naturgy Foundation and IESE have launched Energy Prospectives, a series of top-level conversations on the economic, technical and scientific conditions anticipated in the future of the energy industry.
The automotive value chain is going through a transformation on all levels: dealerships have to adapt to new powertrains and the “millennial” customer, OEMs have to modify their business models towards products as a service, and new structural players like utilities and infrastructure providers are entering the ecosystem. In a changing environment like this, flexibility and innovation are key. This also means that companies stand to benefit from increased levels of diversity in their workforce.
At this year’s 34th edition of our annual meeting of the automotive industry, IESE AUTO, we hope to shed some light on these questions while also addressing the “classic” questions relating to the Spanish, European and global markets. In doing so, we will continue our tradition of providing a premier platform for senior executives from the automotive industry, industry experts and leading academics to exchange ideas about the future of the “industry of industries”.
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Health consumerism, population ageing and the tsunami of chronic disease are re-shaping the way we think of, and deliver care. At the same time, the healthcare market is becoming more complex, with increased regulation and public budgets not always keeping up with demand and price pressures. Moreover, digital transformation and new technologies have the potential to disrupt the health sector, although the pace of change varies.
What is the real potential of digital health to improve outcomes, quality and access, and increase sustainability? Who is winning in healthcare through digital disruption?
To make sure that all these changes take us in the right direction, there is one guiding lemma: Healthcare first.
Under the title “Rising to the Challenge: Healthcare First”, IESE Healthcare 2019 will reflect on how the different agents in healthcare can work together to continue building a healthier society, at a time of enormous change in the sector. We invite you to help us define which types of partnerships will emerge, that will allow us to continue innovating. How do we build a new business model, to help us deliver value-based care? How can digital health innovation help us transform patient experience? What fundamentals should we start building today, in order to make our health systems more sustainable?
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