Keynote speaker · Author · AI transformation advisor

Organisations don’t just need to adapt. They need to think differently.

Thirty years leading transformation at EY, Capgemini, Kearney and KPMG. A Cambridge PhD in how organisations really behave. Five books. Two world dance championships. Mark brings all of it to the stage to help leaders make sense of the AI era — and decide what to do next.

Dr Mark Powell, photographed in black and white at the Royal Exchange, London
30+years leading transformation
7firms at partner level
5books on leadership and transformation
6business schools taught at
2world championships (Latin American dance, honestly)
Partner roles at
EYCapgeminiA.T. KearneyKPMGFujitsuAonAccenture
Has taught at
Oxford SaïdCambridgeHenleyHult AshridgeCranfieldLondon Business School

Keynotes

Six talks for leaders who suspect the org chart was drawn for a different century.

Provocative, evidence-heavy and funnier than the subject matter has any right to be. Each one is built around the room it is delivered to.

02 — From the book

The Fifth Phase

Business transformation has had four great phases: scientific management, Taylorism with computers, the efficiency movements, and the big-data decade that mostly produced expensive lakes to drown in. The fifth is different in kind — insight-led and data-enabled. It puts leaders and analysts on the same side of the table and asks a better question: not “what does the data say?” but “what would we need to know to change the game?”

Data & AI leadersTransformation
03

Creative Leadership in an AI World

When machines can run the process, the human premium moves to the things machines are worst at: imagination, judgement, ensemble. For a decade at Oxford Saïd, Mark put board directors in rooms with actors, jazz musicians, conductors and dancers to find out how great performers actually work. This keynote brings that method to the AI era — how to build connected ensembles, rehearse creatively and delight an audience that now has infinite alternatives.

LeadershipCultureInnovation
04

Survival: Learning to Lead in the Second Enlightenment

The first Enlightenment put human reason at the centre of the world. The second puts reasoning itself into machines — cheap, tireless and everywhere — and asks what is left for leaders to do. Mark’s answer is bracing: more than ever, but not what you were trained for. A talk about the leadership mindsets that survive contact with AI — curiosity over certainty, trust over control, purpose over process — and the ones that quietly won’t.

LeadershipFuture of work
05

Quantum Intelligence

The most important signal about the future of your business is not in your data warehouse. It is in the heads of the people who will be your customers, colleagues and competitors in ten years — and they are already telling you, if you know how to listen. Through the QI Institute, Mark connects AI-driven strategy to live generational intelligence from Gen Z and Gen Alpha. Why machine intelligence alone will keep getting the future wrong, and what to pair it with.

StrategyConsumer & brandTalent
06 — From the book

Machiavellian Intelligence: What They Don’t Teach You in Business School

Organisations are not the rational meritocracies the org chart implies. They are complex social systems, and the executives who rise are the ones who navigate them with skill. Mark exposes the six “good” habits of talented, hard-working people that are quietly bad for their careers — and the power structures that make it so. Delivered with humour and a little Renaissance history, it is the session audiences quote back at each other for months.

CareersPower & influenceIncludes MIq diagnostic

Formats. Every theme can be delivered as a 45-minute keynote, an interactive conference session, a board or leadership-team session, or a half-day workshop — in person or virtually.

Discuss a brief

The idea

Management has been trying to make business more effective since 1911. We are now in its fifth phase.

The argument at the heart of Mark’s latest book, and the reason “data-driven” is the wrong ambition.

11911

Scientific management

Frederick Winslow Taylor uses observation and measurement to find the “one best way” to carry out any task. It works — and sets the template for a century.

2Computing arrives

Taylorism with computers

MRP, MRP II and then ERP: the right inventory, at the right time, for exactly what was sold. Efficiency, now enterprise-wide.

3The efficiency movements

Total Quality, Lean, Six Sigma

Take an existing business and make it more streamlined. Never contemplate whether it should be a radically different business.

4The millennium

Big data

“Data is the new oil.” Companies accumulate any data they can and call themselves data-driven. Many build vast data lakes — and drown in them.

5Now

Insight-led, data-enabled

Leaders and data experts decide together which insights could revolutionise the business — then find the data and the AI to test them. Reimagine the market, not just the process.

“I believe AI represents a technological breakthrough comparable to the development of the internet. From this moment, all our efforts to improve process management and drive ever-greater efficiencies will look outdated.”Mark Powell, Dialogue Review, Q1 2024
About the book

Proof

Trusted on stage and in the boardroom.

DanoneEstée LauderCabinet OfficeCentricaSSEGWRBuro HappoldPlaytechBG GroupSellafieldCapgeminiJupiter Asset ManagementTelkom
A vibrant speaker with great depth of knowledge and a dynamic style that makes him unforgettable. Mark’s energy and enthusiasm never fail to capture the attention of audiences, and his experience and intellect keep senior business leaders engaged. Not to be missed!
A. StewartProject Director, BG Group
A few quotes from Mark are already part of our conversations: “When you think you know, you don’t learn!” Conference participants are eager to read their copies of The Five Principles of Performance Thinking.
Thierry DurupthyGlobal Supply Chain Operations Director, Danone Specialized Nutrition
An exceptional raconteur. His ability to engage his audience and leave them on the edge of their seats is as good as I have seen. He is a proven natural in this field.
F. ArankiDirector, FTI-CL Energy
Keeping my attention has never been easy, but this presenter was different. His speech was alive, dynamic and his subject matter is energised — whatever your background and experience, you will listen and you will certainly learn something.
DirectorJupiter Asset Management
A rare combination of imagination, structured thinking and a broad frame of reference. He is able to see the whole picture whilst still empathising with the individual. Things generally become clearer when working with Mark.
Tracey CamilleriAssociate Fellow & Programme Director, Saïd Business School, University of Oxford

Books

Five books. One argument: business is a human system, and it is time it was run like one.

The Fifth Phase — book cover

Latest

The Fifth Phase

An insight-driven approach to business transformation · LID Publishing, 2023

Data has limited value on its own. Value comes from deciding which insights could change the game — and then finding the data to unlock them. A field guide to the AI era for leaders who have already paid for one data lake too many.

“Insight-led and data-enabled. Data experts and business leaders will work together to decide which insights have the power to revolutionise their business.”From the book
Perform To Win — book cover

Perform To Win

Unlocking the secrets of the arts for personal and business success · with Jonathan Gifford

“By far the best book on management and leadership that I have read in years.” — Edgar H. Schein, MIT Sloan

The Five Principles of Performance Thinking — book cover

The Five Principles of Performance Thinking

The mindsets and techniques for success in the modern world · with Jonathan Gifford

“The first book which sets out how great performance artists work in a way that individuals and organisations can apply.” — Steve Varley, UK Chairman, EY

Machiavellian Intelligence — book cover

Machiavellian Intelligence

How to survive and rise in the modern corporation · with Jonathan Gifford

“Uncomfortable but compelling reading.” — Peter Rawlins, former CEO, London Stock Exchange

My Steam Engine Is Broken — book cover

My Steam Engine Is Broken

Taking the organisation from the industrial era to the age of ideas · with Jonathan Gifford

“A map for executives seeking to lead their organizations through the challenges of today and tomorrow.” — Johan C. Aurik, Chairman, A.T. Kearney

Translated into Chinese, Russian and Vietnamese. Bulk copies for conference delegates can be arranged — ask when you book.

Dr Mark Powell
Photographer, naval officer, economist, consultant, dancer, author. Mostly in that order.

About Mark

The route to the stage was not direct.

Mark started as a professional photographer, joined the Royal Navy, took a PhD in organisational behaviour at Cambridge and worked, briefly, as an economist — before spending thirty years as a strategy and transformation consultant, mostly in energy and utilities, at Accenture, Aon, Fujitsu, KPMG, A.T. Kearney and Capgemini.

At EY he was Senior Partner and Head of UK Data & Analytics, growing the practice from £2m to £15m and from 14 people to 125 in four years. He was the engagement partner behind the UK Government’s National Situation Centre — more than 1,200 datasets linked across government and industry so the country could anticipate the next crisis rather than react to the last one — and led enterprise-wide AI programmes for global brands including Estée Lauder.

Alongside all that: ten years as an Associate Fellow at Oxford’s Saïd Business School designing arts-based leadership programmes for senior executives; lecturing at Cambridge, Henley, Hult Ashridge, Cranfield and London Business School; and a parallel career as a competitive Latin American dancer that produced more than fifty titles, including two World Championships. He maintains the two careers taught him the same thing — a great performance is rehearsed, ensemble, and entirely about the audience.

Today Mark is co-founder of the QI Institute and Qi Ventures, a Visiting Fellow at Henley Business School, an Associate of Hult Ashridge Business School, a Futureworld keynote speaker and a board adviser to leaders trying to work out what AI actually means for their organisation, their culture and themselves. His conviction has not changed in thirty years: technical intelligence only pays when it is integrated with human intelligence.

  • 2025 —Co-founder, QI Institute and Qi Ventures
  • 2019 – 2024Senior Partner, Head of UK Data & Analytics, EYNational Situation Centre for No.10; AI transformation for Estée Lauder and RS Components
  • 2017 —Visiting Fellow, Leadership & Strategy, Henley Business SchoolAssociate, Hult Ashridge Business School
  • 2015 – 2019Vice President, Head of UK Insights & Data, Capgemini1,800 people across the UK and India
  • 2009 – 2015Equity Partner, Head of UK Power & Utilities — KPMG, then A.T. Kearney
  • 2003 – 2013Associate Fellow, Saïd Business School, University of Oxford
  • 1994 – 2009Accenture · Acertus · Aon · FujitsuStrategy and transformation across global utilities markets
  • EducationPhD Organisational Behaviour, Cambridge (Judge) · MA Management & Economics, Trinity College, Cambridge

Watch, read, listen

Mark in the wild.

  • ArticleThe fifth phase: a new chapter of business transformation is under way
    Dialogue Review, Q1 2024
    Read
  • InterviewHow to use data to take your company to the next level
    Authority Magazine
    Read
  • PodcastPerform To Win — what business can learn from the performing arts
    LID Radio
    Listen
  • PodcastMachiavellian Intelligence in the workplace
    LID Radio
    Listen
  • PodcastData analytics, AI and the fifth phase of business transformation
    LID Publishing
    Listen
  • Video lessonThe Director as Innovator
    HSTalks Business & Management Collection
    Watch
  • ProfileFutureworld keynote speaker profile
    futureworld.org
    View

Book Mark

Tell us about the room.

Who is in it, what they need to leave thinking, and when. Mark builds every session for the audience in front of him, so the more you share, the better the brief.

  • KeynotesConferences, leadership summits, client and partner events — in person or virtual.
  • Boards & teamsHalf-day and full-day sessions for boards and executive teams on AI strategy, culture and leadership.
  • Executive educationProgramme design and delivery with business schools and in-house academies.
  • ConnectLinkedIn · Press kit

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