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61 to 65
ID-394
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Michael's Speaking Profile
Speaker on Risk, Risk/Reward Mgt and Strategic Planning
Michael has worked since 1994 on strategy, technology, finance and business development. Michael began his career as a research scientist in aerospace (rocket science) and computer graphics which led to him starting companies in seismology, cartography and energy information for a Swiss publishing firm.
In the early 1980’s Michael created a multi-million dollar oil industry consortium which culminated in the development of a complete digital map of the world, MundoCart, along the way having to build laser line-following digitisers.
He spent several years as a partner and board member of one of the leading accountancy firms directing consultancy work in the UK and overseas. He has worked in the public sector on privatisations and strategy; in the private sector in a variety of industries (banking, insurance, manufacturing, media, retail, utilities, television, distribution) on problems ranging from strategy through information systems, quality, human resources, environmental systems and R&D; and in the voluntary sector on a number of assignments to improve performance.
Michael’s acclaimed humorous risk/reward management novel was published in 2000.
Michael is Professor of Commerce at Gresham College, Visiting Professor at the London School of Economics Department of Management Information Systems & Innovation Group, a non-executive Director of the United Kingdom Accreditation Service - the UK’s sole accreditation body for certification, testing, inspection and calibration services, a non-executive Director of Sirius Exploration Plc - a mining company, a Trustee of Ocean Alliance & The Whale Conservation Institute in Massachusetts & The International Fund For Animal Welfare, on the editorial board of the Journal of Strategic Change as well as the Journal of Business Strategy and on the advisory boards of the Centre for the Study of Financial Innovation and Alchemie Technology.
Michael is a qualified accountant, computer specialist and management consultant with a degree from Harvard as well as mathematics and engineering at Trinity College Dublin. Michael’s PhD from the London School of Economics was in the application of risk/reward methodologies involving chaotic systems and strategic planning quality. Michael was on the board of a major commercial outsourcing organisation for two years, for three years Vice-Chairman of The Strategic Planning Society, a registered charity, and on City University’s School of Informatics advisory board for four years.
As a founding director of a UK-based company, Michael has worked on many of our assignments, particularly in finance, technology and the voluntary sector. For instance, Michael led our study of global investment banks’ operations & IT strategy, worked as Chief Technology Officer for a cancer detection technology firm, built a global website to aid young people’s understanding of financial markets through an innovative game and helped the UK Cabinet Office Strategy Unit on sustainable fishing.
Michael has contributed to many innovative projects such as the Global Financial Centres Index, the Global Intellectual Property Index and the London Accord. On an interim management assignment as Corporate Development Director from 1995 to 1997, Michael completed a fundamental review of Europe’s largest R&D organisation, the UK Ministry of Defence’s £1 billion Defence Evaluation and Research Agency and the £150 million privatisation of its support services. His role as Chief Scientist of the Financial £aboratory won a DTI Foresight Challenge award 1996 for visualising financial risk and Michael led Z/Yen’s DTI Smart Award 2003 winning PropheZy project building the world’s leading risk/reward prediction engine.
Michael is a Freeman of the City of London and a Liveryman of the Worshipful Company of World Traders. Michael was awarded Director of the Year by the British Computer Society for 2004/2005.
Michael's interests include writing, skiing, travel and sailing, in particular racing on modern boats and Sailing Barge Lady Daphne.
Small selection of clients include:
ABN Amro, ADP Wilco, Allied Irish Banks, Bank of America, Barclays Capital, BNP Paribas, BZW, Citigroup, City Practitioners Ltd, Commerzbank, Credit Suisse, Deutsche Bank, Dresdner Kleinwort Wasserstein, General Atlantic Partners, Goldman Sachs International, HBoS, HSBC, ING Group, LCH Clearnet, London Stock Exchange, Lehman Brothers, Merrill Lynch, Mitsubishi UFJ Securities International Plc, Mizuho Corporate Bank, Morgan Stanley, Nomura International, Oesterreichische Nationalbank, OMGEO, Rabobank, Reuters Limited, The Royal Bank of Scotland, Scotia Bank, SEB, Societe Generale, Thomas Miller & Co, UBS, Westdeutsche Landesbank, Girozentrale, 3Com, Access 24, ACI Worldwide, Agresso, Alchemie Technology, Appsense, Appsolut, BioIndustry Association, Blaze Software, Bradford Particle Design, Braindoc, British Telecom, Business Objects , Cable & Wireless, Cast, Cnet, CERT Group of companies, CIGNA, Cisco, Clarify, Commensus, Commuting Devices Company Ltd, Compaq, Computer Associates, Computron, Corel, Coretet Limited, Cranfield Innovative Manufacturing Limited, DA Consulting Group, Datacore, Disposal Sales Agency, Edinburgh Technology Fund Ltd, Eland Technologies, EMC, Epson, Ericsson, Eyretel Ltd, Foundry, Foundation Software Solutions, GlaxoWellcome, Gresham Computing, GTS, Hitachi Europe Limited, IBM UK Ltd, Ideal Hardware plc, Informatica, Internet Systems Limited, IP Powerhouse, ITNET, Level 3, Liquent, MedicSight, Messaging Direct, Metrodata, MTI, NETg, Netigy, NMD, OKI Systems (UK) Ltd, OneStopHit, Palmer & Webb Systems, PCU Italia, Prism, PSDI, QinetiQ, Quadriga, Quantum ATL, Rainfinity, Research in Motion, RSA Security, Siebel, Siemens, Skillsoft, Smartlogik, Sobaco Informatik, Softbank PSC, Software AG UK Ltd, Sporting Arena.com, SQS / SIM, Squaresum, Staffware, Sun Microsystems, Systems Access PTE Limited, TAH, Taskforce 2000, Thales Information Systems, Unisys, Univation, Veritas DGC, Versata, Vistorm, Vodafone, Wyse Technology (UK) Ltd, Westcon, Zaroo.com plc
In the early 1980’s Michael created a multi-million dollar oil industry consortium which culminated in the development of a complete digital map of the world, MundoCart, along the way having to build laser line-following digitisers.
He spent several years as a partner and board member of one of the leading accountancy firms directing consultancy work in the UK and overseas. He has worked in the public sector on privatisations and strategy; in the private sector in a variety of industries (banking, insurance, manufacturing, media, retail, utilities, television, distribution) on problems ranging from strategy through information systems, quality, human resources, environmental systems and R&D; and in the voluntary sector on a number of assignments to improve performance.
Michael’s acclaimed humorous risk/reward management novel was published in 2000.
Michael is Professor of Commerce at Gresham College, Visiting Professor at the London School of Economics Department of Management Information Systems & Innovation Group, a non-executive Director of the United Kingdom Accreditation Service - the UK’s sole accreditation body for certification, testing, inspection and calibration services, a non-executive Director of Sirius Exploration Plc - a mining company, a Trustee of Ocean Alliance & The Whale Conservation Institute in Massachusetts & The International Fund For Animal Welfare, on the editorial board of the Journal of Strategic Change as well as the Journal of Business Strategy and on the advisory boards of the Centre for the Study of Financial Innovation and Alchemie Technology.
Michael is a qualified accountant, computer specialist and management consultant with a degree from Harvard as well as mathematics and engineering at Trinity College Dublin. Michael’s PhD from the London School of Economics was in the application of risk/reward methodologies involving chaotic systems and strategic planning quality. Michael was on the board of a major commercial outsourcing organisation for two years, for three years Vice-Chairman of The Strategic Planning Society, a registered charity, and on City University’s School of Informatics advisory board for four years.
As a founding director of a UK-based company, Michael has worked on many of our assignments, particularly in finance, technology and the voluntary sector. For instance, Michael led our study of global investment banks’ operations & IT strategy, worked as Chief Technology Officer for a cancer detection technology firm, built a global website to aid young people’s understanding of financial markets through an innovative game and helped the UK Cabinet Office Strategy Unit on sustainable fishing.
Michael has contributed to many innovative projects such as the Global Financial Centres Index, the Global Intellectual Property Index and the London Accord. On an interim management assignment as Corporate Development Director from 1995 to 1997, Michael completed a fundamental review of Europe’s largest R&D organisation, the UK Ministry of Defence’s £1 billion Defence Evaluation and Research Agency and the £150 million privatisation of its support services. His role as Chief Scientist of the Financial £aboratory won a DTI Foresight Challenge award 1996 for visualising financial risk and Michael led Z/Yen’s DTI Smart Award 2003 winning PropheZy project building the world’s leading risk/reward prediction engine.
Michael is a Freeman of the City of London and a Liveryman of the Worshipful Company of World Traders. Michael was awarded Director of the Year by the British Computer Society for 2004/2005.
Michael's interests include writing, skiing, travel and sailing, in particular racing on modern boats and Sailing Barge Lady Daphne.
Small selection of clients include:
ABN Amro, ADP Wilco, Allied Irish Banks, Bank of America, Barclays Capital, BNP Paribas, BZW, Citigroup, City Practitioners Ltd, Commerzbank, Credit Suisse, Deutsche Bank, Dresdner Kleinwort Wasserstein, General Atlantic Partners, Goldman Sachs International, HBoS, HSBC, ING Group, LCH Clearnet, London Stock Exchange, Lehman Brothers, Merrill Lynch, Mitsubishi UFJ Securities International Plc, Mizuho Corporate Bank, Morgan Stanley, Nomura International, Oesterreichische Nationalbank, OMGEO, Rabobank, Reuters Limited, The Royal Bank of Scotland, Scotia Bank, SEB, Societe Generale, Thomas Miller & Co, UBS, Westdeutsche Landesbank, Girozentrale, 3Com, Access 24, ACI Worldwide, Agresso, Alchemie Technology, Appsense, Appsolut, BioIndustry Association, Blaze Software, Bradford Particle Design, Braindoc, British Telecom, Business Objects , Cable & Wireless, Cast, Cnet, CERT Group of companies, CIGNA, Cisco, Clarify, Commensus, Commuting Devices Company Ltd, Compaq, Computer Associates, Computron, Corel, Coretet Limited, Cranfield Innovative Manufacturing Limited, DA Consulting Group, Datacore, Disposal Sales Agency, Edinburgh Technology Fund Ltd, Eland Technologies, EMC, Epson, Ericsson, Eyretel Ltd, Foundry, Foundation Software Solutions, GlaxoWellcome, Gresham Computing, GTS, Hitachi Europe Limited, IBM UK Ltd, Ideal Hardware plc, Informatica, Internet Systems Limited, IP Powerhouse, ITNET, Level 3, Liquent, MedicSight, Messaging Direct, Metrodata, MTI, NETg, Netigy, NMD, OKI Systems (UK) Ltd, OneStopHit, Palmer & Webb Systems, PCU Italia, Prism, PSDI, QinetiQ, Quadriga, Quantum ATL, Rainfinity, Research in Motion, RSA Security, Siebel, Siemens, Skillsoft, Smartlogik, Sobaco Informatik, Softbank PSC, Software AG UK Ltd, Sporting Arena.com, SQS / SIM, Squaresum, Staffware, Sun Microsystems, Systems Access PTE Limited, TAH, Taskforce 2000, Thales Information Systems, Unisys, Univation, Veritas DGC, Versata, Vistorm, Vodafone, Wyse Technology (UK) Ltd, Westcon, Zaroo.com plc
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Michael's Speaking Expertise
45 Years of Experience
Strategic Planning
Research into the success and failure of strategic planning techniques in practice. During a decade of research, case studies and interviews into over 300 organisations and data mining five years’ of accounts for nearly 200 of these, he found no links whatsoever between objective measures of success and strategic planning. Strategic planning cannot be shown to work, strategic planning is not predictive, strategic planning is expensive. Many successful organisations do not plan – many successful ones do.
His well-supported conclusion is that organisations use strategy as a means of dealing with uncertainty, hence the emphasis on dealing with risk and reward.
His well-supported conclusion is that organisations use strategy as a means of dealing with uncertainty, hence the emphasis on dealing with risk and reward.
45 Years of Experience
Finance, Financial Tools
Work with clients often falls into the four categories above, helping them with:
* structural work, where obvious information is enhanced: management information systems, knowledge management systems, sifting and horizon-peering systems;
* dangerous areas of poor knowledge or gaps: competitor information and analysis, market research of client perceptions, regulatory futures;
* uncertain areas, where patterns need to be challenged and anomalies become paramount: Z/Yen almost plays the corporate 'fool' to challenge established thinking and deep-rooted assumptions;
* strategic information, where thought and consideration are foremost in deriving value from existing information which has not yet brought value: quantitative or statistical studies of customers, correlations between customers and revenue or profit, segmentation analysis, portfolio analysis or scorecard development.
* structural work, where obvious information is enhanced: management information systems, knowledge management systems, sifting and horizon-peering systems;
* dangerous areas of poor knowledge or gaps: competitor information and analysis, market research of client perceptions, regulatory futures;
* uncertain areas, where patterns need to be challenged and anomalies become paramount: Z/Yen almost plays the corporate 'fool' to challenge established thinking and deep-rooted assumptions;
* strategic information, where thought and consideration are foremost in deriving value from existing information which has not yet brought value: quantitative or statistical studies of customers, correlations between customers and revenue or profit, segmentation analysis, portfolio analysis or scorecard development.
45 Years of Experience
Risk Management
Michael’s change management work spans many sectors. Working with one recently privatised organisation of 2,000 people, he developed a tailored approach, for instance using theatrical therapy alongside more traditional tools such as focus groups, training, changed performance measures, 360 degree assessment, assessment centres, client-intensive contact, role shadowing, communications programmes, benchmarking and portfolio re-balancing.
The overall objective was to gain new markets more rapidly. Although a difficult assignment, Michael was instrumental in getting the client to a point where customers could be won and retained.
Change management is, tautologically, the management of change - but it is the most important management of all.
The overall objective was to gain new markets more rapidly. Although a difficult assignment, Michael was instrumental in getting the client to a point where customers could be won and retained.
Change management is, tautologically, the management of change - but it is the most important management of all.
