Barbara Martin Coppola

The first one is time to market. We can test and go fast and understand, you know, whether the creation resonates or not. You can go and control your costs much better because of the huge volumes, you know, being able to negotiate the prices and materials and the production. So the affordability of both IKEA and Decathlon is linked to that. But then there is the sustainability aspect.

Because of the end-to-end, then one can control the CO2 emissions in an absolute way, choose the right materials, choose the production partners, and therefore control and even do the right thing, diminishing while growing the company and doing the right thing for the planet. There is many, many advantages when the company is digitalized.

Because of the end-to-end, then one can control the CO2 emissions in an absolute way, choose the right materials, choose the production partners, and therefore control and even do the right thing, diminishing while growing the company and doing the right thing for the planet. There is many, many advantages when the company is digitalized.

Because of the end-to-end, then one can control the CO2 emissions in an absolute way, choose the right materials, choose the production partners, and therefore control and even do the right thing, diminishing while growing the company and doing the right thing for the planet. There is many, many advantages when the company is digitalized.

Because now in the age of AI, imagine being able to control the end-to-end and putting all of this in connection to the service of creating value for the customer. Now, the caveat of that is that it takes a lot of alignment. We're talking about companies over 100,000 people plus for both examples.

Because now in the age of AI, imagine being able to control the end-to-end and putting all of this in connection to the service of creating value for the customer. Now, the caveat of that is that it takes a lot of alignment. We're talking about companies over 100,000 people plus for both examples.

Because now in the age of AI, imagine being able to control the end-to-end and putting all of this in connection to the service of creating value for the customer. Now, the caveat of that is that it takes a lot of alignment. We're talking about companies over 100,000 people plus for both examples.

And so the alignment of the end-to-end is really important for reaping the benefits for the companies.

And so the alignment of the end-to-end is really important for reaping the benefits for the companies.

And so the alignment of the end-to-end is really important for reaping the benefits for the companies.

There's different aspects that were important to prepare for the top position at a company. I think one is about adaptability. Having worked in a mosaic of different industries and different countries, the more diversity of experiences you have, the more you can connect the dots to be able to have answers, business models, different thinking to any setting.

There's different aspects that were important to prepare for the top position at a company. I think one is about adaptability. Having worked in a mosaic of different industries and different countries, the more diversity of experiences you have, the more you can connect the dots to be able to have answers, business models, different thinking to any setting.

There's different aspects that were important to prepare for the top position at a company. I think one is about adaptability. Having worked in a mosaic of different industries and different countries, the more diversity of experiences you have, the more you can connect the dots to be able to have answers, business models, different thinking to any setting.

But I would also say there's two other aspects. I worked in digital industries for a long time, and there is a philosophy of working in digital places that I think can be applied to any company. One is the fact of having cross-functional teams, having test and learn, and having this agility being applied to any company. I think it's really important to get to know and to use for other companies.

But I would also say there's two other aspects. I worked in digital industries for a long time, and there is a philosophy of working in digital places that I think can be applied to any company. One is the fact of having cross-functional teams, having test and learn, and having this agility being applied to any company. I think it's really important to get to know and to use for other companies.

But I would also say there's two other aspects. I worked in digital industries for a long time, and there is a philosophy of working in digital places that I think can be applied to any company. One is the fact of having cross-functional teams, having test and learn, and having this agility being applied to any company. I think it's really important to get to know and to use for other companies.

And the last part, I've been involved with two huge transformations of complex environments, both at IKEA, at Decathlon, but also at Grubhub. And the most important thing in transformations is people. So the last thing that I would say to become a CEO is there is a rational side on strategies and movement,

And the last part, I've been involved with two huge transformations of complex environments, both at IKEA, at Decathlon, but also at Grubhub. And the most important thing in transformations is people. So the last thing that I would say to become a CEO is there is a rational side on strategies and movement,

And the last part, I've been involved with two huge transformations of complex environments, both at IKEA, at Decathlon, but also at Grubhub. And the most important thing in transformations is people. So the last thing that I would say to become a CEO is there is a rational side on strategies and movement,

But there is an emotional side that is equally important, the human aspect of inspiring people and creating movement so that, you know, companies as large as 100,000 people follow and create and thrive into, you know, the new era for the company.