Simon Kingston

Barbara, we've talked about the different components of your career as you were in the run-up to becoming a chief executive. But what do you think really prepared you for that when it came?

Barbara, we've talked about the different components of your career as you were in the run-up to becoming a chief executive. But what do you think really prepared you for that when it came?

Barbara, can we talk a little bit about innovation? Because it runs as a vein through so much of your career as we've been hearing about it. And there are obviously several dimensions to it. The first, you're a telecoms engineer by original training. So the balancing of technological innovation alongside everything else. I mean, let's start there.

Barbara, can we talk a little bit about innovation? Because it runs as a vein through so much of your career as we've been hearing about it. And there are obviously several dimensions to it. The first, you're a telecoms engineer by original training. So the balancing of technological innovation alongside everything else. I mean, let's start there.

Barbara, can we talk a little bit about innovation? Because it runs as a vein through so much of your career as we've been hearing about it. And there are obviously several dimensions to it. The first, you're a telecoms engineer by original training. So the balancing of technological innovation alongside everything else. I mean, let's start there.

How, when you're needing to prove a revenue case, sustain a profitable business, how do you think about the time required to innovate and the risks to established revenue models and established approaches that are inherent in innovating? How do you balance that?

How, when you're needing to prove a revenue case, sustain a profitable business, how do you think about the time required to innovate and the risks to established revenue models and established approaches that are inherent in innovating? How do you balance that?

How, when you're needing to prove a revenue case, sustain a profitable business, how do you think about the time required to innovate and the risks to established revenue models and established approaches that are inherent in innovating? How do you balance that?

Listening to you, I think it's very easy to understand how you articulate a compelling vision from the top in the businesses you lead. But as a CEO, how do you know that that space exists? to innovate, that's the safety to innovate and take some risk is being maintained further down the organization.

Listening to you, I think it's very easy to understand how you articulate a compelling vision from the top in the businesses you lead. But as a CEO, how do you know that that space exists? to innovate, that's the safety to innovate and take some risk is being maintained further down the organization.

Listening to you, I think it's very easy to understand how you articulate a compelling vision from the top in the businesses you lead. But as a CEO, how do you know that that space exists? to innovate, that's the safety to innovate and take some risk is being maintained further down the organization.

Barbara, we've talked a couple of times about your commitment to sustainability in the businesses that you've led, and you've also mentioned twice now deglobalization, the context in which we find ourselves. I'm sure many of our listeners will be familiar with IKEA's commitment to sustainability at Decathlon.

Barbara, we've talked a couple of times about your commitment to sustainability in the businesses that you've led, and you've also mentioned twice now deglobalization, the context in which we find ourselves. I'm sure many of our listeners will be familiar with IKEA's commitment to sustainability at Decathlon.

Barbara, we've talked a couple of times about your commitment to sustainability in the businesses that you've led, and you've also mentioned twice now deglobalization, the context in which we find ourselves. I'm sure many of our listeners will be familiar with IKEA's commitment to sustainability at Decathlon.

You talked a lot about your commitment to our shared playground in terms of the planet, but it's fairly obvious that Right now, there are a number of people who don't really believe in sharing their bit of the playground. What do you think the current geopolitical environment means for how businesses approach sustainability?

You talked a lot about your commitment to our shared playground in terms of the planet, but it's fairly obvious that Right now, there are a number of people who don't really believe in sharing their bit of the playground. What do you think the current geopolitical environment means for how businesses approach sustainability?

You talked a lot about your commitment to our shared playground in terms of the planet, but it's fairly obvious that Right now, there are a number of people who don't really believe in sharing their bit of the playground. What do you think the current geopolitical environment means for how businesses approach sustainability?

Barbara, thank you. We've come now to a part of the Redefiner's conversation about which I hope you've been warned. It's what we call our rapid fire conversation. section. So I hope you're ready.

Barbara, thank you. We've come now to a part of the Redefiner's conversation about which I hope you've been warned. It's what we call our rapid fire conversation. section. So I hope you're ready.

Barbara, thank you. We've come now to a part of the Redefiner's conversation about which I hope you've been warned. It's what we call our rapid fire conversation. section. So I hope you're ready.