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Interview with Giles Hutchins

Giles Hutchins takes his over 20 years of business experience and applies it to his speaking, writing and catalytic skills. An acclaimed author, having written The Nature of Business, The Illusion of Separation and Future Fit. Giles applies a range of tools, techniques and business insights to help your organisation become future fit.

What kind of clients have you worked with in the past?

I am a versatile speaker who has undertaken breakfast talks, after-dinner speeches, key note conference presentations, plenary discussions, and reflective closing end notes for corporations and forward thinking institutions, for instance: BP, Sky Media, Quakers & Business, Sustainable Brands, Melcrum Summit, Atos International, Tomorrow’s Company.


What kind of results do clients experience after your programmes and keynotes?

My talks are inspiring, uplifting, thought-provoking and eye-opening – here is some feedback:

‘Your talk was truly masterly and set the tone for a very successful day’  – CEO of an ethical organisation

‘Thank you for your presentation yesterday – we found it very enlightening and encouraging’ – Senior Business Executive

‘Thank you so much for your enlightening talk and opening the conference with such a bang as I think it set the tone for the whole day. Your being there for the rest of the day was a great asset too.’ – Convener of a leading London business network


What do you gain personally from being a public speaker?

Helping catalyse a shift in people’s perspective, instil courage and encouragement for people to embark on transformational change at personal and organisational levels, allow people the perspective to see the transformational times we are in and their role as a leader within it through a deeper lens.


How did your inspiration to apply living systems logic to a management environment come about?

In 2008 I was Head of Sustainability for a large multinational and wished to bring my previous 15 years of business transformation to bear, by recognising that sustainability is just part of a deeper organisational transformation towards living systems that are able to thrive in the volatile times ahead.  I bring a deep understanding of living systems and draw on deep wisdom traditions the world over to inform my work as well as pioneering research in biomimicry, neurobiology, consciousness, sociology, leadership, psychology, and personal and organisational resilience.


Is there a correlation between increased uncertainty and volatility in the global business environment and the increase in speed in which at international business in conducted?

There are myriad inter-woven forces creating this volatility and uncertainty, including the rapid digitization of numerous channels and markets, which necessarily instils faster connections and pace. Yet, paradoxically, amid this pace, interconnectedness and speed comes an increasing need for space, connectedness and stillness, otherwise we lose focus and wind-up in unsustainable organisational patterns of development that undermine the creative potential and innovation of the organisation and its people.


Can you give 3 tips for creating a more innovative company culture?

  • Communication:  through liberating structures and living-systems approaches to inter-relating and decision making, we enrich the quality of communication in a more human way. Communication is the vital nourishing ground from which trust, collaboration and innovation spawn.
  • Local attunement and empowerment: allowing our teams to self-organise through greater empowerment so that we can make decisions at the local level, flex and adapt to fast changing environments, and share this local innovation globally through effective collaboration.
  • Purpose: fostering a culture of sharing, diversity and openness held together through Purpose – divergent thinking becomes coherent through a deep sense of purpose within the organisation, a sense of purpose that resonates with all divergent parts to create a vibrant living system, adapting, innovating and thriving amid volatility with passion and purpose: ‘super-coherence’ both across the silos of the organisation and across a diverse stakeholder ecosystem, where innovation ignites through all relationships (open innovation with the diverse stakeholders bonded through a shared sense of purpose).

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