EdTech Europe Coverage – “digitalisation is not the final end game”

edtech europe

Last week I spoke at EdTech Europe, and was quoted in Education Investor.

Salanon said tech could help forge tie-ups with industry, but stressed “digitalisation is not the final end game but about the value created for customers”.

“What are people learning for? They are learning to get a job, they are learning to find their next opportunity,” she said.

“Like any disruption, whoever brings us most value is going to be most successful.

Read the entire article,  Ed tech promises ‘gigantic wave of change  at Education Investor.

My session was also mentioned at Forbes: Edtech Europe 2015 Throws Up More Than Enough Questions and Answers To Pass The Test (I’m wearing the bright yellow jacket on the left of the stage in the page image below).

EdTech Forbes


More coverage continues to come in. Here is a mention at EdSurge: The 20 Edtech Startups Changing Education in Europe

New Post at TechCrunch: ‘Turnaround Management: Does Your Company Need A New Captain?’

Turnaround Management

Turnaround Management

I’m very excited that my first article as a TechCrunch contributor was posted yesterday.

Please click here to read the entire post.

From Turnaround Management: Does Your Company Need A New Captain?

When thinking of business “turnaround,” names like McDonald’s and Samsung come to mind as they struggle to navigate the changing market and waning consumer interest. Yet, a business at any stage of growth may require a turnaround, or ‘pivot’ on its core strategy. This is a concept with which many startup founders are familiar.

I am all too familiar with the turnaround concept. I left a comfortable role at Microsoft and chose to take on the challenge of becoming the CEO of a newly acquired business within a larger corporation. Within 18 months I managed to turn around its decline into double-digit growth.

During this time I had to decide which role I would take as the leader of a troubled company. I found that I had to be both a doctor and captain, and that there are five key steps that led to turnaround success for my team, our customers and myself.


The first challenge I faced was deciding whether to speak first with unhappy or happy customers. As a rule of thumb I follow an 80/20 rule, focusing my energy on the happy customers; I find it’s easier to do more of the good to turn this to greatness than focus your energy on the negative. As a leader, this is the time when you need to listen, listen, listen. To obtain the most pertinent information, I asked a few key questions: What are we doing well? What should we prioritize to fix?

I then focused my attention on the organization’s key influencers to ask them the same questions. Instead of selecting this group from company performance rankings and HR records, I spoke to the individuals who I heard had the largest influence and credibility from across the group — making sure I had representation from across marketing, sales, operations, product, support etc. I wanted to begin to build a trusted network of advisors and influencers. From this initial group I then asked them to name two further individuals they held in high regard. Here I had to analyze the various company ailments.

Then I reviewed the wider market and major trends at play that would impact future business decisions, noting any recurring themes that required more attention. For example, I found that we excelled in the level of service provided to customers — something that we would need to maintain, and also use to our advantage, through PR, awards and case studies.

Read the entire post: Turnaround Management: Does Your Company Need A New Captain? here.