John Seddon

John Seddon is the leader of the Vanguard organisations, currently active in eleven countries. He is the originator of the Vanguard Method, the means by which service organisations change from a conventional command-and-control design to a systems design. John has received numerous academic awards for his contribution to management science and he won the first Harvard Business Review / McKinsey Management Innovation Prize for ‘Reinventing Leadership’ in 2010.

Liz Mear

Dr Liz Mear is the Chief Executive of the Innovation Agency. She is also Chair of the national AHSN Network, representing all 15 AHSNs in England.

In addition, she is a Board Director of the Northern Health Science Alliance; a member of the Well North Board; and sits on the Health Service Research UK Network Board. She is co-chair of the NIHR Health Services Research and Delivery Services Dissemination Centre; chair of the North West Procurement Development Board; and vice chair of the North West Coast Genomics Medicine Centre.

She helped to set up the Innovation Agency, before which she was Chief Executive of the Walton Centre NHS Foundation Trust and Chair of the Cheshire and Merseyside Comprehensive Local Research Network.

Gerald Midgley
is a British an organisational theorist, professor of systems thinking, formerly director of the Centre for Systems Studies at the University of Hull, and past president (2013-2014) of the International Society for the Systems Sciences. He is known for his work on “Systemic Intervention;” which he defined as “purposeful action by an agent to create change in relation to reflection upon boundaries

David welbourn
David gained his eclectic background in a global technology business, progressing from
science and engineering research, into both operational and corporate roles. He has
experience of delivering high value transformational change programmes, driving customer care programmes and overseeing corporate finance and strategy decisions worth 8 figures.
He joined the NHS as an executive director in NE London Strategic Health Authority, where he held dual responsibility as both performance director and CIO. Whilst at NE London, David not only helped achieve recognition for NE London as one of the few high performing SHAs, but served on a number of national working groups, bringing his broad experience of corporate governance to the development of both the integrated performance framework and the National Programme for IT.Following a period in management consultancy with Matrix, David founded Eutropia, a niche consultancy specialising in the leadership and governance challenges of whole ecosystems, especially in healthcare, and at the same time was appointed as visiting professor at Cass Business School, where he developed and directed a number of executive leadership programmes designed specifically for the NHS, working with over 250 NHS directors and senior managers, including 30 Trust chairs. He is now visiting professor at the Centre for Governance, Leadership, and Global Responsibility at Leeds Business School.
David has published a number of papers on the leadership challenges of working in complex systems, including contributing to the first leadership summit organised by the King’s Fund, and similar work for Local Authority Directors. He has also led and participated in several reviews of board effectiveness, ranging from independent reviews of aspirant Foundation Trusts, to intensive board support for those in Special Measures. In his advisory role, he has also led a whole system review of services across the 2m population in NW London, and worked with several Commissioning Groups seeking to adopt Outcome Based Commissioning, or to progress towards Accountable Care Organisations.
In 2015, David broadened his portfolio when he became part time Chief Executive of a
professional body, allowing him to work first hand at the interface between clinical
professionalism and corporate governance – too often a source of tension in healthcare
David is particularly motivated to help senior leaders to develop the skills and confidence to bring fresh clarity, curiosity and courage to the increasingly chaotic context in which they are operating. Through his writings, research and executive development workshops he consistently encourages leaders to recognise that turbulence and paradox are here to stay.
By preparing leaders to confront, rather than shy away from the fears that these create, he believes that they can find a renewed sense of optimism and energy. This will enable them to communicate with purpose and be a source of inspiration across all groups who have a vested interest, reinforcing the importance of meaningful engagement as a means of building more resilient solutions and greater system agility.
He is a Chartered Engineer and Chartered Physicist, and has served on working groups of the Chartered Management Institute, the Institute of Risk Management, the British Standards Institute, the Skills Council and the Royal College of Physicians

David Shiers

As a GP in North Staffordshire, David developed particular interest in mental health from personal involvement as father to a daughter with schizophrenia from the mid 90s. From early complaints David engaged in developing a radical service redesign derived from what he felt was lacking in his daughter’s early experiences of care. He became a key contributor to the WHO Early Psychosis Declaration (2004) and was joint lead with Professor Jo Smith of the UK’s National Early Intervention in Psychosis Programme (2004-10). Retiring in 2010, David continues to engage with the Royal Colleges of Psychiatry and General Practice to promote the importance of tackling the early physical determinants which set young people with psychosis on a pathway to poor health and premature death.

Allenna Leonard
Allenna is an American/Canadian consultant in organizational cybernetics based in Toronto. She is a license of Team Syntegrity, a director of the Cwarel Isaf Institute and vice-chair of the Ecologos Environmental Institute. She earned her Ph.D. from the University of Maryland with a thesis on broadcast regulation. Beginning in the 1980’s and continuing until his death, she worked with Stafford Beer on a variety of consulting and educational projects – the most prominent being Projecto Urucib in Montevideo Uruguay for the UNDP. Her interests include improving accountability measures for soft information and applications of cybernetics to governance and ecology. She has taught university courses and written numerous reports, papers and articles in these areas. Much of her work has been focused on the use of Beer’s Viable System Model and Team Syntegrity Process. She is a past president of the American Society for Cybernetics, and received it’s McCulloch Award and is a past president of the International Society for Systems Science.