Philippe Morin

Nordic Digital Officer
Air Liquide Nordic

The world leader in gases, technologies and services for Industry and Health, Air Liquide is present in 80 countries with approximately 68,000 employees and serves more than 3 million customers and patients*. Oxygen, nitrogen and hydrogen are essential small molecules for life, matter and energy.

Philippe specialises in Strategy & Business Development, Sales Excellence, People & Project Management, and Business Improvement. Throughout his career at Air Liquide, he led & managed sales & project team; planned & implemented strategic projects; managed multi-disciplinary & cultural teams, and launched new businesses.

Philippe will take part in the panel interactive on “How to Support Agile & Flexible Thinking in a Legacy Environment” on 7 December.

Check out the incredible speaker line-up to see who will be joining Philippe.

Download The Latest Agenda

Day 1: 7 December 2016

Thursday, July 7th, 2016

13:50 Panel Interactive: How Can you Drive Agile and Flexible Thinking in a Legacy Environment?

A demonstrated leader with a commercial mindset and experience from Brand and Marketing Communications, Business Development, Project Management and Business Control. Annika is famous for having been a key actor in the widely applauded Volvo Truck campaign “The Epic Split”. Passionate about how a strong brand contributes to profi tability, Annika knows the secrets behind executing a successful price increase. Eric is responsible for ERIKS’ digital marketing and sales strategy with a holistic approach that includes supply chain, business strategy and manufacturing. He has created a unique approach to achieving growth through ERIKS’ online portal. Philippe specialises in strategy & business development, sales excellence, people & project management, and business improvement at Air Liquide. In this interactive panel that includes roundtable discussion groups, Annika, Eric and Philippe will brainstorm:

Can mid to large scale organisations function like start-ups in terms of digital offering?
If technology is an enabler, is organisational structure a must?
Are legacy brands condemned to renounce digital agility?
From the waterfall approach to the scrum way, what can companies do?
When innovating and thinking outside the box, can digital deployment occur in weeks instead of months?
How to turn the back-office into a responsive and changing environment in support of the digital value proposition
How do pilot projects and pilot tests nurture digital agility?