Driving Consumer-Centric Digital Transformation with AI at Reckitt

What really drives me today is how quickly consumers are adopting new digital tools. That pace creates both opportunity and pressure. As leaders, we have to continuously ask ourselves how we stay relevant to consumers and partners while keeping up with constant change—especially now with AI accelerating everything.

This feels like a new chapter of digital transformation. We’ve experienced previous waves, but AI requires us to rethink our progress, refresh our models, and integrate new capabilities in a way that continues to deliver value for consumers in real time.

The program stood out because it approached AI as a strategic enabler, not just a technology topic. I was looking for a way to think more holistically—how to address cultural challenges, help internal teams adapt, and approach transformation from a business perspective rather than reacting to trends.

To me, it means setting a clear vision for the business model, culture, and processes needed to succeed in an environment that is constantly evolving—and ensuring the organization is ready to move forward together.

Yes, I had several. One that stood out was an exercise focused on identifying the most important problem to solve. It made me reflect on a digital loyalty solution we had been investing in for years without meaningful growth. I realized we were not solving a real consumer problem, which explained why adoption was stagnant. That insight was critical and pushed me to rethink the value proposition more strategically.

The frameworks David Rogers introduced were very useful, especially the problem–opportunity matrix. It helped me step back and understand what kind of digital transformation was truly needed to make a meaningful impact, rather than pursuing disconnected initiatives.

The diversity was incredible. Participants came from different industries, geographies, and functions, which made discussions richer and more nuanced. Getting feedback from people with different perspectives helped challenge my thinking in valuable ways.

The biggest shift has been in how I think strategically about digital transformation. I now focus more on building long-term roadmaps instead of quick fixes, and I approach AI as part of a broader transformation that includes culture, processes, and people.

AI should be viewed as part of a broader digital transformation, not as an isolated initiative. Leaders should elevate their expectations and define which strategic challenges AI is best suited to address, rather than trying to apply it everywhere without focus.