Dax Grant, Forbes Technology Council

Dax Grant, Forbes Technology Council

I sat down with Dax Grant, a member of the Forbes Technology Council and influential technology leader and innovator to discuss key issues around Leadership, Culture and Change Management in driving organisational change and setting the foundations for a digital transformation.

JP: As a member of the Forbes Technology Council and a leader across industries, how do you define entrepreneurial leadership in the context of driving meaningful change?

DG: Entrepreneurial leadership involves vision, adaptability and relentless execution. It requires challenging the status quo, taking calculated risks and fostering a culture of innovation. For instance, during my tenure as Global CIO at HSBC, I led significant digital transformations that enhanced customer experiences and streamlined operations. This experience underscored the importance of anticipating change and empowering teams to deliver impactful solutions.

JP: What core principles guide your leadership approach when balancing innovation, strategy, and long-term impact for large-scale organisations?

DG: Balancing these elements requires a thoughtful and strategic approach.

First and foremost, customer-centricity should be at the heart of any innovation. It’s not enough to create something new—it must solve a real-world problem and add tangible value to the customer’s experience. Companies that succeed in this area listen closely to their customers, gathering insights that shape their products and services in meaningful ways. Innovation should never be driven purely by technology or trends; it must be anchored in addressing genuine needs.

Equally important is agility and adaptability. Markets are constantly evolving, and businesses must be prepared to pivot when necessary. The most successful organisations embrace change, testing new ideas and refining them based on feedback and shifting conditions. Being too rigid in execution can lead to missed opportunities, whereas a flexible mindset allows companies to seize emerging trends and stay ahead of competitors.

Finally, sustainable growth is essential. While short-term wins are important for momentum and morale, they should always be aligned with a clear long-term vision. Businesses that focus solely on immediate success risk losing direction, whereas those with a sustainable strategy ensure that every step forward builds toward a greater goal. Striking a balance between innovation, adaptability and longevity is the key to lasting success.

In the global and international organisations and functions that I’ve led, these principles help organisations pivot, grow and innovate through digitisation and super connectivity. This approach ensured that innovation was scalable and impactful across the organisation.

JP: How can leaders effectively foster a culture of inclusion and collaboration in global organisations, especially during times of transformation?

DG: Inclusion is more than just representation—it’s about fostering an environment where diverse perspectives actively shape decision-making and drive innovation. When individuals feel valued and heard, organisations benefit from richer ideas, stronger collaboration and better outcomes.

To achieve this, leaders must take deliberate steps to create an inclusive culture. One crucial aspect is establishing psychological safety, where employees feel comfortable expressing their thoughts without fear of judgement or retaliation. Encouraging open dialogue, actively listening to different viewpoints and normalising constructive feedback are key ways to build this trust. When people feel safe to contribute, they are more engaged, creative and willing to take risks that can lead to meaningful progress.

Additionally, leaders must lead with transparency, particularly during times of change. Whether implementing new policies, restructuring teams or navigating uncertainty, clear and honest communication is essential. Employees should understand not only what decisions are being made but also why they are being made. Transparency fosters trust, reduces anxiety and helps individuals feel like active participants rather than passive observers in their workplace.

Finally, true inclusion requires more than just good intentions—it must be embedded in the core of an organisation. Integrating diversity, equity and inclusion (DEI) into business strategy ensures that it’s not just a side initiative but a priority woven into hiring practices, leadership development, product design and customer engagement. By making DEI a foundational aspect of the business, leaders create a workplace where inclusion isn’t just encouraged—it’s expected and sustained.

In my leadership roles, fostering such an environment has been crucial. For example, at Visa Europe’s digital business innovation unit, I inspired teams to high performance by valuing diverse perspectives and encouraging collaboration.

JP: What advice would you give to leaders looking to empower their teams to think entrepreneurially and drive innovation from within?

DG: Encouraging entrepreneurial thinking within an organisation requires more than just ambition—it demands a culture of trust, ownership and empowerment. When employees are given the space to think and act like entrepreneurs, they become more engaged, innovative and motivated to drive meaningful results.

One of the most important aspects of fostering this mindset is encouraging experimentation—what can be called a “learn-faster” approach. Instead of fearing failure, organisations should embrace it as part of the learning process. Leaders can create an environment where employees feel safe to test new ideas, iterate quickly and refine their approach based on real feedback. This not only accelerates innovation but also helps teams develop resilience and adaptability in the face of challenges.

Equally crucial is providing autonomy while ensuring accountability. Entrepreneurial thinkers thrive when they have the freedom to make decisions and take ownership of their projects. Leaders should empower teams by giving them clear objectives but allowing flexibility in how they achieve them. At the same time, accountability remains key; employees should understand the impact of their work and take responsibility for their results. This balance between independence and responsibility drives both creativity and performance.

Finally, to sustain entrepreneurial thinking, organisations must recognise and reward bold ideas. When employees take risks, challenge the status quo and push boundaries, their efforts should be celebrated – whether the outcome is a success or not. By highlighting innovative thinking and rewarding initiative, leaders reinforce a culture where taking smart risks is encouraged rather than avoided.

By fostering a mindset of continuous learning, granting teams the autonomy to act and celebrating bold thinking, organisations create an environment where entrepreneurial spirit thrives, leading to long-term success and innovation.

Working within and leading executive leadership teams and boards reinforced the definite balance of innovation and rewarding bold steps with accountability and retaining stability with both FTSE, Fortune and Investment backed firms.

JP: How does diversity influence decision-making and innovation, and what practical steps can leaders take to embed it into the fabric of their organisations?

DG: Diverse teams consistently outperform homogeneous ones, particularly in innovation-driven industries where fresh perspectives and creative problem-solving are essential. When employees from different backgrounds, experiences and viewpoints come together, they challenge assumptions, generate unique ideas and drive stronger business outcomes. However, diversity doesn’t happen by chance—it requires intentional effort and commitment from leadership.

To embed diversity into an organisation’s DNA, it’s crucial to make it measurable. What gets measured gets managed, and tracking diversity metrics helps ensure progress is being made. Organisations should assess representation across all levels, from entry-level roles to leadership positions, and report on key diversity indicators transparently. Regularly reviewing hiring, promotion and retention data helps identify gaps and opportunities for improvement, turning diversity from a vague goal into a tangible, trackable initiative.

Another critical step is investing in mentorship and sponsorship programmes, particularly for underrepresented groups. Mentorship provides guidance and career development support, while sponsorship goes a step further—leaders actively advocate for high-potential employees, opening doors to new opportunities. When employees from diverse backgrounds have access to mentors and sponsors, they are more likely to advance within the organisation, creating a more equitable talent pipeline.

Finally, to truly integrate diversity, organisations must diversify leadership and decision-making tables. Representation at the top matters—when leadership teams reflect the diversity of the workforce and customer base, decisions are more inclusive, innovative and effective. This means not only hiring diverse leaders but also ensuring that voices from different backgrounds are heard, valued and influential in shaping company strategy.

By measuring progress, supporting underrepresented talent and embedding diversity at all leadership levels, organisations can move beyond surface-level efforts and create a culture where diversity isn’t just present—it’s a driving force for innovation and success.

Throughout my career, I have prioritised diversity, recognising its critical role in driving innovation and better decision-making.

JP: What would you say to aspiring leaders from underrepresented groups about navigating their path to success in the tech and entrepreneurial world?

DG: To aspiring leaders: Own your uniqueness - it’s your strength, not a barrier. Seek mentorship, build networks and create impact where you are. The most successful leaders don’t wait for opportunities; they create them. My journey from humble beginnings to leadership roles in global organisations exemplifies the power of embracing one’s unique background and leveraging it to drive success.

JP: What are the biggest opportunities—and challenges—for leaders driving technology transformation in large-scale organisations?

DG: One of the biggest challenges organisations face is ensuring that as they grow and move quickly, innovation doesn’t get diluted. Rapid expansion and scaling efforts can sometimes lead to bureaucracy, rigid processes, or siloed thinking, all of which stifle creativity. To maintain a culture of innovation while achieving speed and scale, leaders must take intentional steps to balance efficiency with experimentation.

A key strategy is to foster cross-functional collaboration to prevent innovation from becoming siloed within specific teams or departments. When different functions—such as product development, marketing, and operations—work in isolation, they risk missing out on diverse insights and fresh ideas. Leaders should create spaces for collaboration, whether through cross-team innovation labs, regular knowledge-sharing sessions, or integrated project teams that bring together people with different expertise. By encouraging open communication and breaking down silos, organisations can ensure that innovation remains a shared effort rather than a fragmented one.

Another critical factor is leveraging AI and automation as tools to enhance human creativity, rather than replace it. Technology should be used to handle repetitive tasks, streamline workflows, and provide data-driven insights—freeing employees to focus on higher-value, creative problem-solving. The best innovations come from the intersection of human ingenuity and technology, where automation amplifies human potential rather than diminishing it. Leaders should encourage teams to experiment with AI-driven solutions while keeping the human element at the centre of decision-making.

Finally, as technology adoption accelerates, organisations must ensure that it aligns with ethical and responsible business values. Innovation at scale should not come at the cost of privacy, security, or social responsibility. Leaders must establish clear guidelines for responsible tech use, ensuring AI and automation are deployed in ways that are fair, unbiased, and aligned with the company’s broader mission. This not only builds trust with customers and stakeholders but also ensures long-term sustainability in an increasingly digital world.

By promoting collaboration across teams, using AI to complement human creativity, and embedding ethical considerations into technological decisions, organisations can scale without sacrificing the spirit of innovation.

At HSBC, leading global technology transformations provided insights into balancing these factors to drive successful outcomes.

JP: How do entrepreneurial leaders inspire teams to embrace change and stay resilient in the face of evolving technologies and business environments?

DG: Entrepreneurial leaders play a crucial role in building organisational resilience, ensuring that companies can navigate uncertainty and turn challenges into opportunities. In times of transformation, success depends not just on strategy but on mindset—leaders must inspire confidence, foster adaptability, and create a culture where change is embraced rather than feared.

One of the most powerful ways to drive resilience is by communicating a clear “why” behind the transformation. Change can be unsettling, but when employees understand the purpose behind it—whether it’s to stay ahead of market trends, improve customer experiences, or drive long-term growth—they are more likely to support and engage with the process. Leaders should articulate not just what is changing, but why it matters and how it connects to the organisation’s larger vision. Transparency and consistent messaging help teams stay motivated and aligned during times of transition.

Beyond communication, leaders must create change champions across the organisation. These are individuals at all levels who advocate for and embody the transformation, helping to bridge the gap between leadership and frontline teams. By empowering key influencers, providing them with the right tools, and encouraging peer-to-peer support, organisations can drive adoption from within rather than relying solely on top-down directives. Change champions inspire confidence, address concerns, and help sustain momentum throughout the journey.

Finally, true resilience comes from embedding adaptability into the company’s DNA—where change is seen as an opportunity, not a disruption. Organisations that cultivate a culture of continuous learning, experimentation, and flexibility are better equipped to navigate shifts in the market. Leaders can encourage this mindset by rewarding curiosity, normalising iteration, and ensuring teams have the autonomy to adjust strategies when needed. When adaptability becomes second nature, companies don’t just react to change—they proactively shape their future.

By clearly communicating purpose, building a network of change champions, and fostering a culture of adaptability, entrepreneurial leaders create organisations that are not only resilient but positioned to thrive in an ever-evolving world.

In my experience, leading teams through significant transformations has highlighted the importance of clear communication and fostering a culture that embraces change.

JP: How does your work inform your perspective on the intersection of philanthropy, entrepreneurship, and leadership?

DG: True impact happens at the intersection of profit and purpose. In today’s world, businesses are no longer evaluated solely by their financial success but also by their societal contributions and ethical footprint. The future of leadership lies in social entrepreneurship—where business success and social responsibility go hand in hand.

Through my experience as a CEO, COO and CIO I witnessed firsthand how businesses that integrate philanthropy into their core strategy create sustainable, long-term impact. This is not about one-off donations or CSR initiatives - it’s about embedding purpose into business models to drive economic, environmental, and social change.

Key Lessons from my experiences as a CEO to approaching Philanthropy and Leadership

Over the years, I’ve learned that leadership isn’t just about driving profits—it’s about creating lasting impact. The intersection of business and philanthropy offers a unique opportunity to build sustainable, purpose-driven enterprises that benefit not only shareholders but also society at large. Here are some of the core lessons that have shaped my approach:

Entrepreneurial Leadership as a Force for Good

Great leaders understand that business and philanthropy are not separate worlds; they are deeply interconnected. Companies that embrace social responsibility don’t just contribute to the greater good—they gain a competitive advantage. Purpose-driven businesses attract top talent, foster deeper customer loyalty, and build long-term brand trust. Employees and consumers alike gravitate toward organisations that stand for something beyond profits.

More than ever, leaders have the power to drive meaningful change. By integrating philanthropy into business strategy—not as an afterthought but as a core pillar—organisations can create value for all stakeholders, proving that success and impact go hand in hand.

Sustainable Business Models Drive Scalable Impact

Philanthropy shouldn’t be seen as a cost centre—it should be viewed as an investment in long-term resilience, innovation, and profitability. Companies that embed social and environmental impact into their operations not only future-proof their businesses but also open doors to new markets and opportunities.

When businesses align their financial goals with social impact, they create scalable solutions that endure. Whether it’s through sustainable sourcing, ethical supply chains, or inclusive hiring practices, organisations that integrate purpose into their core strategy drive both longevity and meaningful change. The most successful companies of the future will be those that measure success not just in revenue but in the positive contributions they make to society.

Leadership with a Global Mindset

The challenges we face today—climate change, economic inequality, digital inclusion—cannot be solved in isolation. They require leaders who think beyond borders, who understand that collaboration and innovation at a global scale are necessary to drive systemic change.

Technology and strategic partnerships offer unprecedented opportunities to scale solutions that benefit both businesses and society. A prime example is how fintech innovation is democratising financial services, providing millions of unbanked individuals access to banking, credit, and economic opportunities. When companies harness technology for social good, they unlock new markets, empower underserved communities, and contribute to a more inclusive global economy.

Leaders must embrace this interconnected world, fostering relationships across industries and geographies to create solutions that address pressing global issues while also strengthening their own organisations.

The Power of Giving Back

True leadership is about creating value for others. The most impactful leaders are those who use their influence to uplift their communities, support meaningful causes, and inspire the next generation. Businesses that actively invest in their communities don’t just improve lives—they strengthen local economies, cultivate brand loyalty, and set an example for others to follow.

Philanthropy isn’t just about writing cheques—it’s about rolling up your sleeves and contributing time, knowledge, and resources in ways that create lasting impact. Whether through mentorship, education initiatives, or social enterprise programmes, giving back should be an essential part of leadership.

Ultimately, the greatest legacy a leader can leave behind isn’t just financial success—it’s the impact they’ve had on people’s lives. The true measure of success is the difference we make, the lives we touch, and the opportunities we create for future generations.