Every transformation begins with an act of imagination. Yet organizations rarely fail because they lack technology, talented people, or well-managed projects. More often, transformation stalls because leaders are building different futures—or cannot imagine one beyond today’s constraints.
Drawing on more than 20 years of leading enterprise transformations, including McKesson Canada’s Supply Chain of the Future, Julie Pichette explores why automation, AI, robotics, and digital initiatives often struggle despite compelling business cases.
Participants will leave with ACCT, a decision framework that aligns Ambition, Customer Promise, Capabilities, and the Trade-offs required to build the same future—organized around four questions: What future are we building? What promise are we making to customers? Which capabilities must change? And what should we stop doing now that we know better? Because the hardest transformation challenge isn’t execution. It’s deciding which future is worth building.
Julie Pichette is an enterprise transformation executive driven by one question: How do we make the future operational? For more than 20 years, she has helped organizations turn ambition into coherent decisions and large-scale transformations. She leads transformation from within organizations, where strategy meets operational reality — and, through JuKo Consulting, challenges executive teams to rethink assumptions, expand the field of possibilities, and build futures worth pursuing. Having led McKesson Canada’s $1B Supply Chain of the Future program, Julie learned that transformation rarely stalls because of technology—it stalls when leaders are building different futures. Imagine Better Futures. Choose One. Make It Operational.
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