Paul Herring
Global Chief Innovation Officer


Office : RSM Global Executive Office
Biography

As Global Chief Innovation Officer and part of the Global Executive Office, Paul leads on executing developments in digital and innovation, applying technology to accelerate the business strategy and integrating a transformation imperative into all areas of the network. He joined RSM International with more than thirty years’ experience garnered in a number of senior global leadership roles relating to innovation, risk, governance and strategy.

 

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Publications

The bot revolution: Chatbots in automation

14 July 2021
As businesses move ever quicker to #automate solutions, RSM's Chief Innovation Officer looks at chatbots and how they are being used to enhance the user experience and free up valuable resources. 
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Cultivating creativity and innovation in the next normal – perspectives from around the world

21 April 2021
The pandemic has demonstrated the power of disrupting the status quo. Reflecting on the last year, Paul Herring spoke to some of our innovation leaders about the challenges they have faced, the lessons they have learnt and what innovation means to them. 
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How innovation will unlock business growth in 2021

17 February 2021
Middle market businesses are facing their biggest survival challenges yet, dealing with sometimes contradictory and complex disruptions to demand for their products and services and to their supply chains. Paul Herring provides a 2021 outlook
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Cultivating curiosity and driving innovation

8 September 2020
For a business to truly create a culture for innovation, the first step requires the establishment of an environment where ideas can flow freely, and curiosity is encouraged. But while it is crucial to communicate the importance of curiosity, communicating it alone is not enough to shape culture – it must be driven from the top as Chief Innovation Officer Paul Herring explains.
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For businesses adjusting to a new normal, digital transformation is the way forward

4 June 2020
When the quarantine first began, most companies were caught off guard. The immediate need was to set up a remote workforce, with some organisations handling this transition better than others. This was quickly followed by the need to stabilise cash flow to make sure more money was coming in, than going out - no small task during a global economic downturn.
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