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Kirsten Dunlop

Chief Executive Officer at Climate-KIC

Professional Background

Kirsten Dunlop is a seasoned professional known for her exceptional leadership in the realms of innovation and customer experience. Currently, she serves as the Chief Executive Officer at Climate-KIC, where she plays a pivotal role in driving the company’s mission to foster sustainable innovations and combat climate change. Her impressive career trajectory showcases her extensive expertise in strategic innovation across various sectors.

Before assuming her current role, Kirsten Dunlop held significant positions at Suncorp Group, where she worked as the Executive General Manager for both Strategic Innovation and Customer Experience, as well as Personal Insurance. In these roles, she was instrumental in spearheading initiatives that enhanced customer journeys and decentralized processes, significantly improving operational efficiencies and customer satisfaction.

Kirsten’s professional trajectory has also included leadership positions at premier organizations such as KPMG Australia, where she was the Head of Culture, Leadership, and Learning. Her time at KPMG was marked by initiatives designed to enhance employee engagement and develop a culture of continuous learning and leadership excellence. Furthermore, her role as Principal in Leadership and Learning at Second Road Pty Ltd highlighted her commitment to fostering innovation driven by effective leadership principles.

Additionally, Kirsten has had extensive international experience, notably as the Head of the Generali Group Innovation Academy at Generali Group and as a contributor to the UniCredit Management and Banking Academy at UniCredit S.p.A. These roles underscore her ability to adapt and innovate within culturally diverse and dynamic environments, reflecting her competency as a thought leader in the intersection of leadership, innovation, and strategic development.

Education and Achievements

Kirsten Dunlop's educational background is as impressive as her professional accomplishments. She holds a dual PhD in English from both the University of East Anglia and the University of Tasmania, underscoring her commitment to academic excellence and critical thinking. Moreover, she earned her Bachelor of Arts with Honours in Fine Arts from the University of Sydney, a foundation that showcases her creativity and aesthetic sensibilities.

Her academic pursuits have not only shaped her professional journey but also her approach towards leadership and innovation, fostering a culture where creativity and strategic thought coexist harmoniously. Kirsten has consistently sought to integrate her profound understanding of complexity from her humanities background into her roles, marrying the realms of creativity with innovation practices.

Throughout her career, Kirsten has been recognized for her transformative impact in organizational culture and customer engagement strategies. Her ability to connect with others, convey compelling visions, and implement groundbreaking innovations has earned her respect and admiration in her field.

Achievements

Throughout her career, Kirsten Dunlop has amassed a remarkable list of achievements that reflect her capabilities as a leader and innovator. Under her stewardship at Climate-KIC, she has been instrumental in launching initiatives that promote climate-smart innovations, play a disproportionate role in addressing global challenges, and enable transitions towards sustainable economies. Her efforts have not only garnered attention within the climate action community but have also positioned Climate-KIC as a leader in the sustainability sector.

At Suncorp Group, her strategic innovation initiatives led to groundbreaking enhancements in customer experiences, with measurable improvements in satisfaction scores and overall service engagement across various demographics. The projects she spearheaded were often recognized in industry awards, showcasing the transformative capacity of effective leadership.

Kirsten's leadership style is characterized by empathy, collaboration, and a deep commitment to inclusion, ensuring that voices from diverse backgrounds are heard, valued, and integrated into every project. This ethos is manifested in her approach to fostering innovation and implementing cultural shifts within organizations.

Whether through developing strategic innovation frameworks or leading change initiatives in corporate settings, Kirsten Dunlop continues to be a prominent figure in advancing the fields of innovation and leadership. Her dedication to education, sustainable practices, and the collective good positions her as an inspiring model for emerging leaders and innovators.

Highlights

Jul 4 · linkedin

On Tuesday I had the great pleasure to join my fellow founders of the Systems Transformation Hub for the inauguration of our offices in Brussels, hosted by CEPS (Centre for European Policy Studies), Europe’s oldest think tank.

The Systems Transformation Hub is a pioneering partnership of organisations that helps bring systems thinking and acting to European policy-making.

As the world shifts on its axis, reeling from one uncertain and fearful election outcome to the next, witnessing the intensifying impacts of warming and biodiversity loss on people and planet, we need joined up thinking in policy more than ever. 

Why?

❗ Because we will not be able to achieve a just green transition based on current assumptions about the availability of critical resources and materials and current resource extraction trends.  ❗ Because many of the most progressive, much needed policies to enable transition are contradicted and undermined by other policies and regulation still in force and often used by vested interests.  ❗ Because the legacy of governance and government at national and regional levels is making it very hard to realise the benefits of game changing climate action initiatives, and impossible to scale solutions as fast as needed to open up the opportunities that come with transformation. ❗ Because thinking and acting in siloes and sectoral pathways creates counterproductive disconnects, like investing in renewable energy solutions but not in the grid infrastructure that is needed to join them up. As a result we missing opportunities to achieve an integrated, just and timely transition that is spatially coherent, socially inclusive and attractive for all involved. ❗ Because critical gaps - like skills, maintenance of sustainable technologies, fit-for-purpose procurement, effective multi-level governance - slow down momentum if we are not thinking three steps ahead about interdependencies, capabilities and readiness.

The Systems Transformation Hub is designed to address this. It is not just about stimulating joined up thinking and acting. It is also about creating the contexts for that to happen effectively: by opening up a set of supported spaces for thinking and acting holistically and systemically, stress testing assumptions, surfacing disconnects, addressing tensions, ground truthing well-intentioned policies with stakeholders and researching alternatives.

Our vision is to create neutral spaces for difficult discussions, rapid response intelligence and advice, agile decision support and facilitated multi-stakeholder dialogue to build confidence. Spaces for collective intelligence in support of European leadership.

Thank you to my fellow founders and to all those who joined us with thoughts, ideas and offers of support:

Sandrine Dixson-Declève, Stientje van Veldhoven, Janez Potocnik, Eva Gladek, Dr. Florika Fink-Hooijer, Karel Lannoo, Andrea Renda, Helen Spence-Jackson, Monica Frassoni, Adélaïde Charlier

Mar 6 · linkedin

It was very timely yesterday to be part of a thought-provoking set of discussions at the OECD NetFwd Annual Meeting in Paris on ‘Loose or tight? When, why and to whom do foundations provide flexible funding?’   Flexible funding is purposeful. The OECD exchange called attention to that purpose: specifically to the role of philanthropy in effecting social transformation and systemic change by creating the political space for social change at the community level, and the critical importance of investing in institutional capacity and institutional voice at all levels.   The ontology of purpose is helpful – a framework of reference established by a sense of agency and responsibility. It did not come as a surprise to hear that giving unrestricted funding usually results in that funding being spent more wisely because it is used in line with what the organisation fundamentally believes in. Trust given from the outset establishes a relationship focused on shared commitment to outcomes, establishing a self-reinforcing dynamic of partnership and accountability.   The value of flexibility is to create space for the dynamic capabilities needed to make effective choices in a context of ongoing uncertainty, learning and polycrisis, in a world where making sense of what is emerging and generating adaptive capabilities are critical requirements for success and survival.   I was particularly struck by our respective views on the role of so-called ‘regranters’ or ‘intermediaries’ in this discussion – which included EIT Climate-KIC.  ‘Intermediary’ was a framing that none of us warmed to, pointing to our role(s) rather as strategic funders, as implementers, as field builders and as capacity builders, with work that goes far beyond the taking on and passing on of funds.   Flexible funding in the hands of organisations that are deeply grounded in place – whose depth of knowledge, local networks, capacity to coordinate and join the dots, convene, build continuity, accelerate and transfer learning - creates the conditions for systemic change. But to be effective, flexible funding needs time: patient multi-year commitments that enable sustained momentum for change, talent development and a shift to learning rather than measurement.   Perhaps the analogy that best captures the lasting effect is mycelium. Implementers and intermediary funds bring dynamic capabilities and ‘a budget of possibilities’, as Gregory Bateson put it, to multiple places, creating the underlying rhizomatic root systems and fertile soil that sustain life, momentum, resilience and adaptability.

A warm thank you for your visions for the future and generous sharing of expertise to Bathylle Missika, Gaëlle Ferrant, Ida Kenny, Naghma Mulla, Clare Woodcraft, Vanina Laurent-Ledru, Elisa Desbordes, Alison Powell, Angela F. Williams, JD, M.Div, Marieke Rodenhuis, Thierry Renaud, Max von Abendroth, Mido Talhouni.

Related Questions

How did Kirsten Dunlop's dual PhD in English shape her approach to leadership and innovation?
What specific initiatives has Kirsten Dunlop implemented at Climate-KIC to promote sustainable innovations?
In what ways did Kirsten Dunlop enhance customer experience during her tenure at Suncorp Group?
How does Kirsten Dunlop integrate her background in Fine Arts into her professional role?
What key leadership principles does Kirsten Dunlop advocate for based on her experience at KPMG Australia?
Kirsten Dunlop
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Location

Utrecht, Utrecht, Netherlands