John Goodwin

Business mentor, Change agent, Connector, Consultant, Engineer, Environmentalist, Finance professional, Global soul, Idea generator, Parent, Philanthropist, Social entrepreneur, World traveler

I tend to think best in the mountains (summer or winter). There’s something about movement, perspective, and a bit of unpredictability that helps me see how systems really work—or don’t. Over the course of my career, I’ve found myself repeatedly drawn to one deceptively simple question: why do so many well-intentioned systems struggle to deliver the outcomes they were designed for? That question is what brings me to TED. I’m attending as part of the work of the Learning Economy Foundation, where we focus on rethinking how education and employment systems connect in a world where traditional pathways are increasingly misaligned with how people actually learn and work. Much of my current curiosity sits at that intersection. I’m interested in how we move from fragmented, siloed approaches to learning toward more integrated, interoperable ecosystems—where individuals have greater agency, and where learning is recognized, portable, and relevant across different stages of life. This includes the role of digital credentials and infrastructure, but also the deeper question of how governance, incentives, and institutions need to evolve to support meaningful change. Technology—particularly AI—clearly has a role to play. But I tend to view it as an enabler rather than the answer. In my experience, systems rarely fail because of a lack of innovation; they fail because the underlying structures are not aligned to support that innovation at scale. Before focusing on this work, I served as CEO of the LEGO Foundation, where I led a significant expansion of the foundation’s activities and helped position learning through play as a powerful driver of early childhood development globally. During that time, the organization grew more than fourfold and became an influential voice in shaping how governments, NGOs, and institutions think about learning. Earlier in my career, I spent over two decades at Procter & Gamble in a range of leadership roles, including strategy and complex transactions. I later joined The LEGO Group as CFO and Head of Sustainability, where I helped embed a multi-stakeholder approach into the company’s strategy—contributing to its recognition as one of the most respected corporations globally. Across these roles, I’ve had the opportunity to see how systems operate at scale—from within both high-performing corporations and mission-driven organizations—and where they tend to break down when asked to evolve. I’ve come to think of my career less as a linear progression and more as a series of “respawns.” At several points, I’ve deliberately stepped out of established roles to explore new domains—often moving toward areas where the problems are less clearly defined and the answers less certain. It’s a pattern I’ve come to embrace: curiosity over certainty, and exploration over expertise for its own sake. It also means I’m often more interested in questions than in definitive answers. At TED, I’m particularly keen to connect with others who are thinking about how to redesign education systems in ways that are both ambitious and practical. I’m interested in conversations that move beyond critique toward construction—what it actually takes to build systems that are adaptable, inclusive, and capable of evolving over time. Some of the questions I’m currently exploring include: • How do we create learning systems that are truly lifelong, rather than front-loaded into early years? • What would it take to give individuals more agency over their learning journeys, without losing coherence or quality? • How can we better align incentives across governments, institutions, and employers to support meaningful change? • And how do we ensure that innovation translates into real impact at scale? I tend to bring a pragmatic lens to these discussions. I’ve seen firsthand that good ideas are not enough—they need to be matched with operating models, governance structures, and capabilities that make them executable. At the same time, I remain optimistic. I believe we’re at a point where many of the ingredients for meaningful change are already in place. What’s often missing is the coherence to bring them together. That’s where I see the greatest opportunity—not necessarily in inventing entirely new solutions, but in connecting existing ones in more effective ways. Outside of my professional work, I continue to test ideas in less formal settings—often on ski slopes, where conversations tend to be more candid and thinking a little less constrained. If you’re thinking about how to better connect education and work, how to move from fragmented efforts to more integrated learning systems, or simply how to turn ambitious ideas into something that can actually scale, I’d genuinely enjoy comparing notes.

Systemic impact and creating eco systems that enable it - especially in relation to learning systems. Most education systems were designed for a world that no longer exists—I’m interested in what it takes to rebuild them for the one we’re in.

Helping children to be passionate about learning unlocks a future adult who is curious, adaptable and willing to constantly grow.

Excited Newbie looking forward to a life changing experience

Flipping beer mats