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Rachel Botsman
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KEYNOTE SPEAKER

Rachel Botsman

Global Authority on Trust | Associate Fellow, Oxford Saïd | Author of Who Can You Trust?

Trust Leadership Artificial Intelligence Organisational Culture Digital Relationships Accountability

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WHY RACHEL

What Rachel brings to the room.

Rachel Botsman brings a precise way to discuss trust when familiar relationships and sources of authority are changing. She helps leaders examine what people are being asked to rely on, how much uncertainty they face and whose accountability sits behind a promise or system. Her work connects digital platforms and AI with the everyday behaviours through which organisations earn confidence. For executive teams, this creates a useful conversation about adoption, leadership credibility and the conditions for change. In a decision room, Botsman's perspective helps make trust part of the question being considered, with specific relationships and responsibilities to examine.

KEYNOTE TOPICS

Ideas built for the stage.

01

Trust as a Leadership Responsibility

What are people being asked to trust when a leader introduces a strategy, makes a promise or calls for change? Botsman explores the uncertainty within those requests and the behaviours that give people reasons for confidence. This theme suits executive teams and leaders working across organisational boundaries. The discussion makes trust concrete by examining a particular relationship, the responsibility it carries and the evidence that supports continued reliance.

02

Trust, AI and Digital Relationships

As AI becomes part of products and decisions, trust can shift from a visible person to a system whose workings are harder to understand. Botsman examines what that shift means for accountability and the boundaries organisations set around technology. For leadership and technology audiences, the question extends beyond whether a tool works. It asks who is responsible, what users need to understand and which decisions should remain open to human judgement.

03

Doubt, Confidence and Better Questions

Leaders often face pressure to project confidence while important questions remain unresolved. Botsman's work on trust invites a discussion of the role doubt can play in a responsible relationship with uncertainty. This theme is relevant to teams making consequential choices or introducing unfamiliar ideas. It explores how leaders can acknowledge what they do not know, ask more useful questions and create confidence through the quality of their judgement and behaviour.

04

Rebuilding Trust Inside Organisations

When confidence has been damaged, a new statement of values leaves practical questions to answer. Botsman examines how trust is shaped by everyday conduct, promises and accountability. For leadership and people teams, this opens a conversation about the relationships that need attention and the experiences that have altered expectations. The focus is on understanding what would give people credible reasons to rely on an organisation or its leaders again.

Rachel Botsman is an author and researcher on trust and an Associate Fellow at the University of Oxford's Saïd Business School. Her work explores how people decide whom and what to trust as technology changes relationships, institutions and everyday life. She brings that inquiry to leadership, organisational culture and the design of digital experiences.

Botsman's early work examined the rise of collaborative consumption and the sharing economy. With Roo Rogers, she co-authored What's Mine Is Yours, which explored how technology enabled new forms of access, exchange and cooperation. This research raised a question that continues through her work: what enables people to take a chance on someone or something they do not yet know?

In Who Can You Trust?, Botsman examines how trust moves between established institutions, networks, platforms and individuals. The book considers the implications of that shift for business and society. Her audio work How to Trust and Be Trusted turns attention to the choices and behaviours involved in trust, connecting a broad social question with personal relationships and leadership practice.

At Oxford Saïd, Botsman's work includes trust in organisations and digital environments. Her recent conversations examine AI's role in decision-making, accountability and the limits of what an organisation should delegate to a system. She also communicates her ideas through public talks, writing, audio and installations, using different formats to invite people to reconsider familiar assumptions about trust.

For business audiences, her contribution is to make an often abstract concept specific. Trust can involve a colleague, a leader, an algorithm or the organisation responsible for a service; the uncertainty and obligations differ in each case. Botsman's perspective is relevant when leaders introduce technology, ask employees to embrace change or seek to repair confidence after a failure. It provides a language for examining the relationship at stake and the evidence people need before they can rely on it.

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