Podcasts about deloitte center

AI is the hot topic at this year's CERAWeek, where more than 10,000 people are gathering for one of the largest energy conferences of the year. A recent report by the Deloitte Center for Sustainable Progress explores AI's energy and environmental footprint in detail, with estimates of AI's impact today as well as projections to 2030 and 2050. Many listeners may be surprised by the findings. Join host David Sandalow as he talks with two of the lead authors of that report — Bernhard Lorentz and Johannes Truby — about their report and its implications.  AI, Energy and Climate is a special series from the DSR Network sponsored by NEDO and hosted by David Sandalow, Inaugural Fellow at Columbia University's Center on Global Energy Policy. AI for Climate Change Mitigation Roadmap -- https://www.icef.go.jp/roadmap and transitiondigital.org/ai-climate-roadmap.  Learn more about your ad choices. Visit megaphone.fm/adchoices

AI is the hot topic at this year's CERAWeek, where more than 10,000 people are gathering for one of the largest energy conferences of the year. A recent report by the Deloitte Center for Sustainable Progress explores AI's energy and environmental footprint in detail, with estimates of AI's impact today as well as projections to 2030 and 2050. Many listeners may be surprised by the findings. Join host David Sandalow as he talks with two of the lead authors of that report — Bernhard Lorentz and Johannes Truby — about their report and its implications.  AI, Energy and Climate is a special series from the DSR Network sponsored by NEDO and hosted by David Sandalow, Inaugural Fellow at Columbia University's Center on Global Energy Policy. AI for Climate Change Mitigation Roadmap -- https://www.icef.go.jp/roadmap and transitiondigital.org/ai-climate-roadmap.  Learn more about your ad choices. Visit megaphone.fm/adchoices

In association with our friends at Digital-Life-Design (DLD), Europe's iconic annual tech conference which next January celebrates its twentieth anniversary, we are starting a series of conversations with DLD speakers looking back over the last twenty years. First up is Silicon Valley entrepreneur, speaker and author John Hagel, who talked, quite openly, about his lifelong fear of fear and how he's cured himself of this affliction over the last two decades.John Hagel III has more than 40 years' experience as a management consultant, author, speaker and entrepreneur. After recently retiring as a partner from Deloitte, McGraw Hill published in May 2021 his latest book, The Journey Beyond Fear, that addresses the psychology of change and he is developing a series of programs to help people navigate through change at many levels. John has founded a new company, Beyond Our Edge, LLC, that works with companies and people who are seeking to anticipate the future and achieve much greater impact. While at Deloitte, John was the founder and chairman of the Silicon Valley-based Deloitte Center for the Edge, focusing on identifying emerging business opportunities that are not yet on the CEO's agenda. Before joining Deloitte, John was an independent consultant and writer and prior to that was a principal at McKinsey & Company and a leader of their Strategy Practice as well as the founder of their E-Commerce Practice. John has served as senior vice president of strategy at Atari, Inc., and is the founder of two Silicon Valley startups. John is also a faculty member at Singularity University where he gives frequent talks on the mounting performance pressure created by digital technology and promising approaches to help traditional companies make the transition from a linear to an exponential world. He is also on the Board of Trustees at the Santa Fe Institute, an organization that conducts leading edge research on complex adaptive systems. He has also led a number of initiatives regarding business transformation with the World Economic Forum. John is the author of The Power of Pull, published by Basic Books in April 2010. He is also the author of a series of best-selling business books, Net Gain, Net Worth, Out of the Box, and The Only Sustainable Edge. He is widely published and quoted in major business publications including The Economist, Fortune, Forbes, Business Week, Financial Times, and Wall Street Journal, as well as general media like the New York Times, NBC and BBC. He has won two awards from Harvard Business Review for best articles in that publication and has been recognized as an industry thought leader by a variety of publications and institutions, including the World Economic Forum and Business Week. John has his own website at www.johnhagel.com, and for many years wrote personal blogs at www.edgeperspectives.typepad.com as well as contributing postings on the Harvard Business Review, Fortune and Techonomy websites. He is active in social media and can be followed on Twitter at @jhagel and on LinkedIn at https://www.linkedin.com/in/jhagel/ John holds a BA from Wesleyan University, a B.Phil. from Oxford University, and a JD and MBA from Harvard University. John Hagel has spent over 40 years in Silicon Valley and has experience as a management consultant, entrepreneur, speaker and author. He is driven by a desire to help individuals and institutions around the world to increase their impact in a rapidly changing world. Named as one of the "100 most connected men" by GQ magazine, Andrew Keen is amongst the world's best known broadcasters and commentators. In addition to presenting KEEN ON, he is the host of the long-running How To Fix Democracy show. He is also the author of four prescient books about digital technology: CULT OF THE AMATEUR, DIGITAL VERTIGO, THE INTERNET IS NOT THE ANSWER and HOW TO FIX THE FUTURE. Andrew lives in San Francisco, is married to Cassandra Knight, Google's VP of Litigation & Discovery, and has two grown children.Keen On is a reader-supported publication. To receive new posts and support my work, consider becoming a free or paid subscriber. TRANSCRIPTKEEN: Hello, everybody. Welcome back to the show. We're going to do things a little differently today. We're starting a new series on KEEN ON in association with my dear friends at the DLD conference. It's an annual conference held each year in Munich. My view? Certainly the best tech conference in Europe, if not in the world. And in January 2025, they're celebrating their 20th anniversary. And in association with DLD, we're talking to some of their most notable speakers about their experiences over the last 20 years. We're beginning with an old friend of mine, John Hagel, a very distinguished author, futurist. His last book was called The Journey Beyond Fear, and John spoke at DLD '16 about narratives and business. And I began our DLD KEEN ON conversation with John Hagel by asking him to cast his mind back to January 2005.HAGEL: In January 2005, I was working as an independent consultant in Silicon Valley. I'd been there for 25 years already. I was fascinated with the degree to which digital technology was exponentially improving, and I was being aggressively recruited, at the time, by a large consulting firm, Deloitte, that wanted me to join. I was a bit resistant. I turned them down four times because I didn't want to go work for another large consulting firm. I'd been a partner with McKinsey before that, but ultimately they prevailed. They persuaded me that they would help me create a new research center that would be autonomous, even though it was part of Deloitte and it was really focused on trying to understand the long-term trends that are reshaping the global economy and what the implications are for people. And that was my passion, and I'm very grateful that I was able to pursue that.KEEN: What was the global economy, John, like in 2005?HAGEL: It was definitely becoming more and more connected. It was going through fundamental change even at that stage. I've come to call it "the big shift," but basically, some long-term trends that were playing out were creating mounting performance pressure on all of us. One form of pressure was intensifying competition on a global scale. Companies were competing with companies from around the world. Workers were competing with workers from around the world. So there was a lot of intensifying competition. The pace of change was accelerating. Things you thought you could count on were no longer there. And then, as if that weren't enough, all the connectivity we were creating...a small event in a faraway place in the world quickly cascades into an extreme, disruptive event. So it creates a lot of performance pressure on all people. And we were just in the early stages of that. I think we're actually still in the early stages of "the big shift." A lot more to come.KEEN: What was it, John, about "the big shift?" It was your term, is still, I think, one of the best terms to describe the first quarter of the 21st century. What both most worried and excited you about "the big shift" in 2005? Back then, not today.HAGEL: Well, at the time, I was starting to realize that fundamental change was going to be required in all companies, all organizations, governments, universities. And I was worried that that would be a challenge, that not many people really embrace that kind of change, and so how do you get people to make that transition? But on the other side, I was excited about the fact that the changes that we were seeing—I love paradox. And one of the paradoxes of the big shift is, I mentioned the mounting performance pressure as one of the trends and the big shift. Another trend was exponentially expanding opportunity. We can create far more value with far less resource, far more quickly, given all the connectivity that's been created. So the excitement was that if we understood the changes that were happening and were willing to make the changes, we could create value that would have never been imagined before.KEEN: Back in 2005, John, what were the lessons of the past that we were trying to correct? History obviously always changes. Today, in 2025, we seem to be wanting to learn from, perhaps, 2005. But what were we reacting against in 2005?HAGEL: Well, frankly, I think we're still reacting against it. But in 2005, the way I describe it is all new large institutions around the world, not just companies, but again, governments and universities and foundations, all the large organizations around the world were built on a model that I call scalable efficiency. The key to success is becoming more and more efficient and scale. Do things faster and cheaper. And hard to argue, because for over a century that model of scalable efficiency gave us all the global, large institutions we know around the world today. So, a huge success with that model. The challenge is that in a rapidly changing world, scalable efficiency becomes more and more inefficient. We're not able to respond to the changes that are going on. We're just focused on doing what we've always done faster and cheaper. So I think that's an interesting dilemma that we were confronting in 2005 and frankly still confronting.KEEN: Were there organizations in particular back in 2005 that captured what you call this paradox of the great shift?HAGEL: Yes. I think that one of the things that I was focused on—I wrote a number of books in the past 20 years, three books. And one of them was called The Only Sustainable Edge. And it was a notion that in a world of more rapid change, we need to focus on what I call scalable learning. And learning not in the form of sharing existing knowledge, not in the form of training programs, but learning in the form of creating new knowledge as we confront entirely new situations and figure out how to create value in those situations, and do that throughout the organization, not just in the research department or the product development group, but every department needs to be focused on scalable learning. And part of that, it's how do you reach out and connect with broader networks of third parties, rather than just try to do it all yourself inside your organization? And in that context, I was looking at companies in a very large part of the developing world, China, for example. There were companies that were pursuing really innovative approaches to scalable learning in global networks, where they were connecting in global networks and focusing on driving innovation and learning throughout the network. So that really inspired me with the notion that this is not only possible but necessary.KEEN: John, one of the words that I always associate with your name is is "the edge." You popularized it, you were part of a group that focused on researching the impact of edge technologies in organizations. Why is this word "the edge" so important to making sense of the last 20 years?HAGEL: Well, I actually founded the Center for the Edge, and it took me a while to get Deloitte to approve the title because they said, wait a minute, you're either the center or you're the edge. How can you be both? And again, I love paradox, but in the context of the question about what do we mean by edge, it was the belief that if you're looking for change that's coming into the world, start by looking at edges. It could be geographic edges, developing economies. It could be demographic edges, younger generations coming into the workforce or into the marketplace. It could be edges across disciplines and academic world, many different kinds of edges. But it's venture out into those edges and look for emerging things that have the potential to scale and become really significant as change agents. And I think that that's what drove us to really do our research, was to find those edges and learn from the edge.KEEN: What did you believe in, John, in 2005, or is that an inappropriate question?HAGEL: What did I believe in? Well, I believe that again, digital technology is a key catalyst, changing the world. As was mentioned, I've been in Silicon Valley for many decades, but I've also, while I've been based here in Silicon Valley, I've been working with large organizations around the world, so I've got a global perspective as well as focusing on the digital technology and how it's driving change. But I think it was a notion that, again, we are seeing some significant change that's happening. But I think that one of the things that I came to realize over time, because I was so focused on these opportunities and things that were emerging around the world and the need for change and the need for transformation. And I was encountering significant resistance from leaders of organizations and from people within the organization. When I talked about the need for change and transformation. And the thing that I learned, and has become a real focus for my work now, is rather than just focusing on strategy and business, focus on emotions. Focus on the emotions that are shaping our choices and actions. And one of the things I came to realize was that in a world of rapid change, the emotion of fear becomes more and more prevalent. And fear? Well, it's understandable. I think there are reasons for fear in a rapidly changing world. It's also very limiting. It holds you back. You become much more risk averse. You erode trust in other people. You don't want to look out into the future. You just want to focus on today. You need to find ways to move beyond the fear and cultivate other emotions that will help you to have much more impact that's meaningful to you and others. And that's become a real focus for me, is how do we make that journey beyond the fear? It was my most recent book is The Journey Beyond Fear, because I've come to believe that psychology and emotions are really the key that's going to determine how we move forward.KEEN: That was very personable, John. And I know that you've had a lot of experience of fear in your own personal life as well as in a professional context. Do you think one of the narratives, perhaps the central story for you over the last 20 years, has been overcoming fear?HAGEL: Yes. Well, I think that it certainly was a period of change for me and helped me to really reflect on how much the emotion of fear had been driving my life. But at the same time, I began to see that there were things that had really excited me throughout my life. And while they were quite different, you know, my first book was in 1976, and it was on alternative energy technologies. A little bit early, but throughout my life I had been excited about certain things, like alternative energy technologies, and when I stepped back and reflected, well, was I just shifting all over the place to different things, or was there a common element in all of these? I began to realize that what really excited me, and where my passion was, was in looking into the future and seeing emerging opportunities and helping to make people aware of those opportunities and ultimately motivate them to address those opportunities. And that was my passion and really helped me to overcome my fear, even though there's still fear there, it's never fully eliminated. But it's what really kept me going and keeps me going today.KEEN: Your 20-year narrative, John seems to have been pretty successful. You've learned a lot. You've published a lot. You succeeded in many ways. But that personal narrative, is that reflected in the world itself? It seems in some ways, certainly according to the pessimists who seem to be dominant these days in our zeitgeist, the world is taking a step back. If John Hagel took a step forward between 2005 and 2025, the world has taken a step back. Is that fair?HAGEL: No, I think it's very fair. I think that if I had to generalize, and obviously generalizations need some qualification, but generalizing, I would say that over the past 20 years, the emotion of fear has become more and more prevalent around the world. At the highest levels of organizations, lowest levels out in the communities. And again, while I think it's understandable, I think it's a very limiting emotion, and it's creating more and more challenge for us in terms of: how do we really embrace the change that's going to be required and capture the opportunities that are available to us? So I think that it's become a real focus for me and again, was the motivation for me to write the book The Journey Beyond Fear. I'm wanting to help people, first of all, acknowledge the fear, because I think many people don't even want to admit that they're afraid. And we live in cultures where if you say you're afraid, you're a weakling. But acknowledge the fear, recognize its limits, and find ways to move forward beyond it. And that's what I'm focused on now.KEEN: Is that fear, John, has it been most clearly manifested over the last 20 years in politics, particularly in the growth of liberal populism, which, in many people's views, you may or may not agree with it, is the way in which politicians take advantage of the culture of fear?HAGEL: It's complicated. I think there are factors that are helping to intensify the fear. A bit controversial or provocative. But I actually, in the United States, I believe both sides of our political spectrum are equally guilty in the sense that they have both focused on what I call "threat-based narratives," the enemies coming together. So, we're all going to die. We need to mobilize now and resist, or we're going to die. The enemy differs depending on which side you're on, but it's all about the threat. The enemy feeds the fear. And you look at our news media and challenge people to say, Tell me, when was the last time you heard a good news story? It's all about the latest catastrophe. Somewhere in the world where people have died and more are going to die. And so I think that there are factors that are feeding the fear, unfortunately, and making it an even more challenging emotion to overcome.KEEN: John, you spoke at DLD in 2016, and the focus of your talk was on storytelling, on the narrative of fear, on telling a good story. Is that the key to addressing so much of the fear in the world today, is telling a different story?HAGEL: Well, I have to be careful because I use words with different meanings than most people do. When I when I say narrative, most people say, you're talking about stories. Yeah, we know about stories. No, I believe there's an important distinction between stories and narratives. So for me, stories are self-contained. They have a beginning, a middle and an end to them. The end, the stories over. And the story is about me, the storyteller, or it's about some other people, real or imagined. It's not about you. In contrast, for me, a narrative is open ended. There's some big threat or opportunity out in the future. Not clear whether it's going to be achieved or not. And the resolution of the narrative hinges on you. It's a call to action to say, your choices, your actions are going to help determine how this narrative plays out. And again, I believe we've become increasingly dominated around the world by threat-based narratives. When we look into the future, there are huge threats, big challenges. Who's focused on the really big opportunities, inspiring opportunities, that could bring us all together? And what amazing things we could accomplish. So, I have become a strong believer that what I call opportunity-based narratives can become a powerful catalyst to help us move beyond the fear and start to cultivate an emotion that I call the passion of the explorer, that will help people to really have much more impact in a rapidly changing world.KEEN: In thinking about this alternative narrative, I'm thinking about it perhaps in architectural terms. Might we imagine this to be storytelling from the edge, or at least an architecture, a narrative architecture, which is built around the edge rather than some imaginary center?HAGEL: Well, again, I want to make the distinction between stories and narratives. I'm talking about narratives.KEEN: Right. Your idea of a narrative is more profound. It's deeper than the way most of us think about narratives. I take your point.HAGEL: Yes, I want to be explicit about that because—and not to dismiss the power of stories, I think stories can be very useful as well. But in making The Journey Beyond Fear—one of the things I should mention is, I've studied, throughout history, movements for social change in different parts of the world, different periods of history. And one of the things that I think is interesting is, the most successful movements for social change around the world throughout history, have been driven by what I describe as an opportunity-based narrative. The leaders were focused on a really inspiring opportunity that could bring people together and excite them. Just one small example that many people here in the U.S., at least, are familiar with is Martin Luther King's speech in Washington, D.C., "I Have a Dream." Amazing things we could accomplish. And yes, there are obstacles and barriers, absolutely. But the focus was on the opportunity of coming together and achieving amazing things.KEEN: John, you and I have talked about this before. Perhaps the most influential modern philosopher is Thomas Hobbes, 17th-century author of Leviathan. He made fear, and I think in many ways his theory of the world was built around his life, he was a very fearful man, and he didn't think fear was a bad thing. He actually thought it was a good thing for humans to recognize the value of fear. I don't want to revisit Hobbes. I know you're not a political philosopher, but at the same time, is there value to fear? Does it have any value at all, or your view, do we really need to simply overcome it and move beyond it?HAGEL: No. No. I am not in any way suggesting we will eliminate it. I believe fear is something that's intrinsic. And an example I give—and this ties to another emotion I mentioned briefly, passion of the explorer. I've come to believe that if we're really going to achieve significant impact in a rapidly changing world, we need to cultivate a very specific form of passion, the passion of the explorer. And I've studied this in many different domains, but one interesting domain is extreme sports. I've spent a lot of time with big wave surfers. Interesting thing, if you talk to a big wave surfer as they're paddling out to ride the next big wave, they're afraid. They know that people have not only fallen off their board, but have died riding those waves. So they're afraid, and they're using the fear to focus on what are the risks, how can I manage the risks? But they are paddling with Excitement. To get out, to ride that wave. They're not letting the fear dominate them. And so I think that's the interesting dynamic and relationship that needs to be established, to use the fear to focus on the risks. But don't let it stop you from making significant change.KEEN: You've clearly learned a great deal over the last 20 years, John. Do you have any regrets, though? Have you made mistakes? Are there things you wish you'd done that you haven't?HAGEL: You know, I think that it's complicated. I do believe that the big mistake in the early days was really focusing so much on the opportunities that were being, created and not recognizing the role of emotions in preventing us from addressing those opportunities. And so it's led to a significant shift in my life and my thinking and my work around...and I'm not ignoring the opportunities, I'm continuing to explore the opportunities. But at the same time, I'm really focused on how we address the obstacles and barriers that are preventing us from getting to those opportunities. And that's where I'm spending more and more of my time.KEEN: When we think back to 2005, most of the same big tech companies were around. Amazon, Google, Microsoft. Facebook was just beginning. There was a very positive, broadly, outlook on tech those days. Today, in 2025, things have changed dramatically. Is that fair, do you think?HAGEL: Well, again, it's complicated. I think that this is one of the areas where fear is really demonstrating itself, anything large and big. One of the big issues that I see, it's not just tech, by the way, I mean, there are surveys around the world that...our trust in large institutions around the world is eroding at a very rapid rate. And when I say this to people that they nod their heads. They've all seen the surveys. Very few people that I know of have asked the question, why? What's driving that erosion of trust? And I believe I've come to believe, based on the research I've done, that a big factor is fear, the emotion of fear, which leads to erosion of trust. And so we need to really understand, why are we so fearful and what can we do to address it? And I don't want to dismiss, I think there are issues, too, in terms of, and I'll just mention quickly, in technology, one of the big issues with the large tech companies is they tend to be supported by advertising models and commission-based models, where they're being paid by the advertiser and the vendors, and the user of the technology, you're the product. And so I think more and more people are beginning to realize that a tech company's primary loyalty is not to you as the user, it's to the people who are paying all the bills. So, I think there are reasons for erosion of trust. But I do think that we need to recognize that fear is a significant factor as well.KEEN: Have you changed your own view of the potential of technology over the last 20 years? You've been in Silicon Valley for a long time, John. You're one of the most distinguished, respected people. You're not a billionaire type, so you're not just a drum beater. But at the same time, you're a man who's not just naturally negative and skeptical. Do you think you're more or less optimistic and positive about the impact of tech, particularly big tech, on the world today in 2025 than you were in 2005?HAGEL: Good question. I think that I'm by nature an optimist, so I'm always looking at opportunities in the future. And I think that technology can still produce amazing new opportunities. One of the interesting things to me—it's not getting as much attention as I think it should is the role of technology innovation in biology and health and wellness. Helping us to live longer, healthier, better lives. And I think we're just in the earliest stages of that technology being developed. But rather than technology being outside us, technology is increasingly going to be inside us and helping us to lead much fuller lives. And so I'm very optimistic about that. And I do believe that the world is changing at a rapid rate, and I'm a believer that we're going to see major new technology companies emerge. And a lot of the current technology leaders will be disrupted and cast to the side. So, more change to come.KEEN: Are there individuals over the last 20 years who have, in your mind, captured the spirit of the age? When one thinks of Elon Musk, for example, he seems to be someone immune from fear. For better or worse—he's not always the most popular man in the world, certainly the richest man in the world. But are there men—and they tend to be men, perhaps women—over the last 20 years, who, for you, have captured all the best and, perhaps some of the worst, of world history in this first quarter of the 21st century?HAGEL: Wow. Well, in that context, I want to answer the question I get from a lot of people since I've been in Silicon Valley for so long is: how do you explain the continued success of Silicon Valley for so many decades? And most people, when confronted with that question, will say, well, it's the venture capitalists, it's the universities, it's the infrastructure. No, I believe that the success of Silicon Valley is being driven by an opportunity-base narrative, which is fundamentally—we have exponentially expanding digital technology that can enable us to change the world for the better. But it's not going to happen automatically. You need to come to Silicon Valley. Will you come? It's the reason why the majority of successful entrepreneurs and Silicon Valley—most people don't know this—the majority of successful entrepreneurs were not born in the United States, much less in Silicon Valley. They were drawn here from all over the world. And it's because they were driven by, again, a very specific passion that I call the passion of the explorer. And that's where they're excited about new territory and are excited about venturing out on the edges, excited about finding ways to have more and more impact that's meaningful to people. And I think that's really been a continuing driver of success in the Valley. KEEN: John, you live in the North Bay, just north of San Francisco, over the iconic Golden Gate Bridge. This part of the world was discovered by one of the great explorers in world history, Francis Drake. And there's a wonderful bay not too far from where you live called the Drake Bay. I've walked around there. Is this concept that you introduced called the "explorer," is it a feature of Western civilization? Is Sir Francis Drake, or was Sir Francis Drake, an early example of this?HAGEL: You know, I wouldn't say Western civilization. I would say of humanity in general. I mean, again, I think that one of the things that I continually hear from people is fear is what helped us stay alive and made us human. And my response to that is, well, if we were completely driven by fear, we would still be living in the jungle, hiding from the tigers and the lions. What happened? We had a desire to explore and to see new things and to try new things. And it led to the emergence of agriculture civilizations around the world. And it was a process of exploration, but it really motivated a number of people so that they would move out and make progress. And I think we're just still exploring.KEEN: I mentioned, John, you talked about DLD in 2016. I know you're a big fan of the event, Europe's top innovation—I wouldn't call it a summit, it's a gathering of influencers like yourself. Over this last 20 years, the American economy has, for better or worse, marched ahead, and Europe has become increasingly stagnant. The German economy, the EU's economy, the United Kingdom's economy...In your view, is an important development over the last 20 years...has Europe—broadly, I know you can't talk about all individuals—but has Europe lost the inspiration of exploring that you're such a believer in?HAGEL: You know, I'm not sure I would generalize about Europe as a region in that regard. I think there are interesting parts of Europe that are doing some very interesting and innovative things. And so I think the challenge is that, again, we live in a world, a global economy, where competition is intensifying on a global scale. And Europe in general has failed to really respond effectively to that and maintain ways of of creating more and more value in that kind of world. So again, I'm an optimist, and I'm hopeful that people will see that potential. But right now, what I'm seeing in Europe and the rest of the world is the emotion of fear holding people back and saying, no, no, let's just hold on to what we have and find ways to make it through. And unfortunately, I think that's the wrong the wrong response.KEEN: I know it's easy to return to 2005, and it's impossible in practice. But had you gone back to John Hagel in 2005, do you think you'd be surprised by the power of the American innovation economy and the relative weakness of the European one?HAGEL: That's a good question. I'm not sure. I wasn't really forecasting particular geographies as areas that would grow and areas that wouldn't grow. I did see, again, an expanding global economy wherein there is increasing competition from other parts of the world, non-European, non-U.S., and so the challenge was how do we respond to that? And that's the issue that we're facing.KEEN: That's the issue indeed, we are facing, John. You and I are talking in November of 2024 in anticipation of the DLD 20-year anniversary of their event in January 2025. Where are we in late 2024 in the world? How would you summarize our situation?HAGEL: Well, again, I think it's a paradox. I think at one level, the situation is very unfortunate in the sense that the emotion of fear is dominating every country in the world. I don't see any countries where it's really the excitement and passion that's driving people. But on the other side, I also see the technology and trends in the world are creating more and more opportunity to to create value at exponential levels. And so I'm, again, an optimist and I'm hopeful that we can find ways to move beyond the fear and see the opportunities and pursue them and create the value that's there to be created.KEEN: I didn't see that fear, certainly in Silicon Valley, John, with the billions of dollars now going into the AI economy, to the booming biotech sector and the other technology sectors that you've talked about. Is there fear, in Silicon Valley, do you see it?HAGEL: Well, again, I think Silicon Valley stands out because many, if not all, the entrepreneurs in Silicon Valley were drawn here by passion and excitement to create more and more value. And yes, they have fear. If you talk to them, they're afraid the startup could collapse next month. Their customers could go away. But they're driven by that excitement of having that kind of impact. And I think that's what explains the continued success of Silicon Valley. But it stands out as one of those few areas where passion, and specifically, again, the passion of the explorer—and I haven't gone into detailed definition of what I mean by that, but it's based on research—that passion of the explorer that will help people to move beyond the fear and achieve impact that's much more meaningful to them.KEEN: John if we'd been talking in 2005, I don't suppose you, or most analysts of the Future of the Edge, whatever you want to describe it, would have brought up AI as being central. Today, of course, it's all anyone talks about in late 2024, early 2025. If you put your futurist on, and you've mentioned biotech...there are other technologies which have the potential to take off, quantum, for example. What technology do you think is most underrated in terms of imagining the next 20 years?HAGEL: Well, again, I would probably go to biotech as the area that is not getting as much attention as it should, because I believe it has the potential. There is an expression in Silicon Valley, "the longevity escape velocity." It's this notion that with this technology, we will be able, ultimately, to basically live forever. We won't have to worry about dying. And not just living forever, but being healthy and more vibrant and flourishing more than we've ever flourished in the past. And I think that's being underestimated as a potential driver of significant change in our lives and in our society.KEEN: Some people will hear that, John, and be very fearful of that. And lots of novels and stories and music have been made suggesting that if we live forever, life will become a nightmare. We'll be bored by everything and everyone. Should we, in any way, be fearful of that world you're describing?HAGEL: And again, you know, sure, if we're going to live our lives in fear for an eternity, yes, we should be afraid of living our lives in fear. But I believe as human beings, we all have within us the potential for that passion that I described, the passion of the explorer, which is never ending. No matter how much impact you achieve, if you're pursuing that passion, you're driven to have even more impact. What can I do to have even more impact? And excited about it and fulfilled by it. This is nourishing. I think people who have this passion will want to live forever. They will be excited to live forever. And we all have the potential to find that passion within us. By the way, I would just say we I get a lot of pushback. Yes, John, come on. Some of us are capable of this passion, but most of us just want to be told what to do and have the security of an income. My response is, let's go to a playground and look at children 5 or 6 years old. Show me one that doesn't have that kind of excitement about exploring and coming together and trying new things, seeing the things. We all had it as children. What happened to us? We went to school and we were taught by the teacher, "Just listen to the teacher. Memorize what the teacher has to say and show on the exam. So you've memorized it." I've studied the US public school system. It was explicitly designed to prepare us for work environments where the key was just to read the manual, follow the manual, do what's assigned. Passion is suspect, passionate people ask too many questions. Passionate people deviate from the script, they take too many risks. Why would you want passionate people? Just get people who will do their job. And so I think, back to your question about AI, again, I think there is obviously a lot of fear about AI. And one of the reasons for the fear is when I talk to executives, senior executives, about AI, I get two questions. First, how quickly can I automate with AI? And secondly, how many jobs can I eliminate with AI? It's all about scalable efficiency, faster and cheaper. I believe the role of AI is to help us become human again. To take away all of that work, the routine tasks, highly standardized, routine tasks that most of us do on a daily basis, and free us up to actually explore and find ways to create new value and have impact that's meaningful to us. That's exciting.KEEN: If you're right, John, if the next 20 years are ones where there is a profound biotech revolution—and we may not live forever, but certainly will live longer and longer lives—what do we need to address? Seems to me as if one area would be inequality, given that already in America, the difference between how long people live in on the coasts, in California or New York, are quite different from the hinterland. Does this concern you, if indeed you're right? What are the the biggest threats and challenges in a world where longevity is the central reality?HAGEL: Now, again, you talk about threats and challenges. I would talk about opportunities. The opportunities are to help everyone achieve more, to help them all find their passion, help them all find ways to earn income from their passion and achieve more impact that's meaningful to them and to others. And yes, there are issues like inequality, climate change, all the rest, limited resources in the world. But I believe with technology and innovation, we can overcome all those obstacles and achieve amazing results for everyone.KEEN: Finally, John, you're naturally an optimist. So, for me to ask you to put on your rose-tinted glasses might be slightly inappropriate, but if you were to think most positively about the future, in 20 years' time in 2045, if DLD celebrates its 40th anniversary, what kind of world could this be? Imagine the best kind of world. Would it be like a giant kindergarten? Like people are running around and excited all the time before the teachers got their hands on it?HAGEL: You know, my belief is that if we can really unleash this passion and excitement about driving change and creating more value, that we can create a world where every living thing flourishes. Not just human beings, not just animals, plants, every living being flourishing in ways that would have been unimaginable 20 years earlier, because we're all creating an environment that helps us to flourish. And to me, that's what's really the potential and exciting.KEEN: Do you think the next 20 years will bring more change than the previous 20 years?HAGEL: It's going to bring a lot of change. I suspect it's going to be even more change, because we're talking about exponential change and change exponentially increases over time.KEEN: Well, John Hagel, who spoke at DLD in 2016, a great friend of the conference, a real honor, John, and a pleasure. And I hope we will meet again in 2045 to see whether or not you were right. Thank you so much.HAGEL: Excellent. Thank you. This is a public episode. If you'd like to discuss this with other subscribers or get access to bonus episodes, visit keenon.substack.com/subscribe

Looking to drive meaningful change in the health care ecosystem? Look to the Deloitte Health Equity Institute.Health Affairs' Editor-in-Chief Alan Weil interviews Dr. Jay Bhatt, Managing Director of the Deloitte Center for Health Solutions and the Deloitte Health Equity Institute, to highlight the upcoming season of Research & Justice For All that focuses on social drivers of health and the role that Deloitte has played in pursuing health equity goals across the life sciences and health care industry. Before the second season of Research & Justice For All arrives, check out the last season focused on Private Sector Solutions.Order the September 2024 issue of Health Affairs.Currently, more than 70 percent of our content is freely available - and we'd like to keep it that way. With your support, we can continue to keep our digital publication Forefront and podcasts free for everyone.

On this episode, we feature a leadership segment with Vanessa Bohns, author of the bestselling book You Have More Influence Than You Think. Her book was named Best Book for Ethical Leaders by Notre Dame's Deloitte Center for Ethical Leadership, and a Top Business Title of the Month by the Financial Times. In the book, Vanessa […] The post You Have More Influence Than You Think: Science-Based Strategies for Observing the Effect We Have on Others- Interview with Vanessa Bohns first appeared on Composites Weekly. The post You Have More Influence Than You Think: Science-Based Strategies for Observing the Effect We Have on Others- Interview with Vanessa Bohns appeared first on Composites Weekly.

Explore how Generative AI can revolutionize health care with Dr. Jay Bhatt, Managing Director of the Deloitte Health Equity Institute & the Deloitte Center for Health Solutions. Dr. Bhatt examines the opportunities for clinicians and patients and shares data about blind spots in implementation. Tune in to hear his excitement about how GenAI can help solve many of health care's greatest challenges.Dr. Bhatt's research that he referenced in the episode can be found here: Overcoming generative AI implementation blind spots in health care

Shawn Bryant is a Managing Director at Deloitte Consulting LLP, leading their sports practice having held senior roles at Disney, ESPN, the NBA and the Harlem Globetrotters.  David Jarvis is a Senior Research Leader at The Deloitte Center for Technology, Media and Telecommunications (Deloitte Services LP) and is a co-author of The 2023 Sports Fan Insights Report. Deloitte is the largest professional services organisation in the world, their sports division advises clients in 40 countries and across more than 30 sports. The 2023 Sports Fan Insights Report is the most comprehensive analysis of its kind and answers some of the biggest questions facing sports rights holders and advertisers. Are Gen Z fans engaging differently to previous generations – and exactly how?  How is social media and sports betting impacting the fan experience? Will immersive technologies become mainstream in how fans engage with sports? In episode nine of The Fan Engagement Podcast, you'll learn: 2:40 The 2023 Sports Fan Insights Report - is this the beginning of the immersive sports era? 4:06 How Gen Z fans express sports fandom differently from other demographics 5:36 Why the convergence of streaming, data and betting is changing how sports fans engage  7:10 The fragmented sports viewing experience  9:41 What the data says about emerging Gen Z fan engagement trends 12:57 Why fans are powering the explosive growth of women's sports  14:40 Why female sports fans engage differently to male sports fans 16:49 What sports technology innovation is set to revolutionise the fan experience next?

The number of Americans living with Alzheimer's is growing — and growing fast. More than six million Americans of all ages have Alzheimer's. As the size of the U.S. population age 65 and older continues to grow, so too will the number and proportion of Americans with Alzheimer's or other dementias. By 2050, the number of people aged 65 and older with Alzheimer's may grow to a projected 12.7 million, barring the development of medical breakthroughs to prevent or cure Alzheimer's disease. Yet, people often face barriers to accessing quality care because of factors such as geography, language, insurance coverage and high costs of care and lack of transportation, to name a few.Toward this goal, the Alzheimer's Association and MATTER are calling on innovators to submit their solutions to the second annual Alzheimer's Association Pitch Competition. These solutions should address the need for increasing access to quality, person-centered care for people living with Alzheimer's disease in all communities, especially historically underserved communities.Join MATTER and the Alzheimer's Association for a panel discussion on this topic with panelists Katie Evans, chief mission engagement officer of the Alzheimer's Association, Jay Bhatt, practicing physician and managing director of the Deloitte Center for Health Solutions and the Deloitte Health Equity Institute, and Ashley Alexander, president and CEO of the Kelsey Research Foundation. The panel was moderated by Morgan Daven, vice president of health systems of the Alzheimer's Association.For more information, visit matter.health and follow us on social: LinkedIn @MATTERTwitter @MATTERhealthInstagram @matterhealth

Lee Dittmar has been a highly sought-after advisor to executives and directors from Fortune 100 companies to start-ups for four decades. He is known for his ability to parse through complex problems, systems, and processes, and develop practical solutions. He is a well-known expert in governance, risk management and compliance, analytics, business transformation, advanced technology, and strategy development. He served some of Deloitte's largest clients and managed many large technology-enabled transformation projects. He established the Enterprise Governance consulting practice and helped to launch the Deloitte Center for Corporate Governance. After retiring from Deloitte in 2015, Lee relaunched his own firm, Business Solutions, Inc., and continued to advise clients around the world. Lee earned a Bachelor of Science in Civil Engineering (Drexel, 1975) and a Master of Business Administration (Wharton, 1986). Lee has been a guest lecturer at several universities, including Drexel University, University of Pennsylvania, UC Berkeley, and University of Richmond.

William D. Eggers, Executive Director of the Deloitte Center for Government Insights & Donald F. Kettl, Professor Emeritus & former dean of the School of Public Policy at the University of Maryland, and the co-authors of the book “Bridgebuilders: How Government Can Transcend Boundaries to Solve Big Problems” joins the show to discuss their new model for a modern government that they introduce in the book and why the current model no longer works. We also talk about how incentive structures need to change to drive change in the public sector and they elaborate on the key tenets needed to become a “bridge-builder” in their opinion.

Deloitte's identity as a global professional services firm means it looks to be more than just a provider of advisory support for its clients and particularly with federal agencies.Jason Salzetti, who leads Deloitte's government and public services practice, explains in this episode how that 26,000-employee team is working with its federal clients today on navigating the increasing speeds and rates of change with technology and how they operate.A big component of that approach means Deloitte looks to be at the intersection of implementation, integration and consulting. Salzetti goes over how Deloitte does that and why he sees federal clients now thinking differently about risk when it comes to innovation.Other topics on the agenda included how the "GPS" team will work with Deloitte's space practice, and Salzetti's perspectives on human capital macrotrends his colleagues at the Deloitte Center for Government Insights studied.Deloitte ranked at No. 15 on our 2023 Top 100.

Public sector leaders face a variety of challenges due to the current political and social climate. At a time when polarization is high, bridgebuilding can be hard. Authors Don Kettle and William Eggers are here to help. Kettle and Eggers' latest book Bridgebuilders: How Government Can Transcend Boundaries to Solve Big Problems, provides a new model for transforming the public sector and getting things done. FEDtalk host Jason Briefel, a non-attorney partner and Director of Government and Public Affairs at Shaw Bransford & Roth P.C., sits down with Kettle and Eggers to discuss how the government agencies can break free from organizational boxes and rigid, top-down leadership to enact meaningful change. Learn about their ten core principles for bridgebuilding and practical tips for effective leadership in this week's episode. William D. Eggers is executive director of the Deloitte Center for Government Insights and a fellow at the National Academy of Public Administration. He is the author or coauthor of numerous books, including The Solution Revolution and If We Can Put a Man on the Moon, both from Harvard Business Review Press. Donald F. Kettl is a professor emeritus, former dean of the School of Public Policy at the University of Maryland, and a fellow of the National Academy of Public Administration. He was previously the Sid Richardson Professor at the LBJ School of Public Affairs at the University of Texas at Austin. His books include, most recently, The Divided States of America and Can Governments Earn Our Trust? FEDtalk is brought to you by Shaw Bransford & Roth P.C., a federal employment law firm. Bringing you the insider's perspective from leaders in the federal community since 1993.

Public sector leaders face a variety of challenges due to the current political and social climate. At a time when polarization is high, bridgebuilding can be hard. Authors Don Kettle and William Eggers are here to help. Kettle and Eggers' latest book Bridgebuilders: How Government Can Transcend Boundaries to Solve Big Problems, provides a new model for transforming the public sector and getting things done.FEDtalk host Jason Briefel, a non-attorney partner and Director of Government and Public Affairs at Shaw Bransford & Roth P.C., sits down with Kettle and Eggers to discuss how the government agencies can break free from organizational boxes and rigid, top-down leadership to enact meaningful change. Learn about their ten core principles for bridgebuilding and practical tips for effective leadership in this week's episode.William D. Eggers is executive director of the Deloitte Center for Government Insights and a fellow at the National Academy of Public Administration. He is the author or coauthor of numerous books, including The Solution Revolution and If We Can Put a Man on the Moon, both from Harvard Business Review Press.Donald F. Kettl is a professor emeritus, former dean of the School of Public Policy at the University of Maryland, and a fellow of the National Academy of Public Administration. He was previously the Sid Richardson Professor at the LBJ School of Public Affairs at the University of Texas at Austin. His books include, most recently, The Divided States of America and Can Governments Earn Our Trust?FEDtalk is brought to you by Shaw Bransford & Roth P.C., a federal employment law firm. Bringing you the insider's perspective from leaders in the federal community since 1993. Learn more about your ad choices. Visit podcastchoices.com/adchoicesSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

William D. Eggers is executive director of the Deloitte Center for Government Insights and a fellow at the National Academy of Public Administration. He is the author or coauthor of numerous books, including The Solution Revolution and If We Can Put a Man on the Moon, both from Harvard Business Review Press. Donald F. Kettl is a professor emeritus, former dean of the School of Public Policy at the University of Maryland, and a fellow of the National Academy of Public Administration. He was previously the Sid Richardson Professor at the LBJ School of Public Affairs at the University of Texas at Austin. His books include, most recently, The Divided States of America and Can Governments Earn Our Trust?  Eggers and Kettl's newest book is Bridge Builders: How Government Can Transcend Boundaries to Solve Big Problems.  https://www.amazon.com/Bridgebuilders-Government-Transcend-Boundaries-Problems/dp/1647825113/

More than 80 percent of counties across the United States lack adequate access to healthcare, with a third of the U.S. population living in a healthcare desert, an area with insufficient access to primary care providers, pharmacies, hospitals, trauma care centers, optometrists and more. While access has been scaled broadly in the last decade across multiple industries, including banking, entertainment, fashion and food, it has remained elusive in healthcare. However, in recent years, products, services and models that have been driving access and growth in other industries are finally beginning to find traction in healthcare.Join VSP Global Innovation Center Head Ruth Yomtoubian, PlenOptika CEO and Co-founder Shivang Dave, Homeward SVP of market strategy and development Stephanie Gutendorf, and Deloitte Center for Health Solutions and Deloitte Health Equity Institute Executive Director Jay Bhatt for a panel discussion on the innovations, trends, technologies and startups transforming both access and how people in healthcare deserts receive care.For more information, visit matter.health and follow us on social: LinkedIn @MATTERTwitter @MATTERhealthInstagram @matterhealth

The COVID-19 pandemic shone a spotlight on the level of health inequity in the US, where access to health care can depend on a person's zip code, income, insurance, and contacts in the medical profession. This podcast discusses the role that companies – and, specifically, boards of directors – can play in helping to address this problem, which accounts for approximately $320 billion in the US. The discussion makes clear that all companies – not just those in the health sector – can play a role through the health and other benefits they provide to their employees; and that boards can ensure that their companies address health equity as part of their broader strategy to attract, retain, and develop the workforce they need to execute the firm's strategy.  In this podcast, Paul Washington, Executive Director of the ESG Center, speaks with two experts: Dr. Jay Bhatt, Executive Director of the Deloitte Center for Health Solutions and the Deloitte Health Equity Institute, and Dr. William Payne, a founding member of the Black Directors Health Equity Agenda, a Chicago-area orthopedic surgeon and co-founder of the telehealth platform MyOwnDoctor about health equity. They discuss what it means, why it's an issue the business community should pay attention to, and the role of the board and C-Suite in driving meaningful progress on this issue.   Related resources:  Equitable Pay and Health Care Top Consumer Wish List for Corporate Social Initiatives (Research report, July 2022) The Role of Corporate Citizenship in Addressing Health Equity (Webcast, April 2022) C-Suite Outlook 2023: On the Edge: Driving Growth and Mitigating Risk Amid Extreme Volatility (January 2023) The US Deloitte Health Equity Institute   US Health Care Can't Afford Health Inequities    

The message from state and federal regulators, healthcare leaders, and our society-at-large is being heard loud and clear:  Health equity is a moral imperative. A cultural zeitgeist for health equity has been awakened in the collective consciousness of all ethnicities in the context of COVID-19 health disparities and the ongoing fight for civil rights and social justice. The economic imperative for equity is also too big to ignore, given that inequities in the US health system cost approximately $320 billion today and could eclipse $1 trillion in annual spending by 2040 if left unaddressed.  The future of equitable health is important to the future of our country, and we must address this moral imperative with business solutions. Joining us this week in the Race to Value is Jay Bhatt, D.O., MPH, MPA – a leading physician executive, internist, geriatrician, and public health innovator. Dr. Bhatt is the Executive Director of the Deloitte Center for Health Solutions (DCHS) and the Deloitte Health Equity Institute (DHEI), Dr. Bhatt directs the research, insights, and eminence agenda across the life sciences and health care industry while driving high-impact collaborations to advance health equity. He is a prominent thought leader around the issues of health equity, health care transformation, public health, and innovation. Do you want to learn more about how we can create a catalytic engine for equitable health? Tune in to this podcast to learn from one of the nation's leading minds on how to advance health equity through business solutions.  In this episode, we discuss collaboration with life sciences and health care industry to advance health equity, digital transformation, ACO REACH, and climate-related strategies.   Episode Bookmarks: 01:30 Introduction to Jay Bhatt, D.O., MPH, MPA – a leading physician executive, internist, geriatrician, and public health innovator. 03:00 Subscribe to the Race to Value weekly newsletter and leave us a review and rating on Apple podcasts! 04:30 The three root causes of health equity:  1) socioeconomic, gender, racism and other biases, 2) disparate circumstances in the drivers of health, and 3) inadequately designed healthcare systems. 06:15 Creating a catalytic engine for the future of equitable health and why the Deloitte Center for Health Solutions and The Deloitte Health Equity Institute (DHEI) are so critical to the health of this country. 06:30 “There is a workforce imperative, a market imperative, and a moral imperative for health equity. We must address the moral imperative through business solutions.” 07:00 Deloitte Report: “Inequities in the US health system cost approximately $320 billion today and could eclipse $1 trillion in annual spending by 2040 if left unaddressed.” 07:30 Collaboration with life sciences and health care industry to advance health equity, digital transformation, and climate-related strategies. 08:30 Engaging key decision makers and global leaders in health equity through Deloitte's involvement in the World Economic Forum. 09:00 Activating Boards and C-Suite leaders in health equity and implementing place-based change through community outreach and population health interventions. 09:40 Health equity innovation through an accelerator that supports minority-led non-profit organizations and social entrepreneurs. 10:00 Addressing access to maternity care deserts that contribute to inequities throughcollaboration with the March of Dimes. 10:45 A recent research report conducted by the Deloitte's Health Equity Institute and other partners entitled, "Collection of Race and Ethnicity Data for Use by Health Plans to Advance Health Equity." 11:45 “Continuing to analyze the delivery of care and examine patient outcomes across demographics, including race and ethnicity but also sexual orientation, gender identities, and language is critical to administering more equitable and inclusive care, and building trust with communities across America.”

John Hagel has over 40 years of experience as a management consultant, author, speaker, and entrepreneur. During his time at Deloitte, John was the founder and chairman of the Silicon Valley-based Deloitte Center for the Edge, with the mission to identify and explore opportunities on the edge of business and technology. In his new book, The Journey Beyond Fear, John explores why people are experiencing so much fear these days, how fear manifests itself in terms of someone's view of the future, and how leaders can create an environment in the workplace to engage our workforce and shift their outlook of the future from fear to passion. Highlights Why John wrote a book about fear Defining fear Mounting performance pressure and “the big shift” Changing your mindset to see the future as full of opportunities instead of threats Passion in the workplace What is the Edge? What is John reading right now? Episode Resources Connect with Mark Cox https://www.inthefunnel.com/ https://ca.linkedin.com/in/markandrewcox https://www.facebook.com/inthefunnel markcox@inthefunnel.com Connect with John Hagel The Journey Beyond Fear The Power of Pull The Only Sustainable Edge http://www.johnhagel.com/blog/ http://www.linkedin.com/in/jhagel/  Call to Action In the Funnel Sales Workshop Free Sales Tools How to Listen: Subscribe on Apple Podcasts Listen on Spotify

While we may not be able to teleport you to the metaverse, we hope to get you thinking about the financial and economic implications of building the metaverse. Well, a recent analysis performed by Deloitte estimated that the impact of the metaverse to GDP in Asia could be between US$0.8 to 1.4 trillion per year by 2035. That's roughly about 2.4 per cent of overall GDP.  Called “The metaverse in Asia - Strategies for accelerating economic impact”, the report showcases the potential impact of the metaverse in 12 Asian economies and highlights the strategies adopted by these economies to capture the benefits of the metaverse. But what are some of these strategies and how much investments do countries need to put in to reap the rewards of change? Also - is this shift towards the metaverse inevitable and could we see a reshuffle of tech giants after this so-called ‘battle to build up the metaverse?  On Market View, Prime Time's finance presenter Chua Tian Tian posed these questions to Duleesha Kulasooriya, Southeast Asia Leader at Deloitte Center for the Edge.See omnystudio.com/listener for privacy information.

“The most powerful and necessary pull of learning, is learning in the form of creating new knowledge.” Con más de 40 años de experiencia en temas de aprendizaje y estrategia, John ha desempeñado su vida profesional como consultor, autor, escritor y emprendedor múltiple, además de futurista y speaker internacional, siempre con la tecnología y el aprendizaje como ejes centrales en su carrera profesional. Trabajó muchos años para Deloitte donde fue fundador y presidente de “Deloitte Center for the Edge”, con sede en Silicon Valley. También, antes de eso, fue director de McKinsey & Company (una de las consultorias más grandes del mundo) y fue líder de estrategia, así como fundador de comercio electrónico. John fue también vicepresidente senior de estrategia en Atari, Inc. y es el fundador de dos nuevas empresas de Silicon Valley.Te adelanto algunos de los insights más importante y que más me llamaron la atención de mi conversación con John:La diferencia entre el modelo que llevan varias de las grandes empresas en el mundo, donde empujan los recursos y a las personas correctas en el lugar correcto para lograr el éxito, contra el modelo que ya se vive en nuevas empresas, este modelo alternativo que John propone de jalar  los recursos y/o las personas, la cual divide en 3 grandes pasos: Acceso, Atracción y Logro. Todo esto lo hace contestando algunas preguntas clave, como:* ¿Cómo puedo extraer o atraer a las personas o los recursos cuando los necesito?* ¿Cómo puedo motivar a las personas para que vengan a mí? (Por eso el título del libro “The power of PULL” en contra del push. Y con eso llegar al “Logro”, crear esa atracción que tendrá más impacto en el tiempo.También nos comparte que, en el futuro, los líderes más exitosos serán aquellos que sepan atraer los recursos y que tengan las preguntas más inspiradoras, en lugar de tener las mejores respuestas. John sostiene que los líderes de ahora suelen buscar respuesta a todo, pero el futuro del aprendizaje va más bien, como lo hemos mencionado, a crear nuevos conocimientos, a motivar a nuestros colaboradores a casi forzar una serendipia importante, que los ayude a mejorar por sí solosY algo que me voló la cabeza y que me emociona mucho, que es el siguiente proyecto de John y nos platica de él más hacia el final del episodio es la oportunidad tecnológica de crear una verdadera plataforma de aprendizaje diferente a las que conocemos. Él dice que las plataformas que existen son aquellas donde solo se comparte un conocimiento existente (como plataformas donde se comparten textos o videos); más bien nos habla de una plataforma donde las personas podrán comunicar sus ideas más rápido para crear nuevos conocimientos, actuando juntos, encontrando formas de mejorar las acciones que tendrán más impacto en nuestro conocimiento.Esperamos que disfrutes mucho este episodio y encuentres en él información, datos, historias o hasta reflexiones que te hagan vibrar. Visítanos: https://diegolainez.com.mx/ https://daretolearn.com.mx/

We've all experienced long wait times on the phone, hoping for a solution to a problem that we have with a government agency or public service. But, according to a new report, agencies can temper some of that frustration with empathetic, interactive voice response systems. According to a Deloitte Center for Government Insights report released last week, there are ways to employ IVR in a cost effective and positive way to improve government customer service. Marc Mancher is a principal at Deloitte Consulting, where he founded and leads the federal, state, local, and higher education Contact Center business. He joined the podcast to discuss the future of government customer service contact centers.   *** Follow GovExec on Twitter! https://twitter.com/govexec  

Women are incredible, especially in tech. Gabriela Galic, Manager at Deloitte Center for Process Bionics, and Christine Hunter, VP Field Marketing at Celonis join us on the show to talk about Women in Process Mining. They tell us all about the initiative, how it came to be, as well as how it is empowering women all over the world. 

My guest on this week's Best You Podcast episode is John Hagel III. John has more than 40 years experience as a management consultant, author, speaker and entrepreneur.After recently retiring as a partner from Deloitte, McGraw Hill published his new book, The Journey Beyond Fear, that addresses the psychology of change and he is developing a series of programs to help people navigate through change at many levels. John has founded a new company, Beyond Our Edge, LLC, that works with companies and people who are seeking to anticipate the future and achieve much greater impact, focusing on business transformation.While at Deloitte, John was the founder and chairman of the Silicon Valley-based Deloitte Center for the Edge, focusing on identifying emerging business opportunities that are not yet on the CEOs agenda. Before joining Deloitte, John was an independent consultant and writer and prior to that was a principal at McKinsey & Company and a leader of their Strategy Practice as well as the founder of their E-Commerce Practice.John has served as senior vice president of strategy at Atari, Inc., and is the founder of two Silicon Valley startups. John has published 8 books, drawing on his research and experience as a management consultant and entrepreneur.Tune into the episode to learn more about how to not let fear cripple you, to take action instead of fear, how to create a personal narrative for you life that generates hope and optimism, the most important change he made in his life, and so much more!_____________________________In this episode:(These timestamps are based off of the audio only version of the episode.)5:56: How can someone apply a personal narrative to their life in a way that provides them with hope and excitement about their future?10:55: Was there an event in John's life that he saw as a threat but turned into an opportunity?12:18: Fear creates three different reactions. What are some examples of those reactions in people's lives?14:22: What does it take for somebody to not get caught up in the moment?17:56: Are there habits and/or routines that John has done over the years that have continually renewed his own personal sense of hope and his own personal narrative?20:06: What do small groups look like in John's life?21:23: Did John write the book to help people with their fear or did he do it as a way to solve his own fear?22:33: What does John think has been the most important impact reading has had on his life?25:15: What have been some of the biggest leverage points in John's life with respect to some of the habits that he has formed?26:30: What is John's message to the person who sees threats instead of opportunities in their life?29:12: What can John do to get closer to the best version of himself?_____________________________John's 3 Keys to Getting Closer to his Best Self:1. Create his learning center for based on the material in his book2. Get a personal partner in life3. Constantly be looking at the opportunities ahead____________________________Follow John on social mediaFacebook: https://www.facebook.com/johnhagelLinkedIn: https://www.linkedin.com/in/jhagel/Twitter: https://twitter.com/jhagelWebsite: https://www.johnhagel.com____________________________Check out his book, The Journey Beyond Fear, on Amazon or his website!____________________________Want to try out the 10 Week Transformation - THE premiere results oriented fitness program?Go to: https://www.nickcarrier.com/10wt to learn more and get signed up!Follow Nick on Instagram: @carrier_bestyou

These two physician leaders have successfully navigated significant career transitions, from clinical care to executive leadership.  Mike Sacopulos, the SoundPractice Podcast host, interviewed Dr. Angood and Dr. Bhatt on strategies for career transitions. In this episode, they cover how physicians can prepare for career changes, the importance of networking (and best practices to expand your network), the best advice for physicians early in their careers, and the career situations that brought Dr. Angood and Dr. Bhatt to executive leadership roles. Jay Bhatt, DO, MPH, MPA Managing Director, Deloitte Services LP, and Executive Director, Deloitte Center for Health Solutions and Deloitte Health Equity Institute.  jaybhatt@deloitte.com Peter B. Angood, MD, FRCS(C), FACS, MCCM, FAAPL(Hon) President and CEO, American Association for Physician Leadership Learn more about the American Association for Physician Leadership at www.physicianleaders.org  

These two physician leaders have successfully navigated significant career transitions, from clinical care to executive leadership.  Mike Sacopulos, the SoundPractice Podcast host, interviewed Dr. Angood and Dr. Bhatt on strategies for career transitions. In this episode, they cover how physicians can prepare for career changes, the importance of networking (and best practices to expand your network), the best advice for physicians early in their careers, and the career situations that brought Dr. Angood and Dr. Bhatt to executive leadership roles. Jay Bhatt, DO, MPH, MPAManaging Director, Deloitte Services LP, and Executive Director, Deloitte Center for Health Solutions and Deloitte Health Equity Institute.  jaybhatt@deloitte.com Peter B. Angood, MD, FRCS(C), FACS, MCCM, FAAPL(Hon)President and CEO, American Association for Physician Leadership Learn more about the American Association for Physician Leadership at www.physicianleaders.org  

The "ew & Emerging Models of Care to Address Health Equity in Medically Underserved Areas" topic was originally presented at the 2022 National Minority Quality Forum Annual Leadership Summit on Health Disparities and Health Braintrust. Listen now for a closer look at addressing existing disparities. Jay Bhatt, DO, MPH, MPA, Executive Director, Deloitte Center for Health Solutions & Deloitte Health Equity Institute Anita Burgos, PhD, Senior Health Policy Advisor Office of U.S. Representative, Robin L. Kelly (IL-02) Reed Melton, MB, Vice President of Clinical Operations Office of Clinical Affairs, Blue Cross Blue Shield Association Sashi Moodley, MD, MBA, Chief Clinical Officer, Walgreens Health Jon Regis, MD, Physician and former President of Reliance Medical Group, VillageMD Courtney Lang, JD, Founder and Principal Langco + Partners (Moderator)

The federal government is so big it's hard to get your arms around. But the Deloitte Center for Government Insights has given it a try. Its latest Government Trends for 2022 observations are worth reading. Joining me with a few of them, the center's executive director, Bill Eggers.

Ryan Gorman hosts an iHeartRadio nationwide special featuring Dr. Jay Bhatt, Executive Director of the Deloitte Center for Health Solutions and the Deloitte Health Equity Institute. Dr. Bhatt breaks down the latest phase of the pandemic. David Sharkis, Director of Operations at Children's Dyslexia Centers, also joins the show to discuss dyslexia and the resources they provide to help children overcome it.

Ryan Gorman hosts an iHeartRadio nationwide special featuring Dr. Jay Bhatt, Executive Director of the Deloitte Center for Health Solutions and the Deloitte Health Equity Institute. Dr. Bhatt breaks down the latest phase of the pandemic. David Sharkis, Director of Operations at Children's Dyslexia Centers, also joins the show to discuss dyslexia and the resources they provide to help children overcome it.  Learn more about your ad-choices at https://www.iheartpodcastnetwork.comSee omnystudio.com/listener for privacy information.

Cigna is extending its two-month free cover offer for new and existing policy holders, while paying advisers double service commissions during the campaign.Originally slated to end on December 17 2021, the offer has been extended to January 31 2022, where the new or updated contract is issued before 18 March.In keeping with its ‘Good things come in two‘ campaign, advisers will receive twice the normal service commission for two months for all new business or existing policy increases sold during the campaign period.Former Act MP Heather Roy s the new Chair of Financial Advice New Zealand. She has been contributing to the board as an independent director for one year, and was made interim chair at the organisation's 15 November 2021 AGM when Sue Brown stepped down having completing her four-year term. Roy's appointment is for three years.In a column for RiskInfoNZ Financial Advice NZ's Katrina Shanks looks back on 2021, lockdowns, social distancing and how technology has helps advisers navigate a difficult year. Read more at risk infoA report based on an insurance industry survey by the Deloitte Center for Financial Services is bullish when it comes to the sector's growth prospects for 2022 and recommends companies develop in-house talent rather than acquiring it.Most respondents to its survey cited plans to increase investment in technology and evolving talent models to build on the digital and virtual platforms that sustained their operations and maintained their engagement with customers during 2021.Southern Cross Healthcare will start fitting out its newest hospital in the north Auckland suburb of Silverdale within the next six months. The facility will be used to cater for the growing demand for care in the Hibiscus Coast and Bays areas.The hospital – on the second floor of the Silverdale Medical & Surgical building – will have three operating theatres, a 10-bed ward, and is expected to open in mid-2023. The facility will also have nine recovery chairs for day surgeries. See acast.com/privacy for privacy and opt-out information.

Even before the global pandemic struck, many organizations and their leaders were limiting themselves to a short-term view at the expense of achieving any of their long-term goals. So how do leaders move past the current and persistent short-termism that's often driven by a fear-based mindset, and instead embrace a more long-term, hopeful view for what the future might bring? That's focus of my conversation with renowned business strategist John Hagel. Over the past 40 years that John has worked in Silicon Valley, John has been a successful entrepreneur, a senior executive at Atari, the founder and leader of the Deloitte Center for the Edge, not to mention also being the co-chair of the Global Future Council on the Future of Platforms and Systems at the World Economic Forum. John's writings have been published in many respected publications, including The Economist, Fortune, Forbes, The New York Times, and the Harvard Business Review to name but a few. He's also the author of eight books, including his latest “The Journey Beyond Fear: Leverage The Three Pillars of Positivity To Build Your Success”*, which I sit down with John to speak about in this episode. Over the course of this episode, John and I speak about: Why the personal narrative we create for ourselves about what we want to achieve needs to have an outward focus on what matters to those around us.How an institution's narrative is different from its stated purpose, and how leaders can go about creating one.The kind of passion leaders should be encouraging to drive success.Why we need to rethink our understanding and approach to learning if we are to fuel innovation and growth. It's a thought-provoking conversation with someone who's been on the forefront of looking ahead at what the future might bring, so I hope you'll check this episode out. And as always, if you enjoyed this or past episodes and you haven't already done so, I'd like to ask you a favour in rating and reviewing my leadership podcast on your favourite streaming service. https://open.spotify.com/episode/4gqBjfVDr5iumPuxPlDSxg Noteworthy links: Buy John's book "The Journey Beyond Fear" on Amazon.*Learn more about John's work: johnhagel.com. *sponsored link that helps to support this podcast. As an Amazon Associate I earn from qualifying purchases.

Even before the global pandemic struck, many organizations and their leaders were limiting themselves to a short-term view at the expense of achieving any of their long-term goals. So how do leaders move past the current and persistent short-termism that's often driven by a fear-based mindset, and instead embrace a more long-term, hopeful view for what the future might bring? That's focus of my conversation with renowned business strategist John Hagel. Over the past 40 years that John has worked in Silicon Valley, John has been a successful entrepreneur, a senior executive at Atari, the founder and leader of the Deloitte Center for the Edge, not to mention also being the co-chair of the Global Future Council on the Future of Platforms and Systems at the World Economic Forum. John's writings have been published in many respected publications, including The Economist, Fortune, Forbes, The New York Times, and the Harvard Business Review to name but a few. He's also the author of eight books, including his latest “The Journey Beyond Fear: Leverage The Three Pillars of Positivity To Build Your Success”*, which I sit down with John to speak about in this episode. Over the course of this episode, John and I speak about: Why the personal narrative we create for ourselves about what we want to achieve needs to have an outward focus on what matters to those around us.How an institution's narrative is different from its stated purpose, and how leaders can go about creating one.The kind of passion leaders should be encouraging to drive success.Why we need to rethink our understanding and approach to learning if we are to fuel innovation and growth. It's a thought-provoking conversation with someone who's been on the forefront of looking ahead at what the future might bring, so I hope you'll check this episode out. And as always, if you enjoyed this or past episodes and you haven't already done so, I'd like to ask you a favour in rating and reviewing my leadership podcast on your favourite streaming service. Noteworthy links: Buy John's book "The Journey Beyond Fear" on Amazon.*Learn more about John's work: johnhagel.com. *sponsored link that helps to support this podcast. As an Amazon Associate I earn from qualifying purchases.

After 40 years in Silicon Valley writing and consulting on innovation and technology, John Hagel's 8thundertakes the most dominant emotion on the planet in his book Journey Beyond Fear. Learn how senior living operators can tap into endless opportunities by pushing past the limitations of fear to change and innovate. About John John is a management consultant, entrepreneur, speaker, and author. He is driven by a desire to help individuals and institutions around the world increase their impact in a rapidly changing world. After recently retiring from Deloitte as a partner, he founded a new company, Beyond Our Edge, LLC, that works with companies and people who are seeking to anticipate the future and magnify their impact. While at Deloitte, John was the founder and chairman of the Silicon Valley-based Deloitte Center for the Edge, focusing on identifying emerging business opportunities that are not yet on the CEO's agenda. Before joining Deloitte, John was an independent consultant and writer and prior to that was a principal at McKinsey & Company and a leader of their Strategy Practice as well as the founder of their E-Commerce Practice. John has served as senior vice president of strategy at Atari, Inc., and is the founder of two Silicon Valley startups. John is also a faculty member at Singularity University where he gives frequent talks on the mounting performance pressure created by digital technology and promising approaches to help traditional companies make the transition from a linear to an exponential world. He is also on the Board of Trustees at the Santa Fe Institute, an organization that conducts leading edge research on complex adaptive systems. He has also led a number of initiatives regarding business transformation with the World Economic Forum. Key Takeaways The emotion of fear is completely understandable given the paradox of the Big Shift. Exponentially expanding opportunity creates mounting performance pressure as it intensifies competition and accelerates the pace of change. The three pillars of overcoming fear are narrative, passion, and platforms: Stories and narratives are different. Stories are self-contained, have a beginning, middle and end, and are not about you. A narrative is open-ended; there is no resolution. A personal narrative is a catalyst in the journey beyond fear. Passion is a common element in extreme performance improvement—The Passion of The Explorer is fuel. Learning platforms require action and people acting together. Hagel's “zoom in zoom out” approach overcomes fear by focusing on short-term action that accelerates movement for longer-term opportunity. Find an edge to your existing business rather than changing the existing core and scale to the point where it could become the new core of your business. Moving beyond the limitations of fear is less about strategy and more about psychology because the “antibodies” that exists in large institutions are resistant to change. There is an opportunity for senior living operators to become trusted advisors. Greater value leads to greater access.

Jay is once again traveling this week so we are joined by Professor Karen Woody as special guest co-host. I know you will enjoy her comments on this special Focus on the SEC edition. Stories 1.     Coinbase v. the SEC. Andrew Ross Sorkin previews in NYT Dealbook. Francine McKenna takes a deep dive in The Dig (sub req'd) Gary Gensler testifies before Congress, Paul Keiran in the WSJ. 2.     Why compliance should lead ESG. Kyle Brasseur  in Compliance Week (sub req'd) 3.     Another cheating scandal at KPMG. Matt Kelly on Radical Compliance. Leadership 4.     Leadership lessons from the fall of Kabul. Sandra Erez in CCI. 5.     What are the Big 3 issues from this year's proxy season? Eric Knox, Sehrish Siddiqui and David Venturella in CCI. 6.     How large a problem is corporate recidivism? Dick Cassin in the FCPA Blog. 7.     The Great Resignation and meaningful work. Brett Beasley in Notre Dame's Deloitte Center for Ethical Leadership. 8.     Boeing safety woes hit the Boardroom. Wachtel Lipton lawyers in Harvard Law School Forum on Corporate Governance. 9.     On the intersection of culture and corporation reputation. Mike Volkov in Corruption Crime and Compliance. 10.  Learned Hand on leadership and humility. Jeff Kaplan in the Conflict of Interests blog. Podcasts and Events 11.  CCI surveying stress in compliance. Henry Kronk in CCI. Take the survey here 12.  On Innovation in Compliance, Tom has run a 6-part special podcast series on Looking Back on 9/11, sponsored by Affiliated Monitors. In this series he will visit with professionals from a variety of compliance perspectives who will discuss how 9/11 changed our profession, including three who were in NYC during the attacks. Hear thoughts and reflections from Gabe Hidalgo, Juan Zarate, Alex Dill, Eric Feldman, Scott Moritz and John Lee Dumas. 13.  Are you exasperated? Then check out the latest offering from the Compliance Podcast Network, F*ing Argentina. In this podcast series co-hosts Tom Fox and Gregg Greenberg, author of F* Argentina explore the current American psyche of being overworked, over leveraged, overtired and overwhelmed. Find out about modern America's exasperation with well…exasperation. In Episode 1, the dreaded Parent Meeting night at your child's elementary school. 14.  Ethisphere's World Most Ethical Company awards for 2022 are open for submission. For more information on the Application Process, click here. 15.  Breaking News features The Compliance Handbook, 2nd edition. Check out the Breaking News feature here. Purchase The Compliance Handbook, 2nd edition here. Tom Fox is the Voice of Compliance and can be reached at tfox@tfoxlaw.com. Learn more about your ad choices. Visit megaphone.fm/adchoices

Eric Pillmore is a finance and corporate governance leader and the General Partner of Amore Limited Partnerships. He is also a board member for several companies and nonprofits, including Vectrus, a leading provider of global service solutions. Before this, Eric was the Senior Advisor for the Deloitte Center for Corporate Governance. Throughout his career, Eric has held executive finance and corporate governance roles for companies such as Tyco International, General Electric, and General Instrument. He also served as a US Navy officer and as an auditor with the Naval Audit Service in Washington, DC. In this episode… The most accomplished leaders are focused on thoughtfulness, creativity, and innovation. For Eric Pillmore, these values helped him adapt to different environments, learn from past mistakes, and transform the companies he worked with. So, how did he do it, and what steps can you take to find the same success? Before getting into corporate governance, Eric began his career as a US Navy officer, where he managed a large group of people at a young age. In that position, Eric received some negative feedback about his harsh deadlines and assignments — and he quickly turned his leadership style around. Now, Eric is here to share his key strategies for becoming an effective leader, from focusing on clarity to building trust. In this week's episode of Level Up, Nick Araco sits down with Eric Pillmore, General Partner of Amore Limited Partnerships, to talk about shaping a great leadership style. Eric shares the lessons he learned from his former roles, the key traits that every leader should possess, and his tips for effectively managing your team — even in times of change. Stay tuned for more!

When COVID-19 hit, the banking industry was caught off-guard, needing to provide financial services without physical structures, deliver relief to consumers and small businesses in ways never imagined, accelerate digital transformation and innovation efforts, and perform all of these in a remote work environment. With the pandemic crisis mode mostly in the rearview mirror, financial institutions are determining the next best action – placing their bets for the future. Some are doubling down on investments in data, analytics, advanced technology and the reskilling of workforces. Others are delaying or cancelling projects, focusing mostly on improving digital maturity and efficiency. We are joined today by Jim Eckenrode, managing director of the Deloitte Center for Financial Services. On the show, Jim discusses how the financial services industry adjusted to the impact of the pandemic, and what the outlook for the industry will be in 2021 and beyond.

At times, the process boards use to actively recruit and add new directors to their team can be confusing. It’s critical to understand the recruiting landscape while working to land a board seat but it can be difficult to answer these questions on our own. We’ve heard from countless experts on what to expect upon landing your first role, but today we focus more on how to get ourselves there. In an effort to familiarize ourselves with the board director search, we welcome Nicole Sandford to the show. Nicole spent nearly 30 years at Deloitte building the Deloitte Center for Corporate Governance, working with boards and senior executives to improve the form and function of corporate governance. She then moved on to the Ellig Group Inc. where she leads searches and advisory projects for Ellig's board clients. In today’s episode, Nicole provides valuable background and insight to the board director search industry. She speaks about her innovative methods on managing legal and regulatory compliance risk across the entire enterprise. Please join us today as we address all of these questions surrounding the director search on this episode of Boardroom Bound. Click here to listen now!    Subscribe & Review in iTunes Are you subscribed to my podcast? If you’re not, I want to encourage you to do that today. I don’t want you to miss an episode. I’m adding bonus episodes to the mix and if you’re not subscribed there’s a good chance you’ll miss out on those. Click here to subscribe in iTunes! Liked this episode? I would be really grateful if you'd take 30 seconds to leave an honest review in iTunes. Those reviews help other people find my podcast and they’re also fun for me to go in and read. Plus, I love to give shoutouts on the show to everyone who submits a review. Just click here to review, tap “Reviews” and “Write a Review” and let me know what your favorite part of the podcast is.  Let's Get Social!  I absolutely love connecting with listeners on social media. I'm most active on LinkedIn. (And yes, I do personally post and respond to my accounts!) This is a great way to hear my latest thinking, get the inside track on new products, and occasionally see a picture of my adorable toddler. 

We are speaking with John Hagel, who has been working with the most successful companies in Silicon Valley for 40 years (also a startup founder of his own). John is the author of several books — including The Power of Pull he co-chairs Deloitte Center for the Edge, which is a Silicon Valley research center. In this episode, John joins Ben Robinson for a very comprehensive discussion on the zoom in — zoom out approach to strategy; why the advertise-based business model is unsustainable and the alternative; how customers’ reluctance to accept mass-market products will drive the fragmentation of product and service-based businesses; why learning in the form of sharing existing knowledge is not where the greatest value is; why John is optimistic about the gig economy — and more.

Boardroom Innovation – Making sense of the changing global business landscape ‍ Join Dean DeBiase and Silicon Valley veteran, author and co-chairman of Deloitte's Center for the Edge, John Hagel, as they explore emerging business opportunities that are not on enough CEO agendas... and also discuss John's provocative book, The Power of Pull. --- Send in a voice message: https://anchor.fm/rebootchronicles/message

Der Brexit ist einer von vielen globalen Unsicherheitsfaktoren und ein nur schwer greifbares Risiko. Florian Klein vom Deloitte Center for the Long View legt im „3 Fragen an den Brexit“ Podcast Möglichkeiten der strategischen Planung in Zeiten hoher Unsicherheit dar. Der Leiter des globalen Netzwerks von Szenario Planern bei Deloitte spricht über sektorspezifische und allgemeine Auswirkungen des Brexit für Deutschland und die Europäische Union. Wie Szenarioplanung die strategische Kultur von Unternehmen verändern kann, erfahren Sie hier.

This week's podcast is with Andrew Slaughter, the Executive Director of Deloitte Center for Energy Solutions in Houston, the Energy Capital of the World. I first met Andrew several years ago and was delighted to continue our conversation in his adopted hometown of Houston.

Elena Lipson- Elena Lipson has more than 15 years of healthcare consulting experience, serving federal and commercial clients and mentoring emerging companies. She is a Principal and Founder of Mosaic Growth Partners, a consulting firm based in Washington, D.C., that helps organizations and entrepreneurs in the healthcare and aging industries with business growth strategy consulting. The firm offers market intelligence and growth strategy services, as well as personalized training and workshops and individual and group coaching programs. Prior to founding Mosaic Growth Partners, Elena led AARP Services' business development efforts in health and caregiving. At AARP, Elena was responsible for securing strategic partnerships, developing new business models and serving as an innovation champion. In this role, she built deep market knowledge and a strong industry network by working with hundreds of emerging and established companies. Elena also spent nearly 10 years as a management consultant, primarily with Deloitte Consulting, where she led strategy, human capital and technology engagements for federal health clients and the Deloitte Center for Health Solutions. She also led sales and capture strategy, teaming, strategic business development and client excellence for the Department of Defense Military Health System account. Elena is a Project Management Professional and a certified Agile Scrum Master. She graduated with a Master of Public Policy from American University and a B.A. in Political Science with High Honors from the University of Michigan.   Listen to another #12minconvo 

The oil and gas industry saw a steady decline in deal activity over the course of 2017. Will this trend continue in the year ahead? In this episode, Andrew Slaughter, executive director of the Deloitte Center for Energy Solutions, and Ray Ballotta, Oil & Gas M&A industry leader, take a look at how oil prices and other factors could impact the level of deal activity in the industry. “If we continue to see upward momentum in pricing, that is certainly a positive sign for M&A activity as we head into 2018.”

The oil and gas industry saw a steady decline in deal activity over the course of 2017. Will this trend continue in the year ahead? In this episode, Andrew Slaughter, executive director of the Deloitte Center for Energy Solutions, and Ray Ballotta, Oil & Gas M&A industry leader, take a look at how oil prices and other factors could impact the level of deal activity in the industry. “If we continue to see upward momentum in pricing, that is certainly a positive sign for M&A activity as we head into 2018.”

On this week's Byte: Guests: Dr Steffen Walz, director of RMIT's Games and Experimental Entertainment Laboratory (GEELab) joins us in studio to discuss his new book, The Gameful World, the gamification of everyday life, and his talk and workshop next Thursday for the Deloitte Center for the Edge. News in Brief: Netflix in Australia has launched! But will it offer enough for people using VPN services to switch? India has struck down a controversial internet censorship law, after first being challenged in 2012. The transport industry is reacting to Uber in NSW, with complaints that it's anti-competetive. News in Depth: Keren's returned to us briefly after establishing a life in Vietnam. She fills us in on the tech scene over there, and the benefits of working in a tech industry that is in the process of taking off. Events and Opportunities: Freeplay is turning 10 years old this year! It's on April 10 to April 19, but if you want to get involved, the Freeplay Fete is looking for stall holders to displaying their creations - Saturday April 18, 10am-6pm, or you can present at the festival's Unconference. Startup Weekend is a global active movement of grassroots entrepreneurs, and is happenening this weekend, March 27-29. Plenty of stuff going on! Startup Week, run by Startup Victoria, is on from March 27 -April 2. Social Melbourne meet at Plantation Coffee, Shop 253 (Level 2) at Melbourne Central at 8am every Friday to discuss working for Social Media and the web. Presented by Warren Davies, Keren Flavell and Maize WallinKeep up with all things Byte on Twitter, Facebook, and G+ - see you next week!

Participants of the 2013 Global Peter Drucker Forum discuss “Managing Complexity.” Guests include: John Hagel III, co-chair of the Deloitte Center for the Edge; innovation, media and business expert, Don Tapscott; and Tim Brown, president and CEO of the global design consultancy IDEO.

Episode 0x17-- Turkey Time We're going to try to keep this one relatively short. Seriously. Of course, it's a day late because I did a boo boo on the recording. Don't ask. Upcoming over the next hour... Lots of News Breaches SCADAs DERPs!!! and then our discussion topic-- And if you've got commentary, please sent it tomailbag@liquidmatrix.org for us to check out. DISCLAIMER: It's not that explicit, but you may want to use headphones if you're at work. ADDITIONAL DISCLAIMER: In case it is unclear, this is the story of 4 opinionated infosec pros who have sufficient opinions of their own they don't need to speak for anyone except themselves. Ok? Good. In this episode: News Hack any skype account in 6 easy steps FACEBOOK SSL FOR EVERYONE Linux rootkit doing iFrame injections  [Full Disclosure]  [CrowdStrike] Dissecting a Facebook Scam Telstra - still can't get security right Killing 4G networks with a suitcase radio thingy Wikid Publishes free eGuide on adding 2factor Web Engineer's Online Toolbox Breaches - The never ending never ending story... FreeBSD intruded upon Skype Adobe NASA - good at going to Mars, not so much at keeping laptops safe Health facilities in Mass and RI lose tapes The SCADAs (WARNING: PDF) From Luigi Auriemma - ABB has problems that look like CoDeSys Obama signs secret directive to help thwart cyberattacks Errata / DERP of the week award United States on Brink of Major Cyber Attack, Industry Executive Predicts  Deloitte Center for Cyber Innovation Mailbag / Bizarro Land RE: Canadian Satellites Hey guys. Thanks for the shout-out in Episode 14 regarding the Diginotar report. Unfortunately I'm going to have to award you guys a mini-derp award for your comments that same episode on the story about the Canadian Navy buying satellite services from Inmarsat as satellites just happen to be my area of expertise. Yes, Canada does have its own communications satellites. They are managed by a company called Telesat. However, they are not of use to the Canadian Navy because they are located in the wrong place, operate on the wrong frequencies, and provide the wrong types of services for what the Navy needs. Communications satellites of this type operate in the geostationary belt (GEO), an orbit around the Equator 36,000 km above the Earth. The radio spectrum in this orbit is pretty congested, so early on international regulation of the satellites in this orbit and the spectrum they use was given to an organization called the ITU. Countries apply to the ITU for specific orbital slots and frequencies in the GEO belt and then license those to their companies. Canada has slots over North America and associated frequencies that are used by Telesat for what's called Fixed Satellite Services (FSS) - mainly broadcast TV and a host of communications services to remote communities in northern Canada. But these frequencies and antenna patterns are not what's used for mobile communications, nor does Canada have any satellite slots in other locations to provide global coverage which is kinda important for ships. Inmarsat on the other hand has the slots and frequency allocations to specialize in Mobile Satellite Services (MSS). They have a fleet of satellites located at various points around the Equator to give global coverage and the types of frequencies and coverage to provide mobile services to ships. Pretty much if you're operating a ship you're going to buy services from Inmarsat. More: Telesat and Inmarsat Brian W. Skyrim Jokes Hey guys, I don't have any Skyrim jokes but do have an odd anecdote for you. While playing Skyrim and listening to the LSD, I've found that I _have_ to turn off the xbox kinect controls or else bad things happen. Apparently Matt's voice is finely tuned as a Weirding Word. I'll be merrily bopping around a character in a dungeon of some type when, all of a sudden, a dragon shout get kicked off and kills all attempts at stealth that I've been trying to muster. It's only Matt's voice that kicks off the shouts. Take that for what you will. John D. Fus Roh Dah! Wrong questions being asked about security involvement in PMO/SDLC work Hey guys, I'm listening to 0x15 and a question made in there really got in between my teeth. "Does making security part of the SDLC make the software more secure?" is the wrong question to be asking. Whether or not having risk evaluations or threat modeling part of the SDLC should be a concern but not the approach I've found work when I've introduced it into the SDLCs of which I've been involved. Let's break out of our security cliques for a moment and realize that ultimately many of use tell ourselves that what we do matters in order to justify the dissonance we have in our brains for putting up with the crap we do because we actually enjoy what we do, for the most part. By and large, we're not altruists. Having the guts to come out and say "Yeah, I know what I do for an organization rarely makes the world a better place, but gosh darn it I like/love what I do." can go a long way to asking the right questions to keep ourselves employed and pertinent to the business that pays us to do cool things. Once you get out of the "what I do is important, dammit" mindset, asking the following question better serves us as a whole. Does making security part of the SDLC/project/product make the business more money or save the business more money had it not been part of the SDLC/project/product as much as we're pushing? If you can justify the change, you can be relatively assured that someone in charge of playing with the moneys with listen. Phrasing the question that way also lends to promoting the idea to the money people that what they do is ultimately important and feeds their own dissonance hating mechanisms. John D. P.S. This approach has also saved me from the dreaded infosec burnout. In Closing Movie Review Matt saw Twilight - point and laugh! We do research too - Ben's running a survey and will publish results. Check it out! The Security Conference Library If you're interested in helping out with openCERT.ca, drop a line to info@openCERT.ca Contribute to the Strategic Defense Execution Standard (#SDES) and you'll be Doing Infosec Right in no time. Upcoming Appearances: James at SecurityZone in Cali, Colombia Signing up for a SANS course? Be sure to use the code "Liquidmatrix_150" and save $150 off the course fee! Seacrest Says: "go do bad bad things to a turkey" Creative Commons license: BY-NC-SA

Our guest will John Seely Brown, co-author of A New Culture of Learning: Cultivating the Imagination for a World of Constant Change. We'll explore the role of creativity and imagination in change, learning, work and innovation, as well as the importance of play. John is a visiting scholar at the University of Southern California and the independent co-chairman of the Deloitte Center for the Edge. He is the author of The Power of Pull and The Social Life of Information. Previously, John was the chief scientist of Xerox and director of Xerox's Palo Alto Research Center (PARC).

What can extreme surfing and World of Warcraft teach the enterprise? Independent Co-Chairman of the Deloitte Center for the Edge and former Xerox PARC Chief Scientist John Seely Brown holds them as examples of the power of frequent benchmarking and full industry info-share. He also uses them to show how the core ecosystem can be made stronger by sharing knowledge gathered from learning on the edge. In addition, Seely Brown touches upon his theory of a monumental economic shift from a push to a pull economy as outlaid in his 2010 book, The Power of Pull: How Small Moves, Smartly Made, Can Set Big Things in Motion.

What can extreme surfing and World of Warcraft teach the enterprise? Independent Co-Chairman of the Deloitte Center for the Edge and former Xerox PARC Chief Scientist John Seely Brown holds them as examples of the power of frequent benchmarking and full industry info-share. He also uses them to show how the core ecosystem can be made stronger by sharing knowledge gathered from learning on the edge. In addition, Seely Brown touches upon his theory of a monumental economic shift from a push to a pull economy as outlaid in his 2010 book, The Power of Pull: How Small Moves, Smartly Made, Can Set Big Things in Motion.

What can extreme surfing and World of Warcraft teach the enterprise? Independent Co-Chairman of the Deloitte Center for the Edge and former Xerox PARC Chief Scientist John Seely Brown holds them as examples of the power of frequent benchmarking and full industry info-share. He also uses them to show how the core ecosystem can be made stronger by sharing knowledge gathered from learning on the edge. In addition, Seely Brown touches upon his theory of a monumental economic shift from a push to a pull economy as outlaid in his 2010 book, The Power of Pull: How Small Moves, Smartly Made, Can Set Big Things in Motion.

Early and costly proposals for healthcare reform are creating clouds of uncertainty on the healthcare horizon, providing scant relief for organizations stymied by the economy, patient safety issues and internal budget restraints, observes Paul Keckley, Ph.D, executive director of the Deloitte Center for Health Solutions. As he prepares a mid-year review of financial and legislative trends shaping the healthcare industry, Keckley anticipates a slow and bumpy road to EHR adoption and defines the three key elements of the platform for a new generation of care-giving and care consumption at a community level. Keckley examined how the industry is faring in 2009, including the impact of stimulus funding on the industry, the potential and expected shape for reform and other industry trends during the June 25, 2009 webinar, Healthcare Trends in 2009: A Mid-Year Financial and Legislative Update.

Guest: Nancy H. Nielsen, MD, PhD The first of two programs consisting of excerpts of a panel discussion examining the issues surrounding healthcare coverage for millions of uninsured Americans. The panel was presented by U.S. News and World Report's National Issues Briefing, in association with the American Medical Association. Panelists include Senator Max Baucus (D-MT), Senate Finance Committee Chairman; Mary R. Grealy, president of the Healthcare Leadership Council; and Paul H. Keckley, PhD, executive director of the Deloitte Center for Health Solutions. Brian Kelly, editor, U.S. News and World Report, moderates. The panel was introduced by Nancy H. Nielsen, MD, PhD, president of the American Medical Association. Given latest U.S. Census profiles of uninsured Americans, and the obstacles to retaining coverage, including evolving private sector and employee work patterns and gaps in existing health care plans, panelists debate possible solutions -- from group coverage to state and federal benefits plans -- as well as current and emerging solutions from within the Administration and Congress, the presidential candidates, and other experts. The panel was recorded on September 23, 2008, at the National Press Club in Washington, D.C.

Guest: Nancy H. Nielsen, MD, PhD The second of two programs consisting of excerpts of a panel discussion examining the issues surrounding healthcare coverage for millions of uninsured Americans. The panel was presented by U.S. News and World Report's National Issues Briefing, in association with the American Medical Association. Panelists include Senator Max Baucus (D-MT), Senate Finance Committee Chairman; Mary R. Grealy, president of the Healthcare Leadership Council; and Paul H. Keckley, PhD, executive director of the Deloitte Center for Health Solutions. Brian Kelly, editor, U.S. News and World Report, moderates. The panel was introduced by Nancy H. Nielsen, MD, PhD, president of the American Medical Association. Given latest U.S. Census profiles of uninsured Americans, and the obstacles to retaining coverage, including evolving private sector and employee work patterns and gaps in existing health care plans, panelists debate possible solutions -- from group coverage to state and federal benefits plans -- as well as current and emerging solutions from within the Administration and Congress, the presidential candidates, and other experts. The panel was recorded on September 23, 2008, at the National Press Club in Washington, D.C.