Podcasts about harvard business school hbs

This week on The UpLevel Podcast, we sit down with Sharon Joseph, a dynamic leader in the tech industry and the CEO and founder of CrewAsis.ai. This marketing intelligence platform uses AI and data science to help consumer brands grow sales and market share. With over 25 years of experience at Fortune 500 companies like Google, GSK, PepsiCo, and Kraft Foods. Sharon's leadership journey is packed with wisdom on navigating change, innovation, and building strong teams. Join us for an empowering conversation that will challenge your ideas on leadership, AI, and navigating crisis, chaos, and change.In This Episode:Discover how Sharon became a change agent while staying grounded in her leadership and hear how she balances driving transformation with maintaining core values and creating stability for her team amidst rapid industry changes.Discover how Sharon pivoted from working in analytics for craft alcohol to founding Crewasis—a marketing intelligence platform that provides consumer insights using AI, launched during the height of the pandemic.Learn how Crewasis is revolutionizing the marketing world by combining data science with AI to uncover market trends and insights.Sharon shares how her involvement with Harvard Business School aided her company's digital transformation.Sharon opens up about the challenges she faced as a female leader in a male-dominated industry and how she proved her credibility through her achievements, including joining Techstars.Sharon explores how AI can be used to enhance leadership and help companies navigate through chaotic times, making better decisions while driving innovation.Sharon discusses fostering a culture of responsibility, reciprocity, and strong relationships to create a positive and supportive environment at Crewasis.About Sharon:Sharon Joseph is the CEO and Founder of CREWASIS.AI, a marketing intelligence platform that grows sales and market share for consumer brands using AI and data science. The platform uses publicly available data to uncover insights and trends.She works with companies like Haleon, Reckitt, Nike, and more. Sharon has 25 years of experience as a Fortune 500 executive in marketing and sales at companies like GSK, Kraft Foods, PepsiCo, Newell Rubbermaid, and Reckitt. She is a Harvard Business School (HBS) alumnus and currently conducts research in Martech and AI with HBS. Sharon lives in Brooklyn, NY.Website: https://crewasis.ai/LinkedIn: linkedin.com/in/sharonemilyjoseph

Perhaps more than any MBA acceptance pair, many applicants dream of being admitted to both the Stanford Graduate School of Business (the GSB) and Harvard Business School (HBS). In this three-part series, two GSB + HBS dual admits -- host Chandler and SBC consultant Dawn -- sit down for a series of VERY candid conversations about gaining admission to these two schools.  In the first segment, our hosts start by sharing some important context for how this podcast should be used (and how it shouldn't). Afterwards they share their personal takes on what types of students tend thrive in each environment. In the second segment, our host are more data driven, with Dawn and Chandler reviewing successful applicant profiles from each school. In this final third segment, Dawn dives deep into what some call the "unicorn" of the MBA applicant world... those applicants who are fortunate enough to earn admission to both programs.    This episode is a must-listen for any applicant applying to either of these schools.

Perhaps more than any MBA acceptance pair, many applicants dream of being admitted to both the Stanford Graduate School of Business (the GSB) and Harvard Business School (HBS). In this three-part series, two GSB + HBS dual admits -- host Chandler and SBC consultant Dawn -- sit down for a series of VERY candid conversations about gaining admission to these two schools.    In last week's segment, Chandler and Dawn start by sharing some important context for how this podcast should be used (and how it shouldn't). Afterwards they share their personal takes on what types of students tend thrive in each environment.  This segment--part two in the series--is more data driven, with Dawn and Chandler reviewing successful applicant profiles from each school. In the third and final episode of this series, Dawn will dive deep into what some call the "unicorn" of the MBA applicant world... those applicants who are fortunate enough to earn admission to both programs.    This episode is a must-listen for any applicant applying to either of these schools.   

Perhaps more than any MBA acceptance pair, many applicants dream of being admitted to both the Stanford Graduate School of Business (the GSB) and Harvard Business School (HBS). In this three-part series, two GSB + HBS dual admits -- host Chandler and SBC consultant Dawn -- sit down for a series of VERY candid conversations about gaining admission to these two schools.    In part one, Chandler and Dawn start by sharing some important context for how this podcast should be used -- and how it shouldn't. To that end, will listening to this podcast ensure that you get into both of these schools? No. But we can assure you that listening to this podcast will help you think about how you as a unique applicant can apply most thoughtfully to each of these schools... potentially increasing your chances of admission significantly.  In part one Dawn and Chandler also share their personal opinions about what type of students flourish in these somewhat different MBA environments. This episode is full of behind-the-scenes information based on the speakers' unique experiences as well as information they've each gathered over decades of working with applicants applying to both schools.    Part two of this series (episode 212) will be more data driven, with Dawn and Chandler reviewing successful applicant profiles from each school. In the third and final episode of this series (episode 213), Dawn will dive deep into what some call the "unicorn" of the MBA applicant world... those applicants who are fortunate enough to earn admission to both programs.    This episode is a must-listen for any applicant applying to either of these schools.       

www.CPOPLAYBOOK.comEpisode TranscriptAboutJoin us for leadership and thought-provoking insights' on the CPO PLAYBOOK podcast. In this episode, we reflect on the most impactful moments from engaging conversations with top HR leaders, influential thinkers, and accomplished executives. From exploring the dynamic role of Chief People Officers to advocating for Diversity, Equity, and Inclusion (DEI), our guests, including luminaries like Colleen McCreary from Credit Karma, Dr. Todd Kashdan from George Mason University, Ann Le Cam of Walt Disney, Stephan Le Cam, President of Logoden Advising, share invaluable wisdom, and Hugo Veiga and Diego Machado from AKQA.*Colleen McCrearyColleen McCreary, the latest addition to Ribbit Capital's team, brings a wealth of experience as the former Chief People Officer of Credit Karma. With a remarkable career spanning over 15 years, Colleen has held executive positions in renowned tech companies like Microsoft and Zynga, where she played pivotal roles in their growth and success.Todd KashdanAwarded the 2013 Distinguished Early Career Researcher Award by the American Psychological Association, Todd Kashdan is among the world's top experts on the psychology of well-being, psychological strengths, mental agility, and social relationships. His research has been featured in hundreds of media outlets, including multiple articles in Harvard Business Review, The New York Times, Fast Company, and Forbes.Ann LeCamCurrently, Ann is an Executive Fellow at the Harvard Business School (HBS), focused on designing experimental and interactive learning programs to better prepare leaders for the complexity and speed of the digital era and to instill the right mindsets and behaviors to thrive in the current business world. Currently Ann also serves as Wētā Digital's SVP, Global Talent and Animation Production. Prior to this, Ann was the SVP of Production, Talent and Studio Planning at Walt Disney Animation Studios in Los Angeles.Stephan LeCamStephan is an entrepreneur. Following a 20 year career in investment banking, he incorporated Logoden International Advising with the goal of providing structuring solutions for Infrastructure and Mining related projects, as well as servicing Governments, Agencies and Financial Investment Companies across various regions of the globe. Stéphan is a graduate of ISG Business school in France and Harvard University Management Development Program.*Be a guest on the showAll media inquiries: media@cpoplaybook.com

Michael Toffel, Senator John Heinz Professor of Environmental Management and Professor of Business Administration at Harvard Business School (HBS), discusses the many ways in which business and governments can and are working together to address climate change in the latest episode of “Environmental Insights: Discussions on Policy and Practice from the Harvard Environmental Economics Program.” The podcast is produced by the Harvard Environmental Economics Program. Read a transcript of the interview: https://www.belfercenter.org/sites/default/files/files/publication/michael-toffel-podcast-transcript.pdf

99% of business media stories on startups are essentially PR for the startup itself. This makes these stories a one-sided source of information on what it's like to operate and grow a startup. While there are more and more discussions of mistakes, basically no one at Inc or Entrepreneur or anywhere else really will ever greenlight a debate on this or that failed startup unless, like Theranos, it ended in some massive ethical scandal. Failure is depressing, they say. Not me.I'm honored to bring you a past podcast, the second part in a two-part interview with Professor Tom Eisenmann of the Harvard Business School (HBS). He and I chat about themes from his new book Why Startups Fail and how these patterns play out in the world of consumer packaged goods (CPG). In the second part of our interview, we discuss more advanced themes in failure:  the Speed Trap, Help Wanted, and the challenges of staffing up quicklySince joining the HBS faculty in 1997, Tom has led The Entrepreneurial Manager, an introductory course taught to all first-year MBAs, and launched fourteen electives on all aspects of entrepreneurship, including one on startup failure. Eisenmann has authored more than one hundred HBS case studies, and his writing has appeared in The Wall Street Journal, Harvard Business Review, and Forbes.Your Host: Dr. James F. Richardson of Premium Growth Solutions, LLC www.premiumgrowthsolutions.com Please send feedback on this or other episodes to: admin@premiumgrowthsolutions.com

99% of business media stories on startups are essentially PR for the startup itself. This makes these stories a one-sided source of information on what it's like to operate and grow a startup. While there are more and more discussions of mistakes, basically no one at Inc or Entrepreneur or anywhere else really will ever greenlight a debate on this or that failed startup unless, like Theranos, it ended in some massive ethical scandal. Failure is depressing, they say. Not me. I'm honored to bring you a past episode, the first in a two-part interview with Professor Tom Eisenmann of the Harvard Business School (HBS). He and I chat about themes from his new book Why Startups Fail and how these patterns play out in the world of consumer packaged goods (CPG). In this episode, we discuss what to do when you have little business training, how unit economics evolve differently in CPG vs. tech startups, and how to prevent False Positives by doing just the right pre-revenue research.Since joining the HBS faculty in 1997, Tom has led The Entrepreneurial Manager, an introductory course taught to all first-year MBAs, and launched fourteen electives on all aspects of entrepreneurship, including one on startup failure. Eisenmann has authored more than one hundred HBS case studies, and his writing has appeared in The Wall Street Journal, Harvard Business Review, and Forbes.Your Host: Dr. James F. Richardson of Premium Growth Solutions, LLC www.premiumgrowthsolutions.com Please send feedback on this or other episodes to: admin@premiumgrowthsolutions.com

www.CPOplaybook.comEpisode Transcript*Ann Le Cam, an executive fellow at Harvard Business School, and Former Disney Executive shares her insights and experiences in driving cultural transformation within organizations. They discuss the challenges organizations face when trying to transform their culture, such as resistance from employees and the need for strong leadership. Ann highlights the importance of trust and building relationships with key stakeholders, including leaders at all levels. *Ann LeCamCurrently, Ann is an Executive Fellow at the Harvard Business School (HBS), focused on designing experimental and interactive learning programs to better prepare leaders for the complexity and speed of the digital era and to instill the right mindsets and behaviors to thrive in the current business world.In this role, Ann brings three decades of senior leadership experience focused on creative talent and designing the most effective, innovative environments for them. As a business and talent leader in multinational environments she has built a reputation for innovative strategic thinking and transformational leadership.Currently Ann also serves as Wētā Digital's SVP, Global Talent and Animation Production. In this role, she oversees all talent related aspects of Wētā Digital's studio in Wellington (New Zealand) and supports the global expansion of the company into original content and animation. Prior to this, Ann was the SVP of Production, Talent and Studio Planning at Walt Disney Animation Studios in Los Angeles (California), reporting directly to the president, Ed Catmull. In this highly creative environment, she designed organizational structures, compensation strategies and initiatives that helped drive the people strategy, while supporting continued business growth and innovation.In 2018, Ann became a member of the Academy of Motion Picture Arts and Sciences and she served for several years on the Advisory Board of Women in Animation, a non-profit organization striving to improve the representation and career opportunities for women in the animation industry.Ann holds a Masters Degree in Law from the University of Antwerp in Belgium. Originally a Belgian native, Ann is versatile in both European and American cultures and fluently masters Dutch, French and English. Today, she resides with her family in Los Angeles.*Be a guest on the showAll media inquiries: media@cpoplaybook.com

Clayton Christensen Clayton Magleby Christensen (April 6, 1952 – January 23, 2020) was an American academic and business consultant who developed the theory of "disruptive innovation", which has been called the most influential business idea of the early 21st century. Christensen introduced "disruption" in his 1997 book The Innovator's Dilemma, and it led The Economist to term him "the most influential management thinker of his time." He served as the Kim B. Clark Professor of Business Administration at the Harvard Business School (HBS), and was also a leader and writer in the Church of Jesus Christ of Latter-day Saints (LDS Church). One of the founders of the Jobs to Be Done development methodology. Christensen was also a co-founder of Rose Park Advisors, a venture capital firm, and Innosight, a management consulting and investment firm specializing in innovation. --- Send in a voice message: https://podcasters.spotify.com/pod/show/michael-kaagee-mante/message

Show Notes: Elaine Lum MacDonald and Will Bachman have a conversation about Elaine's journey since graduating from Harvard in 1992. Elaine started off her career in management consulting at the Monitor Company in Cambridge. After gaining experience in the field, after that she moved to Asia. She was based in Hong Kong, Indonesia, India, Taiwan, and China for four years, gaining meaningful and memorable experiences. After this, she went to Harvard Business School and graduated in 1998. She then spent a decade working in technology roles with Microsoft and Amazon before launching her own company, the Knowledge Impact Network. This organization focuses on helping leaders and organizations build trust and increase their impact. Elaine also works as a consultant for other organizations that are looking to make a difference in the world. Working in Indonesia and California  Elaine shares her experiences working in Indonesia and Hong Kong in the 1990s. She describes how she had to take taxis to get around in rural communities and how the retail landscape was changing rapidly. She also shares some of the daunting and scary scenarios she encountered, such as being mistaken for a call girl or not knowing who to trust when taking a taxi. Despite the challenges, she found the experience interesting and eye-opening. She also enjoyed the experience of proving people wrong by breaking stereotypes of a young Asian woman. Elaine wanted to experience deeper operational management and decided to move to California in the late 1990s to work for Clorox doing brand management. There was a great exodus of people from the East Coast to Silicon Valley during this time, as it was a land of opportunity with startups. She met her husband and decided to stay in California where she currently lives with her family. Working as a Strategic Marketing Consultant  Elaine worked part time while her children were young, she and her colleague shared a job and a joint identity where they were known as Elady. Elaine left Clorox to become a strategic marketing consultant, allowing her more flexibility with her time and to do more volunteer work.  Elaine shares her story of finding her passion for volunteer consulting while studying at Harvard Business School. Through the Harvard Business School Community Partners program, she was able to provide pro bono volunteer consulting to local nonprofits. She enjoyed the experience of being able to think through challenges and help organizations, and eventually she took on the role of recruiting organizations and alumni to donate their time. For the following seven years, she worked at HBS Community Partners in Northern California with the goal of inspiring and empowering alumni to use their skills for social good. She found her niche in being a connector and bridge, finding people with bright minds and big hearts and matching them with organizations that could really use their help. Founder of the Knowledge Impact Network Elaine became the founder of the Knowledge Impact Network (KIN). KIN is an organization that connects alumni of Harvard Business School (HBS) to nonprofits who need assistance in a variety of areas. Elaine first got the idea for KIN from her experience of helping Bay Area nonprofits while she was working with the Harvard Alumni Association. After the pandemic hit, she noticed the need for more help from alumni and decided to create KIN to allow alumni to provide support to nonprofits virtually. KIN provides a bridge between alumni and nonprofits, allowing the alumni to help with a variety of issues, such as food supply chains, by connecting them to the right experts. Elaine hopes to continue to expand KIN and provide more assistance to nonprofits. KIN focuses on three areas of impact: core human needs (food, water, health, shelter); educating for workforce readiness; and protecting our planet. Elaine explains how she and the founders of KIN, who are YPO distinguished leaders, hit it off when they discussed how they could bring the power of CEO networks to share their knowledge with positive causes and accelerate impact. KIN is open to social impact organizations, social ventures, and experts from anywhere in the world. Organizations can apply through the KIN website, and experts can sign up to share their knowledge of a specific area. KIN then connects the organizations and experts and facilitates a 90-minute catalyst session to help the organization solve an issue. The Social Ventures Network Elaine then expanded the network with the Social Ventures Network, an organization which connects professionals with causes and social ventures they can get involved with. Elaine talks about how easy it is for professionals to leverage their skills for good and how the Social Ventures Network takes away the friction of getting involved. Elaine explains how the Network works with family offices who want to support a specific cause, as well as companies and individuals. The Network helps people figure out how to get involved with social ventures and learn about them, while also advancing a cause they feel passionate about.  Elaine talks about Impact circles and explains that they are a way to bring together a community of social innovators who want to take action in a certain area. An example of an Impact circle was formed when a knowledge partner met a renowned climatologist at UC Santa Barbara's Climate Hazard Center who spoke about the data available to help farmers adjust their crops and improve yields in the face of changing weather. The Impact circle brings together experts, companies, government, and academics to help figure out how to get this data to rural smallholder farmers in places like Zimbabwe. The Zimbabwe Meteorological Services Department agreed that this data would be extremely helpful. The team is now in the process of developing a site with the right type of data to get it into the hands of the farmers. Influential Professors and Courses at Harvard Elaine recounts her experience as a Harvard student, mentioning Nancy Kane, Marty Feldstein, and Michael Sandel as two of her most memorable and inspiring professors. Elaine was a history and science major, which was unusual at the time, and enjoyed the challenge and creativity of connecting the dots between different disciplines. Her current project is a great example of how people from different parts of the world can come together to make something happen. Timestamps: 05:17 Experiences Working in Indonesia and Hong Kong in the 1990s  10:26 From Consulting to Brand Management  13:23 Joint Identity and Strategic Marketing Consulting  17:54 Harvard Alumni Connecting Nonprofits with Expertise During the Pandemic  21:43 Exploring the Knowledge Impact Network: Leveraging Knowledge for Social Impact 26:35 Catalyzed Sessions for Social Ventures  30:05 Leveraging Skills for Social Good  34:00 Harvard Education and Global Development Projects  Links: Website: https://www.knowledgeimpactnetwork.org/ CONTACT INFO: LinkedIn: https://www.linkedin.com/in/elainelmacdonald/  

Our guest is an American scholar, educator, and religious leader who has been a general authority of the Church of Jesus Christ of Latter-day Saints since April 2015 and was the church's seventeenth Commissioner of Church Education from 2015 to 2019. He served previously as the 15th president of Brigham Young University–Idaho from 2005 to 2015 and as the Harvard Business School (HBS) dean from 1995 to 2005. He was also the George F. Baker Professor of Business Administration. He published an important series of studies on technological innovation with various co-authors. The organisational linkages, or integration, required to accomplish innovation is a thread that runs through these studies. These insights culminated in his book with Carliss Baldwin, “Design Rules: The Power of Modularity,” which explores the rules for integrating components that shaped innovation in the computer industry and many others. He studied economics with Clay Christensen in the Fall of 1970 and became his dissertation advisor years later alongside Joe Bower. Kim Bryce Clark is with us to celebrate the life and theories of his friend Clayton Christensen and, indeed, share some of his theories.

Germán Canale Twitter: @canalegerman es director general de Aguafría, empresa que co-fundó hace cinco años bajo el modelo de emprendimiento por adquisición o Search Fund. Bajo su liderazgo, Aguafría ha crecido exponencialmente, tanto orgánicamente como a través de adquisiciones programáticas (17 a la fecha), para convertirse en la empresa de hielo más grande de México y se perfila para convertirse en uno de los casos de éxito más importantes del modelo de Search Fund en América Latina.Por favor ayúdame y sigue Cracks Podcast en YouTube aquí."Where there's a will there's a way. Si hay voluntad, lo puedes lograr." - Germán CanaleComparte esta frase en TwitterEste episodio es presentado por BEEK, la aplicación de audiolibros que te regala 14 días y 40% de descuento en tus primeros 3 meses aquí y por Julius Baer, el grupo suizo líder en Wealth Management. Antes de su carrera en fondos de búsqueda y hielo, Germán formó parte del grupo de capital privado de Bain & Company en Houston, se desempeñó como socio de riesgo en Angel Ventures México y fue uno de los primeros empleados de C-suite durante seis años en Credex, una startup de microfinanzas adquirida por el banco mexicano Ve Por Más en 2011.Germán tiene un MBA del Instituto Tecnológico de Massachusetts (MIT), un diploma ExEd de Harvard Business School (HBS) y una licenciatura en ingeniería industrial de la Universidad Panamericana (UP). Hoy Germán y yo hablamos de crecimiento por adquisición, de liderazgo sin vulnerabilidad, del síndrome del impostor y de una mentalidad que encuentra la manera de hacer que todo suceda.Germán es una verdadera máquina y su energía y determinación son desbordantes así que espero que disfrutes esta gran plática con Germán Canale.Qué puedes aprender hoyEmprender comprando una empresaPros y contras de la vulnerabilidadCombatir el síndrome del impostor*Este episodio es presentado por BEEKCon BEEK ya no hay pretextos para no leer. Tienen más de 250,000 títulos, incluyendo el mío y puedes escuchar resúmenes de "best-sellers" en menos de 15 minutos o escuchar el libro completo para nunca dejar de aprender.BEEK te regala 14 días de prueba más tus 3 primeros meses por solo $149 pesos al mes cuando te suscribes al contenido ilimitado de BEEK en cracks.la/beek.*Este episodio es presentado por por Julius Baer, el grupo suizo líder en Wealth Management con presencia en América Latina.Tomar el control de la empresa familiar es una decisión importante en la vida de cualquier persona. En Julius Baer entienden las complejidades de la sucesión y apoyan a sus clientes y sus familias en el desarrollo de una solución que ayude a garantizar que la empresa siga teniendo éxito por muchas generaciones.Para conectar con los expertos de Julius Baer y discutir cómo pueden ayudarte a navegar el proceso de sucesión en tu empresa, visita el sitio www.juliusbaer.com *Youtube: https://www.youtube.com/crackspodcastNotas del episodio en:https://cracks.la/221Regístrate para recibir el newsletter Viernes de Cracks

Employers have chronic difficulties in filling jobs, but millions of Americans are simultaneously unemployed. Professor Joseph Fuller is very familiar with this paradox. In this episode, Dr. Jason Altmire talks with Professor Fuller about the strategies that academic institutions and employers must take to address the skills gap today. Joseph Fuller is the Professor of Management Practice and General Management at the Harvard Business School (HBS) and the Co-Director of the project on Managing the Future of Work at HBS. Professor Fuller discusses the role of community colleges in easing the skills gap. Are they indeed the obvious answer to the problem? He also shares that for-profits do have a role in filling the skills gap and that community colleges can learn from their successes.To learn more about Career Education Colleges & Universities, visit our website.

  Mark speaks with Bill George. Bill George is executive fellow at Harvard Business School (HBS), where he has taught leadership since 2004. He is the author of: Emerging Leader Edition of True North, Discover Your True North and The Discover Your True North Fieldbook, Authentic Leadership, True North, Finding Your True North, 7 Lessons for Leading in Crisis and True North Groups. He was chair and CEO of Medtronic, the world's leading medical technology company. He has served as a director of Goldman Sachs, ExxonMobil, Novartis, Target, the Mayo Clinic, and World Economic Forum USA. He has been named one of the Top 25 Business Leaders of the Past 25 Years by PBS, Executive of the Year by Academy of Management, and Director of the Year by National Association of Corporate Directors. Key Takeaways:   True North Leadership: True North Leadership is about leaders understanding that it is important to have meaning in what they choose to do as a profession. Leader's are encouraged to travel a path of self discovery and knowing your authentic self. It's Alright to Disagree: Know your beliefs and values. It is alright and helps us evolve when we respectfully can discuss our different opinions and views on complex topics. Diversity, Equity, and Inclusion: DEI has to be more about statistics and checklist for a company. People need to know they belong and are valued. They also need to feel included in the conversations and heard. This takes leaders to get out of their offices and into the field with employees. Get Outside of Your Culture: When you travel and work outside your home country you become the minority. This allows you to examine yourself from new perspectives that teaches you about communication, values, and relationships.

Harvard é a instituição de ensino mais famosa do mundo, já contou com estudantes como Mark Zuckerberg, John F. Kennedy, Bill Gates e Sheryl Sandberg. É conhecida por sua excelência acadêmica e rigoroso processo de seleção, além de aparecer em diversos filmes e séries. O Programa de Liderança Avançada para Executivos (OPM, na sigla em inglês) é uma iniciativa de Harvard Business School (HBS) para formar líderes globais. É um programa intensivo de formação de executivos, que dura 21 dias, e reúne líderes de todo o mundo para desenvolver suas habilidades de liderança e estratégia. Em resumo, o OPM de Harvard é um programa de alto nível, projetado para capacitar executivos a se tornarem líderes mais efetivos em um mundo em constante mudança. Nesse episódio do podcast Extremos, Bruno Nardon conta como foi participar desse programa e estudar cases e estratégias de diversas empresas para então debater e refletir com empresários das mais diferentes partes do mundo.

***Please note the special time for this event, to accommodate the time zone of our guest and other Asia-based participants. “In order to let flowers live, we need to calm ourselves and empty our mind — otherwise, we cannot listen to what flowers tell us.”  To Mayuka Yamazaki, a high-level business executive, ikebana — the ancient Japanese art of floral creations — is not just about arranging flowers. It is about attuning to the wisdom and beauty of nature and enriching our experience of being human. As a master of the art, she explains that ikebana is a word derived from the verb ikeru (to bring alive) and hana (flowers), or combined, “letting flowers live.” For over 20 years, Mayuka has been letting flowers live, and most recently, she has brought this practice to help restore wholeness to schools, international organizations, communities, and most notably, corporations. As a young child in Japan, Mayuka was drawn to “finding beauty in the small changes in nature and its seasons.” When she was 18, she began to learn ikebana as a hobby under Risen Kajikawa, a headmaster of ko-ryu shoreikai, one of the ikebana factions in Japan. After studying economics at Tokyo University and then working as a management consultant, her education took her to the United States, where she would graduate with honors at Georgetown University’s Graduate School of Foreign Service. On the outside, her life trajectory seemed clear. On the inside, however, Mayuka felt lost.  Some years later, she found herself working at Harvard Business School (HBS) at a fortuitous time. HBS was trying to transform its education system and its new guiding principle was “Knowing, Doing, Being,” emphasizing the need to rebalance the head, hands, and heart. Mayuka realized that the heart, which ought to be her true inner compass, had been largely silenced by her focus on acquiring knowledge and skills. So she set about trying many things, from meditation practices to exploration circles with colleagues. What opened her heart the most was creating things — concrete things — like poems, stories, and paintings. This moved her from consumer to creator, from thinking to being. And one day, she had an epiphany that ikebana — which had begun as a beloved hobby but had over two decades become an art she would master — could be her career. Ikebana is an art of great subtlety and sophistication. Simple floral arrangements in Japan date back as early as the 7th century, beginning as simple Buddhist temple offerings that symbolized paradise. Today, it is a popular and innovative “living art” that continues to engage the ikebana artist in deep conversation with nature and her energies, equally incorporating the forms and empty space. In 2017, Mayuka launched an initiative called IKERU, with a vision of bringing the wisdom of ikebana into business and leadership development. Through IKERU, she offers individual and group sessions, inviting people to create harmony in themselves or their teams through practice of the art form. They also learn the challenge and beauty of creating something when they have no answers or directions. Mayuka sees herself more as a co-learner than a teacher: “While I acknowledge the value of the [traditional] apprenticeship model as a way of teaching, it may not be my way. For me, those who come to my lessons and workshops are not ‘apprentices’ to whom I transfer what I know. I have learned so much from them and they are ‘friends’ who explore the wisdom of ikebana together. And this is why I started IKERU — to let people simply enjoy ikebana itself outside the system, as well as why I have managed the IKERU community as openly and flatly as possible.” Prior to devoting herself to IKERU, Mayuka worked as Assistant Director of Harvard Business School Japan Research Center and visiting editor at the Harvard Business Review (Japan). With HBS professors, she co-authored over 30 HBS cases related to Japan, and played a critical role in designing and running the HBS immersive field course in the 3.11 disaster-affected Tohoku areas. She also worked as a management consultant at McKinsey & Company. Previously only having lived in big cities, she moved in 2020 to Karuizawa, a small and beautiful town in the mountains, where she now lives with her husband and six-year-old daughter. She currently sits the boards of directors of three Japanese public companies. Please join us in conversation with this artist and changemaker, and dare to allow beauty to open us up to transformation!

Bill George tells me that this the most difficult time to be a leader he's seen in his life as they face major generational, political, societal shifts and challenges. The traditional command and control approach to leadership and management doesn't work. Instead, we need more authentic leaders have a clearer, longer-term view of what it takes to make their organisation successful. Leaders who take a stand on important issues, particularly the issues their employees and customers care about. Leaders who act as coaches more than manager, who tell the truth, are transparent, vulnerable, able to admit their mistakes. Organisations need younger leaders, especially those from the front line, closest to the action.They should also encourage people to find their truth north – their fundamental values and beliefs – as early as possible in their careers, and challenge people mid-career to revisit and refresh their perspective on them. Reflect on your life, the good and bad times, strip it back and ask yourself what you are here for, and what matters. Look to lead an integrated life, practising reflection on how well you show up, perform, and align your own purpose to that of the organisation you work with.About Bill:Bill George is executive fellow at Harvard Business School (HBS), where he has taught leadership since 2004. He was chair and CEO of Medtronic, the world's leading medical technology company. Under his leadership, Medtronic's market capitalization grew from $1.1 billion to $60 billion, averaging 35 percent a year. Earlier in his career, he was an executive with Honeywell and Litton Industries and served in the U.S. Department of Defense. He has served as a director of Goldman Sachs, ExxonMobil, Novartis, Target, the Mayo Clinic, and World Economic Forum USA.Resources:Website: https://www.billgeorge.org/True North: Emerging Leader edition: https://www.billgeorge.org/book/true-north-emerging-leader-editionMy resources:Sign up to my Strategic Leader newsletter (http://bit.ly/36WRpri) for stimuli, ideas, guidance and tips on how to lead your team, organisation or self more effectively, delivered straight to your inbox:  If you're not subscribed already do subscribe to my youtube channel (http://bit.ly/3cFGk1k) where you can watch the conversation.Take the Extraordinary Essentials test (https://bit.ly/3EhSKY5) to identify your strengths and development areas.For more details about me:★Services (https://bit.ly/373jctk) to CEOs, entrepreneurs and professionals.★About me (https://bit.ly/3LFsfiO) - my background, experience and philosophy.★Examples of my writing (https://bit.ly/3O7jkc7).★Follow me and engage with me on LinkedIn (https://bit.ly/2Z2PexP)★Follow me and engage with me on Twitter (https://bit.ly/36XavNI).My equipment:★ Shure SM7B Vocal Dynamic Microphone: https://amzn.to/3AB9Xfz★ Focusrite Scarlett 2i2 3rd Gen USB Audio Interface : https://amzn.to/3AFeA8u★ 2M XLR Cable: https://amzn.to/3GGxkbf★ Logitech Brio Stream webcam. https://amzn.to/3EsWt6C★ Elgato Key Light: https://amzn.to/3Xhiqyh★ Elgato Light Strip: https://amzn.to/3gyZF8P★ Riverside.fm for recording podcasts. bit.ly/3AEQScl ★ Buzzsprout Podcasting Hosting gets (listing podcasts on every major podcast platform along with listening analytics. bit.ly/3EBPNTX[These are affiliate links so I receive a modest commission if you buy them.]

In this edition of Entrepreneurial Appetite's Black Book Discussion, we bring you a conversation with Steven S. Rogers, retired professor of business at Harvard Business School and author of Successful Black Entrepreneurs: Hidden Histories, Inspirational Stories, and Extraordinary Business Achievements.About the book:Successful Black Entrepreneurs is an insightful collection of Harvard Business School case studies about Black entrepreneurs succeeding in various industries and through different routes, including start-ups, franchising, and acquisitions. The book also recognizes and celebrates Black entrepreneurial excellence as it takes the reader through the stages of entrepreneurship, including ideation, raising capital, growing the company, and taking it public. In addition to identifying the positive aspects of Black entrepreneurship, the book also uses data, research, and anecdotes to highlight the challenges faced by Black entrepreneurs, including: An inability to access capital from traditional financial institutions like banks and private equity firmsThe requirement to practice “racial concealment” in the company of White customers to achieve success Perfect for students, aspiring entrepreneurs, and established business leaders, Successful Black Entrepreneurs provides practical perspectives from Black entrepreneurs about what it takes to succeed in business. About the author:Steven Rogers retired from Harvard Business School (HBS) in 2019, where he was the “MBA Class of 1957 Senior Lecturer” in General Management.He taught Entrepreneurial Finance and a new course that he created titled “Black Business Leaders and Entrepreneurship.”A 1985 graduate of the school, Professor Rogers holds a Bachelor of Arts degree from Williams College. Before HBS, Professor Rogers taught in the MBA and Ph.D. programs at the Kellogg School of Management, Northwestern University. He received the Outstanding Professor Award for the Executive MBA Program 26 times and the daytime program twice. Both are records.Support the show

Do you lead from the head or from the heart? Bill George believes the workforce today is looking for a sense of belonging; they want you to help them fulfill their goals. He sits down with Kevin to discuss True North and shifting your mindset to serve the people who work for you. To lead from the heart, you need: to learn it all, not know it all, empathy, passion for business, and courage. Key Points Bill George shares the definition of True North.  He discusses how to discover yourself through the crucibles of leadership.  He talks about bringing other top management on the journey from “I to We”. Meet Bill Name: Bill George  His Story: Bill George is the author of Discover Your True North and The Discover Your True North Fieldbook, Authentic Leadership, True North, Finding Your True North, 7 Lessons for Leading in Crisis, and True North Groups. His newest book is True North – Emerging Leader Edition. He is an executive fellow at Harvard Business School (HBS), where he has taught leadership since 2004. Worth Mentioning: 

GUEST Tarun Khanna is the Jorge Paulo Lemann Professor at the Harvard Business School (HBS), where he has sought for two decades to study the drivers of entrepreneurship in emerging markets as a means of economic and social development. At HBS since 1993, after obtaining degrees from Princeton and Harvard, he has taught courses on strategy, corporate governance and international business to MBA and Ph.D. students and senior executives. For many years, he has served as the Faculty Chair for HBS activities in India and South Asia. He was named the first director of the university-wide The Lakshmi Mittal and Family South Asia Institute at Harvard in the fall of 2010. Outside HBS, he serves on numerous for-profit and not-for-profit boards in the US and India, including AES, a Washington DC headquartered global power company, and India-based Bharat Financial Inclusion Limited (BFIL), one of the world's largest firms dedicated to financial inclusion for the poor.  He is a co-founder of several entrepreneurial ventures in the developing world, spanning India, China, Southeast Asia and the Middle East. Recently, he co-founded Axilor, a vibrant incubator in Bangalore. In 2015, he was appointed a Trustee of Boston's Museum of Fine Arts.  He has recently Co-Authored the book - Leadership to Last with Geoffrey Jones. In the book, Geoffrey Jones and Tarun Khanna interview iconic leaders in India who have demonstrated leadership to last. There are leaders from South Asia and other emerging markets as well to illustrate that the ideas Indian entrepreneurs speak about are echoed by their counterparts in the Global South. All these magnates–Ratan Tata, Anu Aga, Adi Godrej, Kiran Mazumdar-Shaw, Devi Shetty and Rahul Bajaj, to name a few–have built, to general acclaim and acknowledgement, organizations that are seen as forward-looking and innovative. In our conversation, we unpack some of these insights around leadership required to build such institutions.  This conversation is likely to be relevant to anyone who is keen to understand what it takes to build an institution that outlives them.  Published in Sept 2022. HOST Deepak is a Leadership Advisor and an Executive Coach. He works with leaders to improve their effectiveness and in helping them make better decisions specifically around organizational and career transitions. He currently runs Transition Insight (www.transitioninsight.com) and works with leaders to handle phases of transition thoughtfully. He has worked as an Operations Consultant with KPMG in UK, Strategy Consultant with McKinsey in the US and as a Leadership Consultant with EgonZehnder (a Swiss Leadership Advisory firm) where he helped companies recruit CEOs, CXOs and Board Members and worked on Leadership Development. Deepak is a certified CEO Coach and is an alumnus of IIT Madras, IIM Ahmedabad and London Business School. His detailed profile can be found at https://in.linkedin.com/in/djayaraman OTHER GUESTS 1.Vijay Amritraj 2.Amish Tripathi 3.Raghu Raman 4.Papa CJ 5.Kartik Hosanagar 6.Ravi Venkatesan 7.Abhijit Bhaduri 8.Viren Rasquinha 9.Prakash Iyer 10.Avnish Bajaj 11.Nandan Nilekani 12.Atul Kasbekar 13.Karthik Reddy 14.Pramath Sinha 15.Vedika Bhandarkar 16.Vinita Bali 17.Zia Mody 18.Rama Bijapurkar 19.Dheeraj Pandey 20.Anu Madgavkar 21.Vishy Anand 22. Meher Pudumjee 23.KV Shridhar (Pops) 24.Suresh Naraynan 25.Devdutt Pattanaik 26.Jay Panda 27.Amit Chandra 28.Chandramouli Venkatesan 29.Roopa Kudva 30.Vinay Sitapati 31.Neera Nundy. 32.Deepa Malik 33.Bombay Jayashri. 34.Arun Maira 35.Ambi Parameswaran 36.OP Bhaat 37.Indranil Chakraborty 38.Tarun Khanna 39. Ramachandra Guha 40. Stewart Friedman 41. Rich Fernandez 42. Falguni Nayar 43. Rajat Gupta 44. Kartik Hosanagar 45. Michael Watkins 46. Matt Dixon 47. Herminia Ibarra 48. Paddy Upton 49. Tasha Eurich 50. Alan Eagle 51. Sudhir Sitapati 52. James Clear 53. Lynda Gratton 54. Jennifer Petriglieri. 55. Matthew Walker 56. Raj Raghunathan 57. Jennifer Garvey Berger 58. BJ Fogg 59. R Gopolakrishnan 60. Sir Andrew Likierman. 61. Atul Khatri 62. Whitney Jonson 63. Venkat Krishnan 64. Marshall Goldsmith 65. Ashish Dhawan 66. Vinay Sitapati 67. Ashley Whillans 68. Tenzin Priyadarshi 69. Ramesh Srinivasan 70. Bruce Feiler 71. Sanjeev Aggarwal and T. N. Hari 72. Bill Carr 73. Jennifer Wetzler 74. Sally Helgesen 75. Dan Cable 76. Tom Vanderbilt 77. Darleen DeRosa 78. Amy Edmondson 79. Katy Milkman 80. Harish Bhatt 81. Lloyd Reeb 82. Sukhinder Cassidy 83. Harsh Mariwala 84. Rajiv Vij 85. Dorie Clark 86. Ayse Birsel 87. Ravi Venkatesan E2 88. Pradeep Chakravarthy 89. Dan Pink 90. Alisa Cohn 91. Ayelet Fishbach 92. Thomas Wedell-Wedellsborg 93. Raghu Ananthnarayanan DISCLAIMER All content and opinions expressed in the podcast are that of the guests and are not necessarily the opinions of Deepak Jayaraman and Transition Insight Private Limited. Views expressed in comments to blog are the personal opinions of the author of the comment. They do not necessarily reflect the views of The Company or the author of the blog. Participants are responsible for the content of their comments and all comments that are posted are in the public domain. The Company reserves the right to monitor, edit, and/or publish any submitted comments. Not all comments may be published. Any third-party comments published are third party information and The Company takes no responsibility and disclaims all liability. The Company reserves the right, but is not obligated to monitor and delete any comments or postings at any time without notice.

NUGGET CONTEXT Tarun expands on what the term Play to Potential means to him. He speaks about how given the human condition only about 7/8th of our potential is being tapped. He speaks about the significant unlock if this could be enabled GUEST Tarun Khanna is the Jorge Paulo Lemann Professor at the Harvard Business School (HBS), where he has sought for two decades to study the drivers of entrepreneurship in emerging markets as a means of economic and social development. At HBS since 1993, after obtaining degrees from Princeton and Harvard, he has taught courses on strategy, corporate governance and international business to MBA and Ph.D. students and senior executives. For many years, he has served as the Faculty Chair for HBS activities in India and South Asia. He was named the first director of the university-wide The Lakshmi Mittal and Family South Asia Institute at Harvard in the fall of 2010. Outside HBS, he serves on numerous for-profit and not-for-profit boards in the US and India, including AES, a Washington DC headquartered global power company, and India-based Bharat Financial Inclusion Limited (BFIL), one of the world's largest firms dedicated to financial inclusion for the poor.  He is a co-founder of several entrepreneurial ventures in the developing world, spanning India, China, Southeast Asia and the Middle East. Recently, he co-founded Axilor, a vibrant incubator in Bangalore. In 2015, he was appointed a Trustee of Boston's Museum of Fine Arts.  He has recently Co-Authored the book - Leadership to Last with Geoffrey Jones. In the book, Geoffrey Jones and Tarun Khanna interview iconic leaders in India who have demonstrated leadership to last. There are leaders from South Asia and other emerging markets as well to illustrate that the ideas Indian entrepreneurs speak about are echoed by their counterparts in the Global South. All these magnates–Ratan Tata, Anu Aga, Adi Godrej, Kiran Mazumdar-Shaw, Devi Shetty and Rahul Bajaj, to name a few–have built, to general acclaim and acknowledgement, organizations that are seen as forward-looking and innovative. In our conversation, we unpack some of these insights around leadership required to build such institutions.  This conversation is likely to be relevant to anyone who is keen to understand what it takes to build an institution that outlives them.  Published in Sept 2022. HOST Deepak is a Leadership Advisor and an Executive Coach. He works with leaders to improve their effectiveness and in helping them make better decisions specifically around organizational and career transitions. He currently runs Transition Insight (www.transitioninsight.com) and works with leaders to handle phases of transition thoughtfully. He has worked as an Operations Consultant with KPMG in UK, Strategy Consultant with McKinsey in the US and as a Leadership Consultant with EgonZehnder (a Swiss Leadership Advisory firm) where he helped companies recruit CEOs, CXOs and Board Members and worked on Leadership Development. Deepak is a certified CEO Coach and is an alumnus of IIT Madras, IIM Ahmedabad and London Business School. His detailed profile can be found at https://in.linkedin.com/in/djayaraman OTHER GUESTS 1.Vijay Amritraj 2.Amish Tripathi 3.Raghu Raman 4.Papa CJ 5.Kartik Hosanagar 6.Ravi Venkatesan 7.Abhijit Bhaduri 8.Viren Rasquinha 9.Prakash Iyer 10.Avnish Bajaj 11.Nandan Nilekani 12.Atul Kasbekar 13.Karthik Reddy 14.Pramath Sinha 15.Vedika Bhandarkar 16.Vinita Bali 17.Zia Mody 18.Rama Bijapurkar 19.Dheeraj Pandey 20.Anu Madgavkar 21.Vishy Anand 22. Meher Pudumjee 23.KV Shridhar (Pops) 24.Suresh Naraynan 25.Devdutt Pattanaik 26.Jay Panda 27.Amit Chandra 28.Chandramouli Venkatesan 29.Roopa Kudva 30.Vinay Sitapati 31.Neera Nundy. 32.Deepa Malik 33.Bombay Jayashri. 34.Arun Maira 35.Ambi Parameswaran 36.OP Bhaat 37.Indranil Chakraborty 38.Tarun Khanna 39. Ramachandra Guha 40. Stewart Friedman 41. Rich Fernandez 42. Falguni Nayar 43. Rajat Gupta 44. Kartik Hosanagar 45. Michael Watkins 46. Matt Dixon 47. Herminia Ibarra 48. Paddy Upton 49. Tasha Eurich 50. Alan Eagle 51. Sudhir Sitapati 52. James Clear 53. Lynda Gratton 54. Jennifer Petriglieri. 55. Matthew Walker 56. Raj Raghunathan 57. Jennifer Garvey Berger 58. BJ Fogg 59. R Gopolakrishnan 60. Sir Andrew Likierman. 61. Atul Khatri 62. Whitney Jonson 63. Venkat Krishnan 64. Marshall Goldsmith 65. Ashish Dhawan 66. Vinay Sitapati 67. Ashley Whillans 68. Tenzin Priyadarshi 69. Ramesh Srinivasan 70. Bruce Feiler 71. Sanjeev Aggarwal and T. N. Hari 72. Bill Carr 73. Jennifer Wetzler 74. Sally Helgesen 75. Dan Cable 76. Tom Vanderbilt 77. Darleen DeRosa 78. Amy Edmondson 79. Katy Milkman 80. Harish Bhatt 81. Lloyd Reeb 82. Sukhinder Cassidy 83. Harsh Mariwala 84. Rajiv Vij 85. Dorie Clark 86. Ayse Birsel 87. Ravi Venkatesan E2 88. Pradeep Chakravarthy 89. Dan Pink 90. Alisa Cohn 91. Ayelet Fishbach 92. Thomas Wedell-Wedellsborg 93. Raghu Ananthnarayanan DISCLAIMER All content and opinions expressed in the podcast are that of the guests and are not necessarily the opinions of Deepak Jayaraman and Transition Insight Private Limited. Views expressed in comments to blog are the personal opinions of the author of the comment. They do not necessarily reflect the views of The Company or the author of the blog. Participants are responsible for the content of their comments and all comments that are posted are in the public domain. The Company reserves the right to monitor, edit, and/or publish any submitted comments. Not all comments may be published. Any third-party comments published are third party information and The Company takes no responsibility and disclaims all liability. The Company reserves the right, but is not obligated to monitor and delete any comments or postings at any time without notice.

NUGGET CONTEXT Tarun speaks about how companies that have a self-imposed constraint (focusing on values, lower corruption or something similar) are likely to grow at a slower pace than a company that is focusing on growth in an unrestrained manner. GUEST Tarun Khanna is the Jorge Paulo Lemann Professor at the Harvard Business School (HBS), where he has sought for two decades to study the drivers of entrepreneurship in emerging markets as a means of economic and social development. At HBS since 1993, after obtaining degrees from Princeton and Harvard, he has taught courses on strategy, corporate governance and international business to MBA and Ph.D. students and senior executives. For many years, he has served as the Faculty Chair for HBS activities in India and South Asia. He was named the first director of the university-wide The Lakshmi Mittal and Family South Asia Institute at Harvard in the fall of 2010. Outside HBS, he serves on numerous for-profit and not-for-profit boards in the US and India, including AES, a Washington DC headquartered global power company, and India-based Bharat Financial Inclusion Limited (BFIL), one of the world's largest firms dedicated to financial inclusion for the poor.  He is a co-founder of several entrepreneurial ventures in the developing world, spanning India, China, Southeast Asia and the Middle East. Recently, he co-founded Axilor, a vibrant incubator in Bangalore. In 2015, he was appointed a Trustee of Boston's Museum of Fine Arts.  He has recently Co-Authored the book - Leadership to Last with Geoffrey Jones. In the book, Geoffrey Jones and Tarun Khanna interview iconic leaders in India who have demonstrated leadership to last. There are leaders from South Asia and other emerging markets as well to illustrate that the ideas Indian entrepreneurs speak about are echoed by their counterparts in the Global South. All these magnates–Ratan Tata, Anu Aga, Adi Godrej, Kiran Mazumdar-Shaw, Devi Shetty and Rahul Bajaj, to name a few–have built, to general acclaim and acknowledgement, organizations that are seen as forward-looking and innovative. In our conversation, we unpack some of these insights around leadership required to build such institutions.  This conversation is likely to be relevant to anyone who is keen to understand what it takes to build an institution that outlives them.  Published in Sept 2022. HOST Deepak is a Leadership Advisor and an Executive Coach. He works with leaders to improve their effectiveness and in helping them make better decisions specifically around organizational and career transitions. He currently runs Transition Insight (www.transitioninsight.com) and works with leaders to handle phases of transition thoughtfully. He has worked as an Operations Consultant with KPMG in UK, Strategy Consultant with McKinsey in the US and as a Leadership Consultant with EgonZehnder (a Swiss Leadership Advisory firm) where he helped companies recruit CEOs, CXOs and Board Members and worked on Leadership Development. Deepak is a certified CEO Coach and is an alumnus of IIT Madras, IIM Ahmedabad and London Business School. His detailed profile can be found at https://in.linkedin.com/in/djayaraman OTHER GUESTS 1.Vijay Amritraj 2.Amish Tripathi 3.Raghu Raman 4.Papa CJ 5.Kartik Hosanagar 6.Ravi Venkatesan 7.Abhijit Bhaduri 8.Viren Rasquinha 9.Prakash Iyer 10.Avnish Bajaj 11.Nandan Nilekani 12.Atul Kasbekar 13.Karthik Reddy 14.Pramath Sinha 15.Vedika Bhandarkar 16.Vinita Bali 17.Zia Mody 18.Rama Bijapurkar 19.Dheeraj Pandey 20.Anu Madgavkar 21.Vishy Anand 22. Meher Pudumjee 23.KV Shridhar (Pops) 24.Suresh Naraynan 25.Devdutt Pattanaik 26.Jay Panda 27.Amit Chandra 28.Chandramouli Venkatesan 29.Roopa Kudva 30.Vinay Sitapati 31.Neera Nundy. 32.Deepa Malik 33.Bombay Jayashri. 34.Arun Maira 35.Ambi Parameswaran 36.OP Bhaat 37.Indranil Chakraborty 38.Tarun Khanna 39. Ramachandra Guha 40. Stewart Friedman 41. Rich Fernandez 42. Falguni Nayar 43. Rajat Gupta 44. Kartik Hosanagar 45. Michael Watkins 46. Matt Dixon 47. Herminia Ibarra 48. Paddy Upton 49. Tasha Eurich 50. Alan Eagle 51. Sudhir Sitapati 52. James Clear 53. Lynda Gratton 54. Jennifer Petriglieri. 55. Matthew Walker 56. Raj Raghunathan 57. Jennifer Garvey Berger 58. BJ Fogg 59. R Gopolakrishnan 60. Sir Andrew Likierman. 61. Atul Khatri 62. Whitney Jonson 63. Venkat Krishnan 64. Marshall Goldsmith 65. Ashish Dhawan 66. Vinay Sitapati 67. Ashley Whillans 68. Tenzin Priyadarshi 69. Ramesh Srinivasan 70. Bruce Feiler 71. Sanjeev Aggarwal and T. N. Hari 72. Bill Carr 73. Jennifer Wetzler 74. Sally Helgesen 75. Dan Cable 76. Tom Vanderbilt 77. Darleen DeRosa 78. Amy Edmondson 79. Katy Milkman 80. Harish Bhatt 81. Lloyd Reeb 82. Sukhinder Cassidy 83. Harsh Mariwala 84. Rajiv Vij 85. Dorie Clark 86. Ayse Birsel 87. Ravi Venkatesan E2 88. Pradeep Chakravarthy 89. Dan Pink 90. Alisa Cohn 91. Ayelet Fishbach 92. Thomas Wedell-Wedellsborg 93. Raghu Ananthnarayanan DISCLAIMER All content and opinions expressed in the podcast are that of the guests and are not necessarily the opinions of Deepak Jayaraman and Transition Insight Private Limited. Views expressed in comments to blog are the personal opinions of the author of the comment. They do not necessarily reflect the views of The Company or the author of the blog. Participants are responsible for the content of their comments and all comments that are posted are in the public domain. The Company reserves the right to monitor, edit, and/or publish any submitted comments. Not all comments may be published. Any third-party comments published are third party information and The Company takes no responsibility and disclaims all liability. The Company reserves the right, but is not obligated to monitor and delete any comments or postings at any time without notice.

NUGGET CONTEXT Tarun speaks about how Family businesses in emerging economies proactively fill in to take care of elements of Public Good that are not taken care of by the state. GUEST Tarun Khanna is the Jorge Paulo Lemann Professor at the Harvard Business School (HBS), where he has sought for two decades to study the drivers of entrepreneurship in emerging markets as a means of economic and social development. At HBS since 1993, after obtaining degrees from Princeton and Harvard, he has taught courses on strategy, corporate governance and international business to MBA and Ph.D. students and senior executives. For many years, he has served as the Faculty Chair for HBS activities in India and South Asia. He was named the first director of the university-wide The Lakshmi Mittal and Family South Asia Institute at Harvard in the fall of 2010. Outside HBS, he serves on numerous for-profit and not-for-profit boards in the US and India, including AES, a Washington DC headquartered global power company, and India-based Bharat Financial Inclusion Limited (BFIL), one of the world's largest firms dedicated to financial inclusion for the poor.  He is a co-founder of several entrepreneurial ventures in the developing world, spanning India, China, Southeast Asia and the Middle East. Recently, he co-founded Axilor, a vibrant incubator in Bangalore. In 2015, he was appointed a Trustee of Boston's Museum of Fine Arts.  He has recently Co-Authored the book - Leadership to Last with Geoffrey Jones. In the book, Geoffrey Jones and Tarun Khanna interview iconic leaders in India who have demonstrated leadership to last. There are leaders from South Asia and other emerging markets as well to illustrate that the ideas Indian entrepreneurs speak about are echoed by their counterparts in the Global South. All these magnates–Ratan Tata, Anu Aga, Adi Godrej, Kiran Mazumdar-Shaw, Devi Shetty and Rahul Bajaj, to name a few–have built, to general acclaim and acknowledgement, organizations that are seen as forward-looking and innovative. In our conversation, we unpack some of these insights around leadership required to build such institutions.  This conversation is likely to be relevant to anyone who is keen to understand what it takes to build an institution that outlives them.  Published in Sept 2022. HOST Deepak is a Leadership Advisor and an Executive Coach. He works with leaders to improve their effectiveness and in helping them make better decisions specifically around organizational and career transitions. He currently runs Transition Insight (www.transitioninsight.com) and works with leaders to handle phases of transition thoughtfully. He has worked as an Operations Consultant with KPMG in UK, Strategy Consultant with McKinsey in the US and as a Leadership Consultant with EgonZehnder (a Swiss Leadership Advisory firm) where he helped companies recruit CEOs, CXOs and Board Members and worked on Leadership Development. Deepak is a certified CEO Coach and is an alumnus of IIT Madras, IIM Ahmedabad and London Business School. His detailed profile can be found at https://in.linkedin.com/in/djayaraman OTHER GUESTS 1.Vijay Amritraj 2.Amish Tripathi 3.Raghu Raman 4.Papa CJ 5.Kartik Hosanagar 6.Ravi Venkatesan 7.Abhijit Bhaduri 8.Viren Rasquinha 9.Prakash Iyer 10.Avnish Bajaj 11.Nandan Nilekani 12.Atul Kasbekar 13.Karthik Reddy 14.Pramath Sinha 15.Vedika Bhandarkar 16.Vinita Bali 17.Zia Mody 18.Rama Bijapurkar 19.Dheeraj Pandey 20.Anu Madgavkar 21.Vishy Anand 22. Meher Pudumjee 23.KV Shridhar (Pops) 24.Suresh Naraynan 25.Devdutt Pattanaik 26.Jay Panda 27.Amit Chandra 28.Chandramouli Venkatesan 29.Roopa Kudva 30.Vinay Sitapati 31.Neera Nundy. 32.Deepa Malik 33.Bombay Jayashri. 34.Arun Maira 35.Ambi Parameswaran 36.OP Bhaat 37.Indranil Chakraborty 38.Tarun Khanna 39. Ramachandra Guha 40. Stewart Friedman 41. Rich Fernandez 42. Falguni Nayar 43. Rajat Gupta 44. Kartik Hosanagar 45. Michael Watkins 46. Matt Dixon 47. Herminia Ibarra 48. Paddy Upton 49. Tasha Eurich 50. Alan Eagle 51. Sudhir Sitapati 52. James Clear 53. Lynda Gratton 54. Jennifer Petriglieri. 55. Matthew Walker 56. Raj Raghunathan 57. Jennifer Garvey Berger 58. BJ Fogg 59. R Gopolakrishnan 60. Sir Andrew Likierman. 61. Atul Khatri 62. Whitney Jonson 63. Venkat Krishnan 64. Marshall Goldsmith 65. Ashish Dhawan 66. Vinay Sitapati 67. Ashley Whillans 68. Tenzin Priyadarshi 69. Ramesh Srinivasan 70. Bruce Feiler 71. Sanjeev Aggarwal and T. N. Hari 72. Bill Carr 73. Jennifer Wetzler 74. Sally Helgesen 75. Dan Cable 76. Tom Vanderbilt 77. Darleen DeRosa 78. Amy Edmondson 79. Katy Milkman 80. Harish Bhatt 81. Lloyd Reeb 82. Sukhinder Cassidy 83. Harsh Mariwala 84. Rajiv Vij 85. Dorie Clark 86. Ayse Birsel 87. Ravi Venkatesan E2 88. Pradeep Chakravarthy 89. Dan Pink 90. Alisa Cohn 91. Ayelet Fishbach 92. Thomas Wedell-Wedellsborg 93. Raghu Ananthnarayanan DISCLAIMER All content and opinions expressed in the podcast are that of the guests and are not necessarily the opinions of Deepak Jayaraman and Transition Insight Private Limited. Views expressed in comments to blog are the personal opinions of the author of the comment. They do not necessarily reflect the views of The Company or the author of the blog. Participants are responsible for the content of their comments and all comments that are posted are in the public domain. The Company reserves the right to monitor, edit, and/or publish any submitted comments. Not all comments may be published. Any third-party comments published are third party information and The Company takes no responsibility and disclaims all liability. The Company reserves the right, but is not obligated to monitor and delete any comments or postings at any time without notice.

NUGGET CONTEXT Tarun speaks about how Entrepreneurs think about the Principal Agency problem when it comes to recruiting CEOs. Entrepreneurs are often playing the “infinite game” with the enterprise while the leaders they hire are often there for a stint. He speaks about the distinction between how developed markets like the US deal with it versus how Indian companies often deal with it. GUEST Tarun Khanna is the Jorge Paulo Lemann Professor at the Harvard Business School (HBS), where he has sought for two decades to study the drivers of entrepreneurship in emerging markets as a means of economic and social development. At HBS since 1993, after obtaining degrees from Princeton and Harvard, he has taught courses on strategy, corporate governance and international business to MBA and Ph.D. students and senior executives. For many years, he has served as the Faculty Chair for HBS activities in India and South Asia. He was named the first director of the university-wide The Lakshmi Mittal and Family South Asia Institute at Harvard in the fall of 2010. Outside HBS, he serves on numerous for-profit and not-for-profit boards in the US and India, including AES, a Washington DC headquartered global power company, and India-based Bharat Financial Inclusion Limited (BFIL), one of the world's largest firms dedicated to financial inclusion for the poor.  He is a co-founder of several entrepreneurial ventures in the developing world, spanning India, China, Southeast Asia and the Middle East. Recently, he co-founded Axilor, a vibrant incubator in Bangalore. In 2015, he was appointed a Trustee of Boston's Museum of Fine Arts.  He has recently Co-Authored the book - Leadership to Last with Geoffrey Jones. In the book, Geoffrey Jones and Tarun Khanna interview iconic leaders in India who have demonstrated leadership to last. There are leaders from South Asia and other emerging markets as well to illustrate that the ideas Indian entrepreneurs speak about are echoed by their counterparts in the Global South. All these magnates–Ratan Tata, Anu Aga, Adi Godrej, Kiran Mazumdar-Shaw, Devi Shetty and Rahul Bajaj, to name a few–have built, to general acclaim and acknowledgement, organizations that are seen as forward-looking and innovative. In our conversation, we unpack some of these insights around leadership required to build such institutions.  This conversation is likely to be relevant to anyone who is keen to understand what it takes to build an institution that outlives them.  Published in Sept 2022. HOST Deepak is a Leadership Advisor and an Executive Coach. He works with leaders to improve their effectiveness and in helping them make better decisions specifically around organizational and career transitions. He currently runs Transition Insight (www.transitioninsight.com) and works with leaders to handle phases of transition thoughtfully. He has worked as an Operations Consultant with KPMG in UK, Strategy Consultant with McKinsey in the US and as a Leadership Consultant with EgonZehnder (a Swiss Leadership Advisory firm) where he helped companies recruit CEOs, CXOs and Board Members and worked on Leadership Development. Deepak is a certified CEO Coach and is an alumnus of IIT Madras, IIM Ahmedabad and London Business School. His detailed profile can be found at https://in.linkedin.com/in/djayaraman OTHER GUESTS 1.Vijay Amritraj 2.Amish Tripathi 3.Raghu Raman 4.Papa CJ 5.Kartik Hosanagar 6.Ravi Venkatesan 7.Abhijit Bhaduri 8.Viren Rasquinha 9.Prakash Iyer 10.Avnish Bajaj 11.Nandan Nilekani 12.Atul Kasbekar 13.Karthik Reddy 14.Pramath Sinha 15.Vedika Bhandarkar 16.Vinita Bali 17.Zia Mody 18.Rama Bijapurkar 19.Dheeraj Pandey 20.Anu Madgavkar 21.Vishy Anand 22. Meher Pudumjee 23.KV Shridhar (Pops) 24.Suresh Naraynan 25.Devdutt Pattanaik 26.Jay Panda 27.Amit Chandra 28.Chandramouli Venkatesan 29.Roopa Kudva 30.Vinay Sitapati 31.Neera Nundy. 32.Deepa Malik 33.Bombay Jayashri. 34.Arun Maira 35.Ambi Parameswaran 36.OP Bhaat 37.Indranil Chakraborty 38.Tarun Khanna 39. Ramachandra Guha 40. Stewart Friedman 41. Rich Fernandez 42. Falguni Nayar 43. Rajat Gupta 44. Kartik Hosanagar 45. Michael Watkins 46. Matt Dixon 47. Herminia Ibarra 48. Paddy Upton 49. Tasha Eurich 50. Alan Eagle 51. Sudhir Sitapati 52. James Clear 53. Lynda Gratton 54. Jennifer Petriglieri. 55. Matthew Walker 56. Raj Raghunathan 57. Jennifer Garvey Berger 58. BJ Fogg 59. R Gopolakrishnan 60. Sir Andrew Likierman. 61. Atul Khatri 62. Whitney Jonson 63. Venkat Krishnan 64. Marshall Goldsmith 65. Ashish Dhawan 66. Vinay Sitapati 67. Ashley Whillans 68. Tenzin Priyadarshi 69. Ramesh Srinivasan 70. Bruce Feiler 71. Sanjeev Aggarwal and T. N. Hari 72. Bill Carr 73. Jennifer Wetzler 74. Sally Helgesen 75. Dan Cable 76. Tom Vanderbilt 77. Darleen DeRosa 78. Amy Edmondson 79. Katy Milkman 80. Harish Bhatt 81. Lloyd Reeb 82. Sukhinder Cassidy 83. Harsh Mariwala 84. Rajiv Vij 85. Dorie Clark 86. Ayse Birsel 87. Ravi Venkatesan E2 88. Pradeep Chakravarthy 89. Dan Pink 90. Alisa Cohn 91. Ayelet Fishbach 92. Thomas Wedell-Wedellsborg 93. Raghu Ananthnarayanan DISCLAIMER All content and opinions expressed in the podcast are that of the guests and are not necessarily the opinions of Deepak Jayaraman and Transition Insight Private Limited. Views expressed in comments to blog are the personal opinions of the author of the comment. They do not necessarily reflect the views of The Company or the author of the blog. Participants are responsible for the content of their comments and all comments that are posted are in the public domain. The Company reserves the right to monitor, edit, and/or publish any submitted comments. Not all comments may be published. Any third-party comments published are third party information and The Company takes no responsibility and disclaims all liability. The Company reserves the right, but is not obligated to monitor and delete any comments or postings at any time without notice.

NUGGET CONTEXT Tarun speaks about how family businesses think about the next generation coming into the family business. He speaks about how sometimes the next-gen wants to pursue a different path and how they walk the tight rope of ensuring continuity versus tuning into the passions of the next generation. GUEST Tarun Khanna is the Jorge Paulo Lemann Professor at the Harvard Business School (HBS), where he has sought for two decades to study the drivers of entrepreneurship in emerging markets as a means of economic and social development. At HBS since 1993, after obtaining degrees from Princeton and Harvard, he has taught courses on strategy, corporate governance and international business to MBA and Ph.D. students and senior executives. For many years, he has served as the Faculty Chair for HBS activities in India and South Asia. He was named the first director of the university-wide The Lakshmi Mittal and Family South Asia Institute at Harvard in the fall of 2010. Outside HBS, he serves on numerous for-profit and not-for-profit boards in the US and India, including AES, a Washington DC headquartered global power company, and India-based Bharat Financial Inclusion Limited (BFIL), one of the world's largest firms dedicated to financial inclusion for the poor.  He is a co-founder of several entrepreneurial ventures in the developing world, spanning India, China, Southeast Asia and the Middle East. Recently, he co-founded Axilor, a vibrant incubator in Bangalore. In 2015, he was appointed a Trustee of Boston's Museum of Fine Arts.  He has recently Co-Authored the book - Leadership to Last with Geoffrey Jones. In the book, Geoffrey Jones and Tarun Khanna interview iconic leaders in India who have demonstrated leadership to last. There are leaders from South Asia and other emerging markets as well to illustrate that the ideas Indian entrepreneurs speak about are echoed by their counterparts in the Global South. All these magnates–Ratan Tata, Anu Aga, Adi Godrej, Kiran Mazumdar-Shaw, Devi Shetty and Rahul Bajaj, to name a few–have built, to general acclaim and acknowledgement, organizations that are seen as forward-looking and innovative. In our conversation, we unpack some of these insights around leadership required to build such institutions.  This conversation is likely to be relevant to anyone who is keen to understand what it takes to build an institution that outlives them.  Published in Sept 2022. HOST Deepak is a Leadership Advisor and an Executive Coach. He works with leaders to improve their effectiveness and in helping them make better decisions specifically around organizational and career transitions. He currently runs Transition Insight (www.transitioninsight.com) and works with leaders to handle phases of transition thoughtfully. He has worked as an Operations Consultant with KPMG in UK, Strategy Consultant with McKinsey in the US and as a Leadership Consultant with EgonZehnder (a Swiss Leadership Advisory firm) where he helped companies recruit CEOs, CXOs and Board Members and worked on Leadership Development. Deepak is a certified CEO Coach and is an alumnus of IIT Madras, IIM Ahmedabad and London Business School. His detailed profile can be found at https://in.linkedin.com/in/djayaraman OTHER GUESTS 1.Vijay Amritraj 2.Amish Tripathi 3.Raghu Raman 4.Papa CJ 5.Kartik Hosanagar 6.Ravi Venkatesan 7.Abhijit Bhaduri 8.Viren Rasquinha 9.Prakash Iyer 10.Avnish Bajaj 11.Nandan Nilekani 12.Atul Kasbekar 13.Karthik Reddy 14.Pramath Sinha 15.Vedika Bhandarkar 16.Vinita Bali 17.Zia Mody 18.Rama Bijapurkar 19.Dheeraj Pandey 20.Anu Madgavkar 21.Vishy Anand 22. Meher Pudumjee 23.KV Shridhar (Pops) 24.Suresh Naraynan 25.Devdutt Pattanaik 26.Jay Panda 27.Amit Chandra 28.Chandramouli Venkatesan 29.Roopa Kudva 30.Vinay Sitapati 31.Neera Nundy. 32.Deepa Malik 33.Bombay Jayashri. 34.Arun Maira 35.Ambi Parameswaran 36.OP Bhaat 37.Indranil Chakraborty 38.Tarun Khanna 39. Ramachandra Guha 40. Stewart Friedman 41. Rich Fernandez 42. Falguni Nayar 43. Rajat Gupta 44. Kartik Hosanagar 45. Michael Watkins 46. Matt Dixon 47. Herminia Ibarra 48. Paddy Upton 49. Tasha Eurich 50. Alan Eagle 51. Sudhir Sitapati 52. James Clear 53. Lynda Gratton 54. Jennifer Petriglieri. 55. Matthew Walker 56. Raj Raghunathan 57. Jennifer Garvey Berger 58. BJ Fogg 59. R Gopolakrishnan 60. Sir Andrew Likierman. 61. Atul Khatri 62. Whitney Jonson 63. Venkat Krishnan 64. Marshall Goldsmith 65. Ashish Dhawan 66. Vinay Sitapati 67. Ashley Whillans 68. Tenzin Priyadarshi 69. Ramesh Srinivasan 70. Bruce Feiler 71. Sanjeev Aggarwal and T. N. Hari 72. Bill Carr 73. Jennifer Wetzler 74. Sally Helgesen 75. Dan Cable 76. Tom Vanderbilt 77. Darleen DeRosa 78. Amy Edmondson 79. Katy Milkman 80. Harish Bhatt 81. Lloyd Reeb 82. Sukhinder Cassidy 83. Harsh Mariwala 84. Rajiv Vij 85. Dorie Clark 86. Ayse Birsel 87. Ravi Venkatesan E2 88. Pradeep Chakravarthy 89. Dan Pink 90. Alisa Cohn 91. Ayelet Fishbach 92. Thomas Wedell-Wedellsborg 93. Raghu Ananthnarayanan DISCLAIMER All content and opinions expressed in the podcast are that of the guests and are not necessarily the opinions of Deepak Jayaraman and Transition Insight Private Limited. Views expressed in comments to blog are the personal opinions of the author of the comment. They do not necessarily reflect the views of The Company or the author of the blog. Participants are responsible for the content of their comments and all comments that are posted are in the public domain. The Company reserves the right to monitor, edit, and/or publish any submitted comments. Not all comments may be published. Any third-party comments published are third party information and The Company takes no responsibility and disclaims all liability. The Company reserves the right, but is not obligated to monitor and delete any comments or postings at any time without notice.

NUGGET CONTEXT Tarun speaks about what keeps the entrepreneurs going over the long term. He speaks about how family businesses have a fabric and provide a safety net that ensures that businesses endure over the long run. GUEST Tarun Khanna is the Jorge Paulo Lemann Professor at the Harvard Business School (HBS), where he has sought for two decades to study the drivers of entrepreneurship in emerging markets as a means of economic and social development. At HBS since 1993, after obtaining degrees from Princeton and Harvard, he has taught courses on strategy, corporate governance and international business to MBA and Ph.D. students and senior executives. For many years, he has served as the Faculty Chair for HBS activities in India and South Asia. He was named the first director of the university-wide The Lakshmi Mittal and Family South Asia Institute at Harvard in the fall of 2010. Outside HBS, he serves on numerous for-profit and not-for-profit boards in the US and India, including AES, a Washington DC headquartered global power company, and India-based Bharat Financial Inclusion Limited (BFIL), one of the world's largest firms dedicated to financial inclusion for the poor.  He is a co-founder of several entrepreneurial ventures in the developing world, spanning India, China, Southeast Asia and the Middle East. Recently, he co-founded Axilor, a vibrant incubator in Bangalore. In 2015, he was appointed a Trustee of Boston's Museum of Fine Arts.  He has recently Co-Authored the book - Leadership to Last with Geoffrey Jones. In the book, Geoffrey Jones and Tarun Khanna interview iconic leaders in India who have demonstrated leadership to last. There are leaders from South Asia and other emerging markets as well to illustrate that the ideas Indian entrepreneurs speak about are echoed by their counterparts in the Global South. All these magnates–Ratan Tata, Anu Aga, Adi Godrej, Kiran Mazumdar-Shaw, Devi Shetty and Rahul Bajaj, to name a few–have built, to general acclaim and acknowledgement, organizations that are seen as forward-looking and innovative. In our conversation, we unpack some of these insights around leadership required to build such institutions.  This conversation is likely to be relevant to anyone who is keen to understand what it takes to build an institution that outlives them.  Published in Sept 2022. HOST Deepak is a Leadership Advisor and an Executive Coach. He works with leaders to improve their effectiveness and in helping them make better decisions specifically around organizational and career transitions. He currently runs Transition Insight (www.transitioninsight.com) and works with leaders to handle phases of transition thoughtfully. He has worked as an Operations Consultant with KPMG in UK, Strategy Consultant with McKinsey in the US and as a Leadership Consultant with EgonZehnder (a Swiss Leadership Advisory firm) where he helped companies recruit CEOs, CXOs and Board Members and worked on Leadership Development. Deepak is a certified CEO Coach and is an alumnus of IIT Madras, IIM Ahmedabad and London Business School. His detailed profile can be found at https://in.linkedin.com/in/djayaraman OTHER GUESTS 1.Vijay Amritraj 2.Amish Tripathi 3.Raghu Raman 4.Papa CJ 5.Kartik Hosanagar 6.Ravi Venkatesan 7.Abhijit Bhaduri 8.Viren Rasquinha 9.Prakash Iyer 10.Avnish Bajaj 11.Nandan Nilekani 12.Atul Kasbekar 13.Karthik Reddy 14.Pramath Sinha 15.Vedika Bhandarkar 16.Vinita Bali 17.Zia Mody 18.Rama Bijapurkar 19.Dheeraj Pandey 20.Anu Madgavkar 21.Vishy Anand 22. Meher Pudumjee 23.KV Shridhar (Pops) 24.Suresh Naraynan 25.Devdutt Pattanaik 26.Jay Panda 27.Amit Chandra 28.Chandramouli Venkatesan 29.Roopa Kudva 30.Vinay Sitapati 31.Neera Nundy. 32.Deepa Malik 33.Bombay Jayashri. 34.Arun Maira 35.Ambi Parameswaran 36.OP Bhaat 37.Indranil Chakraborty 38.Tarun Khanna 39. Ramachandra Guha 40. Stewart Friedman 41. Rich Fernandez 42. Falguni Nayar 43. Rajat Gupta 44. Kartik Hosanagar 45. Michael Watkins 46. Matt Dixon 47. Herminia Ibarra 48. Paddy Upton 49. Tasha Eurich 50. Alan Eagle 51. Sudhir Sitapati 52. James Clear 53. Lynda Gratton 54. Jennifer Petriglieri. 55. Matthew Walker 56. Raj Raghunathan 57. Jennifer Garvey Berger 58. BJ Fogg 59. R Gopolakrishnan 60. Sir Andrew Likierman. 61. Atul Khatri 62. Whitney Jonson 63. Venkat Krishnan 64. Marshall Goldsmith 65. Ashish Dhawan 66. Vinay Sitapati 67. Ashley Whillans 68. Tenzin Priyadarshi 69. Ramesh Srinivasan 70. Bruce Feiler 71. Sanjeev Aggarwal and T. N. Hari 72. Bill Carr 73. Jennifer Wetzler 74. Sally Helgesen 75. Dan Cable 76. Tom Vanderbilt 77. Darleen DeRosa 78. Amy Edmondson 79. Katy Milkman 80. Harish Bhatt 81. Lloyd Reeb 82. Sukhinder Cassidy 83. Harsh Mariwala 84. Rajiv Vij 85. Dorie Clark 86. Ayse Birsel 87. Ravi Venkatesan E2 88. Pradeep Chakravarthy 89. Dan Pink 90. Alisa Cohn 91. Ayelet Fishbach 92. Thomas Wedell-Wedellsborg 93. Raghu Ananthnarayanan DISCLAIMER All content and opinions expressed in the podcast are that of the guests and are not necessarily the opinions of Deepak Jayaraman and Transition Insight Private Limited. Views expressed in comments to blog are the personal opinions of the author of the comment. They do not necessarily reflect the views of The Company or the author of the blog. Participants are responsible for the content of their comments and all comments that are posted are in the public domain. The Company reserves the right to monitor, edit, and/or publish any submitted comments. Not all comments may be published. Any third-party comments published are third party information and The Company takes no responsibility and disclaims all liability. The Company reserves the right, but is not obligated to monitor and delete any comments or postings at any time without notice.

NUGGET CONTEXT Tarun speaks about the traits that separate the entrepreneurs that Build to Last from the rest. He calls out three elements. 1) Audacity of intent 2) Humility of demeanour 3) Steadfastness of Purpose. GUEST Tarun Khanna is the Jorge Paulo Lemann Professor at the Harvard Business School (HBS), where he has sought for two decades to study the drivers of entrepreneurship in emerging markets as a means of economic and social development. At HBS since 1993, after obtaining degrees from Princeton and Harvard, he has taught courses on strategy, corporate governance and international business to MBA and Ph.D. students and senior executives. For many years, he has served as the Faculty Chair for HBS activities in India and South Asia. He was named the first director of the university-wide The Lakshmi Mittal and Family South Asia Institute at Harvard in the fall of 2010. Outside HBS, he serves on numerous for-profit and not-for-profit boards in the US and India, including AES, a Washington DC headquartered global power company, and India-based Bharat Financial Inclusion Limited (BFIL), one of the world's largest firms dedicated to financial inclusion for the poor.  He is a co-founder of several entrepreneurial ventures in the developing world, spanning India, China, Southeast Asia and the Middle East. Recently, he co-founded Axilor, a vibrant incubator in Bangalore. In 2015, he was appointed a Trustee of Boston's Museum of Fine Arts.  He has recently Co-Authored the book - Leadership to Last with Geoffrey Jones. In the book, Geoffrey Jones and Tarun Khanna interview iconic leaders in India who have demonstrated leadership to last. There are leaders from South Asia and other emerging markets as well to illustrate that the ideas Indian entrepreneurs speak about are echoed by their counterparts in the Global South. All these magnates–Ratan Tata, Anu Aga, Adi Godrej, Kiran Mazumdar-Shaw, Devi Shetty and Rahul Bajaj, to name a few–have built, to general acclaim and acknowledgement, organizations that are seen as forward-looking and innovative. In our conversation, we unpack some of these insights around leadership required to build such institutions.  This conversation is likely to be relevant to anyone who is keen to understand what it takes to build an institution that outlives them.  Published in Sept 2022. HOST Deepak is a Leadership Advisor and an Executive Coach. He works with leaders to improve their effectiveness and in helping them make better decisions specifically around organizational and career transitions. He currently runs Transition Insight (www.transitioninsight.com) and works with leaders to handle phases of transition thoughtfully. He has worked as an Operations Consultant with KPMG in UK, Strategy Consultant with McKinsey in the US and as a Leadership Consultant with EgonZehnder (a Swiss Leadership Advisory firm) where he helped companies recruit CEOs, CXOs and Board Members and worked on Leadership Development. Deepak is a certified CEO Coach and is an alumnus of IIT Madras, IIM Ahmedabad and London Business School. His detailed profile can be found at https://in.linkedin.com/in/djayaraman OTHER GUESTS 1.Vijay Amritraj 2.Amish Tripathi 3.Raghu Raman 4.Papa CJ 5.Kartik Hosanagar 6.Ravi Venkatesan 7.Abhijit Bhaduri 8.Viren Rasquinha 9.Prakash Iyer 10.Avnish Bajaj 11.Nandan Nilekani 12.Atul Kasbekar 13.Karthik Reddy 14.Pramath Sinha 15.Vedika Bhandarkar 16.Vinita Bali 17.Zia Mody 18.Rama Bijapurkar 19.Dheeraj Pandey 20.Anu Madgavkar 21.Vishy Anand 22. Meher Pudumjee 23.KV Shridhar (Pops) 24.Suresh Naraynan 25.Devdutt Pattanaik 26.Jay Panda 27.Amit Chandra 28.Chandramouli Venkatesan 29.Roopa Kudva 30.Vinay Sitapati 31.Neera Nundy. 32.Deepa Malik 33.Bombay Jayashri. 34.Arun Maira 35.Ambi Parameswaran 36.OP Bhaat 37.Indranil Chakraborty 38.Tarun Khanna 39. Ramachandra Guha 40. Stewart Friedman 41. Rich Fernandez 42. Falguni Nayar 43. Rajat Gupta 44. Kartik Hosanagar 45. Michael Watkins 46. Matt Dixon 47. Herminia Ibarra 48. Paddy Upton 49. Tasha Eurich 50. Alan Eagle 51. Sudhir Sitapati 52. James Clear 53. Lynda Gratton 54. Jennifer Petriglieri. 55. Matthew Walker 56. Raj Raghunathan 57. Jennifer Garvey Berger 58. BJ Fogg 59. R Gopolakrishnan 60. Sir Andrew Likierman. 61. Atul Khatri 62. Whitney Jonson 63. Venkat Krishnan 64. Marshall Goldsmith 65. Ashish Dhawan 66. Vinay Sitapati 67. Ashley Whillans 68. Tenzin Priyadarshi 69. Ramesh Srinivasan 70. Bruce Feiler 71. Sanjeev Aggarwal and T. N. Hari 72. Bill Carr 73. Jennifer Wetzler 74. Sally Helgesen 75. Dan Cable 76. Tom Vanderbilt 77. Darleen DeRosa 78. Amy Edmondson 79. Katy Milkman 80. Harish Bhatt 81. Lloyd Reeb 82. Sukhinder Cassidy 83. Harsh Mariwala 84. Rajiv Vij 85. Dorie Clark 86. Ayse Birsel 87. Ravi Venkatesan E2 88. Pradeep Chakravarthy 89. Dan Pink 90. Alisa Cohn 91. Ayelet Fishbach 92. Thomas Wedell-Wedellsborg 93. Raghu Ananthnarayanan DISCLAIMER All content and opinions expressed in the podcast are that of the guests and are not necessarily the opinions of Deepak Jayaraman and Transition Insight Private Limited. Views expressed in comments to blog are the personal opinions of the author of the comment. They do not necessarily reflect the views of The Company or the author of the blog. Participants are responsible for the content of their comments and all comments that are posted are in the public domain. The Company reserves the right to monitor, edit, and/or publish any submitted comments. Not all comments may be published. Any third-party comments published are third party information and The Company takes no responsibility and disclaims all liability. The Company reserves the right, but is not obligated to monitor and delete any comments or postings at any time without notice.

NUGGET CONTEXT Tarun speaks about how enduring families think of dealing with the question of the next generation entering the business. He speaks about how the more evolved families give the next generation an opportunity to actualize their potential and go on a process of self-discovery. GUEST Tarun Khanna is the Jorge Paulo Lemann Professor at the Harvard Business School (HBS), where he has sought for two decades to study the drivers of entrepreneurship in emerging markets as a means of economic and social development. At HBS since 1993, after obtaining degrees from Princeton and Harvard, he has taught courses on strategy, corporate governance and international business to MBA and Ph.D. students and senior executives. For many years, he has served as the Faculty Chair for HBS activities in India and South Asia. He was named the first director of the university-wide The Lakshmi Mittal and Family South Asia Institute at Harvard in the fall of 2010. Outside HBS, he serves on numerous for-profit and not-for-profit boards in the US and India, including AES, a Washington DC headquartered global power company, and India-based Bharat Financial Inclusion Limited (BFIL), one of the world's largest firms dedicated to financial inclusion for the poor.  He is a co-founder of several entrepreneurial ventures in the developing world, spanning India, China, Southeast Asia and the Middle East. Recently, he co-founded Axilor, a vibrant incubator in Bangalore. In 2015, he was appointed a Trustee of Boston's Museum of Fine Arts.  He has recently Co-Authored the book - Leadership to Last with Geoffrey Jones. In the book, Geoffrey Jones and Tarun Khanna interview iconic leaders in India who have demonstrated leadership to last. There are leaders from South Asia and other emerging markets as well to illustrate that the ideas Indian entrepreneurs speak about are echoed by their counterparts in the Global South. All these magnates–Ratan Tata, Anu Aga, Adi Godrej, Kiran Mazumdar-Shaw, Devi Shetty and Rahul Bajaj, to name a few–have built, to general acclaim and acknowledgement, organizations that are seen as forward-looking and innovative. In our conversation, we unpack some of these insights around leadership required to build such institutions.  This conversation is likely to be relevant to anyone who is keen to understand what it takes to build an institution that outlives them.  Published in Sept 2022. HOST Deepak is a Leadership Advisor and an Executive Coach. He works with leaders to improve their effectiveness and in helping them make better decisions specifically around organizational and career transitions. He currently runs Transition Insight (www.transitioninsight.com) and works with leaders to handle phases of transition thoughtfully. He has worked as an Operations Consultant with KPMG in UK, Strategy Consultant with McKinsey in the US and as a Leadership Consultant with EgonZehnder (a Swiss Leadership Advisory firm) where he helped companies recruit CEOs, CXOs and Board Members and worked on Leadership Development. Deepak is a certified CEO Coach and is an alumnus of IIT Madras, IIM Ahmedabad and London Business School. His detailed profile can be found at https://in.linkedin.com/in/djayaraman OTHER GUESTS 1.Vijay Amritraj 2.Amish Tripathi 3.Raghu Raman 4.Papa CJ 5.Kartik Hosanagar 6.Ravi Venkatesan 7.Abhijit Bhaduri 8.Viren Rasquinha 9.Prakash Iyer 10.Avnish Bajaj 11.Nandan Nilekani 12.Atul Kasbekar 13.Karthik Reddy 14.Pramath Sinha 15.Vedika Bhandarkar 16.Vinita Bali 17.Zia Mody 18.Rama Bijapurkar 19.Dheeraj Pandey 20.Anu Madgavkar 21.Vishy Anand 22. Meher Pudumjee 23.KV Shridhar (Pops) 24.Suresh Naraynan 25.Devdutt Pattanaik 26.Jay Panda 27.Amit Chandra 28.Chandramouli Venkatesan 29.Roopa Kudva 30.Vinay Sitapati 31.Neera Nundy. 32.Deepa Malik 33.Bombay Jayashri. 34.Arun Maira 35.Ambi Parameswaran 36.OP Bhaat 37.Indranil Chakraborty 38.Tarun Khanna 39. Ramachandra Guha 40. Stewart Friedman 41. Rich Fernandez 42. Falguni Nayar 43. Rajat Gupta 44. Kartik Hosanagar 45. Michael Watkins 46. Matt Dixon 47. Herminia Ibarra 48. Paddy Upton 49. Tasha Eurich 50. Alan Eagle 51. Sudhir Sitapati 52. James Clear 53. Lynda Gratton 54. Jennifer Petriglieri. 55. Matthew Walker 56. Raj Raghunathan 57. Jennifer Garvey Berger 58. BJ Fogg 59. R Gopolakrishnan 60. Sir Andrew Likierman. 61. Atul Khatri 62. Whitney Jonson 63. Venkat Krishnan 64. Marshall Goldsmith 65. Ashish Dhawan 66. Vinay Sitapati 67. Ashley Whillans 68. Tenzin Priyadarshi 69. Ramesh Srinivasan 70. Bruce Feiler 71. Sanjeev Aggarwal and T. N. Hari 72. Bill Carr 73. Jennifer Wetzler 74. Sally Helgesen 75. Dan Cable 76. Tom Vanderbilt 77. Darleen DeRosa 78. Amy Edmondson 79. Katy Milkman 80. Harish Bhatt 81. Lloyd Reeb 82. Sukhinder Cassidy 83. Harsh Mariwala 84. Rajiv Vij 85. Dorie Clark 86. Ayse Birsel 87. Ravi Venkatesan E2 88. Pradeep Chakravarthy 89. Dan Pink 90. Alisa Cohn 91. Ayelet Fishbach 92. Thomas Wedell-Wedellsborg 93. Raghu Ananthnarayanan DISCLAIMER All content and opinions expressed in the podcast are that of the guests and are not necessarily the opinions of Deepak Jayaraman and Transition Insight Private Limited. Views expressed in comments to blog are the personal opinions of the author of the comment. They do not necessarily reflect the views of The Company or the author of the blog. Participants are responsible for the content of their comments and all comments that are posted are in the public domain. The Company reserves the right to monitor, edit, and/or publish any submitted comments. Not all comments may be published. Any third-party comments published are third party information and The Company takes no responsibility and disclaims all liability. The Company reserves the right, but is not obligated to monitor and delete any comments or postings at any time without notice.

What you'll learn in this podcast episode What is top of mind with board directors when they think about corporate culture, ethics, and compliance? How can leaders best assess culture in the companies they oversee? In the season 8 premiere of the Principled Podcast, LRN Director of Advisory Services Emily Miner is joined by Dr. Marsha Ershaghi Hames and Dr. Eric Baldwin at Tapestry Networks to discuss how board members can improve oversight. Listen in as the group shares insights from Tapestry Networks and LRN's joint report Assessing Corporate Culture: A Practical Guide to Improving Board Oversight, which draws from a working group of nearly 40 directors and executives representing over 60 public companies. Principled Podcast Show Notes [0:29] - Emily welcomes listeners to this episode with Marsha and Eric of Tapestry Networks.  [1:46] - A discussion on the recently published report, “Assessing Corporate Culture: A Practical Guide to Improving Board Oversight.” [6:14] - Why the report offers a practical framework and what needs it seeks to address. [9:59] - The key findings or pillars of the report. [15:22] - How the report helps leaders answer “How?” questions. [20:30] - What is the potential broader impact of the report?   Featured guest: Dr. Eric Baldwin Eric Baldwin is a principal at Tapestry Networks, working with teams in the firm's corporate governance and financial services practices. Prior to coming to Tapestry, he served for several years as a research associate at Harvard Business School (HBS), where he collaborated with faculty on a variety of research and writing projects covering topics ranging from organizational culture and change management to corporate strategy and healthcare policy. Prior to his time at HBS, Eric taught in the religious studies departments at Franklin & Marshall College and Boston University, while earlier in his career he served in engineering and operations roles at ON Technology Corporation, a software development firm based in greater Boston.  Eric holds a PhD in religious studies from Boston University and a BA in history from the College of William and Mary.   Featured guest: Dr. Marsha Ershaghi Hames Dr. Marsha Ershaghi Hames is a partner with Tapestry Networks and a leader of our corporate governance practice. She advises non-executive directors, C-suite executives, and in-house counsel on issues related to governance, culture transformation, board leadership, and stakeholder engagement. Prior to joining Tapestry, Marsha was a managing director of strategy and development at LRN, Inc. a global governance, risk and compliance firm. She specialized in the alignment of leaders and organizations for effective corporate governance and organizational culture transformation. Her view is that compliance is no longer merely a legal matter but a strategic and reputational priority.  Marsha has been interviewed and cited by the media including CNBC, CNN, Ethisphere, HR Magazine, Compliance Week, The FCPA Report, Entrepreneur.com, Chief Learning Officer, ATD Talent & Development, Corporate Counsel Magazine, the Society of Corporate Compliance and Ethics and more. She hosted the Principled Podcast, profiling the stories of some of the top transformational leaders in business. Marsha serves as an expert fellow on USC's Neely Center for Ethical Leadership and Decision Making and on the advisory boards of LMH Strategies, Inc. an integrative supply chain advisory firm and Compliance.ai, a regulatory change management firm. Marsha holds an Ed.D. and MA from Pepperdine University. Her research was on the role of ethical leadership as an enabler of organizational culture change. Her BA is from the University of Southern California. She is a certified compliance and ethics professional.   Featured Host: Emily Miner Emily Miner is the Director of Advisory Services at LRN's Ethics & Compliance Advisory practice. She counsels executive leadership teams on how to actively shape and manage their ethical culture through deep quantitative and qualitative understanding and engagement. A skilled facilitator, Emily emphasizes co-creative, bottom-up, and data-driven approaches to foster ethical behavior and inform program strategy. Emily has led engagements with organizations in the healthcare, technology, manufacturing, energy, professional services, and education industries. Emily co-leads LRN's ongoing flagship research on E&C program effectiveness and is a thought leader in the areas of organizational culture, leadership, and E&C program impact. Prior to joining LRN, Emily applied her behavioral science expertise in the environmental sustainability sector, working with non-profits and several New England municipalities; facilitated earth science research in academia; and contributed to drafting and advancing international climate policy goals. Emily has a Master of Public Administration in Environmental Science and Policy from Columbia University and graduated summa cum laude from the University of Florida with a degree in Anthropology.     Principled Podcast Transcript Intro: Welcome to the Principled Podcast brought to you by LRN. The Principled Podcast brings together the collective wisdom on ethics, business and compliance, transformative stories of leadership and inspiring workplace culture. Listen in to discover valuable strategies from our community of business leaders and workplace change makers. Emily Miner: What is top of mind with board directors when they think about corporate culture, ethics and compliance? How can leaders best assess culture in the companies they oversee? Hi, and welcome to another episode of LRN's Principled Podcast. I'm your host, Emily Miner, director of advisory at LRN. And today I'm joined by Dr. Marsha Ershaghi Hames and Dr. Eric Baldwin partner and principal respectively at Tapestry Networks. We're going to be talking about corporate culture and how board members can improve oversight. Marsha and Eric have just collaborated with us at LRN on a report entitled, "Assessing Corporate Culture: A practical guide to improving board oversight." The report presents insights from a working group of nearly 40 directors and executives representing over 60 public companies, including some of the largest companies in the world: Cigna, Sony, McKesson, Lockheed Martin, CDW, Coca-Cola, Excel Energy and Palo Alto Networks included. Marsha, Eric, thanks for joining me on the Principled Podcast today. Marsha Ershaghi Hames: It's great to be here. Eric Baldwin: Thanks for having us, Emily. Emily Miner: Okay, so let's jump right in. This report, a guide really, assessing corporate culture is the result of working group sessions of the ethics, culture and compliance network. Marsha, let me start with you. What is the ECCN, who are its members, and how did it come to be? Marsha Ershaghi Hames: Sure. Great. We're happy to continue to share the Ethics Culture Compliance Network progress. This network was founded in the summer of 2020. I mean, it was during the thick of a pandemic. Companies were spiraling. It was just a lot of crisis management and companies were starting to take a real reflective step back. They were assessing where do we need to look? How do we need to assess our planning for longer term future? And the conversation emerged initially, Emily, as a forum. It was a safe space to convene. Public company directors and senior executives, namely chief ethics and compliance officers, to really start exploring values, corporate culture and the role of ethical decision making in business. Emily, if I can highlight just a few key aspects that the stakeholders of ECCN started to really prioritize over the last two years, number one, the need for boards and executive teams to align and articulate culture so that management feels supported. Number two, to address the challenge of getting ethics and culture on board agendas and to really promote directors going deeper with management, we're going to get to shortly. Number three, ECCN stakeholders have continued to really want a forum to share peer to peer examples, pragmatic examples of the need for better communication and greater transparency between the CECO, the broader management team and the board. Emily Miner: Thanks, Marsha. Having sat in on some of these sessions, I know that those specific examples that you just alluded to, those were among some of the most powerful conversation prompts. So I think that the members got a lot of value out of that. I certainly know I did. And so this report builds on a report that we, Tapestry Networks and LRN, collaborated on last year, activating culture and ethics from the boardroom, which was a really insightful temperature check on board's attitudes about culture. Eric, can you talk about that project and how it led to this latest one? Eric Baldwin: Sure. With the last year's activating culture report, we had set out to understand the realities facing boards and their oversight of ethics and culture. What were their key concerns, the challenges they face, current practices. So to get at that, we interviewed 40 directors who occupied about 80 seats on public company boards with the aim of getting a really broad view of board oversight of ethics and culture. What we found was a pretty diverse range of practices across boards, in terms of what kinds of information they were receiving, their engagement with their management teams, including how often they heard from their chief ethics and compliance officer, a range of assignments of committee responsibilities and really it's just a variability and how much attention the issues get from boards. We also found a real lack of comfort among directors. So directors recognize the importance of culture and the risks associated with ethical lapses or with unhealthy cultures, but recognize that their ability to oversee culture doesn't have the level of clarity and rigor that you find in other aspects of board oversight, like say financial reporting. So there's a real gap between the seriousness of the risk associated with culture and the importance of culture on the one hand and director's sense of their ability, or lack of ability, frankly, to effectively oversee that set of issues. So given that, it seemed crucial to start to develop some board-level tools and practices that could help directors make their oversight of ethics and culture more robust. Emily Miner: Thanks, Eric. I know that this latest report traces its roots back to those earlier insights that you were just describing and the need for a practical framework that board members could adopt. Tell us why this framework and the specific needs it seeks to address. Marsha Ershaghi Hames: Yeah. So maybe I'll take that one. So to Eric's point, we have conversations with 40 directors in 2021 and coming out of it, it was the spirit of action. How can we now take action? So the consensus was, we want a simple, practical framework to start to advance a conversation, just get the conversation started. Think of it like a simple roadmap. How can we take this into the boardroom? How can we start to connect with management with simple prompts, questions. Help us organize our thoughts about how to activate and get the conversation started. Then, another goal was the input was we want to have a peer-reviewed framework. We don't want a treatise. We don't want a commission study by a third party. We want to be a part of driving the frame for what we think will have the greatest impact, both within board rooms and for the boards to explore directly with management. Emily Miner: You've talked a little bit about the approach to developing the framework, talking to the 40 directors and the peer-to-peer nature of it. What else about the approach of how the framework was developed, do you think contributes to the power of what it ultimately offers to boards and management teams? Eric Baldwin: Yeah, I can jump in here. As Marsha noted, we really wanted this to be as useful and practical for boards as possible so we thought it was really important that it'd be grounded in the experience of directors. We knew that there was a lot of good practice already going on in boardrooms. So if we could tap into that collective knowledge and pull that together, it could be really valuable. So the way we went about that was to recruit and convene a working group of about 12 to 15 members, 10 of whom were sitting public company directors. Several of those directors are current or former chief ethics and compliance officers so they've got deep experience in that space that they bring into the boardroom. We also included a couple of sitting senior ethics and compliance executives who report into boards on these matters on a regular basis to bring their perspective, as well as our colleagues from LRN, who brought their expertise in culture measurement. So, we brought the group together several times for virtual discussions, for peer exchange, to really surface the challenges and gaps that they're experiencing, to share and vet existing practices and tools and identify some key insights and good practices that are already going on. So out of that, our team developed a draft framework, which we shared then with a larger group of about 40 directors and ethics and compliance executives to pressure test our recommendations and get additional feedback before publishing the piece this summer. So I think what really gives it its power is that it's grounded in the experience of the boardroom, it's peer developed and peer vetted and rooted in the efforts of directors and practitioners. Emily Miner: Yeah. Thank you, Eric. And just to underline something that both you and Marsha shared, I think something that's so compelling about it in terms of being grounded in that experience is, as you mentioned, many of those directors are current or former chief ethics and compliance officers. So being able to hear from people that have worn both of those hats or are wearing both of those hats, I think is so powerful. So let's keep on talking about the framework. What are the key findings or pillars? I know that there are five pillars of the framework and I'd love for you to expand upon those five pillars for us. Eric Baldwin: Yeah. I'm happy to try to do that. There's a lot of insights there, so I'll try to be brief. As you mentioned, there are five key themes here, and we see them not so much as a series of steps, but more as sets of interlocking practices or that can mutually reinforce each other. So briefly, the first is really just to make ethics and culture a priority. We've heard from directors that culture and ethics often don't get enough time and attention in the boardroom. They get pushed to the bottom of crowded board agendas. So a key step is simply just to ensure that they get priority on the agenda, that they get enough time and attention. It's really crucial. We heard that boards communicate to management that culture and ethics are priorities, which they can do by pushing for information, asking questions, following up, probing. Management needs to know that ethics and culture are board priorities. The second is for boards to take a look at their own culture. Boards have their own internal cultures and the culture of the board influences the culture of the organizations. They sort of set the tone from the top. But directors tell us that boards don't often examine their own cultures in a rigorous way. So it's really important for boards as one member put it, to take a hard look at their own culture. In this, it's especially important for boards to assess their openness and transparency and the level of trust, both among the directors and between the board and the management team, and especially their willingness to hear difficult news and how the board responds to bad news or to hard truths. A key element we heard of ethical culture is trust and transparency and to foster an environment where bad news travels fast. That starts with the board and the board's willingness to hear bad news. The third is the challenge of being able to articulate the elements of culture and really to describe and articulate the culture you're aiming at, what you want to see in your corporate culture. The challenge here is that culture can be a very fuzzy and abstract concept. It's implicit, it's unspoken rules and norms, and that makes it really hard to measure and assess. So anything boards and management teams can do to make discussions of culture more concrete and precise will really help. This can mean breaking down ethical culture into various components, things like trust, willingness to speak out, fairness, organizational justice, so that boards and management teams have a clear answer to the question, "When we talk about culture, what exactly are we talking about?" A key insight here was the importance for boards to be active partners with their management teams in defining and articulating the attributes of a desired ethical culture, rather than just sort of hearing them from management. Contributors told us that the process of defining what a good culture looks like by fostering a robust and structured discussion of culture is as important as the outcome. So boards need to be involved in those discussions early, rather than just the management team coming to them and saying, "Here's what we think our culture should look like." The fourth is really about the tools that they use to measure and monitor culture. This is all about information and data and how it comes to the board. There's a pretty common range of data and information sources that boards depend on and there's plenty of data. But the key is for boards to get that information presented to them in the right way so that it has enough context that it can really make sense to them. So one key issue for boards we found is to push their management teams to report to them in such a way that insights from a range of data sources are integrated into a coherent picture or narrative. So survey data or data from culture surveys is overlaid with safety data, turnover data, and cost of hotline for example. Boards are really looking for a more integrated view from their management teams. Anything that will help generate a narrative or surface patterns that help boards know where they need to follow up and probe and potentially allocate more resources is really helpful. Then finally is the issue of establishing clear communication lines. There's a lot of information relevant to culture that comes from a lot of different functional areas bearing on ethics and culture. So boards need to push their management teams to be able to develop a holistic view and really ask the question who, if anyone, in the management team owns culture and owns reporting on it and can give a really coherent and holistic view of culture. The same goes for the board. At the board level, different committees on the board, get reporting from different management teams and information can become siloed. So the key question is how can boards overcome that tendency and make sure that the entire board is getting a full picture of culture. Emily Miner: Thanks, Eric, you did a great job of covering a lot of detail, very succinctly so I appreciate that. You framed a lot of those pillars in the form of a question: so how can boards do this, how can boards and management team collect the right data and interpret it together and break down those silos, et cetera, so I want to go into those hows a little bit because we call it a practical guide. So how does that manifest? How can this guide, I'll call it a guide and not a report, how can this guide help boards in their oversight of culture? Marsha Ershaghi Hames: Yeah, so Emily, maybe I'll jump in on that one. So to Eric's point as he went through these five key pillars and big insights or meta themes that jumped out, each pillar is supported with countless examples, practical scenarios, and we've even lifted up some direct quotes that came from all of the contributors. So part of this is practically speaking, we want to help agitate that curiosity from the directors. We want to encourage them, look behind the numbers, start asking some of those uncomfortable questions. We wanted to give them, when you talk about sort of manifesting, how do we give directors a simple roadmap or framework to go into, to start within their own boardrooms, and then to look at opportunities to connect and communicate with management, to build that bridge, to forge an ongoing dialogue. So this is not an overnight put your hero cape on. This is to start to create essentially more of that accountability partnership, a dialogue between management and the board and framing it in these five buckets. So it's, step one, are we even prioritizing this? So that can be a series of conversations. Step two, have we aligned as a board and management team? Have we been engaged as a part of articulating and assessing and understanding what is that desired culture? Are we as a board reflecting? So as Eric was going through these, it's you need to have a roadmap essentially to start agitating some of that dialogue. We wanted these pillars to become levers to begin that process to engage with management. Emily Miner: I love the way that you are framing this as agitating the dialogue. There's such a great mental, descriptive image. So thank you for that, Marsha. I know that one of the features of the report or the guide to help agitate that dialogue is a series of questions that can serve as a starting point for this dialogue with management teams and within boards. Can you share some of those compelling prompts? Eric Baldwin: Yeah, I'd be happy to give some examples. I think questions for boards are really a key tool in their tool belt. One of the things that boards are expected to do is offer a credible challenge to management, and it's really through asking questions that they do that. So we did include a number of questions, I think they're probably more than two dozen appended to the end of the report. I will not read anything like all of them at this point, but I'll give you a couple of examples of some of the questions that we include in the report. Again, many of them line up with some of the key buckets that we identified above. One would be just to ask yourselves as boards, have we identified the cultural attributes and behaviors that align with our stated values and our purpose? How can we effectively articulate the culture we're trying to achieve? This in turn would guide management's efforts to measure culture. Another question for the board to reflect on is, does our culture, that is the board's culture, encourage management to share those difficult truths with us? How open to debate and disagreement is our board? Then we also include some questions that boards can ask their management teams. One is to simply ask, to what extent can you provide the board with an integrated view that incorporates information from a range of sources of data into a single picture for us? How can you give us an integrated view of culture? Then another question for management is, are you able to communicate directly to the board when necessary? Do you feel you have the necessary independence to bring issues and questions to the board? So those are just a few examples of a number of questions that we've included in this report. Emily Miner: Thank you. I think that's another feature of the practicality of this. I mean, boards can in some sense sort of lift these questions up and apply them in their own contexts. So recently LRN's Ty Francis, our chief advisory officer had a conversation with Tom Fox, who I think we all know as the voice of compliance and founder of the Compliance Podcast Network. Tom called this report prescient more than once and cited both recent statements of Lisa Monaco, deputy attorney general, and rulings of the Delaware Supreme Court about the need for boards to take a more active role in monitoring and measurement. So with those statements, that context, occurring around the same time as the release of this guide, what do you see is the potential broader impact of the guide, the framework with the five pillars, the practical examples and discussion prompts? What do you see as the potential impact of that? Marsha Ershaghi Hames: So maybe I'll take the lead here and, Eric, if you want to share any other thoughts ... But if we take a step back, this came up in ... so we had a summit, Emily, that you, of course participated in, where we brought together all of the Ethics Culture Compliance Network contributors, not only of the report, but other key stakeholders. It was interesting, a few people pointed to this and they said that if you look at the foundations of corporate scandals over the last few decades, there's a pattern that points to the failure to speak up and a correlating fear of retaliation. So it's that notion of someone always knows what's going on. Right? So when you look at the statements of Lisa Monaco and the Delaware Supreme Court about boards taking a more active role, you have to take a step back and look at what is the role that boards can play to encourage and drive a culture that is more transparent and more open. How can a board activate open dialogue? How can a board establish a more transparent tone. We know, there's enough research around this, that culture's fundamental to business and tone at the top matters. I could even say, and Emily, you and I have collaborated, full disclosure, over years in my consulting days. I saw this. I can just draw anecdotally that in 22 years of consulting, I would come across so many compliance executives who just felt like, "Hey, is my company going to make the investment in my team, and are they going to prioritize culture?" CECOs, they're under a lot of pressure to operate as a resource, enforce policy, developed policy. They're regarded as the primary architects of culture, but oftentimes we're also labeled as a cost center. So some of this stuff has been coming out as you know, Emily and Eric, and our conversations around like, "Are we leading on this or are we in a reactive mode?" So I would say in terms the broader impact of this framework, it's the notion of how can we be proactive? How can we put a framework and a roadmap in front of the board to agitate the curiosity, to ask for more data behind the numbers and to empower boards and management teams to get the conversation started. To Eric's point, it's like, is it a toolbox? Is it a tool set? Well, yes, it is. It's been pressure tested by peers. It was developed by peers. They're trying it in their own boardrooms. Some of these stakeholders are current or former chief ethics and compliance officers so there's an appreciative inquiry of the tensions on both sides of the table. So in my opinion, I really forecast that this is going to have a catalyzing impact on the industry. Eric, I don't know, thoughts on your end too. Eric Baldwin: No, I would just say, I think one of our hopes here is that as directors bring this into the boardroom and, Emily, you're right to point out that it does seem like the expectations for boards in oversight in this area are going nowhere but up. It is our hope that this is a tool that helps them meet those heightened expectations. But also that it's only a starting point, that boards will use the tools in this framework to get the conversation started and come back to us with further recommendations of what would be additionally helpful to assist them in their oversight here. Emily Miner: Well, I, for one look forward to following along and participating and seeing what the impact is and how this framework is used and what the feedback is from those that use it. Marsha, Eric, it has been such a delight speaking with you today about the genesis of this report and all of the insights assembled from such a stellar working group. We're out of time for today. But for those listening, if you're interested in learning more about the report, the framework, et cetera, please look at the link in the podcast description. My name is Emily Miner, and I want to thank you all for listening to the Principled Podcast by LRN. Outro:  We hope you enjoyed this episode. The Principled Podcast is brought to you by LRN. At LRN our mission is to inspire principled performance in global organizations by helping them foster winning ethical cultures rooted in sustainable values. Please visit us at lrn.com to learn more. And if you enjoyed this episode, subscribe to our podcasts on Apple Podcasts, Stitcher, Google Podcasts, or wherever you listen. And don't forget to leave us a review.  

Hosted by Andrew Keen, Keen On features conversations with some of the world's leading thinkers and writers about the economic, political, and technological issues being discussed in the news, right now. In this episode, Andrew is joined by Bill George, author of True North: Leading Authentically in Today's Workplace. Bill George is the former Chair and CEO of Medtronic and Executive Fellow at Harvard Business School (HBS), where he has taught leadership to MBAs and executives since 2004. He is the author of four bestselling books: Authentic Leadership, True North, Finding Your True North, and 7 Lessons for Leading in Crisis. True North has been recognized as one of the 25 Best Leadership Books of All-Time. He has served on the boards of Goldman Sachs, Mayo Clinic, ExxonMobil, Novartis, and Target. Learn more about your ad choices. Visit megaphone.fm/adchoices

Bill George is a Professor at Harvard Business School (HBS), where he has taught leadership since 2004. He is the author of: Emerging Leader Edition of True North, Discover Your True North and The Discover Your True North Fieldbook, Authentic Leadership, True North, Finding Your True North, 7 Lessons for Leading in Crisis, and True North Groups.He was chair and CEO of Medtronic, the world's leading medical technology company. Under his leadership, Medtronic's market capitalization grew from $1.1 billion to $60 billion, averaging 35 percent a year. He joined Medtronic in 1989 as president and COO, was CEO from 1991 to 2001, and was chair of the board from 1996 to 2002. Earlier in his career, he was an executive with Honeywell and Litton Industries and served in the U.S. Department of Defense.He has served as a director of Goldman Sachs, ExxonMobil, Novartis, Target, the Mayo Clinic, and World Economic Forum USA. He received the 2014 Bower Award for Business Leadership and was elected to the National Academy of Engineering in 2012. He has been named one of the Top 25 Business Leaders of the Past 25 Years by PBS, Executive of the Year by the Academy of Management, and Director of the Year by the National Association of Corporate Directors.Pre-Order Here: https://www.billgeorge.org/book/true-north-emerging-leader-editionTwitter of Host: @mbitpodcast (Shamus Madan)Twitter of Guest: @

In this video, I interview Charles and ask him about his experience at Harvard Business School (HBS).------

Brands with big hearts require leaders with hearts. With its mission to educate leaders who make a difference in the world, Harvard Business School (HBS) is creating both. In this episode, hear from Brian Kenny, HBS Chief Marketing and Communications Officer, about how HBS is not only creating leaders and businesses with heart, but also walking the walk themselves.

This week, we continue our look back at the top 10 most-downloaded episodes of the FourBlock Podcast with #2 on the countdown, “How to Seize Opportunity in Your Career and Market Yourself as a Veteran” with former Army Pilot, Global Account Manager at LinkedIn, and FourBlock Board Member Darren Sumter. In this interview, Darren recounts his experiences growing up, serving in the Army, and transitioning into the civilian workforce. Darren also shares his expert recommendations for veterans on how to market yourself and how to seize opportunities in your post-military careers. For over 20 years, Darren has worked as a management consultant and a business development strategist specializing in providing companies with business-to-business software solutions to drive innovation and improve profitability. Currently, Darren works as a Global Account Manager at LinkedIn, where he manages responsibilities for several strategic customers in North America across several sectors. Prior to LinkedIn, Darren was a member of several big data B2B software strategic consulting companies where he held responsibilities for new market and new customer business development. Prior to his software career, Darren was a strategy consultant in the US and Europe. He attended Harvard Business School (HBS), where he earned his MBA. Prior to HBS, Darren attended the US Military Academy at West Point where he earned a B.S. in mechanical and aerospace engineering and served in the U.S. Army's aviation branch. He is a veteran of the first Gulf War where he served in Saudi Arabia and Iraq for Operations Desert Storm and Desert Shield. Resources: LinkedIn Resources for Military Spouses LinkedIn Resources for Veterans   ABOUT US Welcome to the FourBlock Podcast, a show that examines veteran career transition and the military-civilian divide in the workplace. General Charles Krulak coined the term "Three Block War" to describe the nature of 21st-century military service defined by peace-keeping, humanitarian aid, and full combat. But what happens next? Veterans are often unprepared to return home and begin new careers. We call this the Fourth Block.  FourBlock is a national non-profit that has supported thousands of transitioning service members across the nation in beginning new and meaningful careers.  Mike Abrams (@fourblock) is an Afghanistan veteran, founder of FourBlock, and author of two military transition books. He represents the military transition perspective. Lindsey Pollak (@lindsaypollak) is a career and workplace expert and New York Times bestselling author of three career advice books. Lindsey represents the civilian perspective of this issue.  Veterans, explore new industries and make the right connections. Find a career that fits your calling. Join us at fourblock.org/ Sponsor our program or host a class to equip more of our veterans at fourblock.org/donate. Follow FourBlock on Social Media  LinkedIn Facebook Instagram Twitter Podcast episodes are produced and edited by the Columbia University Center for Veteran Transition and Integration.      

Robin Sharma once said, “Success is not a function of the size of your title but the richness of your contribution.” It's about impact, influence and inspiration. Our guests are a perfect example of the power of sincere and selfless contribution and how it fosters true fulfilment. Meet Dr. Ganesh Natarajan & Dr. Uma Ganesh, Co-Founders of 5F World, who share their career journeys and how their shared values of working for the good of the community and their country has inspired them to create impact and opportunity using their 5F framework – Fast, Focused, Flexible, Friendly and Fun. Dr. Ganesh Natarajan is the Executive Chairman of 5F World, a platform for Digital Start-ups, Skills and Social Ventures. He is also Chairman of Honeywell Automation India Limited and Lighthouse Communities Foundation and a Board member of the State Bank of India, Hinduja Global Solutions, Global Talent Track, Educate Girls and the Asian Venture Philanthropy Network. Ganesh is a Distinguished Alumnus of IIT Bombay and NITIE. Dr. Uma Ganesh is the co-founder of 5F World and founder of multiple companies including Global Talent Track focused on skills development for the digital era, Centre for Artificial Intelligence and Advanced Analytics, Kalzoom Advisors and Skills Alpha – the digital platform for talent development. In this episode, Uma & Ganesh share their vision, the foundational pillars of their partnership, why learning should be a collective collaboration, and how leaders should view talent differently for the future. Visit https://www.iambeyondbarriers.com where you will find show notes and links to all the resources in this episode, including the best way to get in touch with Dr. Ganesh Natarajan & Dr. Uma Ganesh. Highlights: [02:54] Uma's story [07:50] Ganesh's story [10:21] Uma & Ganesh's shared vision [13:46] The foundational pillar of Ganesh & Uma's partnership [16:14] The importance of taking risks [19:25] In service of something bigger [23:48] The formation of 5F World [27:35] The future is collective collaborative learning [31:07] How leaders should be looking at talent for the future [39:09] The habits of success [45:16] Who you surround yourself with matters [48:35} Ganesh & Uma's message to the world Quotes: “it's not about making money for ourselves or for shareholders, it's about doing good work for the community, the country, with people whom we love, and who we want to see succeed.” – Dr. Ganesh Natarajan “Life is a journey where you learn from failures, and you learn from successes.” – Dr. Uma Ganesh “For every negative event that takes you away from your path, I've always found that there are five helping hands there to support me.” – Dr. Uma Ganesh “Purpose, focus and a positive attitude will keep you going towards success.” – Dr. Uma Ganesh “If you do what you've always done, you'll get what you've always gotten.” – Dr. Ganesh Natarajan “Believe in yourself. Don't stop, just do it.” – Dr. Uma Ganesh “Try to make sure that everything is done in the shortest possible time and with the maximum possible impact.” - Dr. Ganesh Natarajan About Dr. Ganesh Natarajan: Dr. Ganesh Natarajan is the Executive Chairman of 5F World, a platform for Digital Start-ups, Skills and Social Ventures in the country. He is also Chairman of Honeywell Automation India Limited and Lighthouse Communities Foundation and a Board member of the State Bank of India, Hinduja Global Solutions, Global Talent Track, Educate Girls and the Asian Venture Philanthropy Network. Ganesh is a Distinguished Alumnus of IIT Bombay and NITIE. He has been Chairman of NASSCOM and President of the HBS Club of India and led APTECH and then Zensar Technologies to global success from 1991 to 2016. Harvard Business School (HBS) has written and teaches two case studies on his work. About Dr. Uma Ganesh: Uma Ganesh has three decades of success in corporate and entrepreneurial ventures covering manufacturing, media, banking and IT sectors. Uma has had indepth exposure to functional areas such as marketing, product management, finance and operations through CXO/CEO positions with large organisations having their footprint in India and global markets. Her last corporate assignment was with HSBC as their Chief Corporate Development Officer for its Global Resourcing Business and previously she has been associated with Zee Education, Aptech, NIIT, Fibre Glass Pilkington and Crompton Greaves.  Over the last decade, Uma has turned an entrepreneur founding Global Talent Track focussed on skills development for the digital era, Centre for Artificial Intelligence and Advanced Analytics, Kalzoom Advisors and Skills Alpha – the digital platform for talent development. One of the noteworthy initiatives is 5F World Pvt Ltd cofounded with Dr Ganesh Natarajan which is focussed on consulting for digital transformation and investment in digital startups. Uma's academic credentials include MBA from the Faculty of Management Studies, University of Delhi and Phd from IIT Bombay. She has played leadership roles in several industry forums namely CII, NHRD Network, Bombay Management Association, Indian Women's Network (IWN) to name a few. She has co-authored a book – a Tata McGraw Hill publication ‘Knowledge Force' with Dr Ganesh Natarajan and has a regular column in the Financial Express focussed around Digital technologies. Links: Websites: https://ganeshnatarajan.in/ http://5fworld.com/ Recent Books: RISING TO THE CHINA CHALLENGE: WINNING THROUGH STRATEGIC PATIENCE AND ECONOMIC GROWTH Accelerating Digital Success: Reimagining Organisations for a Post-COVID-19 World LinkedIn: https://www.linkedin.com/in/ganeshnatarajan/ https://www.linkedin.com/in/uma-ganesh-77369217/

Pursuing an MBA at Harvard is a dream of many. In this episode, I speak to Luqzan Mustafa Kamal to unpack the process of getting into Harvard Business School (HBS) and get an insider's view on the famous HBS case study method and 'cold calls'. Luqzan holds an MBA from HBS and bachelor's degrees in chemical engineering - as well as business management and economics from the University of Queensland, Australia. 'Staying the Course: Navigating the challenges of part-time study' is a podcast to help and inspire master's and PhD postgraduate students in successfully completing their graduate school journey. Follow & Subscribe at: YouTube: https://www.youtube.com/asrifyusoff Podcast: https://anchor.fm/asrifyusoff Twitter: https://www.twitter.com/asrif Instagram: https://www.instagram.com/asrifyusoff Blog: https://www.asrif.org Disclaimer: This content is the opinion of the author and does not represent any affiliated organisation. The information provided is for general informational and educational purposes only.

Today, we have the great pleasure of chatting with Rudina Seseri, Founder of Glasswing Ventures, an early-stage venture capital firm investing in AI-powered software companies. With over 17 years of investing and related experience, Rudina has led investments in companies such as Celtra, Crowdtwist, ChaosSearch, Plannuh, Reprise, Inrupt, and Zylotech (recently acquired by Terminus).Prior to moving into venture capital, Rudina was a Senior Manager in the Corporate Development Group at Microsoft Corporation and started her career as an investment banker at Credit Suisse. Rudina was appointed by the Dean of the Harvard Business School (HBS) for four consecutive years to serve as Entrepreneur-In-Residence for the Business School and has most recently been named to the HBS inaugural group of Rock Venture Capital Partners. Get on the email list at ventureunlocked.substack.com

In this conversation, Thomas Eisenmann discussed the complicated world of startup failures. Tom discussed various failures and what are some ways businesses could have done right. This is a great conversation for anyone seeking to understand failures and how to avoid them. Bio: Tom Eisenmann is the Howard H. Stevenson Professor of Business Administration at Harvard Business School (HBS) and the faculty co-chair of the Arthur Rock Center for Entrepreneurship. Since joining the HBS faculty in 1997, he's led The Entrepreneurial Manager, an introductory course taught to all first-year MBAs, and launched fourteen electives on all aspects of entrepreneurship, including one on startup failure. Eisenmann has authored more than one hundred HBS case studies and his writing has appeared in The Wall Street Journal, Harvard Business Review, and Forbes. He is the author of the new book Why Startups Fail. Thomas's Book: Why Startups Fail: A New Roadmap for Entrepreneurial Success https://amzn.to/2SeCCEa Discussion Timeline: TIMELINE Stage 1: Lead-in 1. Starter: Give your starter pitch 1 point that this book points to: 2. Vishal briefly introduce guest Stage 2: Subject Matter Expertise 3. What is the state of startups today? 4. What are some common pitfalls you find in the world of startups? 5. What is the state of innovation today? 6. What are some common patterns you are seeing when it comes to startups that are coming up today? 7. How has corporate innovation stifled over the last year? Stage 3: Introduction as an author 8. Why study startup failures? 9. What are some surprises you found in studying startup failures? 10. What are the most common patterns of failure? 11. Why is it important to normalize and accept failure? 12. Is there such a thing as failing well? 13. What was one of most of the unexpected failures you learned about when writing this book? 14. How you should embrace failure if you are a founder? 15. Are failures something you avoid or something you should embrace? 16. Naseem Taleb suggests being anti-fragile, can startup be anti-fragile Stage 4: Rapid Fire [Say what comes to your mind] 17 a. #Startups 17 b. #Entrepreneurship 17 c. #Failures 17 d. #Growth 17 e. #Culture 17 f. #Founder 17 g. #Disruption 17 h. #JobsOfFuture 17 i. #FutureofStartup 17 j. #FutureofOrganization Stage 5: Closing 18. What are 1-3 best practices that you think are the key to success in your journey? 19. Do you have any favorite read? 20. As a closing remark, what would you like to tell our audience? About TAO.ai[Sponsor]: TAO is building the World's largest and AI-powered Skills Universe and Community powering career development platform empowering some of the World's largest communities/organizations. Learn more at https://TAO.ai About WorkPod: Work Pod takes you on the journey with leaders, experts, academics, authors, and change-makers designing the future of work, workers, and the workplace. About Work2.org WorkPod is managed by Work2.org, a #FutureOfWork community for HR and Organization architects and leaders. Sponsorship / Guest Request should be directed to info@tao.ai Keywords: #FutureofWork #Work2.0 #Work2dot0 #Leadership #Growth #Org2dot0 #Work2 #Org2

In this episode of Work in Progress, Joe Fuller, Harvard Business School (HBS) professor and co-chair of the school's Managing the Future of Work project joins me in a discussion about the widening labor shortage and some ideas about how business leaders can improve their hiring practices to uncover untapped talent pools. That's the focus of a new report from HBS and Accenture, Hidden Workers. "Companies are increasingly desperate for workers. As they continue to struggle to find people with the skills they need, their competitiveness and growth prospects are put at risk," states the report. "At the same time, an enormous and growing group of people are unemployed or underemployed, eager to get a job or increase their working hours." The numbers back up that analysis: there are 10.9 million open jobs and 8.4 million people out of work and looking for a job, according to the U.S. Bureau of Labor Statistics. According to the report, co-authored by Fuller, the workers remain "hidden" from employers because of the way businesses go about looking for talent to fill those open jobs. "We framed the phrase 'hidden worker' because the processes that companies use, and the way they implement them, have the effect of screening out a large number of people from any kind of active consideration for a position. So they're hidden from the process," Fuller explains. The report estimates that there are more than 27 million hidden workers in the U.S. According to the report, "Our analysis indicates many such workers want to work and are actively seeking work. They experience distress and discouragement when their regular efforts to seek employment consistently fail due to hiring processes that focus on what they don't have (such as credentials) rather than the value they can bring (such as capabilities)." One of the main reasons for this mismatch, Fuller says, is the use of AI-powered applicant tracking systems, or ATS, which 99% of the nation's largest companies use to assess job applicants. "In those software tools, there are a number of variables that an employer can set to both filter-in candidates, keep this person in the pool, exclude this person from pool, and to rank them." "A common filter is, does this person have a college degree? No, exclude, yes, continue. Another one is, does this person admit to having a felony conviction. A more subtle one is that almost 50% of U.S. employers will use what's called a continuity of employment filter that says if someone has a gap on their resume of more than six months, exclude." The result, says Fuller, is that these filters "aggregate in a way that causes a large number of people who might actually be 80%, 90% of the way home to being qualified, to fall out of the candidate pool, having never been assessed by a human being. They're just being assessed by the AI system." This filtering process is just one of the hiring screening practices that Fuller and the report cite in the creation of hidden workers. The report also includes recommendations on steps companies can take to include hidden workers, and in doing so, create a "new and valuable pipeline of talent." Learn more by listening to the podcast here. You can also find the episode wherever you get your podcasts. And you can read the entire report from Harvard Business School and Accenture here. Episode 201: Joe Fuller, Harvard Business School professor and co-chair of the school's Managing the Future of Work projectHost & Executive Producer: Ramona Schindelheim, Editor-in-Chief, WorkingNationProducer: Larry BuhlExecutive Producers: Joan Lynch and Melissa PanzerMusic: Composed by Lee Rosevere and licensed under CC by 4.0. Download the transcript for this podcast here.You can check out all the other podcasts at this link: Work in Progress podcasts

In this episode of Work in Progress, Joe Fuller, Harvard Business School (HBS) professor and co-chair of the school's Managing the Future of Work project joins me in a discussion about the widening labor shortage and some ideas about how business leaders can improve their hiring practices to uncover untapped talent pools. That's the focus of […] The post AI-powered hiring systems screen out qualified talent, creating “hidden workers” appeared first on WorkingNation.

Sarah shares her journey from co-founding Connected Living in 2007 to today's suite of technology and the progression from content management software to mobile apps, digital signage, in-room engagement through TV and Alexa, and Temi the personal robot. About Sarah Sarah Hoit is a career social entrepreneur focused on companies that impact larger social issues. She is currently CEO of Connected Living and Co-Founded the company in 2007 to provide families and communities with a private social network to bridge the “digital divide” for the millions of seniors who have been left out of the conversation. Connected Living provides a “high tech and high touch” way for families to connect, access goods and services, and enhance quality of life across the nation and soon globally. Sarah was previously Founder and CEO of Explore, Inc., an education company that operated programs to meet the academic and social needs of every student through the integration of experiential learning, homework and skill lessons, physical education, and community services. Prior to founding Explore, Sarah served as the Director of Business Planning in the White House Office of National Service, and then Deputy Director of AmeriCorps where she was a senior official in a national service program that has enabled over 1 million youth to serve their country. Sarah holds a BA with Honors from Dartmouth College and an MBA from Harvard Business School (HBS), where she was awarded a public service fellowship. She has been a guest lecturer at HBS and Dartmouth's Tuck School of Business on social entrepreneurism and is a member of the Dementia Friendly America Board, the Tenacity Board. Key Takeaways New developments tie in technology from inception with AI, motion sensors, smart switches, and temperature controls. Residents and family can participate together in Connected Living University through TV, interactive signage, or mobile app. Similar to Harvard Business School, courses are based on case studies instead of lectures to encourage discussion. Combating isolation is key to wellbeing. In-room engagement technology allows residents and families to connect virtually by doing yoga, reading the same book, or watching the same TV show together.

The Los Angeles Times describes Frances Frei as “the go-to woman for companies like Uber who are looking to improve their image.” Frances is a Harvard Business School (HBS) professor who is credited with making HBS more gender-inclusive. She also served recently as Uber's first VP of Leadership and Strategy, brought in to turn around its toxic culture. Along with co-author Anne Morriss, she has written Unleashed: The Unapologetic Leaders Guide to Empowering Everyone Around You. She chats with Marcel Schwantes about her book and how to unleash the potential of those you lead by applying practical love. Marcel quotes Frances' book: “Leadership is about empowering other people as a result of your presence and making sure that impact continues into your absence.” [5:46] Empowerment leadership can be represented by a target, the bullseye of which is trust. As a leader moves outward with each ring, they gain the skills to empower more and more people. The next ring is love: How can I set up one other person for success? Belonging is next: What can I do for a varied group? Influencing others is the next step, which entails combining strategy and culture to influence people even in your absence. [6:52] Frances recounts how she helped change the culture of Uber. [9:50] If your culture is broken, start with trust. [18:00] “The reason that people haven't been able to make much progress on trust is they kept trying to move to trust without understanding its very different but comprehensive component parts,” Frances explains. These components are authenticity, logic and empathy. She describes the role of each component in building a trustworthy culture. [18:40] Love is empowering people by setting high standards and revealing deep devotion to them. To bring out someone's best, they have to feel your high standards as much as your devotion to them. Marcel comments that people often forget the leadership part of servant leadership: high standards and accountability are as important as caring. Both are necessary in a great leader. [23:20] Two practical ways to be more loving by setting high standards are: set better goals and celebrate wins. Two ways to show devotion are: proactively help, and fulfill people's basic needs. [25:05] Marcel and Frances talk about how she helped make HBS more gender-inclusive. [28:39] “If there are demographic tendencies associated with who's thriving, your culture is broken,” Frances says. [30:54] “If you only give me an hour to diagnose whether the culture has a problem, I'm going to do two things. I'm going to listen to see if any of the cultural values are weaponized, and I'm going to look at the data to see if women and men are thriving at the same rates,” says Frances. Marcel asks, “One of the strategies that often fails in making a workplace more diverse and inclusive - especially for women looking to move up into the higher ranks - is the recruitment process. So what are some ways we can improve it to promote more diversity?” Frances responds with practical advice. [41:20] The most important thing to do for our employees during this pandemic, Frances says, is to enrich them by helping them develop. [46:48] Frances wants leaders to take away this point: if you notice something wrong, address it now. “Meaningful change only happens quickly,” she argues. “Meaningful change happens when the thing you want to change is your number one priority… So when you see something, address it; address it with all your might, close it, and move on to the next thing.” [51:06] Marcel walks listeners through the Leadership Performance Curve exercise from Frances' book. [53:36] Resources Frances Frei on LinkedIn TheLeadersGuide.com Unleashed: The Unapologetic Leaders Guide to Empowering Everyone Around You  TED Talk: How to Build (and Rebuild) Trust MarcelShwantes.com 

In this conversation, Thomas Eisenmann discussed the complicated world of startup failures. Tom discussed various failures and what are some ways businesses could have done right. This is a great conversation for anyone seeking to understand failures and how to avoid them. Bio: Tom Eisenmann is the Howard H. Stevenson Professor of Business Administration at Harvard Business School (HBS) and the faculty co-chair of the Arthur Rock Center for Entrepreneurship. Since joining the HBS faculty in 1997, he's led The Entrepreneurial Manager, an introductory course taught to all first-year MBAs, and launched fourteen electives on all aspects of entrepreneurship, including one on startup failure. Eisenmann has authored more than one hundred HBS case studies and his writing has appeared in The Wall Street Journal, Harvard Business Review, and Forbes. He is the author of the new book Why Startups Fail. Thomas's Book: Why Startups Fail: A New Roadmap for Entrepreneurial Success https://amzn.to/2SeCCEa Discussion Timeline: TIMELINE Stage 1: Lead-in 1. Starter: Give your starter pitch 1 point that this book points to: 2. Vishal briefly introduce guest Stage 2: Subject Matter Expertise 3. What is the state of startups today? 4. What are some common pitfalls you find in the world of startups? 5. What is the state of innovation today? 6. What are some common patterns you are seeing when it comes to startups that are coming up today? 7. How has corporate innovation stifled over the last year? Stage 3: Introduction as an author 8. Why study startup failures? 9. What are some surprises you found in studying startup failures? 10. What are the most common patterns of failure? 11. Why is it important to normalize and accept failure? 12. Is there such a thing as failing well? 13. What was one of most of the unexpected failures you learned about when writing this book? 14. How you should embrace failure if you are a founder? 15. Are failures something you avoid or something you should embrace? 16. Naseem Taleb suggests being anti-fragile, can startup be anti-fragile Stage 4: Rapid Fire [Say what comes to your mind] 17 a. #Startups 17 b. #Entrepreneurship 17 c. #Failures 17 d. #Growth 17 e. #Culture 17 f. #Founder 17 g. #Disruption 17 h. #JobsOfFuture 17 i. #FutureofStartup 17 j. #FutureofOrganization Stage 5: Closing 18. What are 1-3 best practices that you think are the key to success in your journey? 19. Do you have any favorite read? 20. As a closing remark, what would you like to tell our audience? About TAO.ai[Sponsor]: TAO is building the World's largest and AI-powered Skills Universe and Community powering career development platform empowering some of the World's largest communities/organizations. Learn more at https://TAO.ai About WorkPod: Work Pod takes you on the journey with leaders, experts, academics, authors, and change-makers designing the future of work, workers, and the workplace. About Work2.org WorkPod is managed by Work2.org, a #FutureOfWork community for HR and Organization architects and leaders. Sponsorship / Guest Request should be directed to info@tao.ai Keywords: #FutureofWork #Work2.0 #Work2dot0 #Leadership #Growth #Org2dot0 #Work2 #Org2

Jarrid Tingle is Managing Partner of Harlem Capital where he focuses on deal sourcing, organizational strategy, and due diligence efforts. Jarrid was featured on the 2019 Forbes 30 under 30 list, 2019 Inc. 30 under 30 list, and the 2018 Ebony Power 100 list. He received his MBA from Harvard Business School (HBS) in 2019 where he was a Baker Scholar (top 5% of class). During HBS, Jarrid was a fellow in the Robert Toigo Foundation and Management Leadership for Tomorrow MBA Programs. Previously, Jarrid was a Private Equity Investment Professional at ICV Partners. Prior to ICV, Jarrid was an Investment Banker in the Global Technology, Media & Telecommunications Group at Barclays. Jarrid graduated cum laude from the Wharton School of the University of Pennsylvania with a Bachelor of Science in Economics and a Concentration in Finance. Jarrid was an active member of Friars Senior Society, Onyx Senior Honor Society, and The Lantern Senior Society. Upon graduation, Jarrid received the Wharton Undergraduate Dean's Award for Excellence (Wharton's highest honor). Jarrid's favorite activities include reading, weight training, traveling, and attending concerts.   Sign up for The Grind, for actionable insights and stories from successful entrepreneurs delivered to your inbox once per week: https://www.justgogrind.com/newsletter/ Listen to all episodes of the Just Go Grind Podcast: https://www.justgogrind.com/podcast/ Follow Justin Gordon on Twitter: https://twitter.com/justingordon212 Follow Justin Gordon on Instagram: https://www.instagram.com/justingordon8/  

Miguel Armaza sits down with Jarrid Tingle, Co-Founder and Managing Partner of Harlem Capital, an early-stage, diversity-focused venture capital firm that was founded in 2015 with the specific mission to fundamentally change the face of entrepreneurship. Jarrid and team now manage a $174 million portfolio comprised of 61% Black or Latino led companies and 43% female-only led companies. Harlem Capital aims to invest in 1,000 diverse founders over the next 30 years. Jarrid is also a proud alum of our amazing Wharton School! In this episode, we discuss: - Jarrid's background and how he and his co-founders raised Harlem Capital's initial capital while in business school - The story behind Harlem Capital's very own Harvard Business School case - Importance of backing founders that fundamentally can sell and are analytical - Their fintech outlook and why Jarrid is excited about the power of fintech to help supercharge eCommerce - Debunking the myth of the pipeline problem and why it's really just about giving people access and opportunities - Why he's hopeful but not satisfied with the progress of the VC and Tech industry as it relates to diversity - Biggest lesson he's learned as an investor - And a lot more! Jarrid Tingle Jarrid Tingle is Managing Partner of Harlem Capital where he focuses on deal sourcing, organizational strategy, and due diligence efforts. Jarrid was featured on the 2019 Forbes 30 under 30 list, 2019 Inc. 30 under 30 list, and the 2018 Ebony Power 100 list. He received his MBA from Harvard Business School (HBS) in 2019 where he was a Baker Scholar (top 5% of class). During HBS, Jarrid was a fellow in the Robert Toigo Foundation and Management Leadership for Tomorrow MBA Programs. Previously, Jarrid was a Private Equity Investment Professional at ICV Partners. Prior to ICV, Jarrid was an Investment Banker in the Global Technology, Media & Telecommunications Group at Barclays. Jarrid graduated cum laude from the Wharton School of the University of Pennsylvania with a Bachelor of Science in Economics and a Concentration in Finance. Jarrid was an active member of Friars Senior Society, Onyx Senior Honor Society, and The Lantern Senior Society. Upon graduation, Jarrid received the Wharton Undergraduate Dean's Award for Excellence (Wharton's highest honor). Jarrid's favorite activities include reading, weight training, traveling, and attending concerts. About Harlem Capital: Harlem Capital (HCP) is an early-stage, diversity-focused venture capital firm. HCP makes initial investments of $750k to $1.5mm in U.S. Seed rounds for 10%+ ownership. For more FinTech insights, follow us below: Medium: medium.com/wharton-fintech WFT Twitter: twitter.com/whartonfintech Miguel's Twitter: twitter.com/MiguelArmaza Miguel's Newsletter: https://bit.ly/3jWIpqp

Deborah es fundadora y CEO de CanastaRosa.com, la plataforma digital para inspirar, comprar y vender productos únicos, locales y hechos a mano por emprendedores. Hoy Canasta Rosa es la casa de más de 14,000 emprendedores mexicanos y ofrece el ecosistema para que estos emprendedores puedan vender en línea y crecer su negocio con diferentes herramientas como educación, marketing y financiamiento.Anteriormente, Deborah era socia directora de Soldiers Field Angels (SFA), un fondo de capital privado compuesto por ex alumnos de Harvard Business School (HBS). Deborah dirigió SFA I a través de siete inversiones y dos desinversiones y lanzó SFA II.Deborah también es co-fundadora de Kiwilimon, el portal de recetas de cocina #1 de Latino America. Hoy el contenido de Kiwilimon interactúa hoy con más de 20 millones de personas en plataformas digitales.Antes de convertirse en emprendedora, Deborah tuvo una carrera como directora de marketing y ventas para Interlingua, y formó parte del equipo de marketing de Johnson & Johnson y Procter & Gamble.Deborah tiene un MBA de Harvard Business School y una licenciatura de ITESM CSF donde se graduó con honores.Deborah es parte del consejo de Kiwilimon, Ambrosia y Pro-Empleo. Deborah es mamá de 4 y esposa.Support the show (http://www.queridaagenda.com)

99% of business media stories on startups are essentially PR for the startup itself. This makes these stories a one-sided source of information on what it's like to operate and grow a startup. While there are more and more discussions of mistakes, basically no one at Inc or Entrepreneur or anywhere else really will ever green light a debate on this or that failed startup unless, like Theranos, it ended in some massive ethical scandal. Failure is depressing, they say. Not me. This month, I'm honored to bring you the first in a two-part interview with Professor Tom Eisenmann of the Harvard Business School (HBS). He and I chat about themes from his new book Why Startups Fail and how these patterns play out in the world of consumer packaged goods (CPG). In the second part of our interview, we discuss more advanced themes in failure:  the Speed Trap, Help Wanted and the challenges staffing up quicklySince joining the HBS faculty in 1997, Tom has led The Entrepreneurial Manager, an introductory course taught to all first-year MBAs, and launched fourteen electives on all aspects of entrepreneurship, including one on startup failure. Eisenmann has authored more than one hundred HBS case studies, and his writing has appeared in The Wall Street Journal, Harvard Business Review, and Forbes.

Why do many startups fail? Tom Eisenmann, Professor of Entrepreneurship at Harvard Business School realised that even he didn't really know the answer, despite a lifetime teaching entrepreneurship, and decided to write a book to answer exactly that question. You can hear him go into detail on the NBN Entrepreneurship and Leadership Channel interviewed by experienced entrepreneurs Richard Lucas and Kimon Fountoukidis. Whether you want to start a business one day, or just have better conversations with people who are in business, don't miss this “book of the day” podcast. He draws attention to a critical gap in the Lean Startup methodology which can save both dollars and time if correctly applied. This idea alone makes the podcast worth listening to. The NBN Entrepreneurship and Leadership podcast aims to educate and entertain, sharing insights based on the personal story of our carefully selected guests aiming for the atmosphere of an informal conversation in a bar or over a cup of coffee. In this episode we do go a little further into Tom's background that normal, and give an entrepreneurial take on his ideas. He does a great job of explaining his ideas, and there is much for any entrepreneur to learn. If you want your startup to succeed, you need to understand why startups fail. That question caught Harvard Business School professor Tom Eisenmann by surprise when he realized he couldn't answer it. So he launched a multiyear research project to find out. In Why Startups Fail: A New Roadmap for Entrepreneurial Success (Currency, 2021), Eisenmann reveals his findings: six distinct patterns that account for the vast majority of startup failures. * Bad Bedfellows. Startup success is thought to rest largely on the founder's talents and instincts. But the wrong team, investors, or partners can sink a venture just as quickly. * False Starts. In following the oft-cited advice to "fail fast" and to "launch before you're ready," founders risk wasting time and capital on the wrong solutions. * False Promises. Success with early adopters can be misleading and give founders unwarranted confidence to expand. * Speed Traps. Despite the pressure to "get big fast," hypergrowth can spell disaster for even the most promising ventures. * Help Wanted. Rapidly scaling startups need lots of capital and talent, but they can make mistakes that leave them suddenly in short supply of both. * Cascading Miracles. Silicon Valley exhorts entrepreneurs to dream big. But the bigger the vision, the more things that can go wrong. About our guest Tom Eisenmann is the Howard H. Stevenson Professor of Business Administration at Harvard Business School (HBS) and the faculty co-chair of the Arthur Rock Center for Entrepreneurship. Since joining the HBS faculty in 1997, he's led The Entrepreneurial Manager, an introductory course taught to all first-year MBAs, and launched fourteen electives on all aspects of entrepreneurship, including one on startup failure. Eisenmann has authored more than one hundred HBS case studies and his writing has appeared in The Wall Street Journal, Harvard Business Review, and Forbes. About Kimon Fountoukidis Twitter Linkedin Kimon is the founder of both Argos Multilingual and PMR. Both companies were founded in the mid 90s with zero capital and both have gone on to become market leaders in their respective sectors. Kimon was born in New York and moved to Krakow, Poland in 1993. Listen to his story here, About Richard Lucas Twitter Linkedin Richard is a business and social entrepreneur who founded or invested in more than 30 businesses, including investments in Argos Multilingual, PMR and, in 2020, the New Books Network. Richard has been a TEDx event organiser, supports the pro-entrepreneurship ecosystem, and leads entrepreneurship workshops at all levels: from pre- to business schools. Richard was born in Oxford and moved to Poland in 1991. Read more here. Listen to his story in an autobiographical TEDx talk here, Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/entrepreneurship-and-leadership

Why do many startups fail? Tom Eisenmann, Professor of Entrepreneurship at Harvard Business School realised that even he didn't really know the answer, despite a lifetime teaching entrepreneurship, and decided to write a book to answer exactly that question. You can hear him go into detail on the NBN Entrepreneurship and Leadership Channel interviewed by experienced entrepreneurs Richard Lucas and Kimon Fountoukidis. Whether you want to start a business one day, or just have better conversations with people who are in business, don't miss this “book of the day” podcast. He draws attention to a critical gap in the Lean Startup methodology which can save both dollars and time if correctly applied. This idea alone makes the podcast worth listening to. The NBN Entrepreneurship and Leadership podcast aims to educate and entertain, sharing insights based on the personal story of our carefully selected guests aiming for the atmosphere of an informal conversation in a bar or over a cup of coffee. In this episode we do go a little further into Tom's background that normal, and give an entrepreneurial take on his ideas. He does a great job of explaining his ideas, and there is much for any entrepreneur to learn. If you want your startup to succeed, you need to understand why startups fail. That question caught Harvard Business School professor Tom Eisenmann by surprise when he realized he couldn't answer it. So he launched a multiyear research project to find out. In Why Startups Fail: A New Roadmap for Entrepreneurial Success (Currency, 2021), Eisenmann reveals his findings: six distinct patterns that account for the vast majority of startup failures. * Bad Bedfellows. Startup success is thought to rest largely on the founder's talents and instincts. But the wrong team, investors, or partners can sink a venture just as quickly. * False Starts. In following the oft-cited advice to "fail fast" and to "launch before you're ready," founders risk wasting time and capital on the wrong solutions. * False Promises. Success with early adopters can be misleading and give founders unwarranted confidence to expand. * Speed Traps. Despite the pressure to "get big fast," hypergrowth can spell disaster for even the most promising ventures. * Help Wanted. Rapidly scaling startups need lots of capital and talent, but they can make mistakes that leave them suddenly in short supply of both. * Cascading Miracles. Silicon Valley exhorts entrepreneurs to dream big. But the bigger the vision, the more things that can go wrong. About our guest Tom Eisenmann is the Howard H. Stevenson Professor of Business Administration at Harvard Business School (HBS) and the faculty co-chair of the Arthur Rock Center for Entrepreneurship. Since joining the HBS faculty in 1997, he's led The Entrepreneurial Manager, an introductory course taught to all first-year MBAs, and launched fourteen electives on all aspects of entrepreneurship, including one on startup failure. Eisenmann has authored more than one hundred HBS case studies and his writing has appeared in The Wall Street Journal, Harvard Business Review, and Forbes. About Kimon Fountoukidis Twitter Linkedin Kimon is the founder of both Argos Multilingual and PMR. Both companies were founded in the mid 90s with zero capital and both have gone on to become market leaders in their respective sectors. Kimon was born in New York and moved to Krakow, Poland in 1993. Listen to his story here, About Richard Lucas Twitter Linkedin Richard is a business and social entrepreneur who founded or invested in more than 30 businesses, including investments in Argos Multilingual, PMR and, in 2020, the New Books Network. Richard has been a TEDx event organiser, supports the pro-entrepreneurship ecosystem, and leads entrepreneurship workshops at all levels: from pre- to business schools. Richard was born in Oxford and moved to Poland in 1991. Read more here. Listen to his story in an autobiographical TEDx talk here, Learn more about your ad choices. Visit megaphone.fm/adchoices

Why do many startups fail? Tom Eisenmann, Professor of Entrepreneurship at Harvard Business School realised that even he didn't really know the answer, despite a lifetime teaching entrepreneurship, and decided to write a book to answer exactly that question. You can hear him go into detail on the NBN Entrepreneurship and Leadership Channel interviewed by experienced entrepreneurs Richard Lucas and Kimon Fountoukidis. Whether you want to start a business one day, or just have better conversations with people who are in business, don't miss this “book of the day” podcast. He draws attention to a critical gap in the Lean Startup methodology which can save both dollars and time if correctly applied. This idea alone makes the podcast worth listening to. The NBN Entrepreneurship and Leadership podcast aims to educate and entertain, sharing insights based on the personal story of our carefully selected guests aiming for the atmosphere of an informal conversation in a bar or over a cup of coffee. In this episode we do go a little further into Tom's background that normal, and give an entrepreneurial take on his ideas. He does a great job of explaining his ideas, and there is much for any entrepreneur to learn. If you want your startup to succeed, you need to understand why startups fail. That question caught Harvard Business School professor Tom Eisenmann by surprise when he realized he couldn't answer it. So he launched a multiyear research project to find out. In Why Startups Fail: A New Roadmap for Entrepreneurial Success (Currency, 2021), Eisenmann reveals his findings: six distinct patterns that account for the vast majority of startup failures. * Bad Bedfellows. Startup success is thought to rest largely on the founder's talents and instincts. But the wrong team, investors, or partners can sink a venture just as quickly. * False Starts. In following the oft-cited advice to "fail fast" and to "launch before you're ready," founders risk wasting time and capital on the wrong solutions. * False Promises. Success with early adopters can be misleading and give founders unwarranted confidence to expand. * Speed Traps. Despite the pressure to "get big fast," hypergrowth can spell disaster for even the most promising ventures. * Help Wanted. Rapidly scaling startups need lots of capital and talent, but they can make mistakes that leave them suddenly in short supply of both. * Cascading Miracles. Silicon Valley exhorts entrepreneurs to dream big. But the bigger the vision, the more things that can go wrong. About our guest Tom Eisenmann is the Howard H. Stevenson Professor of Business Administration at Harvard Business School (HBS) and the faculty co-chair of the Arthur Rock Center for Entrepreneurship. Since joining the HBS faculty in 1997, he's led The Entrepreneurial Manager, an introductory course taught to all first-year MBAs, and launched fourteen electives on all aspects of entrepreneurship, including one on startup failure. Eisenmann has authored more than one hundred HBS case studies and his writing has appeared in The Wall Street Journal, Harvard Business Review, and Forbes. About Kimon Fountoukidis Twitter Linkedin Kimon is the founder of both Argos Multilingual and PMR. Both companies were founded in the mid 90s with zero capital and both have gone on to become market leaders in their respective sectors. Kimon was born in New York and moved to Krakow, Poland in 1993. Listen to his story here, About Richard Lucas Twitter Linkedin Richard is a business and social entrepreneur who founded or invested in more than 30 businesses, including investments in Argos Multilingual, PMR and, in 2020, the New Books Network. Richard has been a TEDx event organiser, supports the pro-entrepreneurship ecosystem, and leads entrepreneurship workshops at all levels: from pre- to business schools. Richard was born in Oxford and moved to Poland in 1991. Read more here. Listen to his story in an autobiographical TEDx talk here, Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/economics

Why do many startups fail? Tom Eisenmann, Professor of Entrepreneurship at Harvard Business School realised that even he didn't really know the answer, despite a lifetime teaching entrepreneurship, and decided to write a book to answer exactly that question. You can hear him go into detail on the NBN Entrepreneurship and Leadership Channel interviewed by experienced entrepreneurs Richard Lucas and Kimon Fountoukidis. Whether you want to start a business one day, or just have better conversations with people who are in business, don't miss this “book of the day” podcast. He draws attention to a critical gap in the Lean Startup methodology which can save both dollars and time if correctly applied. This idea alone makes the podcast worth listening to. The NBN Entrepreneurship and Leadership podcast aims to educate and entertain, sharing insights based on the personal story of our carefully selected guests aiming for the atmosphere of an informal conversation in a bar or over a cup of coffee. In this episode we do go a little further into Tom's background that normal, and give an entrepreneurial take on his ideas. He does a great job of explaining his ideas, and there is much for any entrepreneur to learn. If you want your startup to succeed, you need to understand why startups fail. That question caught Harvard Business School professor Tom Eisenmann by surprise when he realized he couldn't answer it. So he launched a multiyear research project to find out. In Why Startups Fail: A New Roadmap for Entrepreneurial Success (Currency, 2021), Eisenmann reveals his findings: six distinct patterns that account for the vast majority of startup failures. * Bad Bedfellows. Startup success is thought to rest largely on the founder's talents and instincts. But the wrong team, investors, or partners can sink a venture just as quickly. * False Starts. In following the oft-cited advice to "fail fast" and to "launch before you're ready," founders risk wasting time and capital on the wrong solutions. * False Promises. Success with early adopters can be misleading and give founders unwarranted confidence to expand. * Speed Traps. Despite the pressure to "get big fast," hypergrowth can spell disaster for even the most promising ventures. * Help Wanted. Rapidly scaling startups need lots of capital and talent, but they can make mistakes that leave them suddenly in short supply of both. * Cascading Miracles. Silicon Valley exhorts entrepreneurs to dream big. But the bigger the vision, the more things that can go wrong. About our guest Tom Eisenmann is the Howard H. Stevenson Professor of Business Administration at Harvard Business School (HBS) and the faculty co-chair of the Arthur Rock Center for Entrepreneurship. Since joining the HBS faculty in 1997, he's led The Entrepreneurial Manager, an introductory course taught to all first-year MBAs, and launched fourteen electives on all aspects of entrepreneurship, including one on startup failure. Eisenmann has authored more than one hundred HBS case studies and his writing has appeared in The Wall Street Journal, Harvard Business Review, and Forbes. About Kimon Fountoukidis Twitter Linkedin Kimon is the founder of both Argos Multilingual and PMR. Both companies were founded in the mid 90s with zero capital and both have gone on to become market leaders in their respective sectors. Kimon was born in New York and moved to Krakow, Poland in 1993. Listen to his story here, About Richard Lucas Twitter Linkedin Richard is a business and social entrepreneur who founded or invested in more than 30 businesses, including investments in Argos Multilingual, PMR and, in 2020, the New Books Network. Richard has been a TEDx event organiser, supports the pro-entrepreneurship ecosystem, and leads entrepreneurship workshops at all levels: from pre- to business schools. Richard was born in Oxford and moved to Poland in 1991. Read more here. Listen to his story in an autobiographical TEDx talk here, Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/book-of-the-day

Why do many startups fail? Tom Eisenmann, Professor of Entrepreneurship at Harvard Business School realised that even he didn't really know the answer, despite a lifetime teaching entrepreneurship, and decided to write a book to answer exactly that question. You can hear him go into detail on the NBN Entrepreneurship and Leadership Channel interviewed by experienced entrepreneurs Richard Lucas and Kimon Fountoukidis. Whether you want to start a business one day, or just have better conversations with people who are in business, don't miss this “book of the day” podcast. He draws attention to a critical gap in the Lean Startup methodology which can save both dollars and time if correctly applied. This idea alone makes the podcast worth listening to. The NBN Entrepreneurship and Leadership podcast aims to educate and entertain, sharing insights based on the personal story of our carefully selected guests aiming for the atmosphere of an informal conversation in a bar or over a cup of coffee. In this episode we do go a little further into Tom's background that normal, and give an entrepreneurial take on his ideas. He does a great job of explaining his ideas, and there is much for any entrepreneur to learn. If you want your startup to succeed, you need to understand why startups fail. That question caught Harvard Business School professor Tom Eisenmann by surprise when he realized he couldn't answer it. So he launched a multiyear research project to find out. In Why Startups Fail: A New Roadmap for Entrepreneurial Success (Currency, 2021), Eisenmann reveals his findings: six distinct patterns that account for the vast majority of startup failures. * Bad Bedfellows. Startup success is thought to rest largely on the founder's talents and instincts. But the wrong team, investors, or partners can sink a venture just as quickly. * False Starts. In following the oft-cited advice to "fail fast" and to "launch before you're ready," founders risk wasting time and capital on the wrong solutions. * False Promises. Success with early adopters can be misleading and give founders unwarranted confidence to expand. * Speed Traps. Despite the pressure to "get big fast," hypergrowth can spell disaster for even the most promising ventures. * Help Wanted. Rapidly scaling startups need lots of capital and talent, but they can make mistakes that leave them suddenly in short supply of both. * Cascading Miracles. Silicon Valley exhorts entrepreneurs to dream big. But the bigger the vision, the more things that can go wrong. About our guest Tom Eisenmann is the Howard H. Stevenson Professor of Business Administration at Harvard Business School (HBS) and the faculty co-chair of the Arthur Rock Center for Entrepreneurship. Since joining the HBS faculty in 1997, he's led The Entrepreneurial Manager, an introductory course taught to all first-year MBAs, and launched fourteen electives on all aspects of entrepreneurship, including one on startup failure. Eisenmann has authored more than one hundred HBS case studies and his writing has appeared in The Wall Street Journal, Harvard Business Review, and Forbes. About Kimon Fountoukidis Twitter Linkedin Kimon is the founder of both Argos Multilingual and PMR. Both companies were founded in the mid 90s with zero capital and both have gone on to become market leaders in their respective sectors. Kimon was born in New York and moved to Krakow, Poland in 1993. Listen to his story here, About Richard Lucas Twitter Linkedin Richard is a business and social entrepreneur who founded or invested in more than 30 businesses, including investments in Argos Multilingual, PMR and, in 2020, the New Books Network. Richard has been a TEDx event organiser, supports the pro-entrepreneurship ecosystem, and leads entrepreneurship workshops at all levels: from pre- to business schools. Richard was born in Oxford and moved to Poland in 1991. Read more here. Listen to his story in an autobiographical TEDx talk here, Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/new-books-network

Why do many startups fail? Tom Eisenmann, Professor of Entrepreneurship at Harvard Business School realised that even he didn't really know the answer, despite a lifetime teaching entrepreneurship, and decided to write a book to answer exactly that question. You can hear him go into detail on the NBN Entrepreneurship and Leadership Channel interviewed by experienced entrepreneurs Richard Lucas and Kimon Fountoukidis. Whether you want to start a business one day, or just have better conversations with people who are in business, don't miss this “book of the day” podcast. He draws attention to a critical gap in the Lean Startup methodology which can save both dollars and time if correctly applied. This idea alone makes the podcast worth listening to. The NBN Entrepreneurship and Leadership podcast aims to educate and entertain, sharing insights based on the personal story of our carefully selected guests aiming for the atmosphere of an informal conversation in a bar or over a cup of coffee. In this episode we do go a little further into Tom's background that normal, and give an entrepreneurial take on his ideas. He does a great job of explaining his ideas, and there is much for any entrepreneur to learn. If you want your startup to succeed, you need to understand why startups fail. That question caught Harvard Business School professor Tom Eisenmann by surprise when he realized he couldn't answer it. So he launched a multiyear research project to find out. In Why Startups Fail: A New Roadmap for Entrepreneurial Success (Currency, 2021), Eisenmann reveals his findings: six distinct patterns that account for the vast majority of startup failures. * Bad Bedfellows. Startup success is thought to rest largely on the founder's talents and instincts. But the wrong team, investors, or partners can sink a venture just as quickly. * False Starts. In following the oft-cited advice to "fail fast" and to "launch before you're ready," founders risk wasting time and capital on the wrong solutions. * False Promises. Success with early adopters can be misleading and give founders unwarranted confidence to expand. * Speed Traps. Despite the pressure to "get big fast," hypergrowth can spell disaster for even the most promising ventures. * Help Wanted. Rapidly scaling startups need lots of capital and talent, but they can make mistakes that leave them suddenly in short supply of both. * Cascading Miracles. Silicon Valley exhorts entrepreneurs to dream big. But the bigger the vision, the more things that can go wrong. About our guest Tom Eisenmann is the Howard H. Stevenson Professor of Business Administration at Harvard Business School (HBS) and the faculty co-chair of the Arthur Rock Center for Entrepreneurship. Since joining the HBS faculty in 1997, he's led The Entrepreneurial Manager, an introductory course taught to all first-year MBAs, and launched fourteen electives on all aspects of entrepreneurship, including one on startup failure. Eisenmann has authored more than one hundred HBS case studies and his writing has appeared in The Wall Street Journal, Harvard Business Review, and Forbes. About Kimon Fountoukidis Twitter Linkedin Kimon is the founder of both Argos Multilingual and PMR. Both companies were founded in the mid 90s with zero capital and both have gone on to become market leaders in their respective sectors. Kimon was born in New York and moved to Krakow, Poland in 1993. Listen to his story here, About Richard Lucas Twitter Linkedin Richard is a business and social entrepreneur who founded or invested in more than 30 businesses, including investments in Argos Multilingual, PMR and, in 2020, the New Books Network. Richard has been a TEDx event organiser, supports the pro-entrepreneurship ecosystem, and leads entrepreneurship workshops at all levels: from pre- to business schools. Richard was born in Oxford and moved to Poland in 1991. Read more here. Listen to his story in an autobiographical TEDx talk here, Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/finance

99% of business media stories on startups are essentially PR for the startup itself. This makes these stories a one-sided source of information on what it’s like to operate and grow a startup. While there are more and more discussions of mistakes, basically no one at Inc or Entrepreneur or anywhere else really will ever greenlight a debate on this or that failed startup unless, like Theranos, it ended in some massive ethical scandal. Failure is depressing, they say. Not me. This month, I’m honored to bring you the first in a two-part interview with Professor Tom Eisenmann of the Harvard Business School (HBS). He and I chat about themes from his new book Why Startups Fail and how these patterns play out in the world of consumer packaged goods (CPG). In this episode, we discuss what to do when you have little business training, how unit economics evolve differently in CPG vs. tech startups, and how to prevent False Positives by doing just the right pre-revenue research. Since joining the HBS faculty in 1997, Tom has led The Entrepreneurial Manager, an introductory course taught to all first-year MBAs, and launched fourteen electives on all aspects of entrepreneurship, including one on startup failure. Eisenmann has authored more than one hundred HBS case studies, and his writing has appeared in The Wall Street Journal, Harvard Business Review, and Forbes.

Elliott Holland has 10+ years of experience executing middle market deals as an entrepreneur. He fully understands the challenges in executing good deals and avoiding lemons. He is a Harvard Business School (HBS) trained, seasoned buy-side deal advisor who spent almost a decade as an independent sponsor & business buyer “Create a future you actually want to live in. I think a lot of people follow previous models of success or put absolute dollar creation as the success metric because the world uses it as that. And they end up creating a future that they hate. But had they looked at the people who are living in that future when they started, they would have known those people hated it. And so why would they think they would like it when most of the people who are in it hate it. So, the advice I would give is think about what is the future you want to be living in? And part of it will be business and part of it will be personal and part of it will be other things that are important to you. And if you are going to build something why not build that?”…[Listen for More] Click Here for Show Notes To Listen or to Get the Show Notes go to https://wp.me/p6Tf4b-lHq

Elliott Holland, founder of Guardian Due Diligence is a business buying expert. He has a Harvard MBA, spent 10 years buying companies for himself and others, and now prevents his clients from losing millions buying bad businesses. Mr. Holland has 10+ years of experience executing middle market deals as an entrepreneur who was spending his own money for diligence. He fully understands the challenges in executing good deals and avoiding lemons. He is a Harvard Business School (HBS) trained, seasoned buy-side advisor who spent almost a decade as an independent sponsor / business buyer / acquisition entrepreneur before starting Guardian. During the show we discuss: ● Advantages of buying a business from building one ● How much money you really need to buy a business ● The things you need to know before buying a business ● How to avoid losing millions from buying bad business ● How to choose the best business for you to buy ● Why due diligence is even more important now during the coronavirus crisis ● How everyday people with no money can get into the business buying game ● Frequent mistakes people make when purchasing a business ● How to avoid the frequent mistakes people make when purchasing a business Show resources: https://guardianduediligence.com/

My guest today is Tom Eisenmann, the Howard H. Stevenson Professor of Business Administration at Harvard Business School (HBS) and the faculty co-chair of the Arthur Rock Center for Entrepreneurship. The topic is his book Why Startups Fail: A New Roadmap for Entrepreneurial Success. In this episode of Trend Following Radio we discuss: Harvard MBA Program MBA Students Definition of Failure Venture Capital Why Startups Fail Startup Entrepreneurs What is Scaling? Failure Patterns Jump in! --- I'm MICHAEL COVEL, the host of TREND FOLLOWING RADIO, and I'm proud to have delivered 10+ million podcast listens since 2012. Investments, economics, psychology, politics, decision-making, human behavior, entrepreneurship and trend following are all passionately explored and debated on my show. To start? I'd like to give you a great piece of advice you can use in your life and trading journey… cut your losses! You will find much more about that philosophy here: https://www.trendfollowing.com/trend/ You can watch a free video here: https://www.trendfollowing.com/video/ Can't get enough of this episode? You can choose from my thousand plus episodes here: https://www.trendfollowing.com/podcast My social media platforms: Twitter: @covel Facebook: @trendfollowing LinkedIn: @covel Instagram: @mikecovel Hope you enjoy my never-ending podcast conversation!

Michael Reidy and Sharon Confessore - This team beyond nuclear and healthcare has worked with hundreds of businesses to build a culture of emotional safety where the rigid top-down hierarchies of leadership decisions – where the one in charge calls all the shots – must come down in order for teams, safety standards and bottom lines to rise up.Tom Eisenmann is the Howard H. Stevenson Professor of Business Administration at Harvard Business School (HBS) and the faculty co-chair of the Arthur Rock Center for Entrepreneurship   Why start ups fail

D. Anthony Miles, Ph.D. is an entrepreneur, award-winning researcher, award- winning professor, statistician, legal expert witness, business expert and best- selling author. Dr. Miles is a nationally known startup and marketing expert. He is also a forensic marketing expert. He has appeared in the national media for his expertise. He is CEO and Founder, of Miles Development Industries Corporation®, a consulting practice and venture capital acquisition firm. He is also host and executive producer of Game On Business Talk® Radio Show. He was a Visiting Professor. He has presented his research at conferences around the country. Most notably he has presented at Stanford University. He was invited to Harvard University by the Harvard Business School (HBS). In this episode… So you've finally got that shiny, new doctoral degree. What's next? In this episode of An Unconventional Life, Dr. D. Anthony Miles and Dr. Russell Strickland swap war stories about what it takes to be successful in the doctoral degree process and after graduation. How do you best showcase your expertise and leverage it into the career of your dreams? Dr. Miles reveals how to position yourself as an expert to attorneys so that you can generate revenue as a professional expert witness. He also discusses his experiences in writing and publishing a book for the popular press and how to start getting calls from media outlets for interviews on blogs, podcasts, radio, and television. Dr. Miles is dropping gold in this episode about how to build a career as a professional expert and have the time of your life doing it!

This week, we continue our look back at the top five most-downloaded episodes of the FourBlock Podcast with the #3 most-downloaded episode, “How to Seize Opportunity in Your Career and Market Yourself as a Veteran” with former Army Pilot, Global Account Manager at LinkedIn, and FourBlock Board Member Darren Sumter. In this interview, Darren describes his experiences growing up, serving in the Army, and transitioning into the civilian workforce shares expert recommendations for veterans on how to market yourself and your experience, and seize opportunity in your post-military careers. For over 20 years, Darren has worked as a management consultant and a business development strategist specializing in providing companies with business-to-business software solutions to drive innovation and improve profitability. Currently, Darren works as a Global Account Manager at LinkedIn, where he manages responsibilities for several strategic customers in North America across several sectors. Prior to LinkedIn, Darren was a member of several big data B2B software strategic consulting companies where he held responsibilities for new market and new customer business development. Prior to his software career, Darren was a strategy consultant in the US and Europe. He attended Harvard Business School (HBS), where he earned his MBA. Prior to HBS, Darren attended the US Military Academy at West Point where he earned a B.S. in mechanical and aerospace engineering and served in the U.S. Army's aviation branch. He is a veteran of the first Gulf War where he served in Saudi Arabia and Iraq for Operations Desert Storm and Desert Shield.   Resources: LinkedIn Resources for Military Spouses LinkedIn Resources for Veterans   ABOUT US Welcome to the FourBlock Podcast, a show that examines veteran career transition and the military-civilian divide in the workplace. General Charles Krulak coined the term "Three Block War" to describe the nature of 21st-century military service defined by peace-keeping, humanitarian aid, and full combat. But what happens next? Veterans are often unprepared to return home and begin new careers. We call this the Fourth Block.  FourBlock is a national non-profit that has supported thousands of transitioning service members across the nation in beginning new and meaningful careers.  Mike Abrams (@fourblock) is an Afghanistan veteran, FourBlock founder, director of the Columbia University Center for Veteran Transition and Integration, and author of two military transition books. He'll be representing the military transition perspective. Lindsey Pollak (@lindsaypollak) is a career and workplace expert and New York Times bestselling author of three career advice books. Lindsey will be representing the civilian perspective of this issue.  Veterans, explore new industries and make the right connections. Find a career that fits your calling. Join us at fourblock.org/ Sponsor our program or host a class to equip more of our veterans at fourblock.org/donate. Follow FourBlock on Social Media  LinkedIn Facebook Instagram Twitter Podcast episodes are produced and edited by the Columbia University Center for Veteran Transition and Integration.  

-Gabriel Gomez is a 1987 graduate of the United States Naval Academy. -He completed U.S. Navy Flight School and flew operationally for two years as an aircraft carrier pilot.-He then requested and received an opportunity to attend the U.S. Navy's Basic Underwater Demolition/SEAL training (BUD/s) and completed training as Class Leader. Making him only the second person in the U.S. Navy history to have been an Aircraft Carrier Pilot and then a Navy SEAL Officer.-He spent his career with SEAL Team Four and deployed multiple times to South America in support of Foreign Internal Defense.-In 1996, he retired from the military and attended Harvard Business School (HBS) where he received a Master of Business Administration.-Since then he's worked in private equity, ran for Senate in 2013, and co-founded O2X Human Performance.-He's a husband, father, and patriot.Let us know what you think:Website: http://o2x.comIG: https://instagram.com/o2xhumanperformance?igshid=1kicimx55xt4f

Fostering communities in which people can connect and learn from each other is a challenging task, particularly when the community is comprised of people from around the world and with different interests. In today's episode, my guest discusses how this can be done.Christine Fairchild is Oxford University's Director of Alumni Relations and a Fellow of Jesus College Oxford. She is responsible for supporting links between alumni of the collegiate University and Oxford through a robust offering of events, benefits, services and communications vehicles. The University has over 350,000 known alumni, including more than 44,000 in 188 countries outside the UK. Before arriving at Oxford, Christine had over 20 years of experience in alumni relations at the Harvard Business School (HBS). She headed up External Relations at HBS, overseeing the School's alumni outreach and fundraising activities. Christine also worked at the Harvard Art Museum.Links:https://www.jesus.ox.ac.uk/people/ms-christine-fairchild

We're going to do something a little different this week, given the protests and the civil unrest across the country. Now more than ever is a time when many of us need to listen and try to understand what's being expressed by members of our community. On November 4th, 2019, we conducted an interview with Darren Sumter, former Army Pilot, executive at LinkedIn, and a FourBlock Board member. In this interview, Darren describes his experiences growing up, serving in the Army, and transitioning into the civilian workforce. We encourage you to take the time to listen to Darren's story; consider the challenges that he faced throughout his life, service, and career; and get expert recommendations on how to seize opportunity in your career and market yourself as a veteran.  For over 20 years, Darren has worked as a management consultant and a business development strategist specializing in providing companies with business to business software solutions to drive innovation and improve profitability. Currently, Darren works as a Global Accounts Manager at LinkedIn where he manages responsibilities for several strategic customers in North America across several sectors. Prior to LinkedIn, Darren was a member of several big data B2B software strategic consulting companies where he held responsibilities for new market and new customer business development. Prior to his software career, Darren was a strategy consultant in the US and Europe. He attended Harvard Business School (HBS), where he earned his MBA. Prior to HBS, Darren attended the US Military Academy at West Point where he earned a B.S. in mechanical and aerospace engineering and served in the U.S. Army's aviation branch. He is a veteran of the first Gulf War, where he served in Saudi Arabia and Iraq for Operations Desert Storm and Desert Shield. Resources:  LinkedIn Resources for Military Spouses  LinkedIn Resources for Veterans   ABOUT US Welcome to the FourBlock Podcast, a show that examines veteran career transition and the military-civilian divide in the workplace. General Charles Krulak coined the term "Three Block War" to describe the nature of 21st-century military service defined by peace-keeping, humanitarian aid, and full combat. But what happens next? Veterans are often unprepared to return home and begin new careers. We call this the Fourth Block.  FourBlock is a national non-profit that has supported thousands of transitioning service members across the nation in beginning new and meaningful careers.  Mike Abrams (@fourblock) is an Afghanistan veteran, FourBlock founder, director of the Columbia University Center for Veteran Transition and Integration, and author of two military transition books. He'll be representing the military transition perspective. Lindsey Pollak (@lindsaypollak) is a career and workplace expert and New York Times bestselling author of three career advice books. Lindsey will be representing the civilian perspective of this issue.  Veterans, explore new industries and make the right connections. Find a career that fits your calling. Join us at fourblock.org/ Over 77% of FourBlock alumni stay at their first jobs over 12 months. Sponsor our program or host a class to equip more of our veterans at fourblock.org/donate. Follow FourBlock on Social Media  LinkedIn Facebook Instagram Twitter  

Join Ed and Ron as they discuss the contributions of Clayton Christensen, one of our favorite business authors and thinkers. According to Wikipedia: Clayton Magleby Christensen (April 6, 1952 – January 23, 2020) was an American academic and business consultant who served as the Kim B. Clark Professor of Business Administration at the Harvard Business School (HBS). He was best known for his theory of disruptive innovation, first introduced in his 1997 book The Innovator's Dilemma, which has been called the most influential business idea of the early 21st century. He was also a prominent mid-level leader and writer in The Church of Jesus Christ of Latter-day Saints (LDS Church). Christensen was also a co-founder of Rose Park Advisors, a venture capital firm, and Innosight, a management consulting and investment firm specializing in innovation.

Join Ed and Ron as they discuss the contributions of Clayton Christensen, one of our favorite business authors and thinkers. According to Wikipedia: Clayton Magleby Christensen (April 6, 1952 – January 23, 2020) was an American academic and business consultant who served as the Kim B. Clark Professor of Business Administration at the Harvard Business School (HBS). He was best known for his theory of disruptive innovation, first introduced in his 1997 book The Innovator's Dilemma, which has been called the most influential business idea of the early 21st century. He was also a prominent mid-level leader and writer in The Church of Jesus Christ of Latter-day Saints (LDS Church). Christensen was also a co-founder of Rose Park Advisors, a venture capital firm, and Innosight, a management consulting and investment firm specializing in innovation.