Podcasts about organic chemist

Organic Chemist from Cornell University Dave Collum and retired United States Border Patrol Agent in Charge J.J. Carrell discuss J.J.'s recent documentary titled What is Treason #Trafficked, child trafficking, pedophilia, the flow of invaders, frustrations we are all feeling and much more. PLEASE SUBSCRIBE LIKE AND SHARE THIS PODCAST!!!   Video Version of Show Rumble-  https://rumble.com/v5ip5r9-coffee-and-a-mike-dave-collumw-j.j.-carrell-goal-is-too-normalize-pedophili.html   Follow Me Twitter/X- https://x.com/CoffeeandaMike Instagram- https://www.instagram.com/coffeeandamike/ Facebook- https://www.facebook.com/CoffeeandaMike/ Truth Social- https://truthsocial.com/@coffeeandamike Gettr- https://gettr.com/user/coffeeandamike Rumble- https://rumble.com/search/all?q=coffee%20and%20a%20mike Apple Podcasts- https://podcasts.apple.com/us/podcast/coffee-and-a-mike/id1436799008 Gab- https://gab.com/CoffeeandaMike Locals- https://coffeeandamike.locals.com/ Website- www.coffeeandamike.com Email- info@coffeeandamike.com   Support My Work Venmo- https://www.venmo.com/u/coffeeandamike Patreon- http://patreon.com/coffeeandamike Locals- https://coffeeandamike.locals.com/ Cash App- https://cash.app/$coffeeandamike Mail Check or Money Order- Coffee and a Mike LLC P.O. Box 25383 Scottsdale, AZ 85255-9998   Follow Dave X- https://x.com/DavidBCollum   Follow J.J. Twitter/X- https://x.com/JJCarrell14 Website- https://www.jjcarrell.com/ Website for documentary- https://thisistreason.com/ Website- https://watch.salemnow.com/pages/home/d/salemnow-films Substack- https://jjcarrell.substack.com   Sponsors Vaulted/Precious Metals- https://vaulted.blbvux.net/coffeeandamike Independence Ark Natural Farming- https://www.independenceark.com/          

Daily Dose of Wisdom

On this episode I sit down with Tantric Scientist Dr. Jessica Harvey to talk about sexuality as a sacred practice.  Hear her story of taking her MIT-trained Organic Chemist academic research skills and applying them to the exploration of consciousness and sacred relating.  We dive into the path of Tantric wisdom that teaches sexuality as a sacred path for awakening and liberation from suffering.  Dr. Harvey shares her perspectives on emotional intelligence, mens' sexuality and how to empower men to vulnerably reclaim their desires in ways that also respect and honor women. Jessica shares more about her research into desire, communication and self-care for fostering deeper intimacy.  Learn More About Jessica: The Thinking Man's Intimacy Summit: https://www.bliss-science.com/summit Coaching men and couples: https://www.bliss-science.com/  Follow Jessica on IG! https://www.instagram.com/bliss.science/ Become part of the Better Sex Membership https://www.deborahkat.com/turnedon Coaching with Deborah  https://www.deborahkat.com/services-5

Today, we examine an amazing scientist from Rice University.  Dr. James Tour is an Organic Chemist who has had great success and accomplishments in his field. He is qualified to speak on the subject of Abiogenesis. He has challenged those who do research in the field of Origin of Life with demonstrating their ability on how they would reproduce a proto-cell. His opinion is that no one can do this...and that we are not even close to doing this. His argument is convincing as he challenges those who will listen with all the complexities of life even at a molecular level.  

Guest Bio: Rita McGrath is a best-selling author,  sought-after advisor and speaker, and  longtime professor at Columbia Business School. Rita is one of the world's top experts on strategy and innovation and is consistently ranked among the top 10 management thinkers in the world, including the #1 award for strategy by Thinkers50.  McGrath's recent book on strategic inflection points is Seeing Around Corners: How to Spot Inflection Points in Business Before They Happen (Houghton Mifflin Harcourt, 2019). Rita is the author of four other books, including the best-selling The End of Competitive Advantage (Harvard Business Review Press, 2013). Since the onset of the pandemic, Rita has created workshops, strategy sessions and keynotes, applying her tools and frameworks to strategy under high levels of uncertainty to specific issues organizations are facing.  As Rui Barbas, the Chief Strategy Officer for Nestle USA said, “You were incredibly insightful and, despite the virtual setting, there was lots of engagement and comments from leaders sharing eye-opening observations and building on your examples throughout. You delivered the inspiration and illustration desired and it was exactly the right focus and challenge for this team. Appreciate your time throughout the process to align on content and delivery. The future-focus theme was the perfect close to our leadership summit.” Rita's work is focused on creating unique insights.  She has also founded Valize a companion company, dedicated to turning those insights into actionable capability.  You can find out more about Valize at www.valize.com. McGrath received her Ph.D. from the Wharton School (University of Pennsylvania) and has degrees with honors from Barnard College and the Columbia School of International and Public Affairs. She is active on all the main social media platforms, such as Twitter @rgmcgrath.  For more information, visit RitaMcGrath.com.   Social Media/ Websites: LinkedIn: https://www.linkedin.com/in/ritamcgrath/ Twitter: @rgmcgrath Instagram: @ritamcgrathofficial Youtube: https://www.youtube.com/user/rgmcgrath Websites: https://ritamcgrath.com and valize.com Rita's Newsletter/ Articles Substack: https://thoughtsparks.substack.com/ Medium: https://rgmcgrath.medium.com/ LinkedIn: https://www.linkedin.com/newsletters/thought-sparks-6787762418471755776/ Books Seeing Around Corners by Rita McGrath https://www.amazon.co.uk/Seeing-Around-Corners-Inflection-Business/dp/0358022339 The Entrepreneurial Mindset by Rita Gunther McGrath and Ian MacMillian https://www.amazon.co.uk/Entrepreneurial-Mindset-Continuously-Opportunity-Uncertainty/dp/0875848346 The End of Competitive Advantage by Rita Gunther McGrath https://www.amazon.co.uk/End-Competitive-Advantage-Strategy-Business/dp/1422172813 Disrupt Yourself by Whitney Johnson https://www.amazon.co.uk/Disrupt-Yourself-New-Introduction-Relentless/dp/1633698785 Humanocracy by Gary Hamel and Michele Zanini https://www.amazon.co.uk/Humanocracy-Creating-Organizations-Amazing-People/dp/1633696022 Reimagining Capitalism by Rebecca Henderson https://www.amazon.co.uk/Reimagining-Capitalism-Business-Save-World/dp/0241379660 When More is Not Better by Roger L. Martin https://www.amazon.co.uk/When-More-Not-Better-Overcoming/dp/1647820065/ Being An Adult by Lucy Tobin https://www.amazon.co.uk/Being-Adult-ultimate-getting-together-ebook/dp/B07GQ1KRTC/ Only The Paranoid Survive by Andy Grove https://www.amazon.co.uk/Only-Paranoid-Survive-Andrew-Grove/dp/1861975139  Ula Ojiaku: My guest today is Dr. Rita McGrath. She's a best-selling author, a sought-after speaker and advisor and consistently ranked among the top 10 management thinkers in the world, including the #1 award for strategy by Thinkers50. In this episode, Rita talked about the concept of inflection points from her book ‘Seeing Around Corners' and how as leaders, we can train ourselves to spot these inflection points and act on the information we receive. She also talked about making complex things simple for the people we work with. I learnt a lot speaking with Rita and I'm sure you will find this conversation insightful as well. Thank you again for watching! It's an honor to have you on the show, Rita McGrath. Many, many thanks for joining us. Rita McGrath: Well, thank you Ula. It's a pleasure to be here. Ula Ojiaku: Great. Now, can you tell us about yourself? How did the Rita, Dr. Rita McGrath we know today evolve? Rita McGrath:  Well, it would have to start with my parents, of course. I mean, all great stories start with your parents. And so, my parents were both scientists. My mother was a Microbiologist, and my father was an Organic Chemist. And so, I grew up in a house where, you know, (if) a question couldn't be answered, you went and got the reference book and figured it out. And both, (had) incredible respect for science and for diligence. And, you know, the house was always full of books and lots of emphasis on learning. I wouldn't say we were, financially all that well-off – we weren't poor by any means. But it was, you know, there wasn't like a lot of money to spare, but there was always money for books, and there was always money for, you know, educational experiences and that kind of thing. So, that's the household I grew up in. So, my parents, when I was born, were both on the staff at the Yale Medical School. So, they were both researchers there. And then my dad in the late 60s, got an offer to go join this upstart, fledgling company that was at the cutting edge of all kinds of things in his field and that was Xerox Corporation. And he was very conflicted about leaving academia, but went off eventually to Xerox. So, we moved the family to Rochester, New York. So that's where I did most of my growing up. And my mother at that time, decided to stay home, more or less. And then she started a scientific translation business. So, she moved into an entrepreneurial career more than her scientific career. And then when it came time to go to college, I went to Barnard College in the City of New York. I'd always thought New York was an amazing place and was accepted there. So, went off to New York, did my Bachelor's and my Master's in Political Science and Public Policy. I was very interested in public policy and matters of social contract and those kinds of things. And then my first job was actually with the City of New York, I ran purchasing systems for government agencies. It doesn't sound very glamorous. But today, we would call it digital transformation. It was the very first wave of companies taking their operations in a digital form. And it was very exciting and I learned a lot. Then I got to the end of… the thing about public service is when you start, there's (this) unlimited sort of growth that can happen for a few years, and then it really just levels off. And you're never going to go beyond that. So, I kind of reached that headroom and decided to do something different. Ula Ojiaku:  Was it at that point that you decided to go for your PhD? Rita McGrath:  And that was one of the options I was considering. And my husband basically said, ‘look, if you get into a top five school, it's worth doing and if you don't, it's probably not.' But you have to think in that time, MBA programs were just exploding, and there'd been a lot of pressure on the administrators of MBA programs, to put PhD accredited faculty in front of their students. The big knock against the MBA at the time was, oh, they're just trade schools. You know, we've got some guy who ran an entire company comes in and talks and that's not really academically suitable. And so, there was a huge pressure for schools to find PhD accredited people-  that still exists (but) the market pressures has changed a lot. But when I was doing my PhD, it was pretty sure I would get a job if I managed to complete the degree. So that that gave me that extra input to do that. Ula Ojiaku:  Did you already have like children when you started the PhD? Rita McGrath: Yes Ula Ojiaku:  And how did you cope? Rita McGrath:  Our son was, how old was he? He would have been nine months old when I started my PhD program. Yeah. Ula Ojiaku: Wow, 9 months old. Rita McGrath: Oh, yeah, it was a real challenge. And I guess everybody manages those kinds of challenges in their own way. But yeah, it was a struggle because, you know, typical day would be you know, get up, get the baby to daycare or wherever and then do school or whatever I had to do that day. And then it was sort of pick them up. By the time I had a second child it was pick them up, get them dinner, get them bedtime, get them story, and then I'll be back at my desk at nine o'clock at night, trying to do what I needed to do. So, it was a new turn. It was tough. It was difficult years. I mean, joyful years though but it was just hard to fit everything in. Ula Ojiaku:  I can imagine. I mean, although I'm thinking of starting my PhD (studies), my children aren't that small but I do remember the time (they were), you know, I was still working full time. So, the challenge is you'd go to work and then come back to work. I mean, to another type of work. And then when they go to bed, the work continues. Yeah, it's interesting. Rita McGrath: Quite exhausting. Ula Ojiaku: You can say that. I'm so glad they're not in diapers anymore. So, it's baby steps, we are getting there. So, can we go on to your book, “Seeing Around Corners, How to Spot Inflection Points in Business Before They Happen”. I'd like to start from an unusual place in the book. I started from the dedication page, and you know, reading everything, and I noticed that, you referred to a conversation, one of the last conversations you had with your mother. Could you tell us about that? Rita McGrath:  Oh sure. She was well, at the time, she was quite ill, she had sarcoma in her lung, and she was quite ill. It's a horrible disease, and we haven't got any real treatments for it. So, the recommendation is you do chemo and that really knocks you out. So, she was quite ill and sort of migrating between the chair and the couch and the chair and the couch. And in one of those conversations, she just said ‘I want you to know I'm proud of you. And I've had a good life and I'm prepared for whatever comes next.' And I thought that was lovely of her to say and I thought in that moment to pass it on to all these other women. And you know you bring up motherhood and being a working woman and all those complicated emotions that come with that because there seems to be guilt around every corner you know, if you're not at home full time, oh you're a terrible mom. And if you're not at work full time, you're a terrible worker. I just I think so many of those things are just designed to twist us up into little balls. And when I look at my own mother's experience - she was a working woman… I grew up but I think I'm third or fourth generation working woman so it never even occurred to me that wouldn't be possible. But I think what often is missing is this validation, you know that for women who are trying to you know make their way professionally and be great, responsible parents and do all these other things that often there's a sense of a lack of self-worth you know, ‘oh, I'm not doing enough.' The more I hear that… Ula Ojiaku:  I feel like that some… most days I feel like that… Rita McGrath: Believe me, you are doing enough Ula Ojiaku:  Sometimes I ask my children, am I a good mom? Rita McGrath:  I think part of it too is we, and when I say we, I mean baby boomer mothers and maybe a little younger. We got ourselves all tangled up in this if it's not like organic, hand-processed  lima beans with you know, organic succotash, mixed in you know, it's not good baby food. Honestly, Gerber's exists to provide perfectly nutritious food for really young babies and they've been doing it for decades and you can trust that and if it makes your life easier, go with it. Ula Ojiaku:  Thank you! Rita McGrath: You know, I think we I think we get ourselves all tossed up in like, what does good mean? I mean, honestly, the kids don't mind you know? I mean, they'd celebrate if it was chicken finger night. Ula Ojiaku:  Let's go to the book. You know, because in your book you said you it's about how to spot inflections before they happen in business. Can you give us examples of, you know, businesses that had these inflection points occur, and they failed to recognize it and what was the impact? Rita McGrath:  Sure, let's take one that is quite sad to me, which is Intel. And Intel built its, well, Intel went through a major inflection point, in fact, the originator of the concept was Andy Grove, who was their former CEO. And he talked about his inflection points in his book, Only the Paranoid Survive, which is really a brilliant, brilliant book. And one of the reasons I wrote my book was that very little had been done since his book on that topic. And Grove built this incredible company, Intel. And they were making microprocessor chips. And they were very, very powerful, very fast chips. And so, the assumptions inside Intel's business model was, what customers were going to pay for was faster, faster, faster, more computation power, more and more powerful. But what they didn't really think about was energy consumption. And as the world went more mobile… so the Intel product is the PC, and the PC, the desktop PC remains firmly plugged into the wall. And then later, we make PC chips that maybe have slightly lower power consumption to power PCs, but it's still that notion of power, you know, and I think the inflection point that caught Intel by surprise, to some extent was, this movement towards mobile, where the vast majority of chips being made were these completely different architecture chips by  companies like ARM and you know, and companies like that, which, from their inception, recognized that low power was the way to go. Then they weren't very powerful in the sense of speed, which is what Intel was driving its business towards. But they were powerful in the sense of ubiquitous low power, long battery life, that kind of thing. And I think that's an example of the kind of assumption that can cause a company to get into trouble, when the underlying shift in the business environment says, ‘wait a minute, this thing you've been building all this time may not be what is needed by the marketplace.' Ula Ojiaku:  That's interesting. So, it brings me to the point of, the points you made about, you know, the indicators, the early warnings, and you mentioned the concept of you know lagging, current and leading indicators. And there was an emphasis in your book on, you know, leading indicators. Could you tell us a bit about that? Rita McGrath:  Sure. Well, so leading indicators are today's information about tomorrow's possibilities. And what we unfortunately rely on a lot in business is lagging indicators - so profits, performance, you know, ROI, all those things are lagging some kind of decision that you made a long time ago. So, the concept of leading indicators is to try to get business leaders to think about what would have to be true, you know, before I was able to make a certain decision, what are the leading indicators? So, an example would be back in the 90s, computer scientists all over the world realized that come the year 2000, from the turn of the millennium, that the way computer programs had been programmed, was only two digits for the year. And so, when the year went to zero-zero, computers, were going to think it was 1900 and this was going to be terrible. Because they all get out of sync, you know, and planes would drop out of the sky. You're gonna become unstable, and you'll all need to move to Montana and stuff … I don't know if you can remember this. Ula Ojiaku: Yeah, the Y2K bug… Rita McGrath: Oh my goodness…! Ula Ojiaku: It was a big sensation. Yeah… Rita McGrath: Apocalyptic – remember?! And yet, when the big moment came the year 2000. What happened? Well, nothing happened. Why did nothing happen? We looked at that early warning, and we said, whoa, if that happens, it's bad. And then so companies, prodded by their accounting firms, prodded by other security considerations invested billions in correcting that flaw. And so, that's an example of an early warning. And there are a couple of things to understand about early warning. So, the first important thing is, the measure of a good early warning is not, did it predict what happened. The measure of a good leading indicator is, did it help you prepare for what might happen? And so, I think that's a really important distinction, because we oftentimes, oh, you that didn't predict this or that. But that's not the point. The point is, did it help you think more broadly about what might happen so that you could be prepared? So, I think that's the first thing. The second thing to remember about leading indicators is they're often not quantitative in the way that we like to think about quantitative things. They're often qualitative. They often take the form of stories. And they often come from what are called unrepresentative parts of your mental ecosystem. So, you know, it's that person on the loading dock (saying to themselves), ‘this is, well, that's weird, a customer never asked for that before', or the person answering the phone, you know, in headquarters going, ‘Well, I don't understand why they need that information…' You know, it's those little anomalies or things that depart from business as usual, that are often the weak signals that you need to be paying attention to. Ula Ojiaku:  So, can you give us an example where you mean, I mean, of how we can go about choosing good leading indicators? Rita McGrath:  Well, in the book, I describe a technique that I use, which is you take a couple of uncertainties and juxtapose them on each other. And that gives you four or more you can do this for as many as you like, stories from the future, possibly a future that we could live in. And then depending on which one you want to think about, you say, ‘okay, I'm gonna write a headline as if it came from a newspaper story about that scenario. And I'm gonna work backwards and say, what has to be true for that headline to emerge.' So, take an example that's playing out right now, chronic and accelerating decline in birth rates in the United States. People are just deciding not to enlarge their families or not to start their families at all. And for very good reasons, you know, the level of social support for families is very low. Mostly women are bearing the burden. And very often women are the ones that make a large part of the decision about whether the family is going to grow or not. And so, we're facing a real baby bust. Well, if that's true, and we follow that along, well, what are some things that would be early warnings or indicators of what that world will be like? Well, you'll see a decline of working people relative to retired people, or people needing assistance, you'll see, you know, fewer kids with more resources to support them. So, the kind of baby Prince phenomena we saw in China. There are lots of things you can kind of work through. But once you say, ‘okay, I see a world with a million fewer children three years from now, than we would have expected well, okay, what now working backward? What does that tell us we need to be paying attention to today? Ula Ojiaku:  Yes, yes. That's a great example. And I wonder, though, so given all, you know, the research that has led to, and your experience as well, consulting with, you know, most of these large organizations, the case studies, you've come to witness and all that, what would you, what would be your advice to leaders of such organizations, you know, in terms of how they can better prepare themselves or equip themselves to recognize these inflection points, and lead effectively? Rita McGrath:  Well, I think the first principle is you have to be discovery driven. In other words, you have to be curious about what's going on. And if you're the kind of leader who (when) someone brings you a piece of information, and instead of treating it like a gift, you're like, oh no, you don't understand that's wrong. That's not the way the world works. If you're dismissive of information people are bringing you that's very dangerous. Because the information you need is not going to come from your lieutenants at headquarters, it's going to come from that guy on the loading dock. So, I think you want to think about establishing some kind of information flows, that go directly from where the phenomena are happening to your desk. So, as an example, a company I really admire is the German metal services company Klockner. And their CEO, Gisbert Ruehl was taking them through a digital transformation. And his big concern was not that they meant it, right? But that his lieutenants, his middle manager, cohort, would be so expert, and so experienced at the way business was, that they would just shut down these digital efforts. And he was very, very concerned about that. He said, well, I need some way of making my message heard directly to the people that are on the frontlines and I also need a way of hearing from them what's going on. So, he implemented Yammer, called non-hierarchical communication. And the deal was anybody in the company that had something he needed to know should feel comfortable sending him a note. And I'm told, I don't know this for a fact that I'm told that at headquarters, he had his instance of Yammer set up so that the lower the hierarchical level of the person, the higher it came in his newsfeed. Ula Ojiaku: Oh, wow. Rita McGrath: So, you know, I can talk to my lieutenants, anytime. Information I need is in the, you know, 24-year-old person who's just joined us with an engineering degree, who's looking at our manufacturing process for screwdrivers and saying, ‘Why do you do it that way? There must be a better way of doing this…' That's the information I really need and he set up a whole system to try to get that information to him, to himself. Ula Ojiaku:  Would you say there's a typical kind of leader with, you know, some certain characteristics that's best equipped to spot the inflection point, and you know, kind of lead the charge and get the organizations in line? Rita McGrath:  You know, I think it's more of the behavior, it's not the characteristics. So, I've seen charismatic, attractive, you know, movie star type CEOs be good at this. I've seen people you look at and you go ‘Really? He looks kind of like he slept in his clothes all night.' I've seen those people be good at it. So, you know, I think the differentiation is this, this hunger for new information, this curiosity, this relentless… ‘tell me again…' and ‘why was that and why was that?' It is this urgent need to really learn what's going on. And then and then putting yourself in the, in the context. So, one of the people I'm working with right now is a brilliant retail CEO, and everything. And one of the things he would do before hiring anybody into his senior team, is he would spend a day or two walking the stores, you know, and in his explanation to me was, ‘I want to see how they react to the stores. I want to see how they treat the people working in stores. I want to see what they notice, you know, I want to see if they notice that there's a thing out of array and I want to see how they are with me, like if they spend their whole two days in store visits, sucking up to me - that's not somebody I need, you know. And so, I think the best leaders along those lines are people who are relentlessly curious, bring people around them who are diverse, you know, you don't just want echo chambers of themselves. Ula Ojiaku:  True, true. You don't want ‘yes' men if you really want to make an impact really. Yeah, and how can I, as a person, train myself to also recognize these inflection points. Rita McGrath:  Well, it depends what the inflection point is. So, if it's a question of, you've been making nice steady progress in your career, and now you've hit some kind of ceiling and you just feel you're not growing or developing any more, then that choice is really okay, I need to… the way Whitney Johnson would put this, she's written a great book on this, “Disrupt Yourself”, right? You go up this S curve, then you need to make the decision if you're going to take on the J curve, right, which is the part below the S curve before you get into the next round of learning. So, that's a personal decision, really only you can make a decision like that. Then there are the cases where inflection points are thrust upon you. So you lose a job, your spouse has some setback, a family member has an urgent need that makes whatever you were doing before impossible. I mean, there's all kinds of outside things that can happen to you. Ula Ojiaku: Yeah… Rita McGrath: And I think the best way to try to look at those is. ‘is this a slingshot to a better future, potentially?' And you know, how many people have you talked to who got fired, and some years later say, ‘that was the best thing that ever happened to me, it shook me out of my complacency. It made me think differently.' And so, I think a lot of times, you know, we, it's very comfortable (staying) stuck in our ruts. And sometimes it takes a bit of a jolt to get us out of that. Ula Ojiaku:  That's a great one. Can I just ask you about so it's not really about your book, Seeing Around Corners, but this one is about the Entrepreneurial Mindset? Just one quick question. Because there's a quote, in your book, that book that says, you know, “the huge part of becoming an entrepreneurial leader is learning to simplify complexity, so that your co-workers can act with self-confidence.” That quote, it made me kind of be more conscious about, am I really making things simpler for my co-workers instead of, you know, rather than to enable us, you know, achieve the best that we could as a group? So why did you, make that quote and associate it with an Entrepreneurial Mindset? Rita McGrath:  Well, because if you make things complicated for people, there's maybe three responses, right? One is they'll start on whatever they start on, which is kind of random. And maybe they finish it, and maybe they don't, but it's really now you're leaving it to chance. Because if you give people more to digest than they can manage, you're going to get back some fraction of it. So that's one thing. Second thing that happens is, if it's too complex, a lot of times people will pick what they want to do, not have anything to do with the agenda that you want to set for the organization. And the third thing is there's just a laziness that comes from having things be complex. I know for myself, when I've had to do strategy statements for myself, or my business, it takes a long, long time to get it done into a few simple things. And each word has to mean something. So, as an example, some years back, I started a sister company. It's called Valize. And the strategy really is to its mission, its purpose for me, is to help organizations create innovation and transformation capability as the basis for shared prosperity. And that sounds really simple. That sounds really kind of ‘duh, that's not so grand, but I mean, the hours it took to get to that simplicity of statement. And then once you've got something like that, you can go back and you could say, okay, well, here's the thing that I'm being asked to do or think I'm thinking of, does it build capability? Yes. No. Does it build shared prosperity? Yes, no. Does it help organizations to help themselves? Yes, no. And it sorts out a lot of stuff means a lot of stuff we could do. But there are only a few things that really fit into that sweet spot of shared capability. So, having that simplification allows you to clear out a lot of the …, there are always wonderful options that you got to do things, right? And it's a question of abundance, you've usually got more great options than you could possibly exercise. So, picking the best ones is the challenge. Ula Ojiaku:  Wow, wow. I'm going to listen to this part again. You've mentioned some books already, like Andy Grove's, Only the Paranoid, I mean, Only the Paranoid survive. And you've mentioned the book, Disrupt Yourself… In addition to these books, and your wonderful suite of books, what other books would you recommend to the audience that you believe have influenced you that you'd recommend to the listeners that would help them you know, learn more about this topic? Rita McGrath: Oh, that's hard, because there's so many. Well, I love Safi Bahcall's Loonshots. I think that's a brilliant, brilliant book. And it really gets to the heart of how innovation actually happens rather than how we think it happens. I rather like Gary Hamel's and Michele Zanini's book, Humanocracy which has the basic question, you know, if you look at Instagram, or Twitter or any of these social platforms, you see these people who are just brilliant. I mean, they're creating incredibly creative stuff. And then we put them inside companies. And we insist that they do things by the rule, and we block all the creativity out of them. So, why do we do that? You know, I think that's a really great one. I'm very taken with Rebecca Henderson's, Re-imagining Capitalism in a World on Fire. Very, very brilliant. Roger Martin, When More is not Better. Just recently had a Julie Lythcott-Haims on my fireside chat program, which is and she's got a book called Your Turn, How to be an Adult”, which is, on a personal level, absolutely fascinating - really good book. I like Peter Sim's, Little Bets. You know, they're just so many I mean, I wouldn't even know where to where to start. Those are the ones that are sort of top of mind at the moment. Ula Ojiaku:  Okay. scribbling away as you're talking, and yeah, these all these would be in the show notes with the links to them. So that's great. Now, how can the audience reach you? If they want to, you know follow your work. Rita McGrath: The best place to start is my website, which is really ritamcgrath.com, that's easy. I have columns that I write for. They're currently going up on substack and medium. If you just search my name and or medium, you'll find me there. I do weekly, LinkedIn post, which goes to subscribers on LinkedIn. Also, that's all sort of good places to start. Ula Ojiaku:  Okay. Are you on social media? Rita McGrath:  Oh, yes. So yes. I'm on Twitter @RGMcGrath. And I'm on LinkedIn. Okay. I'm not on Facebook so much. But I have put things I post there, but I'm not really on it very much. Ula Ojiaku:  Okay. All right. That's, I mean, thanks for those. Now, let's wrap up any ask of the audience first? Rita McGrath:  I think we're in a remarkable moment, right now, you know, we've had so many of our previous habits and assumptions disrupted, that I think it would be a shame to lose, to lose all that and just go back to the way things were. So, I think it's an opportunity to reflect and to really think about, what kind of future do we want to build now that so many of our assumptions and institutions have been challenged, and we learned whole new tricks, we learned whole new ways to do things. Let's not just snap back to the way it was, let's think about inventing better. Rita McGrath:  Really, I think there's going to be great opportunity coming out of this current crisis and those who are thinking ahead will benefit from it. Ula Ojiaku:  Okay, great. Well, Rita, thank you so much for your time, and it's been a pleasure again, having you on the show. Rita McGrath: Thank you very much.  

Introduction:Welcome to the third episode of Slice of Life Sciences…This week we will take our conversation from the Life Science real estate industry and focus more so on the ins and outs of managing and running a biotech company. Without further ado, Mark Tebbe, Entrepreneur in Residence for Atlas Venture, whom has had an illustrious career as a serial entrepreneur focusing on drug discovery and management in biotech/pharmaceutical industry with a broad experience involving drug development, operations, and international assignments. Mark has worked as both a consultant and full time at multiple biotechs including 3 years as co-founder and Chief Technology Officer at Quench Bio focused on severe inflammatory diseases, 3 years at Quartet Medicine as head of drug discovery focused on peripheral neuropathic pain, 3 years at Forma Therapeutics as Vice President of Medicinal and Computational chemistry building the group and delivering on a broad portfolio of cancer targets, and many more.Background:I always find it interesting to learn about personal / educational background; Where did you grow up? Who/what were the major influences in your early life? Did you have a passion early on or did it evolve as you got older? Where did you go to college and what did you decide to study there? (Notre Dame) Did you decide get your PhD right after undergrad? (Stanford) Throughout your years at Notre Dame and Stanford, did you develop relationships with mentors that helped you think about what you wanted to do / what would give you a sense of fulfillment? Was entrepreneurship an itch you wanted to scratch at a young age or did this come later in your career? Professional Career: Your first job after receiving your PhD was at Eli Lilly as an Organic Chemist in the area of Infectious Disease and early on you were chairman of a team of ca. 10 people (PhD's) responsible for all ID targets and the lead generation strategy taken toward these targets. Were you responsible for the organization of the team as well? What were some take ways / lessons on how to build and lead a team that you took with you later on in your career? At Eli Lily you moved to various locations, including, North Carolina and Hamburg Germany, leading chemistry efforts, being directly responsible for overall operations, budget/communication issues across global sites, and redefining site leadership structures; Tell us a bit about how your experiences led you to the major milestones and how your role progressed at Eli Lilly over the years. After 16 years at the same company, the size of Eli Lilly, with well-rounded exposures, you relocated to Cambridge, MA and joined companies that were much earlier in their lifecycles. How did this move come about? What were the main differences and challenges you faced with your transition to FORMA and Quatet Medicine? Was the experience working at a large pharma company for so long invaluable for these new endeavors? The first company you co-founded was then Quench Bio, which was an Atlas portfolio company. You were the Chief Technology Officer for Quench focusing on the chronic aberrant activation of the innate immune system. How did the founding of Quench come about and what was the inspiration? I imagine a whole new set of challenges and lessons came from being an executive and founder so from these 3 years, what is the best advice you would give other biotech founders? Were the similarities in anticipating challenges and being proactive in solutions from your earlier career experiences or did this prove to be a very unique, all around experience? Taking us to the present, you are an entrepreneur in residence at Atlas Venture while working as a consultant in the pharmaceutical industry to optimize business strategies. We'd love to hear what you are working on and what excites you the most about where you are in your career now. How large is your current team and what is on the horizon in the coming years? Is the ability to ‘build' the most exciting aspect of being an entrepreneur versus working at a large corporation or is something else the main driver for you? General: Managing a team and a company must take an incredible amount of trust to hold everyone accountable and keep everyone engaged. What are the best methods of empowering colleagues and attracting/retaining talent that you've put to practice? How do you self-assess throughout the different stages in your career? Have failures been as valuable as successes? How often to you have dialogues with other industry leaders, mentors, etc. to help you think through challenges and topics that are top of mind for you, whether specific or general? Personal: Being a serial entrepreneur, how do you balance your life with your profession? What do you do during your free time? How important are the connections and relationships you've built throughout your journey in biotech? If you look back on your career, what is one thing you'd wish you could tell a young, green Mark Tebbe? Produced by Slice of Media, Inc.

Guest Bio: Rita McGrath is a best-selling author,  sought-after advisor and speaker, and  longtime professor at Columbia Business School. Rita is one of the world's top experts on strategy and innovation and is consistently ranked among the top 10 management thinkers in the world, including the #1 award for strategy by Thinkers50.  McGrath's recent book on strategic inflection points is Seeing Around Corners: How to Spot Inflection Points in Business Before They Happen (Houghton Mifflin Harcourt, 2019). Rita is the author of four other books, including the best-selling The End of Competitive Advantage (Harvard Business Review Press, 2013). Since the onset of the pandemic, Rita has created workshops, strategy sessions and keynotes, applying her tools and frameworks to strategy under high levels of uncertainty to specific issues organizations are facing.  As Rui Barbas, the Chief Strategy Officer for Nestle USA said, “You were incredibly insightful and, despite the virtual setting, there was lots of engagement and comments from leaders sharing eye-opening observations and building on your examples throughout. You delivered the inspiration and illustration desired and it was exactly the right focus and challenge for this team. Appreciate your time throughout the process to align on content and delivery. The future-focus theme was the perfect close to our leadership summit.” Rita's work is focused on creating unique insights.  She has also founded Valize a companion company, dedicated to turning those insights into actionable capability.  You can find out more about Valize at www.valize.com. McGrath received her Ph.D. from the Wharton School (University of Pennsylvania) and has degrees with honors from Barnard College and the Columbia School of International and Public Affairs. She is active on all the main social media platforms, such as Twitter @rgmcgrath.  For more information, visit RitaMcGrath.com.   Social Media/ Websites: LinkedIn: https://www.linkedin.com/in/ritamcgrath/ Twitter: @rgmcgrath Instagram: @ritamcgrathofficial Youtube: https://www.youtube.com/user/rgmcgrath Websites: https://ritamcgrath.com and valize.com Rita's Newsletter/ Articles Substack: https://thoughtsparks.substack.com/ Medium: https://rgmcgrath.medium.com/ LinkedIn: https://www.linkedin.com/newsletters/thought-sparks-6787762418471755776/ Books Seeing Around Corners by Rita McGrath https://www.amazon.co.uk/Seeing-Around-Corners-Inflection-Business/dp/0358022339 The Entrepreneurial Mindset by Rita Gunther McGrath and Ian MacMillian https://www.amazon.co.uk/Entrepreneurial-Mindset-Continuously-Opportunity-Uncertainty/dp/0875848346 The End of Competitive Advantage by Rita Gunther McGrath https://www.amazon.co.uk/End-Competitive-Advantage-Strategy-Business/dp/1422172813 Disrupt Yourself by Whitney Johnson https://www.amazon.co.uk/Disrupt-Yourself-New-Introduction-Relentless/dp/1633698785 Humanocracy by Gary Hamel and Michele Zanini https://www.amazon.co.uk/Humanocracy-Creating-Organizations-Amazing-People/dp/1633696022 Reimagining Capitalism by Rebecca Henderson https://www.amazon.co.uk/Reimagining-Capitalism-Business-Save-World/dp/0241379660 When More is Not Better by Roger L. Martin https://www.amazon.co.uk/When-More-Not-Better-Overcoming/dp/1647820065/ Being An Adult by Lucy Tobin https://www.amazon.co.uk/Being-Adult-ultimate-getting-together-ebook/dp/B07GQ1KRTC/ Only The Paranoid Survive by Andy Grove https://www.amazon.co.uk/Only-Paranoid-Survive-Andrew-Grove/dp/1861975139  Ula Ojiaku: My guest today is Dr. Rita McGrath. She's a best-selling author, a sought-after speaker and advisor and consistently ranked among the top 10 management thinkers in the world, including the #1 award for strategy by Thinkers50. In this episode, Rita talked about the concept of inflection points from her book ‘Seeing Around Corners' and how as leaders, we can train ourselves to spot these inflection points and act on the information we receive. She also talked about making complex things simple for the people we work with. I learnt a lot speaking with Rita and I'm sure you will find this conversation insightful as well. Thank you again for watching! It's an honor to have you on the show, Rita McGrath. Many, many thanks for joining us. Rita McGrath: Well, thank you Ula. It's a pleasure to be here. Ula Ojiaku: Great. Now, can you tell us about yourself? How did the Rita, Dr. Rita McGrath we know today evolve? Rita McGrath:  Well, it would have to start with my parents, of course. I mean, all great stories start with your parents. And so, my parents were both scientists. My mother was a Microbiologist, and my father was an Organic Chemist. And so, I grew up in a house where, you know, (if) a question couldn't be answered, you went and got the reference book and figured it out. And both, (had) incredible respect for science and for diligence. And, you know, the house was always full of books and lots of emphasis on learning. I wouldn't say we were, financially all that well-off – we weren't poor by any means. But it was, you know, there wasn't like a lot of money to spare, but there was always money for books, and there was always money for, you know, educational experiences and that kind of thing. So, that's the household I grew up in. So, my parents, when I was born, were both on the staff at the Yale Medical School. So, they were both researchers there. And then my dad in the late 60s, got an offer to go join this upstart, fledgling company that was at the cutting edge of all kinds of things in his field and that was Xerox Corporation. And he was very conflicted about leaving academia, but went off eventually to Xerox. So, we moved the family to Rochester, New York. So that's where I did most of my growing up. And my mother at that time, decided to stay home, more or less. And then she started a scientific translation business. So, she moved into an entrepreneurial career more than her scientific career. And then when it came time to go to college, I went to Barnard College in the City of New York. I'd always thought New York was an amazing place and was accepted there. So, went off to New York, did my Bachelor's and my Master's in Political Science and Public Policy. I was very interested in public policy and matters of social contract and those kinds of things. And then my first job was actually with the City of New York, I ran purchasing systems for government agencies. It doesn't sound very glamorous. But today, we would call it digital transformation. It was the very first wave of companies taking their operations in a digital form. And it was very exciting and I learned a lot. Then I got to the end of… the thing about public service is when you start, there's (this) unlimited sort of growth that can happen for a few years, and then it really just levels off. And you're never going to go beyond that. So, I kind of reached that headroom and decided to do something different. Ula Ojiaku:  Was it at that point that you decided to go for your PhD? Rita McGrath:  And that was one of the options I was considering. And my husband basically said, ‘look, if you get into a top five school, it's worth doing and if you don't, it's probably not.' But you have to think in that time, MBA programs were just exploding, and there'd been a lot of pressure on the administrators of MBA programs, to put PhD accredited faculty in front of their students. The big knock against the MBA at the time was, oh, they're just trade schools. You know, we've got some guy who ran an entire company comes in and talks and that's not really academically suitable. And so, there was a huge pressure for schools to find PhD accredited people-  that still exists (but) the market pressures has changed a lot. But when I was doing my PhD, it was pretty sure I would get a job if I managed to complete the degree. So that that gave me that extra input to do that. Ula Ojiaku:  Did you already have like children when you started the PhD? Rita McGrath: Yes Ula Ojiaku:  And how did you cope? Rita McGrath:  Our son was, how old was he? He would have been nine months old when I started my PhD program. Yeah. Ula Ojiaku: Wow, 9 months old. Rita McGrath: Oh, yeah, it was a real challenge. And I guess everybody manages those kinds of challenges in their own way. But yeah, it was a struggle because, you know, typical day would be you know, get up, get the baby to daycare or wherever and then do school or whatever I had to do that day. And then it was sort of pick them up. By the time I had a second child it was pick them up, get them dinner, get them bedtime, get them story, and then I'll be back at my desk at nine o'clock at night, trying to do what I needed to do. So, it was a new turn. It was tough. It was difficult years. I mean, joyful years though but it was just hard to fit everything in. Ula Ojiaku:  I can imagine. I mean, although I'm thinking of starting my PhD (studies), my children aren't that small but I do remember the time (they were), you know, I was still working full time. So, the challenge is you'd go to work and then come back to work. I mean, to another type of work. And then when they go to bed, the work continues. Yeah, it's interesting. Rita McGrath: Quite exhausting. Ula Ojiaku: You can say that. I'm so glad they're not in diapers anymore. So, it's baby steps, we are getting there. So, can we go on to your book, “Seeing Around Corners, How to Spot Inflection Points in Business Before They Happen”. I'd like to start from an unusual place in the book. I started from the dedication page, and you know, reading everything, and I noticed that, you referred to a conversation, one of the last conversations you had with your mother. Could you tell us about that? Rita McGrath:  Oh sure. She was well, at the time, she was quite ill, she had sarcoma in her lung, and she was quite ill. It's a horrible disease, and we haven't got any real treatments for it. So, the recommendation is you do chemo and that really knocks you out. So, she was quite ill and sort of migrating between the chair and the couch and the chair and the couch. And in one of those conversations, she just said ‘I want you to know I'm proud of you. And I've had a good life and I'm prepared for whatever comes next.' And I thought that was lovely of her to say and I thought in that moment to pass it on to all these other women. And you know you bring up motherhood and being a working woman and all those complicated emotions that come with that because there seems to be guilt around every corner you know, if you're not at home full time, oh you're a terrible mom. And if you're not at work full time, you're a terrible worker. I just I think so many of those things are just designed to twist us up into little balls. And when I look at my own mother's experience - she was a working woman… I grew up but I think I'm third or fourth generation working woman so it never even occurred to me that wouldn't be possible. But I think what often is missing is this validation, you know that for women who are trying to you know make their way professionally and be great, responsible parents and do all these other things that often there's a sense of a lack of self-worth you know, ‘oh, I'm not doing enough.' The more I hear that… Ula Ojiaku:  I feel like that some… most days I feel like that… Rita McGrath: Believe me, you are doing enough Ula Ojiaku:  Sometimes I ask my children, am I a good mom? Rita McGrath:  I think part of it too is we, and when I say we, I mean baby boomer mothers and maybe a little younger. We got ourselves all tangled up in this if it's not like organic, hand-processed  lima beans with you know, organic succotash, mixed in you know, it's not good baby food. Honestly, Gerber's exists to provide perfectly nutritious food for really young babies and they've been doing it for decades and you can trust that and if it makes your life easier, go with it. Ula Ojiaku:  Thank you! Rita McGrath: You know, I think we I think we get ourselves all tossed up in like, what does good mean? I mean, honestly, the kids don't mind you know? I mean, they'd celebrate if it was chicken finger night. Ula Ojiaku:  Let's go to the book. You know, because in your book you said you it's about how to spot inflections before they happen in business. Can you give us examples of, you know, businesses that had these inflection points occur, and they failed to recognize it and what was the impact? Rita McGrath:  Sure, let's take one that is quite sad to me, which is Intel. And Intel built its, well, Intel went through a major inflection point, in fact, the originator of the concept was Andy Grove, who was their former CEO. And he talked about his inflection points in his book, Only the Paranoid Survive, which is really a brilliant, brilliant book. And one of the reasons I wrote my book was that very little had been done since his book on that topic. And Grove built this incredible company, Intel. And they were making microprocessor chips. And they were very, very powerful, very fast chips. And so, the assumptions inside Intel's business model was, what customers were going to pay for was faster, faster, faster, more computation power, more and more powerful. But what they didn't really think about was energy consumption. And as the world went more mobile… so the Intel product is the PC, and the PC, the desktop PC remains firmly plugged into the wall. And then later, we make PC chips that maybe have slightly lower power consumption to power PCs, but it's still that notion of power, you know, and I think the inflection point that caught Intel by surprise, to some extent was, this movement towards mobile, where the vast majority of chips being made were these completely different architecture chips by  companies like ARM and you know, and companies like that, which, from their inception, recognized that low power was the way to go. Then they weren't very powerful in the sense of speed, which is what Intel was driving its business towards. But they were powerful in the sense of ubiquitous low power, long battery life, that kind of thing. And I think that's an example of the kind of assumption that can cause a company to get into trouble, when the underlying shift in the business environment says, ‘wait a minute, this thing you've been building all this time may not be what is needed by the marketplace.' Ula Ojiaku:  That's interesting. So, it brings me to the point of, the points you made about, you know, the indicators, the early warnings, and you mentioned the concept of you know lagging, current and leading indicators. And there was an emphasis in your book on, you know, leading indicators. Could you tell us a bit about that? Rita McGrath:  Sure. Well, so leading indicators are today's information about tomorrow's possibilities. And what we unfortunately rely on a lot in business is lagging indicators - so profits, performance, you know, ROI, all those things are lagging some kind of decision that you made a long time ago. So, the concept of leading indicators is to try to get business leaders to think about what would have to be true, you know, before I was able to make a certain decision, what are the leading indicators? So, an example would be back in the 90s, computer scientists all over the world realized that come the year 2000, from the turn of the millennium, that the way computer programs had been programmed, was only two digits for the year. And so, when the year went to zero-zero, computers, were going to think it was 1900 and this was going to be terrible. Because they all get out of sync, you know, and planes would drop out of the sky. You're gonna become unstable, and you'll all need to move to Montana and stuff … I don't know if you can remember this. Ula Ojiaku: Yeah, the Y2K bug… Rita McGrath: Oh my goodness…! Ula Ojiaku: It was a big sensation. Yeah… Rita McGrath: Apocalyptic – remember?! And yet, when the big moment came the year 2000. What happened? Well, nothing happened. Why did nothing happen? We looked at that early warning, and we said, whoa, if that happens, it's bad. And then so companies, prodded by their accounting firms, prodded by other security considerations invested billions in correcting that flaw. And so, that's an example of an early warning. And there are a couple of things to understand about early warning. So, the first important thing is, the measure of a good early warning is not, did it predict what happened. The measure of a good leading indicator is, did it help you prepare for what might happen? And so, I think that's a really important distinction, because we oftentimes, oh, you that didn't predict this or that. But that's not the point. The point is, did it help you think more broadly about what might happen so that you could be prepared? So, I think that's the first thing. The second thing to remember about leading indicators is they're often not quantitative in the way that we like to think about quantitative things. They're often qualitative. They often take the form of stories. And they often come from what are called unrepresentative parts of your mental ecosystem. So, you know, it's that person on the loading dock (saying to themselves), ‘this is, well, that's weird, a customer never asked for that before', or the person answering the phone, you know, in headquarters going, ‘Well, I don't understand why they need that information…' You know, it's those little anomalies or things that depart from business as usual, that are often the weak signals that you need to be paying attention to. Ula Ojiaku:  So, can you give us an example where you mean, I mean, of how we can go about choosing good leading indicators? Rita McGrath:  Well, in the book, I describe a technique that I use, which is you take a couple of uncertainties and juxtapose them on each other. And that gives you four or more you can do this for as many as you like, stories from the future, possibly a future that we could live in. And then depending on which one you want to think about, you say, ‘okay, I'm gonna write a headline as if it came from a newspaper story about that scenario. And I'm gonna work backwards and say, what has to be true for that headline to emerge.' So, take an example that's playing out right now, chronic and accelerating decline in birth rates in the United States. People are just deciding not to enlarge their families or not to start their families at all. And for very good reasons, you know, the level of social support for families is very low. Mostly women are bearing the burden. And very often women are the ones that make a large part of the decision about whether the family is going to grow or not. And so, we're facing a real baby bust. Well, if that's true, and we follow that along, well, what are some things that would be early warnings or indicators of what that world will be like? Well, you'll see a decline of working people relative to retired people, or people needing assistance, you'll see, you know, fewer kids with more resources to support them. So, the kind of baby Prince phenomena we saw in China. There are lots of things you can kind of work through. But once you say, ‘okay, I see a world with a million fewer children three years from now, than we would have expected well, okay, what now working backward? What does that tell us we need to be paying attention to today? Ula Ojiaku:  Yes, yes. That's a great example. And I wonder, though, so given all, you know, the research that has led to, and your experience as well, consulting with, you know, most of these large organizations, the case studies, you've come to witness and all that, what would you, what would be your advice to leaders of such organizations, you know, in terms of how they can better prepare themselves or equip themselves to recognize these inflection points, and lead effectively? Rita McGrath:  Well, I think the first principle is you have to be discovery driven. In other words, you have to be curious about what's going on. And if you're the kind of leader who (when) someone brings you a piece of information, and instead of treating it like a gift, you're like, oh no, you don't understand that's wrong. That's not the way the world works. If you're dismissive of information people are bringing you that's very dangerous. Because the information you need is not going to come from your lieutenants at headquarters, it's going to come from that guy on the loading dock. So, I think you want to think about establishing some kind of information flows, that go directly from where the phenomena are happening to your desk. So, as an example, a company I really admire is the German metal services company Klockner. And their CEO, Gisbert Ruehl was taking them through a digital transformation. And his big concern was not that they meant it, right? But that his lieutenants, his middle manager, cohort, would be so expert, and so experienced at the way business was, that they would just shut down these digital efforts. And he was very, very concerned about that. He said, well, I need some way of making my message heard directly to the people that are on the frontlines and I also need a way of hearing from them what's going on. So, he implemented Yammer, called non-hierarchical communication. And the deal was anybody in the company that had something he needed to know should feel comfortable sending him a note. And I'm told, I don't know this for a fact that I'm told that at headquarters, he had his instance of Yammer set up so that the lower the hierarchical level of the person, the higher it came in his newsfeed. Ula Ojiaku: Oh, wow. Rita McGrath: So, you know, I can talk to my lieutenants, anytime. Information I need is in the, you know, 24-year-old person who's just joined us with an engineering degree, who's looking at our manufacturing process for screwdrivers and saying, ‘Why do you do it that way? There must be a better way of doing this…' That's the information I really need and he set up a whole system to try to get that information to him, to himself. Ula Ojiaku:  Would you say there's a typical kind of leader with, you know, some certain characteristics that's best equipped to spot the inflection point, and you know, kind of lead the charge and get the organizations in line? Rita McGrath:  You know, I think it's more of the behavior, it's not the characteristics. So, I've seen charismatic, attractive, you know, movie star type CEOs be good at this. I've seen people you look at and you go ‘Really? He looks kind of like he slept in his clothes all night.' I've seen those people be good at it. So, you know, I think the differentiation is this, this hunger for new information, this curiosity, this relentless… ‘tell me again…' and ‘why was that and why was that?' It is this urgent need to really learn what's going on. And then and then putting yourself in the, in the context. So, one of the people I'm working with right now is a brilliant retail CEO, and everything. And one of the things he would do before hiring anybody into his senior team, is he would spend a day or two walking the stores, you know, and in his explanation to me was, ‘I want to see how they react to the stores. I want to see how they treat the people working in stores. I want to see what they notice, you know, I want to see if they notice that there's a thing out of array and I want to see how they are with me, like if they spend their whole two days in store visits, sucking up to me - that's not somebody I need, you know. And so, I think the best leaders along those lines are people who are relentlessly curious, bring people around them who are diverse, you know, you don't just want echo chambers of themselves. Ula Ojiaku:  True, true. You don't want ‘yes' men if you really want to make an impact really. Yeah, and how can I, as a person, train myself to also recognize these inflection points. Rita McGrath:  Well, it depends what the inflection point is. So, if it's a question of, you've been making nice steady progress in your career, and now you've hit some kind of ceiling and you just feel you're not growing or developing any more, then that choice is really okay, I need to… the way Whitney Johnson would put this, she's written a great book on this, “Disrupt Yourself”, right? You go up this S curve, then you need to make the decision if you're going to take on the J curve, right, which is the part below the S curve before you get into the next round of learning. So, that's a personal decision, really only you can make a decision like that. Then there are the cases where inflection points are thrust upon you. So you lose a job, your spouse has some setback, a family member has an urgent need that makes whatever you were doing before impossible. I mean, there's all kinds of outside things that can happen to you. Ula Ojiaku: Yeah… Rita McGrath: And I think the best way to try to look at those is. ‘is this a slingshot to a better future, potentially?' And you know, how many people have you talked to who got fired, and some years later say, ‘that was the best thing that ever happened to me, it shook me out of my complacency. It made me think differently.' And so, I think a lot of times, you know, we, it's very comfortable (staying) stuck in our ruts. And sometimes it takes a bit of a jolt to get us out of that. Ula Ojiaku:  That's a great one. Can I just ask you about so it's not really about your book, Seeing Around Corners, but this one is about the Entrepreneurial Mindset? Just one quick question. Because there's a quote, in your book, that book that says, you know, “the huge part of becoming an entrepreneurial leader is learning to simplify complexity, so that your co-workers can act with self-confidence.” That quote, it made me kind of be more conscious about, am I really making things simpler for my co-workers instead of, you know, rather than to enable us, you know, achieve the best that we could as a group? So why did you, make that quote and associate it with an Entrepreneurial Mindset? Rita McGrath:  Well, because if you make things complicated for people, there's maybe three responses, right? One is they'll start on whatever they start on, which is kind of random. And maybe they finish it, and maybe they don't, but it's really now you're leaving it to chance. Because if you give people more to digest than they can manage, you're going to get back some fraction of it. So that's one thing. Second thing that happens is, if it's too complex, a lot of times people will pick what they want to do, not have anything to do with the agenda that you want to set for the organization. And the third thing is there's just a laziness that comes from having things be complex. I know for myself, when I've had to do strategy statements for myself, or my business, it takes a long, long time to get it done into a few simple things. And each word has to mean something. So, as an example, some years back, I started a sister company. It's called Valize. And the strategy really is to its mission, its purpose for me, is to help organizations create innovation and transformation capability as the basis for shared prosperity. And that sounds really simple. That sounds really kind of ‘duh, that's not so grand, but I mean, the hours it took to get to that simplicity of statement. And then once you've got something like that, you can go back and you could say, okay, well, here's the thing that I'm being asked to do or think I'm thinking of, does it build capability? Yes. No. Does it build shared prosperity? Yes, no. Does it help organizations to help themselves? Yes, no. And it sorts out a lot of stuff means a lot of stuff we could do. But there are only a few things that really fit into that sweet spot of shared capability. So, having that simplification allows you to clear out a lot of the …, there are always wonderful options that you got to do things, right? And it's a question of abundance, you've usually got more great options than you could possibly exercise. So, picking the best ones is the challenge. Ula Ojiaku:  Wow, wow. I'm going to listen to this part again. You've mentioned some books already, like Andy Grove's, Only the Paranoid, I mean, Only the Paranoid survive. And you've mentioned the book, Disrupt Yourself… In addition to these books, and your wonderful suite of books, what other books would you recommend to the audience that you believe have influenced you that you'd recommend to the listeners that would help them you know, learn more about this topic? Rita McGrath: Oh, that's hard, because there's so many. Well, I love Safi Bahcall's Loonshots. I think that's a brilliant, brilliant book. And it really gets to the heart of how innovation actually happens rather than how we think it happens. I rather like Gary Hamel's and Michele Zanini's book, Humanocracy which has the basic question, you know, if you look at Instagram, or Twitter or any of these social platforms, you see these people who are just brilliant. I mean, they're creating incredibly creative stuff. And then we put them inside companies. And we insist that they do things by the rule, and we block all the creativity out of them. So, why do we do that? You know, I think that's a really great one. I'm very taken with Rebecca Henderson's, Re-imagining Capitalism in a World on Fire. Very, very brilliant. Roger Martin, When More is not Better. Just recently had a Julie Lythcott-Haims on my fireside chat program, which is and she's got a book called Your Turn, How to be an Adult”, which is, on a personal level, absolutely fascinating - really good book. I like Peter Sim's, Little Bets. You know, they're just so many I mean, I wouldn't even know where to where to start. Those are the ones that are sort of top of mind at the moment. Ula Ojiaku:  Okay. scribbling away as you're talking, and yeah, these all these would be in the show notes with the links to them. So that's great. Now, how can the audience reach you? If they want to, you know follow your work. Rita McGrath: The best place to start is my website, which is really ritamcgrath.com, that's easy. I have columns that I write for. They're currently going up on substack and medium. If you just search my name and or medium, you'll find me there. I do weekly, LinkedIn post, which goes to subscribers on LinkedIn. Also, that's all sort of good places to start. Ula Ojiaku:  Okay. Are you on social media? Rita McGrath:  Oh, yes. So yes. I'm on Twitter @RGMcGrath. And I'm on LinkedIn. Okay. I'm not on Facebook so much. But I have put things I post there, but I'm not really on it very much. Ula Ojiaku:  Okay. All right. That's, I mean, thanks for those. Now, let's wrap up any ask of the audience first? Rita McGrath:  I think we're in a remarkable moment, right now, you know, we've had so many of our previous habits and assumptions disrupted, that I think it would be a shame to lose, to lose all that and just go back to the way things were. So, I think it's an opportunity to reflect and to really think about, what kind of future do we want to build now that so many of our assumptions and institutions have been challenged, and we learned whole new tricks, we learned whole new ways to do things. Let's not just snap back to the way it was, let's think about inventing better. Rita McGrath:  Really, I think there's going to be great opportunity coming out of this current crisis and those who are thinking ahead will benefit from it. Ula Ojiaku:  Okay, great. Well, Rita, thank you so much for your time, and it's been a pleasure again, having you on the show. Rita McGrath: Thank you very much.

On this Episode, Reyshan Hangs out with Chemistry Teacher and Host of the Dans Dabble in Babble Podcast, to talk about what he's learned about Crypto, Helping to Cure Diabetes, What's on the menu for Surviver, Plus Disney World, Making the host nervous, and much much more...  SUBSCRIBE at https://independentlasagna.com/beyond-the-checkAPPLE PODCAST: https://podcasts.apple.com/us/podcast/beyond-the-check-podcastSPOTIFY: https://open.spotify.com/show/03hqKxXeJndwZudOpsloYGand Watch FULL EPISODES of BEYOND THE CHECK TV SERIES on AMAZON VIDEO: https://www.amazon.com/dp/B08M4532YS AND TUBI-TV  https://tubitv.com/series/300006106/beyond-the-check-worker-owner-editionFIND DAN AT:PODCAST https://podcasts.apple.com/us/podcast/dans-dabble-in-babble/id1545287747FOLLOW BEYOND THE CHECK ON:WEBSITE https://independentlasagna.com/beyond-the-checkYOUTUBE: https://www.youtube.com/c/IndependentLasagnaFACEBOOK https://www.facebook.com/BeyondTheCheckWOEINSTAGRAM https://www.instagram.com/beyondthecheck_TWITTER https://twitter.com/IndLasProdLINKEDIN Enjoying the show? Please consider donating to help keep this show cooking! https://www.patreon.com/beyondthecheckSupport the showFOLLOW BEYOND THE CHECK ON: https://poplme.co/beyondthecheckWEBSITE https://independentlasagna.com/beyond-the-checkINSTAGRAM https://www.instagram.com/beyondthecheck_YOUTUBE https://www.youtube.com/c/IndependentLasagnaFACEBOOK https://www.facebook.com/BeyondTheCheckWOELINKEDIN https://www.linkedin.com/showcase/beyondthecheckFIND REYSHAN AT:WEBSITE http://reyshanparker.comFACEBOOK https://www.facebook.com/reyshanjparker/LINKEDIN https://www.linkedin.com/in/reyshanparker/INSTAGRAHM https://www.instagram.com/reyshanparkerTIKTOK https://www.tiktok.com/@reyshanparker Instacart - Groceries delivered in as little as 1 hour.Free delivery on your first order over $35.#masterchef #cookingshow #foodshow #travelshow #Foodie #EatingForTheInsta#...

On this Episode, Reyshan Hangs out with Chemistry Teacher and Host of the Dans Dabble in Babble Podcast, to talk about what he's learned about Crypto, Helping to Cure Diabetes, What's on the menu for Surviver, Plus Disney World, Making the host nervious, and much much more...  SUBSCRIBE at https://independentlasagna.com/beyond-the-checkand Watch FULL EPISODES of BEYOND THE CHECK TV SERIES on AMAZON VIDEO: https://www.amazon.com/dp/B08M4532YS AND Tubi-TV https://tubitv.com/series/300006106/beyond-the-check-worker-owner-editionFIND DAN AT:PODCAST https://podcasts.apple.com/us/podcast/dans-dabble-in-babble/id1545287747FOLLOW BEYOND THE CHECK ON:WEBSITE https://independentlasagna.com/beyond-the-checkYOUTUBE: https://www.youtube.com/c/IndependentLasagnaFACEBOOK https://www.facebook.com/BeyondTheCheckWOEINSTAGRAM https://www.instagram.com/beyondthecheck_TWITTER https://twitter.com/IndLasProdLINKEDIN https://www.linkedin.com/showcase/beyondthecheck#Foodie #ServiceIndustry #Chef #Waiter #Server #Musician #Actor #Beer #Foodshow #Bartender #Cook #podcast Enjoying the show? Please consider donating to help keep this show cooking! https://www.patreon.com/beyondthecheckSupport the showFOLLOW BEYOND THE CHECK ON: https://poplme.co/beyondthecheckWEBSITE https://independentlasagna.com/beyond-the-checkINSTAGRAM https://www.instagram.com/beyondthecheck_YOUTUBE https://www.youtube.com/c/IndependentLasagnaFACEBOOK https://www.facebook.com/BeyondTheCheckWOELINKEDIN https://www.linkedin.com/showcase/beyondthecheckFIND REYSHAN AT:WEBSITE http://reyshanparker.comFACEBOOK https://www.facebook.com/reyshanjparker/LINKEDIN https://www.linkedin.com/in/reyshanparker/INSTAGRAHM https://www.instagram.com/reyshanparkerTIKTOK https://www.tiktok.com/@reyshanparker Instacart - Groceries delivered in as little as 1 hour.Free delivery on your first order over $35.#masterchef #cookingshow #foodshow #travelshow #Foodie #EatingForTheInsta#...

Microbiome w/ Dr. Patrick Ijewere and Mr. Justin Ihom (Organic Chemist)

Dr. Nancy Mills was a Murchison Professor (2011-2014) at Trinity University. She works at a primarily undergraduate institution as an organic chemist. Typically organic chemists make things like drugs or polymers. When trying to make things, they really focus on making stable compounds. Nancy has actually created a rare unstable (anti-aromatic) compound that does not turn into a stable one. In addition to her love of science, Nancy enjoys reading mystery books, cooking, and ultralight backpacking. She received her PhD in Chemistry from the University of Arizona and she spent a few years teaching at Carleton College in Minnesota before joining the faculty at Trinity. Nancy has received many awards and honors during her career, including selection as a Council on Undergraduate Research Fellow, the Distinguished Achievement Award in Scholarship from Trinity University, the American Chemical Society Award for Research at an Undergraduate Institution, and the Piper Professor state-wide teaching award. She has also been elected as a Fellow of the American Chemical Society, a Fellow of the American Association for the Advancement of Science, and a Z. T. Scott Faculty Fellow at Trinity in recognition of outstanding teaching. Nancy joined us for an interview to tell us all about her journey through life and science.

Join host Pranet Sharma as he sits down with guest Dr. Hoby Wedler, an organic chemist and entrepreneur, to discuss the intersection of astronomy and organic chemistry. Topics include: visualization of organic chemistry, the modeling power of the human brain, connections between visualizing chemistry and visualizing the universe, the shared boundlessness of chemistry and astrophysics, theoretical foundations of science, exploration of spectroscopy and energetics, multiple-wavelength studies, the power of light, how astronomy is the progenitor of chemistry, the importance of supernovae to elemental creation, all humans are stardust, conservation of mass and energy and transformation of matter, theories of the structure of the universe, relative sizes across chemistry and astrophysics, electrostatic repulsion, the reconciliation of quantum mechanics and general relativity, how telescopes (and organic compounds!) are time machines, and why it is so important to never stop learning. For any questions about the show, visit www.skysimplified.com/contact. Thank you for listening, and as always, clear skies! Dr. Wedler's Website: www.hobywedler.com, all social media @hobywedler SkySimplified Twitter: @skysimplifiedSkySimplified Instagram: @skysimplified

We're talking to James G. Martin, an Organic Chemist who shows how Science more deeply probes nature the more it reveals evidence pointing to the existence of God. Help Vision to keep 'Connecting Faith to Life': https://vision.org.au/donate See omnystudio.com/listener for privacy information.

We're talking to James G. Martin, an Organic Chemist who shows how Science more deeply probes nature the more it reveals evidence pointing to the existence of God. Help Vision to keep 'Connecting Faith to Life': https://vision.org.au/donate See omnystudio.com/listener for privacy information.

Selecting the right primer for kitchen cabinet refinishing is key to a successful project. Hosts Tom Kraeutler & Leslie Segrete interview Dr. Greg Williams, a dynamic speaker, Organic Chemist and the Director of Product Marketing at Behr Paint Company. In his role he leads the product team in launching new products and scaling the existing product portfolio across primer, paint, specialty, and adjacent categories. for KILZ. Greg explains how the new KILZ 3® PREMIUM Primer was designed to assure the top-coat of paint adheres to the cabinet, provides durability and helps assure the final finish flows evenly with minimal brush strokes or roller marks. Learn more about your ad choices. Visit podcastchoices.com/adchoices

Ray Anthony James, Ph.D. is an Organic Chemist, Nutritional Supplement Product Developer, researcher, educator, author, and speaker, with over 28 years in the pharmaceutical industry and at the FDA. He has over 30 patents and peer-reviewed scientific publications combined. As a Lead Investigator at Pharmacopeia and Ligand Pharmaceuticals and Principal Scientist at Intrexon Corporation from 1998 until 2015, he was involved in designing drugs for cancer and inflammation. He quit all the farce in 2016 to pursue his lifelong dream of BEING on EARTH and serving the soil and humanity. Today, Ray is a partner / founder of The Moringa Group, Gleeful Monkey, TMG Omega Limited, Soil Biotica, and Kissing Tadpoles Publishing Company, and a backyard Organic Farmer. He is the author of the children's nutrition book, Veggie Rhapsody: I want you in my Lunch!. Our conversation covers: His childhood in rural Jamaica with no plumbing on his home farm, frugal use of food, free roaming in nature, and not knowing he was ‘poor.' As a teen he dreamed of a university education in the U.S. as he became fascinated with studying science and understanding why his ‘impoverished' lifestyle with simple foods and herbs led to such good health. How he became enmeshed in the ‘expected' path of a pharmaceutical career and the stresses of conventional life but saw his interests shifting as he and his wife studied nutrition and herbs. His time at the FDA led to a personal crisis and serious consideration of more holistic alternatives to pharmaceuticals. He recalled the role of Moringa in health in his childhood in Jamaica, began finding research studies on Moringa and helped a friend reverse diabetes with Moringa, and his company was born. Now in his holistic life and business, “my problems are light… my spirit has changed, my breathing has changed, my life has changed, I feel like I'm getting younger, I'm becoming this new wholesome person that is giving and accepting love.”Moringa is native to India and is a ‘miracle tree' that requires no pesticides and can turn deserts into forests. It prevents malnutrition and has been scientifically evaluated for its ability to improve immunity, GI health, skin, hair, stress response, blood sugar, liver and kidney diseases, diabetes, and high cholesterol. It is very high in antioxidants and nutrients for cellular regeneration. He is setting up a regenerative Moringa farm in Jamaica on the model of multi-story forest agriculture, letting native plants flourish via intercropping of the Moringa trees for soil health and native species flourishing. The farm will provide local employment and a sustainable agriculture learning center for flourishing of people, plants, animals, insects, and soil.Ray and I both tear up talking about how human existence is dependent on soil microbes, and how plants and soil microbes cooperate in a way that is humbling for humans.  As Ray says, “the plants themselves, they know what they want, and I just have to be the steward… the plant determines what nutrients it wants and tells the microbes and attracts them to its root system…it's a whole conversation going on below the soil.” With all the sustainable and regenerative options now available, it's clear that we get to choose whether we want to live in ‘chemical soup' or in life-enhancing ways.

We are kicking off Women's History Month with an exciting interview with Dr. Sade Brown. She is a financial expert, Ph.D. Organic Chemist, option investor, real estate investor, and stock investor. We will be discussing financial literacy, creating multiple streams of income, creating an LLC, Airbnb hosting, and much more. You don't want to miss this episode!

Wendel, Organic Chemist and Washington State resident joins us for Q&A but only after sharing his Bigfoot encounters! View Wendel’s Bigfoot track on: https://CreekDevil.com EP-92: Got a Question, Comment or Encounter? We’d like to hear from you! Shoot us an email: Questions@CreekDevil.com If you enjoyed this content, please subscribe and click the bell! Visit us on the web: https://CreekDevil.com https://WilliamJevning.com iTunes: https://podcasts.apple.com/us/podcast CREDITS: (Alphabetical order) Charles Guthrie https://charlesguthriestudio.com Guido Basile Justin Mark Voice Actors: (Alphabetical order) Jared Rivit https://www.imdb.com/name/nm1066424 Jim Sower Margey Lima Stormy Washington Images Credit: Geralt https://pixabay.com/illustrations/compass-success-directory-283234 Episode 93 Background Image credits: Free-Photos from Pixabay, bhossfeld from Pixabay, David Mark from Pixabay Music Info: Epic Cinematic Dramatic Adventure Trailer by RomanSenykMusic Music Link: https://youtu.be/c-XpTMGPQvI Opinion Disclaimer the views and opinions expressed on https://CreekDevil.com, https://WilliamJevning.com, https://www.youtube.com/user/wjevning and are those of the guests and do not necessarily reflect the opinion, official policy or position of CreekDevil.com, WilliamJevning.com WILLIAM JEVNING - Founder CreekDevil.com - Jevning Research Group To all who seek adventure and knowledge. -- William Jevning

#22: The year is 1923, which means we are deep in proto-Fascism territory. Raven started this read and warned that it was as if Ayn Rand wrote Caesar's Column. Never let an Organic Chemist run wild with Science Fiction, always bring a back-up Biologist. Come for Nella's total saltiness, stay for this villain's POV version of a YA dystopian novel. Support us at https://www.patreon.com/nellachronism Follow the progress of the Apocalist here. Follow us on twitter @ApocalistC, Email us at ApocalistBookClub@gmail.com CREDITS: Art by Michael Vincent Bramley. Music by Robare Pruyn. Sound editing by Crutch Phrase Studio.

THC is the tip of the iceberg when it comes to active ingredients in cannabis. Scientists like Andrea Holmes, Ph.D., of Precision Plant Molecules are tuned into the new cannabinoids, terpenes and other compounds that are being discovered (it seems like) every day now. After nearly 100 years of prohibition, there's lots to learn about this plant and how we can leverage its healing properties to deliver safe and effective medicine for a range of conditions. If you're curious about the future of cannabis medicine, this episode is a must-listen. 

The DuPont company’s organic chemist Wallace Carothers received a patent for linear condensation polymers, the basis of the material better known as ...

Our guest today is Gigi Kreibich, an organic chemistry researcher from the University of Minnesota. Gigi has learned to navigate her research career while living with Ehlers-Danlos syndrome and a recent diagnosis of hypophosphatasia. Balancing her life as both the researcher and the patient, Gigi has learned to pursue her passions and tap into her natural skills to achieve her goals.    Gigi shares her journey on how she found her current lab, the work she does at Minnesota, and her undergraduate work. She also shares what support systems have been the most beneficial to her, and what she feels is an important aspect of accessibility in science. Gigi also shares her work with a non-profit, open-source genetic research group that aims to identify novel treatments and mutations for rare diseases. Tune in to listen to Gigi's inspiring STEM story, where she tells us about her research, her support networks, and how she is navigating her life as a young researcher.   In this episode we will discuss: 1) Gigi's current role as an organic chemistry researcher 2) How cosplay landed her a job 3) Why video games are part of her support network 4) What she thinks are some of the most important ways to support accessible STEM 5) Her work at a non-profit genetic research group   Links: https://www.instagram.com/orchidsonmymind/   https://sv.ai/   You can find Katherine, this week's host at: https://www.instagram.com/grad_selfcare/ https://twitter.com/superchiasmatic   You can support Katherine's podcast, launching August 6th, here: https://www.instagram.com/endocrinepod/  https://twitter.com/endocrinepod https://endocrinepod.com/ https://www.patreon.com/endocrinepod

Ray Anthony James From very humble beginnings to Ph.D. Organic Chemist, Author of Silly and educational Children’s literature, Volunteer at Real Foods for Kids Montgomery, Mountaineer (Climb to the top of Mt. Kilimanjaro in 2003), backyard Organic Farmer, Entrepreneur (Founding partner at The Moringa Group.com). Ray was been healthy-minded his whole life. Growing up on a farm, he was always very interested in the connection between food and physical and mental performance, and was always conscious of what he put into his body. Today, a chemist, an entrepreneur, volunteer at Real Foods for Kids Montgomery, father of three and still very focused on what he want to be when he grows up. This focus remains and has expanded to encompass holistic health, wellness and lifestyle – which expands into looking out for all growing children in these areas which also aligns well with the mission at The Moringa Group. Ray lives in Lithia, FL with his wife and two Kiddos. --- Send in a voice message: https://anchor.fm/beyondvegan/message Support this podcast: https://anchor.fm/beyondvegan/support

Ray Anthony JamesFrom very humble beginnings to Ph.D. Organic Chemist, Author of Silly and educational Children’s literature, Volunteer at Real Foods for Kids Montgomery, Mountaineer (Climb to the top of Mt. Kilimanjaro in  2003),   backyard Organic Farmer, Entrepreneur (Founding partner at The Moringa Group.com).Ray was been healthy-minded his whole life. Growing up on a farm, he was always very interested in the connection between food and physical and mental performance, and was always conscious of what he put into his body. Today, a chemist, an entrepreneur, volunteer at Real Foods for Kids Montgomery, father of three and still very focused on what he want to be when he grows up. This focus remains and has expanded to encompass holistic health, wellness and lifestyle – which expands into looking out for all growing children in these areas which also aligns well with the mission at The Moringa Group.Ray lives in Lithia, FL with his wife and two Kiddos.

After witnessing the struggles that many students have with one of college’s most challenging subjects, a chemist creates a blog to help bridge the gap in knowledge. Side Hustle School features a new story EVERY DAY of someone who started a hustle without quitting their job. You’ll learn how they got the idea, how they overcame challenges along the way, and what the results are. You need a hustle! Share: #SideHustleSchool Shownotes: SideHustleSchool.com Twitter: @chrisguillebeau Instagram: @193countries Learn more about your ad choices. Visit megaphone.fm/adchoices

Dr. Nancy Mills was a Murchison Professor (2011-2014) at Trinity University. She received her PhD in Chemistry from the University of Arizona and she spent a few years teaching at Carleton College in Minnesota before joining the faculty at Trinity. Nancy has received many awards and honors during her career, including selection as a Council on Undergraduate Research Fellow, the Distinguished Achievement Award in Scholarship from Trinity University, the American Chemical Society Award for Research at an Undergraduate Institution, and the Piper Professor state-wide teaching award. She has also been elected as a Fellow of the American Chemical Society, a Fellow of the American Association for the Advancement of Science, and a Z. T. Scott Faculty Fellow at Trinity in recognition of outstanding teaching. Nancy is with us today to tell us all about her journey through life and science.

Dr. Donna Nelson is a Professor in the Department of Chemistry and Biochemistry at the University of Oklahoma. She received her PhD from the University of Texas, Austin and completed her postdoctoral training at Purdue University before joining the faculty at the University of Oklahoma. Donna has received many awards and accolades during her career, including the Oklahoma Chemist Award, the American Chemical Society Stan Israel Award for Diversifying the Chemical Sciences, the American Chemical Society Ann Nalley Volunteerism Award, the NSF ADVANCE Leadership Award, the National Organization of Women Woman of Courage Award, and she was inducted to the Minority Health Professions Foundation Hall of Fame and the Oklahoma Higher Education hall of Fame. She was also been awarded the Guggenheim Fellowship as well as the Ford Fellowship, and has been named a Fellow of the American Chemical Society and a Fellow of the American Association for the Advancement of Science. Donna also served as the science advisor for the recent TV Show Breaking Bad. Donna is with us today to tell us about her journey through life and science.

Diet Science is a fun 5 to 7 minute weekly program with insights and straight scoops on today's health and diet issues from Dee McCaffrey, CDC.  Dee is an Organic Chemist who lost 100 pounds, nearly half her body weight, and has kept it off for 20 years by staying away from processed foods. Even if you start eating a healthy diet at age 50, you can cut your risk for many health issues in your later years.  This week Dee talks about the first study in the world to investigate the relationship between a healthy diet at age 50 and the risk of developing dementia later on, and which foods are the best for preventing memory loss.

Diet Science is a fun 5 to 7 minute weekly program with insights and straight scoops on today's health and diet issues from Dee McCaffrey, CDC.  Dee is an Organic Chemist who lost 100 pounds, nearly half her body weight, and has kept it off for 20 years by staying away from processed foods. This week Dee reveals a common source of trans-fats that isn't being regulated--it even shows up in organic and non-GMO foods. Listen in to find out how to avoid this overused ingredient.

Diet Science is a fun 5 to 7 minute weekly program with insights and straight scoops on today's health and diet issues from Dee McCaffrey, CDC.  Dee is an Organic Chemist who lost 100 pounds, nearly half her body weight, and has kept it off for 20 years by staying away from processed foods. When you see the word "natural" on your food products, they can come from, literally, anything that isn't man made.This week Dee talks about some surprising "natural" ingredients lurking in your favorite foods.

Diet Science is a fun 5 to 7 minute weekly program with insights and straight scoops on today's health and diet issues from Dee McCaffrey, CDC.  Dee is an Organic Chemist who lost 100 pounds, nearly half her body weight, and has kept it off for 20 years by staying away from processed foods. This week Dee talks about an new study of by a team of international scientists who have found there is no evidence that eating saturated fat increases cholesterol or the risk of heart attacks, shattering a decades-long myth about the role of saturated fat in a healthy diet.

Life of an Organic Chemist - 2011 Excellence In Research Public Lectures Presented by Dr. Victor Snieckus

pDiet Science is a fun 5 to 7 minute weekly program with insights and straight scoops on today's health and diet issues from Dee McCaffrey, CDC.nbsp; Dee is an Organic Chemist who lost 100 pounds, nearly half her body weight, and has kept it off for over

pDiet Science is a fun 5 to 7 minute weekly program with insights and straight scoops on today's health and diet issues from Dee McCaffrey, CDC.nbsp; Dee is an Organic Chemist who lost 100 pounds, nearly half her body weight, and has kept it off for over

pDiet Science is a fun 5 to 7 minute weekly program with insights and straight scoops on today's health and diet issues from Dee McCaffrey, CDC.nbsp; Dee is an Organic Chemist who lost 100 pounds, nearly half her body weight, and has kept it off for over

pDiet Science is a fun 5 to 7 minute weekly program with insights and straight scoops on today's health and diet issues from Dee McCaffrey, CDC.nbsp; Dee is an Organic Chemist who lost 100 pounds, nearly half her body weight, and has kept it off for over

pDiet Science is a fun 5 to 7 minute weekly program with insights and straight scoops on today's health and diet issues from Dee McCaffrey, CDC.nbsp; Dee is an Organic Chemist who lost 100 pounds, nearly half her body weight, and has kept it off for over

pDiet Science is a fun 5 to 7 minute weekly program with insights and straight scoops on today's health and diet issues from Dee McCaffrey, CDC.nbsp; Dee is an Organic Chemist who lost 100 pounds, nearly half her body weight, and has kept it off for over

pDiet Science is a fun 5 to 7 minute weekly program with insights and straight scoops on today's health and diet issues from Dee McCaffrey, CDC.nbsp; Dee is an Organic Chemist who lost 100 pounds, nearly half her body weight, and has kept it off for over

pDiet Science is a fun 5 to 7 minute weekly program with insights and straight scoops on today's health and diet issues from Dee McCaffrey, CDC.nbsp; Dee is an Organic Chemist who lost 100 pounds, nearly half her body weight, and has kept it off for over

pDiet Science is a fun 5 to 7 minute weekly program with insights and straight scoops on today's health and diet issues from Dee McCaffrey, CDC.nbsp; Dee is an Organic Chemist who lost 100 pounds, nearly half her body weight, and has kept it off for over

pDiet Science is a fun 5 to 7 minute weekly program with insights and straight scoops on today's health and diet issues from Dee McCaffrey, CDC.nbsp; Dee is an Organic Chemist who lost 100 pounds, nearly half her body weight, and has kept it off for over

pDiet Science is a fun 5 to 7 minute weekly program with insights and straight scoops on today's health and diet issues from Dee McCaffrey, CDC.nbsp; Dee is an Organic Chemist who lost 100 pounds, nearly half her body weight, and has kept it off for over

pDiet Science is a fun 5 to 7 minute weekly program with insights and straight scoops on today's health and diet issues from Dee McCaffrey, CDC.nbsp; Dee is an Organic Chemist who lost 100 pounds, nearly half her body weight, and has kept it off for over

pDiet Science is a fun 5 to 7 minute weekly program with insights and straight scoops on today's health and diet issues from Dee McCaffrey, CDC.nbsp; Dee is an Organic Chemist who lost 100 pounds, nearly half her body weight, and has kept it off for over

pDiet Science is a fun 5 to 7 minute weekly program with insights and straight scoops on today's health and diet issues from Dee McCaffrey, CDC.nbsp; Dee is an Organic Chemist who lost 100 pounds, nearly half her body weight, and has kept it off for over

pDiet Science is a fun 5 to 7 minute weekly program with insights and straight scoops on today's health and diet issues from Dee McCaffrey, CDC.nbsp; Dee is an Organic Chemist who lost 100 pounds, nearly half her body weight, and has kept it off for over

pDiet Science is a fun 5 to 7 minute weekly program with insights and straight scoops on today's health and diet issues from Dee McCaffrey, CDC.nbsp; Dee is an Organic Chemist who lost 100 pounds, nearly half her body weight, and has kept it off for over

pDiet Science is a fun 5 to 7 minute weekly program with insights and straight scoops on today's health and diet issues from Dee McCaffrey, CDC.nbsp; Dee is an Organic Chemist who lost 100 pounds, nearly half her body weight, and has kept it off for over

pDiet Science is a fun 5 to 7 minute weekly program with insights and straight scoops on today's health and diet issues from Dee McCaffrey, CDC.nbsp; Dee is an Organic Chemist who lost 100 pounds, nearly half her body weight, and has kept it off for over

pDiet Science is a fun 5 to 7 minute weekly program with insights and straight scoops on today's health and diet issues from Dee McCaffrey, CDC.nbsp; Dee is an Organic Chemist who lost 100 pounds, nearly half her body weight, and has kept it off for over

pDiet Science is a fun 5 to 7 minute weekly program with insights and straight scoops on today's health and diet issues from Dee McCaffrey, CDC.nbsp; Dee is an Organic Chemist who lost 100 pounds, nearly half her body weight, and has kept it off for over

pDiet Science is a fun 5 to 7 minute weekly program with insights and straight scoops on today's health and diet issues from Dee McCaffrey, CDC.nbsp; Dee is an Organic Chemist who lost 100 pounds, nearly half her body weight, and has kept it off for over