Podcasts about seeing around corners

In this episode of The Wrap with Chris Whalen, Chris breaks down why the stablecoin boom may be running out of road — giving the Clarity Act less than 50/50 odds and arguing it could strip the yield out of coins, force issuers offshore, and turn the survivors into banks. He makes the case that stablecoins are little more than "prepaid gift cards," lays out why he's bullish on gold and silver as central banks and China chase physical metal, and warns that real inflation — measured by commodity inputs like energy and sulfur (up 150% since the Iran war), not the CPI — is closing in on double digits. Whalen also sees the 10-year Treasury pushing past 5% and mortgages settling into a "higher for longer" 6.5–7%, flags the mortgage sector as the earnings story to watch, takes aim at Michael Saylor and MicroStrategy, points to safer places to find yield, and keeps circling back to one unsettling parallel: today looks a lot like the 1920s, right before the party ended.Thank you to our sponsor, Monetary Metals. Learn more at https://www.monetary-metals.com/THEWRAP/Links:    The Institutional Risk Analyst: https://www.theinstitutionalriskanalyst.com/  Twitter/X: https://twitter.com/rcwhalen    Seeing Around Corners book: https://www.theinstitutionalriskanalyst.com/product-page/seeing-around-corners-achieving-success-in-business-and-life-hardcoverUse the code TheWrap2026 for 25% off your first year of The Institutional Risk Analyst https://www.theinstitutionalriskanalyst.com/plans-pricingTimestamps:0:00 – Intro 0:45 – The Clarity Act: will it kill stablecoins? 3:34 – Do stablecoins have any real use case? 5:17 – Why we may need fewer banks — and more insurers 8:22 – Do stablecoins actually create Treasury demand? 10:16 – Chris's next book: gold 12:20 – Gold's pullback and the bull case for silver 16:37 – Goldman's $4,900 target & John Paulson on gold 17:53 – The BLS quietly redefines inflation 19:40 – A 2% target, a 6% deficit, and 5% yields 22:07 – Why mortgage earnings are the story to watch 24:29 – Affordability, home prices & the blue-state squeeze 26:42 – Why it all rhymes with the 1920s 28:44 – Viewer Q&A: the real double-digit inflation 32:12 – MSTR yields, Saylor & where to find safe income 36:28 – Closing thoughts: the mortgage shakeout ahead

In this episode of The Wrap with Chris Whalen, Chris breaks down a blockbuster week of bank earnings — and why the record numbers mask a growing problem. Wall Street trading and investment banking revenues are exploding, but banks aren't making money on money, as asset yields fall for a sixth straight quarter and private credit giants like Apollo poach deals. Whalen flags roughly $4 trillion in bank exposure to non-depository financial institutions, warns "there are no regulators in Washington" watching the risks, and says the housing market's business-purpose loan boom "feels like 2005." He sticks with his double-digit inflation call, arguing diesel — not oil — is the real story, and predicts fuel shortages, maybe even rationing, before the midterm elections. Plus: Kevin Warsh's Greenspan-style Fed debut, gold's selloff as a buying opportunity, viewer questions on Annaly, and a World Cup prediction.Thank you to our sponsor, Monetary Metals. Learn more at https://www.monetary-metals.com/THEWRAP/Links:    The Institutional Risk Analyst: https://www.theinstitutionalriskanalyst.com/  The Wrap: https://www.theinstitutionalriskanalyst.com/post/theira869Twitter/X: https://twitter.com/rcwhalen    Seeing Around Corners book: https://www.theinstitutionalriskanalyst.com/product-page/seeing-around-corners-achieving-success-in-business-and-life-hardcoverUse the code TheWrap2026 for 25% off your first year of The Institutional Risk Analyst https://www.theinstitutionalriskanalyst.com/plans-pricingTimestamps:0:00 — Intro and welcome 00:55 Bank earnings and oil prices soar as Middle East war reignites2:36 — Bank earnings disconnect: Wall Street booms, lending shrinks3:55 — Why big deals keep going to private credit (Apollo, Blackstone)5:59 — The hidden risk: banks lending directly to private credit funds9:06 — The $4 trillion exposure — "no regulators watching the hen house"10:07 — The "Everything Bubble": rising rates, falling yields, record home prices12:06 — Kevin Warsh's Greenspan-style Fed: "inflation is a choice"14:40 — Rate hike odds cool — will the Fed wait until after midterms?15:42 — Energy shortages building: why the Trump administration stays quiet16:45 — Double-digit inflation call stands; possible rationing by Election Day17:53 — Iran destroyed Gulf refining capacity — years to rebuild21:52 — Housing: sales fall 2.4%, median price hits record high23:14 — "It feels like 2005" — DSCR and non-QM loans flash warning signs27:19 — Gold selloff: why Chris is buying more (especially silver)29:37 — Viewer Q: How rates affect Annaly (NLY) — it's all about the spread31:03 — Viewer Q: Warsh's 2% target vs. $80 oil — a double whammy?32:27 — Chris's World Cup prediction: Argentina

Rita McGrath, bestselling author, Columbia Business School professor, sought-after speaker, strategic advisor, and podcast host, joins me on this episode. Rita is a recognized expert in innovation, strategy, and growth, one of the world's Top 10 Management Thinkers, an award-winning academic researcher, and was named by Fast Company as one of the 25 Smartest Women to Follow on Twitter. Her clients include MetLife, Procter & Gamble, Johnson & Johnson, Merck, and many other leading organizations.

Chris Whalen joins Julia La Roche on this week's episode of "The Wrap with Chris Whalen" to break down what he calls a "slow motion train wreck" in private credit, where public and private funds alike are getting hammered with redemption requests just as the firms behind them sit on impaired assets like DSCR business-purpose loans. Whalen argues we're living through a replay of 2005 — high tide before the crack — and predicts a housing reset by 2027-2028 ("misery on the eights"), with home prices falling 10-20% and recent borrowers landing underwater. Along the way he covers double-digit inflation driven by energy supply shocks from the Strait of Hormuz, why Chair Warsh can't slow-walk rate hikes, the volatility added by agentic AI trading and ETFs, his long-term bull case for gold and silver, the unwinding of Wall Street's crypto trade, the futility of Mamdani's NYC rent freeze, and viewer questions on inflation measurement and Annaly's common vs. preferred shares. Links:    The Institutional Risk Analyst: https://www.theinstitutionalriskanalyst.com/  The Wrap: https://www.theinstitutionalriskanalyst.com/post/theira861Fred Ramberg interview: https://www.theinstitutionalriskanalyst.com/post/theira860 Signed copy of Seeing Around Corners: https://www.theinstitutionalriskanalyst.com/shopTwitter/X: https://twitter.com/rcwhalen    Use the code TheWrap2026 for 25% off your first year of The Institutional Risk Analyst https://www.theinstitutionalriskanalyst.com/plans-pricingTimestamps:00:00 — Intro01:09 — Private credit: the "slow motion train wreck" and redemptions02:24 — Rates higher-for-longer, double-digit inflation & the Strait of Hormuz04:02 — The hidden cost of war and inflation as a tax05:33 — Private credit shops buying insurers & DSCR loans06:46 — "It's 2005 again" and the road to misery on the eights07:46 — Signposts: institutional fraud in business-purpose loans08:45 — What a DSCR loan is vs. a residential mortgage11:55 — The private credit gates connection12:32 — Predicting the 2028 housing reset & price declines14:52 — How rising prices have masked defaults15:27 — A 10-20% home price reset explained15:46 — Which markets crack first (Florida, Miami, blue-state Northeast)17:10 — Mom-and-pop investors and fix-and-flips17:49 — Advice for homebuyers: stay below the conforming limit18:42 — AI & semiconductor stock volatility19:15 — Agentic trading bots and market manipulation20:35 — Precious metals: gold below 4,000, silver near 5722:37 — PCE data, sticky inflation & the gold-silver case23:13 — Crypto falling apart, MicroStrategy & BlackRock selling24:33 — CME suing over perps (perpetual futures)25:34 — The NYC rent freeze / Mamdani hot take26:49 — Viewer mail: changing the definition of inflation28:20 — Viewer mail: is the debasement trade over?29:08 — Viewer mail: Annaly common vs. preferred31:03 — What's ahead next week (plus World Cup talk)32:46 — Wrap-up

A remarkable journey through music, technology, and innovation—shaped by early validation, iconic mentors, and the rare ability to anticipate the future. This conversation traces how curiosity, critical thinking, and human-centered leadership can influence industries and leave a lasting imprint on the world.00:09- About Kelli RichardsKelli Richards is a visionary strategic advisor, thought leader, and super-connector with over 25 years of experience at the intersection of technology, music, media, and entertainment.She pioneered early digital media and music initiatives at Apple, later founding The All Access Group to advise founders, innovators, and high-impact leaders on growth strategy, partnerships, and transformative opportunities.Richards is recognized for her ability to bridge Silicon Valley and Hollywood, fostering strategic alliances, unlocking new revenue models, and guiding clients ranging from startup founders to Fortune 100 executives.

NOW OPEN: 2026 Ibiza Path of the Priestess Retreat We opened the doors yesterday — in perfect alignment with this Capricorn New Moon turning point. This is a rare, intimate initiation (only 24 participants) into embodied Priest/ess training, held in Ibiza in April 2026. → Details & application here   This week's Capricorn New Moon at 28° is a turning point. With a Capricorn stellium of personal planets and a powerful New Moon on January 18, 2026, we're being asked to get radically honest about what we're building… and to plant seeds that actually show up in our real, lived lives. In this week’s astrology report for January 12–18, 2026, we explore how to work with this dense Capricorn energy instead of getting swallowed by the collective “swamp.” You'll get practices, embodiment prompts, and archetypal perspectives to help you step into self-mastery, heart-led creation, and higher timelines in 2026. In this episode, we explore: ✧ The Capricorn stellium and why this week foreshadows your 2026 path ✧ How to plant real-world Capricorn New Moon intentions that actually manifest ✧ Working with Eris, Chiron, Saturn–Neptune & Uranus without getting overwhelmed ✧ The Heart Warrior frequency and Venus leading the shift into Aquarius ✧ How chaos, disharmony & “truth bombs” reveal your higher timeline and next steps Free Resources & Next-Step Journeys The Path of the Priest/ess In-Person Retreat Enter a private retreat space with Sabrina, steeped in the energy of the Goddess, and feel deeply held and supported as you journey the Path of the Priestess.This is our only in-person Priestess Training offered this year — a 5-day advanced retreat in Ibiza, Spain (22–26 April, 2026), limited to 24 participants and available by application only. Early Bird Pricing available through March 1st, 2026. → Details & application here Free 2026 Astrology Deep Dive – grounded, embodied insight into the archetypal forces shaping 2026 — and how those forces are meant to live through your body, relationships, and choices. → Access it for free, here   Free Heart Warrior Workshop – Embodied, somatic heart activation for Chiron/Eris times → Instant Access here  Listen to “Astrology Jan 12–18: Capricorn New Moon“ podcast here… Topics Explored in “Astrology Jan 12–18: Capricorn New Moon” podcast: (Times based off audio version) (0:00) – Capricorn New Moon at 28°: Planting 2026 Seeds, Capricorn Stellium & Future-Focused Astrology (5:19) – Magic of Mastery: Self-Mastery, Unique Genius & Planting Seeds for 2026 (6:02) – Heart Leading the Way: Venus, Heart Wisdom & Embodied Heart Warrior Practices (9:46) – Multidimensional You: Cosmic Consciousness, Pleiadian Tech & Desert Medicine (11:18) – Jan 12: Venus T-Square Eris & Pele (Heart Truth Bombs) (14:44) – Sun Square Chiron: Deep Wounds, Feminine Discord & Capricorn Stellium Activation (16:46) – Jan 13: Mars Square Chiron – Masculine Wounding & Warrior Patterns (18:12) – Jan 14: Mercury Opposite Jupiter – Expanding the Mind & Seeing Around Corners (20:59) – Jan 15: Eris Truth Bombs All Week: Disharmony + Working with Chaos & Regeneration (24:32) – Jan 16: Deep Recalibration: Feminine, Masculine, Mind, Body & Ego Rewired (28:04) – Jan 17: Moon Enters Capricorn: Emotional Body, Somatics & New Moon Rituals (30:13) – Heart Leads the Shift Into New Energy, Higher Timelines & Eris Activations (34:32) – Jan 18: Capricorn New Moon at 28°: Planting Real-World Seeds in “Old” Energy (37:56) – Uranus, Sedna, Osiris & Algol: Deep Feminine Alchemy, Dismemberment & Rebirth Codes (42:48) – Dark Goddess × Pluto: Feminine–Masculine Alchemy, Underworld Activation & Polarity Work (48:08) – Looking Ahead: Aquarius Season, Pluto in Aquarius Power Shifts & Neptune Entering Aries You can leave a comment or question for Sabrina on the YouTube version of this episode. Listen to after “Astrology Jan 12–18: Capricorn New Moon”: Jan 5–11 Astrology: Mars–Venus Ignites Relationships, Power & Healing This Year is Different – Jan 1st Astrology 2025's Final Portal | Dec 22–31 Astrology  Snake to Horse Portal Episode Watch Part 1 — “Are You in the First Wave?”  STAY CONNECTED ReWilding Weekly (free, embodied astrology)  IG  Website  Disclaimer: Educational/spiritual perspectives; not medical/mental-health advice. #2025Shift #NewHuman #SpiritualAwakening Welcome to ReWilding with Sabrina Lynn & ReWilding for Women! A gifted facilitator of revolutionary inner work and the world's leading archetypal embodiment expert, Sabrina Lynn is the creator of the groundbreaking ReWilding Way and founder of ReWilding For Women. Sabrina has led more than 100,000 people through programs based on the ReWilding Way, a modality of healing and awakening that strips away the false, the deep wounds from early life, and the fears that hold people back, to reveal their true and unique soul light and help them build their innate capacity to shine it in the world. Her work includes in-person retreats and events, the monthly ReWilding Membership, Living Close to the Bone, Priest/ess Trainings, Mystery Schools, the ReWilding with the Archetypes, and the wildly popular 6 Faces of the Feminine workshop series. Welcome to ReWilding! The post 359 – Astrology Jan 12–18: Capricorn New Moon 28°, Stellium Power Week & Your 2026 Destiny Path appeared first on Rewilding for Women.

Decision Options ® by Gill Eapen: Prof. Rita McGrath is professor of strategy and innovation at Columbia Business School. Her recent book is Seeing Around Corners: How to Spot Inflection Points in Business Before They Happen. Please subscribe to this channel:https://www.youtube.com/c/ScientificSense?sub_confirmation=1

Discovering Insights at the Edges In this episode, Rich Horwath sits down with Dr. Rita McGrath, Columbia Business School professor and one of the world's foremost experts on strategy and innovation. Known for her books including, Discovery-Driven Growth, The End of Competitive Advantage and Seeing Around Corners, Dr. McGrath reveals how leaders can identify the early signals of change and shape organizations that thrive through disruption. From checkpoint-based planning to the power of systematic disengagement, Rita explains how today's most successful leaders move beyond rigid planning and instead experiment, learn, and adapt. She explores the value of leading indicators, resource reconfiguration, and discovering opportunity in emerging “arenas” rather than static industries. Together, Rich and Rita discuss why true strategic clarity demands courage—the willingness to stop doing what no longer serves and the foresight to invest in what could be.

What if the biggest risk in leadership wasn't failure — but success that blinds us to change? In this episode of the Positive Leadership Podcast, I had the great pleasure of welcoming Rita McGrath, one of the world's most influential voices on strategy and innovation. A professor at Columbia Business School and author of The End of Competitive Advantage, Discovery-Driven Growth, and Seeing Around Corners, Rita has transformed how leaders think about disruption, renewal, and adaptability. Together, we explore how to spot inflection points before they upend your business, why discovery-driven learning is the antidote to overconfidence, and how purpose and curiosity can keep teams resilient in uncertain times. Rita also shares a warning for today's executives: when companies rush to go fast and big in complex environments — without room to test and learn — it's almost always a recipe for disaster. From AI and education to human adaptability and leadership humility, this conversation will change the way you think about strategy in a world where advantage is always transient. 

What happens when senior executives step into a room and speak with radical candor? In this episode of Leveraging Thought Leadership, host Peter Winick sits down with Ken Banta, Founder and CEO of the Vanguard Network, to explore how real leaders grow stronger through dialogue—not monologues. Ken doesn't just advise on leadership—he builds ecosystems where executives learn directly from each other. The Vanguard Network creates peer-to-peer forums where GCs, CEOs, and senior leaders share their toughest challenges and unfiltered lessons. The power comes not from lectures or PowerPoint, but from raw, honest conversation. Members of his network walk away with two powerful outcomes. First, practical insights they can use immediately—solutions drawn from peers who've been there before. Second, the relief of knowing they're not alone. When a board chair demands instant answers, having the confidence that others face the same issues is invaluable. These conversations create resilience, credibility, and a stronger sense of leadership presence. Ken also shows how these networks spark new thought leadership. Dialogue around real problems fuels fresh ideas, posts, and even books like his "Seeing Around Corners". This isn't theory—it's leadership in action, captured and shared for broader impact. The results are tangible. Leaders leave with new strategies, new allies, and sometimes even new career opportunities. One member walked peers through a cyberattack disaster, openly admitting mistakes and lessons. Another two struck a career-changing deal over dinner. This is thought leadership at its highest level—intimate, applied, and deeply human. If you want to see how conversation transforms into influence, this episode is for you. Three Key Takeaways: • Dialogue beats monologue. Executives gain more from candid peer conversations than from lectures or presentations. • Leaders don't stand alone. Sharing challenges in trusted forums provides reassurance and practical solutions. • Conversations spark influence. Real stories and exchanges fuel new thought leadership, stronger presence, and fresh opportunities. If you found Ken Banta's episode insightful, you'll want to keep the momentum going with Karen Leland's conversation on the performance of thought leadership. Ken showed how peer-to-peer dialogue fuels fresh insights and builds executive presence. Karen takes it a step further, exploring how leaders can deliver their ideas with clarity, confidence, and authenticity so they truly land with an audience. Together, these two episodes connect the what and the how of thought leadership: Ken highlights the power of conversations that spark ideas, while Karen shows you how to perform those ideas so they inspire action. Listen to Karen's episode to learn practical strategies for elevating your communication, amplifying your presence, and making your thought leadership unforgettable.

Rita McGrath, top global transformation strategist, shares how to spot inflection points, manage risk and futureproof your business in disruption.She isn't just a Columbia Business School professor – she's one of the world's most influential voices on strategy and innovation. Named by Thinkers50 as a top global business thinker, Rita has shaped how leaders everywhere respond to change and disruption.In this episode, she sits down with Stephen McDonnell to tackle the critical question: how do you spot the “inflection points” before they blindside your business? From Kodak's collapse to Amazon's rise, Rita unpacks the real stories behind why some companies thrive in disruption while others disappear.Join us to explore:Spotting inflection points before they disruptLessons from Kodak, Fuji and AmazonBuilding innovation portfolios that lastLeadership and culture as change driversPractical tools to execute transformationPlease email stephen@liveunbound.com if you have any questions about what we discussed today.Like this show? Please subscribe and leave us a five-star rating and review. It's a chance to tell us what you love about the show, and it helps others discover it too. Consider leaving your Instagram handle so we can thank you personally, and feel free to follow ours.

In this episode of Your Partner In Success Radio, Denise Griffitts speaks with Ken Banta, a leadership advisor and founder of The Vanguard Network. Drawing on insights from his book Seeing Around Corners, Ken explains how leaders can navigate disruption and crisis while keeping their organizations aligned and resilient. The discussion highlights common mistakes executives make, the importance of communication, and how to anticipate change before it arrives. Listeners will gain actionable insights into making better decisions, strengthening their leadership presence, and guiding their teams through transformation.

Ken Banta, founder and CEO of the Vanguard Network, is a recognized expert in leadership and organizational change. With a rich background as a journalist—covering pivotal events like the Eastern European revolutions for Time magazine—Ken transitioned into corporate leadership, helping guide major turnarounds at companies such as Pharmacia and Bausch & Lomb. His latest book, Seeing Around Corners, gathers lessons from top leaders and is designed to inspire everyone, from emerging professionals to global executives. Ken's perspective on leadership is shaped by witnessing ordinary people drive extraordinary change, often guided by unexpected leaders like Vaclav Havel. These experiences reinforced his belief that leadership isn't just for those at the top; anyone, regardless of background or title, can play a vital role. True leaders are consistent in their purpose, adaptable, and agile—qualities that matter as much in everyday life as in the boardroom. Ken's key takeaway is simple: leadership is for everyone. Whether you're leading a team or contributing as an individual, you can make an impact by being clear on your purpose, staying flexible in your approach, and staying connected to those around you. Embrace your own ability to lead and remember—often, the most lasting change comes from ordinary people stepping up in extraordinary ways.

IN EPISODE 241:Leaders who see around corners have more than good vision - they have a plan. In Episode 241, Rita McGrath drops by to share ways leaders can better prepare for significantchanges in their industries. We discuss the importance of recognizing change signals ("inflection points"), creating early warning systems, and fostering a culture of bottom-up innovation. ABOUT RITA MCGRATH:Rita McGrath is a best-selling author, a sought-after advisor and speaker, and a longtime professor at Columbia Business School. She's one of the world's top experts on strategy and innovation and is consistently ranked among the top 10management thinkers in the world, including the #1 award for strategy by Thinkers50.  Rita has worked with top executives at some of the world's most admired brands and organizations and is the founder of Valize, a platform that helps companies develop their capacity for innovation. 

What does it take to lead through chaos? In this powerful conversation, Ken Banta, CEO of The Vanguard Network and author of Seeing Around Corners: C-Suite Wisdom from America's Most Insightful Leaders, shares lessons from over a decade of executive turnarounds, global mergers, and elite leadership networks. From navigating cultural clashes in billion-dollar mergers to building trusted communities of top executives, Ken offers real-world leadership strategies to help you stay calm, adapt fast, and lead through disruption whether you're a startup founder or Fortune 500 CEO. Topics We Cover: -Why most change initiatives fail and how to fix it -Crisis leadership: staying calm when everything's falling apart -Realistic optimism vs blind hope -The power of peer-to-peer executive networks -Why strategy is overrated and agility is everything -How to truly earn trust as a leader -What AI and the next decade demand from human leadership What Listeners Will Learn: -How top CEOs and executives navigate uncertainty and rapid change -Practical techniques to build trust, manage crisis, and align teams -Why leadership is about human connection, not just strategy -What the future of leadership looks like in the age of AI -Actionable ways to build resilient, adaptable organizations

Seeing Around Corners: How to Spot Inflection Points in Business Before They Happen by Rita Gunther McGrath Inflection points, as discussed first by Andy Grove in his book, Only the Paranoid Survive, are paradigmatic shifts that lead to entrepreneurial opportunities, such as those companies like Amazon and Netflix seized, or lead to failure, if not responded to adequately as in the instances of companies like Nokia, Blockbuster, Intel, Kodak, and Xerox. Leaders must “see around corners” to identify disruption and must respond appropriately. Business School Professor and consultant Rita McGrath contends that though the disruption often seems sudden, it is not entirely random and can be anticipated. Typically, it is the result of process that has been brewing for some time. Armed with the right strategies and tools, organizational leaders can identify that a disruption is arriving and can benefit from it if they take timely steps. This book is a guide to anticipating, understanding, and capitalizing the inflection points in the lives of business. Rich in example, itprovides a structured approach to understanding and responding to the disruptive inflections every business inevitably face. Case study presentations and illustrations are central. This book is a must for navigating in a world of constant disruptions. Alfred Marcus, Edson Spencer Professor of Strategy and Technology University of Minnesota Carlson School of Management. Learn more about your ad choices. Visit megaphone.fm/adchoices

Seeing Around Corners: How to Spot Inflection Points in Business Before They Happen by Rita Gunther McGrath Inflection points, as discussed first by Andy Grove in his book, Only the Paranoid Survive, are paradigmatic shifts that lead to entrepreneurial opportunities, such as those companies like Amazon and Netflix seized, or lead to failure, if not responded to adequately as in the instances of companies like Nokia, Blockbuster, Intel, Kodak, and Xerox. Leaders must “see around corners” to identify disruption and must respond appropriately. Business School Professor and consultant Rita McGrath contends that though the disruption often seems sudden, it is not entirely random and can be anticipated. Typically, it is the result of process that has been brewing for some time. Armed with the right strategies and tools, organizational leaders can identify that a disruption is arriving and can benefit from it if they take timely steps. This book is a guide to anticipating, understanding, and capitalizing the inflection points in the lives of business. Rich in example, itprovides a structured approach to understanding and responding to the disruptive inflections every business inevitably face. Case study presentations and illustrations are central. This book is a must for navigating in a world of constant disruptions. Alfred Marcus, Edson Spencer Professor of Strategy and Technology University of Minnesota Carlson School of Management. Learn more about your ad choices. Visit megaphone.fm/adchoices

Guest: Rita McGrath, professor of management at the Columbia Business School, author of Seeing Around Corners.

Through Stan's life lessons, you'll discover how perseverance, anticipating change, and creating a shared vision for your team can help you build an enduring and successful business. Learn how Stan overcame early failures, survived the 2008 financial crisis, and led his mortgage firm to become an industry leader when competitors faltered.

Peter Moustakerski is CEO of Family Office Exchange (FOX), the premier resource for families managing private enterprises and family wealth across generations. For over 30 years, FOX has been recognized as the industry's most exclusive, innovative, and influential community for peer networking and learning, and has provided independent insights, expert guidance, and practical solutions to complex problems related to family transitions and family wealth.​Peter has spent more than 25 years as a C-level strategist and executive across a variety of industries, including wealth management, capital markets, and technology. He is a former family office executive and FOX member, management consultant, and entrepreneur. He has served as a strategy, innovation, and growth leader for a number of private and public companies and founded two start-ups in New York City and China.​Prior to joining FOX, Peter served as Chief Operating Officer of the family office of the founder of Bridgewater Associates, where he worked closely with the principal family members to envision and oversee the redesign of the family office strategy and day-to-day operations to better serve the evolving needs of the family. Peter holds an MBA from Columbia Business School and a BS in Computer Science and Engineering from Zhejiang (Ger-Zian) University in China, and is proficient in Mandarin, Russian, and Bulgarian.​Before that, Peter was a management consultant at Booz Allen Hamilton, advising many of the world's top C-suite leaders, and a strategy executive at UBS, leading all growth and transformation initiatives for the bank's wealth management organization.​Most recently, Peter was Chief Strategy Officer of News America Marketing, a former News Corp. subsidiary, where he built and led the Corporate Strategy and M&A function and led the company's successful carve-out and sale to a private equity sponsor. In addition, for more than 20 years, Peter has been a contributing writer and researcher with The Economist Intelligence Unit (EIU), and has led many qualitative and quantitative research projects, and written a number of influential white papers for the EIU, NBER, and other research institutions and media publications.​Two Quotes From This Episode"At the end of the day, if you think about time as your most valuable asset, the ultimate capital, the ultimate equalizer for all of us is time, and complexity is the enemy of time. It just eats up time and other resources."“At FOX, we consider it a core value and a major part of our mission to help our members—and the entire industry—see around corners, especially when significant change is afoot.”Resources Mentioned in This EpisodeBook - The Fourth Turning is Here by HoweBook - Principles for Dealing with The Changing World Order by DalioBook - Thinking Fast and Slow by Kahneman About The International Leadership Association (ILA)The ILA was created in 1999 to bring together professionals interested in studying, practicing, and teaching leadership. Register for ILA's 26th Global Conference in Chicago, IL - November 7-10, 2024.Adult Development Pre-Conference SessionAbout  Scott J. AllenWebsiteWeekly Newsletter: The Leader's EdgeBlogMy Approach to HostingThe v

Joining Jessica Neal and Patty McCord this week is Columbia Business School Professor, Author and one of the world's top management thinkers, Rita McGrath. They discuss the different strategies with which companies and managers can create an innovative work culture.Find out more about Rita and her book, Seeing Around Corners, here.Do you have an ongoing work issue you need guidance solving? Or maybe you want to know how Patty and Jess would have dealt with a past problem. Share your stories and questions with our producers here.TruthWorks is hosted by Jessica Neal and Patty McCord. The show is edited, mixed and produced by Megan Hayward and Mik Finnegan. Our Production Manager is Kathleen Speckert. TruthWorks is an editaudio production.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Rita McGrath, bestselling author, professor at Columbia Business School, sought-after speaker, and strategic advisor joins me on this episode. Rita is a recognized expert in leading innovation and growth, one of the world's top 10 management thinkers, an award-winning academic researcher, and was named by Fast Company Magazine as one of the 25 smartest women to follow on Twitter. Rita's list of clients includes MetLife, P&G, Johnson & Johnson, Merck, and many others. Topics we cover include Rita's backstory, strategic inflection points, how to spot and act on inflection points, roadblocks to identifying trends that can impact a business, generative AI, and more. Get connected with Rita: Website: https://www.ritamcgrath.com/ LinkedIn: https://www.linkedin.com/in/ritamcgrath/ Twitter: https://twitter.com/rgmcgrath Facebook: https://www.facebook.com/RitaGuntherMcgrath Instagram: https://www.instagram.com/ritamcgrathofficial/ Purchase a copy of Seeing Around Corners: https://www.amazon.com/Seeing-Around-Corners-Inflection-Business/dp/0358646529 Read Rita's Thought Sparks: https://www.ritamcgrath.com/sparks/  Leave a 5-star review with a comment on Apple Podcasts: https://podcasts.apple.com/us/podcast/business-minds-coffee-chat/id1539014324  Subscribe to my Business Builder Newsletter: https://bit.ly/32y0YxJ  Want to learn how you can work with me to gain more clarity, build a rock-solid foundation for your business, and achieve the results and success you deserve? Visit http://jayscherrbusinessconsulting.com/ and schedule a 1:1 discovery coaching call. Enjoy, thanks for listening, and please share with a friend!

The likelihood is that the tactics that were effective for businesses just a few years ago may no longer yield the results needed. Profound shifts in the business landscape have exposed a significant disparity between conventional strategic approaches and the evolving dynamics of the contemporary real-world environment. In this episode, we sit down with Rita McGrath, a celebrated author and captivating speaker, to discuss how leaders can navigate the complexity of cultural shifts in modern business practices. Rita is a renowned expert in steering innovation and growth through uncertain times, and she consistently ranks among the world's Top 10 management thinkers. As a Columbia Business School professor, advisor to Fortune 500 CEOs, and author of bestsellers like Seeing Around Corners and The End of Competitive Advantage, her work has had a lasting impact on the business world. In our conversation, we unpack the strategies managers can employ to secure investments in innovation, the reasons behind organizational resistance to innovation, and the challenges of traditional hierarchical structures. We explore her Stepping-Stone Strategy for innovation, the value of a call option, the potent concept of level-skipping, and the steps for identifying debilitating assumptions. Gain insights into how innovators can advance their careers, effectively allocating resources, crafting the perfect project, and much more! Tune in and discover how to redefine traditional career pathways and drive innovation in your organization with strategy guru Rita McGrath!Key Points From This Episode:Accomplishments Rita is most proud of and the role of Twitter in her life.What managers can do to ensure investment in innovation is not undercut.Unpacking why the concept of innovation is not adopted by organizations.Advice for people in the innovation space to safeguard their careers.Why hierarchy is the enemy of the truth and level skipping is explained.Steps for implementing level-skipping within an organization.The role of expertise and when it can become a liability to innovation.Getting real about how the landscape of industry has changed.Pragmatic ways of identifying the assumptions limiting your potential. Maintaining a balance between planning and taking action.Human capital and deploying resources against an opportunity.Allocating resources for exploration, research, and development.Discover the differences between funding and budget models.Learn the fundamentals of managing a diverse team. Rita shares her approach to writing a book and how she decides on a project.Redefining career pathways to align with the new era of business.She offers some final words of wisdom for listeners.Links Mentioned in Today's Episode:Rita McGrath Rita McGrath on XRita McGrath on LinkedInRita McGrath on InstagramRita McGrath on YouTubeColumbia Business SchoolDesign for BelongingJeremy UtleyJeremy Utley EmailJeremy Utley on XJeremy Utley on LinkedIn

Join the hosts of The Curious Advantage as they dive into the world of innovation and growth with the incredible Rita McGrath. Rita, a seasoned author, speaker, and Professor at Columbia Business School, shares her journey from CEO to academia, unveiling insights from her latest book, Seeing Around Corners. In this episode, Rita unpacks the concept of inflection points, discussing the eight practices crucial for navigating blind spots. She emphasizes the importance of early warning systems in detecting these pivotal moments before they occur, revealing how examining assumptions ties into spotting these turning points using the 7Cs framework from The Curious Advantage book.  We explore the intersection of curiosity and business, discovering how Rita's personal curiosity fuels her work and why she believes curiosity is the key to success in our rapidly changing digital landscape. Rita's expertise, combined with her passionate approach to leveraging curiosity, offers a unique perspective on fostering growth and innovation and inspires individuals and organizations to navigate curiously during uncertainty to drive success in our ever-evolving world. Seeing Around Corners is available on Amazon About the Curious Advantage Podcast Series The Curious Advantage Podcast series is brought to you by the authors of the book The Curious Advantage, Paul Ashcroft, Simon Brown & Garrick Jones and it is about how individuals and organisations use the power of curiosity to drive success in their lives and organisations, especially in the context of our new digital reality. It brings to life the latest understanding from neuroscience, anthropology, history and behaviourism about curiosity and makes these useful for everyone. Produced by Jessica Wickham and Aliki Paolinelis & Edited by Roman Pechersky and Danny Cross  #Curiousadvantage #Curiousadvantagepodcast #curiosity #7CsofCuriosity About The Curious Advantage Book The Curious Advantage is an exploration of the idea of Curiosity and its increasing importance for thriving in the digital age. Taking the widest possible exploration of things Curious – historical, contemporary, neuro-scientific, anthropological, behavioural, semantic and business-focused. At the heart of the book is our model of Curiosity, called 'Sailing the 7 C's of Curiosity'. This model provides individuals with a practical framework for how to be successfully Curious and use Curiosity as a power skill to unlock their own potential. To find out more visit: curiousadvantage.com Get your copy on Amazon The Curious Advantage Audiobook is also available on audible Follow The Curious Advantage on LinkedIn

This podcast interview focuses on product innovation that has the power to prepare for tomorrow while successfully managing the present. My guest is Graham Hogg, CEO of See6. Graham is an authority on Sales AI, the author of "Seeing Around Corners", andan industry tech leader with more than 10 years of commercial experience.  He started his career as a UK Commando Forces Officer. During this career, he realized the power of simulations and how this was a very good way to help teams respond positively to transformation.  This sparked the idea to found see6 in 2014 - which he leads as the CEO. Their mission: help organizations, teams and individuals prepare for tomorrow. Their promise: Help sales teams go 6X faster. And this inspired me, and hence I invited Graham to my podcast. We explore how sales is evolving as a skill - and what's required to succeed. Graham shares his vision to enable this in CPG. He also explains why he decided to niche down (and say no to very big markets) and how that's made a meaningful difference in the traction they're creating. He also shares his framework for making the best product strategy decisions. Last but not least he shares how he avoids his teams to become too internally focused - and how that helped them to become a Remarkable SaaS business. Here's one of his quotes Relationship-based selling isn't really relevant in this new environment. The real skill for sales teams to turn it going forward, is actually a writing skill. Their ability to construct compelling sales narratives.  This whole relationship based, 'Hey, buddy, how are you doing and taking you out?' that's not what buyers want anymore. They want much more. They want insight. They want that consumer category lens so that they can see around the corner and what's coming next for their shoppers. During this interview, you will learn four things: Why a very important decision was to not work with marketing, but sales instead. Why he discarded Pharma as a market as 'way too big' - and how that made everything easier. How he tested for Problem Market Fit - and how that accelerated Product Market Fit. How See6 is leveraging first mover advantage in the Generative AI world. For more information about the guest from this week: Graham Hogg Website: See6 Subscribe to the Daily SaaS Reflection Get my free, 1 min daily reflection on shaping a B2B SaaS business no one can ignore. Subscribe here Yes, it's actually daily. And yes, people actually stay subscribed (Just see what peer B2B SaaS CEOs say) My promise: It's short. To the point. Inspiring. And valuable. Learn more about your ad choices. Visit megaphone.fm/adchoices

Morgan Adamski from the National Security Agency (NSA) sits down to talk about her path to getting into cybersecurity. Remembering back to when she was a kid, she recalls using old technology to chat with friends online, that's where it all began for Morgan. She shares how in high school she fell in love with the concept of debating and being on a team. During her high school career, 9/11 occurred, and she became fascinated with who was behind the biggest attack America had seen in the 21st century, driving her to pursue a degree in National Security. Coming out of college, she was able to get a job in the DIA, after working there for two years, she found herself at the NSA, where she is now. Morgan shares how her leadership style helps her to not only connect dots on problems, but also see around corners, saying "it's not just about connecting the dots, it's about seeing around the corners and so that helps me better predict, um, how do I build an organization that's successful three to five years down the road." We thank Morgan for sharing her story with us.

Morgan Adamski from the National Security Agency (NSA) sits down to talk about her path to getting into cybersecurity. Remembering back to when she was a kid, she recalls using old technology to chat with friends online, that's where it all began for Morgan. She shares how in high school she fell in love with the concept of debating and being on a team. During her high school career, 9/11 occurred, and she became fascinated with who was behind the biggest attack America had seen in the 21st century, driving her to pursue a degree in National Security. Coming out of college, she was able to get a job in the DIA, after working there for two years, she found herself at the NSA, where she is now. Morgan shares how her leadership style helps her to not only connect dots on problems, but also see around corners, saying "it's not just about connecting the dots, it's about seeing around the corners and so that helps me better predict, um, how do I build an organization that's successful three to five years down the road." We thank Morgan for sharing her story with us. Learn more about your ad choices. Visit megaphone.fm/adchoices

Welcome to the "Secrets of #Fail," a new pod storm series hosted by Matt Brown. In this series of 2023, Matt dives deep into the world of failures and lessons learned along the way from high-net-worth individuals.  Join Matt as he dives into the world of failures and lessons.Series: Secret of #FailGraham is the foremost authority on Generative AI to enable sales, an industry leader with more than 10 years of commercial experience. He caters to a who-is-who of companies, amplifying their sales teams. He utilizes groundbreaking ways of making insights more actionable for everyone in the CPG ecosystem – from brand managers to retail facing sales teams. " 16:54 Graham is the CEO & Founder at see6 and has authored the award-winning "Seeing Around Corners," a book that explores how teams and insights can work together to take results to the next level.Get an interview on the Matt Brown Show: www.mattbrownshow.comSupport the show

Martin Karafilis is the CEO of Fishburners. Topics discussed ~ growing up in WA on the farm, interest in business, legacy, learning and improving, leadership, artificial intelligence, emerging technology, Tiliter origin story, trade offs, dream big moment, common challenges of entrepreneurship, government support and offers, pros and cons of a legacy business, managing high pressure moments, misconceptions of Martin, the magic of music, decision making process, hard conversations, business strategy, going from good to great + what's next? Check out DREAM BIG SOCIAL CLUB here. YOU CAN FIND US ON... The web ~ ⁠https://linktr.ee/funnybusinesspodcast⁠ Instagram ~ ⁠https://www.instagram.com/funnybusiness_au/⁠ LinkedIn ~ ⁠Lach⁠ / ⁠Rob⁠ CONTACT ME (Lach) ~ lach@dreambigsocialclub.com

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.  

Entra ano, sai ano, e os números sobre o sucesso da transformação digital corporativa mudam muito pouco. Na média, menos de 13% dos projetos dão certo. Como entrar na faixa dos que acertam? Dan Reznik, professor e consultor em ciência de dados, e Hugo Tadeu, diretor do núcleo de inovação e empreendedorismo da Fundação Dom Cabral, nos ajudam a responder.Links do episódioPARA CONHECER: O curso de Transformação Digital da Fundação Dom CabralO livro “Superintelligence”, de Nick BostromO livro “Moonshot: Inside Pfizer's Nine-Month Race to Make the Impossible Possible”, de Albert BourlaO livro "Dez Tipos de Inovação", de Larry Keeley, Ryan Pikkel e Brian QuinnOs artigos e livros do Tom Davenport e do Peter AikenO livro “Mindset da Disrupção”, da Charlene LiO livro “Seeing Around Corners”, de Rita Gunther McGrathO livro “Transformação Digital: repensando o seu negócio para a era digital”, do David Rogers_____FALE CONOSCOEmail: news@theshift.info_____ASSINE A THE SHIFTwww.theshift.info

How can you predict opportunities for massive innovation before they happen? By identifying inflection points before they happen.  Inflection points are moments of significant change for a business, industry, or market. They feature prominently in Dr. Rita Gunther McGrath's latest book, Seeing Around Corners: How to Spot Inflection Points in Business Before They Happen.  Dr. McGrath discusses how to identify and navigate these inflection points in business — so you can position yourself and your organization for success in the age of disruption. Tune in to the full conversation to hear how to spot inflection points before they happen, how to keep innovating without putting yourself or your business at catastrophic risk, and find out what happens when we let AI take over the interview and ask some questions. Dr. Rita Gunther McGrath is a leading authority on strategic innovation and growth. She is a professor at Columbia Business School, a globally recognized thought leader, and the author of several best-selling books. Resources: Learn more at ritamcgrath.com Read Seeing Around Corners Connect with Dr. McGrath on LinkedIn Learn more and get the full show notes at: 3PillarGlobal.com

I spoke with Rob Sheridan, Founder of Uluwatu Limited, a Hong Kong based investment manager about how he's using his experience working at Global Endowment Management and Ward Ferry to identify the companies which will matter the most in Asia over the coming decades. We talked about Rob's career and road to Hong Kong; how he developed his investment process; the importance in long term investing of underwriting good management teams; portfolio construction; and how he keeps himself honest in the short term. We tied everything together at the end with a case study of freee kk, a Japanese ERP software provider. Longriver Investment Partners Limited (“Longriver”) is licensed with the Securities and Futures Commission of Hong Kong (“SFC”) to provide Type 4 and Type 9 regulated activities in Hong Kong to Professional Investors only. Investment involves risk. This podcast is for informational purposes only and it is not intended as promotional material in any respect. It does not constitute an offer, recommendation, or solicitation to buy or sell any securities or services. Longriver makes no representations or warranties, express or implied, as to the accuracy or completeness of the content.

In this special episode of the Thinkers & Ideas podcast, Martin Reeves, Chairman of BCG Henderson Institute, is joined by two of the leading minds in strategy to discuss the nature of competitive advantage. Join Rita McGrath and Roger L. Martin as they debate whether competitive advantage is more or less sustainable today, whether it has shifted in nature and whether it will shift prospectively. In addition to defending their own positions, they discuss how two very different views of competition can be reconciled. They also offer thoughts for open questions in strategy which merit further consideration. Rita McGrath is a Professor of Strategy at Columbia Business School and the Founder of Valize, a company focused on helping organizations to build lasting innovation capabilities and long-term growth. She has been consistently named one of the world's top 10 management thinkers in the Thinkers 50 ranking. Rita's latest book, Seeing Around Corners is a guide to anticipating and capitalizing on disruptive inflection points shaping the marketplace — you can listen to our conversation with her about the book here. Roger L. Martin is a Professor Emeritus at the Rotman School of Management at the University of Toronto and a trusted strategy advisor to CEOs of worldwide companies including Procter & Gamble, Lego, and Ford. In 2017, Roger was named the number one management thinker by Thinkers 50. His most recent book, A New Way to Think — which he discussed with us on the show earlier this year — challenges leaders to rethink dominant mental models by revisiting misconceptions and pitfalls in the application of common frameworks and ideas. *** About the BCG Henderson Institute The BCG Henderson Institute is the Boston Consulting Group's think tank, dedicated to exploring and developing valuable new insights from business, technology, economics, and science by embracing the powerful technology of ideas. The Institute engages leaders in provocative discussion and experimentation to expand the boundaries of business theory and practice and to translate innovative ideas from within and beyond business. For more ideas and inspiration, sign up to receive BHI INSIGHTS, our monthly newsletter, and follow us on LinkedIn and Twitter.

Clayton Christensen and Rita McGrath, one of the top management thinkers in the world, spent over two decades as both colleagues and friends. To this day, the concept of Discovery-Driven Planning, first widely introduced in a 1995 HBR article by Rita and Ian MacMillan, is taught in the Building and Sustaining a Successful Enterprise course at Harvard Business School. In this insightful conversation, Rita joins host Derek van Bever to discuss a number of topics highly relevant to management and strategy, including her work on inflection points and spotting the future before it arrives; the importance of testing fundamental assumptions (and why we so often fail to do so); barriers to innovation and growth; and Valize, the company that Rita founded to help organizations build lasting innovation capability as the basis for long-term shared prosperity. Listen to learn more!

Politics and ego often trump profitable outcomes. #2 on the Thinkers 50 list, Rita McGrath has seen this play out in real time.  McGrath is a professor at Columbia Business School and the best-selling author of many books including Seeing Around Corners. She explains how organizations large and small can see inflection points in advance by identifying weak signals within their organization.  One major theme she discusses is how well executives, intentional or not, insulate themselves from the front lines of their organization. Behind every organizational failure, was a leader who saw the weak signals, and refused to listen.  McGrath also discusses the role of clear facts in future decision-making and why waiting for the data is a fatal choice.  If you're at risk of being disrupted or seeing customers slowly leaving you for other solutions, THIS episode is your weak signal of a coming inflection point. You should probably listen before it's too late. 

Teacher: Tim Spivey Capturing Your Church's Future

This week, Sigalle sits down with James Gatto, co-head of the Blockchain team and Games team at Sheppard Mullin. James has been a thought leader and has provided strategic advice for more than 30 years, working on all aspects of intellectual property and technology law, especially ones driven by new business models and/or disruptive technologies.  James has been involved with blockchain since 2012 and has been recognized as a thought leader by leading organizations including Best Lawyers in America 2021-2022; Cryptocurrency, Blockchain and Fintech Trailblazer, The National Law Journal, and Thought Leader on Blockchain & Cryptocurrencies, National Law Review. James' practice focuses on blockchain including blockchain games, cryptocurrency, and NFTs; interactive entertainment like metaverses, virtual worlds, games, AR, VR, fantasy sports, and esports; digital art, AI and online gambling. If it's cutting edge tech, count on James to be on the forefront of the laws around it. Check out this publication by Sheppard Mullin on NFTs an IP law to learn more. https://www.jdsupra.com/legalnews/nfts-and-intellectual-property-what-ip-5945088/

Our guest today is Roger Urwin, Global Head of Investment Content with Willis Towers Watson. Roger joined Watson Wyatt in 1989 to start the firm's investment consulting practice and, under his leadership, grew to a global team of over 600. Roger has been influential with the CFA Institute and their Future of Finance initiative, as well as co-founder of the Thinking Ahead Institute. His investment innovations include three global firsts, one of which is the creation of the first target date and lifestyle defined contribution funds (1988). Roger is also Advisory Director at MSCI Inc. He has a degree in Mathematics and a Masters in Applied Statistics from Oxford University. In today's episode, we speak with Roger about his personal background, including a personal tragedy he experienced, followed by his professional background and his work at the Thinking Ahead Institute. We then do a deep dive on the current state of sustainable investing, which includes greenwashing, comparing investors globally, net zero, proxy voting, benchmarking and more. Our host today is Steve Curley, CFA & his guest host is James Sellon, CFA (Managing Partner, Maseco). Please enjoy the episode. Follow us on Twitter & LinkedIn.

Rita McGrath is a best-selling author, sought-after speaker, and longtime professor at Columbia Business School. As one of the world's top experts on innovation and growth, Rita's work is regularly published in the Harvard Business Review. She is consistently ranked among the Top 10 management thinkers in the world and was ranked #1 for strategy by Thinkers50. Rita is the author of the best-selling The End of Competitive Advantage (Harvard Business Review Press, 2013). Her most recent book is Seeing Around Corners: How to Spot Inflection Points in Business Before They Happen (Houghton Mifflin In this episode Rita McGrath talks about the importance of inflection points in business and why they are even more relevant in today's world. What you will take away from this podcast: As a leader: How to spot weak signals and leverage them for competitive advantage Tools to help you navigate the future of work in an increasingly complex and competitive world Frameworks to adapt your leadership style Lessons from other leaders As an individual contributor: How to use inflection points to guide your own career How to look for early markets and use cases where weak signals are getting stronger How to influence your company leadership around weak signals My favorite quote from the podcast is from Steve Blank - "The answers are never in the building" Leaders mentioned in this podcast: Andy Grove Jeff Bezos Satya Nadella Books Referenced: Only The Paranoid Survive - Andy Grove The End of Competitive Advantage: Rita McGrath Seeing Around Corners: How to spot inflection points in business before they happen Rita's Book Recommendations: Smart Growth - Whitney Johnson Arriving Today - Christopher Mims Winning The Right Game - Ron Adner Links: ritamcgrath.com (Personal Website) ritamcgrath.com/blog (Blog) www4.gsb.columbia.edu/cbs-directory/detail/494874/Rita%20McGrath (Company Website) Company: www.valize.com Learning Hub: https://learninghub.valize.com/ LinkedIn: linkedin.com/in/ritamcgrath Check out her weekly Thoughtsparks Twitter: @rgmcgrath --- Support this podcast: https://anchor.fm/shobhana-viswanathan/support

Bob is a globally-praised consulting futurist, strategy advisor, and leadership educator. For the past 33 years he's helped organizations and leaders look ahead, plan flexibly, and take action on the future. Clients like Gillette, Berkshire Hathaway, ExxonMobil, , Hilton, the Federal Reserve and AT&T use his services to help understand uncertainty, anticipate coming events, make better decisions, and develop robust strategic plans. Learn more about IMS and future sessions with thought leaders like Bob Treadway: https://ims-online.com/ Timestamps: 0:00 Intro 1:10 Bob's career path 2:44 Staying informed and email newsletters 6:56 Harbinger of Doom and Bellwethers 10:21 Micro indicators of the market 12:49 Looking upstream to determine outcomes 14:56 Signals hiding in plain sight and the cone of relative certainty 19:16 Forecasting vs prediction 24:46 Focusing on implications rather than reasoning 25:51 Implications of decreased American birth rates 32:43 Book recommendation 34:44 Outro

Jason Eichenholz, Co-Founder & CTO, Luminar joined Grayson Brulte on The Road To Autonomy Podcast to discuss optoelectronics, lasers and seeing around corners.The conversation begins with Jason telling the story of how he first became interested in imaging systems and optoelectronics during a physics demonstration he witnessed in high school.I vividly remember the day that I saw that laser beam going across. And I was like OK, I want to do this and learn everything I can about lasers and optics and imaging and the things we could do. I thought there were all sorts of applications. Little did I know that [this event] would shape the direction of my career, that I would be using lasers to make autonomous vehicles safely operate on highways. – Jason EichenholzFast forward from high school to a career and Jason is following his lifelong passion by commercializing optics and photonics as Co-Founder & CTO of Luminar.From Day 1, we wanted the technology to be deployable, scalable, and we never sacrificed on the technology-based upon what was available. We made the technology work to enable the application. – Jason EichenholzLuminar has a commercial partnership with Volvo where Luminar LiDAR will be standard on Volvo's to be announced all-new electric SUV and an upcoming autonomous driving subscription called Ride Pilot. This partnership validates Luminar's technology and looks to usher in the future of transportation.I look at the automotive industry and I look at the ability to bring technology and innovation forward. The overall industry is going through a transformation. I think it is the single largest transformation to transportation since the Model T. – Jason EichenholzAt CES 2022, Luminar demonstrated its Proactive Safety system to great success. The system was able to detect a safety dummy crossing the road and came to a complete stop. In the other lane, a vehicle that was not equipped with the Proactive Safety system ran over the safety dummy. Grayson and Jason go on to discuss the system as to how it was able to detect the safety dummy.Proactive Safety is about preventing accidents, not mitigating or minimizing them. It's about preventing them. – Jason EichenholzFor the last 25 years, Jason has served as a volunteer firefighter in Orange County, Florida. During his service, he has seen sights and heard sounds that stop and make you realize how truly dangerous the roads of America can be at any time of the day. Continuing the safety conversation, Jason discusses the safety benefits of LiDAR and how Luminar tests for edge cases in all conditions.Wrapping up the conversation, Jason shares a personal story about why autonomous vehicles are so important for society and what he is doing to enable the future of autonomy.Recorded on Tuesday, January 11, 2021.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

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.

Our guest today is Rita McGrath, best-selling author of Seeing Around Corners.  Rita is a well known speaker and strategic advisor and Professor at Columbia Business School. A bit about Rita. People often ask about the course of my career as if it were the result of a grand strategic plan.  Um, not exactly.  Its contours included a pretty-disastrous foray into entrepreneurship, early roles as a bureaucrat and leader of a digital transformation, a really hard transition to academia and an unexpected opportunity to join Columbia Business School.  The twists and turns have often proved to be surprisingly useful for “seeing around corners.”My best days involve discovering new insights and helping people I work with gain new capabilities, typically at the intersection of strategy and innovation, with a few detours into areas such as women's leadership.  I love helping people answer the question, “where do I start?”  My commitment is to help people translate powerful ideas into action. I've founded Valize, LLC, which I hope to develop into an innovation platform that will help companies build sustainable innovation capabilities.  If you're interested in learning more, visit Valize.com.### If you love this podcast please share it with friends, family and co-workers and leave a 5-star review! (If you don't love it, no need to leave a review!  We would also love to hear from you on LinkedIn and invite you to join our online community We Thrive Together where we are creating a safe place to talk about anxiety and mental health at work.###Your hosts, Adrian Gostick and Chester Elton have spent more than two decades helping clients around the world engage their employees on strategy, vision and values. They provide real solutions for leaders looking to manage change, drive innovation and build high performance cultures and teams. Their work is supported by research with more than a million working adults across the globe.They are authors of award-winning Wall Street Journal and New York Times bestsellers All In, The Carrot Principle, Leading with Gratitude, and Anxiety at Work. Their books have been translated into 30 languages and have sold more than 1.5 million copies. They have been called “fascinating” by Fortune and “creative and refreshing” by The New York Times. Gostick & Elton have appeared on NBC's Today Show, CBS 60 Minutes, and are often quoted in Fast Company, Newsweek and the Wall Street Journal. Learn more about their Executive Coaching practice at TheCultureWorks.com. To book Adrian and Chester to keynote at your event, contact christy@thecultureworks.com ### A shout out to our wonderful sponsor, LifeGuides. LifeGuides is a peer-to-peer community that helps people navigate through their day-to-day stressors by providing a place of empathy, listening, wisdom and support with a Guide who has walked in your shoes, experiencing the same challenge or life experience as you. We have a special offer for this Community from LifeGuides. It's this easy  Schedule a demo and drop Healthy2021 in the “Any Questions” box to receive 2 months FREE.

In this episode, I am joined by Rita McGrath to speak about her latest book Seeing Around Corners.Rita is a top expert in innovation and growth strategies. She's a long-time professor at Columbia business school and an award-winning author of several books including the End of Competitive Advantage. Rita is consistently ranked among the top 10 management thinkers in the world and was ranked number one for strategy by the prestigious Thinker50 award.In today's discussion, we speak about:-         What inflection points are and how to spot them?-         Why innovation is odd to manage?-         How to take advantage of inflection points if they happen gradually and then suddenly-         Use Discovery Driven Planning as you build a new venture to reduce your risks-         Snow melts at the edges; what does that mean and what to do about that?-         Indicators you can use to see around the corners-         Measure your company's level of innovation using the Innovation Proficiency Scale-         The next inflection points you need to know about to take advantage of the changing environmentLinks:Seeing Around CornersLoonshotsThe Fearless OrganizationDiscovery Driven Planning  

In this episode of The Outthinker Podcast, Kaihan welcomes Rita McGrath, a best-selling author, a sought-after speaker, and a longtime professor at Columbia Business School. She is widely recognized as a premier expert on leading innovation and growth during times of uncertainty. She received the number one Achievement Award for Strategy from the prestigious thinker's 50 and has been consistently named one of the world's top 10 management thinkers in its biannual ranking. As a consultant to CEOs, her work has had a lasting impact on the strategy and growth programs of Fortune 500 companies worldwide. She is the author of numerous books, including The End of Competitive Advantage, Discovery Driven Growth, and her latest book, Seeing Around Corners: How to Spot Inflection Points in Business Before They Happen.In this episode, Rita talks about her discovery-driven planning approach, which has transformed the traditional strategic planning approaches companies used to design strategies and gave birth to the now popular agile and lean startup approaches. She's going to give us some practical tips to get smarter at predicting and preparing for the inflection points that will inevitably disrupt your industry.__________________________________________________________________________________________“I realized that I was falling victim to something I warn people about. Just because that's the future you prefer, does not mean that's the only future you should be preparing for.”-Rita McGrath__________________________________________________________________________________________Episode Timeline: 00:24 – Introducing Rita McGrath + The topic of today's episode02:22 – If you really know Rita, you know that…02:42 – Rita's definition of strategy04:08 – What initially got you interested in strategy?06:22 – Explaining levels of experimentation, trial, and learning as part of a strategy07:46 – Explaining the discovery-driven planning10:08 – Where would a strategist start?12:50 – Does the balance of portfolio change with greater or lower degrees of uncertainty?14:02 – Explaining the Use of the Term Arena instead of Industry16:06 – Talking about Her Book, Seeing Around Corners and Strategic Inflection Points19:12 – What is something that you've changed your mind about?20:05 – Opportunity of a New Social Contract, Applying Models and Seeing Your Corners__________________________________________________________________________________________Resources Mentioned:Article: What if you changed the world and nobody noticed: https://www.collaborativefund.com/blog/when-you-change-the-world-and-no-one-notices/Find more of Rita's books: https://www.ritamcgrath.com/books/Connect with Rita McGrath on LinkedIn: https://www.linkedin.com/in/ritamcgrath/

We interview Rita McGrath about identifying the signals for innovation in changing markets.00:35 Insights & Takeaways 08:00 Interview Links: Book on Amazon: here Author website: here Twitter: @rgmcgrath The Wicked Podcast: Support us on Patreon: here The Wicked Podcast website: here 'The Wicked Company' book on Amazon.co.uk: Buy The Wicked Company website: visit Music: 'Inspired' by Kevin MacLeod Song: here Creative Commons License 

For a complete bio, here is Mars' website: https://mars-law.com/Read Mars' recent press in the Wall Street Journal: The Cop, the Lawyer and the Walmart Executive Who Took on College Football---Brought to you by The Ontic Center for Protective IntelligenceProduced by AJ McKeonMusic by Brian Bristow and performed by Smokin' NovasContact us at podcast@ontic.ai or visit ontic.ai/center for more information.

Rita McGrath, a distinguished professor at Columbia Business school and well-respected author, prides herself in being able to see around corners (her most recent book : *Seeing Around Corners: How to Spot Inflection Points in Business Before They Happen.*) Similarly, we've long backcasted our way through the innovation space. So when we got together, for a Resonance Test chat, numerous future-facing remarks were dropped into the mix. “A lot of times the people that see an inflection point really early are not in the Strategy Group,” said McGrath, adding: “They could be out at the periphery. They could be on a loading dock somewhere.” In this conversation McGrath thinks it out with the perspicacious Toby Bottorf, Senior Director and Head of Client Engagement at EPAM Continuum. Listen closely—what you hear today might just prepare you for tomorrow. Host: Pete Chapin Editor: Kip Pilalas Producer: Ken Gordon