Podcasts about sloan school

Globalization and deindustrialization have brought with them a sense among American workers that the good jobs they could once count on have disappeared. As family-supporting careers evaporate, service jobs with lower pay and unpredictable hours take their place in many communities across the country.Zeynep Ton, professor of practice at MIT's Sloan School of Management, joins Oren to discuss what a better future of work could look like. The two talk through what a “good job” means today, in a world where frontline service-sector work dominates U.S. employment. Plus, they unpack why stability, career growth, and supportive pay for the jobs that already exist—rather than a focus on training for the “jobs of the future”—is vital to supporting America's workers.Further reading:“Building a Strong U.S. Middle Class Requires High-Productivity, High-Dignity Service Jobs,” by Zeynep Ton

Giving up can be painful. That's why we need to talk about it. Today: stories about glitchy apps, leaky paint cans, broken sculptures — and a quest for the perfect bowl of ramen. SOURCES:John Boykin, website designer and failed paint can re-inventor.Angela Duckworth, host of No Stupid Questions, co-founder of Character Lab, and professor of psychology at the University of Pennsylvania.Amy Edmondson, professor of leadership management at Harvard Business School.Helen Fisher, former senior research fellow at The Kinsey Institute and former chief science advisor to Match.com.Eric von Hippel, professor of technological innovation at M.I.T.'s Sloan School of Management.Jill Hoffman, founder and C.E.O. of Path 2 Flight.Gary Klein, cognitive psychologist and pioneer in the field of naturalistic decision making.Steve Levitt, host of People I (Mostly) Admire, co-author of the Freakonomics books, and professor of economics at the University of Chicago.Joseph O'Connell, artist.Mike Ridgeman, government affairs manager at the Wisconsin Bike Fed.Melanie Stefan, professor of physiology at Medical School Berlin.Travis Thul, vice president for Student Success and Engagement at Minnesota State University, Mankato. RESOURCES:“Data Snapshot: Tenure and Contingency in US Higher Education,” by Glenn Colby (American Association of University Professors, 2023).Grit: The Power of Passion and Perseverance, by Angela Duckworth (2016).“Entrepreneurship and the U.S. Economy,” by the U.S. Bureau of Labor Statistics (2016).“A C.V. of Failures,” by Melanie Stefan (Nature, 2010).Ramen Now! official website. EXTRAS: “How to Succeed at Failing,” series by Freakonomics Radio (2023).“Annie Duke Thinks You Should Quit,” by People I (Mostly) Admire (2022).“How Do You Know When It's Time to Quit?” by No Stupid Questions (2020).“Honey, I Grew the Economy,” by Freakonomics Radio (2019).“The Upside of Quitting,” by Freakonomics Radio (2011).

In the face of Donald Trump's tariffs, will China's plans to boost its domestic consumer economy succeed — or could the government in Beijing be tempted to introduce massive stimulus measures, as it did after the financial crisis in 2008? In this episode of China in Context, leading scholar Yasheng Huang, professor of global economics and management at MIT's Sloan School of Management, explains why China's political resilience in a trade war may be greater than its economic resilience — and argues that, despite the current obsession with high technology, reforms of land ownership and the rights of rural citizens and migrant labourers could be key to China's long term economic prosperity.Professor Huang's forthcoming book, Statism with Chinese Characteristics — a revised version of his 2008 work Capitalism with Chinese Characteristics — draws on lessons from China's response to the 2008 crisis to highlight the country's current challenges.________________________________________The views and opinions expressed on this podcast are those of the speakers and are not necessarily those of the SOAS China Institute.________________________________________SOAS China Institute (SCI) SCI Blog SCI on X SCI on LinkedIn SCI on Facebook SCI on Instagram ________________________________________Music credit: Sappheiros / CC BY 3.0

Hi, Everyone. Carl Gould, here is your #70secondCEO, just over a minute of investment per day for a lifetime of results. There was a study done in 1974 by the Sloan School of Business, and they said, “What drives value in a business? And 95% of what drove value 40 and 50 years ago, was the TANGIBLES of the business, its physical assets. Well, let's fast forward to today. A follow-up on those 10,000 companies and the second part of the study showed that 72% of what drives value in business is its INTANGIBLES. Its intellectual property, it's brand equity, its brand promise. Toms shoes- is it the shoes? Or is it the fact that that company goes out, and for every pair of shoes you buy, they buy a second pair, and give it to an underprivileged child somewhere else in the world? Which one do you think it is? So stop falling in love with your product or service. Yes, you want your product to be impeccable. You want your service delivery to be outstanding. No question about it. Logistically, we want those things to run well. Understand though, people will pay more, they will pay more for the other aspects of working with you.   Like and follow this podcast so you can learn more, my name is Carl Gould and this has been your #70secondCEO.  

Everyone's talking about AI, but the real opportunities for data scientists come from being in the room where key AI decisions are made.In this Value Boost episode, technology leader Andrei Oprisan joins Dr Genevieve Hayes to share a specific, proven strategy for leveraging the current AI boom and becoming your organisation's go-to AI expert.This episode explains:How to build a systematic framework for evaluating AI models [02:05]The key metrics that help you compare different models objectively [02:28]Why understanding speed-cost-accuracy tradeoffs gives you an edge [05:47]How this approach gets you “in the room where it happens” for key AI decisions [07:20]Guest BioAndrei Oprisan is a technology leader with over 15 years of experience in software engineering, specializing in product development, machine learning, and scaling high-performance teams. He is the founding Engineering Lead at Agent.ai and is also currently completing an Executive MBA through MIT's Sloan School of Management.LinksConnect with Andre on LinkedInAndrei's websiteAgent.ai websiteConnect with Genevieve on LinkedInBe among the first to hear about the release of each new podcast episode by signing up HERE

Genevieve Hayes Consulting Episode 59: [Value Boost] How Data Scientists Can Get in the AI Room Where It Happens Everyone’s talking about AI, but the real opportunities for data scientists come from being in the room where key AI decisions are made.In this Value Boost episode, technology leader Andrei Oprisan joins Dr Genevieve Hayes to share a specific, proven strategy for leveraging the current AI boom and becoming your organisation’s go-to AI expert.This episode explains:How to build a systematic framework for evaluating AI models [02:05]The key metrics that help you compare different models objectively [02:28]Why understanding speed-cost-accuracy tradeoffs gives you an edge [05:47]How this approach gets you “in the room where it happens” for key AI decisions [07:20] Guest Bio Andrei Oprisan is a technology leader with over 15 years of experience in software engineering, specializing in product development, machine learning, and scaling high-performance teams. He is the founding Engineering Lead at Agent.ai and is also currently completing an Executive MBA through MIT's Sloan School of Management. Links Connect with Andre on LinkedInAndrei’s websiteAgent.ai website Connect with Genevieve on LinkedInBe among the first to hear about the release of each new podcast episode by signing up HERE Read Full Transcript [00:00:00] Dr Genevieve Hayes: Hello, and welcome to your value boost from Value Driven Data Science, the podcast that helps data scientists transform their technical expertise into tangible business value, career autonomy, and financial reward. I’m Dr. Genevieve Hayes, and I’m here again with Andrei Oprisan. Head of engineering at agent.[00:00:21] ai to turbocharge your data science career in less time than it takes to run a simple query. In today’s episode, we’re going to explore how data scientists can leverage the current AI boom to accelerate their career progression. Welcome back, Andre.[00:00:40] Andrei Oprisan: Thank you. Great to be here.[00:00:41] Dr Genevieve Hayes: So as I mentioned at the start of our previous episode together, we are at the dawn of an AI revolution with unprecedented opportunities for data scientists.[00:00:51] Now, through your current role at Agent. ai, and prior roles at AI centric companies, such as OneScreen. ai, you’ve clearly managed to capitalize on this AI boom, and are actively continuing to do so, and have managed to build a very impressive career for yourself, partly as a result. Now, the Internet’s full of career tips, but they’re usually very generic advice from career coaches who’ve never worked in the data science or technology space, and their advice usually doesn’t take into account the specific context of the AI landscape.[00:01:35] What’s one specific strategy that data scientists can use right now to leverage the AI boom for faster career progression?[00:01:44] Andrei Oprisan: I would say first building some expertise and prompt engineering and AI model evaluation. I think that’s a foundation on top of that. I think it’s developing some systematic approaches for comparing different models outputs on domain specific tasks and then creating something maybe like a reliable evaluation framework.[00:02:05] For example, you could create an eval set. Or tasks in a field and developing some quantitative or qualitative metrics to assess how different models perform compared to traditional approaches and that can really position you as someone who can actually properly integrate AI tools into existing workflows while having that element of scientific rigor.[00:02:28] , it’s leveraging the existing trends around prompt engineering around the different models that are coming up every week, every month. Every quarter and figuring out, how we are going to showcase when to maybe use 1 versus another with the scientific approach with again, I would start as simple as.[00:02:47] An eval from the kind of work that you’re doing in your current role or organization, or thinking about adjacent organizations and adjacent kind of strategies to then create some examples of when and when you wouldn’t. Use certain models because of, some numbers where you can show in an email that, this model does really well in this kind of let’s say, classification in this specific domain versus. One that doesn’t . I think from there, you can iterate and do some even more interesting work very repeatedly and looking at some adjacent domains and apply the same sort of technical solutioning to other domains.[00:03:26] Dr Genevieve Hayes: I read an article recently that was written shortly after the launch of the DeepSeek LLM. And there was a group of researchers at a university that were evaluating the model. And they had a series of prompts that could be used to find out, can this model be used to produce offensive or dangerous information?[00:03:49] And they had something like 50 prompts and they randomly chose 10 of them and ran it against that. Is that the same sort of thing that you’re proposing, but obviously specific to the person’s organization?[00:04:03] Andrei Oprisan: That’s exactly it. So I think starting as simple as again this prompt engineering and writing out a few of those prompts and be able to get some kind of repeatable answer, whether it’s a score, whether it’s, selecting from a set of options, just anything that you can then repeat and measure in a Quantitative way[00:04:24] and like, we can say, okay, it is this category, we’re getting with these, let’s say 50 prompts we’re consistently getting, 10 percent of the answers are incorrect, but 90 percent where we’re getting this kind of consistent answer and an answer that can actually be useful.[00:04:40] And then looking at different kinds of models and and then figuring out, how do they form? But also, how might you improve that? And apply some level of scientific method thinking around, ultimately, what can you change to improve? Essentially, what are still these for most folks, black boxes these LLMs that, And go something outcome, something else, and maybe demystifying what that looks like in terms of consistency at the very least in terms of accuracy over time.[00:05:12] And then, it could even take on more advanced topics. Like. How can you improve those results once you have a baseline starting point, you can say, okay, sure. Now, here’s how I improved, or here’s how maybe the prompts were. Incorrect or, they behave differently given a different LLM or, maybe you push different boundaries around context window size on the Google models are not the best.[00:05:38] But they’re the best at dealing with large data sets. there’s a trade off at a certain point in terms of speed and accuracy and cost.[00:05:47] And so then introducing some of these different dimensions, or maybe only looking at those in terms of, you know, yes, if this LLM takes 10 seconds to get me a 98 percent accurate answer, but this other one takes half a second to give me a 95 percent accurate answer, which one would you choose and a business context essentially the faster one that is a little bit cheaper.[00:06:11] Might actually be the right answer. So there’s different kinds of trade offs, I think, given different kinds of context. And I think exploring what that might look like would be a really good way to kind of apply some of those technical skills and looking at some of those other dimensions, around things like pricing and runtime execution time.[00:06:31] Dr Genevieve Hayes: And I can guarantee if you take a strategy like this, you will become the AI expert in your office, and you will be invited to every single AI centric meeting the senior management have forevermore because I did something similar to this it was before LLMs. It was with those cloud cognitive service type APIs.[00:06:50] And anytime one of those came up, I was the person people thought of. I got invited to the meeting. So, this is really good career advice.[00:06:59] Andrei Oprisan: And really, it starts, I think, growth especially think about how do you grow your career as a technical person? Obviously, part of it is being in the right room at the right time to be able to ask the right kinds of questions to be able to present a technical perspective. And again, I think by pushing on some of these boundaries you get exposed to even bigger.[00:07:20] Opportunities and bigger challenges that do need technical solutions that do need someone with a technical mind to say, You know what? Maybe that doesn’t make sense. Or maybe there is a way to leverage a I, for this problem, but not maybe in the way that you’re thinking, and I think being able to at least present that perspective is incredibly valuable.[00:07:39] Dr Genevieve Hayes: And regardless of which industry you’re working in, the secret to success is you’ve got to get in the room where it happens, as the Hamilton song says, and this sounds like a really good strategy for getting there with regard to LLMs.[00:07:53] That’s a wrap for today’s Value Boost, but if you want more insights from Andre, you’re in luck.[00:08:00] We’ve got a longer episode with Andre where we discuss how data scientists can grow into business leadership roles by exploring Andre’s own career evolution from technology specialist to seasoned technology leader. And it’s packed with no nonsense advice for turning your data skills into serious clout, cash and career freedom.[00:08:23] You can find it now, wherever you found this episode, or at your favorite podcast platform. Thanks for joining me again, Andre.[00:08:31] Andrei Oprisan: for having me. This is great.[00:08:33] Dr Genevieve Hayes: And for those in the audience, thanks for listening. I’m Dr. Genevieve Hayes, and this has been Value Driven Data Science. The post Episode 59: [Value Boost] How Data Scientists Can Get in the AI Room Where It Happens first appeared on Genevieve Hayes Consulting and is written by Dr Genevieve Hayes.

In this episode of the WLEI Podcast, we speak with Steve Spear, a senior lecturer at MIT's Sloan School of Management, senior fellow at the Institute of Healthcare Improvement, and associated faculty member at Adriane Labs of the Harvard School of Public Health. Spear is also author of The High-Velocity Edge and Wiring the Winning Organization and principal of SeeToSolve. The conversation explores:  Stellar examples of product development innovation (and the learning cultures that made these achievements possible) What Lean, Six Sigma, Agile, DevOps, and more schools of systems thinking and management all have in common What business and product leaders across hardware and software can learn from each other Key ideas and core principles you should take away from his latest book  What kind of leadership Steve believes is needed now and what good leadership looks like in practice, given all of the organizational challenges companies face today

Curiosity may have killed the cat, but for data scientists, it can open doors to leadership opportunities.In this episode, technology leader Andrei Oprisan joins Dr Genevieve Hayes to share how his habit of asking deeper questions about the business transformed him from software engineer #30 at Wayfair to a seasoned technology executive and MIT Sloan MBA candidate.You'll discover:The critical business questions most technical experts never think to ask [02:21]Why understanding business context makes you better at technical work (not worse) [14:10]How to turn natural curiosity into career opportunities without losing your technical edge [09:19]The simple mindset shift that helps you spot business impact others miss [21:05]Guest BioAndrei Oprisan is a technology leader with over 15 years of experience in software engineering, specializing in product development, machine learning, and scaling high-performance teams. He is the founding Engineering Lead at Agent.ai and is also currently completing an Executive MBA through MIT's Sloan School of Management.LinksConnect with Andre on LinkedInAndrei's websiteAgent.ai websiteConnect with Genevieve on LinkedInBe among the first to hear about the release of each new podcast episode by signing up HERE

Genevieve Hayes Consulting Episode 58: Why Great Data Scientists Ask ‘Why?’ (And How It Can Transform Your Career) Curiosity may have killed the cat, but for data scientists, it can open doors to leadership opportunities.In this episode, technology leader Andrei Oprisan joins Dr Genevieve Hayes to share how his habit of asking deeper questions about the business transformed him from software engineer #30 at Wayfair to a seasoned technology executive and MIT Sloan MBA candidate.You’ll discover:The critical business questions most technical experts never think to ask [02:21]Why understanding business context makes you better at technical work (not worse) [14:10]How to turn natural curiosity into career opportunities without losing your technical edge [09:19]The simple mindset shift that helps you spot business impact others miss [21:05] Guest Bio Andrei Oprisan is a technology leader with over 15 years of experience in software engineering, specializing in product development, machine learning, and scaling high-performance teams. He is the founding Engineering Lead at Agent.ai and is also currently completing an Executive MBA through MIT's Sloan School of Management. Links Connect with Andre on LinkedInAndrei’s websiteAgent.ai website Connect with Genevieve on LinkedInBe among the first to hear about the release of each new podcast episode by signing up HERE Read Full Transcript [00:00:00] Dr Genevieve Hayes: Hello, and welcome to Value Driven Data Science, the podcast that helps data scientists transform their technical expertise into tangible business value, career autonomy, and financial reward. I’m Dr. Genevieve Hayes, and today I’m joined by Andrei Oprisan. Andrei is a technology leader with over 15 years of experience in software engineering.[00:00:24] Specializing in product development, machine learning, and scaling high performance teams. He is the founding engineering lead at Agent. ai, and is also currently completing an executive MBA through MIT’s Sloan School of Management. In this episode, we’ll be discussing how data scientists can grow into business leadership roles by exploring Andre’s own career evolution from technology specialist to seasoned technology leader.[00:00:55] And more importantly, we’ll be sharing specific steps that you can take to follow his path. So get ready to boost your impact, earn what you’re worth, and rewrite your career algorithm. Andre, welcome to the show.[00:01:09] Andrei Oprisan: Thank you. Great to be here. Great[00:01:11] Dr Genevieve Hayes: We’re at the dawn of the AI revolution with everyone wanting to get in on the act and many organizations terrified of being left behind.[00:01:21] As a result, there are more technical data science and AI centric roles being advertised now than ever before. However, this also brings with it unprecedented opportunities for data scientists to make the leap into business leadership, if they’re willing and if they know how. And those are two very big ifs, because in my experience, Many data scientists either don’t know how to successfully make this transition, or write off the possibility of doing so entirely for fear that it’ll take them too far away from the tools.[00:01:55] Now, Andre you started your career as a software engineer, but have since held a number of technology leadership roles, including VP of Engineering at Liberty Mutual Insurance, Chief Technology Officer at OneScreen. ai, And your current role is head of engineering at agent. ai. What is it that first started you on the path from technical specialist to business leader?[00:02:21] Andrei Oprisan: question. So for me, it was all about asking deeper questions as to the why and that led me to ask them more questions, you know, but why and why again, why are we doing this? Why are we prioritizing this kind of work? What makes us believe this is the right kind of feature, to work on as a developer which inevitably leads to some kind of business questions some questions about. Who the customer is and why we’re serving those customers are those customers, right? Kinds of customers. To serve in the 1st place, or, should we be thinking about different kinds of customer personas?[00:02:56] And what does that mean? All the way to, how do you actually make money as a business? Why are we doing this? Is it to drive efficiency? Is it to serve a new, on top market potentially? And so. As you mentioned, I started as a developer, I started my career at Wayfair back in the early days when they were, I think it was engineer number 30 company of 100 or so people back in the early 2000s.[00:03:20] And we were. Developing big features. I remember I own a big part of baby and wedding registries and checkout and customer reviews. And I was building more and more features and I was sitting and also in more meetings with product managers who are usually the kind of the interface right in a tech world to sort of the business.[00:03:42] And I kept asking more and more questions around it. Hey, but why are we doing this? Why are we solving for baby registries? Why are we solving for wedding registries?[00:03:51] So again. For me, it really started from early days of my career, all the way through later stages, where I was always asking more questions about, is it the right thing?[00:03:59] The highest value thing that we can work on as engineers, as developers, as technical folks, or is there something more valuable that we should be working on that we should be aware of? That we should be asking deeper questions about. And it really started with that kind of inquisitive nature, always asking, why are we doing this?[00:04:16] You know, I’m here as part of this team, and I want to understand why we’re doing these things. So I can be more effective. So I can make sure that, I. Do as much as possible to make a successful[00:04:27] Dr Genevieve Hayes: That approach of asking all those why questions, that’s what they recommend to people in pretty much every management consulting advice book. The three. of Management Consulting. Why this? Why now? Why me? Did you pick that up from reading some sort of Management Consulting book or do you just have an naturally inquisitive nature?[00:04:48] Andrei Oprisan: now for me it was more natural, maybe a bit stubborn, maybe depending on what you ask, maybe a bit , irreverent just to sort of asking the question. So, , why are we doing this? But as a developer, as you’re building out features, you can build a very simple version of an ask or you can build something very complex that needs to scale. That needs to take into account a number of different kinds of factors. And so we really started with. Trying to understand, okay, what is the actual technical requirement and why do we think that is[00:05:16] and that’s usually defined by some kind of either tech lead and a team or a product manager or some combination thereof. And I found that to be very helpful, both for me and those non technical counterparts to ask those why questions because it really revealed a lot of the assumptions that went into the road map that went into even the business thinking there’s obviously some assumption that.[00:05:41] For instance, we’re going to invest in scale from a dev ops standpoint, for example to make sure these servers don’t tip over. We’ll be able to handle more traffic because we expect growth. Okay. But when is that? Why is that?[00:05:53] And it started from me, just not really understanding the business and wanting to learn and more wanting to learn on a deeper level to say, okay. I can understand. I became an expert in baby and wedding registries and all the competitors and I think that that’s part of what’s necessary to be able to build.[00:06:12] Good products that kind of obsession, with the product and , asking questions until you really understand the landscape and what you should and shouldn’t be building. I think those are critical aspects of knowing what to build and not to build to be able to.[00:06:26] And get some better outcomes.[00:06:28] Dr Genevieve Hayes: And so by asking these questions, did senior leadership see that as a sign that you had management or leadership potential and then did you naturally get promoted or did you actively seek out those business leadership roles?[00:06:44] Andrei Oprisan: I think a little bit of both, but more likely in the beginning. It was more the former, so I was asking. More of the questions for the sake of the questions and really wanting. To build a better product, which then led to just more responsibilities. And it was clear to me that I wanted.[00:07:02] Those kinds of questions to be asked and answered. And many times they want, many of those sort of technical conversations they were having, those kinds of questions weren’t really asked by the technical folks. And so I became the kind of person that would always ask those questions and always.[00:07:19] Push us to get good answers to those questions and really test those assumptions over time, as I became more senior in my roles building more complex systems that led to more complex questions that needed answers and increasingly got in front of more senior folks.[00:07:37] So what became conversations Within a team with a product manager or a junior product manager talking to junior engineers became conversations, between senior engineers. And directors of thought up and things like that. And so, I just became part of. In those rooms where those conversations were happening at a higher level that led me to ask more important white questions more around.[00:08:01] The business strategy, why do we think this is the right segment to tackle? Why do we think we’re going to build technology that is really differentiated, that is not just another solution that we could have just bought off the shelf.[00:08:13] And those are very interesting conversations to have. And I think that the kinds of conversations that we don’t get to really have, we’re not really focused on both the technical, but not technical just for the sake of technical sort of solutioning, but technology in the service of the business and the service of a business that is, wanting to grow and stay competitive and and be able to win at whatever the business is trying to do,[00:08:40] Dr Genevieve Hayes: It sounds like your nature made you very well suited to a business leadership role, even though you started off as a technical specialist. But I’ve met a lot of data scientists over the years who are very adamant that they don’t want to move away from purely technical roles and into leadership roles.[00:09:01] For example, I’ve been in teams where the team leader role has It’s been advertised and every single technical person in that team has refused to apply for it because they don’t want to move away from the tools. Is this something that you experienced early in your career?[00:09:19] Andrei Oprisan: definitely, and that’s part of every individuals journey as we’re moving through those individual contributor ranks. There are levels to the individual contributor roles, you can go from junior to very senior, to principal or staff or a member of technical staff and different companies have the sort of laddering that can even go up to the equivalent on the sort of management side, all the way to VP levels Microsoft is famous for, their laddering where you can have Distinguished engineers that are the equivalent of VPs will have hundreds of people who are reporting to them and have similar compensation structures.[00:09:55] So, again, it is possible. Not every organization is set up for that. And so I think part of this has to 1st, start with the right level of research and say, okay. If I’m the kind of person that wants to do only technical work. Will the career progression and this organization really support my objective,[00:10:14] if the most senior level that you can go to might be just a senior engineer level, that might be okay. And that might be the right place for you. But if you want me more responsible and we want to be more of an architect or someone who. Is coordinating, larger, project deployments across multiple divisions,[00:10:37] I would say, figure out if the organization. As those kinds of opportunities, and in many cases, they don’t, because they don’t know that I need, it hasn’t been proven as an actual need. So, part of it is, how comfortable are you? And being that sort of trailblazer and taking some risks and, of crafting your own role versus, working within the existing bounds where you may have a well defined ladder.[00:11:03] And, in other cases, it might be that, no, there is a ceiling and in many organizations, that is the case, especially in a non technology companies, and companies that certainly have a technology or it department and some fashion. But they might not have, the same level that you can go to.[00:11:21] Compared to in a potential business role and that needs to be a decision that is that made to say, okay, is this the right kind of place for me? Can I grow and learn? To the level that I’m looking to grow and learn to and then figure out, if you can sort of.[00:11:36] Move beyond some of those limitations, what are they and what are you comfortable with?[00:11:41] Dr Genevieve Hayes: Early in my career, it was the case that basically in Australia, if you wanted to get beyond a very moderate salary, you had to go into management if you’re a technical person. But. In recent years there are an increasing number of companies and organizations that are building in that technical stream.[00:12:03] I think Deloitte in Australia now does have a technical stream where you can get quite senior. And I know of some government organizations that also do. I’m not quite sure how well that works in practice, but it’s a move in the right direction.[00:12:20] Andrei Oprisan: Right, and I think that’s that’s only increased over time. I’ve only seen companies create more opportunities for those very senior technical folks, not fewer. So, again, I think it is encouraging, but I’d also say, you’re not going to find the same.[00:12:36] Leveling across the board for technical folks as you would, let’s say for management oriented and at a certain point, need to make the decision in terms of. Do you want to stay as an individual and the whole contributor, or are you open to management?[00:12:51] It doesn’t mean from a management standpoint, you’re not technical or, you’re not needing to your technical skills, but it may mean that, yes, you’re no longer coding every day. Right, you are maybe at best reviewing architecture documents and really pressure testing the way the systems are designed and having bigger conversations around, cost optimization and.[00:13:14] Privacy and security implications of the work that is being done and making sure that then those are addressed. Which again, there are different kinds of challenges. They’re still technically challenging. And you’re going to need good advice from additional folks, individual contributors on the teams, but they are different.[00:13:32] Dr Genevieve Hayes: The other thing I’d add to all this is, even if you choose to remain in that individual contributor stream, as you move up the ranks, you are still going to be associating more and more with senior leadership and having to think about things from a business point of view. It doesn’t matter whether you’re managing staff or not.[00:13:51] You need to become more business centric. And that idea that a lot of very technical data scientists have of just being left alone in a room to code all day. That’s not going to happen once you get above a certain level regardless of if you’re technical or a leader.[00:14:10] Andrei Oprisan: That’s right, and I think it’s. Figuring out the right balance of enough technical work, and that can mean different things over time with enough. Organizational impact, which is another way to look at the business elements of. You know, we’re doing a bunch of work, but again, is it making money?[00:14:29] Is it helping our customers get more of what they need? Is it improving some kind of output that the organization is measuring. If we can’t answer any of those questions , to some level of sophistication, then, if we’re working on the right thing or not, would we even know,[00:14:45] and would it even about it may be a very interesting technical problem, of course, but does it matter at all? will anyone even see it when you care? I think by, understanding the business understanding, maybe how many eyeballs. The product is going to get in front of and what the assumptions are and even, coming up with some of those numbers is going to really affect what you’re thinking about what you’re building and why you’re building.[00:15:09] Dr Genevieve Hayes: It sounds like you making that transition from being a technical expert to being a business leader was very organic for you, but was there ever a point in time where you actually consciously thought, okay, I’m actually focusing on this business leadership thing. I’m no longer a technical specialist.[00:15:28] I am a data science or engineering leader.[00:15:32] Andrei Oprisan: Yes, when I transitioned from Wayfair I work for an eCommerce consulting shop. So there is where I learned a lot of my sort of consulting skills and really understand how to talk to. Chief marketing officers and CEO. So understand, what exactly are you trying to accomplish?[00:15:48] But in those conversations, it became very clear to me that I needed to understand more about the business, not less, even as I was very technical, I was a tech lead, I was running the technology team, in charge with the recruiting with defining the staffing plans and also architecting some of the solutions.[00:16:10] And so it became very clear that I needed to understand even more. About what the actual goals were of the organization, because the very first iteration of the project we came in with the wrong assumptions completely, and we came up with some technical solutions that made no sense for where they were trying to go.[00:16:30] 2, 3, 5 years later we came up with something that made sense for a proof of concept and sort to get to an initial contract. But actually, we were setting them up for failure in 4 to 5 years were actually the solution that we were proposing wouldn’t be able to support the kinds of customization as they would need when they moved to 20 different supply chain partners and just having those conversations at a, higher level[00:16:57] It was very eye-opening when I walked out of a few of those meetings. Understanding that 90 percent of our assumptions were just incorrect. It’s like, Oh my God, what are we doing? And why are we having this entire team of engineers building these features for, I think it was Portugal and Spain stores where, we were just expected to lift and shift that for Japan, and that we’re just not going to be possible said, okay,[00:17:22] This made absolutely no sense. Let’s have deeper conversations about. The business what their goals are and how the technology is going to support that both now in the very short term, and we’re applying a very short term kind of mentality. But also long term also in 4 to 5 years, assuming the business is successful and they meet their objectives.[00:17:44] How can we make sure we’re enabling their long term growth?[00:17:48] Dr Genevieve Hayes: So it sounds like if one of our listeners wanted to follow your lead and move from technical specialist into a business leadership role, one of the first steps that they should take is to understand the objectives and goals of their organization and how their work can feed into achieving those goals and objectives.[00:18:09] Andrei Oprisan: Absolutely. I think it’s just having those simple questions answered around. What is the business? What is it doing? Why is it doing it? Why are they in this specific sector now? How has this evolved? And then being able to answer, how are they actually able to do that? Is it people?[00:18:28] Is it process? Is that technology is probably a combination of all of those different factors, but technology can have a multiplying effect, right? And I think it’s asking those questions in terms of where they are now and looking at different ways of expanding different ways of providing. Goods and services and using technology to more efficient.[00:18:49] And , it’s just looking at the business, but I would call it. A common sense approach and asking the kinds of questions. Okay. Someone in on the business side, if they can’t answer things in a simple. Way ask more questions if you can understand them in the terms that.[00:19:08] They’re giving back to you then then ask more clarifying questions. Don’t just assume. Right and it’s okay to not be an expert in those things. The challenge that I had in the beginning was getting frustrated with. My blind spots and my lack of really understanding I think it was.[00:19:24] You know, 1 of the early examples was this around tax treatments and, how obviously. Different territories have different rules for when and how you collect taxes.[00:19:34] It gets into a lot of complexity, but, it was very eyeopening. To ask more of those questions and to understand just how complex of an environment the business operates in, which allowed me to be a better developer, which allowed me to be a better team lead, which allowed me to then be a better partner, frankly, to those business folks who, you know, they have the same goals for the organization that we should have.[00:19:59] The company is going to grow. And if the company grows and it does well, then it means good things for everybody on the team. And if they don’t, that’s going to lead to equally bad things for everybody on the team. And so I think part of it is having that ownership mindset of it’s not someone else’s problem.[00:20:16] If we don’t understand this, it’s my problem. It’s my problem that we don’t understand how we’re going to need to customize this types engine. Because we might get hit with fines and we might need to retroactively as a severity one drop everything now. Anyways, kind of issue later than the line,[00:20:34] Dr Genevieve Hayes: So what is the single most important change our listeners could make tomorrow, regardless of whether their role is purely technical or not, to accelerate their data science impact and results and increase their business exposure?[00:20:47] Andrei Oprisan: I would say, ask, those deeper questions and figure out exactly the kind of work that they’re doing, how it’s having an impact on the bottom line. Whether it does or not, I think, understanding that very well understanding whether or not, the group that you’re in and the division is seen as a cost center or not or revenue center.[00:21:05] I think that’s the biggest sort of eye opening question that you can get answered and figure out, what are the broader objectives? Well, there are technical objectives. That the team has or business objectives that the whole division has and figuring out, okay, am I playing a part in that today or not?[00:21:26] Are we directly or indirectly? And how are my bosses or my bosses, bosses seeing the impact of the work that I’m doing in relation to the business success? And if there is no pathway for that, I think it’s the wrong kind of role in terms of long term growth. So again, if the work that you’re doing doesn’t have a measurable impact on that bottom line or on the growth of the organization, I think it’s worth asking deeper questions as to why that is or why it’s seen that way and how you can get into the kind of role that can help it.[00:22:03] With the growth and resiliency of the business.[00:22:06] Dr Genevieve Hayes: For listeners who want to get in contact with you, Andre, what can they do?[00:22:10] Andrei Oprisan: Sure. Can email me at Andre at agent.ai. Can find me on the web at oprisan.com. My blog is linked there as well. I’m on LinkedIn and x and. All the social networks with the same handles but more importantly, just, find me on agent. ai where I spend most of my time building AI agents helping out in the community giving folks feedback on how to build better agents.[00:22:35] And ultimately aiming to democratize AI and make it more accessible.[00:22:40] Dr Genevieve Hayes: And there you have it, another value packed episode to help turn your data skills into serious clout, cash, and career freedom. If you enjoyed this episode, why not make it a double? Next week, catch Andre’s value boost, a five minute episode where he shares one powerful tip for getting real results real fast.[00:23:01] Make sure you’re subscribed so you don’t miss it. Thank you for joining me today, Andre.[00:23:05] Andrei Oprisan: Thank you. Great to be here.[00:23:07] Dr Genevieve Hayes: And for those in the audience, thanks for listening. I’m Dr. Genevieve Hayes, and this has been Value Driven Data Science. The post Episode 58: Why Great Data Scientists Ask ‘Why?’ (And How It Can Transform Your Career) first appeared on Genevieve Hayes Consulting and is written by Dr Genevieve Hayes.

Hal Gregersen is a senior lecturer at MIT's Sloan School of Management, former Executive Director of the MIT Leadership Center, and a globally recognized thought leader on leadership and innovation. He's the author of several books, including Questions Are The Answer, where he shares a powerful approach to fostering radical innovation by encouraging inquiry. He is also a sought after speaker and lecturer who has spoken to audiences all over the world. In this classic episode, Hal joined host Robert Glazer on the Elevate Podcast to talk about his remarkable leadership career and how questioning drives innovation. Learn more about your ad choices. Visit megaphone.fm/adchoices

Countries with better institutions are more prosperous. A truism perhaps, but then why are they so hard to build and sustain? That is the question that Simon Johnson has sought to explain since the fall of communism and the basis for the research that won him the 2024 Nobel Prize in Economic Sciences. Johnson, a former IMF chief economist, now a professor at MIT in the Sloan School of Management, shares the award with James Robinson and Daron Acemoglu, who's also coauthor of his latest book Power and Progress, which challenges the assumption that technology equals progress. In this podcast, Johnson says when controlled by a select few, tech innovation can be self-serving and risk undermining the institutions that make it possible. Transcript: https://bit.ly/4b2V1aV

In this episode of ACM ByteCast, Rashmi Mohan hosts Alvin Wang Graylin, Global VP of Corporate Development at HTC. Alvin is also Chairman of the Virtual World Society, Vice-Chair of the Industry of VR Alliance, and President of the Virtual Reality Venture Capital Alliance. Alvin is a leader in the virtual and augmented reality industries. As a serial entrepreneur, he founded four venture-backed startups across sectors including AI-driven conversational search, mobile social networks, ad tech, and big data AI analytics, spanning both China and the U.S. As an active investor, he funded more than 100 startups and played a pivotal role in the establishment of HTC's ViveX Global VR accelerator and SOSV's mobile internet investment incubator. A frequent keynote speaker at leading international conferences, Alvin is regularly featured in major media outlets, where he provides thought leadership on immersive computing (AR/VR/MR), AI, entrepreneurship, venture investing, and the Chinese market. His latest book, Our Next Reality, examines how AI and XR convergence will reshape society. He holds an M.S. in CS specializing in AI from MIT, an M.S. in Business from MIT's Sloan School of Management, and a B.S. in Electrical Engineering from the University of Washington, focusing on VR, AI, and CPU architecture. Alvin describes his early introduction to technology and computers after immigrating to the U.S. from China and later working at the first VR-focused research lab outside the military at the University of Washington. He highlights some of his pioneering contributions to the consumer PC, mobile, and internet industries in China, including helping establish Intel's China office. Alvin explains how his background in NLP and AI helped him navigate and address the complexities of Chinese as a language for mobile search and shares some milestones from his work in China, at companies he founded and later at HTC. He touches on the early challenges and limitations of VR, progress made, and its exciting future promise. He also discusses some major advancements in XR technology, its transformative potential for education, and explains the synergy between AI and XR and the need for positive adoption at this pivotal moment in technological history.

Jon Hartley and Myron Scholes discuss Myron's career, including being at the University of Chicago at the dawn of financial economics as a field, how Myron met Fischer Black, and the development of the Black-Scholes option pricing model, investing, innovation, and financial regulation. ABOUT THE SPEAKERS: Myron Scholes is the Frank E. Buck Professor of Finance, Emeritus, at the Stanford Graduate School of Business, Nobel Laureate in Economic Sciences, and co-originator of the Black-Scholes options pricing model. Scholes was awarded the Nobel Prize in 1997 for his new method of determining the value of derivatives. Scholes is currently the chairman of the board of economic advisers of Stamos Partners. Previously, he served as the chairman of Platinum Grove Asset Management and on the Dimensional Fund Advisors board of directors, American Century Mutual Fund board of directors, and the Cutwater advisory board. He was a principal and limited partner at Long-Term Capital Management, L.P., and a managing director at Salomon Brothers. Other positions Scholes held include the Edward Eagle Brown Professor of Finance at the University of Chicago, senior research fellow at the Hoover Institution, director of the Center for Research in Security Prices, and professor of Finance at MIT's Sloan School of Management. Scholes earned his PhD at the University of Chicago. Jon Hartley is the host of the Capitalism and Freedom in the 21st Century Podcast at the Hoover Institution and an economics PhD Candidate at Stanford University, where he specializes in finance, labor economics, and macroeconomics. He is also currently an Affiliated Scholar at the Mercatus Center, a Senior Fellow at the Foundation for Research on Equal Opportunity (FREOPP), and a Senior Fellow at the Macdonald-Laurier Institute. Jon is also a member of the Canadian Group of Economists, and serves as chair of the Economic Club of Miami. Jon has previously worked at Goldman Sachs Asset Management as well as in various policy roles at the World Bank, IMF, Committee on Capital Markets Regulation, US Congress Joint Economic Committee, the Federal Reserve Bank of New York, the Federal Reserve Bank of Chicago, and the Bank of Canada.  Jon has also been a regular economics contributor for National Review Online, Forbes, and The Huffington Post and has contributed to The Wall Street Journal, The New York Times, USA Today, Globe and Mail, National Post, and Toronto Star among other outlets. Jon has also appeared on CNBC, Fox Business, Fox News, Bloomberg, and NBC, and was named to the 2017 Forbes 30 Under 30 Law & Policy list, the 2017 Wharton 40 Under 40 list, and was previously a World Economic Forum Global Shaper. ABOUT THE SERIES: Each episode of Capitalism and Freedom in the 21st Century, a video podcast series and the official podcast of the Hoover Economic Policy Working Group, focuses on getting into the weeds of economics, finance, and public policy on important current topics through one-on-one interviews. Host Jon Hartley asks guests about their main ideas and contributions to academic research and policy. The podcast is titled after Milton Friedman‘s famous 1962 bestselling book Capitalism and Freedom, which after 60 years, remains prescient from its focus on various topics which are now at the forefront of economic debates, such as monetary policy and inflation, fiscal policy, occupational licensing, education vouchers, income share agreements, the distribution of income, and negative income taxes, among many other topics. For more information, visit: capitalismandfreedom.substack.com/

In 2024, expert guests joined the Gartner Talent Angle to discuss the everchanging future of work. Professor and author Matt Beane shares his insights on how learning and development (L&D) leaders can play a strategic role in unlocking human ability in the age of intelligent machines. Alex Soojung-Kim Pang unpacks how the four-day work week can recharge the workforce, accelerate performance and benefit organizations. Matt Beane is an assistant professor in the technology management program at the University of California, Santa Barbara. Matt does field research on work involving robots and AI to uncover systematic positive exceptions that we use across the broader world of work. He received his Ph.D. from the Sloan School of Management at the Massachusetts Institute of Technology in the information technologies department. Matt also took a two-year hiatus from his doctoral studies to help found and fund Humatics, an MIT-connected, full-stack IoT startup. Alex Soojung-Kim Pang a leading voice in reduced hours working. He is the author of three books exploring how companies and individuals can better integrate rest, creativity, and focus into digital-age lives and work. Before joining 4 Day Week Global, Alex was a research director at the Institute for the Future and senior consultant at Strategic Business Insights, and lectured at Oxford University, Stanford University, and UC Berkeley. Alex received a Ph.D. in history and sociology of science from the University of Pennsylvania.  

In this thought-provoking episode of The Futurist Society, Dr. Awesome welcomes Nobel Prize-winning economist Simon Johnson to explore the future of economics and its impact on society. Professor Johnson, from MIT's Sloan School of Management, shares insights from his recent work on technological progress and economic disparities. The conversation delves into the challenges of job market polarization, the potential of AI to reshape the workforce, and innovative approaches to creating more good jobs. Johnson also discusses the importance of investment in breakthrough technologies and the concept of a "protopia" - a continuously improving world enabled by responsible innovation.Love the show? Subscribe, rate, review, and share! http://thefuturistsociety.net/

Private cryptocurrency has been around for 15 years. Institutional acceptance is here. Movement towards public, central bank-issued digital currencies (CBDCs), on the other hand, is proving more deliberate by design. The demand for safe, digital currencies is growing and the gains from efficiency look significant. But the accompanying risks are under-discussed. We fix that this week and speak with Antoinette Schoar, our academic partner and Professor of Finance at MIT's Sloan School of Management. Antoinette has long tracked trends crypto markets and offers a thoughtful approach to the issue and adoption of CBDCs in the coming years.See omnystudio.com/listener for privacy information.

The Age of Outrage: How to Lead in a Polarized World by Karthik Ramanna Amazon.com A first-of-its-kind look at the outrage gripping organizations worldwide—and how leaders can respond to it. Outrage is everywhere—on the left and on the right—and many companies have found themselves in the crosshairs. GoFundMe was pressured to cut off funding to protesting truckers in Ottawa. Disney's CEO was dragged down for mishandling both sides of Florida's "Don't Say Gay" law. Facebook and other tech companies have been accused of manipulating elections in many countries and by many parties. People are angry with the world—in some cases, rightfully so—and now view companies as they do governments, as targets of their wrath and potential forces for social change. Managing outrage has moved from being an occasional leadership challenge, like handling a PR crisis, to a necessary and critical leadership capability, like strategic thinking or financial acumen. Based on his popular University of Oxford leadership course and case studies on organizations such as IKEA, Nestlé, the Vatican, and others, Karthik Ramanna offers practical steps to make sense of the outrage, work with relevant stakeholders to progress through it, and emerge stronger for it. Ramanna's pragmatic framework, developed through years of experience with organizations, helps leaders "turn down the temperature," analyze root causes, develop and implement responses that are mission-consistent, and build resilience. The Age of Outrage is an essential guide for leaders and their teams in this new era of polarization.About the author Karthik Ramanna is Professor of Business & Public Policy at the University of Oxford's Blavatnik School of Government and a fellow of St. John's College. An expert on business-government relations, sustainable capitalism, and corporate reporting & auditing, Professor Ramanna studies how organizations and leaders build trust with stakeholders. His scholarship has won numerous awards, including the Journal of Accounting & Economics Best Paper Prize, the Harvard Business Review-McKinsey Prize for “groundbreaking management thinking,” and three times the international Case Centre's prizes for “outstanding case-writing,” dubbed by the Financial Times as “the business school Oscars.” At Oxford, Professor Ramanna established the Case Centre on Public Leadership and the Transformational Leadership Fellowship, the latter a bespoke, by-invitation program for senior leaders looking to reimagine their public-service impact. In 2022, he co-founded the non-profit E-liability Institute, where he serves as principal investigator, with a mission to drive decarbonisation processes through rigorous GHG accounting. From 2016 to 2023, he was director of Oxford's Master of Public Policy program that has educated over a thousand public leaders from about 120 countries. From July 2023, Professor Ramanna is on partial public-service leave from Oxford to advise the US Public Company Accounting Oversight Board, an “auditor of auditors” in global markets. Previously, he was a professor and the Marvin Bower Fellow at Harvard Business School, teaching in both the MBA and senior executive-education programs. He has a doctorate from MIT's Sloan School of Management. He lives in Oxford with his husband, Jon, and they enjoy dinner parties and touring Caravaggios.

Welcome to an interview with Richard Ruback and Royce Yudkoff, HBS professors and the hosts of 'Think Big, Buy Small' podcast.    In this episode, we discuss current market trends related to entrepreneurship through acquisition. We also touch on the demographic trend of baby boomers retiring and needing to sell their businesses, and its impact on buying and selling businesses. Most importantly, Richard and Royce share their advice on how to find the right business to buy, the key considerations and how to evaluate businesses, common buyer errors, and the challenges of buying from baby boomers.   Think Big, Buy Small is a new podcast from Harvard Business School that explores this innovative approach to entrepreneurship: acquisition entrepreneurship. The show is an extension of their courses on small firms, including “Entrepreneurship Through Acquisition,” which has been taken by thousands of MBA students, and their highly-regarded book, HBR Guide to Buying a Small Business: Think Big, Buy Small, Own Your Own Company, which has sold more than 65,000 copies.   Richard S. Ruback is a Baker Foundation Professor and the Willard Prescott Smith Professor of Corporate Finance, Emeritus at the Harvard Business School.  Over the last 15 years, he and Royce Yudkoff have been developing and teaching a second year course titled “The Financial Management of Smaller Firms” and a field course called “Entrepreneurship Through Acquisition”.  Ruback and Yudkoff's book, HBR Guide to Buying a Small Business was published by Harvard Business Review Press in 2017. The book is a practical roadmap through the steps required to find, evaluate, negotiate, and finance the acquisition of a smaller firm.   Ruback earned his Ph.D. in business administration at the University of Rochester in 1980 and taught at MIT's Sloan School before joining the HBS faculty as a visiting professor in 1987. He was appointed associate professor in 1988 and full professor in 1989. Ruback has served as an editor for the Journal of Financial Economics and is the author of numerous articles on corporate finance and valuation.   Royce Yudkoff is the MBA Class of 1975 Professor of Management Practice of Entrepreneurial Management at the Harvard Business School and a General Partner and co-founder of ABRY Partners, LLC in Boston, MA. Alongside Professor Richard Ruback, Royce currently co-teaches a second year case course titled “The Financial Management of Smaller Firms” and a field course called “Entrepreneurship through Acquisition”. These courses focus on how to acquire, finance, and operate your own smaller firm.   As was mentioned above, Ruback and Yudkoff's book, HBR Guide to Buying a Small Business, was published by Harvard Business Review Press in 2017.  The book is a practical roadmap through the steps required to find, evaluate, negotiate, and finance the acquisition of a smaller firm.   In 1989, Royce co-founded ABRY Partners, a private equity firm focused on the media, communications and business and information services markets. Since 1989 the firm has completed over $27 billion of leveraged transactions and other private equity investments involving approximately 450 properties. Over this period Royce has also served on numerous private and public corporate boards.   Royce graduated from the Harvard Business School in 1980 as a Baker Scholar and is an honors graduate of Dartmouth College.   Get a copy of HBR Guide to Buying a Small Business: Think Big, Buy Small, Own Your Own Company: https://rb.gy/2omnrh   Here are some free gifts for you: Overall Approach Used in Well-Managed Strategy Studies free download: www.firmsconsulting.com/OverallApproach   McKinsey & BCG winning resume free download: www.firmsconsulting.com/resumepdf   Enjoying this episode? Get access to sample advanced training episodes here: www.firmsconsulting.com/promo

Purchase the Climate Finance Course at www.climatefinancecourse.com Robert G. Eccles is a leading ESG integration academic focusing on sustainable corporate and investment strategies. His work focuses on how capital markets can contribute to ensuring a sustainable society for generations to come. Dr. Eccles is a Visiting Professor of Management Practice at the Said Business School, University of Oxford. He was a Tenured Professor at Harvard Business School. Eccles has also been a Visiting Lecturer at the Massachusetts Institute of Technology, Sloan School of Management, and a Berkeley Social Impact Fellow at the Haas School of Business, University of California, Berkeley. He was the founding chairman of the Sustainability Accounting Standards Board (SASB) and one of the founders of the International Integrated Reporting Council (IIRC). He is also the first Chair of KKR's “Sustainability Expert Advisory Council” and was an Eminent Academic Advisor to the Boston Consulting Group on Global ESG Integration and Reporting. He is notably a prolific commentator on Forbes, having published over 150 articles. Dr. Eccles received an S.B. in Mathematics and an S.B. in Humanities and Science from the Massachusetts Institute of Technology and an A.M. and Ph.D. in Sociology from Harvard University. Topics discussed: Dr. Eccles's early intellectual evolution was from studying mathematics and humanities at MIT to doing a Ph.D. in sociology focusing on the construction industry. How writing books on Transfer Pricing and Investment Banking Dealmaking earned Dr. Eccles tenureship at Harvard Business School. Transition from Academia to Consulting in Disclosure and Performance in the 1990s 1991: The Performance Measurement Manifesto 1992: Creating a Comprehensive System to Measure Performance 1993: Consulting: Has the Solution Become Part of the Problem? 1995: Improving the Corporate Disclosure Process Book Publications on Value & Integrated Reporting in the 2000s: 2001: The Value Reporting Revolution: Moving beyond the earnings game 2002: Building Public Trust: the Future of Corporate Reporting 2010: One Report: Integrated Reporting for a Sustainable Strategy Founding Leadership Journey with IIRC (International Integrated Reporting Council) and SASB (Sustainability Accounting Standards Board). Post-SASB Book Publication: The Integrated Reporting Movement: Meaning, Momentum, Motives, and Materiality (2014). Importance of Materiality: Materiality in Corporate Governance: The Statement of Significant Audiences and Materiality (2016). A Preliminary Analysis of SASB Reporting: Disclosure Topics, Financial Relevance, and the Financial Intensity of ESG Materiality (2020). How material is a material issue? Stock returns and the financial relevance and financial intensity of ESG materiality (2020). Thoughts on IIRC & SASB Consolidations to ISSB-IFRS A Debate At The Oxford Union: Should FASB And IASB Set Standards For Nonfinancial Information? (2018 - Forbes; SSRN).  The International Sustainability Standards Board As An Ideological Rorschach Test (2021 - Forbes). Historical Origins of ESG and Sustainability Reporting Exploring social origins in the construction of ESG measures (2018). The Social Origins of ESG: An Analysis of Innovest and KLD (2020) From “Who Cares Wins” To Pernicious Progressivism: 18 Years Of ESG (2022) Political Backlash and Regulation on ESG: Some Constructive Feedback To 23 Red States On Their Anti-ESG Campaigns (August 2023). A Color Spectrum Analysis Of The Redness Of 23 Red States (July 2023). Written Statement for the House Financial Services Committee June 12, 2023 Hearing entitled "Protecting Investor Interests: Examining Environmental and Social Policy in Financial Regulation" Anti-ESG Fund Analysis: Drilling Into DRLL's Top 10 Holdings: A Woke Analysis (2022) Global SDG Funding Gap: How to close the $2.5 trillion annual funding gap (Jan 2018).  $2.5trn in need is not $2.5trn in opportunities (September 2023). Advice to Future ESG and Sustainable Finance Academics, Practitioners, Financiers, and Investors. Note: This podcast is for informational purposes only and should not be considered as investment advice. The interview took place on 26 September 2023.

Matt Beane is a writer, professor, and advocate for fostering a harmonious coexistence between humans and machines in the workplace. His influential TED Talk from 2018 has garnered over 1.8 million views, challenging conventional perspectives on AI's role in the workforce by highlighting its divergence from traditional human skill acquisition. As a co-founder and financier of Humatics, an IoT startup connected to MIT, Matt frequently shares his insights in esteemed publications such as Wired, MIT's Technology Review, TechCrunch, Forbes, and Robohub. His latest book, The Skill Code: How to Save Human Ability in an Age of Intelligent Machines, published by HarperCollins, has received accolades from notable figures like Adam Grant, Bob Sutton, Professor Ethan Mollick, and Reid Hoffman. Matt holds both a PhD and a master's degree from MIT's Sloan School of Management, along with a BA in philosophy from Bowdoin College. We are thrilled to welcome Matt to this episode of AI and the Future of Work. In this conversation, we discuss:The winding, non-linear career path that led to Matt's research on technology, skill-building, and the future of work—from dishwasher to high school math teacher to MIT researcher.How the advent of new technologies, like smartphones and email, changed workplace dynamics and the way teams interact.The "Skill Code" and the three Cs of learning—Challenge, Complexity, and Connection—and how these elements are crucial for building reliable skills under pressure.The difference between knowledge and skill, and why skill development requires more than just education—it requires real-world application, collaboration, and engagement.Matt's ethnographic approach to understanding work in diverse settings, from warehouses to operating rooms, and how he builds trust to gain insights into how people perform their jobs.The role of motivation, human relationships, and trust in skill-building, and how these factors drive us to improve and master new tasks.ResourcesSubscribe to the AI & The Future of Work NewsletterConnect with MattAI fun fact articleOn using AI to prevent students from cheatingBruce Feiler on AI and the Future of Work

Race and gender have dominated headlines about economic outcomes in the past decades, but class … not so much. Class is often invisible, hard to describe and awkward to talk about. Anna Stansbury, an assistant professor at MIT's Sloan School of Management, sought to shed light on class in the US in a recent paper, co-written with Kyra Rodriguez. They found that independently of race or gender, people's family circumstances can hold them back. And that is even after they have done enough work to get a “Dr” in front of their name. Today on the show, Soumaya and Anna discuss the problem and how to fix it.Soumaya Keynes writes a column each week for the Financial Times. You can find it hereSubscribe to Soumaya's show on Apple, Spotify, Pocket Casts or wherever you listen.Read a transcript of this episode on FT.com Hosted on Acast. See acast.com/privacy for more information.

As AI and automation reshape the workforce, the traditional way we pass down critical skills is under threat. Junior workers are losing the opportunity to learn directly from experienced mentors, putting essential human abilities at risk. Matt Beane, a leading researcher in machine intelligence, has spent a decade investigating this problem. In his latest book, The Skill Code, Beane uncovers the hidden dynamics of expert-novice relationships and explains why preserving these bonds is crucial for thriving in a tech-driven world.Matt Beane is an assistant professor at UC Santa Barbara, known for his groundbreaking research on the impact of robotics in the workplace. He holds a PhD from MIT and has delivered a TED talk with over 1.8 million views. His latest book, The Skill Code, highlights the importance and process of preserving human skills in the age of AI and automation.In this episode, Dart and Matt discuss:- The impact of tech on workplace learning- Technology management programs- Whether tech shapes behavior or vice versa- Using tech for scale development- The difference between knowledge and skill- Challenges in developing skills in tech-driven environments- Using positive deviance to grow at work- Human capital development's connection to productivity- And other topics…Matt Beane is an author and assistant professor at the University of California, Santa Barbara, in the Technology Management Program. He is known for his pioneering work on how robotics are transforming the workplace, particularly in the evolving relationship between humans and machines. His latest book, The Skill Code: How to Save Human Ability in an Age of Intelligent Machines, explores how technology is reshaping the workforce and highlights the importance of preserving essential human skills as automation and AI become more prevalent.Matt holds both a PhD and a Master's in Management Research from MIT's Sloan School of Management and is also a Digital Fellow at both Stanford and MIT. His work delves into how organizations and individuals adapt to intelligent technologies, focusing on sectors like healthcare and manufacturing. His research on robotic surgery was published in 2019 in Administrative Science Quarterly and Harvard Business Review, and his related TED talk has over 1.8 million views. Matt is also a regular contributor to popular outlets such as Wired, MIT's Technology Review, TechCrunch, Forbes, and Robohub.Resources mentioned:The Skill Code, by Matt Beane: https://www.amazon.com/Skill-Code-Ability-Intelligent-Machines/dp/0063337797 “Don't Let AI Dumb You Down,” by Matt Beane: https://www.wildworldofwork.org/p/dont-let-ai-dumb-you-down How Buildings Learn, by Stewart Brand: https://www.amazon.com/How-Buildings-Learn-Happens-Theyre/dp/0140139966 Connect with Matt:www.MattBeane.comwww.TheSkillCodeBook.comX: @mattbeanewww.SkillBench.com 

Jess Galica has an extensive business background, working in management consulting at Bain & Company and holding positions at Apple, Siemens, and various start-ups. In 2020, she shifted her focus to researching and writing about women's experiences in the workplace, driven by her own journey into motherhood. Drawing from her personal story and research involving over 150 successful women, she has become a leading authority on women's career reinvention. Jessica holds an MBA from MIT's Sloan School of Management and a BA from Georgetown University, and she is dedicated to being a present mother to her two young children. Today, she serves as a business leader, executive coach for high-performing women, and a corporate speaker and podcast host, addressing topics such as building meaningful careers, advocating for workplace equity, and balancing motherhood with professional ambitions!

Marc Rousso is the CEO of JayMarc Homes, a national award-winning home builder specializing in new custom homes in the Greater Seattle area. Marc founded JayMarc Homes along with childhood friend Jay Mezistrano in 2010, and together they've created a company culture that's entrepreneurial, inclusive, and respectful. Marc has degrees from the University of Washington and the Sloan School of Management's Executive Entrepreneurship Program at MIT. When not conversing with contractors, sharing ideas with real estate professionals, and talking to JayMarc homeowners past, present, and future, Marc balances his work life with a wonderful family: his wife, Leslie, and their two beautiful children, Lee and Siena.See omnystudio.com/listener for privacy information.

Welcome to Strategy Skills episode 485, featuring an interview with Richard Ruback and Royce Yudkoff, HBS professors and the hosts of 'Think Big, Buy Small' podcast.    In this episode, we discuss current market trends related to entrepreneurship through acquisition. We also touch on the demographic trend of baby boomers retiring and needing to sell their businesses, and its impact on buying and selling businesses. Most importantly, Richard and Royce share their advice on how to find the right business to buy, the key considerations and how to evaluate businesses, common buyer errors, and the challenges of buying from baby boomers.   Think Big, Buy Small is a new podcast from Harvard Business School that explores this innovative approach to entrepreneurship: acquisition entrepreneurship. The show is an extension of their courses on small firms, including “Entrepreneurship Through Acquisition,” which has been taken by thousands of MBA students, and their highly-regarded book, HBR Guide to Buying a Small Business: Think Big, Buy Small, Own Your Own Company, which has sold more than 65,000 copies.   Richard S. Ruback is a Baker Foundation Professor and the Willard Prescott Smith Professor of Corporate Finance, Emeritus at the Harvard Business School.  Over the last 15 years, he and Royce Yudkoff have been developing and teaching a second year course titled “The Financial Management of Smaller Firms” and a field course called “Entrepreneurship Through Acquisition”.  Ruback and Yudkoff's book, HBR Guide to Buying a Small Business was published by Harvard Business Review Press in 2017. The book is a practical roadmap through the steps required to find, evaluate, negotiate, and finance the acquisition of a smaller firm.   Ruback earned his Ph.D. in business administration at the University of Rochester in 1980 and taught at MIT's Sloan School before joining the HBS faculty as a visiting professor in 1987. He was appointed associate professor in 1988 and full professor in 1989. Ruback has served as an editor for the Journal of Financial Economics and is the author of numerous articles on corporate finance and valuation.   Royce Yudkoff is the MBA Class of 1975 Professor of Management Practice of Entrepreneurial Management at the Harvard Business School and a General Partner and co-founder of ABRY Partners, LLC in Boston, MA. Alongside Professor Richard Ruback, Royce currently co-teaches a second year case course titled “The Financial Management of Smaller Firms” and a field course called “Entrepreneurship through Acquisition”. These courses focus on how to acquire, finance, and operate your own smaller firm.   As was mentioned above, Ruback and Yudkoff's book, HBR Guide to Buying a Small Business, was published by Harvard Business Review Press in 2017.  The book is a practical roadmap through the steps required to find, evaluate, negotiate, and finance the acquisition of a smaller firm.   In 1989, Royce co-founded ABRY Partners, a private equity firm focused on the media, communications and business and information services markets. Since 1989 the firm has completed over $27 billion of leveraged transactions and other private equity investments involving approximately 450 properties. Over this period Royce has also served on numerous private and public corporate boards.   Royce graduated from the Harvard Business School in 1980 as a Baker Scholar and is an honors graduate of Dartmouth College.   Get a copy of HBR Guide to Buying a Small Business: Think Big, Buy Small, Own Your Own Company: https://rb.gy/2omnrh   Here are some free gifts for you: Overall Approach Used in Well-Managed Strategy Studies free download: www.firmsconsulting.com/OverallApproach   McKinsey & BCG winning resume free download: www.firmsconsulting.com/resumepdf   Enjoying this episode? Get access to sample advanced training episodes here: www.firmsconsulting.com/promo  

Today's episode is about creativity and entrepreneurship. Our guest, Dr. Kenan Sahin, founded several companies that are known for their technological innovation. His first company, Kenan Systems, sold in 1999 for $1.54 billion in stock. When he founded it in 1984, he was a professor at MIT's Sloan School of Management, and many of the early employees were MIT graduates with expertise in artificial intelligence and in decision support systems. Our conversation ranges widely over topics that will be of interest to both creativity researchers and to aspiring entrepreneurs. Dr. Sahin's companies have developed innovations in cutting-edge fields including artificial intelligence and battery technology. He is an expert in managing R&D organizations. Dr. Sahin has just published a book called Lean Startup to Lean Company to Rich Exit. For more information https://books.forbes.com/books/lean-startup-to-lean-company-to-rich-exit/ Dr. Sahin's Wikipedia page Music by license from SoundStripe "Uptown Lovers Instrumental" by AFTERNOONZ "Miss Missy" by AFTERNOONZ "What's the Big Deal" by Ryan Saranich Copyright (c) 2024 Keith Sawyer

Increased automation and use of tools like robotics and generative AI have fundamentally changed the expert-novice relationships that organizations and knowledge transfer are built on. Professor and author Matt Beane joins the Talent Angle to share his insights on how learning and development (L&D) leaders can play a strategic role in unlocking human ability in the age of intelligent machines. Drawing upon examples across industries and eras, Matt explains why challenge, complexity and connection are key drivers for effective learning in today's working environment.   Matt Beane is an assistant professor in the technology management program at the University of California, Santa Barbara. Matt does field research on work involving robots and AI to uncover systematic positive exceptions that we use across the broader world of work. He received his Ph.D. from the Sloan School of Management at the Massachusetts Institute of Technology in the information technologies department. Matt also took a two-year hiatus from his doctoral studies to help found and fund Humatics, an MIT-connected, full-stack IoT startup.   Peter Aykens is the chief of research for Gartner's HR practice. Aykens is responsible for building and leading research teams within the practice to address clients' key initiatives. Before his current role, he spent over 25 years at Gartner leading research teams focused on banking and financial services strategy, producing numerous studies that addressed business strategy, channels, marketing, customer experience and product challenges. He holds a bachelor's degree in political science from St. Olaf College, a master's degree in international politics from Aberystwyth University (formerly known as the University College of Wales, Aberystwyth), and a master's degree and a doctorate in political science from Brown University.

Many people aspire to entrepreneurship. But Bill Aulet, who has advised founders for decades, warns that it remains a high-risk endeavor. In this episode, he outlines concrete steps anyone can take to get a new venture off the ground — including intrapreneurs within large organizations. He also breaks down some of the important trends he's seeing in entrepreneurship, like the increasing commoditization of products and lower barriers to entry, due to technology. Aulet is a professor of entrepreneurship at the Sloan School of Management at MIT. He's also the author of the book Disciplined Entrepreneurship: 24 Steps to a Successful Startup. Key episode topics include: strategy, entrepreneurship, entrepreneurs and founders, entrepreneurial business strategy, innovation, start-ups. HBR On Strategy curates the best case studies and conversations with the world's top business and management experts, to help you unlock new ways of doing business. New episodes every week. · Listen to the full HBR IdeaCast episode: A Roadmap for Today's Entrepreneurs (2024)· Find more episodes of HBR IdeaCast· Discover 100 years of Harvard Business Review articles, case studies, podcasts, and more at HBR.org]]>

Bob and Jon discuss Bob's role in the history of the development of quantitative finance at Goldman Sachs, including his seminal work with Fischer Black, along with the carry trade liquidity crisis of August 2024 and its similarities to the quant crisis of 2007. They also discuss the case for quantitative investing and its ability to ride out risky environments. They also discuss a risk management approach to climate policy, Bob's E-Z climate carbon pricing model, as well Bob's advocacy for carbon taxes. Recorded on August 9, 2024. ABOUT THE SPEAKERS: Robert Litterman is the Chairman of the Risk Committee at Kepos Capital LP. Prior to joining Kepos Capital in 2010, Litterman enjoyed a 23-year career at Goldman, Sachs & Co., where he served in research, risk management, investments, and thought leadership roles. While at Goldman, Litterman also spent six years as one of three external advisors to Singapore's Government Investment Corporation (GIC). Bob was named a partner of Goldman Sachs in 1994 and became head of the firm-wide risk function; prior to that role, he was co-head of the Fixed Income Research and Model Development Group with Fischer Black. During his tenure at Goldman, Bob researched and published a number of groundbreaking papers in asset allocation and risk management. He is the co-developer of the Black-Litterman Global Asset Allocation Model, a key tool in investment management, and has co-authored books including The Practice of Risk Management and Modern Investment Management: An Equilibrium Approach (Wiley & Co.). Litterman earned a Ph.D. in economics from the University of Minnesota and a B.S. in human biology from Stanford University. He is also the inaugural recipient of the S. Donald Sussman Fellowship at MIT's Sloan School of Management and serves on a number of boards, including Commonfund, the Robert Wood Johnson Foundation, the Sloan Foundation, and World Wildlife Fund. He is also currently serving as the chair of the CFTC Climate-Related Market Risk Subcommittee. Jon Hartley is a Research Associate at the Hoover Institution and an PhD candidate in economics at Stanford University, where he specializes in finance, labor economics, and macroeconomics. He is also currently a research fellow at the Foundation for Research on Equal Opportunity and a senior fellow at the Macdonald-Laurier Institute. Jon is also a member of the Canadian Group of Economists and serves as chair of the Economic Club of Miami. Jon has previously worked at Goldman Sachs Asset Management as well as in various policy roles at the World Bank, the International Monetaty Fund, the Committee on Capital Markets Regulation, the US Congress Joint Economic Committee, the Federal Reserve Bank of New York, the Federal Reserve Bank of Chicago, and the Bank of Canada. Jon has also been a regular economics contributor for National Review Online, Forbes, and the Huffington Post and has contributed to the Wall Street Journal, the  New York Times, USA Today, the Globe and Mail, the National Post, and the Toronto Star among other outlets. Jon has also appeared on CNBC, Fox Business, Fox News, Bloomberg, and NBC and was named to the 2017 Forbes 30 under 30 Law & Policy list and the 2017 Wharton 40 under 40 list, and was previously a World Economic Forum Global Shaper. ABOUT THE SERIES: Each episode of Capitalism and Freedom in the 21st Century, a video podcast series and the official podcast of the Hoover Economic Policy Working Group, focuses on getting into the weeds of economics, finance, and public policy on important current topics through one-on-one interviews. Host Jon Hartley asks guests about their main ideas and contributions to academic research and policy. The podcast is titled after Milton Friedman‘s famous 1962 bestselling book Capitalism and Freedom, which after 60 years, remains prescient from its focus on various topics which are now at the forefront of economic debates, such as monetary policy and inflation, fiscal policy, occupational licensing, education vouchers, income share agreements, the distribution of income, and negative income taxes, among many other topics. For more information, visit: capitalismandfreedom.substack.com/

What drives Value? Hi, Everyone. Carl Gould, here is your #70secondCEO, just over a minute of investment per day for a lifetime of results.   There was a study done in 1974 by the Sloan School of Business, and they said, “What drives value in a business? And 95% of what drove value 40 and 50 years ago was the TANGIBLES of the business, its physical assets. Well, let's fast forward to today. A follow-up of those 10,000 companies and the second part of the study showed that 72% of what drives value in business is its INTANGIBLES. Its intellectual property, it's brand equity, its brand promise. Toms shoes- is it the shoes? Or is it the fact that that company goes out, and for every pair of shoes you buy, they buy a second pair and give it to an underprivileged child somewhere else in the world? Which one do you think it is? So stop falling in love with your product or service. Yes, you want your product to be impeccable. You want your service delivery to be outstanding—no question about it. Logistically, we want those things to run well. Understand though, people will pay more, they will pay more for the other aspects of working with you.   Like and follow this podcast so you can learn more, my name is Carl Gould and this has been your #70secondCEO.  

Welcome to an interview with Deborah Ancona, a professor at the Massachusetts Institute of Technology's Sloan School of Management.   In this episode, we explore "family ghosts," a rarely discussed topic that significantly impacts professional growth, behavior, and attitudes toward work. We discuss how to achieve your greatest potential as a leader by recognizing your own "family ghosts" and determining which ones to embrace or leave behind.   Deborah Ancona is a distinguished Professor of Management and Founder of the MIT Leadership Center. Deborah specializes in studying, teaching, and consulting in the areas of individual leadership, team effectiveness, and organizational transformation. Her new work centers on how Family Ghosts end up in the Executive Suite.   Deborah is also the coauthor of X-Teams: How to Build Teams That Lead, Innovate, and Succeed, a classic book on teams and collaboration. This work demonstrates how an externally focused team model is key to driving innovation and ensuring your organization's success.   Get X-Teams here: https://rb.gy/jyzhwq   Here are some free gifts for you: Overall Approach Used in Well-Managed Strategy Studies free download: www.firmsconsulting.com/OverallApproach   McKinsey & BCG winning resume free download: www.firmsconsulting.com/resumepdf   Enjoying this episode? Get access to sample advanced training episodes here: www.firmsconsulting.com/promo

Deborah Ancona's area of expertise includes organizational behavior, leadership, and the dynamics of high-performing teams. She is mainly known for her pioneering research into how successful teams operate, which led to the concept of X-teams—a framework for driving innovation within large organizations. Ancona's work also focuses on distributed leadership and creating research-based tools, practices, and teaching models to foster creative leadership at all organizational levels.   Deborah is a Massachusetts Institute of Technology professor at the Sloan School of Management. She is best known for pioneering research on high-performing teams and distributing nimble leadership and leadership signatures. Deborah is also the founder of the MIT Leadership Center, which is revolutionizing traditional leadership to solve the most challenging problems in management. Her book X-Teams gives deep insights into creating innovative, successful teams with examples from Microsoft, Takeda, and the Museum of Modern Art. She also co-founded xLEAD, which develops research-based tools to encourage creative leadership across management levels. Her work bridges theory and practice, bringing novel ideas into leadership practice. Deborah has been with MIT for over 20 years and, in 2018, was awarded the Jamieson Prize, MIT Sloan's highest teaching honor. Her widely acclaimed research on how family upbringing affects workplace behavior was published in the Harvard Business Review, titled “Family Ghosts in the Executive Suite”, as was her article on the 4-CAPS+ model, “In Praise of the Incomplete Leader”. https://www.linkedin.com/in/deborahancona123/ https://mitsloan.mit.edu/centers-initiatives/mit-leadership-center/our-people-mit-leadership-center https://www.amazon.com/dp/1591396921 https://www.xlead.co/about On the podcast, Deborah would love to talk about: How high-performing teams monitor trends within and outside the organization to perform better. I use the distributed leadership model to adapt to today's rapidly changing business environment. Knowing your “family ghosts” and leadership signature can push your leadership to the next level. Leadership in Rapidly Changing Environments Deborah, a professor at MIT Sloan, discussed her research on leadership for rapidly changing environments, including developing capabilities for innovative teams and agile organizations, as well as the impact of childhood experiences on executives. Michael acknowledged the complexity of contemporary organizations due to factors like the pandemic, new workforce generations, and differing expectations. Understanding Purpose and Culture in Organizations Michael and Deborah discussed the importance of clearly understanding an organization's purpose and culture. Deborah emphasized the significance of answering the question of 'why should we exist?' and highlighted the usefulness of culture decks, which help to align employees around a shared vision. Michael illustrated this point by discussing the evolution of Netflix and the need for their culture to remain in sync with their changing business model. Both agreed on the necessity of inclusiveness in shaping an organization's culture. Leadership, Learning, and Curiosity in Organizations Michael and Deborah discussed the importance of including all stakeholders and fostering a culture of learning and curiosity in organizations. They emphasized the need for leadership at all levels and the value of funneling and choice mechanisms to evaluate new ideas. They also highlighted the role of curiosity in driving innovation and overcoming challenges. Deborah shared her insights on how leaders can facilitate learning and address their "shoulds" that may hold them back. Michael agreed and pointed out the benefits of involving teams as advisors and maintaining a curious approach to opportunities and challenges. X Teams and Curiosity in Organizations Deborah discussed creating 'X teams,' which are externally focused and aim to understand customer demands, technology usage, and other contextual factors. She emphasized the importance of curiosity and inter-team coordination in these groups. Deborah also suggested that organizations could encourage curiosity by having team members interview customers or explore how technology is used in their domain. Michael shared a positive experience where such an approach was successfully applied, highlighting the value of customer feedback and the potential for new product features. Understanding Customer Needs and Empathy Michael and Deborah discussed the importance of understanding customer needs and pain points. Deborah shared an example of a Microsoft team that delved deeper into understanding their customers' issues, leading to the development of products that addressed those problems. Michael agreed with this approach, highlighting the value of conversations that seek to understand different viewpoints and perspectives. He emphasized the need for more people to engage in such discussions to foster empathy and understanding, which he believes is crucial today. Disruptive Technologies for Positive Change Michael and Deborah discussed the future of organizations and society. Deborah expressed hope in the potential of new technologies to positively impact various domains, such as healthcare and climate change. However, she also highlighted the need to balance the use of technology with empathy and critical thinking. Michael agreed, noting that people are increasingly curious and willing to learn from others to improve their organizations. Both emphasized the importance of discarding ineffective practices and using technology for the betterment of society. Discussing Deborah's Work on Healthy Organizations Michael and Deborah discussed her work and the importance of creating healthy organizations. Deborah shared that her work could be found on her faculty page at MIT Sloan, Exec Ed at MIT Sloan, and Exlead Co, which offers access to tools and a simulation tool. Michael expressed his appreciation for Deborah's work, highlighting its significance in making organizations healthier and more productive. They both emphasized the importance of reframing and changing mindsets to improve individual and organizational performance.

How can we preserve and enhance human skills in an era dominated by AI and intelligent machines? Matt Beane joins Kevin to discuss how we can continue learning and be productive at the same time. While viewing surgical operating rooms, Matt observed that integrating intelligent technologies affects skill development, particularly the novice-expert dynamic that has been fundamental to human learning for over 160,000 years. He shares his three Cs: Challenge, Complexity, and Connection, which are essential for skill development and are often disrupted by new technologies. Kevin and Matt also explore the implications of remote work on skill building, the potential dangers of relying solely on intelligent technologies, and practical steps leaders and individuals can take to foster a healthy learning environment. Listen For 00:00 Introduction 01:40 Guest Introduction: Matt Beane 05:19 Initial Fascination with Robotics in Surgery 09:54 Learning Challenges in Robotic Surgery 13:15 Historical Perspective on Learning and Skill Development 16:10 The Three Cs of Skill Development: Challenge, Complexity, Connection 19:11 Impact of Remote Work on Learning and Connection 23:10 Practical Steps for Enhancing Skill Development in the Age of AI 27:15 The Role of Leadership in Skill Development 31:11 Individual Contributions to Skill Enhancement 34:44 Fun Activities and Interests of Matt Beane 36:00 Recommended Science Fiction Reads 37:00 How to Learn More About Matt Beane Meet Matt Matt's Story: Matt Beane is the author of The Skill Code: How to Save Human Ability in an Age of Intelligent Machines. He does field research on work involving robots and AI to uncover systematic positive exceptions that we can use across the broader world of work. His award-winning research has been published in top management journals such as Administrative Science Quarterly and Harvard Business Review, and he has spoken on the TED stage. He also took a two-year hiatus from his PhD at MIT's Sloan School of Management to help found and fund Humatics, a full-stack IoT startup. In 2012 he was selected as a Human-Robot Interaction Pioneer, and in 2021 was named to the Thinkers50 Radar list. Beane is an assistant professor in the Technology Management department at the University of California, Santa Barbara, and a Digital Fellow with Stanford's Digital Economy Lab and MIT's Initiative on the Digital Economy. When he's not studying intelligent technologies and learning, he enjoys playing guitar; his morning coffee ritual with his wife, Kristen; and reading science fiction—a lot of science fiction. He lives in Santa Barbara, California. Website: https://www.mattbeane.com/book/  Get a free chapter of his book: https://the-skill-code.ck.page/a0cabc1d60  Book Recommendations The Skill Code: How to Save Human Ability in an Age of Intelligent Machines by Matt Beane  Accelerando (Singularity) by Charles Stross Like this? How to Navigate the Future with Margaret Heffernan How the Future Works with Brian Elliott The Case for Good Jobs with Zeynep Ton Join Our Community If you want to view our live podcast episodes, hear about new releases, or chat with others who enjoy this podcast join one of our communities below. Join the Facebook Group Join the LinkedIn Group   Leave a Review If you liked this conversation, we'd be thrilled if you'd let others know by leaving a review on Apple Podcasts. Here's a quick guide for posting a review. Review on Apple: https://remarkablepodcast.com/itunes    Podcast Better! Sign up with Libsyn and get up to 2 months free! Use promo code: RLP  

Welcome to Strategy Skills, episode 473—an interview with Deborah Ancona, a professor at the Massachusetts Institute of Technology's Sloan School of Management.   In this episode, we explore "family ghosts," a rarely discussed topic that significantly impacts professional growth, behavior, and attitudes toward work. We discuss how to achieve your greatest potential as a leader by recognizing your own "family ghosts" and determining which ones to embrace or leave behind.   Deborah Ancona is a distinguished Professor of Management and Founder of the MIT Leadership Center. Deborah specializes in studying, teaching, and consulting in the areas of individual leadership, team effectiveness, and organizational transformation. Her new work centers on how Family Ghosts end up in the Executive Suite.   Deborah is also the coauthor of X-Teams: How to Build Teams That Lead, Innovate, and Succeed, a classic book on teams and collaboration. This work demonstrates how an externally focused team model is key to driving innovation and ensuring your organization's success.   Get X-Teams here: https://rb.gy/jyzhwq   Here are some free gifts for you: Overall Approach Used in Well-Managed Strategy Studies free download: www.firmsconsulting.com/OverallApproach   McKinsey & BCG winning resume free download: www.firmsconsulting.com/resumepdf   Enjoying this episode? Get access to sample advanced training episodes here: www.firmsconsulting.com/promo

In this episode you will learn:00:00 - Introduction 01:32 - Easy to build good relationships with Investors? 03:55 - Importance of a Good Relationship with Investors 05:59 - Size and Strategy of a fund affects Founder-VC Relationship 07:37 - Components of a Successful Relationship 09:04 - Hummingbird's POV on Investor interference 12:16 - VCs' Role in Crucible Moments 14:39 - Power Dynamics in Founder-VC Relationships 16:35 - Can Investors and Founders be good friends? 21:03 - Scenarios Leading to Founder-Investor Friction 26:36 - Handling Co-Founder Breakups28:29 - Evolution of Founder-Investor Relationships34:49 - Measuring the Founder-Investor Relationship35:57 - ConclusionAboutAkshay leads investments in both emerging markets and global fintech at Hummingbird.Previously, Akshay worked at Citigroup, where he raised equity capital for large corporations, and at Artivest (acquired), where he helped build and grow a platform that enables retail capital to access alternative investments. During graduate school, Akshay had the opportunity to work with MIT's $25 billion endowment fund.In his spare time, Akshay records music and writes about founders in his newsletter, 'Amplify'.He holds an MBA from the Sloan School of Management at MIT and a BA in Economics with a minor in Ethnomusicology from Franklin & Marshall College.

Matt Beane reveals how the quest to optimize productivity is harming our learning and growth–and what you can do about it. — YOU'LL LEARN — 1) The trillion-dollar problem with trying to optimize everything 2) How to modify ChatGPT to help you learn better 3) Three counterintuitive ways to learn better and faster Subscribe or visit AwesomeAtYourJob.com/ep984 for clickable versions of the links below. — ABOUT MATT — Matt Beane does field research on work involving robots and AI to uncover systematic positive exceptions that we can use across the broader world of work. His award-winning research has been published in top management journals such as Administrative Science Quarterly and Harvard Business Review, and he has spoken on the TED stage. He also took a two-year hiatus from his PhD at MIT's Sloan School of Management to help found and fund Humatics, a full-stack IoT startup. In 2012 he was selected as a Human-Robot Interaction Pioneer, and in 2021 was named to the Thinkers50 Radar list. Beane is an assistant professor in the Technology Management department at the University of California, Santa Barbara, and a Digital Fellow with Stanford's Digital Economy Lab and MIT's Initiative on the Digital Economy. When he's not studying intelligent technologies and learning, he enjoys playing guitar; his morning coffee ritual with his wife, Kristen; and reading science fiction—a lot of science fiction. He lives in Santa Barbara, California. • Book: The Skill Code: How to Save Human Ability in an Age of Intelligent Machines • Article: “Gen AI Is Coming for Remote Workers First” • Substack: "Don't Let AI Dumb You Down" • TED Talk: How do we learn to work with intelligent machines? | Matt Beane • Website: MattBeane.com — RESOURCES MENTIONED IN THE SHOW — • Study: “GPTs are GPTs: An early look at the labor market impact potential of large language models” by Tyna Eloundou, Sam Manning, Pamela Mishkin, and Daniel Rock • Book: Chip War: The Fight for the World's Most Critical Technology by Chris Miller • Book: There Is No Antimemetics Division by qntm — THANK YOU SPONSORS! — • Jenni Kayne. Use the code AWESOME15 to get 15% off your order!See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

In this episode, Matt Beane - How to Save Human Ability in the Age of Intelligent Machines - The Skills Code, Lauren Hawker Zafer is joined by Matt Beane. Lauren and Matt shape an accessible conversation around the future of work and what it means to be human in a world of intelligent machines. Who is Matt Beane? Matt Beane does field research on work involving robots and AI to uncover systematic positive exceptions that we can use across the broader world of work. His award-winning research has been published in top management journals such as Administrative Science Quarterly and Harvard Business Review, and he graced the TED stage. He also took a two-year hiatus from his PhD at MIT's Sloan School of Management to help found and fund Humatics, a full-stack IoT startup. In 2012 he was selected as a Human-Robot Interaction Pioneer, and in 2021 was named to the Thinkers50 Radar list. Beane is an assistant professor in the Technology Management department at the University of California, Santa Barbara, and a Digital Fellow with Stanford's Digital Economy Lab and MIT's Initiative on the Digital Economy. When he's not studying intelligent technologies and learning, he enjoys playing guitar; his morning coffee ritual with his wife, Kristen; and reading science fiction. “If you're worried about your skills becoming obsolete, this book may be your saving grace. Matt Beane has spent his career studying how to gain and maintain expertise as technology evolves, and his analysis is both engrossing and edifying.” —Adam Grant, #1 New York Times bestselling author of Hidden Potential and Think Again, and host of the TED podcast WorkLife “Beane shows us the true human-centered approach to AI advancements and how we must act now to achieve the next generation of human skills coupled with the productivity gains from AI.” —Fei Fei Li, Sequoia Professor of Computer Science, Founding, Director of Stanford Institute for Human-centered AI (HAI), Stanford University #ai #redefiningai #techpodcast #squirro

Season Three - Spotlight Eleven Our Eleventh spotlight of this season is a snippet of our upcoming episode: Matt Beane - How to Save Human Ability in an Age of Machine Intelligence. Join host Lauren Hawker Zafer as she engages with Matt Beane. Don't miss this unique redefining what in means to develop skill in the age of machine intelligence. Who is Matt Beane? Matt Beane does field research on work involving robots and AI to uncover systematic positive exceptions that we can use across the broader world of work. His award-winning research has been published in top management journals such as Administrative Science Quarterly and Harvard Business Review, and he graced the TED stage. He also took a two-year hiatus from his PhD at MIT's Sloan School of Management to help found and fund Humatics, a full-stack IoT startup. In 2012 he was selected as a Human-Robot Interaction Pioneer, and in 2021 was named to the Thinkers50 Radar list. Beane is an assistant professor in the Technology Management department at the University of California, Santa Barbara, and a Digital Fellow with Stanford's Digital Economy Lab and MIT's Initiative on the Digital Economy. When he's not studying intelligent technologies and learning, he enjoys playing guitar; his morning coffee ritual with his wife, Kristen; and reading science fiction. “If you're worried about your skills becoming obsolete, this book may be your saving grace. Matt Beane has spent his career studying how to gain and maintain expertise as technology evolves, and his analysis is both engrossing and edifying.” —Adam Grant, #1 New York Times bestselling author of Hidden Potential and Think Again, and host of the TED podcast WorkLife “Beane shows us the true human-centered approach to AI advancements and how we must act now to achieve the next generation of human skills coupled with the productivity gains from AI.” —Fei Fei Li, Sequoia Professor of Computer Science, Founding, Director of Stanford Institute for Human-centered AI (HAI), Stanford University #ai #redefiningai #techpodcast #squirro

What if your dentist could spot cavities long before they became a problem? Join us as we chat with Jordan Rubinson, CEO of CaviSense, about his interesting journey from pharma to medtech  We start by discussing Jordan's early influences, from his father's career at Block Drug Company to his own academic adventures at Columbia and MIT's Sloan School. Despite an initial interest in accounting, Jordan's passion for pharma led him down a path less traveled, avoiding the conventional business routes of consulting and investment banking.Next, we take a closer look at Jordan's dynamic career in the pharmaceutical industry. Learn how his family's frequent relocations led to professional opportunities across the globe. Jordan shares  anecdotes from his time in big pharma, including his experiences within a management development program at Sanofi Pasteur  and the challenges of managing diverse roles in different markets. His shift from big pharma to the innovative medtech startup scene in Israel provides a compelling narrative about the contrasts between structured environments and the fast-paced, resource-tight nature of startups.Finally, we explore the evolving role of dentists as both medical professionals and entrepreneurs. Discover how new technologies  are revolutionizing dental care, especially in pediatric dentistry. Jordan introduces us to CaviSense, a groundbreaking tool for early cavity detection, and discusses its journey from early development to FDA registration. We also touch on the exciting future of consumer-friendly dental monitoring tools that could transform how we manage oral health at home. Don't miss this episode to hear about the future of interactive dental care and the potential for improved patient outcomes.Host David E. Williams is president of healthcare strategy consulting firm Health Business Group. Produced by Dafna Williams.

Episode Summary Maria Kellis personifies resilience and transformation. She emerged from adversity to become a beacon of strength and now empowers others to unlock their potential. She now teaches leaders how to create extraordinary success through the EMPower method. With degrees from MIT and the Sloan School of Management, she co-founded startups and worked with big companies. Maria teaches and imparts her leadership acumen globally through Inspired Leadership Academy transforming lives across countries. Who's your ideal client and what's the biggest challenge they face? What are the common mistakes people make when trying to solve that problem? What is one valuable free action that our audience can implement that will help with that issue? What is one valuable free resource that you can direct people to that will help with that issue? What's the one question I should have asked you that would be of great value to our audience? When was the last time you experienced Goosebumps with your family and why? Get in touch with Maria: Facebook, LinkedIn, Instagram Learn more about how Uwe helps in-demand professionals and their VIPs to enjoy Unshakeable Two-getherness in their relationship (plus more free time and zero guilt). Or when you feel you'd be interested in working together you can Book A Chat With Uwe

You know what they say about humor in sales? It's like playing with fire. You might warm up the room or burn the whole deal down. In this episode of Market Dominance Guys, Richard Rabins, Chris Beall, and Corey Frank get into the weeds about using humor across different cultures. Can you just translate your best one-liners and expect them to land in Japan or Germany? Think again. Richard has some stories about navigating the global sales landscape and is not afraid to admit where he's crashed and burned. But he also has some serious wisdom about how to build trust with prospects, no matter where they're from. Tune in to hear about the importance of noticing the little things, playing the long game, and always, always doing your homework. If you're in B2B or SaaS sales, this episode is no joke - you'll come away with some practical tips and insights that just might help you dominate your market. So what are you waiting for? Let's get into this episode, “Laughter Lost in Translation - Navigating Humor in Global Sales.”   About our Guest: Richard Rabins focuses on strategy, accelerating global growth and scaling the organization. Richard also served as CEO of SoftQuad International from 1997 to 2001, when it owned Alpha. In addition to his 30 years with the company, Richard played a key role as co-founder, and served as president and chairman of the Massachusetts Software Council (now the Massachusetts Technology Leadership Council), the largest technology trade organization in Massachusetts. Prior to founding Alpha, Richard was a project leader and consultant with Information Resources, Inc. (IRI), and a management consultant with Management Decision Systems, Inc. Richard holds a master's degree in system dynamics from the Sloan School at MIT, and a bachelor's degree in electrical engineering and master's degree in control engineering from University of the Witwatersrand in Johannesburg, South Africa. He has served on the boards of Silent Systems, Legacy Technology and O3B Networks, and is co-founder of Tubifi www.tubifi.com. Links from this episode: The full series with Richard Rabins here. Richard Rabins on LinkedIn: https://www.linkedin.com/in/richard-rabins/ Company website: https://www.alphasoftware.com/ Corey Frank on LinkedIn Branch49 Chris Beall on LinkedIn ConnectAndSell

Explore the professional journey of BK Nyak, the innovative leader behind Spikewell, whose advancements are revolutionizing hospital IT solutions. In this  conversation, we examine BK's progression from his early days in India to becoming an influential entrepreneur who is reshaping healthcare technology. He discusses the significant impact of his upbringing, his educational achievements at IIT, the University of Virginia, and MIT's Sloan School, and the key moments that shifted his focus from academia to pioneering entrepreneurship. BK's story highlights the importance of curiosity and adaptability in navigating career paths and leveraging early patents and grants as a foundation for success.This episode also explores Spikewell's mission to customize IT systems for hospitals, utilizing AI to enhance efficiency and adaptability. BK explains how his company's solutions address clinician burnout and improve clinical decision support and financial operations—essential elements in the rapidly changing healthcare industry. We analyze the critical roles of mobile platforms, cloud computing, and AI, and how a strong emphasis on customer needs informs tech partnerships with healthcare facilities. Discussing the transformative impact of these technologies, particularly in response to challenges like the COVID-19 pandemic, BK's commitment to innovation and the future of healthcare technology is evident.Host David E. Williams is president of healthcare strategy consulting firm Health Business Group. Produced by Dafna Williams.

In the second part of our conversation with Richard Rabins, CEO and Co-Founder of Alpha Software, we delve into the delicate balance of using humor effectively in sales. Chris Beall shares insights on guiding prospects through emotional transitions, from fear to trust, using the power of laughter and surprise. However, the discussion also explores the risks of pushing humor too far and the importance of knowing when to rein it in. Richard and Corey examine the idea of teaching humor, drawing parallels between sales and the world of comedy and performance. They emphasize the significance of confidence, vulnerability, and the ability to read your audience to avoid alienating prospects. Join us as we navigate the comedic conundrum of harnessing wit without crossing the line, and discover how to strike the perfect balance for building genuine relationships with prospects. About our Guest: Richard Rabins focuses on strategy, accelerating global growth and scaling the organization. Richard also served as CEO of SoftQuad International from 1997 to 2001, when it owned Alpha. In addition to his 30 years with the company, Richard played a key role as co-founder, and served as president and chairman of the Massachusetts Software Council (now the Massachusetts Technology Leadership Council), the largest technology trade organization in Massachusetts. Prior to founding Alpha, Richard was a project leader and consultant with Information Resources, Inc. (IRI), and a management consultant with Management Decision Systems, Inc. Richard holds a master's degree in system dynamics from the Sloan School at MIT, and a bachelor's degree in electrical engineering and master's degree in control engineering from University of the Witwatersrand in Johannesburg, South Africa. He has served on the boards of Silent Systems, Legacy Technology and O3B Networks, and is co-founder of Tubifi www.tubifi.com. Links from this episode: Richard Rabins on LinkedIn: https://www.linkedin.com/in/richard-rabins/ Company website: https://www.alphasoftware.com/ Corey Frank on LinkedIn Branch49 Chris Beall on LinkedIn ConnectAndSell

In this episode, the guys explore the art of ricocheting your way to sales success. Chris Beall and Corey Frank are joined by Richard Rabins, the CEO of Alpha Software, to discuss the power of humor in disarming prospects and humanizing interactions. As Richard shares his personal anecdotes about leveraging laughter to close deals, the group delves into the age-old question: can humor be taught, or is it an innate skill? While confidence plays a crucial role, the ability to notice and connect seemingly unrelated things emerges as a key aspect of effective humor in sales. So, whether you're a golden retriever enthusiast or just looking to add some lighthearted surprise to your sales arsenal, join us as we explore the art of the ricochet and learn how to turn dead leads into living, laughing, and buying customers. Join us for this episode, “Ricochet Your Way to Sales Success: The Power of Humor.” Richard Rabins focuses on strategy, accelerating global growth and scaling the organization. Richard also served as CEO of SoftQuad International from 1997 to 2001, when it owned Alpha. In addition to his 30 years with the company, Richard played a key role as co-founder, and served as president and chairman of the Massachusetts Software Council (now the Massachusetts Technology Leadership Council), the largest technology trade organization in Massachusetts. Prior to founding Alpha, Richard was a project leader and consultant with Information Resources, Inc. (IRI), and a management consultant with Management Decision Systems, Inc. Richard holds a master's degree in system dynamics from the Sloan School at MIT, and a bachelor's degree in electrical engineering and master's degree in control engineering from University of the Witwatersrand in Johannesburg, South Africa. He has served on the boards of Silent Systems, Legacy Technology and O3B Networks, and is co-founder of Tubifi www.tubifi.com. Links from this episode: Richard Rabins on LinkedIn: https://www.linkedin.com/in/richard-rabins/ Company website: https://www.alphasoftware.com/ Corey Frank on LinkedIn Branch49 Chris Beall on LinkedIn ConnectAndSell

Here's a thought experiment: You want to spend a reasonably large sum of money providing assistance to a group of people with limited means. There's a lot of ways you might do that with a lot of strings and safeguards involved, but what about just giving them money -- "get cash directly into the hands of the poor in the cheapest, most efficient way possible." You and I might prefer that, since we, of course, are reputable people and good stewards and understand our own particular needs. But what about, well, others? Economist Tavneet Suri has done more than just think about that; her fieldwork includes handing out money across villages in two rural areas in Kenya to see what happens. Her experiments include giving out a lump sum of cash and also spreading out that same amount over time. The results she details for host David Edmonds in this Social Science Bites podcast are, to be frank, heartening, although the mechanisms of disbursement definitely affect the outcomes. Despite the good news, the idea of a universal basic income is by no means a settled remedy for helping the poor. For one thing, Suri says, "it's super, super expensive. It's really expensive. And so, the question is, “Is that expense worth it?” And to understand that I think we need a few more years of understanding the benefits, understanding what people do with the incomes, understanding whether this can really kickstart these households out of poverty." And perhaps the biggest question is whether the results of fieldwork in Kenya is generalizable. "I would love to do a study that replicates this in the West," she says. "The one thing about the West that I think is worth saying that's different is you wouldn't add it on top of existing programs. The idea is you would substitute existing programs with this. And that to me is the question: if you substituted it, what would happen?" Suri is the Louis E. Seley Professor of Applied Economics and at the Massachusetts Institute of Technology's Sloan School of Management. She is an editor at the Review of Economics and Statistics; co-chair of the Agricultural Technology Adoption Initiative at the Abdul Latif Jameel Poverty Action Lab, known as J-PAL, at MIT; co-chair of the Digital Identification and Finance Initiative at J-PAL Africa; a member of the executive committee at J-PAL; and a faculty research fellow at the National Bureau of Economic Research.

In this conversation, Bob French interviews his father, Ken French, a professor of finance, about key concepts in economics and investing. They discuss the concept of marginal cost and marginal revenue, which helps individuals make decisions based on the balance between costs and benefits. They also explore risk aversion and how it affects investment decisions, as well as the winner's curse, which refers to the tendency to overestimate the value of winning bids or investments. Overall, the conversation provides valuable insights into economic thinking and decision-making. In this conversation, Bob and Ken French discuss the challenges of drawing inferences about the future based on past performance in the financial markets. They highlight the winner's curse and the noise in securities returns as factors that make it difficult to predict which asset class or active manager will outperform in the future. They also discuss the problem of overconfidence and the importance of accurate market prices. The conversation concludes with a discussion on the benefits of stock buybacks and the option value of investments. Listen now to learn more!    Kenneth French's Bio: Kenneth R. French is the Roth Family Distinguished Professor of Finance at the Tuck School of Business, Dartmouth College. French is an expert on the behavior of security prices and investment strategies. He and his frequent co-author Eugene F. Fama have written many notable papers, including “The Cross-Section of Expected Stock Returns”, “Common Risk Factors in the Returns on Stocks and Bonds”, and “A Five-Factor Asset Pricing Model.” French is a research associate at the National Bureau of Economic Research, an Advisory Editor of the Journal of Financial Economics, the Journal of Banking and Finance, and the Financial Review, a member of the Editorial Board of the Critical Finance Review, a former Associate Editor of the Journal of Finance and the Review of Financial Studies, and a former President of the American Finance Association. Professor French is also a Fellow of the American Finance Association and the American Academy of Arts and Sciences, Chair of the Valpo Surf Project's Global Board of Directors, and a member of the Board of Directors of the Cato Institute, Grassroot Soccer, and the International Rescue Committee. Professor French is a consultant to Dimensional Fund Advisors and a member of the firm's board of directors. Before joining Dartmouth, Professor French was on the faculty of MIT's Sloan School of Management, the Yale School of Management, and the University of Chicago Booth School of Business. Professor French received his PhD in finance from the University of Rochester in 1983. He also earned an MS and an MBA from the University of Rochester and a BS from Lehigh University. Takeaways Understanding the concept of marginal cost and marginal revenue can help individuals make informed decisions based on costs and benefits. Risk aversion is driven by the decreasing marginal utility of wealth, where the value of each additional dollar decreases as wealth increases. The winner's curse refers to the tendency to overestimate the value of winning bids or investments, and it can be observed in various contexts, such as oil lease auctions and hiring decisions. Considering these concepts can enhance economic thinking and decision-making in investing and other areas of life. Drawing inferences about the future based on past performance is challenging due to the winner's curse and the noise in securities returns. Overconfidence is a common problem in investing, and people often overestimate their ability to pick winning investments or active managers. Accurate market prices are important for allocating resources efficiently and signaling the value of different activities. Stock buybacks can be beneficial for companies and society, as they can signal undervaluation and allow companies to allocate resources more effectively. The option value of investments should be considered, as companies may choose to buy back stock when they don't have better investment opportunities. Chapters 00:00 Introduction and Setting the Stage 09:19 Navigating Risk Aversion in Investing 31:46 Enhancing Economic Thinking and Decision-Making 45:39 The Importance of Accurate Market Prices 51:42 The Benefits of Stock Buybacks   Links:  Register for the webinar with Retirement Researcher and Kenneth French! 'Five Things I Know About Investing' Wed 4/24 at 2 eastern www.risaprofile.com/podcast   The Retirement Planning Guidebook: 2nd Edition has just been updated for 2024! Visit your preferred book retailer or simply click here to order your copy today: https://www.wadepfau.com/books/    This episode is sponsored by McLean Asset Management. Visit https://www.mcleanam.com/roth/ to download McLean's free eBook, "Is a Roth Conversion Right For You?"

Welcome to an interview with the coauthor of Fusion Strategy: How Real-Time Data and AI Will Power the Industrial Future, Venkat Venkatraman. In Fusion Strategy, digital strategy expert Venkat Venkatraman and world-renowned innovation guru Vijay Govindarajan offer a first-of-its-kind playbook that will help industrial companies combine what they do best—create physical products—with what digitals do best—use algorithms and AI to parse expansive, interconnected datasets—to make strategic connections that would otherwise be impossible.   Venkat Venkatraman is the David J. McGrath Jr. Professor of Management at the Questrom School of Business, Boston University. He has previously taught at the Sloan School of Management at the Massachusetts Institute of Technology and at the London Business School. He is considered one of the foremost authorities on how companies develop strategies to win with digital technologies. He has lectured and conducted digital strategy workshops all over the world with companies such as IBM, Merck, Ericsson, BP, Canal+, and others.   Get Venkat's book here: https://rb.gy/2vq6rx Fusion Strategy: How Real-Time Data and AI Will Power the Industrial Future.   Here are some free gifts for you: Overall Approach Used in Well-Managed Strategy Studies free download: www.firmsconsulting.com/OverallApproach   McKinsey & BCG winning resume free download: www.firmsconsulting.com/resumepdf   Enjoying this episode? Get access to sample advanced training episodes here: www.firmsconsulting.com/promo

Welcome to Strategy Skills episode 433, an interview with the coauthor of Fusion Strategy: How Real-Time Data and AI Will Power the Industrial Future, Venkat Venkatraman. In Fusion Strategy, digital strategy expert Venkat Venkatraman and world-renowned innovation guru Vijay Govindarajan offer a first-of-its-kind playbook that will help industrial companies combine what they do best—create physical products—with what digitals do best—use algorithms and AI to parse expansive, interconnected datasets—to make strategic connections that would otherwise be impossible.   Venkat Venkatraman is the David J. McGrath Jr. Professor of Management at the Questrom School of Business, Boston University. He has previously taught at the Sloan School of Management at the Massachusetts Institute of Technology and at the London Business School. He is considered one of the foremost authorities on how companies develop strategies to win with digital technologies. He has lectured and conducted digital strategy workshops all over the world with companies such as IBM, Merck, Ericsson, BP, Canal+, and others.   Get Venkat's book here: https://rb.gy/2vq6rx Fusion Strategy: How Real-Time Data and AI Will Power the Industrial Future.   Here are some free gifts for you: Overall Approach Used in Well-Managed Strategy Studies free download: www.firmsconsulting.com/OverallApproach   McKinsey & BCG winning resume free download: www.firmsconsulting.com/resumepdf   Enjoying this episode? Get access to sample advanced training episodes here: www.firmsconsulting.com/promo  

Jim's guest today on The CMO Podcast is Tamara Mendelsohn, the Chief Marketing Officer for Eventbrite. The 17-year-old global self-service ticketing platform for live experiences allows anyone to create, share, find and attend events. The app showcases music festivals, marathons, conferences, community rallies, fundraisers, gaming competitions–and even air guitar contests. 12 years after its founding, Eventbrite went public. The company's purpose is simple: to bring the world together through live experiences. The company certainly delivers that purpose, with five million events last year, nearly 300 million tickets, 800,000 creators using the platform, and a yearly revenue approaching $300 million.Tamara joined Evenbrite in 2009, when the company was only three years old, and she was appointed Chief Marketing Officer about 3 and a half years ago. Before Eventbrite, Tamara spent four years as a Senior Analyst at Forrester, where she specialized in ecommerce and multichannel retail. Tamara studied comparative literature and economics at Wellesley College, and earned her MBA from the Sloan School of Management at MIT. Tune in for a conversation with a CMO who loves connecting and community!See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.