Podcasts about wharton school university

Raghu Bala is Founder of UnifyGPT.ai, an AI startup, based in Orange County, California. UnifyGPT produces AI and Autonomous Agents for Enterprises. He is an experienced technology entrepreneur and is an alumnus of Yahoo, Infospace, Automotive.com, PwC, and has had 4 successful startup exits. He is a Board Advisor to OpenFabric.ai – a Layer 1 Protocol for Artificial Intelligence. Mr. Bala possesses an MBA in Finance from the Wharton School (University of Pennsylvania), an MS in Computer Science from Rensselaer Polytechnic Institute and a BA/BS in Math and Computer Science from the State University of New York at Buffalo. He is the Head Managing Instructor for MIT courses in AI, Decentralized Finance, and Blockchain on the 2U platform. He is also an Adjunct Professor at VIT (India), and an ex-Adjunct Lecturer at Columbia University, and a Deeptech Mentor at IIT Madras(India). He is a published author of books on technical topics and is a frequent contributor online for the last two decades. His latest books include - co-author of “Handbook on Blockchain” for Springer-Verlag publications (2022), and a Contributing Editor of “Step into the Metaverse” from John Wiley Press. Mr Bala has spoken at several major conferences worldwide including IEEE Smartcomp – Blockchain Panel (Helsinki), Asian Financial Forum in Hong Kong, Global Foreign Direct Investment Conference in Sydney (Australia) and Huzhou (China), Blockchain Malaysia, IoT India Congress, Google IO, and several more. He is also served as a Board member of AIM - The global industry association that connects, standardizes and advances automatic identification technologies. His current areas of focus include Product Development, Engineering and Strategy in the startups related to Autonomous Bots, Generative AI, IoT, Artificial Intelligence, and the Metaverse. His industrial domain knowledge spans Automotive, Retail, Supply Chain & Logistics, Healthcare, Insurance, Mobile & Wireless, and more. -- Critical Mass Business Talk Show is Orange County, CA's longest-running business talk show, focused on offering value and insight to middle-market business leaders in the OC and beyond. Hosted by Ric Franzi, business partner at REF Orange County. Learn more about Ric at www.ricfranzi.com. 

Raghu Bala Founder of Clinitraq, a company specialising in Smart Radiation Dosimeters that reduces the time for measuring cumulative radiation from 60 days to 60 secs. Raghu possesses an MBA in Finance from the Wharton School (University of Pennsylvania), an MS in Computer Science from Rensselaer Polytechnic Institute and a BA/BS in Math and Computer Science from the State University of New York at Buffalo. He is the Head Managing Instructor for MIT courses in AI, Decentralized Finance and Blockchain on the 2U platform. He is also an Adjunct Professor at VIT (India) and an ex-adjunct Lecturer at Columbia University. In this episode, we explore the lack of education surrounding the pernicious consequences of radiation exposure, discover the hidden hazards healthcare workers face, oblivious to their exposure levels due to measurement inadequacies, delve into his transition from the tech industry to MedTech and the motivations behind it, uncover his strategies for funding multiple companies he nurtured and eventually sold, alongside diverse capital-raising methods and gain valuable insights from his candid revelations about the mistakes he encountered as a serial entrepreneur Timestamps: [00:02:32] Antiquated methods of radiation diagnostics [00:05:41] Radiation health risks overlooked, ignored [00:12:14] Misconceptions about radiation risks [00:18:01] Underestimated risks [00:23:20] Medical tech advances: Embracing tech for better care Get in touch with Raghu Bala - https://www.linkedin.com/in/raghubala/ https://clinitraq.com/ Get in touch with Karandeep Badwal - https://www.linkedin.com/in/karandeepbadwal/ Follow Karandeep on YouTube - https://www.youtube.com/@KarandeepBadwal Subscribe to the Podcast --- Support this podcast: https://podcasters.spotify.com/pod/show/themedtechpodcast/support

On this episode of the SPOT™ Radio Podcast Charlie Webb CPPL speaks with Chris Danek CEO of Bessel about human-centered design and agile teamwork. Chris speaks on using advanced technology like artificial intelligence, additive manufacturing, and digital engineering and their support to medical device manufacturers.Guest bioChris Danek, CEO of Bessel, is an entrepreneur and life sciences industry veteran. Chris believes in empowering technical teams. Trained in business and engineering, he has worked with dozens of teams in industry and at universities across the US. He helps them speed time-to-market with agile teamwork and human-centered design while using advanced technology like artificial intelligence, additive manufacturing, and digital engineering. Bessel clients and Powered by Bessel startups are located nationwide.Chris is a visiting professor at the University of Texas at El Paso. This leading Hispanic-serving research university has adopted the Bessel Origin program in its Department of Aerospace and Mechanical Engineering. Chris is also a visiting professor at the W.M. Keck Center for 3D Innovation at UTEP.Chris was co-founder and CEO of AtheroMed (now Philips AtheroMed), and before that was V.P. R&D of Asthmatx (Boston Scientific). Chris is an advisor to the Santa Clara University Healthcare Innovation and Design Lab. He has a Ph.D. in mechanical engineering from Stanford University and an M.B.A. with a concentration in finance from the Wharton School - University of Pennsylvania. He is an inventor of over 85 U.S. patents.  About BesselBessel's roots are in product lifecycle support for medical device and diagnostic products. With a foundation of more than 20 years of experience designing and developing medical devices, Chris Danek and Bessel have provided full-service support for over 5 years to diverse organizations ranging from startup companies to Fortune 50. We bring innovation throughout the product lifecycle -- from a clean sheet of paper through commercial release.We combine human-centered design and agile teamwork (scrum) in our approach to work, with a dual focus on results and on improving the capabilities of our clients' teams.Mentoring startup teams reminded me of my love of teaching. It was natural to step from putting the patient first as a medical device developer to putting the student first as a teacher. The core of the Bessel Origin program stems from my work helping students transform into excellent team members ready for the workforce.My co-founder, Carolyn Danek, inspired the start of Bessel. Trained as an architect, Carolyn is professionally versed in human-centered design. Her deep-rooted empathy sparked the creation of Bessel. I'm fortunate to be her co-founder. ​We saw the broad applicability of the Bessel Origin program and its mindsets, methods, and discipline to train the next generation of innovative thinkers and high-performance team members. Now we deliver corporate critical innovation projects and our Bessel Origin program.Website: www.bessel.co 

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

As the pace of change continues to accelerate, we are both in a state of extraordinary challenges and opportunities. Kellee talks with Rita Gunther McGrath, a leading expert on innovation and growth during times of uncertainty. She will share her insights on how to identify, anticipate and harness the power of inflection points. Rita Gunther McGrath is a best-selling author and a longtime professor at Columbia Business School. She is widely recognized as a premier expert on leading innovation and growth during times of uncertainty. Rita has received the #1 achievement award for strategy from the prestigious Thinkers50 and has been consistently named one of the world's Top 10 management thinkers in its bi-annual ranking. As a consultant to CEOs, her work has had a lasting impact on the strategy and growth programs of Fortune 500 companies worldwide. Rita is the author of the best-selling The End of Competitive Advantage (Harvard Business Review Press, 2013). Her new book is Seeing Around Corners: How to Spot Inflection Points in Business Before They Happen (Houghton Mifflin Harcourt, 2019). She has written three other books, including Discovery Driven Growth, cited by Clayton Christensen as creating one of the most important management ideas ever developed. She is a highly sought-after speaker at exclusive corporate events around the globe, such as the Global Peter Drucker Forum. She received her Ph.D. from the Wharton School (University of Pennsylvania) and has degrees with honors from Barnard College and the Columbia School of International and Public Affairs. Her expertise is covered in leading media outlets including Harvard Business Review, Financial Times and Wall Street Journal. 

In this episode of Oh My Heath ... There's HOPE! Jana talks with Lois Hollis.   Lois Hollis, RN, BSN, REV. is a shame guilt educator, counselor, and filmmaker. Lois shifts our opinion on one of the most taboo subjects, shame, and guilt. As a trailblazer, she helped create one of the first Kidney Hemodialysis Units in the USA in 1966. Today Lois establishes shame guilt as an independent study. Her 50 years of experience in health, 15 years of research, and counseling bring NEW knowledge of these misunderstood conditions to release us from shame guilt blaming. Lois' first film, Out of Discord Into Harmony, was released in 2008 and teaches how to communicate with your inner self. Her new film I'M GOOD FILM, just released, makes shame guilt visible. Lois lectured at the Wharton School University of Pennsylvania, Temple University, and other conferences. She shares 3 books and gives us readings from the spiritual realms of the Akashic Records. My readings help us out of shame guilt unworthiness. She was given a death sentence at 55 and now thrives at 78. Lois shows us how.   “Shame Guilt is not ours to own or to give”   This 30-minute episode is on: 1) Healing from Physical trauma is only one part of the journey 2) Learning how to connect your physical and spiritual sides to thrive 3) What do you do when western medicine fails you? 4) Learning what shame and quilt really is and how it affects you 5) Shame and guilt are the same energy and they are both the lowest form of negative vibration.   This episode is about: In this episode, Jana and Lois discuss Healing from Physical trauma is only one part of the journey. Learning how to connect your physical and spiritual sides to thrive and shame/guilt is the same energy they are both the lowest negative vibrational energy.   Get in touch with Lois: WEBSITE https://www.loishollis.com/ • Free e-book “Now is the Times” Writings from Spirit to release shame guilt and stay positive. • Free 15 minute call • Soulspeaks Healing information   FILMS https://www.imgoodfilm.com/ • ”Out of Discord Into Harmony” 20 minutes Communicating with your emotions and inner critic • “I'M Good Film” Shame Guilt becomes visible 15 min. • I'M Good Film Song 3 minutes.   PODCASTS https://www.loishollis.com/podcasts-loishollis/ • Full length • FIVE-MINUTE GOLDEN NUGGET Podcasts   Newsletter https://www.loishollis.com/ • FREE e-book Five-Hundred Questions Have One Answer 500 examples of shame guilt behavior • Receive important updates.     Get in touch with Jana and listen to more Podcasts: https://www.janashort.com/   Show Music ‘Hold On' by Amy Gerhartz https://www.amygerhartz.com/music.   Get Your Free Copy of Best Holistic Life Magazine! One of the fastest-growing independent magazines centered around holistic living. https://www.bestholisticlife.com/     Grab your gift today: https://www.janashort.com/becoming-the-next-influencers-download-offer/  Connect with Jana Short: https://www.janashort.com/contact/ 

In 2021 I started a series of episodes that are all about sharing people's stories called "Story of Hope " these are to inspire you to take action in you're own life. This is a story of Hope Number # 7.In this episode we cover:She had migraine headaches for 30 yearsHer heart wasn't working properly. Was healed without medications. Was asked to leave a Yoga Class!Moved to get the help she need for her health.Juicing Vegetables.  Host- Amanda Elise LoveAmanda Elise Love is a Registered Holistic Nutritionist who teaches women how to cook simple but delicious allergy-friendly healthy meals and to integrate a holistic approach through mind, body, and spirit. Amanda also has a long history of illness which culminated with the diagnosis of Fibromyalgia at the age of 20 in 2010. Which caused debilitating pain and other aspects of her life because of this, she made it her life mission to teach others how to cook allergy-friendly food and lead a holistic life. She holds a diploma as a Registered Holistic Nutritionist, certifications in gut health, culinary nutrition, and more. Facebook Group -https://bit.ly/3y67nebInstgram- https://www.instagram.com/amandaeliselove/Guest- Lois Hollis, RN, BSN, REV. is a shame guilt educator, counselor, filmmaker. Lois shifts our opinion on one of the most taboo subjects, shame and guilt. As a trailblazer, she helped create one of the first Kidney Hemodialysis Units in the USA in 1966. Today Lois establishes shame guilt as an independent study. Her 50 years' experience in health, 15 years research, and counseling bring NEW knowledge of these misunderstood conditions to release us from shame guilt blaming. Lois' first film, Out of Discord Into Harmony, was released in 2008 and teaches how to communicate with your inner self. Her new film I'M GOOD FILM, just released, makes shame guilt visible. Lois lectured at the Wharton School University of Pennsylvania, Temple University, and other conferences. She shares 3 books and gives us readings from the spiritual realms of the Akashic Records. These readings help us out the shame guilt abyss of unworthiness. She was given a death sentence at 55 and now thrives at 78. Lois shows us how.WEBSITE https://www.loishollis.com/Free e-book “Now is the Times”Writings from Spirit to release shame guilt and stay positive.Free 15 minute callSoul speaks Healing informationFILMS https://www.imgoodfilm.com/”Out of Discord Into Harmony” 20 minutesCommunicating with your emotions and inner critic“I'M Good Film” Shame Guilt becomes visible 15 min.I'M Good Film Song 3 minutes.PODCASTS https://www.loishollis.com/podcasts-loishollis/Full lengthFIVE-MINUTE GOLDEN NUGGET PodcastsNewsletter https://www.loishollis.com/FREE e-book Five-Hundred Questions Have One Answer500 examples of shame guilt behaviorReceive important updates.

Leaders –Pay attention. When Dr. Pete Fader talks….companies like Starbucks, Nike and others listen. He calls himself the “nerdy mathy guy.” A Phi Beta Kappa graduate from M.I.T. & Professor of Marketing at Wharton, Dr. Fader is known worldwide as the expert's expert. He applies his proficiency to analyze how customer behaviors affect long-term growth….and he does this so well, Nike bought his company! A fun-loving and down-to-earth kinda guy, Pete speaks to how being geeky was not cool when he was a kid. But, ignoring all naysayers, his passion & natural gift for math has brought success for companies beyond his imagination. You'll smile as you hear Pete poke fun at himself in this interesting discussion. Tune in Monday, 12:30PM Central.TPOV'S: ⦁Being nerdy is now cool. (5:34)⦁Companies should not see customer service as a cost. (7:02)⦁Not all customers are valuable customers-know the difference. (10:22)⦁Admire others for the joy they bring to others (27:27)⦁There's no better way to bond with family than playing board games. (28:01)⦁There's nothing more gratifying than someone saying, “because of you I see the world differently.” (33.52)

Lois Hollis, RN, BSN, REV. is a shame guilt educator, counselor, filmmaker, and author. Lois shifts our opinion on one of the most taboo subjects, shame and guilt. As a trailblazer, she helped create one of the first Kidney Hemodialysis Units in the USA in 1966. Today Lois establishes shame guilt as an independent study. Her 50 years' experience in health, 15 years research, and counseling bring NEW knowledge of these misunderstood conditions to release us from shame guilt blaming. Lois' first film, Out of Discord Into Harmony, was released in 2008 and teaches how to communicate with your inner self. Her new film I'M GOOD FILM, just released, makes shame guilt visible. Lois lectured at the Wharton School University of Pennsylvania, Temple University, and other conferences. She shares 3 books and gives us readings from the spiritual realms of the Akashic Records. These readings help us out the shame guilt abyss of unworthiness. She was given a death sentence at 55 and now thrives at 78. Lois shows us how.What is the true definition of shame and guilt?How to identify, release, avoid shameguilt behaviors?Why are shame and guilt the most dangerous conditions to our physical, mental, emotional, spiritual parts of ourselves.Why shame guilt is the root of all negativity. Unless your coach, therapist, or mentor teaches how to identify and release shame and guilt, you will continue to look for the next health remedy because your healing is incomplete. Go to www.loishollis.com to receive service from Lois or go to www.imgoodfilm.com to check out her film. Lois Hollis, RN, BSN, REV. is a shame guilt educator, counselor, filmmaker, and author. Lois shifts our opinion on one of the most taboo subjects, shame and guilt. As a trailblazer, she helped create one of the first Kidney Hemodialysis Units in the USA in 1966. Today Lois establishes shame guilt as an independent study. Her 50 years' experience in health, 15 years research, and counseling bring NEW knowledge of these misunderstood conditions to release us from shame guilt blaming. Lois' first film, Out of Discord Into Harmony, was released in 2008 and teaches how to communicate with your inner self. Her new film I'M GOOD FILM, just released, makes shame guilt visible. Lois lectured at the Wharton School University of Pennsylvania, Temple University, and other conferences. She shares 3 books and gives us readings from the spiritual realms of the Akashic Records. These readings help us out the shame guilt abyss of unworthiness. She was given a death sentence at 55 and now thrives at 78. Lois shows us how.What is the true definition of shame and guilt?How to identify, release, avoid shameguilt behaviors?Why are shame and guilt the most dangerous conditions to our physical, mental, emotional, spiritual parts of ourselves.Why shame guilt is the root of all negativity. Unless your coach, therapist, or mentor teaches how to identify and release shame and guilt, you will continue to look for the next health remedy because your healing is incomplete. Go to www.loishollis.com to receive service from Lois or go to www.imgoodfilm.com to check out her film.

Join us as we speak with Robert Seo! Robert was born and raised in Maryland and went to UMD for undergrad. He joined the US Marines while still studying and in 2003, took a year off for Operation Iraqi Freedom with a light armored reconnaissance unit. After his deployment, he received his Bachelors in Economics with a Minor in Math and moved to NYC to work at UBS in investment banking. After a few years, he moved to South America for a year to learn Spanish and to do an Ironman Triathlon (2.4 mile swim, 112 mile bike and 26.2 mile marathon). After completing the race, he came back to NYC and worked at Goldman Sachs in their Principal Strategies Group investing around the world and across various industries before receiving an MBA from the Wharton School (University of Pennsylvania). After graduation, he moved to Korea for a year to look for startup ideas and moved back to NYC as the CEO and cofounder of Slidejoy. Slidejoy was acquired by Buzzvil in 2017. He is currently a cofounder of P.S., a sexual wellness company selling Condoms 2.0, the second coming. Connect with Robert at the links below: https://www.linkedin.com/in/trobseo https://www.psgoodtimes.com ******************* Your Host - Brad Richard Scars & Stripes Coffee: https://www.ss.coffee/bradrichard YouTube: https://tinyurl.com/y7uzojak Manat50 School: https://brad-s-school-4d92.thinkific.com Website: https://www.bradrichard.net --- This episode is sponsored by · Anchor: The easiest way to make a podcast. https://anchor.fm/app --- Send in a voice message: https://anchor.fm/manat50/message Support this podcast: https://anchor.fm/manat50/support

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

You might think that insider trading has been regulated away or is normally enforced with an iron fist in the United States. Not so, says my guest today, Professor Daniel Taylor of the Wharton School, an expert on insider trading and corporate governance. We talk about how much insider-trading abuse there still is, how it functions, what could be done to combat it – and even whether insider trading should be criminalized at all.

There are few people in the public sphere who can effortlessly navigate the space between faith, politics, and finance. One person that comes to mind is Jesus, second to that might be a close second. We speak with Dale Fickett, he's the President and Co-Founder of Open Trellis, which is an online community of business founders, volunteers and sponsors with a shared philosophy. A shared view about the power of the individual, and the strength in our joint efforts towards a sustainable economy.  To Dale this is more than just a job, it's a passion, and one that he takes into his politics and his faith. The guys discuss all things finance, economics, politics and non-profit statuses for churches. It's a pretty wide ranging discussion that will surely have something for everyone!To learn more about the work Dale does checkout the following links:Open Trellis: https://opentrellis.orgRVA Works: https://www.connectva.org/groups/rva-works/Guest Bio:Mr. Fickett is a co-founder of Open Trellis, and the RVA Works initiative in Richmond, Virginia. He holds overall responsibility for the organization's pursuit of its mission to help more people become business owners. Through the support of over 50 program sponsors and volunteers, Open Trellis provides education, technology, capital and consulting. Fickett has previously worked in Capital Markets and Transactions Banking during his tenure with Accenture. As a senior strategy consultant, based in Dublin and London, he developed new client relationships, led strategic planning, and IT transformation programs in multinational banks. In the areas of developmental economics, impact investing, and social entrepreneurship, Fickett has lectured and conducted related research at Trinity College Dublin, The Wharton School - University of Pennsylvania, Virginia Commonwealth University, and Northwestern University.He has authored "Faith & Sustainable Economic Development," “Towards a More Just Economy” and co-authored both “Developmental Entrepreneurship in Sub-Saharan Africa: Assessing Financial and Social Returns” and "RVA Works - Empowering Entrepreneurs for Big Change." He served in economic advisory roles on the Governor's Social Enterprise and Impact Investing Working Group (Virginia), the U.S. Senate Small Business Productivity Award Panel, the Virginia Business Incubation Association, and the Virginia Catholic Conference.Fickett also serves as Chairman of the Haiti Committee - a humanitarian mission of the Catholic Church, providing microloans, education and health care in Carissade, Haiti. An entrepreneur at heart, earlier in his career he launched a venture in the retail chocolate industry. He holds an MBA magna cum laude, Villanova University, and a BSBA cum laude, LaSalle University. He is also holds a Series 65 securities license in the Commonwealth of Virginia, and serves as a Registered Investment Adviser (RIA).Support the show (https://www.buymeacoffee.com/faithpolitics)

The Humanity 2.0 School of Business Ethics Panel was delivered by:-Rev. Philip Larrey, Chairman of Humanity 2.0 -Letty Garcia, Associate Director of Leadership Initiative at Harvard School of Business-Professor Michael Useem, Director Center for Leadership & Change Management at the Wharton School - University of Pennsylvania The Humanity 2.0 forum held at the Vatican was filmed LIVE on the Traders Network Show, hosted by Matt Bird. To inquire about being a guest on this show or others: Matthew Bird CommPro Worldwide C: +1 (646) 401-4499 E: matt@commpro.com W: www.commpro.com Visit: http://tradersnetworkshow.com for more details about the show.

O convidado para o programa de hoje é Diretor de Administração e Finanças do Sebrae Nacional. O Serviço Brasileiro de Apoio às Micro e Pequenas Empresas é uma entidade privada brasileira de serviço social, sem fins lucrativos, criada em 1972, que objetiva a capacitação e a promoção do desenvolvimento econômico e competitividade de micro e pequenas empresas, estimulando o empreendedorismo no país.  ✅ Eduardo foi consultor do Banco Mundial em Washington, D.C.;   ✅ Secretário de planejamento e gestão do Governo do Ceará;  ✅ É autor dos livros “Muda Brasil” e “It Was About Hope”;  ✅ Foi presidente do CONSAD e da CONAJE;  ✅ Estudado em instituições como: Wharton School (University of Pennsylvania); London School of Economics and Political Science (LSE) e International Institute for Management Development (IMD).  

We discussed a number of things including: 1. State of Innovation in COVID-19 Era 2. Importance of innovation now and in the near term 3. How can we spot inflection points Rita Gunther McGrath is a best-selling author, a sought-after speaker, and a longtime professor at Columbia Business School. She is widely recognized as a premier expert on leading innovation and growth during times of uncertainty. Rita has received the #1 achievement award for strategy from the prestigious Thinkers50 and has been consistently named one of the world's Top 10 management thinkers in its bi-annual ranking. As a consultant to CEOs, her work has had a lasting impact on the strategy and growth programs of Fortune 500 companies worldwide. Rita is the author of the best-selling The End of Competitive Advantage (Harvard Business Review Press, 2013). Her new book is Seeing Around Corners: How to Spot Inflection Points in Business Before They Happen (Houghton Mifflin Harcourt, 2019). She has written three other books, including Discovery Driven Growth, cited by Clayton Christensen as creating one of the most important management ideas ever developed. She is a highly sought-after speaker at exclusive corporate events around the globe, such as the Global Peter Drucker Forum. She received her Ph.D. from the Wharton School (University of Pennsylvania) and has degrees with honors from Barnard College and the Columbia School of International and Public Affairs. Follow Rita on Twitter @rgmcgrath. For more information, visit RitaMcGrath.com.

In this episode, Amy speaks to Dr. Marketa Wills. Marketa's impressive array of accomplishments will demonstrate how staying the course can pay big dividends in many ways. Though probably unconsciously at first, Marketa began charting her path at the Miami Valley School in her hometown of Dayton, Ohio.  As an only child with devoted parents, her education was paramount.  She showed strengths in both math and science studies and her parents guided her in the direction of a career in medicine.  As Marketa progressed, she realized she had another interest as well. In eighth grade, she completed a monthlong internathip at a healthcare organization and fell in love with the idea of working at the intersection of medicine and management. She began to create a career back from that vision.   With her stellar grades and work ethic, Marketa headed off to Brown University. Armed at graduation with both pre-med and sociology majors, she continued on to the University of Pennsylvania, which at the time was the only school in the country where she could pursue medical degree and an MBA. Due to the death of her mother though, she had to forego temporarily the pursuit of an MBA, and instead did a residency in psychiatry. At the end of that residency, she revisited her desire to attain an MBA.  She headed back to Philadelphia and completed that goal at the Wharton School/University of Pennsylvania.  Now holding both an MD and an MBA, it was finally time to apply all she had learned.  But where? Doing what? Listen to Dr. Wills describe the next phase of the journey that's led to a career uniquely hers.  Today she is not only the Senior Medical Director at Centene, the largest Medicaid managed care organization in the U.S., but she also attends to psychiatric patients at a local university in Tampa, Florida.  She has co-authored a book with Dr. Carlin Barnes entitled Understanding Mental Illness: A Comprehensive Guide to Mental Health Disorders for Family and Friends. And there's still no stopping her.  She continues to derive joy in giving and making a difference. She'll advise you on where to find that well within yourself for replenishment when you need it.  Enjoy learning how keeping on track, even with momentary pauses and readjustments, can make for career fulfillment and personal happiness. Topics in this episode:                          Pausing on your path and making adjustments may become necessary but doesn't mean you should set your career plan aside indefinitely You are responsible for your own happiness. If a person or position doesn't contribute to your happiness, then you have choices to make Find satisfaction where you are and enjoy the ride. If you're on your planned route, everything will work out. If you are not happy, you need to readjust either your plan or yourself A conscious plan with short-term, midterm and long-range goals is a good way to keep focused. Marketa referred to her “bucket list” which were her goals When you have gained all the necessary tools, you might be able to choose where you want to work rather than have the job dictate to you where you will work; With all of her experience, Marketa was able to choose where she wanted to live because she knew she had all the tools necessary to get a good position Trust yourself and your instincts   Links: Understanding Mental Illness: A Comprehensive Guide to Mental Health Disorders for Family and Friends can be found at https://www.amazon.com/Understanding-Mental-Illness-Comprehensive-Disorders/dp/1510745947/ref=sr_1_1?dchild=1&keywords=marketa+wills&qid=1598302439&sr=8-1 https://www.linkedin.com/in/marketa-wills-md-mba-2992b714/

Join the conversation as Stephanie Hessler and I talk about goal setting - it's not just for New Years Day anymore!Stephanie Hessler, MBA, helps individuals and teams create and achieve their greatest success imaginable, including guiding clients through the powerful Thinking Into Results transformational program. Most recently, she was part of a team that launched a new model of Career Education at Wellesley College. Previously she worked in the investment industry for sixteen years, including on Wall Street with Merrill Lynch. Stephanie is also a Concord MA-based artist. She's a graduate of Wellesley College and earned her MBA at The Wharton School - University of Pennsylvania. http://stephaniehessler.thinkingintoresults.comfacebook: Success Mindset Series with Stephanie Hessler Facebook Group: https://www.facebook.com/groups/555055648565012/?ref=bookmarkswww.drkristinahallett.comwww.mhnrnetwork.com

Clayton Gardner has spent the majority of his career as an investor at multi-billion dollar hedge funds, applying the long-term, quality-oriented approach that Titan uses today. He graduated from The Wharton School / University of Pennsylvania. Titan: https://www.titanvest.com/ Clay's Twitter: https://twitter.com/virtualclay ABOUT THE PODCAST Hi, I'm Tobias Carlisle. I've launched a new podcast called The Acquirers Podcast. The podcast is about finding undervalued stocks, deep value investing, hedge funds, activism, buyouts, and special situations. We uncover the tactics and strategies for finding good investments, managing risk, dealing with bad luck, and maximizing success. SEE LATEST EPISODES https://acquirersmultiple.com/podcast/ SEE OUR FREE DEEP VALUE STOCK SCREENER https://acquirersmultiple.com/screener/ FOLLOW TOBIAS Firm: https://acquirersfunds.com/ Website: https://acquirersmultiple.com/ Twitter: https://twitter.com/Greenbackd LinkedIn: https://www.linkedin.com/in/tobycarlisle Facebook: https://www.facebook.com/tobiascarlisle Instagram: https://www.instagram.com/tobias_carlisle ABOUT TOBIAS CARLISLE Tobias Carlisle is the founder of The Acquirer’s Multiple®, and Acquirers Funds®. He is best known as the author of the #1 new release in Amazon’s Business and Finance The Acquirer’s Multiple: How the Billionaire Contrarians of Deep Value Beat the Market, the Amazon best-sellers Deep Value: Why Activists Investors and Other Contrarians Battle for Control of Losing Corporations (2014) (https://amzn.to/2VwvAGF), Quantitative Value: A Practitioner’s Guide to Automating Intelligent Investment and Eliminating Behavioral Errors (2012) (https://amzn.to/2SDDxrN), and Concentrated Investing: Strategies of the World’s Greatest Concentrated Value Investors (2016) (https://amzn.to/2SEEjVn). He has extensive experience in investment management, business valuation, public company corporate governance, and corporate law. Prior to founding the forerunner to Acquirers Funds in 2010, Tobias was an analyst at an activist hedge fund, general counsel of a company listed on the Australian Stock Exchange, and a corporate advisory lawyer.

Honors and awards 2016 Theory to Practice award to Dr McGrath from the Vienna Strategy Forum 2013 Distinguished Achievement Award in Strategy from Thinkers50 In both 2011 and 2013, Dr McGrath was named one of the top 20 thinkers by Thinkers 50, one of the world's most prestigious rankings of management thinkers In 2017, Dr McGrath was ranked the #10 most influential leadership thinker in the world by Thinkers50 Dr Rita McGrath Globally recognized expert on strategy, innovation, and creating growth under uncertain conditions. Dr Rita McGrath graduated  Magna Cum Laude  from Barnard College in 1981; in '82 she earned a Masters of Public Administration from the School of International and Public Affairs, Columbia University. In '93 she completed her Ph.D. at The Wharton School (University of Pennsylvania) with the dissertation, entitled Developing New Competence in Established Organizations consistent with her longstanding interest in corporate ventures and innovation. About Dr Rita Gunther McGrath is a best-selling author, a sought-after speaker, and a longtime professor at Columbia Business School. She is widely recognized as a premier expert on leading innovation and growth during times of uncertainty. Rita has received the #1 achievement award for strategy from the prestigious Thinkers50 and has been consistently named one of the world's Top 10 management thinkers in its bi-annual ranking. As a consultant to CEOs, her work has had a lasting impact on the strategy and growth programs of Fortune 500 companies worldwide. She is the author of the best-selling The End of Competitive Advantage (Harvard Business Review Press, 2013).  She has written three other books, including Discovery Driven Growth, cited by Clayton Christensen as creating one of the most important management ideas ever developed. She is a highly sought-after speaker at exclusive corporate events around the globe, such as the Global Peter Drucker Forum. Rita is the founder of Techtonic a company focused on helping organizations go beyond innovation theater by developing tools to implement the Discovery Driven Growth approach. She received her Ph.D. from the Wharton School (University of Pennsylvania) and has degrees with honors from Barnard College and the Columbia School of International and Public Affairs. Follow Rita on Twitter @rgmcgrath. For more information, visit RitaMcGrath.com

Today my guest is Rita McGrath. She is a best-selling author, sought-after speaker, and a longtime professor at Columbia Business School. She is widely recognized as a premier expert on strategy, innovation, entrepreneurship and growth during times of uncertainty. Rita has received the #1 achievement award for strategy from the prestigious Thinkers50 and has been consistently named one of the world's Top 10 management thinkers in its bi-annual ranking. As a consultant to CEOs, her work has had a lasting impact on the strategy and growth programs of Fortune 500 companies worldwide. Rita is a highly sought-after speaker at exclusive corporate events around the globe, such as the Global Peter Drucker Forum. She is also the author of several books, including the best-selling The End of Competitive Advantage (Harvard Business Review Press, 2013). Her new book is Seeing Around Corners: How to Spot Inflection Points in Business Before They Happen (Houghton Mifflin Harcourt, 2019). She has written three other books, including Discovery Driven Growth, cited by Clayton Christensen as creating one of the most important management ideas ever developed. She received her PhD from the Wharton School (University of Pennsylvania) and has degrees with honors from Barnard College and the Columbia School of International and Public Affairs. Here are some of key items that you will learn in this podcast episode: How did Walmart innovate in response to a resistant culture? Some practical ideas about How to See Around Corners Learn about the Red Box strategy that Adobe used What is Rita's Superpower? Personal inflection points and how to personally manage being an Innovation Leader How retail will rebound, i.e. the story of Showfields. What Rita means by Snow melts from the edge, and the imperative for leaders. How innovation proficiency defangs an organization's anti-bodies Books written by Rita McGrath: - Seeing Around Corners: How to Spot Inflection Points in Business Before They Happen, by Rita McGrath. (Houghton Mifflin Harcourt, 2019) - The End of Competitive Advantage: How to Keep Your Strategy Moving as Fast as Your Business (Harvard Business Review Press, 2013) - Discovery-Driven Growth: A Breakthrough Process to Reduce Risk and Seize Opportunity by Rita McGrath. (Harvard Business School Publishing, 2009) - Marketbusters: 40 Strategic Moves That Drive Exceptional Business Growth by Rita McGrath. (Harvard Business School Publishing, 2009) - The Entrepreneurial Mindset: Strategies for Continuously Creating Opportunity in an Age of Uncertainty (President and Fellows of Harvard College, 2000.) References: - Why Do So Many Incompetent Men Become Leaders?: (And How to Fix It), by Tomas Chamorro-Premuzic. (Harvard Business Review Press, 2019) - The Right It: Why So Many Ideas Fail and How to Make Sure Yours Succeed, by Alberto Savoia. (HarperOne, 2019) - Amy C. Edmondson is an American scholar of leadership, teaming, and organizational learning who studies psychological safety in organizations and teams. Click on the link to see more from Wikipedia. - acqui-hire: According to Wikipedia, acquihire is the process of acquiring a company primarily to recruit its employees, rather than its products or services. Click on the term for more details. - The Chief Strategy Officer Playbook: How to Transform Strategies Into Great Results, Thinkers50 Books. You can download this as a pdf for free.

En la situación actual de la innovación : “En EE.UU. se crea, en Asia se escala […] y Europa tiene que despabilar” “Las estructuras jerárquicas tradicionales, ya no nos valen en las organizaciones hoy […] somos más como redes neuronales que como cuadritos en cajas, en la empresas”. “La transformación digital es un 80% de cambio humano y un 20% de tecnología”. Estas son sólo algunas de las interesantísimas reflexiones que hemos podido compartir en esta edición de Más Allás de la Innovación, con Fernando Mateo Sanz, una de las voces más autorizadas y destacadas en este sector, y en lengua española, por su larga y fructífera carrera en la empresa, la tecnología, la innovación y en la docencia. Fernando Mateo, actualmente, es Senior Director of Data Science & Technology en IE University y Profesor de Business Analytics & Innovation y de Data Management & Governance. Posee una amplia experiencia en Consultoría y Tecnología, con importantes logros en grandes corporaciones de todo el mundo a través de la innovación y la implantación de tecnologías avanzadas. En los últimos años se ha centrado en procesos de Transformación Digital. Ha sido Socio en EY, Máximo Responsable de la División de Consultoría Tecnológica en INDRA, y Country Director (España y Portugal) en TERADATA Consulting, entre otros cargos. Adicionalmente, ha impartido masterclasses y conferencias en numerosas Universidades, Congresos y Corporaciones, en Europa, Estados Unidos, América Latina y Asia. Sus líneas de investigación abarcan Ecosistemas de Innovación, Tecnologías Cognitivas y Ontologías. Doctorando- PhD en Ingeniería Informática (UCM), Licenciado en Ciencias Económicas y Empresariales (Universidad Autónoma de Madrid), Executive MBA (IE Business School) y Advanced Banking Program por The Wharton School (University of Pennsylvania). Presentado por Paco Estrada y Philippe Lardy Música :https://incompetech.filmmusic.io/ by Kevin McLeod Licencia : Creative Commons (CC BY-NC-SA) Transcripción automática del podcast Un espacio sonoro patrocinado por open expo para estar al dia de la innovación tecnológica abierta más allá de la innovación. En. No. Qué. Hola qué tal están amigas y amigos de la innovación tecnológica abierta dentro de la serie de entrevistas con personajes relevantes del mundo de la innovación en abierto tenemos el placer de charlar con fernando mateo sanz y compartiré con todos unas interesantes en las reflexiones que nos irá dejando a lo largo del pocas nuestro invitado desde su amplio y cualificado punto de vista avalado por su extensa trayectoria en el mundo de la empresa las tecnologías de la innovación y actualmente también de la formación fernando mateo actualmente es senior directora de tatarstán y en c y tecnología en inglés university y profesor de vincennes analítica e innovación y de data management anglófonos posee una amplia experiencia en consultoría y tecnología con importantes logros en grandes corporaciones de todo el mundo a través de la innovación y la implantación de tecnologías avanzadas en los últimos años se ha centrado en el proceso de transformación digital ha sido socio en ella un máximo responsable de la división de consultoría tecnológica e indra y cachorro y director para españa y portugal entrada consulting entre otros cargos adicionalmente ha impartido master clases y conferencias en numerosas universidades congresos y corporaciones en europa estados unidos américa latina y asia sus líneas de investigación abarcan ecosistemas de innovación y tecnologías activas y otro logias excepto cuando en ingeniería informática en la universidad complutense de madrid licenciado en ciencias económicas y empresariales por la universidad autónoma de madrid ceuta y enviar en y vistas escul y avanzase banking program por de wharton school de la universidad de pensilvania junto con philip lago di feo the open expo compartimos estos a minutos de charla y reflexión en más allá de la innovació...

Are you changing careers? Looking for a new job? If so, you won't want to miss our conversation with Dr. Dawn Graham, host of the popular call-in talk radio show, Career Talk on Sirius XM Radio, and author of the book: Switchers: How Smart Professionals Change Careers -- and Seize Success. In this episode, Dr. Dawn talks about switching careers, the job-search, job interviews, networking, etc.Dr. Dawn is a Licensed Psychologist, a Career Switch Coach, a TEDx Speaker | Your Next Job is One Conversation Away, LinkedIn Instructor, a former corporate recruiter, a contributor to Forbes.com - The Leadership Channel and the Career Director for the Executive MBA Program at The Wharton School University of Pennsylvania. Dr. Dawn is a fun, smart and entertaining guest! We really think you'll enjoy this interview!Join Our Podcast Email List! Follow Our Podcast:Website: Listen To Our Podcast HereYouTube Channel Twitter LinkedIn Facebook InstagramAll Things College and CareerMeg's LinkedIn Bobbie's LinkedIn ACADEMIC & CAREER ADVISING SERVICES:Visit Website: Academic and Career Advising ServicesSchedule an Appointment with Academic & Career Advising ServicesMusic Production: Lena Keller: lena.m.keller@gmail.comTechnical Production: Richard BarnettSHOW NOTES:Follow Dr. Dawn on TwitterDr. Dawn's WebsiteFollow Dr. Dawn on InstagramFollow Dr. Dawn on FacebookFollow Dr. Dawn on LinkedInJohns Hopkins UniversityUniversity of PennsylvaniaUniversity of DenverSeton Hall UniversityInformation on the Movie: Clue

I can think of no one more suited to impart to us pearls of wisdom from today's episode. Jeff has been active in ministry for over 25 years. He joined UMI in 1994 after a career that included working for Johnson & Johnson, where he was a winner of the Johnson & Johnson Leadership Award and Bristol Myers Squibb. Jeff's educational background includes prep school education at St. Albans School (The National Cathedral School for Boys) in his hometown of Washington, D.C., and a B.A. degree with honors from Fisk University. He earned his Juris Doctorate (JD) from Georgetown University Law School and was admitted to the Pennsylvania Bar and the U.S. Supreme Court Bar. He earned an MBA in Finance and International Business from Columbia University Graduate School of Business in New York and completed additional study at the Wharton School (University of Pennsylvania) and Harvard Law School. Jeff is the author of the book and media literacy Bible study guide God's Vision or Television: How Television Influences What We Believe and is also a contributing author to the book Nonprofit Leadership in a For-Profit World. He has four children and is married to Lakita Garth Wright.

I can think of no one more suited to impart to us pearls of wisdom from today's episode. Jeff has been active in ministry for over 25 years. He joined UMI in 1994 after a career that included working for Johnson & Johnson, where he was a winner of the Johnson & Johnson Leadership Award and Bristol Myers Squibb. Jeff’s educational background includes prep school education at St. Albans School (The National Cathedral School for Boys) in his hometown of Washington, D.C., and a B.A. degree with honors from Fisk University. He earned his Juris Doctorate (JD) from Georgetown University Law School and was admitted to the Pennsylvania Bar and the U.S. Supreme Court Bar. He earned an MBA in Finance and International Business from Columbia University Graduate School of Business in New York and completed additional study at the Wharton School (University of Pennsylvania) and Harvard Law School. Jeff is the author of the book and media literacy Bible study guide God’s Vision or Television: How Television Influences What We Believe and is also a contributing author to the book Nonprofit Leadership in a For-Profit World. He has four children and is married to Lakita Garth Wright.

Professor Christian Terwiesch gets in touch with Lochhead for a remarkable conversation about connected opportunities in the customer journey. They dig into his new book, Connected Strategy, which looks into new forms of connectivity that can build legendary interactions with customers. “What would it take that you blow this tradeoff away and you can have a higher efficiency, low fulfillment cost interaction with the customer and still delight the customer?” - Professor Christian Terwiesch First Things First: Customer's Perspective In order for connected strategies to happen, business leaders should first think about the customer's perspective. It is important to know the product and service that you want to provide them. And even more important is knowing the customer's motivations for availing of your product. For example, a shoe designer can spend tons of money on R&D and marketing to build relationships with retail stores. And even then, they could fail miserably at understanding their customers' pain points. After all, the company that focuses on just the shoe itself will not be able to deliver quality customer journey. “The customer's pain points are not about just buying the shoe and having a great shoe. There's a much bigger aspiration that this runner potentially has—feeling good, running their first marathon.” - Professor Christian Terwiesch Connected Customer Journeys A term that Professor Terwiesch is particularly fond of is “consumption shame”, called “customer journey” in his book. This reminds us that people do not wake up in the morning and say they want our product. They first have to realize the need, which may be initially latent, for a product. From there, they can make the choice and finally buy the product. This journey, a form of engagement and experience, is made of weaved and repeated interactions. “It's weaving those disjoint experiences together, so that you and I—my firm and you—will have a relationship that goes much longer than one episode.” - Professor Christian Terwiesch Recognize, Request, Respond, Repeat Lochhead also shared his own experience after a recent purchase of podcasting equipment. A representative rang him up, asked some questions about his purchase, and then offered to help him directly should he have concerns. Christopher also received an email containing links to the shop's FAQs page, which completely blew him away. A company's personal touch shows the embeddedness of the moment of purchase in a longer customer journey. There could also be a similar experience for other customers before they make the purchase. Four stages in the journey that could use such connected strategies are the moments when customers recognize, request, respond and repeat their interaction with the product. To hear more about connected strategies from Professor Terwiesch and how you can utilize them, download and listen to the episode. Bio: Christian Terwiesch is a professor of Operations and Information Management at Wharton and co-directs Penn's Mack Institute for Innovation Management.   With extensive experience in MBA teaching, online courses, and executive education. Professor Terwiesch has authored several books, and published in many of today's leading academic journals, from Management Science to The New England Journal of Medicine.    He also hosts the national Sirius XM radio show Work of Tomorrow. He holds a doctoral degree from INSEAD and a Diploma from the University of Mannheim.   Links: OID, Wharton School - University of Pennsylvania Profile Executive Education, Wharton School - University of Pennsylvania Profile Twitter Amazon Profile Amazon - Connected Strategy Speaker Booking Agency Profile Work of Tomorrow We hope you enjoyed Professor Christian Terwiesch on this episode of Follow Your Different™! Christopher loves hearing from his listeners. Feel free to email him, connect on Facebook, Twitter, Instagram and subscribe on iTunes!

In this episode, we’re in the thick of Korea Blockchain week for our roadshow and we wanted to introduce you to one of the top movers, shakers and connectors, named Andrew Lee. Andrew Lee (pictured left) and Chris Groshong (pictured right) Andrew has an MBA and Bachelor’s degree in Finance, Accounting and Economics from The Wharton School | University of Pennsylvania. He's built an extensive professional and personal network worldwide, having spent 15 years in Asia and the rest in the U.S. In this episode, we’re in the thick of Korea Blockchain week for our roadshow and we wanted to introduce you to one of the top movers, shakers and connectors, named Andrew Lee. Andrew Lee (pictured left) and Chris Groshong (pictured right) Andrew has an MBA and Bachelor’s degree in Finance, Accounting and Economics from The Wharton School | University of Pennsylvania. He's built an extensive professional and personal network worldwide, having spent 15 years in Asia and the rest in the U.S. As a venture capitalist, entrepreneur and investment banker, Andrew worked at storied institutions such as Apple, a multi-billion dollar Tiger hedge fund, Merrill Lynch, Lehman Brothers and Enron. As Andrew hosted multiple upscale events, his clients were multi-billionaires, and his sponsors were Diageo, Uber, Red Bull, Ultra Music Festival and New Face Models. "As a global organization, FOMO MASTERNODE operates as a red carpet, curated events company and crypto fund, involving some of the biggest names in crypto worldwide. The network and participants are comprised of global & local media, influencers, market makers, exchanges, investment funds, lawyers, syndicates and ICOs ... represented from all parts of the world: Shanghai, Silicon Valley, Beijing, New York City, Taipei, Singapore, London, Dubai, Tokyo, Thailand, Israel, Hong Kong, etc. The main driver of the company are the events, and the fund is just a by-product given all the publicity and access. What I do is an art -- it's an indirect and subtle way of marketing, fundraising and building brand awareness, globally. These all go hand-in-hand, and if executed well, the outcome is immensely synergistic." ~Andrew Lee, founder of FOMO MASTERNODE Sponsors for the July 14th, 2018 FOMO MASTERNODE event included: After listening to this episode you will learn: About Andrew’s background as an investment banker and VIP hospitality host for billionaires around the world That macroeconomics was the initial gateway into Andrew’s transition into finance, and eventually Wall Street FOMO MASTERNODE’s story and how it is helping build the ecosystem in Asia and the United States How he came up with the idea and built a global brand from scratch His prior history organizing & hosting events for VIPs, billionaires, hedge fund & private equity CEOs, venture-backed startups  How this was the genesis to FOMO MASTERNODE What Andrew does in his personal time when not working Warnings about not over-doing things as Andrew did trading Bitcoin Futures  For show notes and more please visit: LAB Radio

In the past 50 years, marital rates have declined significantly, especially among lower socioeconomic groups. Meanwhile increase in the ease of divorce and improvements in contracting outside of marriage (e.g.,child support laws) have made marriage increasingly similar to cohabitation, except for in the treatment of assets upon divorce. Corinne Low, together with coauthor Jeanne Lafortune, present a case that as the commitment offered by marriage declined, this division of assets offered extra "insurance" to women in high asset unions. This in turn encouraged investment in child human capital, even at the cost of one's own earnings, and allowed marriage to retain its value amongst asset holders particularly homeowners. Meanwhile, the value of marriage eroded for other groups, creating a wealth gap in marriage rates that may underly the apparent income, race, and education gap.    Corinne Low, Assistant Professor of Business Economics and Public Poliy, The Wharton School University of Pennsylvania.

Raynelle Grace is President and CEO of Abex Systems, a technology consulting firm with federal government contracts. Abex Systems merges Raynelle's engineering background with her business savvy to help large corporations and government clients achieve cost savings and process efficiencies, often via information technology automation. On one project, she helped a client save over $13M in one year by streamlining their technology purchases. Through Abex,  Raynelle also helps other small businesses learn how to pursue government contracts. Raynelle is also Managing Director of Rdeans Realty. Her firm provides real estate sales and property management services. She is affiliated as an Associate Agent with Redfin Corporation, a real estate company that is changing the game in real estate by using technology and transparency to delight its customers. Raynelle received her undergraduate degree in Systems Engineering from the University of Virginia; her master's degree in Systems Engineering from George Washington University; and her graduate certificate in Budge & Finance from Georgetown University. In parallel with running her thriving businesses, she is also currently working on her Master of Business Administration at The Wharton School (University of Pennsylvania).