BY ACCEPTED REGISTRATION ONLY
Tuesday, January 31, 2017
Lead the Work: Organizing new organizational forms, intermediaries & alternate work with Dr. John Boudreau
Future leadership will increasingly involve optimizing how you get the work done, not how you manage employees. Estimates are that over 40% of work will soon be done by individuals that are not employed by the organization they work for. Yet virtually all present laws, organizational systems and human resource processes are designed assuming that managing full-time employees is how work gets done. A world beyond employment offers options such as alliances, talent-trading, tours of duty, freelancers, along with familiar options of outsourcing, temporary employment and contractors. What are the fundamental dimensions of this new world, and how can they help leaders make better decisions about work and talent?
Learn about alternative work arrangements, including alliances, talent-trading, tours of duty and freelancers, along with more familiar options, such as outsourcing, temporary employment and contractors
Understand how to help leaders make better decisions about work and talent in this shifting work environment
About the evening's thought leader
Professor and Research Director at the University of Southern California’s Marshall School of Business and Center for Effective Organizations, is recognized worldwide for breakthrough research on the bridge between superior human capital, talent and sustainable competitive advantage. Dr. Boudreau consults and conducts executive development with companies worldwide that seek to maximize their employees’ effectiveness by discovering the specific strategic bottom-line impact of superior people and human capital strategies.
Dr. Boudreau has published more than 50 books and articles. Dr. Boudreau’s large-scale research studies and focused field research addresses the future of the global HR profession, HR measurement and analytics, decision-based HR, executive mobility, HR information systems and organizational staffing and development. His scholarly research is published in Management Science, Academy of Management Executive, Journal of Applied Psychology, and Personnel Psychology. Features on his work have appeared in Harvard Business Review, The Wall Street Journal, Fortune, Fast Company and Business Week, among others.
He helped to establish and then directed the Center for Advanced Human Resource Studies (CAHRS), at Cornell University, where he was a professor for over 20 years, before his current position as Research Director for the Center for Effective Organizations, at the University of Southern California.
Wednesday Dinner - February 1, 2017
We've reached maximum capacity for this event. Please send a note to Inna Tuka to be added to the waiting list.
Leadership BS: Fixing Workplaces and Careers One Truth at a Time with Jeffrey Pfeffer
(Based on the book Leadership BS)
For literally decades the world has seen books, blogs, Ted talks, executive development efforts, conferences, and similar activities—some estimates place the size of the leadership education and development budget in the U.S. at $20 billion annually. Nonetheless, almost every piece of evidence—on job satisfaction, trust in leaders, employee engagement, leadership success, the efficacy of leadership development efforts—shows persistent failure and problems, with leader tenures getting shorter and things getting worse.
Why? And more importantly, what might organizations do to fix the ongoing crises in leadership? This book takes on the simplistic nostrums that have beset the leadership industry and offers evidence-based, practical suggestions for enhancing both personal and organizational success.
Understanding why leadership development efforts have typically been so ineffective, and what might be done to make them more effective.
What are some advantages of building less "leader-centric" organizations and cultures.
What are the differences between the traits we claim to want in leaders and the behaviors that make leaders successful-and why such differences exist and persist.
About the evening's thought leader
Jeffrey Pfeffer (www.jeffreypfeffer.com) is the Thomas D. Dee II Professor of Organizational Behavior at the Stanford Graduate School of Business where he has taught since 1979. Pfeffer is the author or co-author of 14 books on topics including power in organizations, managing people, evidence-based management and The Knowing-Doing Gap. His latest book, Leadership BS: Fixing Workplaces and Careers One Truth at a Time, was published in September, 2015. Author of more than 150 articles and book chapters, Pfeffer has won numerous awards for his scholarly research, including an Honorary Doctorate from Tilburg University in The Netherlands.
Pfeffer has taught seminars in 39 countries and has been a visiting professor at Harvard Business School, London Business School, Singapore Management University, and IESE in Barcelona. Prior to joining Stanford, he was on the faculty at the business schools at the University of California, Berkeley, and the University of Illinois. Pfeffer has served on the board of directors of several human capital software companies as well as other public and private company and non-profit boards.
Thursday Dinner - February 2, 2017
Brexit: British, European and International implications with Dr. Tim Oliver
The vote by the British people to leave the European Union has presented the UK, the rest of the EU and allies such as the USA and Canada with an unprecedented challenge. The political, legal, diplomatic, economic, security and social issues to be dealt with make ‘Brexit’ the defining issue of UK politics for the next few years. It also joins a long list of problems facing the EU, a list that includes the future of the Eurozone, Schengen, and the security of Eastern Europe. Both the UK and the EU also face the challenge of understanding what it was that led the British people to vote for leave. The potential for misunderstanding, flawed decisions and a collapse in trust are very high for all concerned. The potential costs and gains for all concerned are equally high. How will a positive way forward be found? And what lessons can be learnt from Brexit?
- Examine potential, constructive ways in which the EU and U.K. can move forward
- Discover the valuable lessons we can learn from Brexit
- Discuss what Brexit means for non-European countries.
About the evening's thought leader
Dr. Tim Oliver is a Dahrendorf Fellow for Europe-North American relations at LSE IDEAS. His research focuses on transatlantic relations, British foreign, security and defence policies, UK central government, the Westminster Parliament, UK-EU relations (especially the possible implications for the EU of a British withdrawal), the EU’s development, institutions and international relations, and the Liberal Democrat party.
Between 2010-2012 and 2014-2015 he was a Senior Lecturer in the Department of Defence and International Affairs at the Royal Military Academy Sandhurst. From 2012-2014 he was a transatlantic post-doctoral fellow for International Relations and Security (TAPIR). He has worked at the Stiftung Wissenschaft und Politik (Berlin), the RAND Corporation (Washington D.C.), and the Center for Transatlantic Relations at Johns Hopkins University's School of Advanced International Studies in Washington D.C. He has taught at LSE and UCL. He has also worked in the European Parliament, Brussels and the House of Lords, including several years in the Liberal Democrats House of Lords Whips’ Office.
Tim holds a degree (first class) in political science from the University of Liverpool, an MSc (distinction) in European Studies from the London School of Economics, and a PhD from the LSE's Department of International Relations. Tim’s doctoral research focused on foreign policy making in the UK's core executive