Rethinking 21st Century Business
What behaviors are uniquely human? In this world where machines can out-think, out-process, and out-perform us, it’s the things machines cannot do, the things that come from the heart where our values reside that are uniquely valuable and will never be automated or commoditized. The companies that figure out how to tap into their workers humanity, will be the companies that endure. How can businesses identify and develop these uniquely human behaviors? This session will explore how companies are designing their organizations to engage their employees and capitalize on their strengths – the key for long-term competitive advantage.
Scaling Human Centered Organizations
Many big corporations are increasingly attaching themselves to the idea of the human organization. Think about slogans such as Human Energy (Chevron); The Human Element (Dow); The Human Network (Cisco); We Speak Human (Ally Bank); Bank Human (TD Bank); Designed for Humans (Samsung); Be More Human (Reebok). But it’s one thing to be branded a human centered organization, it’s quite another to scale and build one. That’s the work that urgently remains to be done. To do anything at scale you need a system. This session will explore how to build a system that will power the human organization.
Rewriting the Leadership Playbook for The Human Economy
To build the human organizations of the future, a fundamentally different mindset of leadership is required. Formal authority, the power to command and control, is decaying and dissipating. Moral authority, which connects and collaborates around shared values, is gaining potency and currency. This session will explore what’s required to lead in the new Era of Behavior.
Power through the People: Inspirational Leadership
Leaders and leadership models are under challenge as never before. Many leaders express uncertainty about how to align a global team of thousands or hundreds of thousands of people. Despite holding all the “reins of power,” these leaders increasingly are coming to believe that the traditional ingredients of success – while necessary — are no longer sufficient. They are looking for a better way to unite and inspire their people and their behavior. Today, leaders seek to inspire performance not only in terms of the new ideas that will become our next-generation products and services, but also in how they behave in and relate to the world around them. The old system of ‘command and control’ using carrots and sticks to exert power over people is fast being replaced by ‘connect and collaborate’ to generate power through people and to inspire principled performance in them. What leadership approaches do we need to get the kind of game-changing ideas and behaviors we need today…and what approaches must we do away with?
Trust: Your Company’s Innovation Strategy
In an era where every corporation wants to be at the forefront of disruptive innovation, the question becomes how do you create and scale a culture that incubates game-changing ideas? The answer can be found in purpose, mission, values, and perhaps most importantly, trust. Statistically, research has shown that employees who experience a high-trust environment are up to 22 times more likely to take risks that benefit the company; employees who operate in a culture of trust and risk taking are eight times more likely to report higher levels of innovation relative to their competition; employees functioning in a culture of high trust, risk taking, and innovation are six times more likely to report elevated levels of financial performance compared to the competition. How do you extend trust as a tested business strategy?
The New Metrics
Business is always about metrics and measurement, and we have evolved complex systems to measure the quantity and quality of what we do. Yet, without question, our systems of measurement have not mapped to our 21st century realities. Conversations about “how much” echo throughout business, politics and our personal lives: How much revenue can we squeeze into this quarter?; How much debt can we tolerate?; How much growth can we generate?; How much government do we need? But “how much” and “how big” aren’t the right questions – not in a world with dwindling resources, and not in a business realm where competitive advantage cannot be sustained via out-producing, out-spending or out-selling. Instead of reflexively asking “how much,” we should examine the new models and frameworks that focus on the “question of HOW”: how decisions are made, how employees are treated, how service is delivered, how we relate and behave toward all stakeholders. This session will discuss the models, frameworks and tools that will enable a new set of metrics, and the past efforts (quality and safety movements) that serve as helpful models on how this change can become systemized.
HOW: The Era of Behavior
The flood of information, unprecedented transparency, increasing interconnectedness - and our global interdependence are dramatically reshaping today's world, the world of business, and our lives. We are in the Era of Behavior and the rules of the game have fundamentally changed. It is no longer what you do that matters most and sets you apart from others, but how you do what you do. What are commodities, easily duplicated or reverse-engineered. Sustainable advantage and enduring success for organizations and the people who work for them now lie in the realm of how, the new frontier of conduct. This session describes why how we behave, lead, govern, operate, consume, engender trust in our relationships, and relate to others matters more than ever and in ways it never has before.
Future Leaders in The New Era of Behavior
Young people will make up 75 percent of the global workforce in the next five years. This demographic is attending college in record numbers, but are our universities doing enough to prepare them for the realities of a work environment where they will need to display appropriate leadership skills from day one on the job? As machines take over more roles of the “knowledge economy,” are educational institutions placing enough emphasis on developing the behaviors that will make these future leaders irreplaceable in the workforce?
Dov Seidman’s professional career has focused on how companies and their people can operate in both a principled and profitable way.
Dov is the founder and CEO of LRN. Since 1994, LRN has helped hundreds of companies simultaneously navigate complex legal and regulatory environments and foster ethical cultures.
Today, LRN operates globally and reaches, works with, and helps shape winning organizational cultures inspired by sustainable values in hundreds of companies with over 20 million people working in more than 100 countries around the world. Dov is the author of HOW: Why HOW We Do Anything Means Everything recently published by Wiley & Sons in an expanded edition with a foreword by President Bill Clinton and a new preface from Dov on why how we behave, lead, govern and relate to others matters more than ever and in ways it never has before.
Fortune called Dov the “hottest advisor on the corporate virtue circuit” and Economic Times named him a “Top 60 Global Thinker of the Last Decade.” Dov became the exclusive corporate sponsor of the Elie Wiesel Foundation for Humanity Prize in Ethics in 2008. He is a Harvard Law School graduate who also earned a bachelor’s and master’s degree in moral philosophy from UCLA and a BA with honors in philosophy, politics, and economics from Oxford University.