Outthinkers

Peter G. Klein is a Professor of Entrepreneurship at the Baylor University’s business school, and Faculty Director of Baylor's Baugh Center for Entrepreneurship and Free Enterprise. He is also Adjunct Professor of Strategy and Management at the Norwegian School of Economics and Carl Menger Research Fellow at the Mises Institute. Peter’s research focuses on the links between entrepreneurship, strategy, and organization, with application to innovation, diversification, vertical coordination, health care, and public policy. His work has appeared in numerous top journals from Academy of Management Review, to the Sloan Management Review. Peter’s 2012 book Organizing Entrepreneurial Judgment, received the 2014 Best Book Award from the Foundation for Economic Education. His upcoming book Why Managers Matter, being published in October 2022, focuses on how even though the decentralized, “startup” culture has been increasingly popular the last few decades, the creative use of authority and hierarchy helps companies to be more agile and flexible, enabling educated, motivated people and teams to thrive. Peter has also held faculty positions at the University of Missouri's Division of Applied Social Science and Truman School of Public Affairs, the Copenhagen Business School, among other academic posts. He was formerly a Senior Economist at the Council of Economic Advisers. He holds a PhD in economics from the University of California, Berkeley and a BA from the University of North Carolina, Chapel Hill. In this podcast, he shares:Argues why this movement we are seeing toward decentralized organizations—flat hierarchies or no hierarchies—actually are not really flat Gives us a very clear answer to a critical question for anyone designing an organization: when and where is manager authority or centralized authority the better option to more open models What organizations need to do to unlock greater levels of intrapreneurship Why making profits depends on embracing uncertainty_________________________________________________________________________________________Episode Timeline:00:00—Introducing Peter + The topic of today’s episode2:22—What is your definition of strategy?3:41—What got you interested in strategy?5:04—Could you elaborate on your idea of "without uncertainty there would be no profits"?7:15—Do you think some companies are more equipped to take on risk than others?10:25—Are organizational structures becoming "flatter" or more layered, and why now?14:54—If the role of the manager changes to org design and directing, does strategy change and does leadership in essence change?17:50—Where do we expect to see hierarchy vs. non-hierarchy structures?23:18—How can people connect with you and follow your work?__________________________________________________________________________________________"The role of the manager is to design, implement, and force the organizational rules of the game. In other words, you're not playing the game for people, you're not making everyone's decision for him or for her, but rather you're putting people in the right places where they can use their abilities, and their human capital if you like."-Peter G. Klein_________________________________________________Thank you to our guests, thank you to our executive producer, Karina Reyes, our editor, Zach Ness, and the rest of the team. If you like what you heard, please follow, download, and subscribe. I'm your host, Kaihan Krippendorff. Thank you for listening.Follow us at outthinkernetworks.com/podcast

Julia Boorstin is the author of recently released book, When Women Lead. CNBC’s Senior Media & Tech Correspondent and has been an on-air reporter for the network since 2006. She also plays a central role on CNBC’s bicoastal tech-focused program “TechCheck” delivering reporting, analysis, and CEO interviews with a focus on social media and the intersection of media and technology. In 2013, Julia created and launched the CNBC Disruptor 50, an annual list she oversees, highlighting private companies transforming the economy and challenging companies in established industries. She also helped launch the network’s ‘Closing the Gap’ initiative covering the people and companies closing gender and diversity gaps. A graduate of Princeton University, she has been a reporter for Fortune magazine, as well as a contributor to CNN and CNN Headline News. She was also an intern for Vice President Gore’s domestic policy office. In this podcast, she shares:Key lessons from over 60 women CEOs and 300 research articles related to women and leadership Why we see so few women in leadership positions today (hint: a psychological concept called “pattern matching” has a lot to do with it)What unique leadership traits women leaders can bring to your strategy and company, and why they are so important, especially today _________________________________________________________________________________________Episode Timeline:00:00—Introducing Julia + The topic of today’s episode1:59—If you really know me, you know that...5:06—What is your definition of strategy?6:32—You talk about listening to diverse opinions. How do women bring this to leadership?8:55—Can you talk about the unique leadership approaches by women?12:22—Can you explain what the psychological term "pattern matching" means?14:36—What are some other leadership trips we haven't discussed yet that women bring to the workplace?16:16—Could you describe empathy in your own words?19:40—Of all the strategic advice you've gotten, what has really stuck with you?20:38—What is something we haven't covered you'd like to share?21:25—What is your suggestion for where to start for people dealing with these double standards?23:41—How can people connect with you?__________________________________________________________________________________________Additional Resources: Personal Page: https://juliaboorstin.comLinkedin: https://www.linkedin.com/in/juliaboorstin/Newest Book: https://www.amazon.com/exec/obidos/ASIN/1982168218Twitter: https://twitter.com/JBoorstinThank you to our guests, thank you to our executive producer, Karina Reyes, our editor, Zach Ness, and the rest of the team. If you like what you heard, please follow, download, and subscribe. I'm your host, Kaihan Krippendorff. Thank you for listening.Follow us at outthinkernetworks.com/podcast

A research fellow with MIT Sloan School's Initiative on the Digital Economy, Michael Schrage’s research, writing and advisory work focuses on the ‘behavioral economics’ of models, prototypes and metrics as strategic resources for managing ‘innovation risk’ and opportunity. He is author of award-winning The Innovator’s Hypothesis [MIT Press 2014], Who Do You Want Your Customers To Become? [Harvard Business Review Press 2012] and Serious Play [Harvard Business Review Press 2000]. His most recent MIT Press book, Recommendation Engines, was published Fall 2020 as part of its "Essential Knowledge" series. He runs design workshops and executive education programs on innovation, experimentation and ’strategic measurement' for global organizations. Currently pioneering work in ‘selvesware’ technologies—he coined the word—Schrage’s design research looks to augment aspects, attributes and talents of productive individuals. Ongoing research efforts also examine the interplay of ’network effects’-driven innovation, such as recommender systems, and human capital creation for the enterprise. His work exploring the future of KPIs, digital ‘performance management’ dashboards and machine learning - in collaboration with Google, McKinsey, Deloitte and the Sloan Management Review – builds on that theme, i.e. what happens when 'essential metrics' become ’software agents.' He is particularly interested in the future co-evolution of ‘expertise,’ ‘advice' and human ‘agency’ as technologies become ‘smarter’ than the people using them. In this podcast, he shares: How human-machine collaboration may evolve Why we should be asking, “What customer do we serve?” or even, “What problem do we want to solve?” but more importantly, “Who do we want our customer to become?” A powerful, simple, approach to activating greater innovation and experimentation throughout your organization __________________________________________________________________________________________"What kind of selves do our innovations, our products, our services, our user experiences, our customer experiences, our client experiences, facilitate, enable and empower?-Michael Schrage__________________________________________________________________________________________Episode Timeline:00:00—Introducing Mark+ The topic of today’s episode1:59—If you really know me, you know that...3:09—What is your definition of strategy?3:45—What is a 5x5 experiment?6:48—You look at AI and predictability, how does it change the 80/20 strategy that so many strategists abide by?10:00—You wrote a book on the concept of what a customer becomes. Could you explain what you mean by this?12:23—Could you talk to us about the idea of how we all have multiple selves, and how as a strategist that plays a part?15:47—Do people follow algorithmic recommendations, and what happens with algorithms becomes smarter than us?18:16—Do you think these machines we've been talking about help us become better selves?20:12—How can people connect and follow you to keep learning from you?__________________________________________________________________________________________Additional Resources: Twitter: Thank you to our guests, thank you to our executive producer, Karina Reyes, our editor, Zach Ness, and the rest of the team. If you like what you heard, please follow, download, and subscribe. I'm your host, Kaihan Krippendorff. Thank you for listening.Follow us at outthinkernetworks.com/podcast

Bruce Usher is professor of professional practice and the Faculty Director of the Tamer Center for Social Enterprise at Columbia Business School. He teaches on the intersection of finance, social and environmental issues, and is a recipient of the Singhvi Prize for Scholarship in the Classroom, the Lear Award, and the Dean’s Award for Teaching Excellence. In 2019, Bruce published Renewable Energy: A Primer for the Twenty-First Century, the first in the Earth Institute’s sustainability series of books. His latest book is Investing in the Era of Climate Change. Bruce has written numerous cases for use in business school courses, with a primary focus on climate change and business. Prior to joining Columbia University, Bruce was CEO of EcoSecurities Group plc, which developed greenhouse gas emission reduction projects in developing countries. EcoSecurities completed an IPO in 2005 and was acquired by JPMorgan in 2009. He was previously the co-founder and CEO of TreasuryConnect, which provided electronic trading solutions to banks and was acquired in 2001. Prior to that, he worked in financial services for twelve years in New York and Tokyo. He is an active investor and advisor to entrepreneurial ventures focused on climate change and clean energy, and is Chair of the Tamer Fund for Social Ventures. In this podcast, he shares:Why—and how—a climate catastrophe can be avoided, and why investors and business play a central role to avoiding it Which of the remarkable advances in energy technology forward-looking investors and people pouring money into it are likely to have the greatest impact Why clean energy is about to become remarkably inexpensive and what the implications might be for businesses and industries around the world _________________________________________________________________________________________Episode Timeline:00:00—Introducing Bruce + The topic of today’s episode2:23—If you really know me, you know that...3:43—What is your definition of strategy?4:15—What got you interested in strategy?4:58—What was your main motivation to use capitalism to solve social and environmental problems?6:50—How can this recent capitalistic interest "doing good" help us deal with climate change, and why now?8:30—Just to clarify, when we talk about climate change, is it inevitable or is it preventable?10:12—Could you give us examples of some of your favorite inventions or technologies 12:35—Expanding on your last point, some countries are already moving toward a hydrogen-based energy plan. Could you tell us about this?13:50—What should I be thinking about climate change in terms of its impact on business?15:44—What do most people get wrong about everything we've talked about in this podcast?17:08—How can people connect with you and your work; what's the next step?__________________________________________________________________________________________Additional Resources: Columbia Faculty Page: https://www8.gsb.columbia.edu/cbs-directory/detail/bmu2001Linkedin: Thank you to our guests, thank you to our executive producer, Karina Reyes, our editor, Zach Ness, and the rest of the team. If you like what you heard, please follow, download, and subscribe. I'm your host, Kaihan Krippendorff. Thank you for listening.Follow us at outthinkernetworks.com/podcast

Dr. Mark Esposito is recognized internationally as a top global thought leader in matters relating to The Fourth Industrial Revolution and the changes and opportunities that new technology will bring to a variety of industries. He is Co-Founder & Chief Learning Officer at Nexus FrontierTech, an AI scale-up venture and Co-Founder and Chairman of the Strategic Foresight Board for the Circular Economy Alliance, an EdTech venture. He was recognized in 2016 by Thinkers50 as one of the 30 most prominent rising business thinkers in the world. He is a global expert of the World Economic Forum, an advisor to national governments and a Distinguished Fellow in the UNESCO Chair in Future Literacy of Finance. He is currently advisor for the Prime Minister Office in the UAE. He serves as Senior Advisor to the Ideation Center of Strategy& at PwC. He is Professor of Business and Economics at Hult International Business School and at Harvard University’s Division of Continuing Education. He has authored/co-authored over 150 publications peer and non-peer reviewed, 12 books, among which two Amazon bestsellers: Understanding how the Future Unfolds and The AI Republic. His latest book is: The Emerging Economies under the Dome of the Fourth Industrial Revolution with Dr. Amit Kapoor for Cambridge University Press and his next one is The Great Remobilization: Designing A Smarter World with Dr. Olaf Groth and Dr. Terence Tse. He holds a Doctoral Degree in Business and Economics from Ecole des Ponts Paris Tech, one of France’s most prestigious Grande Ecole. In this podcast, he shares: Why the fourth industrial revolution is proving to be different from past industrial revolutions The potential good (and not so good) future implication of AI to business and society Which types of jobs AI will replace and which will not be effected and, more broadly, how AI and other technologies may shape the future of work __________________________________________________________________________________________""-Mark Esposito__________________________________________________________________________________________Episode Timeline:00:00—Introducing Mark+ The topic of today’s episode3:00—If you really know me, you know that...3:52—What is your definition of strategy?6:49—Can you describe your drive framework?9:04—What are the key technologies that compose the fourth industrial revolution?10:38—You talk about how technologies are adopted at quicker rates, but also how there are different aspects. Could you talk about that?13:22—Could you talk about how technology is influenced by humans, not necessarily replacing them?14:00—Could you talk about how technology is now enabling less-known opinions to be amplified and influence many people?15:37—Where do you think jobs will be replaced vs. augmented by technology?20:10—It seems based on what you're saying some people will join the creative work force, while others won't and potentially get left behind. What are the implications of that?23:22—How can people connect and follow you to keep learning from you?__________________________________________________________________________________________Additional Resources: Thank you to our guests, thank you to our executive producer, Karina Reyes, our editor, Zach Ness, and the rest of the team. If you like what you heard, please follow, download, and subscribe. I'm your host, Kaihan Krippendorff. Thank you for listening.Follow us at outthinkernetworks.com/podcast

Venkat Ramaswamy is Professor of Marketing at the Ross School of Business, University of Michigan, Ann Arbor, USA. He is a globally-recognized thought leader, idea practitioner, and eclectic scholar with wide-ranging interests in innovation, strategy, marketing, branding, IT, operations, and the human side of the organization. Venkat's award-winning book in 2004, The Future of Competition, co-authored with the late C.K.Prahalad, introduced Co-Creation as a revolutionary concept. It provided a new frame of reference for jointly creating value through experienced environments and called for a process of co-creation—the practice of developing offerings through ongoing collaboration with customers, employees, managers, financiers, suppliers, partners, and other stakeholders. Their articles, the popular 2000 Harvard Business Review article “Co-opting Customer Competence” and the 2003 MIT-PwC award-winning Sloan Management Review article “The New Frontier of Experience Innovation” envisioned an individual and experience-centric view of interactive value creation and innovation. Venkat's 2010 book, The Power of Co-Creation (with F. Gouillart) showed how enterprises in over twenty industry sectors were all leveraging platforms to create new interactions with people everywhere in the system and how new forms of value could be created together with individuals through a focus on human experiences. Venkat is currently working on co-creating systemic transformation and positive impact on wellbeing-wealth-welfare, through platforms in digitalized societal ecosystems that afford the enactment of interactional creation by engaging and organizing actors (across the plural, private, and public sectors).In this podcast, he shares: How digital technologies including IoT, edge computing, and AI are forcing us to fundamentally re-conceptualize strategy Why we should be thinking of experiences—rather than products and experiencers—instead of customers What it take to flip the mind-set of yourself your leadership, and your company to be ready for the future of competition __________________________________________________________________________________________""-Venkat Ramaswamy__________________________________________________________________________________________Episode Timeline:00:00—Introducing Venkat + The topic of today’s episode2:54—If you really know me, you know that...3:55—What is your definition of strategy?5:00—How is the idea of value being re-created, and how does that relate to strategy?8:03—Do you believe it is now easier to coordinate multiple services to deliver a composite experience, and why is that?11:00—How do you balance the many facets of how the "experiencers" are shifting their expectations of services and products, and how ecosystems are changing the value delivery?13:15—Could you explain what the mental shift we need to make in imagining a value chain is, and why is it happening now?15:27—How do you think the pandemic accelerated accepting the technological changes and innovations happening?20:21—Could you tell us your definition of co-creation?21:15—What is the cognitive leap that we need to make, and how can a CSO help leadership make that transition?Thank you to our guests, thank you to our executive producer, Karina Reyes, our editor, Zach Ness, and the rest of the team. If you like what you heard, please follow, download, and subscribe. I'm your host, Kaihan Krippendorff. Thank you for listening.Follow us at outthinkernetworks.com/podcast

Dr. Marshall Goldsmith, a New York Times #1 bestselling author, has written or edited 47 books which have sold over 3 million copies, been translated into 32 languages, and become listed bestsellers in 12 countries. Amazon recently recognized the ‘100 Best Leadership & Success Books Ever Written,' and included Marshall’s Triggers and What Got You Here Won’t Get You There. Marshall is the only living author with two books on the list. Marshall is a member of the Thinkers50 Hall of Fame. He is the only two-time Thinkers50 #1 Leadership Thinker in the World. He has been ranked as the World’s #1 Executive Coach and Top Ten Business Thinker for eight years, and he was chosen as the inaugural winner of the Lifetime Award for Leadership by the Harvard Institute of Coaching. Marshall served as a Professor of Management Practice at the Dartmouth Tuck School of Business. His Ph.D. is from UCLA’s Anderson School of Management, where he was the Distinguished Alumnus of the Year, and his MBA is from Indiana University’s Kelley School of Business, where he was the Distinguished Entrepreneur of the Year. He is one of a select few executive coaches who has worked with over 200 major CEOs and their management teams. He served on the Advisory Board of the Peter Drucker Foundation for ten years and has been a volunteer teacher for US Army Generals, Navy Admirals, Girl Scout executives, and leaders of the International and American Red Cross – where he was a National Volunteer of the Year. He has over 1.3 million followers on LinkedIn and over 3 million views on YouTube. Hundreds of his articles, interviews, columns, and videos are available (at no charge) online at www.MarshallGoldsmith.com. People from around the world have viewed, read, listened to, downloaded, or shared his resources tens of millions of times. In this podcast, he shares: How to coach people to start focusing on the long-term strategy goal Why doing good work is not enough, and what you need to do to get credit for the good work you do After decades of being one of the most sought-after coaches in the world what he has learned about what matters most, and what we should all be focusing on __________________________________________________________________________________________""-Marshall Goldsmith__________________________________________________________________________________________Episode Timeline:00:00—Introducing Marshall + The topic of today’s episode3:02—If you really know me, you know that...3:53—What is your definition of strategy?4:25—What is the "trick" to creating a vision for your company?5:08—What are you most well-known for?5:52—What motivated you to write your newest book?6:49—You talk about "every breath is a new me" in your book. Could you elaborate on this?8:53—How do you coach someone to learn to make the shift to a change?11:24—You say in your book, "credibility has to be earned twice." What do you mean by that?16:21—What are your thought on the topic of getting buy-in from leadership, and how this is one of the most critical points of making an idea come to fruition?20:50—The three big points in The Earned Life24:13—How can people connect and follow you to keeThank you to our guests, thank you to our executive producer, Karina Reyes, our editor, Zach Ness, and the rest of the team. If you like what you heard, please follow, download, and subscribe. I'm your host, Kaihan Krippendorff. Thank you for listening.Follow us at outthinkernetworks.com/podcast

A legend and leader in the hotel world, Horst Schulze's teachings and vision have reshaped the concepts of service and hospitality across industries. Horst’s professional life began more than 65 years ago as a server's assistant in a German resort town. He has worked for both Hilton Hotels and Hyatt Hotels Corporation before becoming one of the founding members of The Ritz-Carlton Hotel Company in 1983, where he created the operating and service standards that have become world famous. Horst served as President and COO, responsible for the $2 billion operations worldwide. It was under his leadership that The Ritz-Carlton Hotel Company became the first service-based company to be awarded the prestigious Malcolm Baldrige National Quality Award—twice. In 1991, Horst was recognized as "corporate hotelier of the world" by HOTELS magazine. In 1999, Johnson & Wales University gave him an honorary Doctor of Business Administration degree in Hospitality Management. Most recently, Horst was honored with the “Legacy of Innovation and Inspiration Award” by Historic Hotels of America. Horst went on to found The Capella Hotel Group. This luxury hotel company managed some of the most elite properties worldwide, and gave Horst the opportunity to further define the luxury hotel industry, receiving countless awards and recognitions. Today, Horst serves as Expert in Residence at Arch + Tower, a boutique, organizational strategy consulting firm, and recently completed his first book, titled Excellence Wins. In this podcast, he shares: How he built the culture behind the top rated luxury hotel chain in the world, Ritz-Carlton, and later CapellaSeveral immediately actionable practices you can put in place to directly shape and manage your organization's cultureWhy he believes you can transform culture within just a year and the first steps to take along that path__________________________________________________________________________________________"An overwhelming issue for me, relative to leaders of companies, is to accept your role." Accept that [your employees are] human beings that you deal with to be fulfilled in life. Human beings need to belong and need to have purpose. Why wouldn't we give them purpose that the vision or why wouldn't we do this as organization?"-Horst Schulze__________________________________________________________________________________________Episode Timeline:00:00—Introducing Horst + The topic of today’s episode2:53—If you really know me, you know that...3:26—What is your definition of strategy?6:25—How do you know if the purpose or "why" of your company is authentic?7:39—How do you define customer-centricity?11:12—How do you help every employee understand the company's intent when it comes to customers?14:03—Could you explain your meeting structures and mechanisms in which you share messages with your team?17:14—How long does it take to have a lasting culture change?18:20—Is there anything we missed you'd like to share?20:22—Where can people follow you and your work?__________________________________________________________________________________________Additional Resources: Personal page: Thank you to our guests, thank you to our executive producer, Karina Reyes, our editor, Zach Ness, and the rest of the team. If you like what you heard, please follow, download, and subscribe. I'm your host, Kaihan Krippendorff. Thank you for listening.Follow us at outthinkernetworks.com/podcast

FutureThink CEO Lisa Bodell ranks among the Top 50 Speakers Worldwide and is the best-selling author of Kill the Company and Why Simple Wins. She’s a global leader on simplification, collaboration, and innovation, whose keynotes leave audiences inspired to change and arm them with radically simple tools to get to the work that matters. Lisa brings a compelling perspective to the sought-after topics of simplification and innovation to over 100,000 people each year. A thought leader and serial entrepreneur, her transformational message has inspired executives at top-ranked organizations such as Google, Cisco, Citigroup, and the U.S. Navy War College. Lisa provides a provocative yet practical approach that enables organizations and individuals to eradicate the unnecessary complexity and time-sucks that hold them back from more meaningful work, and allow simplicity to become their new operating system. She has also contributed her expertise to a wide variety of media. She is a monthly contributor to Forbes and has frequently appeared in other media including: Fast Company, WIRED, The New York Times, Inc., Bloomberg Businessweek, Harvard Business Review, The Huffington Post, FOX News, and CNN. She has taught innovation at both American University and Fordham University, and has served on the board of advisors of several organizations, including the Global Agenda Council for the World Economic Forum, the United States National Security Agency, and the Association of Professional Futurists In this podcast she shares: Practical tips to get your organization to simplify … that is to stop doing the busy work that is not strategic so you spend more time focusing on the work that actually matters How to run a “kill your company” exercise and why doing so can unleash innovation and new thinking Why changing culture should not be a top down process, indeed is should neither be top down or a process at all, and what works instead __________________________________________________________________________________________Episode Timeline:00:00—Introducing Lisa + The topic of today’s episode2:39—If you really know me, you know that...3:06—What is your definition of strategy?4:00—Can you talk to us about how we do things that are strategic vs. not?5:02—What are people spending time on if not strategic things?6:08—What are practical things people can do to encourage a culture that has the space and room to say no to things?8:27—Can you illustrate effective ways other leaders have created a culture of simplicity?11:26—We often think of change as a top-down process, could you describe how you think of it differently? 13:05—How can the SWT analysis tool best be used to make strategic decisions?16:08—Could you share some practical tips on how to run an effective strategy meeting?17:13—If someone wants to start implementing the shift toward simplicity, how do you get started on that path?18:29—What are the first steps to addressing risk aversion?19:47—Where can people follow you and learn from you?__________________________________________________________________________________________Additional Resources: LinkeThank you to our guests, thank you to our executive producer, Karina Reyes, our editor, Zach Ness, and the rest of the team. If you like what you heard, please follow, download, and subscribe. I'm your host, Kaihan Krippendorff. Thank you for listening.Follow us at outthinkernetworks.com/podcast

Dr. Anna Tavis is Clinical Professor and Academic Director of Human Capital Management Department at NYU School of Professional Studies, Senior Fellow with the Conference Board, and the Academic in Residence with Executive Networks. Anna has been named to Thinkers50 Radar for 2020. Her latest book, Humans at Work. The Art and Practice of Creating a Remote Workplace, was published in the spring of 2022. Anna publishes regularly and has been quoted by the Washington Post, Bloomberg, The Human Resources Executive, and Training Magazine. Her Harvard Business Review articles with Peter Cappelli "HR Goes Agile" ( 2018) and "The Performance Management Revolution" (2016) were reprinted in HBR's Must Reads and in Agile: The Insights You Need from Harvard Business Review (2020).She has navigated a diverse global career in academia, business and consulting, and was the Head of Motorola’s EMEA OD function based in London, Nokia’s Global Head of Talent Management based in Helsinki, Chief Learning Officer with United Technologies Corp based in Hartford, CT and Global Head of Talent and Organizational Development with AIG Investments based in NYC. Her work on the topics of Future of Work, People Analytics and Technology, Employee Experience and Intelligent Automation in the Workplace are truly at the cutting edge. In this podcast, she shares: Three trends most impacting the future of work How AI will shape what work humans do in the future Why diversity and inclusion matter What it will take for an organization or a leader in an organization to win the war for talent going forward __________________________________________________________________________________________"With culture, you're dealing with changes in values, but I think even more important: changes in behaviors, how we do things around here." -Anna Tavis__________________________________________________________________________________________Episode Timeline:00:00—Introducing Anna + The topic of today’s episode2:29—If you really know me, you know that...3:38—What is your definition of strategy?4:43—How do you define work?5:47—How is work changing?9:37—Could you give us a visual of how this re-emergence of the era of creative work is happening?11:05—How is the role of society and companies for employees going to change in light of how work is changing?13:50—Is culture defined by value or behaviors?16:22—You talk about the phases of an effective culture transformation—could you talk about those?21:15—Where can people follow you and your work?__________________________________________________________________________________________Additional Resources: LinkedIn: https://www.linkedin.com/in/annatavis/esColumbia University Page: https://sps.columbia.edu/speaker/anna-tavis-phdTwitter: https://twitter.com/annatavisThank you to our guests, thank you to our executive producer, Karina Reyes, our editor, Zach Ness, and the rest of the team. If you like what you heard, please follow, download, and subscribe. I'm your host, Kaihan Krippendorff. Thank you for listening.Follow us at outthinkernetworks.com/podcast