Zhang Ruimin is the founder and Chairman Emeritus of the Haier Group, the world’s largest appliance maker. During his 37-year tenure as Haier CEO, Zhang architected one of the world’s most radical management makeovers.
Lynda is a professor at the London Business School and one of the world’s leading experts on the future of work. In her latest book, Redesigning Work, Lynda argues that the pandemic has created a once-in-a-lifetime opportunity to reimagine the workplace.
Brian is the Chair of the Board and CEO of Bank of America, one of the world’s largest financial institutions. In this episode of the New Human Movement, Gary and Michele talk to Brian about the key metrics we should use to hold companies accountable for their social impact, and how to build an organization that infuses dignity and opportunity in every job.
Amy is a professor at Harvard Business School and an expert on psychological safety and teaming at work. In this episode of the New Human Movement, Gary and Michele talk to Amy about creating high-trust, low-fear work environments.
Bill is the CEO of Roche Pharmaceuticals, and for the past 5 years has been leading a crusade to “smash” bureaucracy. In this episode of the New Human Movement, Gary and Michele talk to Bill about what it takes to create a more empowering and entrepreneurial organization.
Frances is the J.W. McConnell chair of social innovation at Canada’s University of Waterloo and co-author of Getting to Maybe. In this episode, we discuss what it takes to be a successful system-level activist.
Paul is the former CEO of Unilever (2009-2019), the co-author of Net Positive, and the co-Chair of Imagine. In this episode, we discuss how to build a business that services all of its constituents—and merits their trust.
Eric is the bestselling author of the "Lean Startup” and the founder of the Long Term Stock Exchange. In this episode, we discuss the challenge of turning established companies intro entrepreneurial hotbeds.
For the past 4 years, Bill Anderson, CEO of Roche Pharmaceutical has been leading a crusade to “smash” bureaucracy. In this blunt and provocative conversation, Bill talks with Gary about what it takes to vanquish bureaucracy.
Why is management research so poorly funded? Would anyone notice if b-school researchers took a 10-year holiday? These are the questions Gary Hamel addresses in his wide-ranging and provocative take on the state of management research.
Management was invented by engineers and accountants, and it shows. Too many organizations view human beings as mere “resources”. Until this changes our organizations will be less energetic, less creative and less resilient than the people within them.
For a hundred years bureaucrats have tried to turn human beings into semi-programmable robots. Now that we have real robots, we need to let human beings do what they do best: dream, imagine and create.
At its core, virtually every large organization is a bureaucracy. That’s a problem, because bureaucracies are poorly suited to a world of head-snapping change, unconventional competitors and omnipotent customers. Few of us, though, can imagine an alternative to bureaucracy, but we must try.