PwC: Coaching change in times of crisis
Play • 29 min

Covid-19 has accelerated many organizational trends, from remote work and digitalization to automation and a growing recognition of inequalities. Consulting firms are key actors in responding to this dynamic, since their judgement has influence well beyond their own affairs. What can we learn from their latest thinking on the new normal and the future of work? Michael Fenlon, PwC’s Chief People Officer shares insights on managing remote work, addressing disparities, maintaining wellness (including mental health), developing workforce skills, and the importance of purpose and trust.

BCG Henderson Institute
BCG Henderson Institute
BCG Henderson Institute
Book Interview: The Six New Rules of Business with Judy Samuelson
Judy Samuelson is executive director of the Aspen Institute Business and Society Program. She previously worked in legislative affairs in California, banking in New York’s garment center, and ran the Ford Foundation’s office of program-related investments. In her new book, The Six New Rules of Business: Creating Real Value in a Changing World, she explores how societal shifts in recent decades have upended the traditional rules of business, calling into question the business’s purpose and its role in society and offering new rules for how to make businesses successful in their new social contexts. In a conversation with Martin Reeves, Chairman of the BCG Henderson Institute, Samuelson discusses insights from her new book and emphasizes the role of business education in changing the business ecosystem for the better. *** About the BCG Henderson Institute The BCG Henderson Institute is the Boston Consulting Group’s think tank, dedicated to exploring and developing valuable new insights from business, technology, economics, and science by embracing the powerful technology of ideas. The Institute engages leaders in provocative discussion and experimentation to expand the boundaries of business theory and practice and to translate innovative ideas from within and beyond business. For more ideas and inspiration, sign up to receive BHI INSIGHTS, our monthly newsletter, and follow us on LinkedIn and Twitter.
25 min
The Future of Everything presented by Stanford Engineering
The Future of Everything presented by Stanford Engineering
Stanford Radio
Karen Liu: How robots perceive the physical world
Stanford’s Karen Liu is a computer scientist who works in robotics. She hopes that someday machines might take on caregiving roles, like helping medical patients get dressed and undressed each day. That quest has provided her a special insight into just what a monumental challenge such seemingly simple tasks are. After all, she points out, it takes a human child several years to learn to dress themselves — imagine what it takes to teach a robot to help a person who is frail or physically compromised? Liu is among a growing coterie of scientists who are promoting “physics-based simulations” that are speeding up the learning process for robots. That is, rather than building actual robots and refining them as they go, she’s using computer simulations to improve how robots sense the physical world around them and to make intelligent decisions under changes and perturbations in the real world, like those involved in tasks like getting dressed for the day. To do that, a robot must understand the physical characteristics of human flesh and bone as well as the movements and underlying human intention to be able to comprehend when a garment is or is not going on as expected. The stakes are high. The downside consequence could be physical harm to the patient, as Liu tells _Stanford Engineering’s The Future of Everything_ podcast hosted by bioengineer Russ Altman. Listen and subscribe here.
28 min
The Modern Manager: Create and Lead Successful Teams
The Modern Manager: Create and Lead Successful Teams
Mamie Kanfer Stewart
137: Estimate Tasks and Projects with Greater Accuracy with Jessica Katz
Most of us are terrible at estimating how long work will take. For any given task, that may not matter. But if you’re trying to plan your week or create a project plan with your team, the lack of accurate forecasting can become a major point of frustration and stress. In this episode I talk with Jessica Katz. Jessica’s organization, Liberated Elephant, provides Agile coaching and change management to transform successful startups into commanding enterprises. Jessica focuses on the human potential of the organization - How to move from where you are, to where you want to be, while retaining team engagement and increasing revenue. Jessica and I talk about how to more accurately estimate the time required to complete work, and how to continually improve your estimates, how to get your team to adopt a mindset for effective time and task planning, and more. Members of The Modern Manager get 15% off a one hour coaching session with Jessica to help improve your leadership, intentionally design your career path, or better navigate your life and work in alignment with your core principles. To join go to themodernmanager.com/join Subscribe to my newsletter to get episodes, articles and free mini-guides delivered to your inbox. Read the related blog article: How To Accurately Estimate Your Tasks and Projects Key Takeaways: * It’s difficult for human beings to estimate how long complex tasks will take. We don't consider all the things that could go wrong (planning fallacy) and we generally assume things will go well (optimism bias). * To improve your time estimation, break tasks down to the smallest thing you can do that still has value. * Estimate the amount of time each task will take. Keep track via a simple spreadsheet of how long each item took to complete. * Build empirical data by tracking actual time against projections. Use the data to make more informed guesses on how to plan out your time. * Estimate a reasonable amount of time for a task based on your data, not just a pure guess. You can then decide who's going to work on what and how you're going to schedule it based on capability and capacity. * Don’t set your plans in stone. Focus on what you’re trying to achieve and adjust your plan as you go along. * Allow for experimentation,adjust for context changes, and review your plans every 2- 4 weeks with your team. * Get your team on board by modeling the behaviors you're expecting. If you want your people to work at a more sustainable pace with less hours and to keep track of and manage their time better, you should also. * Host a meeting to discuss what your goals are: Are you looking for better time management or less employee stress? What difficulties are you or your organization experiencing? Talk through ideas about how you can improve, and review your plans frequently. Additional Resources: * Use SweetProcess to document regular workflow and include time estimates www.SweetProcess.com/modernmanager * Preregister for and help me design the new Modern Manager intensive program - Go to www.themodernmanager.com mamie@mamieks.com
31 min
CFO THOUGHT LEADER
CFO THOUGHT LEADER
Jack Sweeney Speaks to CFOs About Driving Change | Middle Market Media, LLC
667: Where Growth & Trust Meet | Brad Kinnish, CFO, Aryaka
The mid-December conference call was 45 minutes old, CFO Brad Kinnish says, when he began to feel edgy. One of the company’s biggest deals of the year had yet to close, and the specifics behind its commission structure (or lack thereof) had led a number of the call’s participants to begin to flag potential snags. As time passed and commissions continued to dominate the discussion, Kinnish found he could no longer remain on the sidelines. “Hey, look, team—I think we’re spending time on the wrong thing here. I think we need to be spending time on closing this deal and getting it done. I need you to trust me that we’re going to pay a commission that’s fair to the sales leaders, fair to the sales reps, and fair to the company” are the words that Kinnish recalls saying as he charged the group to not begin waving red flags outside of the mechanics of the specific deal and to put their trust in him. “I needed to rely on the fact that I had built relationships with these people and had built trust and could get them to refocus on what needed to get done in order to win the deal and close the quarter,” recalls Kinnish, who uses his story about “the mid-December call” to help close the loop on a CFO leadership journey that began with a job rejection. Years earlier, Kinnish remembers, when he was interviewing for his first CFO role, he scored well during his management interviews only to receive a thumbs-down from the company’s board. Later, a board member confided to Kinnish that he focused too much on his accounting and analytics experience. “In my mind, what she was telling me was that finance and accounting knowledge is foundational—that the question that you needed to answer was how else you could influence and lead,” explains Kinnish, who believes that the board was looking for indications that he was ready to muster the type of leadership that he so confidently summoned forward on the mid-December call. As for the call’s outcome, Kinnish reports: “It worked. We went back and focused on the deal. Won the deal. Closed the quarter. Made our number and paid the commission on the back end.” –Jack Sweeney * Leave rating & review * Exclusive Content & More @ CFOTHOUGHTLEADER.COM * Signup for our Newsletter
42 min
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