• By Presenter

  Rawi E. Abdelal: Has Globalization Passed Its Peak? Regina M. Abrami: China in Africa: Opportunity or Threat? Theresa M. Amabile: Five Myths of Business Creativity Max H. Bazerman: Bounded Ethicality David E. Bell: The Revolution in Food Michael Beer: High Commitment, High Performance: How to Build a Resilient Organization for Sustained Advantage Bhaskar Chakravorti: Letting No Serious Crisis Go to Waste: Entrepreneurship and Innovation in a Downturn Stacey M. Childress: Entrepreneurship in Education Reform Clayton M. Christensen: Principles of Management that We Teach that Are Not Always True George Q. Daley (HSCI): The Business of Stem Cells Srikant M. Datar: Rethinking the MBA: Business Education at a Crossroads Robert G. Eccles: Building Capabilities: Ensuring Long-Term Success in a Professional Services Firm Thomas R. Eisenmann: Google's Next Moves Tamara J. Erickson: The Challenge of the Changing Workforce Keith Ferrazzi: Who's Got Your Back–Building Relationships for Success in Life C. Fritz Foley: Multinational Firms and International Economic Policy Marc Freedman: Finding Work That Matters in the Second Half of Life Raymond V. Gilmartin: The Unique Challenges of Leading a Science Based Business Stuart C. Gilson: What Every Manager Needs to Know About Chapter 11: Lessons from the Restructuring of Delphi Corporation Sunil Gupta: Digital Marketing Richard G. Hamermesh: Healthcare at HBS—It's Not Your Father's Oldsmobile Fritz Henderson: GM: Crisis & Opportunity Regina E. Herzlinger: Who Killed Health Care and the Current Public Policy Options? Donald E. Ingber: Launching a $125M start-up to leverage Nature's secrets Rosabeth Moss Kanter: The Coming of the SuperCorp: How Vanguard Companies Create Innovation, Profits, Growth, and Social Good Robert S. Kaplan: A Management System for Strategy Execution Robert Steven Kaplan: Discussion of the Current Economic Crisis Mukti Khaire: Entrepreneurship in Emerging Economies: The Challenges of Being a Pioneer Professor William C. Kirby: China and the United States: Mutual Dependency? Nancy F. Koehn: Lincoln's Journey: Lessons for Leadership Karim R. Lakhani: Prize-based Innovation Systems Eric S. Lander (HSPH, MIT): Biomedicine in the 21st Century Joseph B. Lassiter: Building Green Business Deepak Malhotra: Competitive Arousal: The "Win at any Cost" Mentality in Competition and Conflict Christopher J. Malloy: Social Networks in Finance and Politics F. Warren McFarlan: Doing Business in China Jane Mendillo (HMC): Endowment Management in a Changing World Robert C. Merton: Observations on the Financial Crisis: Macro Financial Risk Propagation, Structural Risks, and Regulatory Recommendations Das Narayandas: Building Capabilities: Ensuring Long-Term Success in a Professional Services Firm Meghan L. O'Sullivan (KSG): Iraq and Afghanistan: Explaining the Past and Anticipating the Future Felix Oberholzer-Gee: Digital Revolution in the Media and Entertainment Industry André Perold: Investment Management in the New Financial Environment Michael E. Porter: Value-Based Health Care Delivery Nicholas P. Retsinas: The State of the Nation's Housing William A. Sahlman: Managerial Lessons of the Financial Crisis W. Earl Sasser: The Ownership Quotient Daniel P. Schrag (FAS): Solving the Climate-Energy Challenge Bruce R. Scott: Is The Financial Crisis a Crisis in Capitalism or Even U.S. Capitalism? James K. Sebenius: 3-D Negotiation: Shaping Agreements At and Away from the Table Arthur I. Segel: Real Estate Capital Markets: Re-securitizing Real Estate? Benson P. Shapiro: Tighten the Belt Without Strangling the Business Jack Shonkoff (GSE): Neuroscience and the Roots of Human Capital Development: Implications for Economic Productivity and Corporate Responsibility in a Global Economy Jordan I. Siegal: Global Strategic Management: Current Topics Erik Stafford: The Rise and Fall of Structured Finance Robert N. Stavins (KSG): Getting Serious about Global Climate Change in the Post-Kyoto World Howard H. Stevenson: Make Your Own Luck Ronald F. Thiemann (HDS): Religious Values and the Financial Crisis Stefan H. Thomke: Why Are Some Companies (and Customers) More Innovative Than Others? Peter Tufano: Putting Consumers Back Into Finance Luis M. Viceira: Back to Basics: Asset Allocation in the Aftermath of the Crisis Richard H.K. Vietor: The Power of Wind Andrew Wasynczuk: Negotiating for Talent in Professional Sports Michael A. Wheeler: To Tell the Truth: A Lesson in Body Language David B. Yoffie: Network Effects: When (And If) Winners Take All

• By Topic

  Climate Change Solving the Climate-Energy Challenge Getting Serious about Global Climate Change in the Post-Kyoto World Education Entrepreneurship in Education Reform Rethinking the MBA: Business Education at a Crossroads Entrepreneurship Letting No Serious Crisis Go to Waste: Entrepreneurship and Innovation in a Downturn Entrepreneurship in Emerging Economies: The Challenges of Being a Pioneer Finance & Investing Putting Consumers Back Into Finance The Financial Crisis Discussion of the Current Economic Crisis Competitive Arousal: The "Win at any Cost" Mentality in Competition and Conflict Observations on the Financial Crisis: Macro Financial Risk Propagation, Structural Risks, and Regulatory Recommendations Managing Mature Products in Declining Markets Is The Financial Crisis a Crisis in Capitalism or Perhaps U.S. Capitalism? The Rise and Fall of Structured Finance Back to Basics: Asset Allocation in the Aftermath of the Crisis Religious Values and the Financial Crisis Global Growth Opportunities Has Globalization Passed Its Peak? China in Africa: Opportunity or Threat? Building Capabilities: Ensuring Long-Term Success in a Professional Services Firm Multinational Firms and International Economic Policy China and the United States: Mutual Dependency? Doing Business in China Tighten the Belt Without Strangling the Business Global Strategic Management: Current Topics Iraq and Afghanistan: Explaining the Past and Anticipating the Future Healthcare and Nonprofits Healthcare at HBS—It's Not Your Father's Oldsmobile Who Killed Health Care and the Current Public Policy Options? Value-Based Health Care Delivery The Business of Stem Cells Launching a $125M start-up to leverage Nature's secrets Biomedicine in the 21st Century Innovation and Green Business The Revolution in Food The Unique Challenges of Leading a Science Based Business Prize-based Innovation Systems Building Green Businesses Experimentation Matters: New Opportunities for Productivity and Innovation The Power of Wind Management, Governance, and Leadership Five Myths of Business Creativity Principles of Management that We Teach that Are not Always True What Every Manager Needs to Know About Chapter 11: Lessons from the Restructuring of Delphi Corporation A Management System for Strategy Execution High Commitment, High Performance: How to Build a Resilient Organization for Sustained Advantage Lincoln's Journey: Lessons for Leadership Investment Management in the New Financial Environment Managerial Lessons of the Financial Crisis The Ownership Quotient To Tell the Truth: A Lesson in Body Language Endowment Management in a Changing World The Coming of the SuperCorp: How Vanguard Companies Create Innovation, Profits, Growth, and Social Good GM: Crisis & Opportunity Negotiation 3-D Negotiation: Shaping Agreements At and Away from the Table Negotiating for Talent in Professional Sports Personal—Professional Finding Work That Matters in the Second Half of Life Bounded Ethicality The Challenge of the Changing Workforce Make Your Own Luck Who's Got Your Back—Building Relationships for Success in Life Real Estate Real Estate Capital Markets: Re-securitizing Real Estate? The State of the Nation's Housing Social Media Digital Marketing Google's Next Moves Social Networks in Finance and Politics Digital Revolution in the Media & Entertainment Industry Network Effects: When (And If) Winners Take All

Dean's Address

Friday, October 2. 8:30 a.m.

• Details

  SPEAKER: Professor Nabil El-Hage, MBA '84
  Associate Dean, External Relations
  SPEAKER: Dean Jay Light, DBA '70

Faculty Research

HBS Faculty Presentations: Session I

Friday, October 2. 10:00 a.m. – 11:15 a.m.

• Five Myths of Business Creativity

  Teresa M. Amabile, Edsel Bryant Ford Professor of Business Administration

  Most business leaders extol the value of creativity and innovation in today's complex, fiercely competitive environment. Yet many harbor beliefs about creativity that can limit not only their employees' ability to innovate, but also their own ability to achieve their creative potential as leaders. In this session, we will explore five widely-held myths of creativity. Drawing on business-based research, we will discuss which parts of the myths are true, which are false, and why the myths are so seductive. The research shows how business leaders can boost creativity by adjusting their management practices—once they see the myths debunked.

• Bounded Ethicality

  Max H. Bazerman, Jesse Isidor Straus Professor of Business Administration

  This talk is not about intentional unethical action, entailing the conscious deliberations between right and wrong that are the focus of most treatments of ethics. Rather, bounded ethicality describes the systematic and predictable psychological processes that lead people to engage in ethically questionable behaviors that are inconsistent with their own preferred ethics. This perspective explains how an executive can make a decision that not only harms others, but is also inconsistent with his or her conscious beliefs and preferences.

• Letting No Serious Crisis Go to Waste: Entrepreneurship and Innovation in a Downturn

  Bhaskar Chakravorti, Senior Lecturer of Business Administration

  As the economy and the job market continues to look forbidding for the foreseeable future, many of our students ask me if the time is right for a plunge into the murky waters of entrepreneurship. At the other end of the business spectrum, even in the very largest of companies, I find managers puzzling over a similar question and wondering if they ought to invest in innovation and new ventures precisely because the competition is pulling back. Of course, there is plenty of anecdotal evidence that creativity can thrive in crises. 18 out of the 30 Dow Jones industrials were launched during a downturn, as were iconic innovations from nylon to the iPod. But we also know that the capital to fund entrepreneurship is scarce. Clearly, this limited pool of capital must find its way to the best ideas. I offer a three-part framework for spotting the most promising innovation and entrepreneurship opportunities—for corporate and for stand-alone entrepreneurs.

• Rethinking the MBA: Business Education at a Crossroads

  Srikant M. Datar, Arthur Lowes Dickinson Professor of Accounting and Senior Associate Dean, Director of Research;

  The purpose of Rethinking the MBA: Business Education at a Crossroads is to provide a broad look at the state of MBA education today. It draws on extensive empirical research to present an unusually detailed picture of the current state of MBA education.

  The book is informed by first-hand field research and data collection: 30 interviews with business school Deans and Senior Associate Deans; 30 interviews with executives/recruiters from multiple industries and sectors (financial services, consulting, large multinationals, and high technology firms); roundtable discussion with hundreds of executives and students; and six cases studies on business schools or education institutions that have responded to the key opportunities and needs identified in our interviews (INSEAD — globalization; the Center for Creative Leadership — leadership development; Stanford — customization; Yale — integration; and Chicago — flexibility and discipline-based courses). In addition, we collected and analyzed data on student enrollments, acceptance rates, degree programs, faculty hiring, tuition rates, MBA program structure, course offerings, and course content at 11 leading business schools. We also collected information on a number of individual course innovations that are cutting-edge examples of ways of addressing the weaknesses identified by our research and scholarly critiques of management education.

  The book shows an industry in the midst of a dramatic transition, as institutions wrestle with basic questions of purpose, positioning, and program design. They also show an industry that has already begun the slow, painful process of adopting new approaches in order to maintain its relevance in a rapidly changing business environment.

• Google's Next Moves

  Thomas R. Eisenmann, William J. Abernathy Professor of Business Administration

  Following in the path of IBM then Microsoft, Google is emerging as the new hegemon of information industries. We will explore Google's business model and strategy with several questions in mind. Is Google likely to monopolize web search? If it does, what might be the repercussions for advertisers, Internet content providers, and society at large? How will Google gain access to mobile phone and TV screens as it strives to become the dominant intermediary connecting consumers and advertisers? Finally, to what extent is Google vulnerable to external challenges and internal management problems?

• Multinational Firms and International Economic Policy

  C. Fritz Foley, Associate Professor of Business Administration

  In the aftermath of the global financial crisis, firms are especially exposed to and, in some cases, dependent on, government policies. Despite the rapid pace of globalization since World War II, many of these policies fail to account for the existence of multinational firms or are based on incorrect assumptions about their behavior. The session will explain how the functioning of modern multinational firms affects the attractiveness and effectiveness of policy options in a variety of areas. We will also discuss how multinational managers should respond to certain policies and some of the opportunities they generate for investors.

• The Unique Challenges of Leading a Science Based Business

  Raymond V. Gilmartin, Professor of Management Practice

  If you are the CEO of a science based business, you invest on behalf of your successor in high risk discovery projects that have ten to fifteen year time horizons. Most of these projects will fail. These Investments are made in a stock market environment where shareholders do not seem to look any farther ahead than the next quarter. What are the implications for the role, responsibilities, and attributes of the CEO?

• What Every Manager Needs to Know About Chapter 11: Lessons from the Restructuring of Delphi Corporation

  Stuart C. Gilson, Steven R. Fenster Professor of Business Administration

  In late 2005, Delphi Corporation, principal supplier of automotive parts to General Motors, filed for Chapter 11, making it the largest industrial company to ever seek U.S. bankruptcy protection. Delphi's ongoing effort to restructure itself, complicated by the global credit crisis and economic recession, represents one of the most complex and challenging bankruptcies in modern times. Through analysis of Delphi's bankruptcy, this session will cover the basics of Chapter 11, including the tools and strategies that managers can use to restructure debt and other obligations (e.g., leases, pension plans, and retiree health care benefits). The session will also cover the increasingly influential role played by "vulture investors" in restructuring of distressed companies, and the serious challenges that currently confront the U.S. auto industry.

• Who Killed Health Care and the Current Public Policy Options?

  Regina E. Herzlinger, Nancy R. McPherson Professor of Business Administration

  This session will discuss how the U.S. reached its present health-care situation—47 million uninsured, high costs, and high but erratic quality; the public policy cures currently being discussed; and their impact on the business community and society as a whole.

• China and the United States: Mutual Dependency?

  William C. Kirby, Spangler Family Professor of Business Administration; T.M. Chang Professor of China Studies

  How have China and the United States come to matter so much, in so many areas, to each other? What are the economic, political and cultural dimensions to the world's most important international relationship? Which American companies have done best in China? What are the areas of opportunity in coming years? This presentation will look at the past, present, and future of US–China relations, and will discuss, as examples, new HBS cases developed for the EC course, "Doing Business in China in the 21st Century."

• Digital Revolution in the Media & Entertainment Industry

  Felix Oberholzer-Gee, Andreas Andresen Professor of Business Administration

  In this interactive lecture, I will discuss how the digitization of information has impacted the media and entertainment industry. My focus will be on new business models that allow companies to capture value in a world rife with minimal distribution costs and unauthorized copying.

• The State of the Nation's Housing

  Nicolas P. Retsinas, Lecturer of Business Administration; Director of Harvard University's Joint Center for Housing Studies

  Housing markets have imploded almost everywhere. Mortgage performance eroded badly, and lenders responded by tightening underwriting standards, sparking an even steeper slide in home sales and housing starts. The market has overreacted, and the government has only recently entered the fray. With housing markets in a tailspin, many have begun to question the long-term underpinnings of demand. When will this housing slide end? What are the prospects for recovery?

• Managerial Lessons of the Financial Crisis

  William A. Sahlman, Dimitri V. D'Arbeloff — MBA Class of 1955 Professor of Business Administration; Senior Associate Dean for External Relations

  Professor Sahlman will focus on understanding the management decisions that led to the crisis in the first place and how management has to change going forward.

• Why Are Some Companies (and Customers) More Innovative Than Others?

  Stefan H. Thomke, William Barclay Harding Professor of Business Administration; Chair, MBA Required Curriculum

  Why do companies such as Apple constantly come out with exciting innovations whereas others have great difficulties going beyond their traditional product and service offerings? In his talk, Professor Thomke argues that an organization's ability to innovate depends on its capability to constantly experiment with new products, processes, and business models. He will explain why experimentation is so critical to the management of innovation, underscores the impact of new technologies, and outlines what managers must do to integrate them successfully. Drawing on a decade of research in multiple industries as diverse as automotive, semiconductors, pharmaceuticals, chemicals, and banking, he provides striking illustrations of how companies drive strategy and value creation by accommodating their organizations to experimentation approaches. A significant part of the session will be devoted to a discussion of innovation and its challenges. To prepare, we would like to ask participants to think about the session's title and be ready to share their experiences.

• Back to Basics: Asset Allocation in the Aftermath of the Crisis

  Luis M. Viceira, George E. Bates Professor

  In the years leading to 2008, the magic mantra in the investment world was the quest for alpha. Unconstrained mandates—basically, investment strategies of managers' best thinking, not tied to any specific asset class or bucket—proliferated. Many investors came to consider asset allocation—the art and science of selecting appropriate beta exposures—as a "low value added" process. This talk argues that, to the contrary, beta is today more important than ever given the uncertainty and turmoil in capital markets, and the overcrowding in the alpha space. This talk will discuss asset allocation strategies in the aftermath of the crisis.

• The Power of Wind

  Richard H.K. Vietor, Senator John Heinz Professor of Environmental Management; Senior Associate Dean

  Wind power is the most rapidly growing source of energy in the world today. It is renewable, secure and generates no carbon. But Americans have been relatively slow to develop wind, both because of local political opposition and the absence of consistent and supportive public policies.

• Negotiating for Talent in Professional Sports

  Andrew Wasynczuk, Senior Lecturer of Business Administration

  Engaging specialized talent is common and critical in many industries, including entertainment, healthcare, and financial services. In this interactive session, former Patriots C.O.O. Andy Wasynczuk will guide a mini-case discussion surrounding the challenges faced by a general manager trying to retain his star player. An assessment of the "value" of the player is merely a starting point. Other factors, including alternatives, motivation of the player, and impact on the rest of the team will be considered. The advantages and challenges of working through an agent will also be explored.

• The Tip of the Iceberg: JP Morgan and Bear Stearns

  Pre-registration is required. Attendance at this session without pre-registration will be evaluated based upon seat availability. Learn more.

HBS Faculty Presentations: Session II

Friday, October 2. 11:45 a.m. – 1:00 p.m.

• High Commitment, High Performance: How to Build a Resilient Organization for Sustained Advantage

  Michael Beer, Senior Lecturer of Business Administration

  The economic crisis of 2008–2009 reminds of an inconvenient truth. Business leaders are far too focused on shareholder value and financial incentives and not sufficiently focused on building an enduring, effective, and learning organization that enables truth to speak to power.

  Professor Beer will present an overview of what it takes to build a resilient organization capable of sustained commitment and performance, the subject of his new book. He will discuss three organizational goals that must be attained and sustained over time, four principled choices leaders must make if they are to succeed, silent barriers that stand in the way of leadership and organizational change, and five levers for change senior leaders must exercise in order to lead an organizational and cultural transformation.

• Building Capabilities: Ensuring Long-Term Success in a Professional Services Firm

  Robert G. Eccles, Senior Lecturer of Business Administration and Das Narayandas, James J. Hill Professor of Business Administration; Chair, Program for Leadership Development

  Economic, regulatory and technological forces are constantly creating new challenges for companies, the clients of professional service firms (PSFs). In order to help their clients meet these challenges, PSFs must build new capabilities. Expanding into new territories or new service offerings also involves building capabilities, both for the individual professionals and for the firm. One of the most effective ways to build capabilities is through a disciplined process for selecting projects and clients. This is surprisingly rare in PSFs where the more typical process is an ad-hoc and reactive one. Other important aspects of building capabilities including branding, thought leadership and knowledge management. Long-term success in a PSF depends upon institutionalizing capability building as a core process of the firm.

• Digital Marketing

  Sunil Gupta, Edward W. Carter Professor of Business Administration; Unit Head, Marketing

  Digital media, and in particular social media like YouTube, Facebook, blogs, and Twitter, represent radically new tools for reaching and collaborating with customers. This presentation will discuss the trends in new media and a framework for formulating digital strategy.

• A Management System for Strategy Execution

  Robert S. Kaplan, Baker Foundation Professor

  Professor Kaplan will present recent developments described in the latest Kaplan-Norton book, The Execution Premium. The new six-stage management system integrates strategy maps and Balanced Scorecards with (1) strategy formulation tools (2) operational execution tools, such as total quality management, and (3) a well-structured set of management meetings that solve operational issues, review strategy implementation, and test and evolve the strategy itself. Brought together by a strategy management office, the new management system has delivered dramatic performance breakthroughs for private, nonprofit, and public-sector enterprises. Recent work has incorporated enterprise risk management into the system.

• Entrepreneurship in Emerging Economies: The Challenges of Being a Pioneer

  Mukti Khaire, Assistant Professor of Business Administration

  While entrepreneurship in the best of circumstances can be a challenge, being an entrepreneur in an emerging economy is a process with multiple levels of uncertainty. Often, entrepreneurs in emerging economies are pioneers, in fact creating the industry they are in. This raises unique problems of legitimacy and the lack of established templates. Understanding how such "pioneer–entrepreneurs" deal with these challenges has implications for all managers and entrepreneurs operating in highly uncertain environments.

• Lincoln's Journey: Lessons for Leadership

  Nancy F. Koehn, Associate Professor of Business Administration

  This presentation explores critical moments in Abraham Lincoln's life, what he learned in those moments, and why these insights matter to leaders today.

• Building Green Businesses

  Joseph B. Lassiter, Baker Foundation Professor

  This is a field-based program designed for students, alumni and faculty who have a specific interest where environmental & energy impacts, consumer & social attitudes, and political & regulatory processes are dominant forces providing the opportunity for the creation of new businesses, the scaling of embryonic businesses, or the re-design of established businesses.

• Doing Business in China

  F. Warren McFarlan, Albert H. Gordon Professor of Business Administration, Emeritus

  This session describes the key challenges of doing business in and with the largest country in the world. It summarizes the work that has been done in the past three years to develop a second year MBA course by this title.

• Observations on the Financial Crisis: Macro Financial Risk Propagation, Structural Risks, and Regulatory Recommendations

  Robert C. Merton, John and Natty McArthur University Professor

  For nearly four decades, financial innovation has been a central force driving the global financial system toward greater efficiency, with considerable economic benefit having accrued from those changes. But today we are also in a global financial crisis of a magnitude and scope not seen in nearly eighty years. This lecture will analyze structural questions about financial crisis: How does risk propagate so rapidly across the system? Why do the reported losses in financial institutions continue and actually get larger, even though those institutions are not adding more risk? Is there a structural relation between financial innovation and the risk of crisis? What are the implications of the inevitable incompleteness of all models? What can be said at this point about institutional and regulatory changes? What will be the role of financial innovation in the future beyond the crisis?

• Investment Management in the New Financial Environment

  André Perold, George Gund Professor of Finance and Banking

  Investment management in today's financial environment is a particularly daunting task. As the financial system and the world economy have fallen into distress, the investment opportunity set has changed dramatically. Many assets that traditionally have been considered safe and/or liquid are no longer so. Government policies and actions are indeterminate at best, and investors must assess investment opportunities, products, and services though a new set of lenses. The session will discuss the challenges of investment management in the current context, with a particular focus on endowment and institutional asset management.

• Value-Based Health Care Delivery

  Michael E. Porter, Bishop William Lawrence University Professor

  Health care reform is proving to be one of the defining issues of the 21st century, both in the United States and throughout the world. Costs are exploding even in single-payer systems driven by aging populations and rising expectations for better care. There is heated debate about what to do, but the focus is on the wrong question: how to cut costs? The only real solution is to transform the delivery of health care to dramatically improve value, or the health outcomes per dollar spent. Health care systems in every country have a value problem, and fixing it will require restructuring of care delivery itself, not incremental solutions. This session will offer a roadmap for transforming health care delivery, drawing on examples of leading health care providers and health plans that are achieving exciting value improvements in the U.S. and other countries.

• The Ownership Quotient

  W. Earl Sasser, Baker Foundation Professor

  A customer who behaves like an owner has a lifetime value for your organization that can surpass that of a hundred typical price-sensitive customers. That makes the lifetime value of an employee who can promote customer ownership priceless. And an organization that learns how to cultivate an ownership attitude creates a self-reinforcing relationship between customers and front-line employees.

• 3-D Negotiation: Shaping Agreements At and Away from the Table

  James K. Sebenius, Gordon Donaldson Professor of Business Administration

  Along with many researchers and popular negotiation manuals, most negotiators focus on a single dimension of the bargaining process. Whether cooperative or competitive, they are "one-dimensional," in the terminology that I will develop in this session. The single dimension that they embrace is tactics. Tactics are the persuasive moves each side makes and the back-and-forth process chosen for dealing directly with the other side. One-dimensional bargainers believe and act as if negotiation is mainly what happens at the table.

  But all too often, this one-dimensional approach leaves money on the table. It can be inadequate for challenging negotiations in which the other side seems to hold all the cards. It isn't well-suited to common deal-making challenges such as multiple parties, tricky internal as well as external negotiations, and shifting agendas. Hence, a new, fuller approach, dubbed "3-D Negotiation."

  Its second dimension—deal design—includes more than the obvious, face-to-face aspects of negotiation. Insightful deal designers know probe below this surface to uncover the sources of economic and non-economic value. To unlock that value for the parties on a sustainable basis, there exists a systematic approach to envision and structure value-creating agreements. Deal design focuses on outcome and substance rather than interpersonal process and tactics.

  The third dimension—setup—extends to actions away from the table that advantageously shape and reshape the situation. This focus derives from the observation that, once the parties and issues are fixed and the negotiating table has otherwise been set, much of the game has already been played. In contrast, before even showing up at the conference room, the most effective negotiators take the initiative. They act away from the table to set up the most promising possible situation, ready for tactical interplay. They "set the table"—ensuring that the right parties have been approached, in the right sequence, to deal with the right issues, that engage the right set of interests, at the right table or tables, at the right time, under the right expectations, and facing the right consequences of walking away if there is no deal. If the setup at the table isn't promising, this calls for moves to re-set it more favorably. In essence, the prescriptive claim of 3-D Negotiation is that a superior setup plus the right tactics and deal design can yield value-creating agreements that would be unattainable by purely tactical means, however skillfully deployed.

• Real Estate Capital Markets: Re-securitizing Real Estate?

  Arthur I. Segel, Professor of Management Practice

  With the recent economic turmoil, many commentators have focused their attention on securitization, particularly the securitization of homes, offices, and other types of real property assets. This presentation discusses the many types of securitization that developers use to attain financing. It examines whether securitization is a healthy economic process, and if real estate should be and will be widely securitized ever again.

• Tighten the Belt Without Strangling the Business

  Benson P. Shapiro, Malcolm P. McNair Professor of Marketing, Emeritus

  Managing a business has always been difficult. But, almost everyone agrees that managing a business during the current economic malaise is more difficult than at any time in memory. In this crisis period, it is particularly important to manage customer value, costs, prices, and risks. But, it is not terribly clear how to balance conflicting needs and goals. This talk will deal with those issues. Much of the time will be spent in interactive discussion after the presentation of a framework for considering management in these tough times. The material is based on Professor Ben Shapiro's continuing research on high profit, high performance companies.

• The Rise and Fall of Structured Finance

  Erik Stafford, John A. Paulson Professor of Business Administration

  This presentation will consider the ongoing financial crisis and the central role played by structured finance activities. Professor Stafford will examine how structured credit products such as CDOs amplify both investor and rating agency mistakes in evaluating and pricing credit risks. We will assess the dramatic repricing that has occurred in these markets. We will evaluate the government's view that forced liquidations have caused structured credit securities to trade at excessive discounts and thereby imperil banks that are otherwise healthy.

• Make Your Own Luck

  Howard H. Stevenson, Baker Foundation Professor; Senior Associate Dean, Director of HBS Publishing

  Humans are gambling animals, and not just when we invest in the stock market. Every time we take an action—deciding which job applicant to hire, which product to launch, how to price a product, or even whom to marry—we are betting our time, reputation, effort, and money in the expectation or hope but not the certainty of achieving some future result. Some people base their bets on dumb luck. But people who have consistent records of success don't depend on dumb luck. Highly and consistently successful people like Bill Gates, Warren Buffett, and Oprah Winfrey make their own luck, repeatedly. These people develop core skills for making their own luck. They develop "predictive intelligence." With a few simple steps, you can up the odds that you will achieve the results you desire with the least risk and the most upside and avoid "analysis paralysis," which can keep you spending so much time thinking that you miss the opportunities to take the actions with the best chances of getting you where you want to go.

• To Tell the Truth: A Lesson in Body Language

  Michael A. Wheeler, MBA Class of 1952 Professor of Management Practice

  Most of us think we know when someone lies, but the hard reality is that we're wrong almost half the time. Professor Wheeler, of the Negotiations, Organizations, and Markets unit, will demonstrate new video material that illustrates some common "tells"—unwitting words and behavior that can give us a better sense of who's really being honest and who's not. A short exercise will give you a chance to test your own skills in this important arena.

• The Tip of the Iceberg: JP Morgan and Bear Stearns

  Pre-registration is required. Attendance at this session without pre-registration will be evaluated based upon seat availability. Learn more.

HBS Faculty Presentations: Session III

Friday, October 2, 2:15 p.m. – 3:30 p.m.

• Campus Tour

  James E. Aisner, Director of Media Relations, Harvard Business School

  Want to reminisce about buildings you used to frequent as a student? Want to see new additions to the campus plan since you graduated? Then this leisurely walking tour is for you and your family as we see the sights, including Baker Library I Bloomberg Center, Morgan Hall, Shad (the School's physical fitness center), the Class of 1959 Chapel, and the Spangler Campus Center.

• Has Globalization Passed Its Peak?

  Rawi E. Abdelal, Joseph C. Wilson Professor of Business Administration

  A crisis of legitimacy for globalization has emerged. Both within the United States and other countries, societies are increasingly questioning whether the benefits of globalization outweigh its costs. More broadly, the institutional foundations of globalization seem to be fraying, as international organizations and rules weaken amidst global political struggles. How can business leaders and policy makers best manage this crisis of legitimacy for globalization? Will this crisis lead to the end of this era of globalization?

• China in Africa: Opportunity or Threat?

  Regina M. Abrami, Senior Fellow

  Over the past few years, considerable attention has been given to China's increasing economic and political role in Africa. China today is Africa's second largest trading partner, second only to the United States. It also plays an important role as a critical source of debt relief, concessional loans, and venture capital. Yet a good deal of coverage presents China's presence on the continent largely as a threat. How accurate are such portrayals? Where do they fall short? By setting the issue in the broader context of China's own interest in maintaining its reputation as a global stakeholder, the evidence suggests that China is doing more to get along than it is to get away with breaking international norms.

• The Revolution in Food

  David Bell, George M. Moffett Professor of Agriculture and Business; Unit Head, Marketing

  Exciting things are happening in the food business. After 5,000 years of at best steady progress, the last 20 years have seen dramatic changes in the way food is grown, distributed, and eaten. In this talk you'll hear how farming has changed (think Brazil), hear how brands are dying (thank Wal-Mart and Whole Foods, each in its own way), and come to grips for the first time with the implications of the fact that 99% of all twentysomethings can't and won't cook. (Hint: forget kitchens). This presentation will give an overview of the industry, project the future and help you lose weight. Guaranteed, or your money back.

• Entrepreneurship in Education Reform

  Stacey M. Childress, Senior Lecturer of Business Administration; Senior Researcher

  Social enterpreneurs are having an increasing impact on the transformation of public education in the U.S. Stacey Childress has been studying and teaching about this phenomenon for five years, and will present her work in this session.

• Principles of Management that We Teach that Are Not Always True

  Clayton M. Christensen, Robert and Jane Cizik Professor of Business Administration

  Historically, innovation has seemed to be expensive and risky. Our research has shown, however, that the root cause of the spotty results are often principles of "good management" that are taught at HBS and elsewhere. In this session, we'll describe which of the principles we teach are the greatest culprits in causing innovations to fail.

• Healthcare at HBS—It's Not Your Father's Oldsmobile

  Richard G. Hamermesh, MBA Class of 1961 Professor of Management Practice

  Healthcare accounts for 17 percent of U.S. GDP, attracts 10 percent of HBS students, and is a key research focus of close to 20 percent of the faculty. In 2005, the HBS Healthcare Initiative was launched under the leadership of Professor Richard Hamermesh. He will review the accomplishments of the initiative and the key role the School is playing throughout the Harvard community in healthcare. He will also discuss his own research on personalized medicine. He will explain what the $1,000 genome means for individuals and as a source of new business opportunities.

• Discussion of the Current Economic Crisis

  Robert Steven Kaplan, Professor of Management Practice

  Discussion of the current economic crisis and implications.

• Prize-based Innovation Systems

  Karim R. Lakhani, Assistant Professor of Business Administration

  Over the past decade, prize-based innovation systems have been used to solve problems as difficult as space flight (X-Prize), customer recommendation engines (The Netflix Prize), and basic science challenges (Prize4Life, InnoCentive). In this presentation I will discuss my research on the effectiveness of such prize-based systems to elicit innovations and the mechanisms underlying success for both problem solvers and seekers. I will show how systematic use of external solvers can be used to augment internal innovation efforts and solve tough problems.

• Competitive Arousal: The "Win at any Cost" Mentality in Competition and Conflict

  Deepak Malhotra, Associate Professor of Business Administration

  Have you ever made a decision in the heat of competitive battle only to wonder, when faced with the consequences, "What was I thinking?" Such charged decision making is driven by an adrenaline-fueled emotional state we call competitive arousal. It's all too common and can lead to costly and regrettable mistakes. Through a discussion of high-profile business cases and cutting-edge research, we will consider how, in a variety of competitive contexts—be they auctions, negotiations, legal disputes, or mergers and acquisitions—decision makers can become fixated on beating their competitors. The result is often a pyrrhic victory. We will discuss the causes of competitive arousal, when it is most likely to derail strategy, and how you can avoid or reduce its pernicious effects.

• Social Networks in Finance and Politics

  Christopher J. Malloy, Assistant Professor of Business Administration

  We study the impact of social networks on financial market behavior, investment performance, and political voting behavior. Exploiting novel data on the educational backgrounds of mutual fund managers, sell side equity analysts and senior officers of firms, we test the hypothesis that school ties to senior officers facilitate information transfer in financial markets. We find evidence that both mutual funds and sell side analysts outperform on their stock holdings and stock recommendations when they have an educational link to the company. We find related evidence in the U.S. Congress that school ties influence the political voting decisions of Senators and Representatives.

• Managing Mature Products in Declining Markets

  Das Narayandas, James J. Hill Professor of Business Administration; Chair, Program for Leadership Development

  Co-author—Vic Hunter. A third of industrial marketing firms product offerings are either mature or late stage products with stagnant or declining sales and margins. Firms typically respond by investing in new features and product line extensions to extend the product life cycle profitably. In the current environment, with limited resources available, firms are no longer able to invest in product development efforts to rejuvenate sales and margins. As a result, they are being forced to drop a number of these mature products. We believe that this is a classic case of "killing the goose that lays the golden egg." A key managerial oversight, in these situations, is that these mature products actually have a very loyal customer base. We will discuss an approach that can sustain these products profitably over time. The heart of this approach is a radical shift in focus from "managing products for profits" to "managing customers for profit."

• Is The Financial Crisis a Crisis in Capitalism or Perhaps U.S. Capitalism?

  Bruce R. Scott, Paul Whiton Cherington Professor of Business Administration

  The financial crisis that apparently began in August 2007 seems to have been centered initially in the United States and to have spread to the rest of the world. Professor Scott will consider its causes, especially the possibility that its root causes were in capitalism, particularly in a notion of self-regulating markets that took root in the United States in the 19th century. He will review U.S. legal history as well as the role of the Supreme Court in supporting the notion that the economic system was independent of the political system, an idea that was revived with deregulation after 1980.

  He will also examine whether certain ideas of Theodore Roosevelt, e.g., his proposal that the all firms that wished to operate in the U.S. market would require a federal license or charter, might be a partial model in the current search for reforms in the global financial system.

• Tighten the Belt Without Strangling the Business

  Benson P. Shapiro, Malcolm P. McNair Professor of Marketing, Emeritus

  Managing a business has always been difficult. But, almost everyone agrees that managing a business during the current economic malaise is more difficult than at any time in memory. In this crisis period, it is particularly important to manage customer value, costs, prices, and risks. But, it is not terribly clear how to balance conflicting needs and goals. This talk will deal with those issues. Much of the time will be spent in interactive discussion after the presentation of a framework for considering management in these tough times. The material is based on Professor Ben Shapiro's continuing research on high profit, high performance companies.

• Global Strategic Management: Current Topics

  Jordan I. Siegel, Associate Professor of Business Administration

  In this session, Professor Siegel will discuss some of his recent findings looking at how global multinationals deal with multiple, conflicting institutional constraints across the markets in which they operate.

• Putting Consumers Back Into Finance

  Peter Tufano, Sylvan C. Coleman Professor of Financial Management; Senior Associate Dean for Planning and University Affairs

  "Finance" at HBS is more than corporate finance, hedge funds and private equity. Professor Tufano has been studying the multi-trillion dollar consumer finance activities in the US and around the world. In 2009, he co-launched a new joint MBA–JD course (and an Exec Ed offering) on consumer finance. Much of his work involves research and development of financial services aimed at better serving low to moderate income families. Tufano has been testing his ideas in practice through a nonprofit he founded (Doorways to Dreams Fund, www.d2dfund.org). The session will explore a host of innovations to help families save, better control their credit, and to learn how to manage their finances through an engaging new approach of "financial entertainment."

• To Tell the Truth: A Lesson in Body Language

  Michael A. Wheeler, MBA Class of 1952 Professor of Management Practice

  Most of us think we know when someone lies, but the hard reality is that we're wrong almost half the time. Professor Wheeler, of the Negotiations, Organizations, and Markets unit, will demonstrate new video material that illustrates some common "tells"—unwitting words and behavior that can give us a better sense of who's really being honest and who's not. A short exercise will give you a chance to test your own skills in this important arena.

• Network Effects: When (And If) Winners Take All

  David B. Yoffie, Max and Doris Starr Professor of International Business Administration; Senior Associate Dean, Chair, Executive Education

  Network effects, also called network externalities, exist when the value of any product or service grows as other users consume the product. Network effects are a fundamental feature of the Internet, and are critically important in any business where networks of people and products are central. Even in the midst of a global downturn, network effects can make or break a business. This session will explore how, when, and why network effects work. This interactive discussion will examine the role of network effects in industries ranging from videocassette recorders and instant messaging to iPods, high-definition DVDs, search (Google), social networks (Facebook), cell-phone service, and auctions.

• The Tip of the Iceberg: JP Morgan and Bear Stearns

  Pre-registration is required. Attendance at this session without pre-registration will be evaluated based upon seat availability. Learn more.

Academic Sessions

Topical Presentations: Session I

Saturday, October 3, 10:00 a.m. – 11:15 a.m.

• Finding Work That Matters in the Second Half of Life

  Alumni Career Services & Marc Freedman

  Millions of Americans are entering a new stage of work in the period between midlife careers and retirement. What's more, research shows a significant segment of this population is looking for work that is purposeful, makes a meaningful contribution to the greater good and may provide financial compensation. Many are translating their management and experience into second careers as social entrepreneurs; others are launching new work at existing organizations focusing on fields like education or the environment. Taken together this movement promises to produce a windfall of talent for solving some of the greatest challenges facing the nation, today. This session will tell the story of these pioneers, and the emerging "Encore Career" phenomenon, along with providing practical advice for how HBS alumni can launch their own encore.

  Marc Freedman is the founder and CEO of Civic Ventures, a think tank helping society achieve the greatest return on experience. He spearheaded creation of the Experience Corps, America's largest nonprofit national service program engaging Boomers, and The Purpose Prize, which annually provides five $100,000 prizes and five $50,000 prizes to social entrepreneurs in the second half of life.

  Freedman was described by The New York Times as "the voice of aging baby boomers who are eschewing retirement for…meaningful and sustaining work later in life," while The Wall Street Journal states: "In the past decade, Mr. Freedman has emerged as a leading voice in discussions nationwide about the changing face of retirement." He is author of Encore: Finding Work That Matters in the Second Half of Life; Prime Time: How Baby Boomers Will Revolutionize Retirement and Transform America; and The Kindness of Strangers. His new book, The Big Shift, about the transition of the Baby Boom generation to a new stage of life and work will be published in Fall 2010.

  Recognized by Fast Company in 2007, 2008, and again in 2009 as one of the nation's leading social entrepreneurs, Freedman is widely published and quoted in the national media, and has been honored with numerous awards and fellowships, including an Ashoka Senior Fellowship and the Skoll Award in Social Entrepreneurship. He is a high honors graduate of Swarthmore College with an MBA from Yale University and was a Visiting Fellow of Kings College, University of London. He lives with his wife and children in the San Francisco Bay Area.

• The Coming of the SuperCorp: How Vanguard Companies Create Innovation, Profits, Growth, and Social Good

  Rosabeth Moss Kanter, Ernest L. Arbuckle Professor of Business Administration

  At a time of global financial crisis and public mistrust of business, the companies that will endure and thrive will find profit5able growth by tapping the power of social purpose. This presentation will provide examples and frameworks from a study of "vanguard companies" from every continent that are leading the way, based on 250 interviews in 20 countries, including IBM, Procter & Gamble, Digitas and Publicis Groupe, Banco Real in Brazil, and others. The implications for innovation, market entry, successful mergers and acquisitions, attracting and motivating the best talent, government connections, and community betterment will be highlighted. Leadership skills will also be discussed, and how leaders can use new technology tools such as social networking to facilitate effective action.

• Endowment Management in a Changing World

  Jane Mendillo, President and Chief Executive Officer of Harvard Management Company

  Jane will speak about endowment management in volatile times. She will discuss HMC investment policies and philosophies and will give an update, as appropriate, on recent endowment results.

• Iraq and Afghanistan: Explaining the Past and Anticipating the Future

  Dr. Meghan L. O'Sullivan, Evron and Jeane Kirkpatrick Professor of International Affairs, Harvard Kennedy School

  The involvement of the United States in both Iraq and Afghanistan has been longer, and harder, than many people anticipated. Is this due to the inherent difficulty of the challenge undertaken? Or was it the result of certain policies and decisions made over the course of the past six or seven years? I will focus on a few key decisions, their origins and their impact on the trajectory of subsequent events, and what they mean for the future.

• Neuroscience and the Roots of Human Capital Development: Implications for Economic Productivity and Corporate Responsibility in a Global Economy

  Jack Shonkoff, Julius B. Richmond FAMRI Professor in Child Health and Development; Director, Center on the Developing Child at Harvard University; Professor of Pediatrics

  There is broad understanding that the current explosion of knowledge in neuroscience, molecular biology, and genomics is fueling investment in new technologies that will revolutionize the way we treat disease. Less appreciated is the extent to which this same science could inform more effective approaches to other societal concerns, including education reform, work force development, health promotion, crime prevention, and the reduction of intergenerational poverty. This session will provide an overview of the science of early childhood and brain development for business leaders who are interested in strengthening the U.S. workforce, human capital development in low income countries, and new frontiers for corporate responsibility in a global economy.

• Getting Serious about Global Climate Change in the Post-Kyoto World

  Robert N. Stavins, Albert Pratt Professor of Business and Government, Harvard Kennedy School

  There is broad understanding that the current explosion of knowledge in neuroscience, molecular biology, and genomics is fueling investment in new technologies that will revolutionize the way we treat disease. Less appreciated is the extent to which this same science could inform more effective approaches to other societal concerns, including education reform, work force development, health promotion, crime prevention, and the reduction of intergenerational poverty. This session will provide an overview of the science of early childhood and brain development for business leaders who are interested in strengthening the U.S. workforce, human capital development in low income countries, and new frontiers for corporate responsibility in a global economy.

• Religious Values and the Financial Crisis

  Ronald F. Thiemann, Bussey Professor of Theology, Harvard Divinity School, with Rod Hawes, MBA '69, founder and former CEO of Life RE Corporation & Bruce McEver, MBA '69, Chairman, Berkshire Capital

  How do religious values influence decision-making, especially at a time of widespread economic crisis? Two members of the class of '69, Rod Hawes and Bruce McEver, will engage in a conversation with Divinity School Professor Ron Thiemann about the role of faith in shaping business ethics. All three of them have been involved in the Divinity School's Business Across Religious Traditions program. On this occasion they will address the question of the role religious values play in shaping the context within which business decisions are made. They will specifically address questions of wealth and poverty in the Christian tradition and share their practical insights into how such values can shape decision-making in difficult economic times.

Topical Presentations: Session II

Saturday, October 3, 11:45 a.m. – 1:00 p.m.

• The Business of Stem Cells

  George Q. Daley, MD, PhD; Director of Stem Cell Transplantation, Children's Hospital and Dana Farber Cancer Institute

  Although one of the most exciting and promising new areas of biomedicine, stem cell research has been embroiled in clamorous political debate. Despite the ruckus, stem cell research has progressed at a dizzying pace, presenting new opportunities to explore and treat disease. Recent breakthroughs and a more supportive federal policy have sparked interest on the part of investors and the pharmaceutical sector in developing stem cells as novel medicines. Dr. Daley will describe the path forward for realizing the promise of stem cells.

• The Challenge of the Changing Workforce

  Tamara J. Erickson, Executive Vice President, nGenera

  Seismic shifts are occurring in the workforce. The economic downturn has eliminated millions of jobs. Older employees are working longer. Globally, several decades of declining birth rates are translating into a dramatic slowdown in the number of new workers. The shifting nature of work means that many of today's jobs require skills many in the existing workforce don't have. As the economy rebounds, most corporations will experience talent shortages in key skill sets.

  And, values toward "work" are changing. Today four generations are working together—each bringing different experiences and assumptions to the job. It's easy to misinterpret "the other guy"—or fall into easy stereotypes for thinking about the other generations' actions. But as the talent shortage grows, it's increasingly important to create a culture that is welcoming and engaging for talented individuals of all ages.

  These and other changes will affect the relationships we forge with employees, the opportunities ahead for us and our children, our approaches to education, our philosophies toward retirement, and the fundamental way we live out our lives.

  In this provocative and fun session, Tammy offers a deep understanding of the composition of the future workforce, characteristics and expectations of the four generations in today's workforce, and actions to attract and retain great talent.

• Who's Got Your Back—Building Relationships for Success in Life

  Keith Ferrazzi, founder and CEO of the business consulting firm Ferrazzi Greenlight

  Keith Ferrazzi presents Who's Got Your Back: the breakthrough program to build deep trusting relationships that create success—and won't let you fail.

  In this interactive keynote, participants learn:

  • The Four Mindsets to build deeper, more trusting "lifeline relationships"
  • Tips and tools to overcome the career-crippling habits that hold us back
  • How to set goals in a dramatically more powerful way
  • Why we should replace "yes men" in our lives with those who get it and care—and will hold us accountable to achieving our goals
  • How to lower our guards and let others help

  None of us can do it alone. We need the perspective and advice of a trusted team. And in Who's Got Your Back, Keith Ferrazzi shows us how to put our own "dream team" together. Keith is making an exclusive resource available to HBS alumni: the Conference Commando e-book.

• Launching a $125M start-up to leverage Nature's secrets

  Donald E. Ingber, Wyss Institute for Biologically Inspired Engineering at Harvard

  Nature's ways of building, adapting and manufacturing potentially offer revolutionary new approaches to solve the world's most challenging problems in healthcare and the environment. The Wyss Institute for Biologically Inspired Engineering at Harvard University was launched in January 2009, fueled by the largest single gift in Harvard's history of $125 million from HBS alumnus, Hansjörg Wyss, MBA '65. Over the past nine months, the Institute has been building itself through a process of self assembly as a collaborative venture that spans multiple schools at Harvard, its affiliated hospitals and other leading academic institutions in the Boston/Cambridge region.  Inspired by the design strategies that living systems use to adapt and compete for survival, its focus is on high-risk research and technology development, with the goal of creating new bioinspired materials and devices that will transform medicine and create a more sustainable world. Leveraging Nature's power requires risk-taking across multiple dimensions, including aligning the technological expertise and interests of academics, clinicians and industrial partners, as well as creating an environment that enables unique collaborations and promotes high-risk research often not supported by traditional funding mechanisms. Success also requires learning to navigate and align the vast and complex administrative infrastructures of Harvard and its collaborating institutions. This ambitious effort is off to a fast start, racing to scale up and to take advantage of the extraordinary opportunities and unique challenges of creating an Institute that dares to take risks by learning from Nature.

• Biomedicine in the 21st Century

  Eric S. Lander, PhD, President and Director, Broad Institute of Harvard and MIT and Professor of Biology, MIT; Professor of Systems Biology, Harvard Medical School

  No abstract provided.

• Solving the Climate-Energy Challenge

  Daniel P. Schrag, Professor of Earth and Planetary Sciences, Harvard University; Director of Harvard University Center for the Environment

  The increase in atmospheric CO2 due to burning coal, oil, and gas represents an unprecedented experiment on the Planet Earth. We know from air bubbles trapped in ice cores that CO2 has never been higher than 300 parts per million in the last 650,000 years, and from indirect measurements, we think it was not significantly higher than this for tens of millions of years. Geologic records of climate change, as well as observations of neighboring planets, provide a variety of important lessons that can guide us in evaluating the risks of future climate change. In general, the uncertainties in our understanding of the climate system are biased toward lack of knowledge about catastrophic events. In this context, a variety of strategies will be discussed for meeting the world's energy needs with the smallest possible impact on our atmosphere, as well as considering what strategies we might require if climate change is more dramatic than we expect.

Topical Presentations: Session IV

Saturday, October 3, 3:30 p.m. – 4:30 p.m.

• GM: Crisis & Opportunity

  Fritz Henderson '84, CEO of General Motors