The greatest challenge to the sustainability of our current era of globalization comes from within the US. Most Americans now reject globalization. What can we learn from parts of the developed world where the backlash is also profound—or more muted? One conclusion: It is not just about money. Those who feel left behind feel they have lost respect and dignity. The populist backlash also coincides with a shift in the global balance of power. We will explore the ways in which the disappointments with globalization in the West connect to the efforts of other great powers to rewrite the rules of the system.

We have entered a new era in which artificial intelligence (AI) is challenging the very concept of how a company is put together. AI-centric organizations exhibit a new operating architecture, redefining how they create, capture, share, and deliver value. Professor Lakhani will discuss how reinventing the firm around data, analytics, and AI removes traditional constraints on scale, scope, and learning that have constrained business growth for hundreds of years. From Airbnb to Ant Financial, research shows how AI-driven processes are vastly more scalable than traditional processes, enable companies to straddle industry boundaries, and open up powerful opportunities for learning.

The greatest challenge to the sustainability of our current era of globalization comes from within the United States. Most Americans have come to reject globalization. We must discern the lessons from the parts of the developed world where the backlash is also profound—and where it has been more muted. There is one inescapable conclusion: It is not just about money. Those who feel left behind feel they have lost respect and dignity. We must begin to imagine together how to build a more politically sustainable globalization by focusing on how people find meaning and purpose in their work.

It is an almost inevitable—and, to many of us, frightening—fact that our professional abilities decline as we age. As leaders, how can we prepare for the changes that come later in life, and how can we structure our lives in a way that uncovers new strengths and leads to lasting happiness? Blending the latest in behavioral social science research, ancient wisdom, and historical analysis, Professor Brooks will reveal how effectiveness and wellbeing at all stages of life come not from holding on to past achievements, but from cultivating new habits and a different understanding of success and fulfillment.

Hear an update on the Dean’s key priorities, which will strengthen and accelerate the School’s impact in the world.

One of the toughest challenges leaders face is managing diverse perspectives. At the same time, productive disagreement and engagement with opposing views are crucial to high-functioning teams and organizations. Drawing from my research I will discuss how leaders can approach disagreements productively and help employees at all levels do so. Tactics include training that defuses fears of disagreeing; encourages people to cultivate a receptive mindset; teaches people to choose words carefully, hedge claims, and emphasize areas of agreement; and fosters a culture of tolerance. Honing these skills can decrease frustration and negativity and is well worth the effort.

Slides

Drawing upon my recent book, I will offer a compelling reassessment of purpose as a management ethos, documenting the performance gains and social benefits that become possible when firms get purpose right. Based on extensive field research, I will show how deep-purpose companies energize their enterprise by inspiring employees and fostering greater loyalty and trust with customers and partners. Purpose is also a compass with which these firms effectively navigate the inevitable tradeoffs across stakeholders and balance their short- and long-term goals. Ultimately, a deeper engagement with purpose holds the key not merely to the well-being of individual companies but also to humanity’s future.

With war, a pandemic, cyberattacks, and natural disasters, the world can seem overwhelming. The Kennedy School and CNN’s Juliette Kayyem, in conversation with Harvard Business Review Editor in Chief Adi Ignatius, will draw on lessons from her new book, The Devil Never Sleeps: Learning to Live in an Age of Disasters, on how we can reframe our thinking about disasters and prepare for the unknown.

We have entered a new era in which artificial intelligence (AI) is challenging the very concept of how a company is put together. AI-centric organizations exhibit a new operating architecture, redefining how they create, capture, share, and deliver value. Professor Lakhani will discuss how reinventing the firm around data, analytics, and AI removes traditional constraints on scale, scope, and learning that have constrained business growth for hundreds of years. From Airbnb to Ant Financial, research shows how AI-driven processes are vastly more scalable than traditional processes, enable companies to straddle industry boundaries, and open up powerful opportunities for learning.

Join Professor Karim Lakhani and Moderna CEO Stéphane Bancel (MBA 2000, AMP 170) on a discussion about building an AI-First Biotech company. They will explore how to leverage artificial intelligence and other digital resources to speed operations, manage processes, and ensure quality across research, testing, and manufacturing.

In this session, we will consider the implications of living in a permanent state of elevated turbulence. COVID has been an object lesson in having to continuously reassess changing conditions and adapt both strategy and operations to the emerging environment. But there is further turbulence ahead. We will look at an example—a company that is optimized to operate in a differentially turbulent environment and is thriving in part by virtue of its ability to handle elevated levels of risk. We will then consider other ideas about how firms can operate more effectively in the increasingly volatile world we all inhabit.

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In this session, we will consider the implications of living in a permanent state of elevated turbulence. COVID has been an object lesson in having to continuously reassess changing conditions and adapt both strategy and operations to the emerging environment. But there is further turbulence ahead. We will look at an example—a company that is optimized to operate in a differentially turbulent environment and is thriving in part by virtue of its ability to handle elevated levels of risk. We will then consider other ideas about how firms can operate more effectively in the increasingly volatile world we all inhabit.

Slides

Chamberlain’s negotiations with Hitler, and the resulting “Munich Agreement” of 1938, are often considered among the greatest strategic and moral failures in history. Is this a fair characterization of what transpired in the lead-up to World War II? What could have been done differently? Would your preferred approach have been feasible or effective? We can’t afford to ignore the lessons of the past—nor can we afford to learn the wrong lessons. In this session, we will do a deep dive into what led to Munich, as well as the details of the negotiations themselves, with the goal of extracting lessons for leaders, strategists, and negotiators of all kinds.

As faculty cochair of the Impact-Weighed Accounts Project, Professor Serafeim heads a growing effort to affect corporate behavior through the tools of accounting, and to develop rigorous methodologies for assessing areas—such as carbon emissions generated, decarbonization efforts, or commitment to social justice—that are too often seen as either intangible or immeasurable. In this session, Professor Debora Spar, the Senior Associate Dean for Business and Global Society, will interview Professor Serafeim about his work, his goals, and the role that measurement and the construction of a new global accountability infrastructure can play in truly changing the world.

Panelists will discuss using business leadership to advance diversity, equity, and inclusion (DEI) in business and in society. HBS Class of 1991 alumni will share their experiences, first as students, then employees, and now as executives, educators, and researchers. Attendees will gain an understanding of past actions and current plans to improve DEI at HBS, as well as new insights on advancing DEI beyond color and gender lines, and will leave with a broader understanding of the impact of DEI as well as actionable measures they can take to advance DEI in their workplaces and in their communities. Panelists include: Susan Harmeling (virtual), Charles Henderson (virtual), Glenn Fox (virtual), Nina Henderson-Moore (MBA 1991), Lewis Long (MBA 1991), Jeff Perry (MBA 1991); Terrill I. Drake (HBS Chief Diversity and Inclusion Officer).