Duke CE Leadership Series
Welcome to the Duke CE Leadership Series. Today the pillars of organizational stability are being
continually challenged and do not fit into neat categories like strategy, technology or finance. Because problems are more complex and continually changing, leadership and context are now more important than ever.
We’ve designed this series as a complimentary opportunity for you to explore challenges with experts from Duke CE and our global educator network. Our quarterly episodes will be 45 minutes in length, presenting you with the opportunity to discover and discuss leadership for what’s next, so you and your organization can be ready.
Episode 3: Get Ready to Launch Your Next Innovation
Session Date: September 6, 2018 11:00 -11:45AM EST, 3:00-3:45 GMT | View Recording
Learn how to tackle your own launch – whether it is launching a new idea, project, business or career – in our next Duke CE Leadership Series episode. Launching anything successfully means changing the status quo and overcoming uncertainty. Successfully navigating the challenges associated with launching something new requires clarity of purpose and intentionality. Such launches generate anxiety, fears of failure, and self- doubt. But launches can and should inspire. Igniting action and punching through the challenges requires self-awareness, engaging others, imagination, pivots, and generosity. When done well, the launch process ignites the right actions and increases your success rate.
In this upcoming session, thought leader Sanyin Siang will share examples and lessons from industry leaders and the sports world including, Apple, HP, and the NFL. Learn from her experience as a coach to leaders around the world and the smart practical field guide contained in her award-winning book titled, The Launch Book: Motivational Stories to Launch Your Idea, Business or Next Career (LID Publishing, 2017). Join us and get ready for a successful launch.
Executive Director at the Coach K Center for Leadership and Ethics
Sanyin Siang is the Executive Director of the Fuqua/Coach K Center on Leadership & Ethics (COLE) at Duke University’s Fuqua School of Business and a professor with Duke’s Pratt School of Engineering. She is an advisor for GV (formerly Google Ventures), Duke Corporate Education and the Sports Innovation Lab, and she is a senior fellow with Dan Ariely’s Center for Advanced Hindsight. Her thought leadership has appeared in Forbes, Fortune, The Wall Street Journal and CNN. She is a LinkedIn 2017 Top 10 Influencer with 930,000+ followers and was named to the 2018 Thinkers50 On the Radar list. She has served on boards of startups and nonprofits including the National Board of the Duke Children’s Hospital & Health Center, the Governing Board of the Emily Krzyzewski Center and the Museum of Life & Science. Sanyin received a BSE in Biomedical Engineering and an MBA from Duke University. She is a mother of three, ages eight and under.
Host and Editor in Chief of Dialogue, Duke CE’s Partner Journal
Ben Walker has worked in publishing for over twenty years. He is currently an editor at LID publishing and the primary editor of Dialogue. Dialogue is a global media platform for management and leadership that reaches an audience of more than one million readers around the world. Before joining LID, Ben was an editor at Think Publishing
Episode 2: How Successful Leaders Manage Collaborative Overload
Session Date: May 22, 2018 | View Recording
In this Leadership Series Episode learn how high performing organizations and professionals harness the power of networks to innovate, execute AND gain 20% of their time back by avoiding the pitfalls of collaborative overload.
- Why: The collaborative intensity of work has exploded over the past decade. Most knowledge workers or leaders spend 85% or more time in a given week on email, in meetings and on the phone. Some factors contributing to this include the transition to matrix based structures, increased complexity of products and services, globalization, email proliferation and adoption of collaborative tools and social media.
- This places an enormous – and invisible — cost on organizations and people. Technology, demanding bosses, needy clients and inefficient co-workers are problematic. But for most of us, these time drains are matched by another enemy – ourselves. While there is undeniably a more demanding reality today, much of the problem is driven by how we decide to structure that reality or let our calendars and “to do” lists look like someone else’s idea of fun.
- What: Over the past eight years, Rob Cross has been involved in qualitative and quantitative research across 50+ firms addressing how organizations and professionals harness networks to innovate, execute and manage collaborative overload efficiently.
Edward A. Madden Professor of Global Business at Babson College and faculty in Duke CE’s Global Educator Network
For almost twenty years, his research, teaching and consulting have focused on applying social network analysis ideas to critical business issues for actionable insights and bottom-line results. He has worked with over 300 leading organizations (companies, government agencies, and non-profit organizations) across industries on a variety of solutions including innovation, revenue growth, leadership effectiveness and talent management. Ideas emerging from his research have resulted in three books, the most recent one titled, “Driving Results through Social Networks.” Rob has written over 50 articles, many of which have won awards. In addition to top scholarly outlets, his work has been repeatedly published in Harvard Business Review, Sloan Management Review, California Management Review, Academy of Management Executive and Organizational Dynamics. His work has also been featured in venues such as Business Week, Fortune, The Financial Times, Time Magazine, The Wall Street Journal, CIO, Inc. and Fast Company.
Episode 1: Designing Organizations for Digital Disruption
Session Date: April 10, 2018 | View Recording
Technology is rapidly disrupting how we interact and work. As a result, our organizational structures are becoming outdated and need to be more agile to respond to these shifts. Justin Ferrell, an experienced educator and creative practitioner, will explain how we can learn from digital user behavior to design creative and agile teams that enable the organizations. This human-centered approach is the foundation of expert Justin Ferrell’s approach to building organizational and team change.
In this leadership series episode, we offer attendees information and thought-provoking insights on designing organizations and teams for digital disruption:
- Why: The nature of organizational systems is evolving, from hierarchical models rooted in the assembly-line Industrial Age, to emergent ones accelerated by the Digital Age.
- What: In an emergent model, leaders inspire diverse teams to co-create unimagined outcomes in the space beyond their silos. Unimagined outcomes, by definition, can lead to a redefining of the ecosystem — the disruptive innovations that change the world.
- How: You can use design thinking to redesign/reimagine your organization and teams to navigate this emergent and disruptive reality.
Creator, collaborator and educator
An experienced teacher, facilitator and creative practitioner, Justin has led innovation sessions for prominent organizations including Colgate-Palmolive, Dow Jones, Facebook, Fidelity Investments, Google, HP, Infosys, Nedbank, NRK, SAP, The Aspen Institute, The New York Times, The United Nations, the U.S. Department of State and the World Economic Forum. He also teaches executives at the Stanford Graduate School of Business, and has worked with executive education programs at Aalto University in Finland and EGADE Business School in Mexico. The former director of digital, mobile and new product design at The Washington Post, Justin also teaches graduate courses in design thinking and organization design at the Institute of Design at Stanford (“the d.school”).