Plenary I: Innovation in Business: Five Reasons Innovation Is Difficult, and What You Can Do About It
This interactive session led by Edward Moran, executive director of Audit Innovation at KPMG, will reveal how cognitive biases play a key role in causing innovation efforts to derail and fail to gain traction within organizations. The session will also offer potential practical solutions for overcoming this challenge, based on the session leader’s experience leading innovation in large organizations.
Edward Moran, Executive Director, Innovation and Enterprise Solutions, KPMG LLP
Executive with management consulting experience, deep understanding of business and technology law (licensed attorney), expertise in software design and digital economics (startup investor/CEO/MBA), former Senior Fellow at the Society for New Communications Research (think tank that merged with The Conference Board), and frequent collaborator in published research. Demonstrated ability to quickly identify emerging trends and technologies amid the background noise, and to exploit these by innovating aligned products and services that provide extraordinary value to customers.
Over 15 years of experience leading multidisciplinary global teams in the technology, media and telecom sectors. Expert in innovation strategies, corporate strategy, business model innovation, marketing, strategic planning, research, and product development. Consulting clients included companies ranging from complex global life sciences, technology, and media enterprises to early-stage companies. Strategy consultant, thought leader, design thinker and co-author of "The Hyper-Social Organization" (McGraw-Hill), the award-winning book on enterprise use of social media.
Plenary II: Leading Cultural Transformation
At the Associate Dean stage of your career, no one has probably said to you yet, "Leaders set culture." That was one of the first pieces of advice that I received as a new Dean, and it was important for me to hear but not easy to act upon. I came to realize over time that the tools I most naturally thought of as an economist for transforming an organization—compensation, decision rights, etc.—were insufficient. Most transformations require culture change of some kind, meaning a change in shared values and the associated behavioral norms. This session will introduce you to this toolkit and walk through a couple case-study applications showing how this can work.
Rich Lyons, William and Janet Cronk Chair in Innovative Leadership, Dean Emeritus, UC Berkeley Haas School of Business
Rich was recently appointed Chief Innovation & Entrepreneurship Officer for the Berkeley campus. In 2018 he concluded eleven years as Dean of Berkeley’s Haas School. His early research was in international finance; recent work explores how leaders drive innovation and set culture. From 2006-08 he was Goldman Sachs’ Chief Learning Officer. Changes at Haas under his deanship include a new building, a suite of dual degrees with STEM fields, and a focus on culture. Haas drove a set of Defining Principles – Question the Status Quo, Confidence Without Attitude, Students Always, Beyond Yourself – deeply into admissions and other processes.