Join up to 200 alumni for lively networking and discussion of ‘Why Is Innovation So Hard?’ led by Darden Professor Ed Hess, author of the best-selling book, Learn or Die: Using Science to Build a Leading-Edge Learning Organization.
This interactive session will explore how upcoming technology advances will make learning a strategic imperative for organizations and how innovation will become the primary business differentiator. Hear how three market leaders; Bridgewater Associates LP, Intuit Inc. and Google; created exemplary organizational learning systems. You will come away with ideas you can put into action immediately.
Food and drink provided so please RSVP. Upon arrival, check in at the Darden table within the 1871 lobby and take a moment to see the center’s 75,000 sq’ tech ecosystem.
Reading material (Its Darden, thus always extra reading material):
Why Is Innovation So Hard
The AI Revolution Will Humanize Business
The MBA of the Future Needs a Different Toolbox
Innovation Requires Humility and Courage
Professor Edward D. Hess 30 year career includes time at Atlantic Richfield Corporation, Warburg Paribas Becker, Boettcher & Company, the Robert M. Bass Group and Arthur Andersen. He has authored 11 books, over 60 practitioner articles and over 60 Darden cases dealing with managing growth, systems and strategies. His books include:
- Learn or Die: Using Science to Build a Leading-Edge Learning Organization,
- The Physics of Business Growth: Mindsets, System and Processes
- Grow to Greatness: Smart Growth for Entrepreneurial Businesses
- Growing an Entrepreneurial Business: Concepts & Cases
- Smart Growth: Building Enduring Businesses by Managing the Risks of Growth
- So You Want to Start A Business
- The Road To Organic Growth
- Leading with Values: Virtue, Positivity & High Performance
- The Search for Organic Growth
Smart Growth was named a Top 25 2010 business book by Inc. Magazine.
His current research focuses on applying the science of learning in a business environment: learning cultures, systems and processes.
Hess has taught in Executive Education programs for Harris Corporation, Cigna, Timken, United Technologies, Genworth Financial, Pitney Bowes, Unilever Russia, Marriott International, Westinghouse Nuclear, Alpha Natural Resources, Alegco-Scotsman, FTI Consulting, Dover Corporation, Glen Raven Corporation as well as IESE (Barcelona) and the Indian School of Business.
To compete with today’s increasing globalization and rapidly evolving technologies, individuals and organizations must take their ability to learn — the foundation for continuous improvement, operational excellence, and innovation — to a much higher level. In Learn or Die, Edward D. Hess combines recent advances in neuroscience, psychology, behavioral economics, and education with key research on high-performance businesses to create an actionable blueprint for becoming a leading-edge learning organization.
Learn or Die examines the process of learning from an individual and an organizational standpoint. From an individual perspective, the book discusses the cognitive, emotional, motivational, attitudinal, and behavioral factors that promote better learning. Organizationally, Learn or Die focuses on the kinds of structures, culture, leadership, employee learning behaviors, and human resource policies that are necessary to create an environment that enables critical and innovative thinking, learning conversations, and collaboration. The volume also provides strategies to mitigate the reality that humans can be reflexive, lazy thinkers who seek confirmation of what they believe to be true and affirmation of their self-image. Exemplar learning organizations discussed include the secretive Bridgewater Associates, LP; Intuit, Inc.; United Parcel Service (UPS); W. L. Gore & Associates; and IDEO