This is the first in a series of three posts about Bob Pozen’s approach to personal productivity and high performance.
What stands between you and the more productive version of you—the person who meets his or her personal and professional goals on a daily, monthly, and yearly basis? Robert Pozen provides concrete answers to this question in his new course, Maximizing Your Personal Productivity, offered on March 20-21 by MIT Sloan Executive Education.
Pozen is one of the most productive professionals in America. He’s been a top executive at two mutual fund giants, Fidelity and MFS Investment Management. He’s also been a government official, a corporate director, a business school professor, and a prolific author—and has been several of those things at once. After publishing several times in the Harvard Business Review, its editors wondered how he was able to submit all his articles on time and within the word limit—while juggling two jobs. Its published interview with him on the secrets of his personal productivity went viral, as well as his subsequent You Tube video on the topic. These led naturally to his best selling book, Extreme Productivity: Boost Your Results, Reduce Your Hours and sold out speaking engagements around the country.
“It became clear that although I spent most of my adult life working in financial institutions, and had written text books on the financial industry, all of a sudden everyone was interested in personal productivity,” says Pozen. “People were stopping me on the street to ask for advice; calling me to say how my book had changed their entire approach to reading and writing.”
By Chuck Brooks
Public/private partnerships are critical to the success of government operations that provide essential services and benefits. Such partnerships can help agencies reduce costs, simplify operations, and are easily scalable at times of increased and decreased need. Whether motivated by a natural disaster, terrorism, or an interruption caused by legislative shortfall, successful public/private partnerships can provide business continuity and resilience.
Given that most of the infrastructure in the U.S. is private, government has a need to coordinate with the private sector for maintaining critical transportation modes, IT, and communications support, allowing these agencies to keep preparedness at high levels. The private sector can also bolster humanitarian efforts with supplies of needed food, water, and provisions.
In late January 2014, the Boston Globe ran a feature in its business section on MIT’s role in local entrepreneurship. In “MIT Retools to Aid Students in Startups,” Boston Globe reporter Michael Farrell asks “Is it possible MIT is feeling inadequate—insecure, even?” He points out that MIT is “facing increasing competition from around the corner and across the country,” citing Harvard University and Stanford University. The article goes on to detail a campus-wide initiative, led by MIT President Rafael Reif, to “make the school the unquestioned leader of technological innovation and entrepreneurship in the 21st century.”
It’s important to first point out that MIT is world renowned for its legacy of entrepreneurship. According to a Kauffman Foundation report, more than 25,000 active companies founded by MIT alumni have generated about 3.3 million jobs and $2 trillion in annual revenues. If they formed a nation, these companies would constitute the world’s 11th largest economy. US News & World Report also recently ranked MIT #3 in its college rankings for entrepreneurship.
By Robert Pozen
Are you feeling overwhelmed at work? Do you feel like you don’t have enough time for family and friends?
If so, take my executive education course at MIT Sloan Executive Education: Maximizing Your Personal Productivity, March 20–21. The course consists of four substantial sessions over two days, with time to network and make friends. Each session will help you master a different and important aspect of personal productivity.
With globalization comes increased risk and uncertainty in nations, environments, communities, and businesses. As growing complexity makes it more difficult to determine the source of risk in these complex systems, it also reveals the interdependent nature of risk within a greater ecosystem. New studies show the best way to manage an organization in the face of risk is to build resiliency—the ability to withstand, recover from, and maintain function through a crisis. But in order to manage risk effectively, resiliency must be built into the entire interrelated system of an organization.
In the MIT Sloan research paper, “Uncertainty and Risk in Global Supply Chains,” MIT Sloan Professor Donald Lessard states that “risk management requires systematic management of risks that are generated within each link in the chain and, more importantly, in the interfaces among links in order to limit disruptions and their propagation throughout the system.” Effective management of risk, therefore, requires a systems thinking approach—understanding how systems influence one another within a whole.