Participants in this organizational strategy program will learn what it takes to build game-changing companies that make their teams and areas of responsibility world-class talent factories. They will also discuss the importance of building an innovative company culture and learn from the successes and challenges of various companies that have been on similar journeys of transformation.
Building Game-Changing Organizations: Aligning Purpose, Performance, and People
Certificate Track:
Strategy and Innovation
Location:
Cambridge, Massachusetts
Tuition:
$3,900 (excluding accommodations)
Program Days (for ACE Credit) 2
Game-changing organizations rewrite traditional playbooks. They stand out. They often create disproportionate value relative to their size and resources. They have big dreams but know how to get things done. These organizations have a palpable "buzz" to them. They have a breakaway business model, but they also have a breakaway spirit and organizational culture.
Leaders of these game-changing organizations understand the power and importance of telling their companies' compelling stories. They are hard-edged business leaders but they also embrace what others might consider to be the "soft side" of leading: purpose, vision, and climate. They know how to integrate the hard and soft sides of leadership into a powerful formula that makes them game-changers. These leaders and their organizations are purpose-driven, performance-oriented, and principles-led. The weaving together of these three capabilities simultaneously is what helps them get and stay out in front.
“The course is a well-balanced combination of theory and
practice, with topics that are very relevant to the challenges that
organizations face in terms of the disruptive march of technology and the
massive generational and geographic switches currently emerging in both the
customer and workforce.”
—Biju
K., Past Participant
Participants in this program will:
This program is geared to upper to senior level managers who are responsible for or make strong contributions to their companies' strategy, vision, and operational priorities. In larger companies that would usually mean being among the top 500 enterprise leaders: division, business unit, functional or geographic leadership team members. In smaller firms, it might mean the team that is propelling the company forward. The program will also be extremely valuable for HR professionals who are in senior roles and responsible for contributing to enterprise-wide change or capability building efforts.
Doug Ready is Senior Lecturer in Organization Effectiveness at the MIT Sloan School of Management.
His research into aligning purpose, performance, and principles has led to the popular concept of implementing a company's Collective Ambition. Ready's research and writing also focuses on strategic talent management and enterprise-wide change. He has authored numerous highly popular Harvard Business Review and Sloan Management Review articles on these topics, including “The Power of Collective Ambition", “Make Your Company a Talent Factory", and “Leading at the Enterprise Level,” among others.
Ready is also the founder and president of the International Consortium for Executive Development Research (ICEDR), an internationally renowned collaborative in talent management and leadership development comprised of many of the world's leading companies and business schools. Ready works with top management teams, helping them to mobilize their leaders to bring about large-scale change. He has led major change and leadership development initiatives for companies including: Continental AG, Ford Motor Company, Four Seasons, Hess Oil, HSBC, LG Group, PwC, Royal Bank of Canada, Samsung Group, and United Technologies Corporation.
Sample Schedule—Subject to Change
| DAY 1 SAMPLE | |
| 8:30AM - 9:00AM | Registration and Continental Breakfast |
| 09:00AM - 12:30PM | Building Game-Changing Organizations―Aligning Purpose, Performance and Principles |
| 12:30PM - 01:30PM | Networking Lunch |
| 1:30PM - 3:15PM | Building Game-Changing Organizations―Aligning Purpose, Performance and Principles (cont.) |
| 3:15PM - 3:35PM | Break |
| 3:35PM - 5:00PM | Building Game-Changing Organizations―The Power of Organizational Culture |
| 5:00PM - 6:00PM | Networking Reception |
| DAY 2 SAMPLE | |
| 8:30AM - 9:00AM | Continental Breakfast |
| 9:00AM - 9:30AM | Building a Game-Changing Talent Strategy |
| 9:30AM - 10:30AM |
Millennial Voices and What It Takes to Lead in Today's World
|
| 10:30AM - 10:45AM | Break |
| 10:45AM - 12:45PM |
Practitioners’ Corner: Game-Changing Talent
|
| 12:45PM - 1:45PM | Networking Lunch |
| 1:45PM - 3:15PM | Developing a Game-Changing Leader’s Mindset |
| 3:15PM - 3:30PM | Break |
| 03:30PM - 04:30PM | Reflection and Action Planning: Leadership Challenges for Game-Changing Organizations |
| 4:30PM - 4:35PM | Adjourn |
Matt Breitfelder
Chief Talent Officer
BlackRock
Matt Breitfelder, Managing Director, is BlackRock's Chief Talent Officer and is a member of the firm's Global Operating Committee. In this capacity, Matt leads the Global Talent team, with responsibilities for talent acquisition, talent management, learning & development, inclusion & diversity and executive succession planning and development. Previously, Breitfelder served as the Global Head of the HR Business Partner team, which is responsible for providing HR consulting and service delivery in each business group across the firm. He also led the Investments (Alpha, Beta, Multi-Asset, Trading & Liquidity and Alternatives) and Client Businesses (Institutional, Retail, iShares and BlackRock Solutions) HR teams.
Prior to joining BlackRock, Breitfelder was Global Head of Talent Management and Organizational Development at MasterCard Worldwide. He has also held talent and strategy roles at PricewaterhouseCoopers and the Corporate Executive Board. He began his career as an international economist with the U.S. Department of Commerce. He currently serves on advisory boards at the Presidio Institute and the Aspen Institute.
Breitfelder earned a BA in economics from the University of Southern California, an MS from the London School of Economics and an MBA from Harvard Business School.
Helena Gottschling
Chief Human Resources Officer
RBC
Helena Gottschling is RBC's Chief Human Resources Officer (CHRO) with global responsibility for Human Resources. Together with other members of Group Executive, Gottschling is responsible for setting the overall strategic direction of RBC - extending to over 80,000 employees in 37 countries.
Gottschling joined RBC in 1985, holding progressively senior roles in Retail Banking, Human Resources and National Office, which included positions in Vancouver, Calgary and Toronto. She re-joined Human Resources in 2006 and held a number of executive roles before being appointed CHRO in 2017.
Prior to her current role, she was Senior Vice President, Human Resources, responsible for executive and high potential talent management, including leadership development and succession planning. She was also accountable for RBC’s enterprise learning function and organizational effectiveness centre of expertise for change management and organizational design. In addition, Gottschling led the Human Resources business partner teams supporting Technology & Operations and Global Functions
In her 32 years with RBC, Gottschling has distinguished herself as a trusted advisor, a change champion, and a devoted employee advocate – leadership qualities that help to unlock the potential of RBCers and strengthen our brand as a top employer of choice on a global scale.
Gottschling was a co-chair of RBC's record-breaking 2016 National Employee Giving Campaign, inspiring employees to go above and beyond in their personal donations to help Canadian communities prosper. She has been a longtime supporter of the Juvenile Diabetes Research Foundation Ride for Research and is a past board member of The Mosaic Institute.
Gottschling holds a Bachelor of Business Administration degree from Simon Fraser University in Vancouver, British Columbia.
She is married with one son and lives in Oakville, Ontario, Canada.
Robert Grubert
Managing Director
RBC Capital Markets
Robert Grubert began his career as an energy trader on the OTC Trading Desk of Rauscher Pierce Refsnes, based in Dallas in 1996. The Firm then merged with Dain Rauscher and Grubert moved to Minneapolis to grow the NYSE Listed business. After Dain Rauscher Wessels was acquired by the Royal Bank of Canada in 2001, Grubert moved to New York, and was then appointed Head of U.S. trading in 2007. He was then appointed Head of U.S. Equities in 2008 and later assumed responsibility of global electronic trading in 2009.
Grubert is responsible for the firm’s U.S. equity sales and trading divisions, and electronic trading globally. In 2014, he assumed responsibility of Cash Equities in Europe, leading RBC’s global coordination efforts across the cash business.
Grubert is on the Board of Directors of the Ronald McDonald House of New York, Inc. and is an active member of the RBC U.S. Capital Markets Diversity Leadership Council.
Matt Kapszukiewicz
Human Capital Director
PricewaterhouseCoopers
Matt Kapszukiewicz is the Human Capital Director in PricewaterhouseCoopers' Midwest market where he is responsible for providing leadership and driving human capital strategy. Matt also provides leadership and expertise on national teams focused on onboarding, organizational design, talent management, mobility and talent development for the Firm.
Matt’s PwC career began in Washington, D.C. where, in addition to HR generalist responsibilities, he focused on talent acquisition and staffing, while gaining exposure to International HR matters.
While based in Houston, TX, Matt led talent acquisition at some of the firm's largest sources.
Following Houston, Matt led the Human Capital function for PwC's Global Capital Markets Group across 25 countries in Europe and Asia during a four-and-a-half year assignment based London.
Matt was based at PwC's headquarters in New York leading Human Capital for the U.S. Transaction Services practice prior to his current assignment in the Midwest.
He earned B.A. in Political Science from the University of Massachusetts and a Master's Degree in Human Resources from the University of Cincinnati. He holds the SPHR designation from the Human Resource Certification Institute, SHRM-SCP from the Society of Human Resources and is a member of SHRM. He's an avid runner, little league coach and scuba diver.
He lives with his family in Ohio.
Christopher O'Donnell
VP of Sales Products, GM of Inbound Sales
HubSpot
O'Donnell is a technology products strategist, designer, and evangelist. He joined HubSpot as a part of the Performable acquisition in June of 2011. Prior to joining Performable in Fall of 2010, O'Donnell managed a team of designers and product managers serving the largest customers in the world: our nation's various military and intelligence organizations. Simultaneously, he started and drove a content-driven social media marketing effort that today boasts over a million readers. Prior to working in online marketing and product development, O'Donnell operated a music production business, where he put his B.A. in Music from Brown University to good use.
Effective organizational leadership means connecting the dots between vision and strategy. MIT Sloan Senior Lecturer Douglas Ready provides a leadership formula with game-changing results. Watch now.
VIEWTruly game-changing organizations are, at the same time, purpose-driven, performance-oriented and principles-led.”
VIEWIn theory as well as organizational practice, the discussion on organizational purpose currently seems to be en vogue. For many years, Doug Ready has been at the forefront of research in this field.
VIEWHal Gregersen, executive director of the MIT Leadership Center, sits down with Doug Ready, Sloan School of Management professor, to talk about “game-changing organizations” that aim to put trust back into business.
VIEWIn this article, Doug Ready discusses the five embedded tensions that cause transformation difficulties and what can great change leaders do to improve these odds.
VIEWMIT Sloan Professor Doug Ready on game-changing organizations.
VIEWWhen you need to rally the troops behind a new company goal or mission, what do you do?
VIEWAspiring corporate leaders first learn to build and implement visions for their individual business units. But as they advance in their careers, executives also must learn how to lead with an enterprise perspective.
VIEWLeadership thinking can be learned but is difficult to teach. It is a matter of asking questions and presenting challenges that help someone discover the mental model that enables their “best leader” to emerge.
VIEWAs Douglas Ready wrote in the MIT Sloan Management Review, research on storytelling in executive development found storytelling outperformed many other development initiatives in creating leadership skills.
VIEWFelipe T: Great course, highly recommended. Engaging in discussions with Doug is a unique experience. It really helps to understand the dynamics inside a company. The course was also nicely delivered combining real life cases (executives from successful companies coming to share their experiences) and cutting edge theory.
MacDara H: Really good mix of high level training mixed with "Practitioner Corner" real life examples of the process in action. Gives great direction, agnostic of your industry, of how to make game-changing moves regardless of where you are in the corporate levels
Mark B: Highly relevant, well prepared and expertly delivered. Outlines how the alignment between purpose, principles and performance is so important for optimizing enterprise-wide culture and executing best practice talent strategies in order to build outstanding organizations.
Aubrey S: Absolutely awesome! Well delivered.
Jeromy M: Wonderful engagement from beginning to end. Quality lecturers from diverse backgrounds add a valuable touch to the class as well.
Erik M: Great experience; i especially liked the mix of mit speakers and external speakers
Derek M: Very interesting and important topics discussed in this class. It was great to hear from executives utilizing these methods in their day-to-day, and to learn their candid challenges and successes. There were lots of tangible ideas discussed and opportunity to critically think about how these ideas/methods can be applied in your own world. One thing I would like to learn more about, still, is what (or how) new technologies can be used in strengthening and aligning business purpose, performance, and principles.
Eduardo S: Excellent overview of the importance of a purpose driven, principles led, and performance based organization and in-depth case studies of companies that have achieved this.
Darren G: Along a journey an inflection is often marked by the arrival of new data, a diversity of experience or a different perspective...this course brings all three. MIT's Doug Ready was a deft conductor bringing information and insight that will help me to steer our Institute to greater impact and growth
Alexandre M: The invited speakers that expose their experience in their organizations were very valuable and, even though my domain is restricted to start-ups, I was able to make the bridge for some concepts from the world of middle-to-large corporations towards smaller structures. The course is very interactive and the participants add a lot of value to the discussion.
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Guest speakers for the March session of this program will include:
See the Guest Speakers tab on this page to learn more.
Game-Changing Talent Strategy: From Inspiration to
Implementation
Learn what it takes to develop world-class talent and a high-engagement culture.
"As a leader, being one person, in the middle of a huge company, thinking about changing the whole game sounds impossible. When you realize that other people in other companies have the same challenge, it becomes clear that it is, in fact, an opportunity. In this program, I've learned a lot about how to seize the opportunity, with good examples, techniques and interactions with other peers." ~ Fausto Neri V.
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