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:
$4,100 (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 | |
| 8:30 AM - 9:00 AM | Registration and Continental Breakfast |
| 09:00 AM - 12:30 PM | Building Game-Changing Organizations―Aligning Purpose, Performance and Principles; Practitioners’ Corner: Aligning Purpose, Performance and Principles |
| 12:30 PM - 1:30 PM | Networking Lunch |
| 1:30 PM - 3:15 PM | Building New Capabilities for a New Economy – Talent & Culture at Work – The BlackRock Story |
| 3:40 PM - 4:50 PM | Crafting Your Story – The Power of Collective Ambition |
| 4:50 PM - 5:00 PM | Reflections on Day I |
| 5:00PM - 6:00PM | Networking Reception |
| DAY 2 SAMPLE | |
| 8:30 AM - 9:00 AM | Continental Breakfast |
| 9:00 AM - 9:30 AM | Building a Game-Changing Talent Strategy – cont. |
| 9:30 AM - 11:00 AM | Leading Multi-Generational Teams |
| 11:20 AM - 1:45 PM | Group Discussion: Your Company’s Talent Challenges |
| 12:45 PM - 1:45 PM | Networking Lunch |
| 1:45 PM - 1:55 PM | Certificate Presentations |
| 1:55 PM - 3:30 PM | Developing a Game-Changing Leader’s Mindset |
| 03:40 PM - 04:00 PM | Reflection and Action Planning: Leadership Challenges for Game-Changing Organizations |
| 4:00 PM - 4:00 PM | Adjourn |
Joe DeVico
Managing Director
Head of the National Wealth Manager Business
US Wealth Advisory Group
Joe DeVico is Head of the National Wealth Manager Business comprising the Independent, Wirehouse, and Merrill Lynch channels and the Leveraged Sales efforts for the US Wealth Advisory Group.
Prior to assuming his current role, Joe was the Head of the Independent Channel business and the Internal Sales organization for USWA.
In previous roles at BlackRock, he was the National Sales Manager for the US Private Client, Head of Merrill Lynch GWM International Sales, and was responsible for BlackRock's sales organization covering Merrill Lynch Latin America, Europe, Asia, Middle East and USNRC.
Joe also was the Head of GWM Global Strategic Sales & Client Service, providing GWM financial advisors and branch management around the world with sales support and problem resolution, where he was responsible for the GWM Global Sales Desk, GWM Segmented Sales, GWM Sales Compliance, GWM Sales Operations/Problem Resolution and the GWM Sales Administrative Staff.
Before joining BlackRock in 2000, Mr. DeVico was a Vice President at Scudder/Kemper Investments (now Deutsche Asset Management) in Chicago.
Robert Grubert
Co-Head of Global Equities
RBC
Bobby Grubert is Co-Head of Global Equities. In this role, Mr. Grubert has global accountability for all equity related product capabilities including sales and trading, origination, new issue distribution, risk management, electronic trading and research. He is a member of the firm's operating committee as well as its U.S. operating committee.
Mr. Grubert began his career as an energy trader with Rauscher Pierce Refsnes, based in Dallas in 1996. Following the merger with Dain Rauscher, Mr. Grubert moved to Minneapolis to grow the NYSE Listed business. After RBC acquired Dain Rauscher Wessels 2001, Mr. Grubert transferred to New York, and was appointed Head of U.S. trading in 2007. He became Head of U.S. Equities in 2008, adding responsibility for global electronic trading in 2009 and he assumed responsibility of Cash Equities in Europe in 2014. In 2018 he was appointed Co-Head of Global Equities.
Mr. Grubert is an Executive Member on the Board of Directors of the Ronald McDonald House of New York, Inc., a member of the Boarealis AI Advisory Council and is a founding 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.
Rebecca O'Toole
Managing Director, Global Head of HR Business Partners, Investments
Black Rock
Rebecca is responsible for leading the Investments HR Business Partner team by providing HR consulting and service delivery to the Investments business groups (Alpha, Beta, Multi-Asset, Trading & Liquidity and Alternatives). Previously, She was global head of Talent Practices & Executive Services and had responsibility for the firm's performance management processes, talent reviews, promotions, executive succession planning and development. She also coordinated the firm's Talent committees.
Ms. O'Toole joined BlackRock in early 2010. Prior to joining BlackRock, Rebecca was a consultant for 9 years focused on off-shoring/near-shoring deployments and program management for HR transformations. She started her career at Prudential Financial and held many roles in Retail Distribution from internal consulting, strategic initiatives, head of Management Development and chief of staff for the head of Recruiting, Selection, Training and Development.
Ms. O'Toole holds a B.S. in Mathematics from Fairfield University and is MBTI, HBDI and Hogan certified.
Kerry Stakem
PwC Market People Leader Northeast Market
PwC
Kerry Stakem is currently the Northeast People Leader at PwC. In this role, she drives the people strategy to cultivate connectivity and development opportunities for professionals with a focus on diversity and inclusion.
She has spent the past 22 years in various roles at PwC. Most recently serving as the Northeast Talent Acquisition Leader, Kerry was responsible for the identification and hiring of all campus and experienced hires into the Northeast Market. Prior to this, she spent time in various Human Capital roles focusing on talent development, coaching, and deployment. She began her career at PwC in the Assurance practice after graduating from Boston University with a Bachelor’s degree in Accounting.
In 2015, Kerry was selected to participate in Genesis Park - PwC’s global leadership development program focused on growing and transforming high potential, top performing talent into resilient, responsible, and authentic global leaders. She has her Energy Project People Fuel Certification and is completing her Coaching Certificate with iPEC.
Outside of work, Kerry is an active volunteer in the community. She is currently the Chairperson of the Massachusetts Society of CPA’s (MSCPA) Academic and Career Development Committee and a member of the MSCPA Education Foundation Board. In addition, she recently served a one year term as Vice Chairman of the Board of Directors of the MSCPA after having served a term as a Board Member. Kerry is preparing to ride in her fifth Pan Mass Bike Challenge to raise funding and awareness for cancer research. In her free time, Kerry enjoys playing tennis, traveling, and spending time with her husband Steve and two young sons - Tommy and Charlie.
Susan Uchida
Head of Human Resources
RBC Capital Markets and RBC Investor & Treasury Services
Susan Uchida is the Head of Human Resources for RBC Capital Markets and RBC Investor & Treasury Services. She leads the HR function by working with a talented global team to deliver a range of HR services and programs that enable business strategies. Ms. Uchida partners with the business to place, develop, reward, and retain top talent to drive the organization's success.
Since joining RBC Financial Group in 2002, Susan has served in a variety of business and HR leadership roles in Canadian and American retail banking divisions, insurance, and capital markets. She has more than 16 years of experience in the financial services industry.
RBC employs over 81,000 professionals supporting more than16 million personal, businesses, public sector and institutional clients through offices in Canada, the U.S. and 56 other countries. As measured by market capitalization, RBC is the largest bank in Canada and one of the largest banks in the world.
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.
VIEWDiego J: Fantastic teacher and definitely interesting insights, but its applicability is restricted to certain industries and roles.
David R: Doug Ready is the master storyteller. He provides rich strategic direction grounded in real-world case studies; presented in detail by the corporations themselves. At the same time, we get to test out our own organizational challenges. Best course I took at MIT Sloan.
Emmanuelle K: It was an interesting course. I expected to spend more time on some concepts such as the compass, but it was very enriching.
Jessica Vasquez T: Great Program. I liked especially the practitioners` corner and panels.
Dan C: I thoroughly enjoyed the content and delivery. It was practical subject matter that is immediately valuable. I also enjoyed the outside talent Doug brought in because it made the course objectives more tangible and clearly applicable.
Mario S: Carefully designed, great course with valuable insights and useful practitioners corner. Excellent facilities and remarkable overall experience.
Felipe 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.
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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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