At a glance:Dr. Margaret Heffernan produced programmes for the BBC for 13 years. She then moved to the US where she spearheaded multimedia productions for Intuit, The Learning Company and Standard & Poors.
Dr. Margaret Heffernan produced programmes for the BBC for 13 years. She then moved to the US where she spearheaded multimedia productions for Intuit, The Learning Company and Standard&Poors. She was Chief Executive of InfoMation Corporation, ZineZone Corporation and then iCast Corporation, was named one of the “Top 25”by Streaming Media magazine and one of the “Top 100 Media Executives”by The Hollywood Reporter.
The author of five books, Margaret’s third book, Willful Blindness : Why We Ignore the Obvious at our Peril was named one of the most important business books of the decade by the Financial Times. In 2015, she was awarded the Transmission Prize for A Bigger Prize: Why Competition isn’t Everything and How We Do Better, described as “meticulously researched…engagingly written…universally relevant and hard to fault.”Her TED talks have been seen by over eight million people and in 2015 TED published Beyond Measure: The Big Impact of Small Changes. She is Lead Faculty for the Forward Institute’s Responsible Leadership Programme and, through Merryck & Co., mentors CEOs and senior executives of major global organizations. She holds an honorary doctorate from the University of Bath and continues to write for the Financial Times.
THE ONE FIRM FIRMCollaboration and innovation are vital skills in global business—but where do they come from? How do leading companies get the alignment, trust and energy they need to get their people to work well together? What are the impediments to, and habits of, creative collaborative teams? Everyone talks about collaboration but few know how to do it, what it feels like or what organizational structures enable—or disable—it. What they all know is that if they can't figure out how to do it will, others will. In this presentation I show:
-The meaning and characteristics of collective intelligence
-The business case for collaboration
-Incentives that make people pull together
-What gets in the way of teamwork
-How great leadership teams function
TWO FOR ONE: SEEING RISKS/SEIZING OPPORTUNITYPulling together a century of psychological, industrial and economic research, I believe that willful blindness is the biggest risk most organizations face. But the good news is that those companies that confront the issue don't just reduce their risk; they also make themselves inherently more creative and collaborative. It's a twofer: when you see more, you can make more and risk less. In this provocative presentation I cover:
-What blinds companies to their risks
-Why most employees don't share their knowledge
-How companies can kill creativity—or stoke it
-The power of noticing and acting on what you see
-How diversity can make companies smarter.