Key Themes and Questions

KEY THEMES
AND QUESTIONS

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  • How can the human dimension in organizations confront the digital tsunami and increasing tensions in society?
  • In what ways is the social contract between citizen and state falling short—and how could better leadership of businesses help?
  • Will technocrats or humanists claim the souls of organizations?
  • How to reestablish a more compass for business in societies with diverging value systems?
  • What is the social purpose of business beyond producing profits and shareholder value?
  • Are today’s businesses earning their license to operate?
  • Is it time to move beyond “CSR” to new models for long-term value creation?
  • Are perverse incentives driving inequality to greater extremes?
  • What changes in legal and institutional frameworks could encourage better decision-making for the long term?
  • What jobs will reward human talent in the age of big data, algorithms, and machine learning?
  • Are doomsday predictions of the “end of work” missing human elements of work that will not go away?
  • Where, if anywhere, will gut feelings and heuristics still be valuable in decision-making?
  • How can we ensure that the gig-economy platforms flourishing today have positive impacts on quality of life and work?
  • Rather than innovating for the cost efficiencies that come from workforce reduction, what would it mean to innovate for jobs?
  • Are there viable alternatives to industrial-age organizations, which still provide for reliable processes and formal accountability?
  • All organizations learn, but have we yet seen an organizational design optimized for learning?
  • Does shifting the focus of management to transformation and innovation mean ending the age of process management?
  • Are organizational hierarchies toxic to collaborative work—or, as some have suggested so endemic to the human condition that it would be folly to fight them?
  • In efforts to improve the practice of management, is theory informing practice enough—and vice versa?
  • Where are more adaptive and experience-based approaches taking hold, with what results?
  • When an experiment of limited scope works, what determines whether it can scale—and stand the test of time?
  • What are the common threads that run through Scrum, Agile, Lean Startup, Design Thinking, and Beyond Budgeting methodologies—and how do they change the world of work at large scale?
  • Is the discipline of management getting closer to having the “common language” that will allow for greater progress in theory building?
  • What role of strategy in a fast changing and unpredictable world?
  • What organizations are doing most to liberate the initiative and creativity of the workforce?
  • Does it make sense to consider everyone an innovator?
  • How are social media tools enabling idea- and knowledge-sharing and fueling organizational success?
  • Where are organizations implementing AI and machine learning to leverage and amplify human intelligence and ingenuity?
  • How is HR management being transformed by big data and cognitive technologies?
  • How can the state be a more effective guardian of the “social ecology” Drucker recognized as so all-important, and always evolving?
  • How should policy wisely respond to the “Uberization” of whole swathes of commercial activity, and other disruptions unleashed from outside a nation state’s territory?
  • As industry disruptors (think Uber, Facebook, Amazon, Airbnb, and others) produce important social impacts, how should lawmakers respond?
  • How important is it to ensure local business survival in an era when network effects seem to inexorably to create oligopolies, if not monopolies?
  • How can the state reach beyond lobbyists and advocacy NGOs to gain the understanding vital for effective regulation?
  • Are new leadership and management competencies required for the twenty-first century, and are they being recognized?
  • How can development of human talent be scaled up, particularly in the new powerhouses of emerging economies?
  • Is it time for business schools to move out of the standard MBA-education comfort zone?
  • Are researchers producing more evidence-based approaches to improving business leadership?
  • How can we do more to transfer managerial expertise across regions, professions, and disciplines?
  • Has the time come to recast management as a liberal art?
  • What will it take to create the managerial “social movement” that has been called for in various ways by Clayton Christensen, Charles Handy, and others?
  • What might be a “nudge” strategy for influencing key stakeholders to behave in more enlightened ways?
  • What steps can we take in the near term, to improve human prospects in the long term?
  • Barcamp Session – Staying Human in a Robot society
  • Philosophy and Management
  • New Value Metrics in support of the human dimension
  • Happiness, Health and Wellbeing – a reality check
  • Case studies of human centric management models