Friday, June 22, 2018 9:00 am - 1:15 pm
William Duggan / Columbia Business School
Modern science now understands how creative ideas happen in the human brain. And by learning how it works, you can learn to do it better. In fact, 99% of creative methods in use today around the world use the old — and wrong — model of how the brain works. When you ask creative people how they did something, they often feel a bit guilty, because they don't generally perceive they really did anything. It just happened!
Creativity isn't something only scientists and artists enjoy; in fact, all of us use our creative brains every day at home, work and play. Each of us has the ability to increase our mental functioning and creativity, and this session will show you how.
William Duggan teaches innovation in three venues at Columbia Business School: MBA and Executive MBA courses, and Executive Education sessions.. He is the author of three recent books on innovation: “Strategic Intuition: The Creative Spark in Human Achievement,” “Creative Strategy: A Guide for Innovation,” and “The Seventh Sense: How Flashes of Insight Change Your Life.” In 2007 the journal Strategy+Business named “Strategic Intuition” the Best Strategy Book of the Year. He has twenty years of experience as a strategy advisor and consultant. In 2014, Professor Duggan won the Dean’s Award for Teaching Excellence. He has given talks and workshops on innovation to thousands of executives from companies in countries around the world.
Sonia Marciano / New York University Stern Business School
The basic definition of business strategy is “the art, science, and craft of formulating, implementing, and evaluating cross-functional decisions that enable an organization to achieve long-term goals and objectives.” While most of us want to act strategically, this definition provides little insight into what strategy actually is and how strategy is developed and implemented. In this session, we consider managerial and behavioral issues, as well as institutional details to derive principles that can be applied in both business and non-business settings.
Our session goal is to show how to, in a comprehensive, logical, and structured way, break down situations in which being strategic will improve your outcomes. The material we will cover has implications for fields related to strategy, such as corporate finance, marketing, and data analytics—but can help anyone focus on the big picture essentials and building blocks that form the foundation of an MBA.
Sonia Marciano is a Clinical Full Professor of Management and Organizations at NYU Stern, where she has been since 2007. She has taught Strategy at Columbia Business School and was an Institute Fellow and Senior Lecturer at Harvard University’s Institute for Strategy and Competitiveness. Prior to her time at NYU, she was a Clinical Professor of Management and Strategy at Northwestern University’s Kellogg School for eight years, as well as a Visiting Professor of Strategy at the University of Chicago. She was awarded Best Professor in Executive Education at Stern 6 times, as well as Favorite Professor Kellogg EMBA 6 years in a row.
Paul Bracken / Yale University School of Management
Whether it's to improve basic operations, start a new project, or make a career move, there is a pattern for success: frame the problem, analyze the information, choose a solution, and, finally, execute the favored solution.
Using the widely acclaimed Yale Problem Framing course, we highlight the difference between management and leadership, operations and strategy, and seeing the customer's viewpoint. Real world examples of problem framing covered include Jiffy Lube®, Zara, Amazon 1-click ordering, and red teaming customer scenarios.
Paul Bracken is a leading expert in global competition and the strategic application of technology in business and defense. Professor Bracken is consistently rated as one of the top executive education teachers in the world, bringing together practical as well as academic perspectives. He is a consultant to private equity funds, accounting, and insurance companies as well as several arms of the U.S. Government. A member of the Council on Foreign Relations, he is included in Princeton Review’s book, “The Best 300 Professors in America.” He has served on the Chief of Naval Operations Executive Panel, and has co-chaired the Board of Advisors of the U.S. Naval War College and the Naval Postgraduate School.