103: Chris Yenkey. You cooperate as a driver in profoundly complex ways, yet if you sometimes speed, you’re engaging episodically in corruption.

110: Brent Goldfarb. Great scientists think big, think long-term, and have integrity

Professor Brent Goldfarb studies big ideas, arguing that short-term investor pressures can cause firms to innovate less than they might otherwise.   Brent also studies how well-intentioned corporate innovators may pull the plug on their work once they achieve results that are good enough to pass muster – even when breakthroughs are just around the corner.  With training in both economics and computerscience, he brings a long view – an historian’s sensibility – to trajectories of scientific commercialization through corporate action.   Despite all the challenges, Brent remains excited and optimistic that science can deliver the insights we need forprosperity in the face of AI.

109: Adam Clark. Authentic organizational commitment is a long game with a big payoff

Professor Adam Clark of Chapman University is studying something that is notoriously difficult to assess:  the authenticity of an organization’s commitment.  In this powerful conversation, he talks with Anita about whether and how an organization’s authenticity may evolve over time.  Thestakes are high, with firm survival turning on getting authenticity right.

108: Herman Aguinis. Know your tools. And use them for impact.

Professor Herman Aguinis is a pre-eminent scholar, educator, and leader in the field of Management.  With more citations, accolades, and leadership responsibilities than just about anyone else in our field, Herman remains lighthearted, optimistic, and incredibly productive.    In this engaging talk, he characterizes research methodologies as tools that must be mastered to achieve the impact to which we all aspire.

107: Felipe Csaszar. Just as computers replaced human elevator operators, AI may replace Strategy executives.

Professor Felipe Csaszar of the University of Michigan is an eminent scholar with extensive publications on managerialcognition, organizational decision-making, and the ways in which AI is reshaping the process of strategizing.  In this conversation, he explains how the hard-core analytical work of strategizing may be much more effectively done by AI than by human analysts.   Yet in the end, this will be a balancing act in which human prosperity stays squarely in our sights as thecentral goal of strategizing.

106: Aparajita Agarwal. The local agents delivering mobile money in low-income communities aren’t in it to maximize their incomes

Professor Aparajita Agarwal of INSEAD was a successful executive in consulting and digital tech firm when she decided to step away from her top-flight career and enter into a PhD program in Strategy.  Fast forward fifteen years, and her research now shows how large firms – like those she once advised – cannot succeed by taking for granted that high-powered financial incentives will motivate local agents to deliver profitable banking products in low-incomecommunities.   It turns out that, like Aparajita herself, money is not the main motivator for the work that these agents do.