How do a culture of open debate and prioritizing work-life balance help the firm navigate change while advising others on how to do the same?

Deloitte's Dan Helfrich on consulting in the post-Covid, AI-inflected new normal

Artificial intelligence. Robotics. The Gig Economy. Globalization. The world is changing at a dizzying pace in ways that will have a profound effect on the economy, jobs and the flow of talent. How will firms cope with the changes ahead and what steps do they need to take today? Each episode features faculty from the world’s leading business school interviewing CEOs, technologists and experts on the bleeding edge discussing how to survive and thrive by managing the future of work.

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What are the consequences of treating employees as an expense rather than an asset? Cappelli argues that this “penny wise and pound foolish” practice hurts the bottom line by discouraging investments in a skilled workforce and prioritizing downsizing, irrespective of efficiency. How changes in management and reporting can realign incentives. Also, C-suite demographics and the impact of AI.

Wharton’s Peter Cappelli on changing the talent equation

WGU President Scott Pulsipher returns to the podcast for an update on the online institution’s mission to extend the reach of skill-oriented instruction. The HBS grad argues that the focus on competency rather than credit hours democratizes college access and economic opportunity.

Western Governors University:  Pursuing the network effects of competency based education

Managing the Future of Work co-chair Joe Fuller joins  Colorado State University's  Jocelyn Hittle to discuss his work on the Managing the Future of Work project and the Harvard Project on Workforce and to consider broader workforce trends.

Guest Appearance: Joe Fuller on CSU's Spur of the Moment

As the digital economy pushes companies to prioritize continuous learning,  HR strategies need to emphasize customization, flexibility, and support for diverse work-life needs.

IBM CHRO Nickle LaMoreaux on AI and the culture of skills building

AI's potential is tempered by the need for reliability and consistency in financial intelligence. How is Morningstar adopting the technology, upskilling its 10,000-strong global workforce, and competing for talent? Also, factoring sustainability and workforce strategy in ratings and risk analysis.

Deloitte's Dan Helfrich on consulting in the post-Covid, AI-inflected new normal

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