Predicting market downturns and upturns, reducing volatility of returns without sacrificing upside potential.
Health and Wellness has been a significant buzz word for close to a decade, with reports that it will soon exceed a trillion dollars and become an "industry" onto itself. Yet, in the last 10 years, health and wellness seems to be very siloed and fragmented with major players "staying in their own lanes". At best, the world has only seen very incremental innovation in health and wellness products/services, rather than the disruptive business models that the world has seen in other industries, represented by Apple, Amazon and others. How do we apply principles from the companies who are true innovators to create more meaningful businesses of scale in health and wellness?
What online tools are the best practices for gathering innovation ideas from a large team (e.g., 4000+ member), assigning those ideas to SMEs (Subject Matter Experts) to determine if they should be implemented, and then implementing them? What is the best practice for designing a process that does not die under its own weight?
How the best performing Operations Executives transition into C-level Corporate Strategy jobs - levers they use, path they take, opportunities they seize, network they build.
A show and tell of new technologies and discussion of their implications for various industries and business practices
It would be great to have access to Wharton branded market research, economic data, and analyst data as part of the alumni program. This would help increase engagement among Alums and give the school increased touchpoints with graduates.
Creating a climate in which people want to do their best; motivating many kinds of direct reports and team or project members; assessing each person’s hot button and use it to get the best out of him/her; pushing tasks and decisions down; empowering others; inviting input from each person and sharing ownership and visibility
How to drive the idea of achieving value for the customer across the organization and creating a passion for satisfying customers.
Entrepreneurship is back in vogue. Almost 10% of the WG '11 class decided to start their own company after Wharton. Although Wharton has a strong legacy and track record in entrepreneurship, it is not something that we publicize well and the resources for Wharton entrepreneurs are not in place as efficiently and they should. We need to find ways to help alumni entrepreneurs connect, promote our companies, provide resources and mentoring to alumni and student entrepreneurs, etc, in order to continue to build our brand and help our alumni that decide to venture on their own.
A current media trend in the business press is to tout "design thinking." Best I can tell, that refers to "all good things that are done by creative people who don't wear suits," including observational market research, creative product concept generation, and visual thinking. It would be great to have some thoughtful presentation on design thinking in business and in what ways that label is useful in describing effective practices.
How to put capital to work in an idea economy. How to value a "concept", structure a deal and the current state of term sheets including dilution protection for founding, early and mid stage investors.
Beyond mission, vision & values and for those of us without the gift of magnetic charisma, what specific actions should we take to become leaders who inspire our followers who dream more, learn more, do more and become more?