The Strategy Skills Podcast: Strategy | Leadership | Critical Thinking | Problem-Solving

654: Associate Director of Culture and Change at BCG, Philip Jameson, on Why Most Transformations Fail

Philip Jameson discusses why most organizational transformations fail despite strong strategic intent, significant investment, and broad awareness that change is necessary. Drawing on his work at Boston Consulting Group and the research behind How Change Really Works, Jameson argues that the core problem is often not strategy itself, but a poor understanding of "how humans behave during periods of change." The conversation begins with Jameson's unusual path into consulting through classical music and leadership at the Sydney Symphony Orchestra. He reflects on the orchestra's temporary departure from the Sydney Opera House during its renovation and why the experience fundamentally shaped his thinking about institutional change. "It was an experience that I had had of really a change gone right," he explains, "and it made me passionate about giving the gift of great change to as many people in my life as I could." A major focus of the discussion is what Jameson calls "false alignment" — situations where leadership teams behave "as if you're more agreed than you really are." He argues that many transformations fail because executives believe they share a common vision until operational specifics expose deep disagreements. The episode also explores why leaders often avoid disagreement altogether. Citing behavioral research from Julia Minson, Jameson explains that people routinely overestimate how damaging disagreement will feel in practice. "It is much worse to imagine having a disagreement with someone than it is to actually have a disagreement with someone," he says. Another major theme is agency. Jameson draws on the "IKEA effect," the tendency for people to value outcomes they helped create themselves. In successful transformations, employees feel they have "their thumbprint on the design of the change." "Change really works," he argues, "when the people affected by that change… feel that they have contributed meaningfully to it in some way." The conversation also examines why organizations frequently underestimate barriers to adoption. Jameson outlines seven common reasons employees resist new tools, systems, or behaviors — including skill gaps, lack of time, lack of perceived benefit, and fear of losing status or value inside the organization. Rather than treating resistance as irrational, he argues leaders should approach adoption with "deep empathy" and structured thinking about human behavior. Another important thread concerns rituals and operating cadence during transformation. Jameson describes successful change efforts as highly disciplined systems with consistent decision-making rhythms, clear forums, and predictable escalation paths. "In great changes," he says, "there's a very consistent drumbeat." The episode also explores storytelling as a strategic tool during periods of uncertainty. Jameson outlines three recurring narratives used in successful transformations: the threat story, the fitness story, and the destiny story. The strongest organizations, he argues, usually commit to one clear narrative rather than mixing several competing explanations. The latter part of the discussion turns to AI and organizational adaptation. Jameson views AI transformations primarily as behavioral transformations rather than purely technical ones. "Maybe you think of it as an AI change," he says, "but really it's about human beings." Throughout the conversation, Jameson returns to one central idea: organizations rarely fail because they lack intelligence or ambition. They fail because leaders underestimate how difficult it is for groups of people to change behavior collectively and sustain that change over time. For executives, operators, and transformation leaders, the episode offers a practical framework grounded not only in strategy, but in the behavioral science of how change actually happens. Get Philip's new book, How Change Really Works, here: https://tinyurl.com/2zb4p63d Claim your free gift: Free gift #1 McKinsey & BCG winning resume www.FIRMSconsulting.com/resumePDF Free gift #2 Breakthrough Decisions Guide with 25 AI Prompts www.FIRMSconsulting.com/decisions Free gift #3 Five Reasons Why People Ignore Somebody www.FIRMSconsulting.com/owntheroom Free gift #4 Access episode 1 from Build a Consulting Firm, Level 1 www.FIRMSconsulting.com/build Free gift #5 The Overall Approach used in well-managed strategy studies www.FIRMSconsulting.com/OverallApproach Free gift #6 Get a copy of Nine Leaders in Action, a book we co-authored with some of our clients: www.FIRMSconsulting.com/gift

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653: Joe Pine, Author and Lecturer at Northeastern University, on the Future of Business

1w ago00:52:33Tap to summarize

Management advisor and author Joe Pine explores a question that sits beneath most business strategy discussions but is rarely addressed directly: what business is ultimately for. Drawing on decades of work spanning mass customization, the experience economy, and his latest research on transformation, Pine argues that many companies misunderstand the real value customers seek and therefore stop too early in how they create value. The conversation begins with the progression from goods and services to experiences and transformations. Pine explains that transformations differ from experiences in one critical way: they must endure through time. "Memories of experiences fade over time," he says, "but transformations have to be sustained through time, or you did not in fact transform." A central idea throughout the episode is that "all transformation is identity change." Pine argues that meaningful transformation is not simply behavioral improvement, but a shift in how people understand themselves, whether through enhancement, expansion, cultivation, or complete metamorphosis. The discussion also explores where aspirations come from. One of Pine's deeper observations is that many aspirations emerge after disruption, trauma, illness, divorce, loss, or failure. The traumatic event changes a person immediately; the transformation comes afterward in the effort to become whole again. Pine is careful to distinguish between what companies can and cannot do. "You don't transform people as a company," he explains. "They transform themselves. You create the conditions under which" transformation becomes possible. Another major theme concerns how businesses price value. Pine argues that companies often reveal what business they are truly in through what they charge for. Commodities are priced as undifferentiated inputs, services as activities, experiences as time, and transformations as outcomes. "You are what you charge for," he says repeatedly throughout the discussion. The conversation ultimately expands into a broader philosophy of business itself. Pine argues that the true purpose of business is not profit maximization alone, but "to foster human flourishing", helping people become "more of who they are meant to be." In this framework, profit is not the purpose of business, but the result of creating genuine human value over time. The episode also examines resistance to identity change, sustaining long-term transformation, coaching and guidance, the future role of AI, and why Pine believes artificial intelligence will function primarily as a tool that helps people live and work more effectively rather than replacing human purpose altogether. For executives, consultants, educators, coaches, and operators, the conversation offers a deeper framework for understanding differentiation, customer value, and the growing shift from selling products and services to guiding lasting human transformation. Get The Transformation Economy here: https://tinyurl.com/5663jcjj Claim your free gift: Free gift #1 McKinsey & BCG winning resume www.FIRMSconsulting.com/resumePDF Free gift #2 Breakthrough Decisions Guide with 25 AI Prompts www.FIRMSconsulting.com/decisions Free gift #3 Five Reasons Why People Ignore Somebody www.FIRMSconsulting.com/owntheroom Free gift #4 Access episode 1 from Build a Consulting Firm, Level 1 www.FIRMSconsulting.com/build Free gift #5 The Overall Approach used in well-managed strategy studies www.FIRMSconsulting.com/OverallApproach Free gift #6 Get a copy of Nine Leaders in Action, a book we co-authored with some of our clients: www.FIRMSconsulting.com/gift

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652: Can Democracy Survive Free Market Capitalism? (with Professor of Economics Emeritus at Stanford University, Mordecai Kurz)

2w ago00:52:06Tap to summarize

Professor Mordecai Kurz argues that rising inequality is not simply the result of markets, but the combined effect of "technology, culture and policy" operating together over decades. Drawing on his forthcoming book, Private Power and Democracy's Decline, Kurz explains why he believes free market capitalism, left entirely unregulated, eventually concentrates both economic and political power. His central concern is not wealth alone, but the long-term erosion of democratic agency when monopoly power becomes permanent through patents, acquisitions, and technological dominance. A major focus of the conversation is artificial intelligence and the future of work. Kurz distinguishes between technologies that increase human productivity and technologies designed primarily to replace labor altogether. "The key," he argues, "was creating a situation of increasing the productivity of people rather than replacing them." The discussion also explores job displacement, democratic control over technology, monopoly formation, and the responsibility societies have to preserve human dignity amid rapid technological change. "We can have democracy and we can have free market capitalism," Kurz says, "but… we cannot have them both." For leaders navigating the implications of AI, automation, and economic concentration, the episode offers a rigorous framework for thinking beyond short-term efficiency gains and toward the long-term relationship between innovation, power, and democracy. Mordecai Kurz is a Professor of Economics Emeritus at Stanford University. He is the author of Private Power and Democracy's Decline: How to Make Capitalism Support Democracy. Get Mordecai's book, Private Power and Democracy's Decline, here: https://tinyurl.com/4ftzph7a Claim your free gift: Free gift #1 McKinsey & BCG winning resume www.FIRMSconsulting.com/resumePDF Free gift #2 Breakthrough Decisions Guide with 25 AI Prompts www.FIRMSconsulting.com/decisions Free gift #3 Five Reasons Why People Ignore Somebody www.FIRMSconsulting.com/owntheroom Free gift #4 Access episode 1 from Build a Consulting Firm, Level 1 www.FIRMSconsulting.com/build Free gift #5 The Overall Approach used in well-managed strategy studies www.FIRMSconsulting.com/OverallApproach Free gift #6 Get a copy of Nine Leaders in Action, a book we co-authored with some of our clients: www.FIRMSconsulting.com/gift

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651: Ford School of Public Policy Adjunct Attia Qureshi on the Hidden Psychology Behind Effective Negotiation

2w ago00:50:02Tap to summarize

Attia Qureshi examines negotiation not simply as a business skill, but as a core leadership capability that shapes influence, alignment, and decision-making. Drawing on experience across consulting, startups, academia, and international development, she explains why many capable professionals struggle in negotiations despite strong analytical skills. The discussion explores several practical themes: why preparation is often undervalued, how fear and emotional reactions affect judgment under pressure, and why negotiation should be treated as a skill built through repetition rather than theory alone. Qureshi also distinguishes influence from manipulation, emphasizing that durable cooperation is built through trust, reciprocity, and understanding shared interests. The episode covers organizational alignment, stakeholder management, rejection, and emotional resilience, including lessons from work in Colombia helping farming communities transition away from coca production. Throughout the conversation, Qureshi argues that effective negotiators are not necessarily the most aggressive or persuasive, but the ones who can stay disciplined, build trust, and navigate difficult conversations with clarity and composure. This episode offers practical insights for leaders seeking to improve negotiation, relationship management, and organizational effectiveness in both professional and personal settings. Attia Qureshi is an adjunct at the Ford School of Public Policy and previously at MIT's Sloan School of Management and Ross School of Business. The founder of Attia Qureshi Consulting, where she supports companies through negotiation, conflict resolution, and organizational strategy. Get Attia's book, Never Settle, here: https://tinyurl.com/2fyjhb5m Claim your free gift: Free gift #1 McKinsey & BCG winning resume www.FIRMSconsulting.com/resumePDF Free gift #2 Breakthrough Decisions Guide with 25 AI Prompts www.FIRMSconsulting.com/decisions Free gift #3 Five Reasons Why People Ignore Somebody www.FIRMSconsulting.com/owntheroom Free gift #4 Access episode 1 from Build a Consulting Firm, Level 1 www.FIRMSconsulting.com/build Free gift #5 The Overall Approach used in well-managed strategy studies www.FIRMSconsulting.com/OverallApproach Free gift #6 Get a copy of Nine Leaders in Action, a book we co-authored with some of our clients: www.FIRMSconsulting.com/gift

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650: Climate Leader and Bestselling Author, Dr. Katharine K. Wilkinson, on Closing the Climate Action Gap

3w ago00:50:32Tap to summarize

This discussion explores climate change through the lens of leadership, human behavior, and systems design, drawing on Dr. Katharine K. Wilkinson's experience across academia, consulting, and nonprofit leadership. Rather than revisiting scientific consensus, the conversation focuses on a more practical question: why progress remains uneven despite clear evidence and available solutions. A central theme is the structural disconnect between natural systems and modern economic models. As Wilkinson observes, "that is not how nature functions… everything in nature is cycles. There is no such thing as waste." Yet many industries continue to operate on linear, extractive models—creating tension between how systems work and how they are designed. Her experience in consulting reinforces that execution challenges are rarely technical alone. "Often they were about people… leadership and culture," with outcomes shaped by alignment, values, and clarity of purpose rather than strategy in isolation. The discussion also reframes climate as a broader systems risk. Wilkinson highlights that "we are actively outstripping seven of nine planetary boundaries," underscoring that the issue extends beyond emissions into the stability of core systems that support economic and social life. At the same time, there is a critical perception gap. "89% of people around the world want to see more climate action… it's just that they think they're in the minority." This misalignment between private concern and perceived consensus limits coordinated action, particularly within institutions. On engagement, the conversation challenges the assumption that more data drives change. "It is not a shortage of good, robust science… but it's now kind of wound up in people's identity." More effective entry points are often values, lived experiences, and areas of shared interest. Importantly, contribution does not require wholesale career shifts. Wilkinson emphasizes embedding action into existing decisions: "we don't need to be taking on whole new things… we can find footholds… woven right into our days," from capital allocation to operational choices. The concept of climate wayfinding anchors the discussion. Leadership in this context is less about certainty and more about navigation: "the future is not yet written… the future lives between us." Progress comes from moving from isolation to collective action, and from concern to contribution. Two broader principles emerge. First, relationships are foundational: "who we get to do it with… has everything to do with whether that work actually feels good." Second, better outcomes depend on better questions—recognizing that "the questions are companions… invitations into exploration and discovery." The result is a grounded perspective on addressing complex, system-level challenges—focused less on abstract solutions and more on how individuals and institutions can act within the realities they already inhabit. Get Dr. Katharine's new book, Climate Wayfinding, here: https://tinyurl.com/ypssavcn Claim your free gift: Free gift #1 McKinsey & BCG winning resume www.FIRMSconsulting.com/resumePDF Free gift #2 Breakthrough Decisions Guide with 25 AI Prompts www.FIRMSconsulting.com/decisions Free gift #3 Five Reasons Why People Ignore Somebody www.FIRMSconsulting.com/owntheroom Free gift #4 Access episode 1 from Build a Consulting Firm, Level 1 www.FIRMSconsulting.com/build Free gift #5 The Overall Approach used in well-managed strategy studies www.FIRMSconsulting.com/OverallApproach Free gift #6 Get a copy of Nine Leaders in Action, a book we co-authored with some of our clients: www.FIRMSconsulting.com/gift

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649: P&G and Walmart: The Story Behind the Groundbreaking Relationship (Strategy Skills classics)

3w ago00:58:47Tap to summarize

For this episode, let's revisit a Strategy Skills classic featuring an interview with the author of Collaborative Disruption, Tom Muccio. In this episode, Tom Muccio shares his experience leading Procter & Gamble's collaboration with Walmart. By breaking down corporate barriers and focusing on mutual understanding, Tom helped both companies grow dramatically and expand their business from $350 million to $8 billion. His approach focuses on respect, testing new ideas, and challenging traditional business norms through transparent communication and shared strategic goals. Tom Muccio was the architect and first team leader of the groundbreaking process that turned an adversarial relationship between Walmart and P&G into one that created dynamic a win-win for both companies and has now been replicated in thousands of Customer-Supplier relationships around the world. P&G-Walmart groundbreaking relationship is outlined in his book "Collaborative Disruption." Get Tom's book here: https://shorturl.at/GDNgl Collaborative Disruption: The Walmart and P&G Partnership That Changed Retail Forever Here are some free gifts for you: Overall Approach Used in Well-Managed Strategy Studies free download: www.firmsconsulting.com/OverallApproach McKinsey & BCG winning resume free download: www.firmsconsulting.com/resumepdf Enjoying this episode? Get access to sample advanced training episodes here: www.firmsconsulting.com/promo

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648: Rethinking Careers in a Nonlinear World with Venture Capitalist and Lecturer at Stanford University, Arun Gupta

4w ago00:56:29Tap to summarize

Arun Gupta challenges conventional notions of career stability, arguing that "you should be seeking meaning… in meaning, you'll find your stability." As institutions become less reliable anchors, purpose—not title or employer—becomes the more durable foundation: "the constant will be why you're doing what you're doing." He rejects the idea that clarity must precede action. In fast-changing environments, "start acting… the action will bring you clarity," as waiting for certainty often leaves decisions outdated. Mission, in this framing, is iterative: "you don't wake up one day… here's your mission… you have to go find it." The discussion introduces a broader way to evaluate careers beyond compensation, emphasizing forms of capital that compound over time: trust, experience, learning, health, and mission. This supports a shift toward nonlinear careers, where phases of learning, earning, and contributing are integrated rather than sequential. On AI, Gupta emphasizes practical fluency over technical depth: "people [will be] replaced by people that use AI." At the same time, human capabilities: judgment, relationships, and diverse experience, become more valuable. The overarching message is measured optimism. Risk is often misjudged: "we over index on downside and underestimate upside." In this context, purposeful experimentation and long-term investment in multiple forms of capital offer a more resilient path. Arun Gupta is CEO of the NobleReach Foundation, a venture capitalist, lecturer at Stanford University, and adjunct entrepreneurship professor at Georgetown University, and a bestselling author of Venture Meets Mission and The Mission Generation. As a partner at Columbia Capital, Arun's investment career spanned eighteen years including initiating the firm's Cybersecurity and Government technology investments with a focus on national security, AI, and SaaS/cloud infrastructure sectors. Get Arun's new book, The Mission Generation, here: https://tinyurl.com/ytmkcnmz Claim your free gift: Free gift #1 McKinsey & BCG winning resume www.FIRMSconsulting.com/resumePDF Free gift #2 Breakthrough Decisions Guide with 25 AI Prompts www.FIRMSconsulting.com/decisions Free gift #3 Five Reasons Why People Ignore Somebody www.FIRMSconsulting.com/owntheroom Free gift #4 Access episode 1 from Build a Consulting Firm, Level 1 www.FIRMSconsulting.com/build Free gift #5 The Overall Approach used in well-managed strategy studies www.FIRMSconsulting.com/OverallApproach Free gift #6 Get a copy of Nine Leaders in Action, a book we co-authored with some of our clients: www.FIRMSconsulting.com/gift

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647: Former Deloitte's Chief Learning Officer on Reevaluating Our Relationship with Change, Ashley Goodall (Strategy Skills classics)

4w ago00:52:57Tap to summarize

For this episode, let's revisit a Strategy Skills classic featuring an interview with the author of The Problem with Change: And the Essential Nature of Human Performance, Ashley Goodall. Drawing on two decades spent leading HR organizations at Deloitte and Cisco, Ashley Goodall reveals in his book why change is not the same as improvement, and how, by prioritizing team cohesion (instead of reshuffling teams at will), by using real words (rather than corporate-speak), by sharing secrets (not mission statements), by fixing only the things that are truly broken (instead of moving fast and breaking everything in sight, and more, leaders at every level can create the stability that people need to thrive. Ashley Goodall is a leadership expert who has spent his career exploring large organizations from the inside, most recently as an executive at Cisco. He is the co-author of Nine Lies About Work, which was selected as the best management book of 2019 by Strategy + Business and as one of Amazon's best business and leadership books of 2019. Prior to Cisco, he spent fourteen years at Deloitte as a consultant and as the Chief Learning Officer for Leadership and Professional development. Get Ashley's book, The Problem with Change, here: https://rb.gy/sa4fe2 Claim your free gift: Free gift #1 McKinsey & BCG winning resume www.FIRMSconsulting.com/resumePDF Free gift #2 Breakthrough Decisions Guide with 25 AI Prompts www.FIRMSconsulting.com/decisions Free gift #3 Five Reasons Why People Ignore Somebody www.FIRMSconsulting.com/owntheroom Free gift #4 Access episode 1 from Build a Consulting Firm, Level 1 www.FIRMSconsulting.com/build Free gift #5 The Overall Approach used in well-managed strategy studies www.FIRMSconsulting.com/OverallApproach Free gift #6 Get a copy of Nine Leaders in Action, a book we co-authored with some of our clients: www.FIRMSconsulting.com/gift

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646: CEO of FCLT Global and Former Senior Engagement Manager at McKinsey & Company on Turning Investor Dialogue into Strategy (Strategy Skills classics)

Apr 2200:50:55Tap to summarize

Sarah Keohane Williamson, CEO of FCLT Global and coauthor of The CEO's Guide to the Investment Galaxy, offers a disciplined primer for executives operating at the intersection of corporate strategy and capital markets. Drawing from her background in investment banking, government, consulting, and asset management, she explains why "investors are not a single audience," how their incentives shape corporate outcomes, and what leaders must do differently to secure durable capital and strategic flexibility. Williamson pushes back on conventional wisdom about investor relations, replacing it with practical routines and priorities. She emphasizes a consulting-rooted discipline, "Start with the answer", as a communications principle, and translates it into a concrete playbook for CEOs who cannot afford ambiguity when describing long-term bets. She underscores that "quarterly calls are important, but they're often dominated by the sell side," and CEOs should deliberately allocate their limited time toward building trust with long-term owners and anchor shareholders. Key takeaways include: Map the owners. "Who actually owns your company? Who makes the decisions about those shares?" Owner types—retail, index funds, active managers, hedge funds—differ in incentives and time horizons, and executives should treat that map as a strategic input. Build an investor strategy like a customer strategy. Decide which kinds of capital the company needs, why, and how to attract and retain those investors. Use a long-term roadmap. Make risky investments intelligible by explaining milestones that link short-term actions to enduring value, and "don't be afraid to update the roadmap when the assumptions change." Translate investor signals into operational choices. Avoid reflexive short-term fixes, like cutting R&D to meet a quarter, without measuring the long-term cost. Treat disclosure and dialogue as governance tools. Clarity about ownership, voting, and incentives reduces misalignment and reputational risk. Reframe consultancy input for execution. "The hard part is not the analysis, the hard part is making it happen inside the organization." This episode equips CEOs, CFOs, and board members with a practical framework for raising capital, defending strategic bets, and managing shareholder composition. It reframes investor engagement from a compliance exercise into a core discipline of strategy and governance. 📚 Get Sarah's book, The CEO's Guide to the Investment Galaxy, here: https://shorturl.at/7hFeb Here are some free gifts for you: Overall Approach Used in Well-Managed Strategy Studies free download: www.firmsconsulting.com/OverallApproach McKinsey & BCG winning resume free download: www.firmsconsulting.com/resumepdf Get Exclusive Episode 1 Access of How to Build a Consulting Practice: www.firmsconsulting.com/build Enjoying this episode? Get access to sample advanced training episodes here: www.firmsconsulting.com/promo

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646: Former McKinsey Consultant Darryl Stickel on Building Trust With Consulting Clients (Strategy Skills classics)

Apr 2000:51:26Tap to summarize

Welcome to Strategy Skills episode 361, an interview with the author of Building Trust: Exceptional Leadership in an Uncertain World, Darryl Stickel. In his book, Darryl outlines his groundbreaking Trust Unlimited blueprint for building trust. Stickel moves away from the traditional approach of influencing people's willingness to trust—the con artist's tactic—to employing one or more of ten levers, which leaders can "pull" to close the gap between how much they are trusted and how much they should be. This approach also makes them more trustable and increases trust where it is deficient. Darryl Stickel is one of the world's leading experts on trust with over twenty years of experience. His Ph.D. ¨Building Trust in Hostile Environments¨ from Duke University established him as a global leader for governments, businesses and NGOs on practical approaches to building trust. Darryl has worked for Mckinsey & Company in their Toronto office, as well as advised the Canadian Military on trust building in Afghanistan. He has served as faculty for the Luxembourg School of Business and the Center for Effective Organizations at the University of Southern California and recently completed his book Building Trust: Exceptional Leadership in an Uncertain World. His contribution to the field of trust has been recognized by his nomination to the Top Thought Leaders on Trust by Trust Across America; Trust Around the World. Get Darryl's book here: https://rb.gy/3boas Building Trust: Exceptional Leadership in an Uncertain World, Darryl Stickel Claim your free gift: Free gift #1 McKinsey & BCG winning resume www.FIRMSconsulting.com/resumePDF Free gift #2 Breakthrough Decisions Guide with 25 AI Prompts www.FIRMSconsulting.com/decisions Free gift #3 Five Reasons Why People Ignore Somebody www.FIRMSconsulting.com/owntheroom Free gift #4 Access episode 1 from Build a Consulting Firm, Level 1 www.FIRMSconsulting.com/build Free gift #5 The Overall Approach used in well-managed strategy studies www.FIRMSconsulting.com/OverallApproach Free gift #6 Get a copy of Nine Leaders in Action, a book we co-authored with some of our clients: www.FIRMSconsulting.com/gift

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The Strategy Skills Podcast: Strategy | Leadership | Critical Thinking | Problem-Solving

All episodes

654: Associate Director of Culture and Change at BCG, Philip Jameson, on Why Most Transformations Fail

653: Joe Pine, Author and Lecturer at Northeastern University, on the Future of Business

652: Can Democracy Survive Free Market Capitalism? (with Professor of Economics Emeritus at Stanford University, Mordecai Kurz)

651: Ford School of Public Policy Adjunct Attia Qureshi on the Hidden Psychology Behind Effective Negotiation

650: Climate Leader and Bestselling Author, Dr. Katharine K. Wilkinson, on Closing the Climate Action Gap

649: P&G and Walmart: The Story Behind the Groundbreaking Relationship (Strategy Skills classics)

648: Rethinking Careers in a Nonlinear World with Venture Capitalist and Lecturer at Stanford University, Arun Gupta

647: Former Deloitte's Chief Learning Officer on Reevaluating Our Relationship with Change, Ashley Goodall (Strategy Skills classics)

646: CEO of FCLT Global and Former Senior Engagement Manager at McKinsey & Company on Turning Investor Dialogue into Strategy (Strategy Skills classics)

646: Former McKinsey Consultant Darryl Stickel on Building Trust With Consulting Clients (Strategy Skills classics)