Immerse yourself in all aspects of talent — from hiring, growth, and performance to design thinking, data analytics, and diversity.
People, Culture, and Performance is academically packed with experiential learning, design thinking, cutting-edge research, guest speakers, and panels. Stanford GSB professors also collaborate with Stanford’s Clayman Institute on diversity, and with Silicon Valley founders and funders on best (and worst) practices. At the end of each day, the capture-your-learnings sessions will help you develop a personal action plan to implement what you’ve learned.
The curriculum focuses on five key themes over the course of five days, all with the goal of giving you informed perspectives and a broad set of tools to implement change:
- Growth and performance
- Design thinking
- Data analytics
- Implementation and personal action plan
Below are just a few of the sessions you’ll attend as part of the program.
Connecting the Talent Brand to the Customer Brand
Companies compete in markets for customers … and talent. In both cases, they have a brand. Unfortunately, the connection between the customer brand and the talent brand is missing at many organizations. Using a real-world business case as a springboard, you’ll evaluate whether or not the company organized its talent to execute on a customer value proposition.
Stanford is one of the principal educational institutions driving the paradigm shift in the design field today. This session offers the chance to learn design thinking: a human-centered, prototype-driven process for innovation that can be applied to products, services, and business and organizational design. Participants will have a hands-on experience with the design thinking process and some practical discussion of its application to talent management.
Scaling up Excellence
Leaders are in a race to build organizations that are not only bigger but better. A problem, however, is how does one restore the soul of a startup in large companies. We draw on award-winning research and Silicon Valley case studies to present practical tools to avoid scaling traps, and to create domino chains of excellence in organizations as they strive to sustain scale.
Overcoming the Knowing-Doing Gap
Many organizations — maybe most — recognize the importance of culture, know that people matter for success, and see the crucial link between employees and customers in the service-profit value chain. But very few somehow manage to translate that knowledge into action. In this session participants will consider some of the barriers to turning knowledge into action and how to overcome them.
The Valley is data driven, and the discipline of data based decisions extends to people operations. We provide tools from research and from leading exemplars to help you think through the people analytics relevant to your firm.