New Leadership Approaches For Uncertain times

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Today’s managers are working hard to deal openly and responsibly with the ever-more unpredictable and uncertain environments in which their businesses operate. But across a broad range of industries, they are often frustrated by the continued underperformance of their businesses. Such under-performance, mysteriously, seems immune even to aggressive, persistent, and well-focused remedial efforts.

Business leaders have recognized the problem, spoken to experts, read the literature, and taken sensible corrective action. Yet the force of their efforts seems to bleed away without producing the desired results.

Managers often do not recognize that many of the diagnostic and decision-making frameworks, analytical tools, and performance measures now in common use first took shape in-– and still silently embody–-relatively stable and predictable environments.

In an ever-more uncertain environment, the following questions persist for business leaders: How do we measure? How do we align performance across an organization? How do we determine which experience-based lessons apply where?

This video-based presentation helps managers:

  • Develop a discipline for recognizing how silent, underlying assumptions drive decisions and actions that are not suitable in uncertain situations
  • Provide an approach to “making the tacit explicit” at your organization
  • Draw new maps and define new metrics that work in uncertain environments

About the Presenter

Alan KantrowAlan M. Kantrow is an Adjunct Lecturer at Babson College. For several years he was the Director of the Skolkovo Infrastructure Research Center in Moscow, where he led multiple research and advisory projects on tertiary and vocational education in both the developed and the developing worlds. These projects included case-and survey-based analyses of key strategic, organizational, and marketing issues of individual institutions and whole educational systems. Before that, for more than a decade, he was the Chief Knowledge Officer of Monitor Group, where he led advisory work on education-related projects in all parts of the world. He also served as senior editor of Harvard Business Review and as a partner at McKinsey & Company, its Director of Communications/Asia-Pacific, and the editor of theMcKinsey Quarterly. On his own or as a partner in/advisor to leading global consulting firms, Alan has led or co-led important engagements around the world in support of major academic/learning institutions. Alan holds a Ph.D. from Harvard University in the History of American Civilization, where he was a Whiting Fellow in the Humanities, and an A.B. from Harvard College in Anthropology.