Today, boards increasingly understand that corporate strategy is how a company defines what business it is in and why—articulating the company’s “economic reason for existence.” Boards of directors have an important role to play in the company’s strategy, as our experts will explain at length.
We will hear from Wharton Professors Michael Useem and Harbir Singh, and Mr. Useem will be signing his book "Boards That Lead: When to Take Charge, When to Partner, and When to Stay Out of the Way", of which the first 50 attendees will receive a free copy.
Michael Useem is Professor of Management and Director of the Center for Leadership and Change Management and Faculty Director of the McNulty Leadership Program at the Wharton School, University of Pennsylvania. His university teaching includes MBA and executive-MBA courses on management and leadership, and he offers programs on leadership and governance for managers in the United States, Asia, Europe, and Latin America. He works on leadership development with many companies and organizations in the private, public and non-profit sectors. He is the author of The Leader’s Checklist, The Leadership Moment, Executive Defense, Investor Capitalism, Leading Up, and The Go Point. He is also co-author and co-editor of Learning from Catastrophes; co-author of The India Way, Leadership Dispatches, Boards That Lead, and The Strategic Leader’s Roadmap; and co-author of Fortune Makers: The Leaders Creating China’s Great Global Companies (PublicAffairs Books, 2017) and Mastering Catastrophic Risk: How Companies Are Coping with Disruption (Oxford University Press, 2018). Mike is co-anchor for a weekly program “Leadership in Action” on SiriusXM Radio Channel 111, Business Radio Powered by Wharton, and he can be reached at firstname.lastname@example.org.
Harbir Singh is the William and Phyllis Mack Professor of Management, and Co-Director of the Mack Center for Technological Innovation at the Wharton School of the University of Pennsylvania. His main areas of research are on strategic alliance and network formation, alliance management, corporate acquisitions, management buy-outs, and corporate restructuring. He has published on these topics in journals such as the Academy of Management Journal, Strategic Management Journal and Administrative Science Quarterly. Harbir Singh has served on the Editorial Boards of Strategic Management Journal and the Academy of Management Journal. His research on the role of cultural distance in explaining the choice of entry mode by multinationals won the “JIBS Decade Award”, presented by the Journal of International Business Studies.
Dr. Tom Saporito is Executive Chairman of RHR International which he joined in 1979. Tom assumed the role of Chief Executive in 2007, Chairman in 2009, and became Executive Chairman in 2016. RHR is the premier firm of management psychologists and consultants specializing in Governance and Top Management leadership. Tom oversees a global firm with an international workforce and network of offices throughout the U.S., Canada, Europe and Asia.
Tom's own consulting experience, over the past 30 years, involves more than 100 companies, serving as advisor and confidante to Boards and CEOs in the areas of Board Effectiveness, CEO Succession, Senior Executive Development, and Top Team alignment. He has worked closely with major companies in the midst of strategic shifts including Healthcare, Consumer Products, Electric Utilities, and Insurance in 15 countries.
A widely recognized expert in Governance and CEO Succession, Tom is frequently quoted in the Wall Street Journal, Forbes, Chief Executive magazine and Corporate Board. His most recent publication is the book "Inside CEO Succession" (Wiley, 2013). He was also a member of the National Association of Corporate Directors' Blue Ribbon Commission on CEO Succession.
He currently sits on the Boards of RHR International, Mobley Group Pacific, Northwestern Human Services, and Bayada Health Care. He received his Doctorate in Psychology in 1977. He is married with 4 grown children, and six grandchildren.