As a society, we are more diverse than ever.
We are more informed than ever.
We are aware of and proud of our individuality.
As a society, we are more diverse than ever.
We are more informed than ever.
We are aware of and proud of our individuality.
One person might be a millennial. But she is also an introvert, a morning person, a trained economist, a city-dweller, a high potential employee. She might specialize in seeing the big picture and anticipating roadblocks while someone else with the same credentials and title specializes in meticulously plotting the day-to-day path to a project's success.
Every single one of your employees and customers is a unique mix of strengths, expertise and preferences.
Today’s new realities in the workplace and marketplace require us to better understand and appreciate non-traditional methods and perspectives as personalization forces us to reinvent the ways we think, work and lead.
Share insights and learn from others in this cross-industry, executive level summit.
During this intensive 1-day summit, senior leaders from industries spanning healthcare, automotive, finance, consumer packaged goods, retail and more, will explore how personalization impacts the future of their business and what it means for how they lead innovation, strategy and people.
Think of this summit as well-defined, highly organized think-tank.
Connect with leaders from other industries and create systems for making sure the organization is welcoming at every level to every individual.
Collectively, we will discuss how to:
Build an organizational culture where employees can most authentically contribute and lead to inspire thousands of employees to grow and evolve together.
Achieve your mandate to produce more, sell more, gain more market share, and keep investors happy.
Meet individualised healthcare needs of people – as health systems, providers or even as large employers.
Shape and market products and services to strengthen humanity and the communities around us.
Eliminate the silos in your organization and develop a healthy, high-performance and inclusive workplace where leaders and teams collaborate and respect one another.
01. Welcome to the Age of Personalization
02. Diversity Puts Us in Boxes, Inclusion Lets Us Be Human
03. From Brand Identity to Individual Identities
04. How Wall Street Feels About Personalization
05. From Mission to Contribution
06. From Results to Methods: A Healthcare Perspective on Personalization
07. All Employers Are in the Business of Health
Joseph Alvarnas
MD, Senior Medical Director for Employer Strategy, City of Hope
Gyasi Chisley
President, CTCA® Hospitals and Clinics at Cancer Treatment Centers of America Global, Inc.
Victor Crawford
Chief Executive Officer of Pharmaceutical Segment, Cardinal Health
Tyjaun Lee
Campus President, Penn Valley & Maple Woods at Metropolitan Community College
Stephanie Neuvirth
Senior Vice President, People & Organization, Banfield Pet Hospital
Organizations are experiencing tension because we’re stuck between an age of standardization and our new age of personalization. Leaders are still trying to build cultures that are agnostic to differences. Why? Because their thinking, their vision, their systems are so dependent upon focusing on standardization that they haven’t provided the room to serve personalization. But individuals are no longer inclined to hide their diversity or feel pressured to fit into the standardized version of mainstream. We want to influence our workplace and the marketplace in our own way. How do we lead in this age of personalization?
In our global enterprises, employees and customers span multiple countries, languages, generations, cultures and socioeconomic backgrounds. How do we turn our varied workforces into inclusive environments that maximize individual capacity? Diversity does not automatically lead to inclusion. Inclusion is active: it’s a system for making sure the organization is welcoming at every level to every individual. Inclusion is a skill, one that needs to be learned, practiced and mastered by every leader starting with the CEO on down.
Building relationships with consumers, employees or partners has never been more challenging, with so much competition for their attention. People want to identify with a brand whose products and services give their business or life meaning and significance. But how do you build that kind of relationship with millions of people around the world?
People, technology and markets are changing faster and faster, yet leaders are not willing to sacrifice this quarter’s gains to prepare their organizations for a future that might look radically different from today. We put our futures at risk because we are obsessed with near-term results – even when there are real-world examples of companies successfully innovating with the future in mind. Is it Wall Street that’s holding companies back? Or is it a lack of courage among leaders? What do investors want – will Wall Street punish you or reward you for making decisions and creating strategies designed for our new age of personalization?
Every organization has a mission/vision/value statement and employees will buy into it on the surface because there is no freedom not to. Employees may join the organization because they share the mission, or they might just need a job. But why should that matter, if what they really want is to contribute? What is most meaningful to people is to know they have a chance to contribute their unique skills and strengths – no matter the mission. How can we enable individuals to personalize the way they serve the organization’s mission and values?
Leaders in healthcare have been grappling with the tension between standardization and personalization. The healthcare industry is evolving from a volume-based, fee-for-service model to a value-based model that rewards them for providing a better, personalized experience for patients – while managing costs efficiently. What can we learn from their experiences so far?
Large employers have tremendous ability to impact the health of individuals, communities and society as a whole – physical health, through well-designed benefit plans and wellness strategies; financial health, through equal pay and debt relief programs; and societal health, through the economic and environmental effects of our businesses. Leaders in healthcare are accustomed to considering social determinants of health – factors like where patients live and work, and their access to good food, housing and transportation. These factors can have just as much impact on a person’s health as genetics. What can leaders in non-healthcare industries learn from healthcare about how to consider the whole person when setting organizational priorities in terms of physical health, financial health and mental health?