All language subtitles for 1635157293771_17. Enago prerecording - Yoram (Jerry) Wind) and Darrell_EN-en

Welcome back, everybody.
I'm Darrell Gunter,

your host for this session on,

We are in for a real treat today,
ladies and gentlemen,

because we have Dr. Jerry Wind,

who's going to talk about A Future
Without Discipline Silos.

But before we bring on Dr. Wind,
Allow me to introduce,

our esteemed speaker,

Dr. Jerry Wind, joined Wharton in 1967,
with a doctorate from Stanford,

and since 2017.
He is the Lauder Professor Emeritus,

and Professor of Marketing.

He founded the Wharton "think tank", the SEI
Center for Advanced Studies in Management

and directed it for three decades.

Among his many innovations at Wharton.
He led the development

of the Wharton Executive MBA,

the Lauder Institute, the new MBA of 1990,
and the Wharton School Publishing.

He has edited top marketing journals,
published over 300 articles,

manuscripts and chapters, and authored
and co-authored or edited 30 books,

and received
the four major marketing awards,

Buck Weaver, Parlin, Converse,

and AMA/Irwin
Distinguished Educator award.

He was inducted into the inaugural group
of AMA fellows.

He was also one of the original legends
in the marketing,

with an eight volume anthology published
by Sage in 2014.

He has consulted with over 100 companies

and testifies
in intellectual property cases.

He is a member of the executive committee
of SEI,

sits on the advisory boards
of various trustees

of the Philadelphia Museum of Art,

the Curtis Institute of music and grounds
for sculpture.

He is a co founder
of the Reichman University,

the first private nonprofit University
in Israel,

formerly known
as The Interdisciplinary Center,

Herzliya and a recipient
of the honorary doctorate.

His current research explores
marketing driven business strategy,

creativity, and innovation
and challenging our mental models.

His recent books include Transformation
in Times of Crisis,

It was published in December 2020.

Can Art Resolve Conflict published
in 2018,

Beyond Advertising: Creating Value
Through All Customer Touch points 2016,

and The Network of Imperative:

How to Survive and Grow
in the Age of Digital Business Models

that was published in 2016.

He has a 2017 inducted
into a Hall of Fame,

marketing Hall of Fame,

the co founder of The Purple Project
For Democracy

and the Re imagine Education
Global Competition and Conference.

Ladies and gentlemen, without further ado,
Dr. Jerry.

Thank you Darrell.

It's a delight to be with you.

And let me share with you my view
of A Future Without Disciplinary Silos.

My premise is the academic world
is structured around disciplines.

Yet, most
of the key challenges facing societies,

organizations, individuals,
cannot be solved by a single discipline.

The future of academia,
if we strive for impact,

should be by bridging disciplinary silos.

The objective therefore of our session
is to inspire us to challenge

the traditional disciplinary
focus of academia

and explore new mental models leading

to more effective
interdisciplinary perspective

that balances effective
bridging of disciplines,

while gaining the benefit
of in-depth disciplinary expertise.

Not a trivial challenge,

especially given our history
of total focus

and reliant on individual disciplines.

The approach of our short session focuses

on four things briefly with identify,

some of the key challenges facing society,
businesses, organizations and individuals

will assess whether
any of these challenges can be solved

with a single discipline.

And I'll give you a spoiler alert
and a challenge.

My view is that the answer to this is no.

That no single discipline can solve
any of the major challenges we face,

either society, businesses or individuals.

But the challenge for you guys

is to try to think
can a single discipline solve

any of these problems.

The third part
of our brief discussion going

to explore the viability
of eight principles

that could change
the current disciplinary focus

and I would end with an act,
call for experimentation

and encourage you to submit
the results of your experiment

to the Wharton/ QS Reimagine
Education Global Competition

that Darrell mentioned
when he introduced me.

Let's start.
Let me briefly review

some of the key challenges facing society,
business, organizations, individuals,

you're probably familiar with all
of them,

but let's just do a very quick review.

When you think about
the challenges facing society,

just look at the World Economic Forum's
Global Risk Report,

for example, climate action failure,
infectious disease, livelihoods crisis,

social cohesion erosion,
biodiversity loss, debt crisis and so on.

Or look at the very well publicized
United Nations' Sustainability Goals,

no poverty, zero hunger, good health
and well being, quality education,

gender equality, and so on and so on.

Or think about any others
that are not captured by these two.

And now let's think about
the illustrative business

and organizational challenges.

The first one will be challenging
the mental models to recognise

that going back to work, as it existed
before the pandemic is not a viable model.

We need new new mental business
and revenue models for the new reality

that we're facing now.

To think about as part
of this new reality,

how do we shift
from a shareholder orientation

to a stakeholder orientation.

You know, a major,
major move that's happening as we speak.

Third, how do we assure the primacy
of the customer,

the customers are changing
they're empowered, they're skeptical.

And we have to change
to a "win-win" co-creation model

in our relationship
with our customers,

and other stakeholders.

Or how do we speed up
the needed digital transformation?

Or how do we adapt to the huge advances
in science and technology?

Or how do we achieve
sustainable profitable growth

in an increasingly turbulent environment,

and so many other challenges facing
all organizations and businesses today.

Or think about the challenges facing
us as individuals?

How do we cope with the new reality
of the post pandemic era?

And the turbulent changes in society,
including the ideological divisions,

especially in the US?

How do we survive and climb up
the Ma slow Hierarchy

of Needs towards happiness?

While we have to struggle,
even with the very basic foundation

of the lower parts of the hierarchy?

How do we achieve
the desired work-life balance?

How do we adapt to the huge advances
in science and technology?

How do we shift to the new identity
of the person

and his or her always on AI empowered
smartphone or smart glasses or implants?

Just think about the reality that today,
you cannot see a person isolated

from their smartphone?

So how do we change the unit of analysis?
And think about the students

in our classroom with each one
of them empowered with a smartphone

that is AI empowered,

and basically have more current accurate
information on any topic,

then probably the faculty?

So these are illustrative challenges.

And the question for us,
which is the part two of our discussion

is Can any of these challenges
be addressed by a single discipline?

As I made, mentioned
in my kind of spoiler alert,

I believe that it's impossible,
saying for example,

from a society point of view,
how do we address

the increasing gap
between the have and have nots

or their associate challenges of poverty,
homelessness,

employ ability, salary, gender gap,
and so many other challenges.

Can any of the disciplines we are familiar
with will solve the problem?

Economics, business, psychology,
sociology, mental health, education,

architecture, city planning,
or any others?

My answer to this is probably not,
you need a combination of all of these,

or most of these to try to solve
these types of challenges.

Well, let's think about business.

You know, how do we achieve sustainable
profitable growth,

while at the same time we achieve
and address

the objective of all the stakeholders.

You know which of the following business
disciplines can solve it?

R and D and Innovation, Entrepreneurship,
Marketing, Technology, Human Resources,

Operations, Customer Service, Accounting,
and so on.

Obviously, no single discipline can solve
these types of challenges.

Or let's take an example for discipline.
Let's think about marketing.

You know, marketing is supposed to deliver

the desired real time personalized
customer experience.

That's what customers want today, real
time personalized customer experience,

can marketing delivered by itself

without the product and service designed

without digital transformation
infrastructure,

and readiness, without manufacturing,

without human resources, without
customer research, or customer service,

no way, marketing cannot do it.

Marketing has to become the integrator
of all these disciplines to try to deliver

the real time personalized customer
experience.

And this is reflected actually,

by the titles
of the chief marketing officer.

Increasingly you see two patterns.

One is adding to the title of marketing
other functions.

Like the examples on the upper side
of the chart,

when you have EVP Chief Marketing,
Digital Strategy target,

for example, SVP Digital Sales
and CMO IBM, or Chief Marketing,

Digital and customer experience officer
at McDonald's

or Chief Marketing
and Communication Officer at MasterCard,

or CMO and Head of Global Analytics
Facebook,

or signal at an even more dramatic shift,

shift away from the title
of marketing at all.

And an increasing number of companies
that have a Chief Customer Experience,

or Chief Growth Officer,
or Chief Brand Officer,

or Chief Revenue Officer,
or Chief Customer Officer.

All of these, don't even have
the name title marketing in the title.

In marketing it exists report
to these new functions,

obviously is a clear shift in direction
that we have to start changing

the traditional narrow view of marketing

as in charge of the four P
which there never are,

because it rarely is the case

that someone in marketing is in charge
of all four P's,

the Product, Price, Promotion and Place.

Rather, marketing has turned into a really
narrow area focusing on the brand,

and some aspects of the promotion,
the advertising.

But the reality is if we want to have
an effective discipline of marketing,

we have to change its focus to focus
on and center on

the integration of all the different
functions

that are required to deliver what
the customer wants,

which is real time personalized
customer experience.

So with all these, let's focus on what
can we do about it.

So in this part, I would like to propose
eight principles

that effectively could bridge
the disciplinary silos,

while ensuring at the same time
the benefits of disciplinary depth.

So the first principle
I would like to suggest is to break

the tyranny of A versus B model
and adopt an A plus B model,

for example, it's not digital
versus physical.

It is not online learning versus back
to the classroom.

Rather, what we have to do is we have
to focus on

this seamless omnichannel experience.

How do we create the new education
of the future

that balances both digital and physical?

The second principle is to recognise
that the solution to most problems

come from disciplines outside
the one that owns the problem.

This was a breakthrough study
by innocentive few years ago,

that examines the question,
how come that open talent,

open innovation out there can solve

so many problems that major companies
R and D operation

where their 1000s of people cannot
solve it internally.

And they're finding was actually quite
surprising at a time.

It shows that the further the discipline
of the problem

solver from the discipline of the problem,

the higher the likelihood of success,
which means if there is a medical problem,

it is not the medical experts
who are likely to solve the problem,

but rather people from other fields.

And recently there was a kind
of a challenge by one of

the major pharmaceutical companies.

And the winners, for example,
were three computer scientists from MIT.

So let's realise the fact that there
is an increasing body of evidence

that shows that the solution
to most problems

come not from the discipline that owns
the problem,

but rather from other disciplines.

The third principle is to challenge

the old employment model
that even for a faculty

an adaptive strategy that balances
employees and open talent,

there is enormous increase in the supply
of global open talent around the world.

Let's utilize it. Let's rethink,

that our talent pool should not
be only people we hire,

but rather a balance between the people

we hire and employ and an open talent

that we try to reach to and access
around the world.

Four, let's recognise that universities
do not have a monopoly on

the creation of knowledge
and that in an increasing number of areas

it is corporate labs, and innovative
startups that are the true innovators.

This has huge implications to rethink

the whole notion of university industry
collaboration,

and how do we create those effective win
win collaboration between universities?

And not only in faculty research,
but also think about

this in terms of how do you engage
them in the classroom?

How do you engage the students
at all levels,

undergraduate masters or doctorate?

How do you engage them in research
and effective learning

with the labs
and other industry innovators?

The fifth principle is to capitalize
on the adoption of zoom,

and other advanced platforms
that simplify

and enhance interdisciplinary global
collaboration.

Never been easier than today to try to
collaborate with people around the world,

using zoom or other technologies,
you know, in a sense,

we break away from the tyranny
of physical spaces,

and the demand that traditional
travel time requires,

we can do it now instantaneously,

and create networks of partners
around the world

from many disciplines and many countries

who can work with us on any research
or educational project.

Six, let's leverage the advances
in science

and technology and initiate experiments,

exploring the value both in education,
and academic research.

Just think about the implications of AI,
or the impact of cloud and mobile,

or the advances in augmented reality,
virtual reality or mixed reality,

and how this can change the nature
of learning and student experience.

Consider the new Google Lens

which combines words and images
and their amazing implication,

consider automatic translators,

they bridge they kind of the traditional
language barriers

or consider insights from neuroscience

that provide enormous insights
into how people learn.

And Let's think about the seventh
principle,

which is how do we capitalize
on the capabilities with digital natives?

How do we enhance the humans
with smart AI assistance?

We talked about this before,

but imagine that in your classroom, every
student has a smartphone that with an AI,

empowered powered brain.

And they, the faculty has to address
now not the student by himself

with a closed book and other information.

But this amazing AI assistance
that can help

the students in everything
that the students need.

What happened to
the traditional focus on memory,

or the traditional way
of running a classroom.

Just think about this simple scenario,

how this human machine interaction
the changes, the unit of analysis

can change everything that we have known

and expand the benefit
of the current societal pressure to

further increase diversity,

to include diversity
of perspective and thought.

The eighth principle
is to leverage the lessons

from the successful transition
to online education,

and the willingness
to challenge the status quo by

experimenting with truly innovative
educational models for research and learning.

We cannot ignore
the fact that most universities

were successful over
the last 18 months in

the transition from the traditional
classroom, to online education.

We cannot just go back
to the old classroom

and forget what we learned.

We have to think about a new way
of creating our educational offering

by integrating online
with some physical presence.

And as an example here,
let me share with you 10 guidelines,

which I proposed recently, in a paper,

focusing
on the Re-imagining Executive Education.

But I believe that
these 10 principles apply not only

to executive education,
but for all education.

And briefly, expand
the target audience don't just limit to

what we're doing
to the traditional college age students.

Design for lifelong, lifelong learning,
lifelong learning is a must for everyone.

You know, if we are concerned
about lifelong employability,

we have to think about lifelong learning.

And it's not only starting after college,

it has implication
to what we do in college

in the undergraduate,
master's and doctoral level education.

Challenge the unit of learning that what
we just discussed about a minute ago

think about the student
and their smartphone or smart glasses

or even implanted AI chips.

For imagine, re imagine the objectives
of our education and most importantly,

the content to reflect the changing world.

Five,
employ innovative pedagogical approaches

don't just stick with what
we have done historically.

Six, Don't take the schedule for granted.

You know, most university courses are

Monday, Wednesday for 80 minutes under
the light,

but knowledge was not given
to the world

in increments of twice a week.

Different classes, different topics,
require different types of schedules.

Be flexible, experiment with the schedule,

design the schedule
to enhance the learning

not to be at the convenience
of the administrators.

Seven, create and orchestrate
the community of learners.

The best learning is not by the model,

the old model of a single faculty
interact with the music class of students,

the learning comes among
the students as well.

How do we create a community
of learners that is not

only restricted to the people
are in the classroom?

How do we engage alumni, How do we engage
the business community in this,

how do we engage others called open talent
as part of our communities.

Eight leverage the technology we have.

Nine design the needed integration
with the future of work initiatives

and offering of innovative agile
and diverse programmes and experiences

and 10 develop new business
and revenue models which are essential

if we are to survive and have the access
that education should have.

So with guests and a my apology
for the speed

in which we're covering this,
but the topic is important,

bridging this disciplinary silos
is a must if we are to have

impact as educators as universities.

So what we briefly covered
was the identity,

the identifying key challenges we face,

society, business organization,
individuals,

we assess to what extent
the challenges can be solved

with a single discipline,
at least my conclusion is they cannot.

And therefore the solution is we have to

bridge the disciplinary silos
while benefiting from

the traditional depths
of a disciplinary education.

And therefore,
We want to explore how to do it.

And I proposed eight principles to do it,

including the last 10 examples
of what should

you do in terms
of reimagining education?

And now the most important final step is,
what do we do about it? How do we act?

And what I would like to encourage you
is to experiment, experiment, experiment,

pick any of the ideas we discussed,
or you hear from the other sessions,

and design experiments around them,

there is no better way of knowing

what works
or not is then experimenting with them.

It's the only way
in which you can actually establish

causality between what you do
and the results you get.

And look at the right side,
I'm listing some of the companies

which are defining the champions
of experimentation.

Google, Amazon, Salesforce.com,
Microsoft, Facebook, Alibaba,

other leading high-tech companies

have 1000s of experiments
going all the time,

they don't make any decisions.

Unless it's based on a series
of experiments,

we're talking about really moving way,

way beyond just the A B testing,
to more sophisticated experimentation.

So if we want to

try to make education relevant,

we have to start designing experiments

to try to test the value
of the various ideas

and hypotheses we have.

So finally, if you run the experiment,
which I hope you will do,

inspired by this, and many
of the other sessions in this programme,

and if the experiment is innovative,

was proven results
and potentially scalable,

submit it to the
Wharton/QS Re-imagine

the Global Education
competition.

And you can win first prize is $50,000,

or $50,000 in Amazon Web Service credits,

and many, many other prizes
for many different domains of education.

So go to the website
of re-imagining education.

Explore the conditions
in turn for competition

you missed already this year.

The last day was October 3,

but you can definitely attend
our conference in December.

That will give you ideas for other

innovative experiments
in the education area, but thinking about

implementing designing
and implement experiments now

and submitting it to the 2022 competition.

I hope this session was helpful.

If you are interested in any follow
up on any of the ideas here,

feel free to communicate with me
directly to my email id.

Thank you and enjoy the rest
of the conference.

On behalf of the inaugural

Dr. Jerry Wind
for that phenomenal presentation.

Please be sure to come back
for the next session of

Also, if you have questions for

Dr. Jerry Wind, please be sure
to post your questions

in the Q and A box and note that

the responses will be published
in the official conference report.

Also be sure to visit our sponsors
and exhibitors at their booths.

And, again, I'm Darrell Gunter,
your host for this session

and Dr. Jerry Wind we want to thank you
again for that outstanding presentation.

Have a great day.