The Future of Innovation Leadership: Workers Take a Stand, CEOs Make a Pledge, & Employee-Activism is Disrupting Everything!
a Tech 2025 Think Tank
FULL INFO AND AGENDA AT WEBSITE:http://bit.ly/t25leadership
What will innovation leadership look like in the next 5-10 years? How can organiztions empower employees to develop leadership skills for a divirse, multigenerational workforce that will drive responsible innovation (and profits) in the future? Employee Activism just might be the answer.
"The Baby Boomers -- those who aren't retiring, at least -- have the benefit of experience. Generation X workers have patiently "waited their turn," & they feel that they should move into leadership positions by virtue of their working their way up. But companies are desperately in need of the technology skills, the flexibility & adaptability of millennials, & that's pushing many of them into leadership roles, which can be really disruptive."-- Dan Schawbel(Partner & research director,Future WorkplaceandNYT bestselling author of "Promote Yourself")
The very definition of innovation is to disrupt, but when disruption happens in the leadership of organizations that are trying to drive digital transformation, disruption can easilyturn into crisis. With our amazing guest speaker, Major General Brett T. Williams, we will explore this hot topic through the lense ofEmployee Activismand the recentBusiness Roundtable Lettersigned by 181 CEOs pledging to change the purpose of their organiztions.
[READ REST OF DESCRIPTION AT EVENT WEBSITE]
About Guest Speaker Major General Brett T. Williams:
"Leadership is technology agnostic. No matter how much technology evolves the basic tenets of a good leader remain the same. And good leaders can lead any organization even if you do not have native domain expertise. I have proven this at least twice now in my career. My basic approach to leadership at the executive level is that it is my job to provide vision, resources & motivation & then get out of the way. Try to get people to operate on the principle of beg forgiveness, don't ask permission. In other words make sure they have the confidence to take risks, make decisions & move us forward. Don't feel like you need my permission." -- Major General Brett T. Williams
During his time as an Air Force General Officer, Brett Williams served in four senior executive leadership positions. As the Director of Operations (J3) at U.S. Cyber Command, he led a team of 400 people responsible for the global operations & defense of all DOD networks as well as the planning & execution of authorized offensive operations. Prior to this position, he served as Director of Operations (A3O), U.S. Air Force, where he led the largest Air Staff directorate consisting of more than 1300 Airmen & civilians stationed world-wide. In this role, he developed & justified the operations component of the annual $120B Air Force budget.
General Williams also served as the Director of Communications (J6) for U.S. Pacific Command. His 150-person directorate executed an annual budget of $57M & was responsible for the design, implementation & operation of all command & control networks supporting Department of Defense's largest geographic warfighting command. Finally, as the Inspector General for Air Combat Command, he led the inspection, audit & compliance process for all U.S based combat flying organizations.
Operationally, General Williams led a variety of large, complex organizations ranging in size from 300 to over 9000 personnel. In his most significant leadership position as 18thWing Commander in Okinawa, Japan, he led the largest combat wing in the Air Force. General Williams was responsible for relationships with Japanese political & business leaders in a highly volatile community environment. He executed an annual budget in excess of $100M to support a community of over 25,000 U.S. service members, their families & Japanese employees. In this significant leadership role, he delivered success across a wide variety of mission areas to include aircraft operations, aircraft maintenance, logistics, civil engineering, security & policing, community support, human resources, financial management & medical services. Brett is an F-15C fighter pilot with over 28 years of flying experience, including more than 100 combat missions.
After 28 years of leading flying operations, Brett transitioned into the field of IT & cybersecurity. Currently, Brett is a co-founder & the Chief Operating Officer at IronNet Cybersecurity. IronNet delivers the power of collective cybersecurity to defend companies, sectors & nations. Their advanced cyber detection solution leverages behavioral analytics, artificial intelligence & machine learning to protect against the most advanced threats. As COO, Brett supports strategic planning, leads execution against Objectives & Key Results (OKRs), evaluates corporate performance metrics, drives leader development & handles special projects for the CEO.
Brett is a highly regarded keynote speaker, leadership mentor, & cybersecurity expert. He has appeared several times on national television, testified before the Senate Armed Services Committee & is a sought-after subject matter expert. Brett has served as a faculty member with the National Association of Corporate Directors Board Advisory Services & teaching board-level cyber-risk seminars. He has served on the Defense Science Board as well as a variety of corporate advisory boards. Brett holds a BS in Computer Science from Duke University & three graduate degrees in management & national security studies.