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Robert “Bob” Price, Ph.D., is the visionary creator of OrgDev.ai, the world's most advanced AI organization development platform for individuals, teams, and entire organizations. He has decades of experience leveraging AI and ML. He is a multi-bestselling author in the categories of AI, leadership, women in leadership, communication, HR, and management. His upcoming new release, The AI and OrgDev Playbook is expected in 2024.Bob has led global organizations across multiple industries at the president, C-level, and VP levels. Named one of very few talent development leaders in history to lead a training department to the #1 global ranking by the Association for Talent Development (TD) as a recipient of their BEST Award. He has been featured for multiple years in Training Magazine's Top 100 and received their Editor’s Choice award.Bob’s record includes delivering cutting-edge technology learning solutions to renowned organizations such as Disney, CDW, IBM, AFLAC, FedEx, CIGNA, LG, Dow Jones, Waste Management, The Department of Defense, GSA, AAFES, and many others.

Bob Price

How AI is transforming leadership development, courtesy of AI and human coaches.

The Future of Leadership Development: Balancing AI and Human Coaches

Bob has served as CEO of New York Stock Exchange companies during his thirty-year business career. As the former CEO, Bob guided Sensormatic (a $1 billion security company) and Recognition Equipment (a $250 million high-tech company) through successful turnarounds. Bob is co-author of Triple Crown Leadership: Building Excellent, Ethical, and Enduring Organizations (McGraw-Hill), a 2013 International Book Awards winner. Bob has served as Group Vice President and Division President of two major divisions of Pitney Bowes and Vice President, General Manager of two divisions of Avery International. Bob has led businesses and teams that have won numerous local, state, and national awards, including a state-level Malcolm Baldrige Quality Prize and the Shingo Prize for Manufacturing Excellence (shortly after Bob left). Bob is co-author of Triple Crown Leadership: Building Excellent, Ethical, and Enduring Organizations (McGraw-Hill), a 2012 USA Best Book Awards finalist. His writing has been featured in or reviewed by Fast Company, American Management Association, Center for Creative Leadership, Leader to Leader, Leadership Excellence, CNBC Bullish on Books, Investor’s Business Daily, and more. Bob has taught leadership at the University of Denver and Colorado Mountain College and is Chairman Emeritus of the Vail Leadership Institute. Bob has served on the boards of and consults with numerous businesses and community organizations. He is a Baker Scholar graduate of the Harvard Business School, a magna cum laude graduate of Princeton University, and served as an officer in the U.S. Army.

Bob Vanourek

Arturo Perez discusses the emergence of robotic process automation in the healthcare industry.

Robotic Process Automation in Healthcare: Part 1

Many organizations today are dysfunctional, not because their people are incompetent, uncaring, or lazy, but because they are not aligned. People are unknowingly working at cross-purposes, are unclear about what they should do, and are unsure how they relate to colleagues. As a result, they work hard for a while, then become discouraged, sometimes even cynical, and withdraw. They are going through the motions, putting in their time, but working far below their full potential, leaving the lion's share of the work to be done by a few, overloaded people.
Through alignment, organizations can achieve breakthrough results and people can realize much greater personal satisfaction. Alignment is a collaborative leadership process that is not rocket science, but that does take discipline, commitment, and follow-up from committed champions.
In this webinar, authors Bob and Gregg Vanourek address the 10 steps of The Alignment Model from their award-winning book, Triple Crown Leadership: Building Excellent, Ethical, and Enduring Organizations.

Alignment : A Powerful Process for Peak Performance

Generative AI is seductive, and it is sometimes scary. As learning leaders, we need to proceed with caution, but we do need to proceed.

Generative AI: Seductive and Scary

To create a valuable and connected learning experience, it’s important to consider the range of learning styles and roles people play in an organization throughout the learning life cycle. Identifying different types of learning moments, learners, and learning facilitators enables us to take full advantage of our assets and own the learning process.Moments of Learning NeedWe should frequently consider the resources we make available to employees during a learning experience, but the process shouldn’t end there. We need to consider the moment of need learners are encountering.The concept of “moments of learning need,” developed by Conrad Gottfredson and Bob Mosher, is a powerful learning-centric perspective that focuses on when and under what conditions a performer needs to learn something to drive a desired outcome.The moments of learning need are:Learning for the first timeLearning moreApplying and refiningAdjusting to changeReacting to failureEach of these moments has different requirements. When someone learns a concept for the first time, they build a new foundation that they can apply to get better at a pursuit. In this context, learners need the most structure and scaffolding.If adjusting to change or reacting to failure, however, they will need more performance support in real time. If they’re trying to fix or address an issue, they don’t need the same level of history and context as when learning about that subject for the first time; they just need insight on how to fix or change current performance to achieve a desired outcome.There are two emerging moments of need outside of Gottfredson and Mosher’s work that are crucial to consider.The emerging moments of learning need are:InnovatingGrowing for the next roleThese moments of need are about driving toward something new, taking original approaches, gaining insight, and expanding.As we consider these moments, we should also think about how we organize resources for different learning situations. Transposing our concept of a learner onto one of several distinct types of learning roles is useful when supporting someone throughout an entire learning experience.Expanded Learner RolesWe no longer subscribe to the traditional mindset of simply providing content that a learner consumes and then regurgitates. When we move beyond the first two learning moments—learning for the first time and learning more—to adjusting, refining, reacting, innovating, and growing, it’s critical to understand the expanded learner roles at play during different moments of learning. For instance, at different points individuals may take on these expanded learner roles:ConsumerModeratorCuratorContributorCreatorCollaboratorWhen we treat people like active participants, we expand beyond the mindset of a consumer learning experience, and instead incorporate the roles of moderator, curator, contributor, and so on.We can use an understanding of expanded learner roles and their attendant needs to apply, refine, and amplify the learning experience in innovative ways. When we identify and nurture learning moments of need and learner roles, we witness organic response to change and conflict resolution.Connected Organizational Learning RolesAnother equally important, yet often overlooked, component of a connected learning organization rests in how an organization facilitates learning and provides support throughout the learning life cycle.We can think about the following list of organizational learning roles through the lens of Robert Cross’s work on organizational network analysis, a way of thinking about how organizations become productive.We have four primary organizational learning roles:Learning connectors: People inside a business who have access to resourcesLearning bridges: Individuals who make connections across an organization or team by bringing in insights and different perspectivesCoaches and mentors: Topic specialists with an area of expertise who can help facilitate and accelerate specific projectsInformation brokers: People with access to information in a very fluid state who enable us to learn and ultimately performAll of these roles are critical for a transforming organization. It’s important that we uncover who performs these roles, identify how to nurture them, and make sure we retain them.Once we identify how the broader organizational learning ecosystem operates and contributes resources and information, learning itself will flourish without much formal intervention. This approach allows us to pull full value from our communities and make real strides toward success.

New Roles for the Connected Learning Experience

Developing technical experts into organizational leaders is critical. In today’s changing and competitive business environment, making this shift is ever more important; companies and organizations need this capability and individuals need to grow. By understanding common challenges for this group and focusing on several key areas, the presenters will map out a path to accelerate the development process.
Topics include:

challenges of the transition
making transition a choice
a model for making the shift
building credibility through managing critical relationships
understanding the importance of working through others successfully
thinking and acting strategically.
 


Developing Your Technical Experts Into Organizational Leaders

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The prime cause of a failed reorganization is a form of self-deception by leaders.

Organizational Change: Understanding the Causes of Failure

Making the shift from technical or functional expert to a broader organizational leader is often not easy. It is a road paved with many pitfalls, stalls and few guideposts. In today’s changing and competitive business environment, making this shift is ever more critical; companies and organizations need such capability and individuals need to grow. By looking at what it takes to make the shift and where to focus, we can map out the path and accelerate the process.
Topics include:

Challenges of the transition
A Model for Making the Shift
Building and managing critical relationships
Working through others successfully and communicating differently
Thinking and acting strategically
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