馃攳
Take a Seat in the Harvard MBA Case Classroom - YouTube
Channel: Harvard Business School
[3]
today
[4]
we put ourselves in the shoes of cynthia
[6]
caro
[7]
imagine you've become ceo
[11]
of one of the world's largest mining
[14]
companies
[14]
anglo-american 25 billion dollars in
[18]
sales
[19]
162 000 employees
[22]
two-thirds of them in south africa and
[25]
four months into your job you hear the
[29]
news
[30]
one of the miners in rustenburg
[34]
has lost his life
[37]
yet another fatality
[40]
you have to decide are you going to shut
[43]
down the mine
[45]
or continue business as usual
[48]
david if you can open for us today
[50]
you're cynthia carroll
[52]
the news comes to you do you shut down
[55]
the mine
[56]
in rustenburg yes or no what are you
[59]
gonna do
[60]
so i think she needs to initiate
[63]
some very detailed investigations into
[67]
what happened in these circumstances and
[69]
then what has happened
[70]
throughout the past are you going to
[72]
shut down or not shut down
[74]
so i'm going to do a detailed
[76]
investigation
[79]
and then when i do have a plan what are
[81]
you learning what are you learning in
[83]
this investigation
[84]
practices that are not being followed
[86]
correctly or out of line or could be
[88]
safer
[89]
where there's like people are dying it's
[91]
not safe
[94]
what evidence are you looking for when
[97]
you get the opportunity to participate
[98]
you need to be able to
[100]
compact the information that you're
[101]
going to present in a very concise and
[103]
clear manner
[105]
through participation in class every day
[107]
this is something that i am trying to
[109]
sharpen
[110]
who wants to get in on this it's dynamic
[112]
it's fast peace there's a ton of energy
[115]
everyone's really excited to jump in and
[116]
contribute i learn
[118]
a lot from my peers as much as i learn
[120]
from the faculty if not more
[122]
the professor kind of facilitates like
[124]
an orchestra they kind of direct the
[125]
music but they're not necessarily
[126]
playing it
[129]
i think we need to shut it down minor
[131]
deaths are accepted as just a
[133]
part of the process of mining shutting
[135]
down the operation
[137]
will signal a very strong mentality
[139]
shift that debts aren't going to be
[141]
tolerated that's called a bold stroke by
[145]
the way
[146]
what grant is talking about what is
[149]
talking about
[150]
robert is talking about is a bold stroke
[153]
which means
[154]
from this day forward something has
[156]
shifted
[158]
but those of you who disagree say what
[161]
those of you who disagree say what will
[163]
i think we do much more
[165]
if we improve the culture around safety
[167]
in the entire organization
[168]
there's some truth that we're trying to
[170]
work toward the debates become more and
[171]
more fun
[172]
because that's when you get to uncover
[174]
views that you hadn't thought of
[175]
and when you get to push your own
[177]
thinking and
[178]
hopefully make your own thinking much
[180]
much better if you allow
[182]
your perspective to be constructively
[185]
challenged by other people
[186]
then it is just fascinating how you know
[188]
your position and your perspective
[191]
can shift those of you who want to shut
[193]
down how do you respond to this
[196]
layla we had we shut down the plant
[198]
because we had safety issues and we made
[200]
a stand and we started
[202]
making a safety culture like we had a
[203]
safety the fact that we can have
[205]
difficult uncomfortable conversations we
[208]
can talk about race we can talk about
[210]
politics
[211]
and still be friends at the end of the
[213]
day and to have people who are not
[216]
from a specific group but still have
[218]
sympathy and empathy
[220]
is pretty unique beyond cultural and
[223]
beyond structural we also talk about
[225]
just the people of the organization
[227]
the overseers are generally white and
[228]
the workers are generally black the
[230]
language which
[230]
they communicate is called finagle it's
[233]
largely a command and control language
[235]
so you're saying some structural you're
[237]
saying some linguistic communication
[239]
barriers
[240]
you're saying some uh organization
[242]
cultural issues
[243]
around the entire organization i think
[246]
casement that also gives you humility
[248]
your perspective is not enough to figure
[251]
out the answer to a question
[252]
and actually gives you the ability to
[255]
ask other people
[256]
what their perspective is so there's 27
[259]
countries represented in our section of
[260]
94 people
[261]
and because of the way that the case
[262]
method is structured we can sort of get
[265]
underneath what are those differences
[266]
really tied to
[267]
you know are there cultural things about
[268]
where you come from that makes the
[269]
business world operate slightly
[271]
differently
[271]
and are there things that we can learn
[273]
from those differences i think consumers
[275]
are critical here so not only do they
[277]
care about having
[278]
high quality inputs to their supply
[280]
chains on time
[281]
but they will also care about safety in
[284]
the first
[285]
month or couple weeks of class i was
[287]
hesitant to participate
[288]
but over time i've gotten rid of all of
[291]
my barriers and don't really
[293]
have any qualms about participating but
[295]
a lot of that is because of
[297]
the support of my classmates and not
[299]
only do i see it changing in myself but
[300]
i see
[301]
my classmates making better points over
[304]
time which then also
[305]
again pushes me to be better stakeholder
[309]
analysis
[310]
is so so important when we think about
[312]
change
[313]
so important to do we think about who do
[315]
we need to worry about
[317]
and what do they care about what are
[318]
their interests and so you start there
[321]
but that's not enough you have to then
[324]
say where do i need to invest the most
[327]
time who is in this
[331]
cell the board i'm really worried about
[334]
the managers
[335]
i think the government's also key in
[337]
here being
[338]
in the case setting you realize how
[341]
valuable
[341]
everyone else around you is and how
[344]
valuable their opinions are and the
[345]
importance of being a really good
[347]
active listener so before we shift from
[351]
this and think about some action
[353]
planning
[354]
i just want to show of hand because it's
[356]
not clear to me
[358]
in this room how many of you are
[359]
shutting down
[363]
really and how many of you are not
[365]
shutting down
[367]
so most of you are not shutting down wow
[374]
so are we going to resolve this now or
[377]
are there points that we need to make i
[380]
don't know if i think this is a
[381]
performance gap i don't know if this is
[382]
about best practices to me this is about
[384]
culture
[387]
if all of these like if all these minors
[389]
were like white and not black
[391]
i think that death rates would look very
[393]
very differently because i think people
[394]
would consider
[395]
the value of the lives of the people in
[396]
the mind very differently
[398]
the question we have to ask is is this
[400]
company
[401]
extracting more value from the community
[403]
than it's providing
[405]
it's scary to be vulnerable in a working
[406]
world so you're oftentimes
[408]
taught to put up a shield but here
[410]
you're given an environment that
[412]
supports you to take those risks and
[413]
actually celebrates failures or
[416]
celebrates diversity of thought when you
[418]
don't agree with someone
[419]
jumping into the arena using your brain
[422]
to come to the best hypothesis and
[423]
conclusion that you can given the data
[425]
that you have
[426]
is a task that leaders have to do every
[428]
day how do you use limited information
[431]
to make a decision and do that in a way
[434]
that forces you to flex that muscle of
[435]
dealing with ambiguity
[437]
they don't get it jake yeah it dragged
[440]
me back up from the front line to the
[441]
ceo position one of the things that i
[443]
was thinking about
[444]
is not just all of these different
[445]
elements that we should be considering
[447]
in terms of safety but also the
[448]
leadership capability of cynthia herself
[450]
you reliably took positions at your
[453]
previous company
[454]
they were incredibly unpopular and
[456]
encountered all sorts of resistance
[458]
and i think this is a case where you've
[460]
shown that you can do it and so i would
[461]
shut down
[463]
the situation is different don't you
[464]
think is she suited for this job
[468]
can she do this i think that's an
[470]
incredibly challenging question
[475]
that's what we do jake this is what we
[478]
do
[481]
this is what we do
[484]
we push students to take a position
[488]
or to take a stand because it forces
[491]
students
[492]
to think deeply to think about risks
[496]
to think about the weaknesses in their
[498]
ideas
[499]
and to also be open to influence
[502]
i want them to set high standards for
[504]
themselves i want them
[506]
to be challenged i want them to
[508]
challenge others
[510]
so what initially brought me here was
[512]
that i wanted to complement
[514]
these skills that i've developed in
[516]
architecture and consulting with
[518]
business skills but once i got here
[522]
those priorities completely changed what
[525]
inspires me now
[526]
is really the having super engaged in
[529]
discussions with my peers
[531]
i don't think that i've ever been that
[533]
intellectually stimulated
[535]
on a day-to-day basis i am here and i
[538]
think for me that's inspiring and it
[540]
just
[540]
wakes me up every day with excitement i
[543]
think i recognized that
[545]
i wasn't pushing myself to think
[547]
differently
[548]
or to lead differently i wasn't going to
[551]
do anything extraordinary
[552]
and i thought maybe if i came here i
[555]
would be pushed in a way that would lead
[557]
me
[558]
to develop into someone who could change
[560]
something at hbs
[562]
there's just no one here who wants to
[565]
come out the same way they
[566]
came in and that's really exciting 30
[569]
years ago cynthia carroll
[571]
30 years ago was actually in your seats
[575]
in these exact same seats and because of
[577]
her
[578]
thousands and thousands of miners
[582]
in the world are paid better
[585]
much safer and are leading
[589]
better lives with much more dignity one
[592]
day
[592]
not only that could be you i know that
[595]
one day it will be you
Most Recent Videos:
You can go back to the homepage right here: Homepage