"To be good, and to do good, is all we have to do"

I love history—learning from it, and applying its lessons to shape our future. Ive been reflecting on speaking to the incoming MBA class of future business leaders at @BostonUniversity School of Business.

This experience brought to mind the quote above from John Adams.

Boston is a city steeped in the legacy of leaders like Adams, Isabella Stewart Gardner, Ralph Waldo Emerson, and Martin Luther King Jr., to name a few. Standing in this historical city, I was struck by the extraordinary opportunity before these students to shape the future.

We are at a pivotal moment.

Today, new ways of thinking are needed to shape the next iteration of what makes a great organization—one centered around people and their development to drive business success and thriving communities.

We're in a time of incredible change. AI and other forces are reshaping the business landscape. The latest 普华永道 CEO report revealed that 45% of CEOs anticipate their company, as defined today, will not exist in ten years. From the employee side, a recent Gartner report shows that while most believe AI will boost productivity, there are significant concerns about job displacement and the unknown.

This aligns with multiple studies predicting millions of job shifts.

Strayer University Strategtic Education 2024 workforce survey indicates that 50% of full-time employees are concerned about gaining new skills. Research by Joseph Fuller and Manjari Raman from #HBS Future of Work Project suggests that low-wage roles are at even greater risk—up to 14% more likely to require an occupational change by the decade's end.

And yes, many businesses are missing the mark on workforce and employee development to navigate this transition effectively.

They’re operating on outdated playbooks—relying on layoffs, large external hiring efforts, accepting high turnover without aligning internal efforts. Josh Bersin research shows that only 15% of companies have adopted a skills-based strategy.

Even more concerning, Harvard's research indicates that workers aren't dismayed by the shifts that are coming. They see the changing nature of work as an opportunity; they’re aware of what’s coming and are ready to develop the skills needed to meet it.

So, what’s holding us back from truly prioritizing the development of employees and leaders, especially those in low-wage and mid-level positions?

I posed this question to the MBA class, sparking a discussion around ingrained thinking, a low tolerance for risk, and an over-reliance on outdated models that don’t value people development.

I'm grateful for the opportunity to connect with these future leaders thanks to Professors @NinaMazar and @evanapfelbaum recognizing that what we do today makes a real difference for the future. #BU Questrom is prioritizing people development and embracing the need for change—change that can drive real impact through internal mobility by developing and growing the talent that already exists within organizations, from hourly employees to mid-level managers to growing top leaders.

The future is built on the past—we carry forward lessons from those who came before us. We must avoid getting trapped in outdated models. We have the power to innovate and create new ways of operating that drive business value.

Just as historical figures mobilized in response to their circumstances, we too face a unique set of challenges driven by technological advancements. We must not be passive, but instead, actively write the next chapter of greatness by implementing new approaches with fresh mindsets and models.

Employees are ready for this change. Involve them.

It’s time for more business schools to prioritize and teach new models.

It’s time for bold business leaders to step forward and set a new standard for what makes a great organization—one that grows and develops people, nurtures their potential, and cultivates it for long-term business impact and community growth.

As Adams encouraged, let us strive to improve in everything worthy; the growth and development of the workforce is certainly worthy. As we do, let’s remember: companies and organizations can and should do well and do good.