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C-Suite Level Speakers

June 13, 2013 in Authors, business speaker, Creativity & Innovation Speakers, Customer Service Speakers, geoff colvin, Growth Speakers, Leadership speakers, speaker on change, Speaker on Creativity and Imagination, Speakers on Innovation, Speakers on the Economy

C-Suite Level Speakers  Collaborative Agency Group works with a wide array of business leaders and C-Suite Executives from different industries and backgrounds. Our Renowned Thought Leaders  are perfect for large conferences and smaller meetings.

 

Michael Bergdahl Speaker author and turnaround specialist MICHAEL BERGDAHL - author and turnaround specialist. Bergdahl worked in Bentonville, Arkansas for Wal-Mart, as the Director of “People” for the headquarters office, where he worked directly with Wal-Mart’s founder Sam Walton.

 

Gina Bianchini Speaker - The Founder of Mightybell, the Co-founder and former CEO of Ning & Technology Entrepreneur. GINA BIANCHINI - The Founder of Mightybell, the Co-founder and former CEO of Ning & Technology Entrepreneur. Gina Bianchini founded Mightybell in late 2010 as a way to unlock the potential of real life experiences to be even more interesting, engaging, and active. Prior to Mightybell, Gina was the founder of Ning, the largest social platform for the world””s organizers, activists, and influencers to create unique social experiences online.

 

Marcus Buckingham Speaker - MARCUS BUCKINGHAM Author of Four International Best Sellers Including Now, Discover Your Strengths & First, Break All The Rules, Expert on Leadership & Management Practices MARCUS BUCKINGHAM - Author of Four International Best Sellers Including Now, Discover Your Strengths & First, Break All The Rules, Expert on Leadership & Management Practices. Once you””ve broken all the rules and launched your career by writing an instant classic management book, what do you do for an encore? If you””re Marcus Buckingham, you dedicate yourself to understanding what makes world-class managers tick, bottling it, and sharing it with the world.

 

Ram Charan Speaker - A highly sought after business advisor and speaker famous among senior executives for his uncanny ability to solve their toughest business problems. RAM CHARAN - A highly sought after business advisor and speaker famous among senior executives for his uncanny ability to solve their toughest business problems. Over the past decade, Charan has captured his business insights in numerous books and articles. In the past five years, Charan””s books have sold more than 2 million copies. These include the bestseller Execution: The Discipline of Getting Things Done and Confronting Reality, both co-authored with Larry Bossidy, What the CEO Wants You to Know, Boards at Work, Every Business Is a Growth Business, Profitable Growth and Boards That Deliver.

 

Geoff Colvin Speaker - Senior Editor-at-Large, FORTUNE Magazine and Author, Talent is Overrated GEOFF COLVIN - Senior Editor-at-Large, FORTUNE Magazine and Author, Talent is Overrated. Geoff Colvin is an award-winning thinker, author, broadcaster, and speaker on today””s most significant trends in business. As FORTUNE’s Senior Editor-at-Large, he has become one of America””s sharpest and most respected commentators on leadership, globalization, wealth creation, the infotech revolution, and related issues. 

 

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GEOFF COLVIN — Leading Ahead of What’s Next

May 1, 2013 in Authors, business speaker, Economy Speakers, geoff colvin, Growth Speakers, Leadership speakers, Speakers for Business Groups, Speakers for Human Relations and Communication, Speakers on the Economy

The whole world of business is changing in deep ways – competition, technology, government’s role, and the balance of global economic power are shifting massively. These are historic and profound changes, and they’re happening fast! Successfully navigating the tumult is every leader’s great challenge today. Geoff Colvin helps leaders meet it by bringing a unique perspective based on long-standing relationships with the world’s top leaders in business and government. He knows what they’re seeing, thinking, and planning. In addition, his own work published in Fortune, the Harvard Business Review, and his bestselling books reveals what distinguishes the most successful leaders – how they lead organizations, make choices, and respond to today’s challenges in ways that others can learn from. Colvin’s presentation is as fresh as the day’s headlines and at the same time rich with specific, profound lessons. To organizations facing extraordinary challenges; to compete and win will require extraordinary leadership at every level, Colvin explains what’s important, what isn’t, and what’s next.

 

 

GEOFF COLVIN 
Senior Editor-at-Large, FORTUNE Magazine and Author, Talent is Overrated

 

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GEOFF COLVIN — How chewy cookies altered P&G’s destiny

March 26, 2013 in Authors, business speaker, Economy Speakers, geoff colvin, Growth Speakers, Leadership speakers, Speakers for Business Groups, Speakers on Innovation, Speakers on the Economy

FORTUNE — Until now, the role of chewy cookies in A.G. Lafley”s standout success as Procter & Gamble”s CEO from 2000 to 2009 has not been disclosed. Yet if not for the Duncan Hines packaged chocolate chip cookie, Lafley”s life story, the wealth of P&G shareholders, and even our understanding of corporate strategy might have been very different.

P&G shook the cookie trade in the mid-”80s by introducing products with a crispy outside and a chewy inside. Major competitors — Nabisco, Keebler, Frito-Lay — immediately flooded the market with copies and crushed P&G”s (PG) early dominance of the category. Whether those competitors knew they were violating P&G”s chewy-cookie technology patents has never been established, but they eventually paid $125 million, a record at the time, to settle a P&G patent-infringement lawsuit.

Victory for P&G? Not exactly. Chewy cookies were not the next big thing. P&G”s cookie business crumbled (for many reasons). The company wrote down its value and eventually sold it, while those competitors are still giants in the industry.

P&G clearly needed help with competitive strategy. “John Smale [CEO at the time] got so frustrated that he called in Michael Porter,” Lafley recalls. Porter was, and is, a Harvard Business School professor and the world”s top expert on the subject. Smale hired him to teach it to P&G executives. And Lafley, then a 39-year-old manager in laundry products, was in Porter”s first class.

Lafley learned from the master what is still the most rigorous and deeply grounded approach to corporate strategy, and he never forgot it. He also got to know Porter”s consulting firm, Monitor Group, and one of its stars, Roger Martin, and never forgot him either. They formed a business relationship that continued through Lafley”s time as CEO, even after Martin left Monitor to become dean of the University of Toronto”s Rotman School of Business.

The Porter-Monitor approach to strategy “didn”t take” at P&G, Lafley says, but it took with him. He brought it back 14 years later when he was suddenly made CEO after Durk Jager got fired, with the company”s stock in free fall. Lafley”s groundbreaking redirection of P&G”s strategy was critical to the company”s success during his tenure; market cap doubled in a decade during which the S&P declined.

Now, Lafley and Martin have written Playing to Win: How Strategy Really Works. Managers everywhere should be grateful. Martin says he wanted to write it because he was “perplexed that people say, ”Oh, no, we”ve got to do a strategy exercise — it”s so complicated, so much work, and we”re not sure what we”ll get.” But it can be simple, fun, and effective.” Lafley adds: “I”m surprised by how few people can say what strategy is. So we tried to create a do-it-yourself book for managers and leaders.”

Lafley touches the heart of the problem. Every manager thinks strategy is important, but few understand what it means. “Strategy” has become a sadly debased term used by mentally lax managers trying to ennoble various trendy or half-baked notions. Lafley and Martin call them out. Specifically:

  • Strategy isn”t a vision. A vision tells you nothing about how to achieve your goals.
  • Strategy isn”t a plan. That”s just a set of tactics. A recent blog post by Martin called “Don”t Let Strategy Become Planning” has gone viral in managerial circles.
  • Strategy isn”t optimizing the status quo. Getting more efficient is always good, but it”s a far cry from a strategy.
  • Strategy isn”t following best practices. Some managers think getting really good at what the best players are already doing is a strategy. No, say Lafley and Martin: “It is a recipe for mediocrity.”

Lafley and Martin are equally blunt about what strategy is: “Strategy = choice.” It”s a set of choices on five issues: the business”s winning aspiration; where to play; how to win; needed capabilities; needed management systems. That may seem simple on paper but it”s extraordinarily difficult in real life because most people absolutely hate making clear, firm choices. Making a true choice means giving up options, which the average person simply cannot abide. So, who”s our market? Everybody. How will we win? By doing everything better. No such strategy ever succeeded.

Battling that powerful tendency was “the hardest thing I had to do,” Lafley says. He proposed giant new choices about which businesses P&G should and shouldn”t be in (getting out of pharmaceuticals, for example), and they weren”t an easy sell: “The company was $40 billion in revenue, and I was asking to get rid of five, six, seven billion. I had a very hard time.” Of course he also proposed new choices about how to grow. Revenues at P&G today: $84 billion.

Playing to Win is valuable because Lafley and Martin have artfully combined two virtues that don”t often mix: rigor and brevity. Winning strategy doesn”t come from inspirational happy-talk; it comes from deeply substantive hard thinking, and they tell us how it”s done, with many examples. But they don”t need 500 pages to do it. The book is short, crisp, a pleasure to read.

The discipline of strategy needs help. So do a lot of businesses. Playing to Win throws a lifeline to both.

GEOFF COLVIN 
Senior Editor-at-Large, FORTUNE Magazine and Author, Talent is Overrated

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2013: The year we become the health care nation – Geoff Colvin

February 6, 2013 in geoff colvin

Forget ‘fiscal cliff’ and ‘debt ceiling.’ The words on everyone’s lips this year will be ‘health care’ and just how we’re going to pay for it.

FORTUNE — The largest issue America will face in 2013 is health care. And it will only get larger. As the national conversation changes, we’ll find that by year-end we’re talking about it all the time, whether the ostensible topic is politics, government, the economy, our jobs, or our families. Health care will be the unavoidable topic.

Medicare and Medicaid are the biggest element of our most serious national problem: crushing federal debt. Washington has evaded the debt crisis for the past two years but can’t do so any longer. The Congressional Budget Office recently projected that “spending on the major health care programs would grow from more than 5% of GDP today to almost 10% in 2037 and would continue to increase thereafter.” Without changes, health care alone will consume more of the federal budget than all discretionary spending does now — defense, law enforcement, courts, and all regulatory agencies. Every time we have to reconcile taxes and spending or approve a federal budget or raise the debt limit, we’ll face the inescapable need to cut Medicare’s and Medicaid’s growth. And every time an elected official whispers such a thing, large groups of citizens will scream.

They’ll yell even louder as 2013 progresses and we all come to grips with the Affordable Care Act. The employer mandate takes effect on Jan. 1, 2014, so companies are deciding what kind of health insurance, if any, to offer employees. We can be certain that some employers who currently offer insurance will find they can save money by dropping it and paying the required penalty. America’s largest private medical insurer, WellPoint (WLP), is planning on it, says executive vice president Lori Beer: “There will be a transition from employer-based [coverage] to more consumers as purchasers.”

If you think workers will be surprised when their coverage disappears, just wait until they discover they’ll be violating federal law if they don’t buy health insurance on their own. Employers who’ve raised this issue with employees report that many of them, especially lower-paid ones, are simply incredulous. No one can force them to spend their hard-earned dollars on insurance if they don’t want to, workers say — but they’re wrong. Low-paid workers might be able to get subsidies for the premiums they’ll have to pay on the state insurance exchanges, if they can figure out how. The exchanges are scheduled to open for enrollment on Oct. 1, but so far only 20 states are setting them up. Many of the other states’ exchanges will have to be run by Washington, and it still isn’t clear how they will work.

Unpleasant surprises may even await workers who do not have employer-sponsored coverage. That’s because a business that fails to offer insurance to workers can avoid paying any penalties if it has fewer than 31 full-time employees. So lots of small-business owners I’ve talked with are figuring out how to replace full-time employees with part-timers. They know it’s bad for employees but feel they have no choice.

While implementing the ACA will be a growing topic through 2013, it is only the beginning of health care taking over the economy. From 17.9% of GDP in 2011, total health care spending will grow to 19.6% in 2021, the Centers for Medicare and Medicaid Services project. Health care, already the economy’s largest sector by far and proportionally (and absolutely) much bigger than any other nation’s health care sector, will keep growing faster than GDP. It can’t do that forever, but with 10,000 baby boomers turning 65 every day, how the growth ends up becoming sustainable is not remotely clear.

Medicine will keep improving, and as the population ages, more people will want the best care available; we cannot possibly keep providing it as we plan to, yet no one will want to say no. As the costs of health care become increasingly socialized, healthy taxpayers will increasingly see obese smokers as the enemy. The conflicts will be personal, painful, and powerful — and we’ll try not to confront them.

One day we will wake up, and we’ll have become the health care nation.

This story is from the January 14, 2013 issue of Fortune.

GEOFF COLVIN
Senior Editor-at-Large, FORTUNE Magazine and Author, Talent is Overrated

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Geoff Colvin – Senior Editor-at-Large, FORTUNE Magazine and Author, Talent is Overrated

January 9, 2013 in geoff colvin

As a speaker, Geoff Colvin has engaged hundreds of audiences around the world, ranging in size from 10 to 10,000. Audiences especially appreciate his remarkable perspective: He has analyzed companies and business leaders worldwide as they confront the largest issues of our time, and has seen what distinguishes the winners from the losers. Each talk is as fresh as that morning’s headlines, and nobody leaves one of Geoff’s sessions thinking the same way.

He is also a skilled on-stage interviewer whose subjects have included Jack Welch, Henry Kissinger, Richard Branson, the Prince of Wales, Bill Gates, Alan Greenspan, Steve Case, Ted Turner, George H.W. Bush, George W. Bush, and many others. He is the regular lead moderator of the Fortune Global Forum, and he serves as moderator for the International Business Leaders Forum in London.

GEOFF COLVIN Speaking on Drivers of Change in Business and the Economy

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Geoffrey Colvin Speech Topics

November 15, 2012 in geoff colvin

GEOFF COLVIN – Senior Editor-at-Large, FORTUNE Magazine and Author, Talent is Overrated

Leading Ahead of What’s Next

The whole world of business is changing in deep ways – competition, technology, government’s role, and the balance of global economic power are shifting massively. These are historic and profound changes, and they’re happening fast! Successfully navigating the tumult is every leader’s great challenge today. Geoff Colvin helps leaders meet it by bringing a unique perspective based on long-standing relationships with the world’s top leaders in business and government. He knows what they’re seeing, thinking, and planning. In addition, his own work published in Fortune, the Harvard Business Review, and his bestselling books reveals what distinguishes the most successful leaders – how they lead organizations, make choices, and respond to today’s challenges in ways that others can learn from. Colvin’s presentation is as fresh as the day’s headlines and at the same time rich with specific, profound lessons. To organizations facing extraordinary challenges; to compete and win will require extraordinary leadership at every level, Colvin explains what’s important, what isn’t, and what’s next.

The Political Circus, a Complex Economy and the Future of Your Business

More than at any time in memory, Washington has become the center of the action for business and the economy. Taxes, spending, deficits, health care, inflation, interest rates, regulation, energy, education – all these critical issues and more are dramatically in play, affecting your organization in deep and lasting ways. One of America’s most respected business journalists, Geoff Colvin brings you the benefit of his insider access to top government and business leaders. He slashes through the bewildering spin, separating political fact from campaign fiction and explaining what’s really likely to happen in this election year and beyond. Always engaging and energetic, Colvin explains which policy decisions from the White House, Congress, and the Fed will matter most, how they will impact business and the economy, and how audiences can make sense of it all in guiding their lives and businesses.

Talent Is Overrated – Real Truths of Great Performance

What if everything you know about raw talent, hard work, and great performance is wrong? Odds are that few if any of the people around you are truly great at what they do—awesomely, amazingly, world-class excellent. But why not? Why don’t they manage businesses like Jack Welch or Andy Grove, or play tennis like Rafael Nadal, or play the violin like Itzhak Perlman? Scientific research on great performance exposes what most of us wrongly believe. Geoff Colvin, author of the groundbreaking national bestseller Talent Is Overrated: What Really Separates World-Class Performers From Everybody Else, explains the findings and relates them to real life in real organizations. He shows how most organizations value the wrong things – how passion, honesty, and learning are more valuable than hours, IQ, or “native ability.” In an engaging, entertaining way, he demonstrates that world-class performance doesn’t come from mysterious natural gifts but rather from very specific behaviors that every organization can adopt. People and organizations that learn from these principles gain a tremendous advantage, because most are still making costly errors. The same principles used by the greatest performers can be applied by all of us – and must be, if we’re to meet the challenge of rising standards in today’s global economy.

A Versatile Moderator/Host/Discussion Leader

In addition to delivering compelling and topical speeches, Geoff Colvin is brilliant at being the glue that keeps the program together. He’s played that role for years at FORTUNE magazine’s most important senior executive conferences all over the globe. He’s interviewed everyone from Bill Clinton, Rudy Giuliani and Jack Welch to panels of high profile executives on the most challenging and sensitive of topics. Colvin’s gift is putting the focus of your program squarely where it belongs – on the person(s) he is talking to and building an understanding of the issues being discussed. He gets the most out of the participants by asking the right questions, keeping the discussion relevant and the energy high. His work is so successful that many top firms couldn’t imagine doing an important program without calling on his talents. As an attendee at a recent conference told the event organizer, “Geoff Colvin literally made this conference.”

In addition to delivering compelling and topical speeches, Geoff Colvin is brilliant at being the glue that keeps the program together. He’s played that role for years at FORTUNE magazine’s most important senior executive conferences all over the globe. He’s interviewed everyone from Bill Clinton, Rudy Giuliani and Jack Welch to panels of high profile executives on the most challenging and sensitive of topics. Colvin’s gift is putting the focus of your program squarely where it belongs – on the person(s) he is talking to and building an understanding of the issues being discussed. He gets the most out of the participants by asking the right questions, keeping the discussion relevant and the energy high. His work is so successful that many top firms couldn’t imagine doing an important program without calling on his talents. As an attendee at a recent conference told the event organizer, “Geoff Colvin literally made this conference.”

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Geoff Colvin’s newly re-released book Upside of the Downturn

October 3, 2012 in geoff colvin

Some businesses – and some people – will emerge from this downturn stronger and more dominant than when it started. Others will weaken and fade. It all depends on critical choices they make right now.

Geoff Colvin, one of America’s most respected business journalists, says even the scariest recession has an upside. The best managers know conventional thinking won’t help them win in these tough times. They’re taking smart, practical steps that will not only keep them strong, but will also distance them from the pack for years to come.

The dozens of top-performing leaders Colvin interviewed reject the common view that slashing costs and firing employees are all that matter. They see the recession as a rich opportunity to reinvent their organizations and lay the groundwork for future growth.

Colvin’s ten solidly grounded strategies will increase your company’s competitiveness and build its long-term value. A sample:

* Reset priorities. Easy to say, harder to do. Pursuing the lofty goals set in good times can be disastrous now.
* Reevaluate people and steal some good ones. Mass layoffs are a tempting way to cut costs, but great companies often find smarter alternatives. And if your competitors are dumb enough to fire their best people, grab them.
* Keep investing in the core. Trim the fat from your budgets but not the muscle. The best companies actually increase some spending in a recession, funding the areas that make them unique and valuable.
* Don’t rush to cut prices. Many companies assume they must – yet the long-term damage often outweighs the short-term boost.

Colvin shows how these strategies really work, using examples of major companies that have applied them with inspiring results.

Learn more about Geoff Colvin

Jeff Colvin Speaker

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Geoff Colvin Talent is Overrated

July 26, 2012 in geoff colvin

Learn more about Geoff Colvin

Talent Is Overrated – Real Truths of Great Performance

What if everything you know about raw talent, hard work, and great performance is wrong? Odds are that few if any of the people around you are truly great at what they do—awesomely, amazingly, world-class excellent. But why not? Why don’t they manage businesses like Jack Welch or Andy Grove, or play tennis like Rafael Nadal, or play the violin like Itzhak Perlman? Scientific research on great performance exposes what most of us wrongly believe. Geoff Colvin, author of the groundbreaking national bestseller Talent Is Overrated: What Really Separates World-Class Performers From Everybody Else, explains the findings and relates them to real life in real organizations. He shows how most organizations value the wrong things – how passion, honesty, and learning are more valuable than hours, IQ, or “native ability.” In an engaging, entertaining way, he demonstrates that world-class performance doesn’t come from mysterious natural gifts but rather from very specific behaviors that every organization can adopt. People and organizations that learn from these principles gain a tremendous advantage, because most are still making costly errors. The same principles used by the greatest performers can be applied by all of us – and must be, if we’re to meet the challenge of rising standards in today’s global economy.

Geoff Colvin Speaking on Talent is Overrated

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Geoff Colvin – 3 ways to take control of your retirement

July 19, 2012 in geoff colvin

Learn more about Geoff Colvin

A prosperous future is well within your reach. Here’s how to save smarter, invest better, live more fully — and reach your goals.

England’s blustery Dorset coast seems an unlikely setting for retirement planning lessons, but actually it’s perfect. That’s where this summer’s Olympic sailboat races will take place, and viewers new to sailing will learn a surprising fact: You can sail into the wind. You need to tack in ways that aren’t necessary when the wind is behind you, but do it right and you’ll move bracingly fast.

That’s retirement planning today. You’re feeling virtually all the financial winds right in your face. Strapped governments at every level will be giving you fewer services and taking more from you in taxes and fees. Inflation may be creeping up. Employers will continue the long-term trend of whittling retirement security by freezing or abolishing the few remaining defined-benefit pension plans and reducing company contributions to 401(k) plans. As for your investment portfolio — forget those reassuring historical stock market returns of around 11% annually and note that recent years have been far grimmer: The S&P 500 (SPX) is right where it was more than 12 years ago, in January 1999. Warren Buffett assumes Berkshire Hathaway’s (BRKA) pension plan will earn a modest 7.1% a year.

One more fact: You’ll probably live longer than you expect, a wonderful thing in every way except financially. New research from the Society of Actuaries finds that 57% of pre-retirees underestimate life expectancy from their current age, while only 28% overestimate. Your nest egg may have to last much longer than you thought.

Those are formidable headwinds. Yet as the Olympic sailors will remind us, you’re not condemned to being blown backward. The right tactics will propel you ahead even now. Think of your practical next steps in three categories.

Save smarter

In today’s low-yield environment, most of us must salt away more. Easy to say, hard to do. If your employer hasn’t adopted the Save More Tomorrow program, urge it to do so; and if it won’t, then follow the program on your own. Developed by UCLA business professor Schlomo Benartzi and behavioral economist Richard Thaler, it lets employees pre-commit to saving more every time they get a pay raise. It works — participants save much more than nonparticipants.

In choosing your saving rate, face the new reality of inflation. Experts debate whether years of monetary loosening in the U.S. and other major economies will push up prices significantly, but ignoring the risk would be foolish. Suppose you’d like your portfolio to pay you $100,000 a year (in constant dollars) for 30 years. With an after-tax return of 6% and inflation at 2%, a nest egg of $1.82 million will do the job. But if inflation turns out to be just one point higher than you assumed, at 3%, you’ll need another quarter million dollars.

Invest smarter

Back when we all thought we’d get 11% long-term annual returns, we could maybe afford to ignore fees and expenses. No more. It’s time to get tough on the “helpers,” Buffett’s sarcastic term for the intermediaries who take bits and pieces of our investment returns. As he and Vanguard founder John Bogle constantly preach: Over decades, tenths of a point matter. Some helpers, such as the best fee-only advisers, are emphatically worth their cost. But in today’s environment, investors must know exactly how much they’re paying and for what.

Investing smarter may also mean cleverly using your natural biases in your favor. Behavioral economists have found that we think of our spending in buckets — one for dining out, say, another for travel, another for car expenses. The tendency isn’t always rational, but Carnegie Mellon economist George Loewenstein has proposed that retirees harness it by setting up separate “pay the rent” and “spoil the grandkids” accounts. The rent account could be invested conservatively; the grandkids account could be invested aggressively for growth.

Live smarter

It’s a hard reality that many people will be living a bit less large than they had hoped in retirement, and maybe before. Don’t fight that thought. Embrace it. We’re living through the first era in history when significant numbers of people are being made unhappy by having too much rather than too little. The term is “affluenza,” now the subject of books and academic research.

Why are you planning to retire at all? It isn’t to maximize income. It’s to be happy. Millions of people are finding that having less makes them happier. Spending less and saving more is kind of like sushi: You have to be made to try it, but then you may find you love it. That’s also the potential exhilaration of sailing into the wind. As conditions change, reaching our goals demands a new course. With the right strategy you can still find your way to a great retirement. It could even be a happier one than you’d expected.

Originally posted in Fortune

Geoff Colvin Speaker

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Geoffrey Colvin Rethink leadership, achievement, and human possibility.

July 5, 2012 in geoff colvin

Learn more about Geoffrey Colvin

“What all of us can achieve – as individuals and as organizations – is far greater than most of us imagine. It isn’t just theory or wishful thinking. We understand great performance much better than ever before. The first step is thinking in new ways.”

Geoff is an award-winning thinker, author, broadcaster, and speaker on today’s most significant trends in business. As a longtime editor and columnist for FORTUNE, he has become one of America’s sharpest and most respected commentators on leadership, globalization, wealth creation, the infotech revolution, and related issues. As anchor of Wall Street Week with FORTUNE on PBS, he spoke each week to the largest audience reached by any business television program in America.

Geoff Colvin the Author of

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