Heather McGowan
McGowan has provided keynote addresses for audiences from start-ups to government organizations to universities to publicly traded Fortune 100 companies, including AMP Financial, SAP, Abbvie, Biogen, Fidelity, FIS, Mastercard, AT&T, Financial Times, Siemens, Microsoft, Google, Facebook, Kaiser Permanente, JPMorgan Chase, Lockheed Martin, MassMutual, MetLife, Best Buy, Raytheon, The US Army, Accor Hotels, Paramount, Chevron, AARP, Zendesk, Tableau, Fidelity, de Beers, Professional Beauty Association, and The World Bank among hundreds of others. Heather addresses audiences in person from small summits for C suite executives to large events in the tens of thousands.
Her virtual talks have reached hundreds of thousands. Often quoted in the media, notably in the New York Times, McGowan serves on the advisory board for Sparks & Honey, a New York–based culture-focused agency looking to the future for brands. McGowan’s academic work has included roles at Rhode Island School of Design, and Jefferson University, where she was the strategic architect of the first undergraduate college focused exclusively on innovation.
In 2019 Heather was appointed as a faculty member of the Swinburne University Centre For the New Workforce in Melbourne, Australia. In 2022, McGowan was awarded an honorary doctorate from Pennsylvania College of Art and Design in addition to earning her MBA from Babson College and her BFA in Industrial Design from Rhode Island School of Design. McGowan is the co-editor and author of the book Disrupt Together: How Teams Consistently Innovate and a Forbes contributor. McGowan’s first book on the future of work, published in 2020: The Adaptation Advantage: Let Go, Learn Fast, and Thrive in the Future of Work, reached number three in business management books on Amazon and was named one of the best business books of 2021 by Soundview. McGowan’s most recent book The Empathy Advantage: Leading the Empowered Workforce published in March 2023 and is a finalist for the Next Big Idea Book Club and identified as a top ten business book to read in 2023 by Business Chief.
Leveraging the Power of Diversity, Equity, Inclusion and Belonging
The only thing evolving more quickly than technology is societal and cultural change. Demographic change has long been in bloom, but social and cultural norms are now rapidly shifting with marked changes in gender and sexuality identity, not to mention a broadening of the landscape of diversity. While diversity once included primarily binary gender, race, and culture, it now includes neurodiversity, cognitive diversity, age, as well as a long-overdue focus on class and social mobility. Social unrest has moved these long-overdue efforts on Diversity, Equity, Inclusion and Belonging to the forefront, requiring more of our leaders. Leaders today must empathize both with individuals in underrepresented categories as well as those navigating these shifts to create effective teams that can learn, adapt, and create new value. When the inside of your organization, at every level, looks like the markets you seek to serve you are leveraging the power of DEIB.
The Empathy Advantage: Leading An Important Workforce
The global pandemic did not only change where work takes place, it is altering where work fits in our lives. The combination of a shift in leadership from Boomer and GenX to GenX and Millennial and the entrance of Generation Z into the workforce is altering the fundamental values around work. Labor shortages show no signs of abating and are shifting the power from employers to employees. In this RUPT (Rapid, Unpredictable, Paradoxical, and Tangled) world, leaders can no longer be unquestioned experts driving productivity with fear. The leadership profile shifts to a humble and curious learner who can inspire potential, help talent connect with their own internal drive and motivate with culture, love, and belonging. The factory default settings have all been removed from who works (diversity as a norm), where work takes place (home, office, anywhere, hybrid), what we do for work (exploration over routine tasks), how we lead (inspiration over fear), and why work in the first place. In this talk, buckle up for a fast paced and inspirational overview of the post pandemic world comprising an empowered and engaged workforce.
The Human Value Era
For much of the history of work, talent was defined by the things you could make. In this new era, talent will be defined by what you can make out of your people. Research shows that human capital comprises 90% of all enterprise value in the S&P 500. As we hand off more and more mentally routine and predictable tasks to technology, human talent and ingenuity will be the true competitive advantage. We’ve entered the era of human value, an era in which humans are seen as assets to develop rather than costs to contain. In this talk, discover how to navigate and master this challenging yet thrilling new world.
- Adaptation Advantage: Leading in a Post Pandemic World
When Heather McGowan and Chris Shipley wrote The Adaptation Advantage (April 2020, Wiley) they did not realize how prescient their advice and predictions would become when the coronavirus global pandemic required an immediate and dramatic shift in work, learning, and leading. Overnight companies remapped supply chains, pivoted product lines, and transformed to distributed work-from-home organization. Entire university and school systems adopted virtual delivery exclusively, something many said they would never do. This new normal, or normal of now, requires a focus on culture, purpose, trust, psychological safety as we embark on the largest social experiment in human history. The virus has accelerated our future of work, expedited our human transformation to digital creating, and placed an even greater burden on leaders to inspire and motivate human potential. Even when the virus subsides, many of our new ways of working will remain and we will be the better for this forced transformation. - The Future Company: Culture and Capacity
The organization of work and focused goals have long been measured by the outputs—i.e. brands, products, services, and business models. These units of value created became our very own North Star. Accelerated change driven by exponential growth in technology as well as a hyper connected and interdependent global economy has dramatically reduced the lifespan of a product, service, or business model. In this reality, we can no longer focus on the outputs, or the exhaust, and but should instead focus on the inputs: culture and capacity. Culture is the external expression of the brand and the internal operating systems of how the organization creates value. Capacity is the organization’s ability to respond to challenges. Waves of digital transformation and exponentially growing technological capability will demand continuous expansion of capacity. The companies that endure and thrive will be those that can clearly articulate and nurture their culture while continuously expanding their capacity. Do Not Fear CHATGPT: The Future of Work is Human
Today and in the future of work, the most in-demand skill will never be the one you have now— it’s the one you can develop tomorrow. Humans have an unmatched ability to learn and adapt from living in climates previously uninhabitable to creating tools that can, at first blush, seem to outperform our abilities. Consider the Automated Teller Machine (ATM) released about fifty years ago. When ATMs became widespread it was assumed the position of bank tellers would be outsourced to history when, in fact, the position of bank teller has grown continuously and slightly faster than the labor force as a whole. While tellers required per branch location declined, the demand for branch locations increased and along with it the demand for bank tellers. What does all this mean? That the future of work is human. Once we escape our outdated seeking of single-disciplinary skill sets in fear of being replaced by technology, we can focus on developing our uniquely human skills, notably our ability to learn and adapt to emerging technologies. In this talk, Heather will share how the forces of atomization (jobs broken into job fragments addressable by outsourcing), automation (robots, process automation, etc.) and augmentation (humans leveraging technology to extend their potential) will work in concert constantly changing but not replacing human cognitive and physical labor.
- Future of Work is Learning
We live in times of accelerated change driven by exponentially growing technologies and an increasingly hyperconnected and interdependent global market economy. As a result, work tasks as we knew them in the past have become atomized, broken into job fragments that can be done anywhere around the world; automated, achievable or solvable by computerized technologies; and augmented, technologies that extend the human physically or cognitively. This reshaping of tasks requires that we rethink our systems of education and workforce development, our organization of work and workers, our process of talent attraction and retention (including learning and development), and even ourselves.
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