Stanford GSB

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管理

管理

4天前更新
管理

管理

两周一更

4天前

Jane Fraser Says Think About the Skills, Not the Title

Citi is one of the most important financial institutions in the world, moving $5 trillion a day across more than 100 countries. Jane Fraser has run it since 2021, when she became the first woman to lead one of America’s “Big Four” banks. In a conversation with Sanil Rajput, MBA ‘26, on View From The Top: The Podcast, Fraser opens up about prioritizing her personal life, pursuing skills and relationships over job titles, and what she learned from the former CEO who tore up her career development plan. “Go the unorthodox path,” she says. “Because — surprise, surprise — you will get the job if you have the skills to be successful in it.” See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

4天前

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1 小时 7 分钟
5月13日

David Baszucki Says Roblox Is the Future of Communication

Roblox founder and CEO David Baszucki was building a 3D, multiplayer, cloud-based world before almost anybody had thought about the metaverse. In a wide-ranging conversation with Jeremy Tepper, MBA ’26, on View From The Top: The Podcast, Baszucki describes how he created a company that’s become a household name. “My job is a constant re-architecture of myself,” he says. From outlasting competitors like Minecraft and Fortnite to prioritizing the safety of Roblox users, Baszucki says he sees challenges as opportunities. “We really are, arguably… the future of how you stay in touch with someone else.” This conversation was recorded on November 18, 2025. See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

5月13日

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57 分钟
3月20日

Joe Tsai Says Start Local, Then Go Global

Alibaba, known as the “Amazon of China,” is one of the world’s most valuable companies. In a wide-ranging conversation on View From The Top: The Podcast, co-founder and chairman Joe Tsai recalls how it became the company it is today — and looks ahead to the company it may become. Having access to AI, Tsai says, is like “having access to water and air.” He rejects the suggestion that the United States and China must compete to develop this resource. “AI is a race among companies, but AI shouldn’t be a race between countries,” he says. Asked for his advice on building a global company, Tsai suggests focusing on winning locally first. “You have to win the market where you started,” he says. “And then you can think about going overseas, going global, because with winning local battles, you’re training your team, you’re developing talent that enables you to be a global player. So you’ve got to start somewhere.” This conversation was recorded on January 29, 2026. See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

3月20日

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1 小时 2 分钟
2024/04/25

Jensen Huang on How to Use First-Principles Thinking to Drive Decisions

"You can learn how something can be done and then go back to first principles and ask yourself, 'Given the conditions today, given my motivation, given the instruments, the tools, given how things have changed, how would I redo this? How would I reinvent this whole thing?" Jensen Huang, founder and CEO of NVIDIA, started his career washing dishes at Denny's. He then worked his way to busboy and, eventually, founded what is one of today's most valuable companies on Wall Street. In this interview at Stanford GSB's View From The Top event, founder and CEO Jensen Huang, MS '92, shares the stage with Shantam Jain, MBA '24, to detail his experience founding NVIDIA, funding it, and, finally his views on AI. Stanford GSB’s View From The Top is the dean’s premier speaker series. It launched in 1978 and is supported in part by the F. Kirk Brennan Speaker Series Fund. During student-led interviews and before a live audience, leaders from around the world share insights on effective leadership, their personal core values, and lessons learned throughout their career. See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

2024/04/25

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58 分钟
5月20日

The Art of Friction

“Friction for us has to do with obstacles,” says Hayagreeva “Huggy” Rao, a professor of organizational behavior at Stanford Graduate School of Business. “Obstacles can disable you. Obstacles can enable you.” Rao compares friction to cholesterol: Some is good, but some is bad. “Good friction actually slows you down, gets you to pause, and most of all, gets you to reflect,” he explains. “But there’s also friction that overwhelms you, exhausts you, confuses you.” On this episode of If/Then, Rao explores how to cultivate the productive kind of friction, reduce the unhelpful kind, and manage your team’s most precious resource. “Great leaders are people who think of themselves as trustees of other people's time,” he says. Do you have any favorite examples of good or bad friction? Share one with us at ifthenpod@stanford.edu. Related Content: Huggy Rao faculty profile The Friction ProjectHow to become a friction fixer Chapters: 00:00:00 Airport baggage claim, waiting, & good friction 00:03:20 Introduction 00:03:48 What friction means in organizations 00:05:42 Where friction comes from 00:07:52 Scaling through smart subtraction 00:08:24 DropBox’s approach to meetings 00:10:45 The problem with meetings 00:13:53 What good friction looks like 00:16:56 Friction, trust, & institutional legitimacy 00:19:31 Why Huggy Rao started studying friction 00:22:20 Conclusion See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

5月20日

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24 分钟
2025/06/04

Lisa Su Is Still Curious About How Things Work

Lisa Su, the chair and CEO of Advanced Micro Devices (AMD), leads one of the world’s most influential technology companies, a pioneer in high-performance computing and designer of chips that power everything from cellphones to supercomputers. On this episode of View From The Top: The Podcast, Su joins Michael Liu, MBA ’25, to talk about what it takes to stay on the cutting edge of technology, the tremendous potential of artificial intelligence, and why her superpower may be her commitment to learning. “Careers are very much by chance,” Su says. “The nice thing about my early career is I was lucky enough to have bosses who asked me all the time, ‘What do you want to be when you grow up?’ And I was like, ‘I don't know. Let me think about [it]...what I like to believe is the ability to learn at each step was what really helped me in my career.” See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

2025/06/04

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55 分钟
5月6日

Unconventional Wisdom

“I don’t see things like anybody else,” says Jonathan Berk, a professor of finance at Stanford Graduate School of Business. “And so I can see things people don't see.” On this episode, Berk explores recent research that pushes against conventional wisdom, from questioning the utility of the debt-to-GDP ratio to asking whether regulation is actually in the best interests of the consumer. “If you disagree with me… You have to write down a convincing theoretical model and analyze [it].” Berk admits his unique lens doesn’t always make life easy. But on the other hand, “it confers an enormous advantage” — and he believes that organizations which are able to harness the power of unconventional thinking can gain a competitive edge. “It’s allowed me to solve problems that other people couldn't solve,” he says. Has seeing the world differently helped you resolve a conundrum? Tell us more at ifthenpod@stanford.edu. Related Content: Jonathan Berk faculty profile What If We’re Looking at the National Debt All Wrong? Chapters: 00:00:00 The Fosbury Flop, innovation, & unconventional thinking 00:03:18 Introduction 00:04:24 Questioning conventional wisdom 00:04:57 Rethinking the debt-to-GDP ratio 00:08:21 A finance perspective on national debt 00:10:36 Why theory matters before alarm 00:12:38 Regulation, charlatans, & consumer interests 00:16:22 Licensing, certification, & competition 00:19:51 The cost of pushing back 00:21:16 Building organizations that welcome dissent 00:24:59 Conclusion If/Then, from Stanford GSB, features conversations with faculty that explore how their research deepens our understanding of business and leadership. See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

5月6日

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26 分钟
2月27日

A.G. Sulzberger Is Tuning Out the Cheers and the Jeers

“Being a reporter is the most fun an adult is allowed to have at work,” says A.G. Sulzberger, the publisher and chairman of The New York Times. In a wide-ranging conversation with Amira Weeks, MBA ’26, on View From The Top: The Podcast, Sulzberger reflects on what it means to lead a 175-year-old media institution in a moment of intense political pressure and technological disruption. He explains why journalists must “tune out the cheers and the jeers” and why democracy and markets depend on “the accountability and transparency that the press provides.” This conversation was recorded on January 13, 2026. See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

2月27日

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1 小时 8 分钟
3月25日

What We Actually Learn From Experience

Steven Callander has spent years building a mathematical framework to answer the question of how people learn from experience. “Here in Silicon Valley, the expression that you learn from failure is very widespread and very intuitive. But the question is… what do you learn? How do you optimally learn from that experience?” In this episode, Callander, the Herbert Hoover Professor of Public and Private Management and Professor of Political Economy at Stanford Graduate School of Business, explains the hidden, deceptively simple logic of correlated learning — and it may change how you think about finding the right job, the right market, or the right strategy. “It fascinates me and I can't stop thinking about it,” he says. Has theory made an impact on your life? Tell us more at ifthenpod@stanford.edu. Related Content: Steven Callander faculty profileHow to Turn Old Ideas Into Creative Solutions to Modern ProblemsWhat We’re Still Learning from Silicon Valley’s Bank Collapse Chapters: 00:00 Ann Miura-Ko on learning and the search for patterns in Venture capital 02:51 Introduction 05:23 What is correlated learning? 06:40 Where does this research apply in the real world? 09:28 Brownian Motion 12:45 Steven Callander’s Framework 15:25 Examples of correlated learning when seeking expert advice 20:53 Applying correlated learning 23:57 Why correlated learning research? 24:51 Conclusion If/Then, from Stanford GSB, features conversations with faculty that explore how their research deepens our understanding of business and leadership. See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

3月25日

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26 分钟
4月8日

The Paradox of Masculinity

“Masculinity is my new frontier,” says Ashley Martin, an associate professor of organizational behavior at Stanford Graduate School of Business. Martin, whose work examines why gender plays such a central role in how we perceive and make sense of others, has been looking at how traits associated with masculinity are simultaneously organizationally rewarded even as they’re personally harmful to men. “We spend a lot of time talking about gender inequality through the lens of women’s disadvantage,” she says. “I think that many of the problems that we’re seeing today… are actually bound up in masculinity.” What impact do you think masculinity and femininity have on our work and our world? Tell us more at ifthenpod@stanford.edu. Related Content: Ashley Martin faculty profile Is that Self-Driving Car a Boy or a Girl? Why Taking Gender Out of the Equation Is So Difficult Chapters: 00:00 How movies shape our ideas about masculinity 04:02 Introduction 05:15 How Ashley Martin got into studying gender 05:58 When gender is removed from hiring 07:10 The “pet rock” study 10:35 The universal use of gender 13:02 Gendering objects 15:12 How masculinity affects men 18:13 The current implications of Martin’s research 20:41 What healthier models of masculinity might look like 23:47 Ashley’s next frontier: masculinity, material culture, and social problems 25:07 Conclusion If/Then, from Stanford GSB, features conversations with faculty that explore how their research deepens our understanding of business and leadership. See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

4月8日

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27 分钟

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Stanford GSB

热门节目排行

Jane Fraser Says Think About the Skills, Not the Title

David Baszucki Says Roblox Is the Future of Communication

Joe Tsai Says Start Local, Then Go Global

Jensen Huang on How to Use First-Principles Thinking to Drive Decisions

The Art of Friction

Lisa Su Is Still Curious About How Things Work

Unconventional Wisdom

A.G. Sulzberger Is Tuning Out the Cheers and the Jeers

What We Actually Learn From Experience

The Paradox of Masculinity

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