Stanford GSB

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Canale • 4 podcast

Gestione

Gestione

5 gg fa
Gestione

Gestione

Ogni 2 settimane
Economia

Economia

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Imprenditorialità

Imprenditorialità

Bimensile

5 gg fa

Daniela Amodei Says Curiosity Is Underrated

Daniela Amodei and her brother Dario lead Anthropic, one of the world’s biggest and most influential AI companies. It wasn’t in her career plan. “I really think of myself as a generalist,” Amodei tells Gintare Zukauskaite, MBA ’26, in a conversation recorded live at Stanford Graduate School of Business earlier this year. “If you were to look through my background, you would be like, ‘What is this lady actually good at? She doesn’t have a law degree. She’s not a computer scientist.’” But, she continues, “The ability to be curious and learn across a lot of disciplines and to have a strong foundation of wanting to have impact, regardless of the area that you’re working on — I think that’s an underrated quality.” Almodei says that Anthropic is founded on "radical" responsibility and transparency. Asked about her decision to leave OpenAI and co-found Anthropic, she says, “We were running towards something versus running away from something. We had this vision in our heads of wanting to create an organization where the values that matter to us around safety and around responsibility were at the forefront of what we were doing.” The best piece of advice she’s ever received came from a friend and mentor she turned to during that turbulent time: “You already know what the right answer is.” See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

5 gg fa

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1h 1min
27 mag

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.

27 mag

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1h 7m
13 mag

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.

13 mag

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57 min
18 giu

An AI@GSB Special: Demis Hassabis Thinks We’re in the ‘Foothills of the Singularity’

When Demis Hassabis pitched DeepMind to a few venture capitalists back in 2010, the business plan was almost comically audacious. “Step one: Solve intelligence. Step two: Use it to solve everything else,” he recalls in a conversation at Stanford Graduate School of Business with Stanford University President Jonathan Levin. “And people were quite confused. But we really meant it.” Sixteen years later, the “broad arcs” of that plan have gone “unbelievably well,” says Hassabis, a chess prodigy turned video game developer turned neuroscientist turned Nobel Prize-winning AI pioneer. Today he’s on a mission to create “the ultimate tool for science,” building on his decision to give away AlphaFold, the groundbreaking AI system that predicts the structures of proteins. The future, Hassabis says, is just around the corner: “Ten years from now, I think we’ll realize that we were standing in the foothills of the singularity now.” AI@GSB, the Dean's Applied AI initiative at the Stanford Graduate School of Business (GSB), and Stanford Medical School hosted a conversation with Demis Hassabis, Co-founder and CEO of Google DeepMind, on the frontier of artificial intelligence and what it means for how we live, work, and flourish. See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

18 giu

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55 min
20 mar

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.

20 mar

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1h 2m
12/02/2025

Broken Systems, Broken Trust

“The ultimate price of a bad system falls on the public,” says Anat Admati, the George G.C. Parker Professor of Finance and Economics at Stanford Graduate School of Business and author of The Bankers’ New Clothes. “The Constitution did a lot to constrain the government, but the government has failed to constrain institutions in the private sector.” Simply put, Admati says the real problem isn’t just profit-hungry corporations, it’s the systems that let bad actors get away with it. From the opioid crisis and Boeing’s deadly 737 MAX disasters to the 2008 financial crash, Admati identifies how U.S. institutions failed — and shares the “incredibly sobering” realization that shattered her faith in the rules and those who make them. This episode features Dominic Cruz and Maya Kesselman Cruz, who perform in the live circus show "Dear San Francisco” at Club Fugazi. How do you think we can restore trust in business, government, and society? Email us at ifthenpod@stanford.edu. This conversation was recorded on August 20, 2024. Related Links Anat Admati faculty profileThe Bankers’ New Clothes: What’s Wrong with Banking and What to Do about ItNo Rules, No Trust: How Accountability Shapes CommunicationAre Businesses Undermining Democracy?"Dear San Francisco" at Club Fugazi If/Then is a podcast from Stanford Graduate School of Business that examines research findings that can help us navigate the complex issues we face in business, leadership, and society. Each episode features an interview with a Stanford GSB faculty member. See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

12/02/2025

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25 min
25 giu

What AI Can’t Do — And Why

“Humans manage to do so much with surprisingly little,” says Douglas Guilbeault, an assistant professor of organizational behavior at Stanford Graduate School of Business. “Whereas AI, by comparison, is doing relatively little, but with so much power, so much compute, so many resources, and by comparison, relatively fewer constraints.” On a bonus episode of the If/Then podcast, Guilbeault describes the implications of his recent work. Although he readily acknowledges that AI is “increasingly able to do quite a lot,” Guilbeault and his colleagues believe they have identified a key principle that distinguishes human intelligence from machine intelligence — and one which illuminates the limitations of machine thinking. Although some researchers and AI boosters believe both humans and AI learn via optimization, Guilbeault and his colleagues have shown that another process more accurately captures how people distill the seemingly infinite complexity of the world and act based on limited information. “You encounter a lot of noise, a lot of chaos, a lot of randomness,” Guilbeault says. “We somehow figure out how to make meaning and establish strong understandings from within that.” What limitations have you encountered in your work with AI? Share your story with us at ifthenpod@stanford.edu. Related Content: Douglas Guilbeault faculty profileRead "A Simple Threshold Captures the Social Learning of Conventions" here Chapters: 00:00:00 Introduction 00:01:40 Why human learning matters for AI 00:05:03 Satisficing and the limits of optimization 00:06:41 Why LLMs learn differently from humans 00:09:58 The stakes of AI hype 00:13:11 “Humanity has had a good run” 00:15:19 Intuition, insight, & conceptual leaps 00:17:38 Beyond statistics: metaphor, vibes, & reasoning 00:19:39 A simple rule for social learning 00:21:18 Is there a ceiling for AI? 00:23:00 Randomness, disorder, & the path to insight 00:25:00 What an optimization mindset leaves out 00:27:54 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.

25 giu

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29 min
10 giu

Our AI Future: From Abundance to Apocalypse

Chad Jones, a professor of economics at Stanford Graduate School of Business, recently published a paper, “AI and Our Economic Future.” Using more than 100 years of economic data, he modelled several potential AI-infused economic futures we may experience. These include the good (abundance, we never work again), the not-so-bad (business more or less as usual), and the ugly (a superintelligence that turns on us, among other catastrophic options). Cheery stuff, Jones acknowledges, but essential to face. “I think the ability for an AI to do everything on a computer that the best software engineer can do, that seems like it’s either here now or will be here within five years easily,” Jones says. “Hacking the electric grid, hacking the financial system, these kinds of scenarios are things that we definitely have to worry about. The good news is, I think if we get through that, the ability of AI to transform the economy for good, it is really there and present. And, that would be a very great and bright future.” Related Content: Chad Jones faculty profileWhat’s the Price Tag for Preventing an AI Apocalypse?At What Point Do We Decide AI’s Risks Outweigh Its Promise? Chapters: 00:00:00 Introduction 00:01:32 The difference between now & previous periods of innovation 00:02:29 Two scenarios for AI-driven growth 00:06:18 The case for business-as-usual 00:11:06 Weak links and the limits of automation 00:17:53 What the models are showing about growth 00:19:58 The economics of abundance 00:25:29 The weak-link model’s timing & possible adaptations 00:27:51 Who gains in an AI economy? 00:29:55 Catastrophic risk and the downside of acceleration 00:34:31 The downsides of the weak link model 00:36:38 Meaning, identity, and human value 00:39:55 Leisure in a post-work world 00:41:43 What the next generation may inherit 00:44:07 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.

10 giu

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45 min
22 apr

Why Who You Are Affects How You Think

“When people come to view attitudes and opinions towards, say, political policies or issues as relevant to their identities, they become more extreme in their attitudes,” says Christian Wheeler, the StrataCom Professor of Management and Professor of Marketing at Stanford Graduate School of Business. “I become more positive or negative towards an issue the moment it becomes relevant to who I view myself as being.” Wheeler’s research offers insight into our increasingly polarized politics. However, his work has also yielded ideas for bridging divisions — beginning with how we listen to each other and how we see the people we disagree with. The moment we see someone as an individual rather than a category, we become more likely to find common ground. “Instead of viewing you as a Democrat or a Republican, I can view you as an individual,” Wheeler recommends. “Anything that humanizes you and moves you away from this simple category will help me to view you as an individual and less as just an interchangeable member of a category.” How much do your opinions define who you are? Tell us more at ifthenpod@stanford.edu. Related Content: Christian Wheeler faculty profile In a Polarized World, an Open Mind Can Hurt Your ReputationYou May Not Be Who You Think You AreClass Takeaways — How to Build Connection Through Better Listening Chapters: 00:00:02 Tattoos, identity, & personal evolution 00:03:26 Introduction 00:03:59 Why identity matters 00:04:56 Identity relevance & its implications 00:08:03 Why openness to the other side gets punished 00:10:57 Identities vs. opinions 00:13:53 The power of individuation 00:15:53 How to break the cycle of polarization 00:19:41 Organizational applications 00:23:26 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.

22 apr

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25 min
20/11/2024

Pfeffer on Power: “Acting With Power and Using Your Influence with Deborah Gruenfeld”

As leaders rise and hierarchies shift, Stanford GSB organizational behavior professor Deborah Gruenfeld, guest in season one of If/Then, reminds us that power is not just about authority—it’s about presence. In this special feed drop from Pfeffer on Power, Gruenfeld, author of Acting With Power, revisits topics featured in her If/Then episode, exploring how body language and mindset can shape perceptions of influence. “We’re all playing roles,” she explains, whether as CEOs, professors, or professionals navigating high-stakes environments. The key, she says, lies in mastering both "inside-out" techniques—such as reframing internal narratives—and "outside-in" strategies, like commanding physical space to exude confidence. Host Jeffrey Pfeffer, professor of organizational behavior at the GSB, and Gruenfeld discuss how power dynamics transcend culture and context, offering universal lessons for anyone looking to lead with impact. “Don’t leave power to the bad guys,” Gruenfeld advises, urging listeners to embrace their own potential for influence. This episode provides actionable insights to help you show up powerfully in any room, especially when the stakes are high. As the conversation unfolds, Pfeffer and Gruenfeld challenge us to think differently about power—not as a privilege, but as a responsibility to shape better outcomes for ourselves and others. Jeffrey Pfeffer will be a guest on the second season of If/Then. Pfeffer on Power is Produced by University FM. For a full transcript of this episode, visit the Pfeffer on Power’s website. More Resources: Deborah Gruenfeld, faculty profileDeborah’s Book: Acting with Power Pfeffer on Power Chapters: (00:00:00) Introduction Host Jeffrey Pfeffer introduces guest Professor Deborah Gruenfeld from Stanford GSB. (00:01:45) First Impressions and Body Language How people make snap judgments based on appearance and nonverbal cues. (00:03:25) Change How You Show Up The possibility of reframing behavior to project more confidence and authority. (00:06:33) Showing Up with Power Two approaches for appearing more authoritative and powerful. (00:08:53) Inside-Out Power Reframing internal narratives to project power, even in moments of insecurity. (00:11:32) Outside-In Power Techniques for using body language to command authority. (00:14:00) Physical and Social Dynamics How occupying space communicates dominance and influence. (00:17:06) Unconscious Reactions to Power Whether power dynamics are consistent across cultures and time. (00:20:32) Ambivalence Toward Power Why some individuals are reluctant to embrace power. (00:24:47) Ethical Leaders in Power The importance of ethical individuals embracing power to prevent its misuse by others. (00:28:14) Conclusion See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

20/11/2024

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30 min

Our mission is to create ideas that deepen and advance our understanding of management and with those ideas to develop innovative, principled, and insightful leaders who change the world.

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Stanford GSB

Top podcast

Daniela Amodei Says Curiosity Is Underrated

Jane Fraser Says Think About the Skills, Not the Title

David Baszucki Says Roblox Is the Future of Communication

An AI@GSB Special: Demis Hassabis Thinks We’re in the ‘Foothills of the Singularity’

Joe Tsai Says Start Local, Then Go Global

Broken Systems, Broken Trust

What AI Can’t Do — And Why

Our AI Future: From Abundance to Apocalypse

Why Who You Are Affects How You Think

Pfeffer on Power: “Acting With Power and Using Your Influence with Deborah Gruenfeld”

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Stanford GSB

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