James Quigley, Global CEO of Deloitte

in conversation with Julia Kirby Editor-at-Large, Harvard Business Review

Thursday, March 31, 2011

Breakfast: 7:45-8:30am

Forum: 8:30-9:30am (followed by book signing)

Crawford Family Forum at KPCC

474 South Raymond Avenue

Pasadena, CA 91105

JAMES QUIGLEY is Global CEO of Deloitte, which through its member firms provide audit, tax, consulting, and financial advisory services to public and private clients in 150 countries. Prior to his current role, he was the CEO of Deloitte LLP in the United States. Throughout his 36 years with the organization, he has taken on a number of leadership roles and built a distinguished track record of service to many multinational clients.

Quigley is actively engaged in a number of international business organizations and committees, each working to help shape the policies for a successful and sustainable global economy. He is U.S. co-chairman of the Trans Atlantic Business Dialogue, and a member of the board of trustees of the U.S. Council for International Business and the German Marshall Fund of the United States. He is also a member of the Council on Competitiveness and the Shanghai International Financial Advisory Council. He has also served on the U.S. Securities and Exchange Commission Advisory Committee on Improvements to Financial Reporting.

He is regularly asked to share his perspective on global business trends and potential challenges at events such as the annual World Economic Forum in Davos, Switzerland, the annual Boao Forum for Asia, and the annual German Marshall Fund Brussels Forum. He is involved in various business and community groups in the United States, including Japan Society and The Economic Club of New York. His memberships include the Business Roundtable and the National Advisory Committee–Brigham Young University.

As One. The world is as much about cooperation as it is about conflict; as much about collaboration as competition. Yet our knowledge of collective behavior is still relatively slim. Leaders who have been trained in the command-and-control mode of management are realizing that it often fails to truly engage people; in response, management thinkers have proclaimed the advent of a new, participatory model. But why should there be only two modes of collective behavior? For the past two years Deloitte has invested in a major global initiative, the As One project, to study effective collaborations. The project has discovered that there are many modes of ‘As One behavior’ and that all are effective in certain contexts. “As One” defines eight archetypes of leaders and followers. Taking more than 60 cases of successful collective behavior, the authors define the characteristics for each model and show how you can apply them to your organization. “As One” will show you a new way to lead, and to get your team working to reach all your goals. Imagine what we could accomplish if we could unlock the power of “As One” on a global scale.

JULIA KIRBY is Editor at Large, Harvard Business Review.  She has been with Harvard Business Review for over a decade and in that time worked with hundreds of expert authors to bring their ideas to the magazine’s managerial audience. Currently, she is also at work on a book (with Chris Meyer) on how capitalism will change as the center of gravity of global commerce shifts to the emerging economies. Prior to HBR, Julia worked in the management consulting industry, helping to produce and communicate research-based insights on such topics as reengineering, knowledge management, and the business applications of complexity science.

The Drucker Business Forum is produced by The Peter F. Drucker and Masatoshi Ito Graduate School of Management at Claremont Graduate University. The series is co-presented by KPCC.

James Quiqley
Global CEO of Deloitte 

Julia Kirby
Editor-at-Large, Harvard Business Review

Thursday, March 31, 2011 

As One: Individual Action, Collective Power

–>JAMES QUIGLEY is Global CEO of Deloitte, which through its member firms provide audit, tax, consulting, and financial advisory services to public and private clients in 150 countries. Prior to his current role, he was the CEO of Deloitte LLP in the United States. Throughout his 36 years with the organization, he has taken on a number of leadership roles and built a distinguished track record of service to many multinational clients.

Quigley is actively engaged in a number of international business organizations and committees, each working to help shape the policies for a successful and sustainable global economy. He is U.S. co-chairman of the Trans Atlantic Business Dialogue, and a member of the board of trustees of the U.S. Council for International Business and the German Marshall Fund of the United States. He is also a member of the Council on Competitiveness and the Shanghai International Financial Advisory Council. He has also served on the U.S. Securities and Exchange Commission Advisory Committee on Improvements to Financial Reporting.

He is regularly asked to share his perspective on global business trends and potential challenges at events such as the annual World Economic Forum in Davos, Switzerland, the annual Boao Forum for Asia, and the annual German Marshall Fund Brussels Forum. He is involved in various business and community groups in the United States, including Japan Society and The Economic Club of New York. His memberships include the Business Roundtable and the National Advisory Committee–Brigham Young University.

As One
The world is as much about cooperation as it is about conflict; as much about collaboration as competition. Yet our knowledge of collective behavior is still relatively slim. Leaders who have been trained in the command-and-control mode of management are realizing that it often fails to truly engage people; in response, management thinkers have proclaimed the advent of a new, participatory model. But why should there be only two modes of collective behavior? For the past two years Deloitte has invested in a major global initiative, the As One project, to study effective collaborations. The project has discovered that there are many modes of ‘As One behavior’ and that all are effective in certain contexts. “As One” defines eight archetypes of leaders and followers. Taking more than 60 cases of successful collective behavior, the authors define the characteristics for each model and show how you can apply them to your organization. “As One” will show you a new way to lead, and to get your team working to reach all your goals. Imagine what we could accomplish if we could unlock the power of “As One” on a global scale.