Jeffrey Pfeffer's videos
What Jeffrey Pfeffer's clients say
"Dr. Jeffrey Pfeffer is simply one of the best Management thinkers and speakers in the world. And our company, HSM, works with only the very best. His ability to put the People context with business results is unmatched. I recommend him to any company."
"Jeff has a natural, conversational style which combined with his command of the subject and marketing sense result in entertaining and informative presentations."
"Jeff Pfeffer is the rarest of creatures in the world of business thought leaders: he is substantial and entertaining. There are countless professional business edutainers completely lacking in substance. And there are thousands of business academics who do rigorous research but put audiences to sleep. Jeff is one of a handful that combines deep and rigorous research with a delivery that inspires and holds an audience."
"Pfeffer’s insightful stories and innovative strategies surrounding organizational behavior are among the best that are available today. Whether you are trying to improve performance, realize the untapped potential of your employees, or drive customer-centricity throughout your company, Jeff’s fresh and irreverent perspectives are sure to help you move the needle"
Jeffrey Pfeffer's 2022 biography
Jeffrey Pfeffer’s background
Pfeffer has taught at Stanford since 1979. He is the author or co-author of thirteen books including The Human Equation: Building Profits by Putting People First, Managing with Power: Politics and Influence in Organizations, The Knowing-Doing Gap: How Smart Companies Turn Knowledge Into Action, Hidden Value: How Great Companies Achieve Extraordinary Results with Ordinary People, Hard Facts, Dangerous Half-Truths, and Total Nonsense: Profiting from Evidence-Based Management, and What Were They Thinking Unconventional Wisdom About Management, a collection of 27 essays about management topics, as well as more than 120 articles and book chapters.
From 2003-2007, Pfeffer wrote a monthly column, “The Human Factor,” for the 600,000-person circulation business magazine, Business 2.0. Since 2007, he has written a monthly column providing career advice for Capital, a leading business and economics magazine in Turkey.
Pfeffer has appeared in segments on CBS Sunday Morning, 60 Minutes, and CNBC as well as television programs in Korea, and has been quoted and featured in news articles from countries around the globe. Pfeffer currently serves on the board of directors of the for-profit company Audible Magic as well as nonprofits Quantum Leap Healthcare and The San Francisco Playhouse.
In the past he has served on the boards of Resumix, Unicru, and Workstream, all human capital software companies, and SonoSite, a company designing and manufacturing portable ultrasound machines. Pfeffer has presented seminars in 34 countries throughout the world as well as doing consulting and providing executive education for numerous companies, associations, and universities in the United States. Pfeffer has won the Richard I. Irwin Award presented by the Academy of Management for scholarly contributions to management and numerous awards for articles and books.
Jeffrey Pfeffer's 2022 talks & topics
Turning knowledge into action and getting things done
Companies have spent millions of dollars building intranets and collaborative tools to capture and share knowledge, under the assumption that in a world in which intellectual capital is increasingly important, the company with the best knowledge management system wins. The underlying assumption is right—intellectual capital and knowledge work are increasingly important. But knowledge that isn’t turned into action is about as bad as action that is not informed by knowledge. Our research has uncovered some important barriers to using and implementing knowledge and building a culture of action instead of just talk and analysis. We have found examples and strategies for overcoming the knowing-doing gap to build a culture of implementation. And there are a set of management practices that can create a company that learns from its experience and turns that learning into actions and results.
Managing in tough times: What companies have done right, and mostly wrong
The most typical response to the difficult economic environment of the past few years has been to cut costs and retrench. There have been layoffs, cutbacks in new product and new expansion initiatives, and attempts to outsource more and more activities. But these moves have seldom considered what their feedback effects will be. A few companies have recognized that tough times present the best opportunity to gain ground on the competition, and have behaved accordingly. What lessons can we draw from their actions?
Building high performance organizations and cultures
The data are clear: success does not come from mergers and consolidations to increase size, from being in high technology, from being in the “right” industry, or even from being first to market with an idea—after all, Xerox invented the first personal computer, Ampex made the first VCR, and Amazon was at least the fourth company to begin selling books on line. Instead, studies of companies in numerous industries ranging from automobile manufacturing to semiconductors, studies of companies in multiple industries, and research in countries including the United Kingdom, Korea, and Germany demonstrate the strong correlation between how companies manage their people and their profits, productivity, and customer and employee retention. Our research has identified the essential elements of high performance or high-commitment work arrangements, why these practices are effective, and what this means for building management systems and organizational culture.
Hard facts, dangerous half-truths, and total nonsense: Profiting from evidence-based management
Many organizations decide what to do based on the past experience of senior leaders, ideology and belief, and through the casual benchmarking of observing what other companies are doing. None of these represent effective ways of making decisions. Meanwhile, companies have ignored massive amounts of evidence that speak to questions such as the effectiveness of stock options and incentive compensation, whether “winning the war for talent” is possible or even desirable, the effects of setting up internal competitive dynamics, and many other questions that are relevant to understanding management strategies and their effects. The fact that knowledge about “what works” and why is so infrequently used provides an opportunity for information arbitrage in the management of companies that is similar to arbitrage opportunities in the financial markets, except the returns are both larger and less likely to be immediately imitated away. Companies need to use more “evidence-based management” and employ a decision process that uncovers hidden assumptions and confronts them with what leaders know to be true.
The paths to power
Although power is a word that sometimes has negative connotations in organizations, building power and influence is what effective leaders do and is essential to getting things done. Over decades of research, we have uncovered what are effective ways of building and exercising influence, and some of the dilemmas and choices people face as they move through their careers in organizations. It is possible to answer questions such as: 1) when is power and influence more important for getting things done (it turns out that team-oriented, more collegial environments actually make influence skills more, rather than less important); 2) what are the individual attributes associated with being influential, and how can these be developed; 3) what are some effective strategies and tactics for obtaining and using power; 4) how can you develop allies and supporters; 5) how can you deal effectively with opposition and with difficult opponents; and 6) what are some pitfalls to those in positions of power, and how can these be avoided. Our educational work helps people develop their clinical, observational skills, their ability to analyze and exercise influence effectively, and to think constructively about power and its use in getting things done in organizations of all sizes and types.
Jeffrey Pfeffer's 2022 speaking fees
- United States
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