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When we think about the major drivers of economic progress, globalization and technology come to mind immediately.

After all, these two forces have increased productivity and opened up markets, creating opportunities for billions of people to improve their lives. So it is no coincidence they also are two of the four pillars of structural unemployment.

According to the IMF, the world never has been as prosperous as it is today. People are living longer, healthier lives. Fewer people live in extreme poverty. Medicine, education, and technology all help connect us in ways which were unimaginable just a few years ago. So why do so many people, especially in the U.S., feel like these changes have left them behind? Society seemingly is polarized like never before, showing visible cracks along multiple lines. Is nationalist rhetoric and a deep distrust of business undermining investment?

The Boston Consulting Group identifies seven opportunities for corporate leaders to improve the economic landscape:

  • Shape the next wave of globalization: Make it a two-way street. Whereas the last wave of globalization centered on accessing foreign markets and creating low-cost global supply chains, the next wave could follow a very different pattern.
  • Support entrepreneurial business ecosystems: Bet on the little guy. Depending on how we harness it, further technological progress could either exaggerate or ameliorate this divide.
  • Leverage technology from front to back: Even things out. If we leverage it from the back office forward, focusing mainly on increasing efficiency and optimizing internal processes, then our use of technology will result primarily in the displacement of labor.
  • Invest in human capital: Learn, Learn, Learn. Education is critical in creating career mobility and equality of opportunity, which are at least as important as—and closely tied to—income gaps.
  • Apply a social business mindset: Be good neighbors. Establish social businesses that are adjacent to their core business models. This puts corporations in a position to solve some of society’s most fundamental problems by leveraging their core skills, not by making tangential and ultimately unsustainable philanthropic contributions.
  • Rebalance and align rewards: Take care of the little guy. Mismatches between rewards and performance along the entire pay scale, from entry-level workers to leaders, undermine perceptions of fairness and faith in the system.
  • Renew and own the narrative: Play offense. Narratives shape perceptions and political reality, which in turn shape economic reality.

So it is possible that prosperity does not need to be a zero-sum game, as businesses and Wall Street embrace a high-tech, global economy to grow. Workers and employers can re-tool together.

Are you ready?

Dana Beth Ardi

Executive Committee

Dana Beth Ardi, PhD, Executive Committee, is a thought leader and expert in the fields of executive search, talent management, organizational design, assessment, leadership and coaching. As an innovator in the human capital movement, Ardi creates enhanced value in companies by matching the most sought after talent with the best opportunities. Ardi coaches boards and investors on the art and science of building high caliber management teams. She provides them with the necessary skills to seek out and attract top-level management, to design the ideal organizational architectures and to deploy people against strategy. Ardi unearths the way a business works and the most effective way for people to work in them.

Ardi is an experienced business executive and senior consultant who leverages business organizational transformation through talent strategies. She uses her knowledge and experience to develop talent strategies to enhance revenue and profit contributions. She has a deep expertise in change management and organizational effectiveness and has designed and built high performance cultures. Ardi has significant experience in mergers, acquisitions, divestitures, IPO’s and turnarounds.

Ardi is an expert on the multi-generational workforce. She understands the four intersecting generations of workers coming together in contemporary companies, each with their own mindsets, leadership and communications styles, values and motivations. Ardi is sought after to assist companies manage and thrive by bringing the generations together. Her book, Fall of the Alphas: How Beta Leaders Win Through Connection, Collaboration and Influence, will be published by St. Martin’s Press. The book reflects Ardi’s deep expertise in understanding organizations and our changing society. It focuses on building a winning culture, how companies must grow and evolve, and how talent influences and shapes communities of work. This is what she has coined “Corporate Anthropology.” It is a playbook on how modern companies must meet challenges – culturally, globally, digitally, across genders and generations.

Ardi is currently the Managing Director and Founder of Corporate Anthropology Advisors, LLC, a consulting company that provides human capital advisory and innovative solutions to companies building value through people. Corporate Anthropology works with organizations, their cultures, the way they grow and develop, and the people who are responsible for forming their communities of work.

Prior to her position at Corporate Anthropology Advisors, Ardi served as a Partner/Managing Director at the private equity firms CCMP Capital and JPMorgan Partners. She was a partner at Flatiron Partners, a venture capital firm working with early state companies where she pioneered the human capital role within an investment portfolio.

Ardi holds a BS from the State University of New York at Buffalo as well as a Masters degree and PhD from Boston College. She started her career as professor at the Graduate Center at Fordham University in New York.