Michael Houghton
2020 Nobel Laureate in Physiology or Medicine | Discoverer of Hepatitis C Virus | Li Ka Shing Professor of Virology, University of Alberta
Novartis Professor of Leadership and Management, Harvard Business School | #1 Thinkers50 | Pioneer of Psychological Safety
Amy Edmondson is the most influential thinker in leadership and organizational behavior of her generation. Novartis Professor at Harvard Business School and #1 on Thinkers50 in 2023, she coined psychological safety — the concept that now defines how high-performing teams learn, innovate, and thrive under pressure. Her talks give leaders a concrete framework for building cultures where people dare to speak up.
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Leadership speaker Amy Edmondson has done something rare in management research: she identified a concept most organizations were missing, named it clearly, and gave leaders the tools to act on it. As Novartis Professor of Leadership and Management at Harvard Business School — a chair established to study the human interactions behind successful enterprises — she has spent three decades building the definitive body of work on how teams learn, fail, and perform. The result is a research legacy that has reshaped how the world’s most forward-thinking organizations are run.
Edmondson is best known for pioneering the science of psychological safety: the shared belief within a team that it is safe to speak up, ask questions, admit mistakes, and take interpersonal risks without fear of punishment or humiliation. Her foundational 1999 paper in Administrative Science Quarterly launched what is now one of the most active research fields in management, healthcare, and education. Google’s internal Project Aristotle later identified psychological safety as the single strongest predictor of team effectiveness, bringing her work to a global audience of executives and HR leaders who had been searching for exactly this language.
She is the author of eight books and more than a hundred articles and case studies. The Fearless Organization (2018) has been translated into more than 15 languages and become required reading for leaders serious about building high-performance cultures. Her most recent book, Right Kind of Wrong: The Science of Failing Well (2023), won the Financial Times Business Book of the Year Award — one of the most prestigious recognitions in business publishing.
Edmondson has appeared on the Thinkers50 global ranking of the world’s most influential management thinkers every cycle since 2011, reaching the top position in 2023. She was named the most influential thinker in Human Resources by HR Magazine in 2019, and received the Herbert Simon Award in 2022. In 2024, she was elected Fellow of the American Academy of Arts and Sciences, one of the most selective scholarly honors in the United States, and received the Teachers College Medal for Distinguished Service from Columbia University. Before joining Harvard, she worked as Chief Engineer for architect and inventor Buckminster Fuller.
As a speaker, Amy Edmondson translates decades of frontier research into frameworks leaders can implement immediately. Her talks on psychological safety, organizational learning, and the science of productive failure generate the kind of conversations that shift culture. Audiences leave with a clear model for building teams where people dare to speak up, experiment, and learn — precisely the conditions that separate high-performing organizations from the rest, especially when the environment is uncertain and the stakes are high.
Why do some teams learn and adapt quickly while others freeze in the face of failure? The answer, backed by decades of research, is psychological safety. Edmondson explains how leaders at every level can create environments where people speak up, share ideas, and take calculated risks — without fear of judgment or retaliation. This talk delivers a clear framework and practical tools for building teams that perform best when the stakes are highest.
Based on her FT Business Book of the Year, Edmondson introduces a distinction that changes everything: not all failures are equal, and not all deserve the same response. This session teaches organizations to separate the failures that should be prevented, the ones that must be tolerated, and the ones that should be celebrated as engines of innovation. A perspective that reframes the relationship between risk, learning, and sustained performance.
Today's organizations operate with teams that form and dissolve rapidly, cross functional silos, and work under constant uncertainty. Edmondson introduces the concept of teaming — the ability to collaborate effectively with people you have never worked with before — and explains why this capability is now a critical competitive advantage. Applicable across healthcare, technology, financial services, and education.
The leadership models of the past — built on control, hierarchy, and certainty — are inadequate for the challenges organizations face today. Edmondson presents a learning-oriented leadership model where the leader's role is not to have all the answers but to create the conditions for the team to find them. Particularly relevant for executive teams navigating organizational, digital, or cultural transformation.
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