Shinya Yamanaka
2012 Nobel Laureate in Physiology or Medicine | Inventor of iPS Cell Technology | Senior Investigator, Gladstone Institutes | Professor, UCSF
John & Natty McArthur University Professor at Harvard | Fellow, British Academy & American Academy of Arts & Sciences | Author, Reimagining Capitalism
Rebecca Henderson is one of Harvard's 25 University Professors and the world's leading authority on sustainable capitalism. Her research — backed by 30+ years of fieldwork and S&P 500 board experience — gives business leaders a rigorous, evidence-based framework for building purpose-driven organizations that outperform. Audiences leave equipped to act, not just inspired to agree.
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Rebecca Henderson is one of the most influential economists working at the intersection of business, capitalism, and climate — a Harvard University Professor whose research has reshaped how senior leaders think about the relationship between profitability, purpose, and long-term survival. Holding the John and Natty McArthur University Chair, one of only 25 University Professorships ever awarded at Harvard, she brings joint appointments to the Harvard Business School’s General Management and Strategy units, and has spent more than three decades studying how large organizations innovate, transform, and either thrive or fail in the face of systemic disruption.
Sustainability speaker Rebecca Henderson is best known for her book Reimagining Capitalism in a World on Fire (PublicAffairs, 2020), which was shortlisted for the FT/McKinsey Business Book of the Year Award and named one of the Financial Times’ best business books of that year. The book — drawn from twenty years of research across organizational change, innovation economics, and political theory — makes the case that capitalism is neither inherently broken nor inevitably destructive, but that its current form has become dangerously unbalanced, and that business leaders have both the incentive and the responsibility to help fix it. The MBA course of the same name became the most successful elective launched at HBS in years and is also available through Harvard Online.
Henderson’s authority is not purely academic. She has served on the board of IDEXX Laboratories, an S&P 500 company, for more than two decades, and previously served on the board of Amgen — a Fortune 200 pharmaceutical company — for over a decade, during which the Financial Times named her one of its three Directors of the Year. She is a Research Fellow at the National Bureau of Economic Research and a fellow of both the British Academy and the American Academy of Arts and Sciences. She has consulted with IBM, Unilever, BP, Eli Lilly, Cisco, and dozens of other major corporations on strategy, sustainability, and organizational transformation. Before joining Harvard, she spent twenty-one years at MIT’s Sloan School of Management, where she was named Teacher of the Year.
As a speaker, Rebecca Henderson challenges the assumption that sustainability and profitability are in tension — and does so not with advocacy, but with data. Her keynotes draw directly from primary research and real corporate case studies to show what purpose-driven leadership actually looks like in practice, why companies that ignore systemic risk increasingly underperform, and what boards and C-suites can do right now to build organizations capable of thriving in a world that is changing faster than most strategies can keep pace with. Senior audiences — particularly those navigating ESG pressure, stakeholder capitalism debates, and climate transition risk — find her sessions to be among the most intellectually rigorous and practically grounded they encounter.
Drawing from her landmark book and two decades of corporate research, Henderson dismantles the false choice between profitability and purpose. Through case studies from Walmart, Unilever, and dozens of other firms, she shows how companies that embrace environmental and social responsibility consistently outcompete those that don't — and what leaders need to do now to position their organizations for the economy that is already emerging.
Most organizations manage risk within their industry and competitive set — and ignore the systemic risks that will ultimately determine whether their business model survives. Henderson makes the strategic case for taking climate change, inequality, and institutional fragility seriously, not as ethical concerns but as material factors that are already reshaping markets, talent pools, regulation, and capital flows.
Henderson's thirty years of research into organizational change converge in this session on what it actually takes to shift a large, complex organization toward more sustainable practices. Moving beyond frameworks and aspirations, she addresses the internal barriers — incentive structures, cognitive biases, short-term financial pressure — that consistently derail well-intentioned sustainability strategies, and what leaders must do differently to make change stick.
With decades of S&P 500 board experience at IDEXX and Amgen, Henderson brings a practitioner's eye to the question of how boards can evolve from compliance-focused oversight bodies into genuine strategic partners in building sustainable, long-lived companies. A rare session that combines academic rigor with direct boardroom experience — designed for directors, CFOs, and governance professionals.
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