Ori Brafman is a multiple New York Times bestselling author. He specializes in organizational culture, leadership, change, accountability, conflict resolution, and non-kinetic strategy.
Brafman’s recent bestselling book, Radical Inclusion: What the Post–9/11 World Should Have Taught Us About Leadership, co-authored with 18th Chairman of the Joint Chiefs of Staff, Martin Dempsey, argues that inclusion is no longer a “nice-to-have”, but a strategic imperative in today’s rapidly changing world. His seminal work, The Starfish and the Spider: The Unstoppable Power of Leaderless Organizations, is cited by the U.S. military as the foundation for a successful campaign to counter Al Qaeda. Its concepts formed the basis of blockchain technologies and have been utilized by Amazon, Google, Netflix, Facebook, Cisco Systems, the Association for Financial Professionals, and the Family Business Network.
Brafman has advised Fortune 500 companies, all branches of the U.S. military, the Obama White House, the National Academy of Sciences, NATO, and YPO, among others. His media appearances include the New York Times, the Washington Post, Bloomberg TV, CBS, Fox News, MSNBC, ABC News, BBC, National Public Radio, CNBC, the Wall Street Journal, CNN, and C-SPAN.
Brafman is founder and president of Starfish Leadership and co-founder of the Fully Charged Institute, which combines his work with that of Tom Rath. He is a Distinguished Teaching Fellow at UC Berkeley’s Haas School of Business focusing on improvisational leadership and the ethical use of artificial intelligence. Brafman is co-founder of Vegan.org which celebrates its 25th anniversary in 2019.
Radical Inclusion: What the Post-9/11 World Should Have Taught Us About Leadership examines today’s leadership landscape and describes the change it demands of leaders. Dempsey and Brafman persuasively explain that today’s leaders are in competition for the trust and confidence of those they lead more than ever before. They assert that the nature of power is changing and should not be measured by degree of control alone. They offer principles for adaptation and bring them to life with examples from business, academia, government, and the military.
If you cut off a spider?s head, it dies; if you cut off a starfish?s leg it grows a new one, and that leg can grow into an entirely new starfish. Traditional top-down organizations are like spiders, but now starfish organizations are changing the face of business and the world.
What?s the hidden power behind the success of Wikipedia, craigslist, and Skype? What do eBay and General Electric have in common with the abolitionist and women?s rights movements? What fundamental choice put General Motors and Toyota on vastly different paths?
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