REGISTRATION FEES & CANCELLATION POLICY
Registration Fee. . . . . . . . . . . . . . . . . . . . . $104
Reg Fee September 11-14 . . . . . . . . . . . . . . . . $129
The registration fee includes a three-hour lecture, cocktails and dinner.
The fee is the same to attend the lecture only or dinner only.
No refunds will be given after September 11.
These meetings are a great value to the member, as the cost per person is heavily subsidized by the Board of Trustees.
Futureproof
The future is not arriving one trend at a time. It is arriving all at once.
Five generations now share the workplace. Artificial intelligence is changing how we think, communicate, create, and make decisions. Cultural expectations are shifting faster than organizational policies can be rewritten. Leaders are being told to move faster, adopt sooner, predict what comes next, and somehow keep everyone moving in the same direction.
Most respond by chasing trends, buying new tools, or trying to predict the next disruption.
But an organization does not become futureproof by correctly guessing everything that will change. It becomes futureproof by understanding what changes, recognizing what repeats, and protecting what people will always need.
At the conclusion of this lecture, you will be able to:
- Distinguish age, cultural moment, and generational label to read behavior without leaning on stereotypes
- Analyze the recurring patterns that predict how people respond to technological, economic, and cultural change
- Evaluate the Velocity Gap between how fast technology advances and how fast human wisdom and culture can adapt
- Differentiate unnecessary friction from the formative friction that develops capable, resilient people
- Apply a human-centered leadership framework to communication, culture, AI adoption, and organizational change
- Build strategies that stay adaptable as tools and expectations change while protecting enduring human needs
AGD Subject Code: 550 /
There are no prerequisites for this course.
Ryan Vet
Ryan Vet got his start because people wanted to know why Millennials weren’t buying houses. Millennials weren’t old enough to buy houses yet.
He incorporated his first company at fourteen and spent the next two decades founding and running businesses, leading teams, including international ones, across all five generations in today’s workforce. He has been on the operating end of the problem he now studies.
Today Ryan is a generational futurist, which in practice means he studies how each generation is formed and what that formation is about to cost or gain the leaders responsible for them.
He is a USA TODAY bestselling author of five books and has spoken on four continents. His writing has appeared in Forbes, and he has been quoted in the Financial Times and USA TODAY.
He is also a Millennial raising three kids under seven, so he doesn’t study generational conflict so much as live in it.
