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This program is exclusively for current Ford Motor Company and newly appointed CEOs. For more information or to register: WhartonCEOAcademy.com | Contact Donna Gregor: +1.215.656.5348 | [email protected] Features 4 CEO LETTER Tapping the “Fountain A Doctor In Every of Youth” Career Pocket and Purse 14 6 THE LATEST THINKING Should CEOs Preach? Precision Medicine Gets Precise 22 Medicine Goes Retail 28 8 Q&A Tony Coles, M.D., cofounder, chairman and CEO, Yumanity Therapeutics 36 Q&A Bernard J. Tyson, Chairman and CEO of Kaiser Permanente Buying Life 42 69 David Zaitz David WORK-LIFE BALANCE by Teaching Your Body to Kill Cancer 50 Pauses Really Do Refresh Arthur L. Caplan, Ph.D. and 72 the Ethics of Compassionate Care 56 PARTING THOUGHTS Extending Human Life “Market-Driven Health Care” From Counterculture to Mainstream: Integrative Medicine Goes Big 62 ON THE COVER: 24 3 Tapping the “Fountain of Gary Burnison Chief Executive Officer Michael Distefano Youth” Career Chief Marketing Officer & President, Korn Ferry Institute Joel Kurtzman Editor-In-Chief BY GARY BURNISON Creative Directors Robert Ross Roland K Madrid he stuff of legends has become a biotech reality. Marketing and Circulation Manager In the 16th century, Ponce de León searched for the fabled “Foun- Stacy Levyn tain of Youth” with its magical waters that supposedly could cure Project Manager illness and reverse aging. Immortal youth apparently was a perqui- Tiffany Sledzianowski site of exploration—Alexander the Great in the fourth century B.C. was said Digital Marketing Manager T Edward McLaurin to have encountered a healing “River of Paradise.” Ponce’s and Alexander’s excellent adventures, however, didn’t elongate their lives. (Ponce died at 47 and Alexander at 33.) But as we highlight in this Contributing Editors issue of Briefings, today biologists, biotechnologists and other scientists are Chris Bergonzi hard at work cracking the code on aging. David Berreby In the early years of the 20th century, the average American lived to just Lawrence M. Fisher Hank Gilman over age 49. Since then, an additional 30 years has been tacked on, for an Victoria Griffith average life expectancy of about 80 years. Now, thanks to the biotech version Dana Landis of the Fountain of Youth, science is looking to expand longevity even further. Stephanie Mitchell Christopher R. O’Dea One day it may be possible for humans to routinely live to a healthy and vital P.J. O’Rourke 120—a feat almost accomplished by Misao Okawa of Japan, who had been the Glenn Rifkin world’s oldest person until she died recently at the venerable age of 117. Adrian Wooldridge Bioethical debates aside, the prospect of humans becoming modern-day Methuselahs has implications in every aspect of life—and will no doubt change the work paradigm. It is preposterous to consider that our idea of “retirement” Board of Advisors stems from the Social Security Act that dates to Franklin Delano Roosevelt’s Sergio Averbach Cheryl Buxton first term, becoming law in 1935. Today, AARP defines an “older worker” as Dennis Carey someone over 50. (Like every other 50-year-old in America, I have received my Joe Griesedieck share of AARP membership invitations and Social Security benefits projections.) Robert Hallagan Katie Lahey Today, people are staying in the work force longer—some by necessity, Byrne Mulrooney but many more by choice. Maybe 50 years ago it made sense to move to Sun Indranil Roy City, Ariz., bask in the warmth and play shuffleboard until dinner was served Jane Stevenson at 4 p.m. But that’s not today’s reality. In a recent Korn Ferry survey, 75 per- cent of respondents indicated that they would work past age 65. The previous century’s ideas of how long people can or should work are no longer relevant today and will be even less meaningful once life expec- tancy expands to the triple digits. One day, age 50 or 60 could very well be the midpoint of a career—or maybe even the opportune time to switch from one professional discipline to another! Sound far-fetched? It’s not! Our entire mindset must change with today’s reality: The days of the gold watch after 25 years of service are long gone! Imagine when career longevity becomes the norm and not the excep- 24 tion. Our entire ecosystem and infrastructure will need to be transformed, 4 BRIEFINGS FROM THE CEO from expectations of pensions to Social Security to health care. The workplace of the future will take age diversity to another level, with four and maybe even five generations working side by side, interacting and learning from each other. With more job mobility be- coming the norm, people who have eight jobs before the age of 30 might end up with 20 or more by the time they finally decide to retire (if at all). With exponentially expanded careers comes an even greater need for continuous learning in order to be relevant for a longer period of time. More and more, people will have careers that evolve with the changing needs of the global marketplace and the rapid explosion of technology. This means keeping pace by expanding one’s skills, competencies and experiences. To be adaptable means not only being able to “swipe left” and “swipe right,” but also learning and applying lessons from the past to the present— knowing what to do when you don’t know what to do. This is the essence of a leadership trait we at Korn Ferry refer to as “learning agility,” which we have found to be a perennial predictor of success. THIS ISSUE of Briefings on Talent & Leadership focuses Today’s college is yesterday’s high school. To- on the theme just outlined—the future of health care. morrow’s master’s degree will soon become, if not In it, we examine trends in health care delivery, drugs already, today’s college. Learning does not end with and pharmaceuticals, breakthroughs in cancer treat- a diploma that’s essentially a plaque on the wall, ment, medical ethics, work-life balance, digital health but should span a lifetime of new challenges, direct and integrative medicine. As you will see, the articles feedback, self-reflection and getting the job done re- are interesting and pertain to everyone. In this issue we sourcefully. At every age, learning agility taps one’s also have two interviews with giants in the field— ability to be highly self-aware, to be comfortable N. Anthony (Tony) Coles, M.D., and Bernard Tyson. with complexity, to work with and through others, Coles is a cardiologist who views medicine as if it to drive results in first-time situations and to have were a ministry and sees his role as both a servant and passion for new ideas. a leader. Coles left the daily practice of medicine to I recently asked a celebrity-type CEO (who will go work in the pharmaceutical industry, where he rose to unnamed) what he thought were a couple of the most become chairman and CEO of Onyx Pharmaceuticals, important traits of a leader. In a deep Southern drawl which specialized in developing cancer drugs. While he said, “Well, first, I was born at night, but not last CEO of Onyx, he sold it to Amgen for $10.4 billion. night.” In other words, street smarts to “read a room”— As chairman and CEO of Kaiser Permanente, one people and situations. The second, he said without of the largest health care organizations with more hesitation, was curiosity, which is the prerequisite for than 10 million members, Tyson focuses on delivering continuous learning. services to a diverse population. Efficient, affable and Those who don’t adapt to new and evolving data-driven, Tyson spent almost his entire career at demands for knowledge and skills will be as relevant Kaiser Permanente. During that time, he has over- to the work force of tomorrow as buggy-whip makers seen an organization that has always been a leader in are today. “Evolve or become professionally extinct” the field, earning it the loyalty of its membership. is the Darwinian rule of the work force—no matter In developing this issue of Briefings, we are all how long you live. grateful to the leadership of Korn Ferry’s health Looking ahead, with the reverse-aging of biotech- care practice. We appreciate the work of Thomas nology and the power of learning agility, there may be Giella, Gregory Button and Eugenie Dieck, who made few limits to what we can do and when we can do it.