András Tilcsik

Immense complexity means our systems—from the macro to the domestic—are prone to collapse.

Co-Author of Meltdown: Why Our Systems Fail and What We Can Do About It

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András Tilcsik | Co-Author of Meltdown: Why Our Systems Fail and What We Can Do About It
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Due to their incredible complexity, our modern systems—from healthcare to travel, finance to media—are primed for failure. And things are only getting worse. In his fiercely anticipated book Meltdown, András TilCsik offers a timely remedy. Not only a convincing diagnosis of why complexity creates failure in systems, it’s a practical guidebook to preventing the next disaster—before it strikes.

“As technology advances, it brings an explosion of complexity and interdependence that can threaten our most critical systems and organizations in unforeseen ways. Meltdown is essential reading for anyone who seeks to understand these dangers and what can be done to address them.”

Martin Ford, Author of Rise of the Robots

András Tilcsik  is one of the world’s Top 40 Professors Under 40, and one of thirty management thinkers most likely to shape the future of organizations. He is also co-author of Meltdown: Why Our Systems Fail and What We Can Do About It (March 2018)—a bold and clear-sighted sourcebook for anyone seeking to grasp how systems are prone to failure, and how we can prevent collapses of all sizes before they occur. An Associate Professor of Strategic Management at the University of Toronto’s Rotman School of Management, Tilcsik developed and teaches the award-winning course “Catastrophic Failure in Organizations.” In his teaching—and throughout Meltdown—he explains the paradox of progress: that as modern society demands more capable systems, they become more complex by necessity. From nuclear energy to aerospace engineering, Wall Street economics to the politics of social media, we live entangled in staggering complexity—and that also means tiny mistakes (simple accidents!) can lead to devastating catastrophes. Co-written with Chris ClearfieldMeltdown accomplishes three vital things: it explains why complexity leads to failure, reveals the common factors between all disasters, no matter how large or insignificant, and sets down a series of practical strategies that corporations, governments, and individuals can all take up to keep themselves safe. As a proposal, Meltdown received the prestigious Financial Times/McKinsey & Company Bracken Bower Prize for “the best business proposal by authors under 35.” 

 

One of Canadian Business’s Change Agents, Tilcsik holds the Canada Research Chair in Strategy, Organizations, and Society. In his award-winning MBA course “Catastrophic Failure in Organizations,” managers from all sorts of backgrounds study headline-grabbing failures and share their own experiences with everyday breakdowns. The United Nations calls it the best course on disaster risk management in a business school. He is also chief sociologist of the Creative Destruction Lab, one of the world’s fastest-growing startup accelerators. His research has been cited in testimonies to committees of the U.S. Congress and covered in media outlets like The New York TimesThe EconomistThe New YorkerThe Washington PostForbesThe Huffington PostSlate, and Freakonomics Radio.

 

In addition, he has received several awards from the American Sociological Association, including the W. Richard Scott Award for Distinguished Scholarship, the Mark Granovetter Prize for Best Article in Economic Sociology, and the James D. Thompson Award. He has been an invited speaker at Harvard, Stanford, Yale, MIT, the Wharton School, the World Bank, the United Nations Office for Disaster Risk Reduction, the Rotman Graduate Business Council, and many other institutions. As a Fellow of the Michael Lee-Chin Institute for Corporate Citizenship, he is also studying corporate practices that reduce the risk and impact of environmental disasters. He is a graduate of Harvard University (Ph.D., A.M., and A.B.) and the United World College of the Atlantic in Wales, where he also served as an Auxiliary Coastguard in Her Majesty’s Coastguard Rescue Service.

Speech Topics

Business Strategy
What Thanksgiving Dinners, Dumb Business Decisions, and Everest Climbers Teach Us About How to Avoid Distraction, Increase Productivity, and Win Big
In today’s distraction-filled world, it seems impossible to get anything done. E-mails and texts constantly interrupt us, minor crises spring up out of nowhere, and we spend most of our days at work fighting fires. But in this groundbreaking talk, Chris Clearfield and András Tilcsik share insights from years of research on why some teams succeed despite these challenges while others fail in embarrassing ways. This talk will provide you with practical tools and approaches drawn from a variety of examples, from drama-free Thanksgiving dinners and successful business initiatives to the small changes that made climbing Mount Everest safer than ever before. 

 
Diversity & Race
The Diversity Speedbump The Counterintuitive Case for Diverse Teams

Corporate diversity: it’s one of today’s most urgent topics. But how does it actually influence teams and organizations? According to cutting-edge research, diversity is indeed beneficial—but not because it brings more diverse perspectives to the table. Rather, it helps by making things more difficult (in effect, by erecting speed bumps that slow down our decision-making processes). Being in a diverse team feels less comfortable than being in a homogenous team; it threatens to be a source of interpersonal friction. And that makes us more skeptical, critical, and more vigilant, all of which make us more likely to catch errors—and avoid failure.

 

In this keynote, András Tilcsik brings forward the newest and best research on how diversity can help us—and what techniques leaders can employ to change the makeup of their own organizations. He’ll reveal how most diversity programs prove largely ineffective—and even sometimes counterproductive—despite the vast amounts of money spent on them. He then outlines what does work: how voluntary, rather than mandatory, diversity training is a better idea; how formal, structured mentorship programs for junior employees are so necessary; and why we should track diversity in an appeal to people’s inclination to be fair-minded. To Tilcsik, diversity is vital. But it’s the soft tools that work the best: tools that don’t try to strong-arm managers into giving up control, or enforce a list of dos and don’ts. Instead, to succeed with diversity, we need to engage managers, expose them to a wider variety of people, and appeal to their natural desire to do good.