Dan Cable is Professor of Organisational Behaviour at London Business School.
His research and teaching focus on employee engagement, change, organisational culture, leadership mindset and the linkage between brands and employee behaviours.
Dan was selected for the 2018 Thinkers50 Radar List, the Academy of Management has twice honouredhim with Best Article awards, and Academy of Management Perspectives ranked Dan in the Top 25 Most Influential Management Scholars.
Daniel Cable is also a founding partner at Essentic, an organisation dedicated to helping people discover their potential and enabling organisations to offer truly personalised fulfilment in the workplace. Essentic assessments offer individuals evidence of their distinctive strengths and the moments when they have the greatest impact on people close to them – colleagues, family and friends.
Dan’s latest book, Alive at Work: the neuroscience of helping your people love what they do, was published in March 2018 through Harvard Business School Press. Dan’s first book was Change to Strange and he has also published two edited books and more than 50 articles in top scientific journals. His most recent research has been published in Harvard Business Review, Sloan Management Review, Academy of Management Journal and Administrative Science Quarterly. This research has also been featured in The Economist, Financial Times, The Wall Street Journal, CNBC, The New York Times and Business Week.
Dan Cable has worked with a broad range of organisations, from high-tech startups to the World Economic Forum. His recent clients include Carlsberg, Coca Cola, Estée Lauder, EY, HSBC, IKEA, McDonalds, MS Amlin, Prudential, PwC, Rabobank, Roche, Sanofi, Siemens and Twitter.
For more information on Daniel Cable’s keynote speaking topics, availability and fees, contact email@example.com
DANIEL CABLE: SPEAKER
One of the world’s leading researchers and inspirational speakers on organisational culture, Dan is on a mission to help people find fulfilment at work, thereby increasing not only their happiness but also their organisation’s performance. In his own words:
“We spend most of our waking hours at work. So I spend my working hours trying to understand how people can feel like work is part of their ‘real life’ rather than a long commute to the weekend.”