Dave Ulrich Black and white headshot

Dave Ulrich

Expert in Human Capability (Talent, Leadership, Organisation & HR)

why book dave?

  • Recognised as the “father of modern HR” and “HR thought leader of the decade,” Ulrich has played a pivotal role in shaping the HR profession
  • Dave is the Rensis Likert Professor at the Ross School of Business, University of Michigan, with over 30 books and 200 articles to his name
  • His work has influenced modern organisational thinking, emphasising the importance of organisation over talent
Dave Ulrich Black and white headshot


Dave Ulrich turns internal human capability practices into stakeholder value by continually learning, turning complex ideas into simple solutions, and creating real value to those he works with

Dave Ulrich is the Rensis Likert Professor at the Ross School of Business, University of Michigan and a partner at the RBL Group, a consulting firm, focused on helping organisations and leaders deliver stakeholder value. His thought leadership comes from publishing over 200 articles and book chapters, over 30 books, and weekly on Linkedin.  He edited Human Resource Management 1990-1999, served on editorial board of 4 other journals and on the Board of Directors for Herman Miller (16 years), has spoken to large audiences in 90 countries; performed workshops for over half of the Fortune 200; coached successful business leaders, and is a Distinguished Fellow in the National Academy of Human Resources along with many other lifetime achievement awards. His insights, ideas, research and solutions have defined human capability in four fields.

With colleagues he has helped influence how to manage the workforce to ensure a talent advantage.  He has identified 10 talent initiatives that build competence, commitment, and contribution for employees (Why of Work, Talent Accelerator).  He has linked talent practices to customer and investor value and  helped organisations improve their employee experiences.   

With co-authors, he has influenced thinking about modern organisations (Reinventing the Organisation) by empirically showing how organisation delivers 4 times business results over talent (Victory Through Organisation), defined organisations as bundles of capabilities (Organisation Capability) and worked to delineate capabilities of culture change (GE Workout), learning (Learning Organisation Capability), and collaboration (Boundaryless Organisation).

Dave Ulrich Black and white headshot

With colleagues, he has also articulated the basics of effective leadership (Leadership Code and Results Based Leadership), connected leadership with customers (Leadership Brand), shown how leadership delivers market value (Why the Bottom Line Isn’t), shapes investor expectations with an ability to measure leadership (Leadership Capital Index), and synthesised ways to ensure that leadership aspirations turn into actions (Leadership Sustainability).

Human Resources
He and his colleagues have shaped the HR profession and he has been called the “father of modern HR” and “HR thought leader of the decade” by focusing on HR outcomes, governance, competencies, and practices (HR Champions; HR Value Added; HR Transformation; HR Competencies; HR Outside In). He spearheaded a “gift” book on the future of HR (The Rise of HR) distributed to over 1,500,000 HR professionals), in which 70 thought leaders freely shared their insights.


Talent: How to create a talent advantage?

  • Why talent matters for stakeholder value
  • Latest insights on 10 talent initiatives around competence * commitment * contribution
  • Prioritising your talent initiatives

Organisation: how to build the right organisation culture

  • Why culture matters for stakeholder value 
  • What culture means and evolution of culture thinking
  • How to create the right culture (culture playbook)

Ten Insights to Discover Future Opportunities about How to Lead in Difficult Times

In the unparalleled crises of our times (global pandemic, racial injustice, political posturing, social upheaval, economic turbulence, and emotional malaise), individuals, leaders, and organisations are grappling with how to replace fear with hope, be realistic yet optimistic, and react to today’s constraints and envision tomorrow’s ideals. We have done decades of relevant research and application on talent, leadership, organization, and HR as reported in over 30 books. Based on that work, this session shares ten specific insights to how to “discover opportunities in crises.” Each insight
applies to how leaders can both be more effective personally and build better leadership throughout their organization. Collectively, these ten insights can be seen as a menu of choices that can help discover opportunity for any leader.

Attending to Mental Health and Personal Well-Being

As a result of this session, participants will be able to better understand the enormous emotional demands placed on employees in today’s world and to offer specific ways to improve mental health and personal well-being that leads to key business outcomes. Specifically, participants in this session will leave with:
1. An awareness of the importance of mental health as a key element of the employee experience
2. Tools to assess mental health and employee experience
3. Tools and actions to upgrade mental health for
a. Individual employees
b. Business leaders
c. HR professionals
d. Organisation practices and policies
e. The right organisation culture

Leadership: How to create the right leaders for today’s changing world

  • Why leadership matters for stakeholder value
  • What are the five core elements of effective leadership
  • What is new in leadership today
  • How to build a leadership brand

Human resources: How to upgrade HR

  • Why HR matters for stakeholder value (HR outside in)
  • How to build an effective HR function (10 dimensions)
  • How to upgrade HR professionals (5 competencies)

Reinventing Organization Agility through the Market Oriented Ecosystem (MOE):
Key Insights from 8 World’s Transformative Companies

Participants in this session will be able to:
1. Define why organisations matters for individual, strategic, customer, investor, and community results
2. Articulate the evolution of organisational logic leading to the market oriented ecosystem (MOE)
3. Diagnose and improve on the six domains of the MOE with specific tools and actions for application.
4. Focus on creating agility as a key capability of this emerging organisation

Talent Advantage:
How to Increase the Impact of Your Talent Initiatives

1. Why talent matters. We will show the impact of talent on key business results around strategy reinvention, customer connection, investor confidence, and communication reputation so it gets the attention it deserves.
2. What are emerging trends in talent? We will identify 10 emerging trends in managing talent with specific actions for each trend. This talent menu will give you choices on how to better gain your talent advantage.
3. Which emerging trends deliver you desired results? We will report the findings of the Organization Guidance System to show the relative impact of each of the talent trends on stakeholders and we will guide you to discover the talent initiatives that deliver outcomes that matter to you.
4. How can I access better talent? As a bonus, we will introduce you to a talent pool of future employees who bring the skills required for helping your organization ensure a sustainable talent advantage.

Dave Ulrich