Why digital transformation is now on the CEO’s shoulders
Big data, the Internet of Things, and artificial intelligence hold such disruptive power that they have inverted the dynamics of technology leadership.
A case study in combating bias
Following several disappointing investments, the German electric utility RWE overhauled its decision-making processes. Learn how from the CFO who spearheaded the effort.
The science of character
The Science of Character explores the neuroscience and social science that proves that we can shape who we are, and who we want to be in the world.
Five science-backed strategies to build resilience
When the road gets rocky, what do you do? Here are 5 Fscience-backed strategies to build resilience
Work-life integration
Now’s the prime moment to reassess your commitments and decide how they best work together.
Radical Candor — The surprising secret to being a good boss
Radical Candor requires delivering candid and hard feedback. It’s the surprising secret to being a good boss.
From strategic intent to business impact
This article explores how to make strategy work, and outlines 5 guiding principles for implementing strategy.
How I gave up control and gained power on a Navy ship
A retired US Navy Captain, tells his remarkable story of abandoning the command-and-control military paradigm, leveraging the power of freedom-centred leadership, and developing the most respected crew in the Navy.
The adaptable mind
The Adaptable Mind asks the question: what are the skills we need to flourish in the 21st Century? Los Angeles-based professor and artist, Mary Beth Heffernan, was listening to coverage of the Ebola epidemic in West Africa and how isolating and traumatic it must be for patients to interact only with hazmat suits for weeks on end.
She thought, “what if they put pictures of their faces on the front of the suits?” Thousands of hurdles later, Mary Beth’s story reveals that, while there is a lot of fear that technology is displacing our jobs, the skills we need most in the 21st Century — curiosity, creativity, taking initiative, multi-disciplinary thinking, and empathy — happen to be skills that machines don’t have; only humans have.
The 8 essentials of innovation
Strategic and organisational factors are what separate successful big-company innovators from the rest of the field. What are our innovation leaders doing right?