Business Transformation Requires Transformational Leaders
Leadership and teaming skills are front and center in times of rapid change. Meet today’s constant disruption head on with expert guidance in leadership, business strategy, transformation, and innovation. Whether the disruption du jour is a digitally-driven upending of traditional business models, the pandemic-driven end to business as usual, or the change-driven challenge of staffing that meets your transformation plans—you’ll be prepared with cutting edge techniques and expert knowledge that enable strategic leadership.
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Douglas B. Fuller takes on the US’s chip “war” with China. Fuller says the US’s efforts in reshaping the global semiconductor industry by shifting activity away from China proves we are moving away from globalization and into de-risking. In other words, national security and supply chain resiliency now get (or should get) at least equal consideration from major economic powers. The author describes how the battle began (with Huawei’s efforts to expand its 5G infrastructure outside of China), the US’s multipronged regulatory response, and how companies should prepare for this new paradigm.
It is imperative to identify and explore the ways businesses navigate and excel in the face of geopolitical risk. In this issue of Amplify, our contributors explore the challenges raised by geopolitical risk through a variety of angles. This diverse perspective from a group of academics and practitioners provides insights into the impact of geopolitical risk on supply chains, leadership, business planning, and share price.
The recently published book The Datapreneurs is an unusual read. Author Bob Muglia, a former Microsoft executive, former President of Snowflake, and a venture investor, says his new book is “part memoir and part history of the people and technologies that made the data analytics era possible.” And I would add, it is part what people in futures research call a “reference projection.” In this case, it is a reference projection for data, analytics, humanity, and artificial intelligence (AI).
Why should business leaders develop strategies focused on biodiversity? First, businesses rely on ecosystems to produce and reproduce the variety of life that enables economic and social systems. Second, biodiversity decline (or collapse) poses reputation risks to businesses, and business leaders must anticipate and mitigate the risk of being targeted by activists. Third, life on Earth has inherent value that managers should help preserve rather than destroy. As we explore in this Advisor, biodiversity mini-publics can help managers successfully engage on all three issues.
Over the last four decades, there has been a proliferation of corporate diversity policies. By one estimate, more than 95% of organizations with more than 1,000 employees have some sort of diversity program. Generally, this push toward diversity has largely been prompted by a few interwoven factors. This Advisor takes a closer look at three of those factors.
Recently, Cutter contributor and data business leader Myles Suer asked CIOs some important questions regarding generative AI. This Advisor shares some insights gleaned from those conversations.
The world is changing rapidly, and we are witnessing a plethora of significant events, including the outcomes of a global pandemic, climate change and extreme weather, global supply chain disruptions, the war in Ukraine, the emergence of innovative technologies, and more and more smart products. These are all shaping the business environment, forcing organizations to adapt and change at unprecedented speeds. Consequently, senior managers are asking themselves how their organization should respond to deal with the technological storm and what steps they should take to prepare the organization for the future. As we explore in this Executive Update, the range of actions managers must take is broad and includes, among others, the development of organizational innovation processes, digital transformation, making the organization agile, adapting ways of doing business that meet new expectations of customers, and more. One theme runs through all of these initiatives — innovation.
Amid the 2008 US housing market debacle, I offered some insight into how ineffective risk-mitigation efforts contributed to the financial contagion that spread across the globe. Given the latest banking crisis involving SVB, it might be useful to revisit some of those ideas.