Edition 18 Update

Week 18

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By shifting from cloud-first to data-first, business leaders start by assessing how their organization generates, captures, uses and protects data. They can then choose the data management solutions and data storage locations that fit their unique needs. With an optimal data storage and management solution in place, organizations are free to focus on deriving value from their data, no matter where the data is stored.

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In PwC’s 27th Annual Global CEO Survey, published earlier this year, 70% of CEOs said they expected GenAI to significantly change the way their company creates, delivers, and captures value in the next three years. More than two-thirds of the surveyed CEOs who had already implemented some form of GenAI in their organization reported having changed their broader technology strategies as a result.

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Imagine this: it’s 2030, and the role of the CEO, as we know it today, has evolved into something far different. The rapid pace of technological advances, coupled with an increasingly volatile global economy, has rendered the traditional CEO model obsolete. In its place, a new paradigm has emerged: the chief ecosystem orchestrator. This transformation isn’t just a change in title; it signifies a profound shift.

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Finding Harmony: Ethics and Effectiveness in GenAI With Selvihan Yavuzer – Portera

In this video, Selvihan delves into the intersection of ethics and effectiveness in the realm of Generative Artificial Intelligence (GenAI). As organizations increasingly leverage AI technologies to drive innovation and efficiency, questions surrounding ethical considerations and responsible use of AI have come to the forefront. Selvihan shares her expertise and insights on navigating this delicate balance, emphasizing the importance of ethical decision-making and its impact on overall effectiveness.

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Discover the groundbreaking fusion of AI and robotics, as visionary Daniela Rus unveils the potential of “liquid networks” to revolutionize intelligent machines.

 

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Few leaders have been trained to ask great questions. That might explain why they tend to be good at certain kinds of questions, and less effective at other kinds. Unfortunately, that hurts their ability to pursue strategic priorities.
Arnaud Chevallier, strategy professor at IMD Business School, explains how leaders can break out of that rut and systematically ask five kinds of questions: investigative, speculative, productive, interpretive, and subjective. He shares real-life examples of how asking the right sort of question at a key time can unlock value and propel your organization. With his IMD colleagues Frédéric Dalsace and Jean-Louis Barsoux, Chevallier wrote the HBR article “The Art of Asking Smarter Questions.”
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