AI is the new electricity, but for CIOs, the real power lies not just in plugging into it, but in understanding the grid. Vendors will say they’re “powered by AI.” But ask a few deeper questions, and you’ll uncover a wide range of capabilities. Some built for lightweight automation, others trained to solve complex industry-specific...
Over the past several months, I’ve been chasing a question that feels central to our time: What does it really mean to be an AI-first company? Not the buzzword version, but the lived reality. What do these organizations see that others don’t? How do they operate differently? Not simply because they use AI, but because AI...
When I look at the leaders best equipped to guide companies through the turbulence of AI transformation, one question keeps surfacing: Could tomorrow’s most successful CEOs come from today’s CTO and CIO ranks? Certainly not every future CEO will come directly from the CTO or CIO’s chair. But every successful CEO will need the qualities of...
In the race to turn artificial intelligence from buzzword to bottom-line impact, Cisco has built one of the most comprehensive internal enablement programs in the corporate world. Its mission: to make 80,000 employees confident, capable, and eager to apply AI in their daily work. “AI is a team sport,” says Gianpaolo Barozzi, Cisco’s 3P Chief...
“Most companies are failing at AI—not because of weak tech, but because they’re stuck in old-school leadership.”
The winners aren’t just buying tools, they’re re-engineering workflows, unleashing peer-led super users, and building team resilience. The real AI revolution isn’t about machines—it’s about how humans work together....
As company after company orders people back to the office this month, none seem to realize that they’re sending their company backward by doing so. The past two years were not an aberration to overcome but an accelerator of positive change that moved companies toward a flexible future, leaving behind cubicle farms and corner offices...
Target stood out as a leader among competitors in 2020, during a year in which the entire retail industry was plagued by uncertainty and unforeseen challenges. In a May call with investors, Target CEO Brian Cornell said that the unprecedented volatility in the first quarter of 2020 “presented the most extreme test of our business...
One thing we’ve learned during these last few months of socially distant working is that physical distance has nothing to do with the success of a team. What makes remote teams win is being able to shrink strategic and affinity distance. Strategic distance is the gap between what your team is doing and what matters...
Like everyone else, members of corporate boards have had to innovate quickly due to Covid-19. A once-in-a-generation economic shock has put vital strategic decisions on the table without the luxury of in-person meetings. Boards have had to balance the unfamiliarity of going virtual with the pressures of protecting their organizations from catastrophe. While most boards...
“We weren’t even making hand sanitizers in the U.S. in early 2020. Leveraging our Suave brand, we went from idea to market in 6 weeks in 7 formats – amazingly we were out of stock in less than 1 day. While that is typically unheard of, our consumers are looking for us to respond to...
Competition among the most innovative companies is growing ever more heated for one of the most highly-coveted resources on the market: talented employees. But sadly, too many new hires slip away because of a poor initial experience with their new companies. Consider the following statistics, which represent broad data in the United States: Nearly 33%...
In a recent Unify survey of knowledge workers, 79% of respondents reported working always or frequently in virtual teams, but only 44% found virtual communication as productive as face-to-face communication. The vast majority connected via email, phone, or conference calls even though 72% said videowould make teamwork easier. Only 34% of people use video to...
Anyone who has sat in enough teleconferences has experienced a special kind of meeting hell. The discussion drifts and sags until, to try to get things back on track, the facilitator says, “John, what do you think about the proposed initiative?” Then, after an awkwardly long pause, John responds with:“Oh, sorry, what was the question...
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