Today, more than ever, executives have the tools at their fingertips to make informed decisions based on rational data. Further, leaders are more aware of cognitive biases that interfere with good decisions. Yet, the very data that gives us knowledge threatens to overwhelm and business organizations have become more complex and hierarchical—a case of too many cooks in the kitchen. Continue reading
“All effective leaders are effective leader developers,” says Bernard Banks, retired Brigadier General of the US Army and now X at Kellogg School of Management. Banks noted that upon leaving military service after a 25-year career, he saw a disconnect between the military and the business world in the way they cultivated leaders. In business, developing leaders internally was a “perk” and not a strategic part of a long-term business plan. Additionally, companies did not invest appropriately in training future executives—or at planning for the future.
Director of Well-being at Deloitte, in a recent LinkedIn post. Wellbeing is tied to inclusion, Fisher asserts, which is why Deloitte views its Empowered Well-being approach as a key component of the company's inclusive culture.
Millennials and a shift in buying behavior
A year ago, the term “robo advisor” raised alarms on various financial news sites and blogs. Financial professionals feared that computer algorithms would replace human advisors in the advice space. Yet, it has quickly become clear that a computer alone cannot address investor questions, life changes, and, frankly, the emotional aspects of investing. Some combination of human and machine can provide the best of both worlds. Firms are reframing the discussion with the term “bionic advisor,” and 2017 has seen an increased roll-out from large financial firms offering some form of “robo” or “bionic” service. Continue reading