Millennials: Disrupting the status quo

Millennials: Disrupting the status quo


Millennials: they're challenging the status quo in every aspect of society, including the corporate sector.
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Can Ethics Guide Artificial Intelligence?

As CEO of IBM, Ginni Rometty is no stranger to both the complexities of the modern business environment and gender diversity. Artificial intelligence, or cognitive computing, as IBM prefers to call it, is not a threat to jobs. In fact, Rometty believes the purpose of AI is to augment the human brain and simplify the job of sorting through the information overload so prevalent today. IBM’s AI program, Watson, famously beat a human on the game show Jeopardy and saved a woman dying of cancer. So how can we leverage AI in a way that benefits all? Rometty says the key is using ethical practices and standards in the development of AI: Continue reading

Addressing Cybersecurity in the Business World

Recent events such as the Equifax hack and the breach of the Edgar system, the SEC’s public company files, are not isolated events; this is a new reality. The volume of data stored electronically “in the cloud” and the rapid pace of technological change puts everyone at risk. As quickly as we can develop firewalls and protections, hackers can create viruses and ways around them. Continue reading

Is the War on Talent a Delusion?

The term “war for talent” has been subsumed into the business lexicon since its introduction 20 years ago. This “war” rages on and it appears that we are no closer to winning any battles. In fact, I have written about it here. But a new book by Tomas Chamorro-Premuzic, The Talent Delusion: Why Data, Not Intuition, is the Key to Unlocking Human Potential, takes a deep dive into the topic and articulates why the hiring and retention processes in many companies are broken. Continue reading

Can Business Learn from the Military?

“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.

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