inSTRATEGIA

It’s easy to fall in love with gen AI—but recent research suggests that realising its value is harder than the hype. Here is an insightful podcast which offers a playbook that can help... #strategy #genai #growth

What are the challenges of adopting and scaling AI into business and the ethical ramifications around it? What case studies illustrate the technology’s transformative potential? AI offers immense opportunities yet must be approached with a well-defined governance framework, transparent communication and a focus on human-centric design...   #strategy #genai #innovation #technology

What would a checklist that helps CEO turn their mindsets into practices that can steer their companies to great heights? From role setting direction, aligning the organisation, mobilising through leaders, engaging the board, connecting with stakeholders, and managing personal effectiveness. #strategy #ceo #leadership (link to the article in comment)

Escape from model land: How mathematical models can lead us astray and what we can do about it... #strategy #modeling

Business leaders must go beyond mitigating geopolitical risks to seizing the opportunities presented by the new world order. Here’s how... #strategy #geopolitics #valuedrivers (link to the article in comment)

After all the hype over artificial intelligence (AI), the value is hard to find. CEOs have authorised investments, hired talent, and launched pilots—but only 22% of companies have advanced beyond the proof-of-concept stage to generate some value, and only 4% are creating substantial value... #strategy #innovation #genai #valuecreation (link to the article in comment)

Many companies aspire to build a culture of innovation, risk-taking, and disruption. It’s easy to see why: workplaces with this kind of culture are seen as exciting and inspirational places where employees love to come to work each day. But building an innovative culture and making it work from day to day can be tough. All too often, organisations hang a few brightly coloured posters around the office but don’t make meaningful changes to the expectations and experience of employees, resulting in a glaring misalignment between ambition and reality... #strategy #culture #organisation

For years now, transformation has been a catchall term for how organisations make the right moves to achieve their full potential. Companies usually aim to deliver healthy financial performance and organisational effectiveness before focusing on higher growth, new strategies, and tech-enabled solutions. But the pace of change means that waiting to “earn the right to grow” is no longer the best strategic or financial option. New digital entrants are disrupting industries, with many capturing more value and significantly higher equity valuations than incumbents; ecosystem-based strategies are gaining ground; companies committed to environmental, social, and governance (ESG) criteria are increasingly standing out; and talent is a bigger priority than ever in the C-suite, as leaders try to ramp up the right capabilities to create value. In such a dynamic business environment, focusing on new ways of working, new capabilities, and new technologies is the way forward. Yet transformations are not easy to get right... #strategy #transformation #organisation #productivity

Today’s top leadership priorities include attracting and retaining top talent, fostering innovative thinking and action, motivating employee performance, and enhancing stakeholder value in an increasingly diverse and competitive market. Have you thought about using DEI as a strategic lever in tackling those key challenges and make the practice a critical driver of organisational effectiveness and performance? #strategy #organisation #DEI

As geopolitical tensions rise and multilateralism declines, nations are increasingly using trade and economic policies to advance foreign policy goals, complicating the global business landscape. Nations are negotiating a tapestry of new rules among smaller groups of allies, implementing sanctions and restrictions that impact firms around the world, scrutinizing inbound and outbound investments, and taking more extreme trade measures against geopolitical rivals. Winning in this new business environment has come to mean taking advantage of, defending against, or working around new rules and regulations. Yet most companies are only able to react to change. Companies need strong in-house capabilities to monitor developing geopolitical risks, understand the implications for their businesses and supply chains, and better prepare for whatever comes next. #strategy #statecraft #geopolitical (link to the article in comment)