Leaders can't be afraid to disrupt the status quo, says pharmaceutical CEO Paul Hudson. In conversation with TED's Lindsay Levin, he shares how AI eliminates "unglamorous work" and speeds up operations while collaborations across competitors can dramatic
When asked whether respondents were confident in their business leadership abilities in the age of AI, 61% of male respondents strongly agreed, compared with just 46% of female respondents. This confidence gap is one that needs to be addressed quickly, especially when it comes to preparing for ...
In the age of AI, companies need a leader who can envision new use cases and approaches and dictate what initiatives need to be implemented to achieve the vision. A strategic visionary should be able to develop groundbreaking plans that will appeal to customers and build a clear and achievable...
This year's theme is "Leadership in the age of AI everywhere." Respondents include 354 organizations with >100 employees from North America, Asia/Pacific, and Western Europe. Part 1 of the CEO study examines business focus, risks, and skills, shedding light on the topics of trust, ESG, ...
School Leadership and Management in the Age of Artificial Intelligence (AI): Recent Developments and Future Prospectsdoi:10.22521/edupij.2024.131.1Karakose, TurgutTülüba, TijenEducational Process: International Journal
why you should consider leadership training regardless of your current position, the benefits of taking a leadership course at a business school, why a leadership course should include both a research and a practical perspective, and why you should hone your leadership skills in a face-to...
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Renee Niemi, resident CPO of Products That Count, said, “A CPO is the only seat in the C-suite, next to the CEO, that touches every single function of the organization.” That is really the role of a CPO, and that is the biggest...
Leader development is “above all the development of the individual and only secondarily the development of the role. The premise is that the more we learn about ourselves the better we will perform in our job – a direct consequence the one of the other” (Gray, 1987 cited in Waters, ...
the United Nations agencies, programmes and funds); the senior leaders’ programme, a compulsory orientation course for all mission personnel at the D-2 level and above, conducted twice annually in New York; and SMART, an intensive year-long programme involving distance learning and three week-lo...