Chair
Martha Kesler
Vice Chair
Jamie Kelly
Treasurer
Amy Cowart
Trustees
Marco Cassone
Joe Cimbak
Sherry Duda
Steven Goodwin
Jean Hartmann
Cindy Miller
Sanjay Naik
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MANAGING UNCERTAINTY & CHANGE
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The Next Wave of Business Models in Asia
Asher Devang, Christian Kruse, Andy Parker, and Pontus Siren, MIT Sloan Management Review
There’s a new generation of sophisticated entrepreneurial growth companies in Asia — and they’re competing by reconfiguring business models.
The South Korean television drama “My Love From the Star” features a dashing, 400-year-old alien who falls in love with an actress. The plot isn’t difficult to grasp. It’s essentially a boy-meets-girl story with an interstellar twist. The global appetite for such Korean entertainment — movies, TV shows, and music videos — has exploded in recent years. For non-Korean-speaking viewers, subtitles are crucial to the experience. Enter Viki Inc., a company that hosts content for streaming and provides subtitles and closed captions. Viki both eliminates language barriers and introduces the content to an otherwise unserved audience.
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Taking Your Company Global Needs a Strong Team to Lead the Way
Anna Schlegl, Supply & Demand Chain Executive
If your company’s CEO, president or vice presidents have any desire to go global, you need a globalization team. You do not need just a translation team or a localization team, you need an intentional globalization strategy that will utilize all the elements to yield truly global success. To this end, you need a globalization team that can drive this strategy to fruition.
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| MANAGING UNCERTAINTY & CHANGE
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Escaping the Tower of Babble: Implementing Organizational Change
John Conbere and Alla Heorhiadi, OD Practitioner
For the last decade or so, there have been debates about the failure of organizational change and business initiatives. The opinions differ. Some claim that somewhere between 60% and 90% of change efforts and business initiatives fail (Raelin & Cataldo, 2011; Oakland & Tanner, 2007). Others argue that this is the myth that does not live up to testing (Leeman, 2014). As researchers, we agree that before measuring failure or success of any initiative, one should agree first on a definition of what the failure and/or success entails.
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Three Meaningful Strategies for Managing Rapid Change
David A. Bray, MIT Sloan Management Review
Faced with a need to adapt to a changing business environment, many companies opt for quick fixes that ultimately fail. But there are better options.
The last decade has shown that global, social, and marketplace shifts triggered by advances in technology and digital data — are rapidly transforming the nature of work and how existing organizations in both the private and public sector can best adapt to global change.
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Businesses are Failing to Manage Operational Risks Effectively
MT Staff, Management Today
Economic slowdown and uncertainty caused by Brexit are the biggest risks facing UK organisations in the next three years, according to business leaders polled by Management Today on behalf of DuPont. These risks have already cost half of the organisations surveyed between £10k and £500k, yet only one in five has a structured enterprise-wide risk identification process and more than 45% of British businesses admit they could be better at managing emerging operational risks.
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Diversity Doesn’t Stick Without Inclusion
Laura Sherbin and Ripa Rashid, Harvard Business Review
Leaders have long recognized that a diverse workforce of women, people of color, and LGBT individuals confers a competitive edge in terms of selling products or services to diverse end users. Yet a stark gap persists between recognizing the leadership behaviors that unlock this capability and actually practicing them.
Part of the problem is that “diversity” and “inclusion” are so often lumped together that they’re assumed to be the same thing. But that’s just not the case. In the context of the workplace, diversity equals representation. Without inclusion, however, the crucial connections that attract diverse talent, encourage their participation, foster innovation, and lead to business growth won’t happen. As noted diversity advocate Vernā Myers puts it, “Diversity is being invited to the party. Inclusion is being asked to dance.”
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5 Reasons Diversity And Inclusion Fails
Glenn Llopis, Forbes
One of my favorite Martin Luther King Jr. quotes is: “There is nothing more dangerous than sincere ignorance and conscientious stupidity.” And I am just going to come out and say it: Most diversity and inclusion initiatives fall into the former category: sincere ignorance. They look and sound great. They are usually well-meaning too. But a vast number of these initiatives prove ineffective or fail within a year or two. Why? Sincere ignorance: Start talking to the people who put them together, and more often than not you realize that the details and depth of strategic thinking behind them is as thin as the paper they are printed on.
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9 Leadership Lessons From 'Hidden Figures' About Workplace Diversity And Inclusion
Paolo Gaudiano and Ellen Hunt, Forbes
There is a reason Hidden Figures has been the top-grossing film for the last two weeks: beyond great performances, this is a story of empowerment, of black women overcoming the double barriers of race and gender. They not only succeed, but in their journey they become heroes in America’s race to space against Russia.
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Companies Brace for Decade of Disruption From AI
Randy Bean, MIT Sloan Management Review
Now that many executives are finding measurable results from their Big Data initiatives, they are looking ahead and making decisions about investments in emerging capabilities such as artificial intelligence and machine learning.
Executives of the nation’s biggest corporations fear that major disruption is on the horizon. This is a central finding of the 2017 Big Data Executive Survey from NewVantage Partners, which tracks the views of senior corporate executives on disruptive capabilities, ranging from Big Data to artificial intelligence.
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The Rise of AI Makes Emotional Intelligence More Important
Megan Beck and Barry Libert, Harvard Business Review
The booming growth of machine learning and artificial intelligence (AI), like most transformational technologies, is both exciting and scary. It’s exciting to consider all the ways our lives may improve, from managing our calendars to making medical diagnoses, but it’s scary to consider the social and personal implications — and particularly the implications for our careers. As machine learning continues to grow, we all need to develop new skills in order to differentiate ourselves. But which ones?
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Most Reorgs Aren’t Ambitious Enough
Ron Carucci, Harvard Business Review For many executives, the concept of organization design is an oxymoron. They are so consumed by working in the organization that they lack the patience to work on the organization. They don’t do the intricate, complex work of configuring their organization to execute strategy. Instead, they shift boxes on an organization chart, bolt on more resources that were lobbied for by a zealous executive, or cut costs across the board. They focus on communicating messages more inclusively or reassigning stronger leaders to troubled departments.
These are surface-level, counterfeit solutions, and they do more harm than good. And yet when it comes to reorganization, they’re the norm. According to one McKinsey study, the success rate for organizational redesign efforts is less than 25%. It’s much more common for reorg efforts run out of steam before completion or fail to yield improvements once they’ve been implemented.
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Is Your Company Ready for HR Analytics?
Bart Baesens, Sophie De Winne, and Luc Sels, MIT Sloan Management Review
Although many companies have been investing heavily in big data and analytics, there have been few success stories in applying analytics to human resources. But that may be about to change.
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The Best Companies Don’t Have More Stars — They Cluster Them Together
Michael Mankins, Harvard Business Review
Talent is what separates the best from the rest. The best-performing companies simply have better people. Right?
That’s certainly what we thought before Bain & Company launched its in-depth investigation of workforce productivity. After assessing the practices of global companies and surveying senior executives, we discovered that the best companies have roughly the same percentage of star talent as the rest — no more, no less. It turns out that what separates the best-performing companies from others is the way they deploy talent.
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