A few years after it was announced that the war for digital talent had begun, this reality represents one of the biggest challenges facing companies today. The only way businesses can win this war is by understanding their digital needs and taking a different approach to their talent strategy.
Digital business is still a top priority for CEOs, says this year’s Gartner’s CEO Survey, but it also noted several important shifts in CEO perspectives. The most significant change was how workforce-related issues now represent one of the biggest challenges for executives today.
Embracing randomness and making better mistakes is the moral of this 2011 TEDGlobal talk from economics writer Tim Harford. In “Trial, error and the God Complex”, the speaker touches on how the most successful complex systems have evolved through trial and error, through variation and selection.
With most organisations looking to create new products, services or business models in the coming years as their primary strategy to generate organic growth, traditional companies are under intense pressure to develop innovative products to keep the pace of innovation and meet rising customer expectations.
In the 30th edition of the IMD World Competitiveness Rankings, the US has overtaken Hong Kong as the world’s most competitive economy, with Singapore placing third. The rankings emphasise the long-term trend that the leading global economies each have a unique approach to becoming competitive.
There is a reason why companies like Google, Ford, Fidelity and Marriott all have their own innovation labs. Not only do they allow room for people to experiment, explore new ways of thinking and hold the promise of creating breakthrough products and services, but they also have plenty of PR value. But do they really deliver, or are they just flashy programmes that fall short of their promise?
Rather than getting to the market as quickly as possible, businesses are taking a more measured approach to innovation in 2018. Comparing to data from 2016, the GE Global Innovation Barometer found that “innovation achievers” are increasingly cautious in their approach to innovation.
As part of its Executive Education offering, the Harvard Business School has developed an alternative to an executive MBA programme. Designed for specialists and contributors with 10 to 15 years of work experience, the Program for Leadership Development (PLD) is an accelerated learning experience for emerging business leaders.
Under the theme “Inspiring Women to Excel as Leaders”, the Women in Strategy Summit gathers the world’s most dynamic female corporate leaders, innovation and strategy decision-makers and disruptive entrepreneurs for two days of programming with impactful, actionable insights and key takeaways.
Over the last two decades, the Internet and online tools have become increasingly important for innovation managers to promote new types of innovation. But as businesses migrate online and adopt more innovative interactions, the risks of cyber security are growing considerably.