Leadership
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VUCA and Future-fit Organizations
The U.S. Army War College coined the term VUCA in 1987 to describe or to reflect on the volatility, uncertainty, complexity and ambiguity of the post-Cold War world. The world today is much more VUCA than it was in 1987 and organizations need to be proactive in moving from an ad hoc approach to trendspotting Continue reading
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Role of a ‘Futurist’
Organizations increasingly are having some sort of ‘Futurist’ roles. These individuals are typically tasked with anticipating future trends and create long-term strategies. However, I believe, rather than having specialised role of a ‘futurist’, every leader must be somewhat of a futurist. As encyclopedia defines, Futuring is the field of using a systematic process for thinking Continue reading
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Forceful change leads to mediocrity
Most of us keep learning and exploring different areas in our professional work. Some of us become specialists, and some of us enjoy being generalists. But many times, we have seen that a talented person can quickly become mediocre when you force them to be someone they aren’t. Continue reading
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There is a third way!
According to one study the distributed leadership will only continue to build, leading to flatter organizations. However, the other study suggests that regulations could push leadership go backward, toward more hierarchy. There are pros and cons of both leadership models. Too distributed organisations don’t have total view of the reality, while too centralised remove agency Continue reading
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AI regulations and Leadership responsibility
Across the world various government entities have introduced or enacted policies and regulations for AI that will impact organizations. Some of them are: The common theme, regardless of geographical region, is that business leaders need to either step up or step aside. The overall message is that if you are in a leadership role, you Continue reading
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Predictions and Planning
Predictions: “No airship will ever fly from New York to Paris. That seems to me to be impossible,” wrote Wilbur Wright, the co-inventor of the airplane, in 1909. Just 10 years later, in 1919, a British airship crossed the Atlantic. “The growth of the Internet will slow drastically,” wrote Paul Krugman in 1998. “Most people Continue reading
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AI readiness
Sooner or later, organizations that are still sitting on the fence with their AI decision will have to be in the game to defend, compete, and differentiate. The suggestion in the meantime would be that even if you are not ready for AI, you need to be AI-ready. Continue reading
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Narratives
In an empathetic mindset we are influenced by narratives not by data and reasoning. Continue reading
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What you measure gets done!
What you measure gets done! If you measure your team on productivity then you will see them booking their time on ‘productive’ tasks. A better measure would be to look for value, but that needs long term thinking. Continue reading
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Chief AI Officer Role?
Given the pace of change that Gen AI has brought to organizations’ AI initiatives, questions are being raised whether there is a need to have a C-level role such as Chief AI officer (CAIO). My view is that AI has a broad impact across the organization, and several stakeholders should collectively own this area: AI Continue reading
Thinking Space 