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Inclusivity and belonging are a challenge for all of us – here are some solutions for individuals, leaders, organizations and society as a whole.

No company can grasp the potential of AI until it has set up a data-driven culture enabling employees to create value from the insights that emerge from data analysis. This means that before setting up an AI strategy, organizations must transform and prepare their infrastructure and culture for the AI age. This case study discusses the initiatives developed and rolled out by Marianne Galvin, initially Head of Data Office and then VP of Digital Transformation, as she worked to turn Civilia Engineering into a data-driven company. The case explores what Marianne put in place over her first 22 months with the company. This included: Governance structures and an educational program that proved to be highly popular. As the initiatives took root, Marianne and her team began to gain acceptance of use cases and dashboards for data-driven decision making but there were still several challenges to overcome, in particular how to work with an IT team more focused on architecture and improving legacy systems. The case closes as Marianne looks ahead to 2024, outlining what still needs to be done to gain digital and data maturity. The case provides a comprehensive understanding of the critical aspects of building a data-driven organization, particularly focusing on the interplay between value, data, and people. Through this case, learners will develop a nuanced understanding of the three pillars that sustain data-driven organizations, how to create a data-centric culture, how to avoid pitfalls in data-science projects and the nuances of digital transformation in non-digital organizations. They will be equipped with the knowledge and skills necessary to effectively lead and contribute to the building of data-driven organizations, fostering an environment that embraces data-centric decision-making and successfully navigates the complexities of digital transformation in an increasingly data-driven world.

While multinational enterprises (MNEs) are widely recognized for providing employment to a significant number of women around the globe, empirical ...

In 1983, Korean Air Lines Flight KE007, a Boeing 747, suffered a tragic fate that claimed the lives of all 269 passengers and crew. Against the backdrop of Cold War tensions, the aircraft experienced an autopilot failure and veered significantly off course into Soviet airspace. The crew’s missteps led to a series of misinterpretations because there was a lack of awareness of geopolitical intricacies and technological constraints. Confusion was triggered as a result of Flight KE007 entering Soviet territory during a heightened state of alert for a missile test, miscommunications, and a malfunctioning radar system. Soviet fighter jets, unable to establish communication, fired warning shots. When Flight KE007 sought altitude clearance, in accordance with its flight plan, this maneuver was misread as evasion and the Soviet military launched a missile that downed the aircraft. Post-incident, the Soviets maintained secrecy, attributing the intrusion to ongoing provocations. However, this catastrophe was the catalyst for pivotal advancements in air safety. The Reagan administration pledged to introduce GPS for civil aviation by 1988, which would afford precise global positioning. Interim measures included the extension of US military radar coverage and the establishment of a joint air traffic control system in 1986, with the Soviet Union monitoring civilian air traffic over the North Pacific. The narrative unfolds at the intersection of aviation, politics and global security in the early 1980s. Beyond technical and human factors, it underscores the profound impact of international relations and the subsequent strides in air safety emerging from this poignant chapter in aviation history.

As a leader, you face complex and intricate challenges every day. Sometimes, pinpointing or even articulating these challenges can be tricky. But u...

Lana Haddad, Chief Operating Officer at the International Olympic Committee, reflects on what has propelled her to succeed in traditionally male-do...

Gender stereotyping is the enemy of men who want to run successful, sustainable businesses. It’s also the enemy of women who want to work for succe...

With around 30 years’ experience in different executive roles, Ernst and Young veteran Janet Truncale will become the firm’s first female CEO in Ju...

Balancing authenticity with workplace demands poses a challenge for leaders striving for integrity. How can leaders reconcile their true selves wit...

Organizations must ensure they have a strategy for AI’s governance and ethical oversight. DE&I offers principles and practices that can inform deci...