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Advances in artificial intelligence (AI) make for a new-and-improved form of demand forecasting, an essential component for supply chain operations. So why are most companies resisting investing in AI in this context?

Artificial Intelligence can greatly favor demand planning operations if the right questions are answered first.

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Conversations on AI, big data, Industry 4.0 are all around us, meaning it’s easier than not to jump on the data bandwagon. “It’s all about the data,” we are told. But is it?

If you aren’t creating value from your data it might be a lost cost, says Amit Joshi, Professor of AI, Analytics and Marketing Strategy.

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Predicting the future of work is hard when you’re still in the midst of the catastrophe. It is clear, though, that “futuristic” trends are emerging, having been catalyzed by the COVID-19 pandemic. The big question is to what degree they will survive the crisis.

Although the technology to facilitate remote work has been around for over a decade, COVID-19 has forced hundreds of millions of employers and employees worldwide to engage in a sudden, massive, real-time experiment with remote work arrangements.

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Digital disruption today is unprecedented. Amid these turbulent times, executives have, increasingly, relied on external innovation to acquire digital capabilities quickly and navigate a plethora of novel technology. Companies must be wary of letting outsourcing that was helpful under COVID conditions become the permanent rule.

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In the search for the ‘winners’ of the AI race, Chinese and American companies are often the usual suspects. Yet upon closer inspection, smaller nations like Israel are thriving amongst these digital giants. But how – and why – has it succeeded where others have failed? My team set about to unravel this mystery by speaking with Israeli firms at the forefront of AI success.

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More than ever before in our professional lives, we are forced to work remotely — which for many of us, also means leading in a virtual space.

So how does a leader get around these hurdles in order to reach the desired results — both in terms of task and team spirit? What are the best practices for leading a virtual team and how can you achieve an equal (if not higher) level of engagement and effectiveness when working in a virtual environment?

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Supply chains are showcasing singular resourcefulness and adaptability, though the challenges are far from over. But the outcome may be fundamental changes and a whole host of managers and regulators who find it second-nature to rethink global models and supply dependencies.