Innolume’s growth strategy requires a culture shift

By 2026, it's predicted that over 80% of organizations will have employed generative artificial intelligence (GenAI) in some capacity, up from less...

What is 'quiet hiring'? Organizations that invest in reskilling and upskilling can fortify their workforces for the coming seismic changes wrought ...

Choosing a CEO is a crucial decision for any company, but it becomes particularly complex in family businesses. This difficulty stems from the need...

Family businesses often have not only financial wealth but also nonfinancial values that make them different from nonfamily companies. For instance...

Leadership presence (LP) is widely acknowledged as a foundation of effective leadership. Historically, LP has been conceptualized as a collection o...

Observe and rethink until you find a pattern

With organizations of all sorts facing increased urgency and unpredictability, being able to ask smart questions has become key. But unlike lawyers...

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.

What does it mean to be excellent, not perfect, in 2024, and why should luxury brands weave the answer into their strategy?

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.