The Business of Corporate Learning

In Europe, AI regulation laws have been approved, and the establishment of AI ethics and the incorporation of responsible AI into organizations hav...

The discipline of archery, with training that emphasizes purposeful practice, mindful focus, mental toughness, and adaptability, offers useful less...

Are you more of an optimist or a pessimist? It’s important to realize because as a leader, it can affect not just you and how you think, but also t...

The most successful executive teams can achieve outsized outcomes, but they can also be challenging to manage and be a part of. The author, a psych...

This is a fascinating case about Adam Neumann’s problematic behavior, which led to the downfall of WeWork, once one of America’s most valued startups.

For managers and teams, this is an unhealthy rapport. Here’s how to stop rolling your eyes and start treating each other like full-fledged adults. ...

Technology and digital media allow information to continuously cascade through our lives, so it is no wonder that many of us can miss tiny data poi...

Securitas’s group management team worked with IMD on a strategy journey that resulted in the articulation of the company’s new purpose and a fundam...

To amplify the program’s reach, Bayer approached IMD about one of its existing online programs, hoping to deploy at scale the new, expected behavio...

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.