Understanding and overcoming resistance to change

In many ways, overconfidence is advantageous to business owners — but it also carries risks. Taking the time to become aware of how you think and b...

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...

In this note, I offer a framework to help business leaders cope with the duality of geopolitical conflict and stakeholder scrutiny. CEOs increasing...

In Switzerland, the battle over the future regulation of the banking sector is raging behind the scenes. The state and the National Bank do not wan...

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

While a CDO can offer substantial benefits in steering digital transformation, fostering innovation, and achieving competitive advantage, organizat...

By changing our perspective from, ‘Someone should do something about this to ‘I’m going to do something about this’, we can all be activist leaders...

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.

A year into the job, Marco Arcelli, CEO of ACWA Power, tells IMD President Jean-François Manzoni how the Saudi company plans to triple assets to $2...