Author Archives: Larry Janis

Governance in the Age of Technological Innovation

 

 

 

 

by Geraldine Ee

 

 

 

 

 

With new technologies redefining the global business ecosystem, how can boards navigate these changes and reinvent their business models?

Today’s boards can no longer afford to solely prioritise shareholders and maintain an inward-focused approach to business. Instead, they need to consider stakeholders and the wider ecosystem that gives rise to complexities, challenges and also opportunities, said Sonia Tatar, executive director of the INSEAD Corporate Governance Centre (ICGC) at the recent INSEAD Directors Forum.

Themed “Governance Complexities in Unprecedented Times”, the forumorganised by the ICGC shone a light onthe evolving role of the board in an increasingly disrupted governance landscape. Philipp Meyer-Doyle, Associate Professor of Strategy at INSEAD, urged board directors to rethink stewardship, their governance model and performance in the face of macro-economic pressures, regulatory tensions, de-globalisation, technological innovation and pressures to align with environmental, social and governance (ESG) expectations.

Of these, technological evolution and innovation were key themes alongside topics such as environmental and social leadership. Keynote speaker Arnoud De Meyer, Chairman of Stewardship Asia Centre and board member of INSEAD, said he has seen artificial intelligence (AI) playing an increasingly important role since he first served as a board director in 1988. But way before AI started to radically change business and our way of life, businesses were already undergoing digital transformation. How then can the board best navigate the challenges and opportunities brought about by technological shifts?

Evolution of the board’s role

Many businesses and consumers are already benefitting from the prevalence of data and analytics tools, which have enabled automation and lowered the transaction costs of search, co-ordination and contracting. For traditional services such as insurance, it now takes online providers – such as Hippo Insurance Services – only four minutes to process a home insurance application, as opposed to an average of two months, said Sameer Hasija, INSEAD’s Dean of Executive Education and the Henry Ford Chaired Professor in Technology and Operations.

The opportunities presented by the increased access to data on revenue generation and earnings are massive, but the board must also understand the risks, said De Meyer. Data breaches experienced by Australian telecommunications giant Optus and private health insurance company Mediabank show that board members may be held individually responsible for such breaches. This means that the board has a clear role in ensuring cyber resilience and providing oversight in cyber risk strategy, risk management and incident planning.

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Corporate Volunteerism Can Increase Talent ‘Stickiness,’ But CEOs Have To Do It, Too

 

 

 

by Wendy Steele

 

Rather than quietly volunteering at a soup kitchen or giving back in secret through a foundation, consider a more visible role alongside employees.

 

Corporate volunteer programs have become a requisite for companies to meet CSR goals and create change in the community. Well-designed volunteer programs can give companies many benefits in return, including creating trust, engagement, and loyalty with employees – a must in the current talent retention market.

In fact, recent statistics have shown that “employees who participate in employer-sponsored volunteering are five times more engaged at work.” However, a 2022 study conducted by Chief Executives for Corporate Purpose (CECP) found that the average employee volunteer participation rate across organizations is only 17%.

While corporate volunteer programs have demonstrated positive impacts, the low percentage of employee participation in these programs creates doubt whether they are effective or just in place as a “ticking the box” exercise.

The truth of the matter is corporate volunteer programs cannot take a one-size-fits all approach if the company is looking to meet the program’s intended goals, drive employee participation, and reap the additional benefits that come with doing good. It is up to the company’s leadership to be intentional in incorporating volunteerism into their business model. While every company should take a unique approach designed to align with their culture, community, and stated values, the following five steps are a great start to build a roadmap for any successful program.

Step one: Lead by example, volunteering begins with the C-Suite. 

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Analytics Generative AI Competency Leader

 

 

The Analytics Generative AI Competency Leader will be responsible for driving the growth and success of our practice focused on generative artificial intelligence (AI). This role requires a combination of technical expertise, industry knowledge, and leadership abilities to deliver innovative generative AI solutions to our clients. The Practice Leader will collaborate closely with cross-functional teams to develop and execute strategies that leverage generative AI techniques across various domains.

Key Responsibilities:

  1. Practice Development: Develop and implement a comprehensive growth strategy for the generative AI practice, aligned with the company’s overall business objectives. Identify new business opportunities and cultivate relationships with key stakeholders interested in generative AI solutions.
  2. Develop AI Strategy & offerings: Collaborate with clients to define their AI vision and goals. Design customized AI strategies & offerings aligned with their business objectives, industry trends, and technological advancements.
  3. Lead Implementation of AI Solutions: Lead the implementation of AI solutions by working closely with cross-functional teams. Define project scopes, timelines, and deliverables. Ensure seamless integration of AI technologies into existing systems and processes.
  4. Provide Expert Guidance: Act as a trusted advisor to senior executives and stakeholders, offering expert guidance on AI-related decisions. Educate and raise awareness about AI best practices, potential risks, and ethical considerations.
  5. Lead AI Transformation: Drive AI transformation initiatives, including change management, training programs, and cultural shifts. Foster a data-driven mindset within organizations and promote the adoption of AI across various departments.
  6. Stay Current with AI Developments: Continuously research and evaluate emerging AI technologies, frameworks, and methodologies. Keep abreast of industry trends and advancements to provide up-to-date recommendations.
  7. Collaborate with AI Specialists: Work closely with AI specialists, data scientists, engineers, and other relevant stakeholders to develop cutting-edge AI solutions. Foster a collaborative environment that encourages knowledge sharing and innovation.

If you might be interested or know someone who might be interested, please let me know!

Thank you in advance!

 

Sincerely,

Larry Janis I Managing Partner I Integrated Search Solutions Group

P-516-767-3030

 

Are You a Marketing Leader Managing Change? Read On!

 

 

 

 

 

by Emmett Fitzpatrick

 

 

Employees are reporting record levels of change fatigue – on average, they reported experiencing 39 work-related changes annually – meaning executive leaders of all functions need to help them navigate this environment. This is a particularly acute challenge for marketing leaders, who are often tasked not only with engaging their own teams in change, but also helping internal business partners and even external stakeholders respond to disruption.Last year, as part of our Marketing Symposium, I led a breakout session on helping leaders engage their team in this changing work environment. Below are three key takeaways that I shared; I invite you to consider how you can incorporate them into your day-to-day responsibilities of managing your teams. And by the way, this year’s Symposium is being held in Denver in May, so reserve your spot today!Before I get to the takeaways, I urge you to remember one piece of advice when it comes to managing your teams during change:Stop telling your employees to change, and start figuring out what’s getting in their way.With this hint in mind, let’s get to our recommended actions for you.

Acknowledge that your employees are likely fatigued

This one sounds easy, right? Well, yes, it is!

We need to acknowledge – for ourselves – that your employees are likely fatigued, and not be shy about sharing that with your employees. (more…)

Talking a Walk Could Be a Step Toward Better Negotiation

 

 

 

 

by Dave Gilson

 

Many people think of negotiation as a fight, but it’s really about collaboration, Margaret Neale explains to me as we begin our walk. “What negotiation is to me is joint problem-solving: let’s find a solution to a problem that we’re facing.”

Right now, the problem Neale and I face is how to get across the Stanford campus without getting soaked by an unseasonable shower. Where’s one of those famous covered walkways when you really need it?

Neale, a professor emerita of organizational behavior at Stanford Graduate School of Business, is an expert on negotiation and, to paraphrase the title of her book on the subject, how to get more of what you want. She’s found that the traditional approach to negotiation — two adversarial parties staring each other down over a table — doesn’t work all that well. “If you’re fighting, you’re not creating value. You’re trying to dominate,” she says. “Reframing it from battle to collaborative problem-solving opens up the opportunities for negotiation in such an amazing way.”

If you’re fighting, you’re not creating value. You’re trying to dominate.
Margaret Neale

I’ve joined Neale on this stroll to hear about her latest article, which explores an easy way to break out of the boardroom-battle model. Recently published in PLOS ONE, it details an experiment in which around 160 volunteers were split into same-gender pairs and given a 30-minute exercise where they had to hammer out the details of a fictional job offer. Half of the recruiter-candidate pairs talked while sitting across from each other in a room; the other half haggled while taking a walk outside. (more…)