Leadership

The trend towards ‘techno-nationalism’, where a nation relies on its own resources to become a leader in AI machine learning and other crucial strategic tech areas, is fully underway.
From the 2008 financial crisis, to the tsunamis of digitization and machine learning and Covid-19, life for leaders has never been more complex.
As the COVID-19 lockdown in China was the first to ease, the world watched keenly for lessons learned. Meanwhile, a new balance between executive role experience and competency is emerging.
The best global Boards understand the importance of reflecting their organization’s diversity; their employees, consumers, shareholders and their wider communities.
The world has been forever changed by COVID-19, and the commercial real estate sector is facing an unprecedented threat.
Despite recent advances, the approach to mental health and wellbeing at work is still a burgeoning topic for many organizations. Covid-19 has disrupted routines and office-based working environments.
The coronavirus crisis has brought us closer to ‘Business Modernism’, showing us that organizations need a new breed of adventurous leader who can develop a new interface between people and technology
So far, we have unpacked three dimensions of our Digital Competency Model: Strategy, Organization and Culture. The race to digitize has confirmed the CIO’s role as a defining one in modern business.
In Amrop’s continuing study of how COVID-19 is affecting business worldwide, we speak to a captain of American industry.
As Peter Drucker famously said: “culture eats strategy for breakfast.” The fast-moving and complex environment of digitization is no exception to the rule.