Digital

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.
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 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.
As Peter Drucker famously said: “culture eats strategy for breakfast.” The fast-moving and complex environment of digitization is no exception to the rule.
Navigating the organizational terrain of digitization is an uphill struggle for digital leaders.
To say that many non-tech organizations are struggling with digitization is probably an understatement. Implementing digitization at the right time with the right results is a huge task.
Only 28% of digital executives recently surveyed by Amrop agree their boards fully understand the meaning and scope of digital — let alone AI.
As digitization is reshaping business in the most fundamental ways, there are major gaps between knowing and doing.
Neural networks, inspired by our brain’s architecture, are scoring spectacular successes in gaming and pattern recognition.