Should you say âthank youâ to a robot? This is not a trick question, or a philosophical one. I am interested in the practicalities[âŠ]
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Human, all too human
Watch out: The ânew normalâ is more
than just âhome officeâ and âdigitizationâ!
By Wolfgang Lassl
Discussions of the effects of Covid-19 on work, organization and leadership often come down to âhome officeâ and âdigitizationâ. But do these buzzwords capture the multifaceted reality of organizations and how they function?[âŠ]
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What I learned from Drucker about the Art of Career Reinvention
By Ricardo Vargas
The Covid-19 pandemic continues to be one of the biggest challenges in recent history for management and leadership. In March 2020, at the onset of the outbreak, Microsoft CEO Satya Nadella declared that as a society we had undergone two yearsâ worth of digital transformation in two months. Other well-known leaders like Jeff Bezos of Amazon and Ciscoâs John Chambers expressed similar sentiments. [âŠ]
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Defining The Human Imperative for Enterprise in The Post-Covid Digital Age by Angelica Sirotin
The Covid-19 pandemic continues to be one of the biggest challenges in recent history for management and leadership. In March 2020, at the onset of the outbreak, Microsoft CEO Satya Nadella declared that as a society we had undergone two yearsâ worth of digital transformation in two months. Other well-known leaders like Jeff Bezos of Amazon and Ciscoâs John Chambers expressed similar sentiments. [âŠ]
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The Human Imperative â Extended Abstract â Invitation to Comment
As exponentially advancing digital technology transforms so much of work and the world, questions inevitably arise about the place of the human being. Some warn[âŠ]
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Who will guide us now? Leadership in times of crisis by Darren Dalcher
People often lament the qualities and capability of their leaders, political, civil, religious or otherwise. Indeed, they are regularly viewed with what has become known as the three Dâs of leadershipâdoubt, distrust and dissent. Yet, in times of uncertainty, turbulence and crises, we crave the control and order that come with formal leadership structures and willingly submit to their authority. How can we explain the sudden switch?[âŠ]
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Powerful leaders pose the most powerful questions by Stefan GĂŒldenberg
The most effective leaders of the future will be those who have the most powerful and inspiring questions and who are willing to acknowledge they don’t have the answers, and that they need and want help in finding the answers. It’s in sharp contrast to the conventional view of leaders as the ones who have the answers to all the questions[âŠ]
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