Tag: Alex Adamopoulos

Approving an initiative is a public expression of confidence. Questioning it six months later can feel like questioning the people who backed it. The organization needs to learn, but its leaders feel pressure to defend the original decision.
I believe this is a management problem we underestimate. We ask people to challenge established thinking, then make it difficult for them to question work already approved.[…]

We’ve reached a strange moment in business where intelligence itself is overrated. Everywhere you turn, companies are proclaiming their “AI-first” future, yet few can explain what that actually means in practice. The illusion isn’t in the technology; it’s in the belief that AI, by its mere presence, will fix what’s broken in how we work, lead, and learn.[…]

I just came back from attending one of the world’s largest technology conferences where the sarcastic comment of the week from speakers was to promise they wouldn’t bring up the term ‘AI’. We have a huge problem looming that’s related to AI. It’s already become a confusing buzzword that most can’t define or explain. When asked, the common response is that AI is ChatGPT or another GenAI tool. This lack of clarity and confusion about AI is compounded by the AI fearmongering that exists in the media and within organizations that want everyone to believe we’re all going to be replaced by robots or a bot. There’s also a perception of division between the knowledge worker (people) and the AI (the tools).[…]

This March, Emergn hosted an executive breakfast in partnership with the Global Peter Drucker Forum, featuring London Business School’s eminent Lynda Gratton and her latest book, Redesigning Work: How to Transform Your Organization and Make Hybrid Work for Everyone. It was nearly three years to the day since the COVID-19 pandemic took its grip, offices emptied practically overnight, and much of the world went into various degrees of lockdown.[…]

Peter Drucker once said, “if you want something new, you have to stop doing something old.” The simplicity of Drucker’s dialogue seems always to cast a shadow over the depths of the words he said. 

In the wake of past and ongoing hardships—the pandemic, labor shortages, supply-chain instability and inflation—businesses continue to adjust while looking for something new to keep up with quickly evolving market and consumer demands.

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