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Lessons from the past may be the only available guide for navigating the present and future. But columnist Ted Kinni argues that CEOs need to take them with a grain of salt, because the context is always changing.
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Brazil’s Natura is going global with its brand of sustainable, innovative cosmetics based on the secrets of the Amazon. It’s using 3D technology to print artificial skin for testing and studying spiders’ webs to strengthen hair products, while maintaining its original purpose of helping the economic development of indigenous communities and a largely female workforce.
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Thinking like a CEO requires a mind-set that Adam Bryant, who has interviewed more than 500 CEOs, calls applied curiosity. It’s defined as constantly asking probing questions, listening hard to the answers, and coming up with solutions.
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The era of 5G is upon us, promising connectivity that is faster, more reliable, and cheaper. To recoup the investment they are making in 5G, telecommunications operators will need to look beyond existing business models and develop new use cases. They must reimagine their end consumer and work collaboratively with other companies to help build ecosystems that deliver new products and services.
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Whether in the boardroom or the halls of government, we can achieve more peaceful and productive ways of working.
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The fourth industrial revolution is changing how every agricultural player, from a family farmer to an agricultural conglomerate, operates. The wave of new technology can be overwhelming, but for nearly every agricultural player, four key capabilities will serve as a foundation of success.
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It’s common practice for financial advisors to test clients’ attitudes toward risk in order to assign them to appropriate portfolios. Now, writes columnist Michele Wucker, a broader range of companies is tapping into behavioral science to better assess their own employees’ attitudes toward risk — as a way to improve teamwork and decision making.
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People’s trust is being undermined by four key factors, tied to the speed of technological change: the speed of change, the volume of data, the unintended consequences of technology, and the widening generational gap. Leaders need to recognize that change is a constant and act to re-instill a sense that society’s institutions and economic drivers – businesses — can be trusted to deliver.See also “How businesses can deliver on trust in the digital age.”
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The first step to rebuilding trust is to be aware that change and complexity are constant and that everyone – customers, regulators, employees, and the general public – are potential stakeholders. For further insight, see strategy-business.com/trust.
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Government and business leaders are worried about the effects of protectionism and trade wars. However, the current uncertain global environment has also generated opportunities for growth. Examples include new manufacturing supply chains involving Vietnam, Africa, Latin America, and other regions. To compete effectively at this new game, companies and territories should adopt an internationalization strategy. For businesses, this means more flexible, regional operational footprints. For governments, it means focusing on five key attributes of a growth-enabling economy: stability, tourism, services for export, good governance, and digital public services.