Tag / video
Photo by Aaron Burson The buzz over artificial intelligence (AI) has grown loud enough to penetrate the C-suites of organizations around the world, and for good reason. Investment in AI is growing and is increasingly coming from organizations outside the tech space. And AI success stories are becoming more numerous and diverse, from Amazon reaping operational efficiencies using its AI-powered Kiva warehouse robots, to GE keeping its industrial equipment running by leveraging AI for predictive maintenance.
While it’s clear that CEOs need to consider AI’s business implications, the technology’s nascence in business settings makes it less clear how to profitably employ it. Through a study of AI that included a survey of 3,073 executives and 160 case studies across 14 sectors and 10 countries, and through a separate digital research program, we have identified 10 key insights CEOs need to know to embark on a successful AI journey.
Don’t believe the hype: Not every business is using AI… y..
In the near future, three of the most studied generations will converge on the workplace at the same time: Generation X, the age cohort born before the 1980s but after the Baby Boomers; Generation Y, or Millennials, typically thought of as those born between 1984 and 1996; and Generation Z, those born after 1997, who are next to enter the workforce.
In a survey of 18,000 professionals and students across these three generations from 19 countries, we found some important differences in their aspirations and values. We hope that results from this survey, conducted by the INSEAD Emerging Markets Institute, Universum, and the HEAD Foundation, will be useful to companies seeking to retain, develop, and attract employees from these talent pools. However, it’s important to note that our findings are a snapshot of where these employees are at this moment in time; employees’ needs and expectations often evolve over the course of their careers, and we hope future surveys will update these findi..
Steven Moore for HBR Google has opened its trove of management processes to one and all, for free. It might not feel that surprising — after all, Google has created plenty of free tools for the world to use, from internet search to email. Management tools may not seem that different. And it also follows Google’s many years of work in people analytics.
But, in fact, there is something surprising in the details of what Google revealed. Turns out a lot of its management tools focus on some pretty basic stuff, like how to run meetings, have conversations, and set goals.
Why would Google release its management processes? I see three reasons.
First, the company has nothing to lose by doing it. That’s because as basic and unsurprising as some of these practices may look, they are really hard to do well on a consistent basis. My coauthors and I explore this in detail as part of a study of how well 12,000 firms in 34 countries performed 18 core management practices. We found many reasons for..
I teach a number of classes at CCA, including Creative Founder, Story and Play. One year I tried on teaching Foundations. I love the Sophomores, and the class went great, but I found myself a bit bored teaching core concepts yet again. I passed on teaching the class the next year in favor of some other “weirder” ones (like Play!). I want to write up my choices as I designed this class so that other teachers can use this as a resource. And someday I may return to this interesting problem, “How do we make interaction and UX designers?”
Here is the syllabus. The best part of it is, IMO, the deliverable checklist.
This is the prettified version, made by Bibiana Bauer Goals and Process When I committed to teaching this class, I had a lot of decisions to make. My Foundation class would be 15 weeks long, once a week, for six hours. This may feel like a lot of time, but it’s not, really, to teach the foundations of interaction design. I believe it’s not enough to teach “pure” interactive des..
Just how common are the views on gender espoused in the memo that former Google engineer James Damore was recently fired for distributing on an internal company message board? The flap has women and men in tech — and elsewhere — wondering what their colleagues really think about diversity. Research we’ve conducted shows that while most people don’t share Damore’s views, male engineers are more likely to.
Engineers are taught that “engineering work can and should be disconnected from ‘social’ and ‘political’ concerns because such considerations may bias otherwise ‘pure’ engineering practice,” to quote a 2013 study by Erin A. Cech. This viewpoint — let’s call it engineering purity — means engineers believe they need to protect the purity of their profession from extraneous considerations that threaten engineering’s rationality and rigor. Damore’s memo is an exemplar of this kind of thinking. “De-emphasize empathy,” Damore advises. “Being emotionally unengaged helps us better reason abou..
Since launching its first property in Schiphol airport in 2008, the citizenM group has been busy sprinkling its ‘affordable luxury’ branding across western Europe and North America, with, we hear, 15 new properties due to be rolled out faster than you can whip out your passport. This past month, it opened its eleventh – and first Asian – outpost in Taipei, ahead of Shanghai and Kuala Lumpur.
Rising 26 stories above the historic North Gate, the 267-room hotel cleaves close to the brand’s DNA – to wit, an interior design by Dutch studio Concrete of brash primary colours anchored by swathes of black, mood-lighting and a team of chirpy, tee-shirted Millennial staff, the latter, somewhat burdened with the grandiose title of ambassadors.
Gadgetry dominates whether the self-check-in counter on the ground floor, the lively video wall art in the corridors, or the iPad in the compact all-white rooms that control everything from the blinds and room temperature to the menu of shifting ambient l..
Every wonder if there was a better way to form and manage teams?
Before I disappeared for the summer, as I am wont to do, I gave a well received talk on teams at the Lean Startup Meetup. The video and slides are available. Enjoy!
If you’ve ever wondered what a theme park for fans of cars, technology and design might be like, look no further than the Hyundai Motorstudio Goyang in South Korea. Designed by Austrian architects Delugan Meissl and opened in Goyang near Seoul earlier this year, the 16,719 sq m site boasts nine floors above ground and four underground making it South Korea’s largest centre of automotive culture.
Ribbon like glazed walls that wrap the building’s ground and first floors provide views into the open-plan showroom where the automobiles are presented. Invited to further enhance this awe-inspiring space, digital art and design studio Universal Everything has created five large-scale works of video art for the spaceship-like flagship.
Inspired by Hyundai’s ‘boundary-pushing technology and human ingenuity’, Universal Everything’s video artworks are showcased on a giant 87m long screen that weaves around the space and is visible from far beyond the Motorstudio site.
When news broke earlier this year about Amazon’s courtship of some of the world’s biggest consumer packaged goods (CPG) brands, it touched off a wave of speculation. Was the e-commerce giant engaged in a long game to alter the relationships between consumer goods makers and their brick-and-mortar retail partners?
However it plays out, Amazon’s outreach exposed a digital divide in the consumer products world. On one side is the growing interest of brands in direct-to-consumer (D2C) models. On the other side are persistent worries about conflict — not just with traditional distribution channels but also with retailers carrying the brand. To bridge this gap, we’ve identified seven tactics that pioneering brands have used to arrive at an effective digital strategy:
Understand how digital serves different consumer segments. Brands can deepen engagement by bringing people together for shared experiences. Kimberly-Clark, for example, specifically designed its Huggies rewards club to attract..
To motivate, manage, and reward B2B salespeople, many companies use sales incentive plans that link large commissions or bonuses to individual results metrics, such as territory quota achievement. As digital channels continue to reduce and redefine salespeople’s role in customer buying, these traditional sales incentive plans are becoming less effective at driving sales outcomes.
The right sales incentive plan creates a double win. Salespeople win because they are rewarded for their hard work and good performance. The company wins through a better-motivated sales team that produces short-term results and is more likely to achieve company goals.
For a sales incentive plan to produce this double win, there are two necessary conditions:
Salespeople must have a large impact on sales results by focusing on activities that add value and directly influence customer buying decisions. The company must have the ability to measure individual results by separating out each salesperson’s contrib..