“Look at AI: it's really commoditized knowledge. Everyone can get access to a very, very deep level of knowledge very quickly. And so being an expert isn't going to help differentiate us going forward. It's being able to know which knowledge, and of all the data we get from AI, which data is the most important. What is the context around the data?”
sputnikintelligence.com
Asked which signs show a management team can handle global change, she says track record is a weaker guide than it used to be. The scarce leadership skill now is judging which information matters and how it fits together.
…that there are many different opinions within the company of which many are important, but we don't get access to. And so being able to do that legwork and to look much wider than we have before is so important today into being able to see more of what's going to help a long-term portfolio succeed.
…course, today you advise C-suite teams across borders. When deploying capital, what are some of the indicators that a management team has the agility to handle global change, to scale across different geographic markets? And what are also some of the mistakes they tend to make in those expansions?
So in the past, when the world was a lot more stable, my default would be look at what they've done in the past. And that would be a good indicator of telling us how they'll react in the future. The problem is we've hit an inflection point where what got you here isn't going to get you there. In the words of my co-author in a book that he wrote, what we've learned so far may not be applicable going forward. And the level of change we see today might be the slowest level of change we see for the rest of our lives. So to pinpoint a leader or a leadership team that's able to rewrite their assumptions and do the heavy lifting of not going on autopilot, but constantly keeping the pulse on the market and to be able to understand a lot of different opinions. What's happening in America, but also what's happening in China? How do they think? And to be able to put that together on an ongoing basis, that's a new skill that leadership needs that isn't taught in schools generally, but is going to be so crucial going forward because you can be successful in the past, but going forward, it's going to take a lot more agility. And we look at AI…
Every Sunday, we cover the week's tech news on this week in tech. Hi, this is Leo Laporte from the Twitch Podcast Network, inviting you to join me this week for a doozy. Jason Callicanis and Gina Smith join me. We're going to talk about so many things. The flying car from Tesla, the guy who bugged…
Succession planning is also something that's kind of notoriously difficult for major enterprises. And I wonder, you know, how does that play as well into this concept of panoramic leadership and intelligence? You know, when leadership is maybe, you know, training other senior leaders to take their…
Succession planning is more of a long-term exercise than a lot of people think. And it's very tempting to say there's somebody that I trust and that I know they're going to carry on this wonderful work that the company is doing. Equally important today is to say what's happening in the future and…