As Peter Drucker famously said: “culture eats strategy for breakfast.” The fast-moving and complex environment of digitization is no exception to the rule.
Navigating the organizational terrain of digitization is an uphill struggle for digital leaders.
To say that many non-tech organizations are struggling with digitization is probably an understatement. Implementing digitization at the right time with the right results is a huge task.
Only 28% of digital executives recently surveyed by Amrop agree their boards fully understand the meaning and scope of digital — let alone AI.
As digitization is reshaping business in the most fundamental ways, there are major gaps between knowing and doing.
Neural networks, inspired by our brain’s architecture, are scoring spectacular successes in gaming and pattern recognition.
A runaway streetcar is moving towards five people lying on the track.
Intelligent behavior has long been considered a uniquely human attribute.
As a rule, management positions at larger asset managers and private banks are only reached by people who have a practical track record, or training, in digitization.
The pressures surrounding digital disruption and security are intensifying. And the digitization debate is gathering pace.