This week, we explore how leaders can navigate disruption, develop future-ready skills, and leverage nonmarket and AI strategies to thrive.
At the core is “opportunity framing” (Yuliya Snihur, IESE), which explains how Barnes & Noble survived Amazon’s rise by treating change as an opportunity. Leaders who communicate change with clarity and inclusivity, involving stakeholders, can keep organizations aligned during disruptions like AI transformation.
Harvard’s Fitzgerald and Jay emphasize foundational skills in the AI age. While technical expertise matters, soft skills like communication, critical thinking, and teamwork enable workers to adapt and thrive in evolving environments. They call for addressing educational disparities to ensure equitable access to these skills.
On leadership growth, Paul Vanderbroeck (IMD) notes that leaders must assess readiness for change, delegate, and adopt a strategic lens to align with shifting business goals and cultures, ensuring continuous evolution in their roles.
Michael Yaziji (IMD) highlights nonmarket strategies—shaping regulatory, social, and political environments to reduce uncertainties and gain competitive advantages. Leaders can engage in joint R&D, industry standards, and regulatory dialogues to align investments with societal interests while advancing corporate value.
Jerry Davis (IMD) explores corporate influence and politics, noting that tech leaders’ investments in politics often fail to yield the expected returns, as political leaders prioritize market stability over corporate interests. This dynamic raises concerns about shifting power and potential threats to democratic processes, urging leaders to remain vigilant.
Arturo Bris (IMD) argues for business engagement in geopolitics, encouraging leaders to collaborate with governments, develop geopolitical literacy, and align decisions with societal needs to prevent a drift toward technocratic governance and to uphold values in a complex global system.
On workforce dynamics, Rachel Lewis (IMD) presents a Participatory Action Research approach for employee-driven stress management, empowering employees to analyze data, design interventions, and create tailored solutions that improve well-being and productivity without large financial investments.
For inclusive workplaces, Alexander Fleischmann (IMD) underscores the importance of authentic LGBTQ+ inclusion despite political pressures. Leaders should focus on education, embedded practices, and active allyship to build resilient, innovative cultures that value diversity.
Finally, Didier Bonnet (IMD) discusses AI adoption in the workforce. CHROs should customize AI training, foster experimentation, and encourage sharing best practices while addressing ethical concerns like bias and misinformation. By focusing on augmentation, businesses can unlock AI’s potential to enhance performance and outcomes.