#operations-leadership

#operations-leadership

Curiosity is foundational in the arts, as demonstrated by the Menil Collection's exhibition, which transformed a gallery into an education room through public programs.

Estefania Angel noticed that while her company helped other enterprises set up AI, it did not use those systems internally. She began using AI apps in Slack, Outlook, and Google to track assignments, which garnered attention from her superiors.

I see this daily in veterinary medicine, where high burnout rates cost the sector upwards of $2 billion per year. It's a challenging environment with long hours, stressful workloads and patients that can't even tell you what's wrong. But I've found that the best way to boost performance and even increase capacity with maxed-out teams is to address the underlying operational issues.

When you take the leap of faith to bring your vision, your idea, to life and start your company, you wear many hats and take on many tasks. You develop the business plan and deck pitch, help build a great product or service offering, create and implement the marketing strategies, make sales, handle customer service and get take-out for everyone during the late nights they're working.

When you're working on CEO succession, with the clients we serve, there's less of a debate about whether people are qualified. It's much more about: 'Can they scale; can they adapt; can they evolve?' This reflects the fundamental shift in how organizations evaluate leadership potential in uncertain times.

You've hired smart people, and you've invested in tools. You've also restructured more than once. Given all these, on paper, everything should work. But the reality is different. Decisions take longer than they should, and ownership gets blurred. Teams move, then stall, then circle back. You step in more than you want to, not because you enjoy it, but because progress depends on you doing so.