#strategic-lag

#strategic-lag

"Of course you can think of a billion fun ideas with a million-dollar budget, but in every role there is a timeline and a budget, so you have to think of ideas that are actually achievable."

In the high-stakes world of regulated AI, your model is only as good as the person who built it. We are betting on a human-first approach to technology.

Together, the multicultural segment totaled 46 million households in 2024, representing just over 33% of all households in the country—a 12% increase compared to 2017.

In 1966, BCG found that a company's unit production costs would fall by typically 20 to 30 percent in real terms for each doubling of 'experience,' or accumulated production volume.

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.

Traditionally, leaders and managers often treat technology as a tool or capability that can help get work done more efficiently, but doesn't drastically change the nature of that work. Email, for instance, allows for faster communication. The supply chain management (SCM) system reduces supply chain costs, shortens delivery cycles, and ensures that products are delivered to customers quickly and accurately. Increasingly, however, this view is out of date. In recent years, the role of technology in shaping organizations has undergone revolutionary changes.

As we enter 2026, we mark this anniversary by bringing together three leaders navigating the most complex intersection of technology, geopolitics, and organizational change we have ever witnessed. André Pienaar, Dr. David Bray, and Ken Banta joined us to discuss what boards and CEOs must understand to remain competitive in an era defined by cascading disruptions and incomplete information. The conversation focused on the critical questions every board should be asking this year.

I'm not a runner, but I love to watch the relay.

For much of the modern corporate era, brand has been treated as surface area. A story told outward. A set of signals designed to persuade, attract, and differentiate. When companies spoke about brand, they were usually talking about perception: how they looked in the market, how they sounded, how they were received. That framing made sense in a world where markets moved a little more slowly, organizations were stable, and leadership could afford to separate strategy from culture, product from meaning, execution from belief.