John Kotter on how to ward off an inward focus and start recognizing new opportunities, helping you identify hazards from competitors, customers, or regulatory changes. “Usually top management shields people from disquieting news. Then when they try to initiate significant changes, a low sense of urgency within middle management makes execution painfully difficult. The change effort eventually fails or falls far short of top management’s aspirations.” “The choice is clear. Do you want to risk short-term problems, or do you want to shield people from relevant external information, allow complacency to remain too high, and ultimately to undermine an organization’s future?”
You know ChatGPT, but how much do you know about the company that made it? Journalist Karen Hao joins us to talk OpenAI’s latest implosion.
There are steps we can take to create a new paradigm that will help shift society's attitude towards women in the workplace.
Lockdowns moved the burden of COVID from the at-risk elderly to the less-at-risk young. Does this sacrifice merit compensation?
How much do citizens really value free elections?
Fraud is a $5 trillion “industry.” But not all its perpetrators look alike. Kelly Richmond Pope, a professor of accounting, breaks down who commits fraud — and why.
After reading a story earlier this week about the problems in Bank of America’s mortgage modification department, I wondered—has the mortgage crisis become so large and pervasive that we have […]