Innovation Excellence
OCTOBER 18, 2024
GUEST POST from Mike Shipulski What it takes to do new work: Confidence to get it wrong and confidence to do it early and often. Purposeful misuse of worst practices in a way that makes them the right practices. Tolerance for not knowing what to do next and tolerance for those uncomfortable with that.
ITONICS
OCTOBER 18, 2024
Many companies struggle with justifying innovation investments. They struggle with reporting the progress of their innovation pipeline. Too many and too vague innovation KPIs, siloed data across fragmented tools, and innovation theatre make it difficult to assess the innovation pipeline's quality. Companies are left guessing which projects are on track.
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Harvard Business Review
OCTOBER 18, 2024
Expert advice on what every leader needs to know.
CMOE
OCTOBER 18, 2024
Even the most exceptional team members encounter challenges or plateaus in their performance from time to time. Recognizing this, it’s essential to approach such instances as opportunities for growth rather than setbacks or obstacles. Performance improvement discussions, when conducted thoughtfully, can foster trust, growth and development. Effective leadership necessitates the ability to conduct meaningful performance discussions.
Speaker: Alex Salazar, CEO & Co-Founder @ Arcade | Nate Barbettini, Founding Engineer @ Arcade | Tony Karrer, Founder & CTO @ Aggregage
If AI agents are going to deliver ROI, they need to move beyond chat and actually do things. But, turning a model into a reliable, secure workflow agent isn’t as simple as plugging in an API. In this new webinar, Alex Salazar and Nate Barbettini will break down the emerging AI architecture that makes action possible, and how it differs from traditional integration approaches.
Harvard Business Review
OCTOBER 18, 2024
By 2026, global corporate spending on wellness programs is set to top $94.6 billion, yet anticipated improvements in well-being are not being realized, and, in fact, mental health needs are continuing to rise around the world. Drawing on a large body of recent research, the authors argue that well-being programs are failing, in part, because they focus on individual solutions rather than the broader systems that affect workers.
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