Bill Aulet

🗣 Question: What are you doing next October 28th? 🙋‍♂️Answer: I am going to join a webinar and meet the guest editors Eric Liguori, Diego Matricano, and Thomas Pittz, Ph.D. to talk about the special issue 🖍 Leveraging Digital Technologies to Support Entrepreneurship in the journal Technology in Society (CS 17.9; IF 10.1) During the event, the guest editors will talk to scholars potentially interested in submitting their papers to answer their inquiries about potential research questions, areas of interest, theoretical and methodological research, implications and further developments of their papers, and other issues. Don't miss out this opportunity Here is the link to join us 👇 https://lnkd.in/dG2ytnSS

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Mature boards do business differently, to be sure, and the quality of the questions boards are discussing is a great indicator of how well the fiduciary responsibility is being fulfilled. Barry Giller, in his "Building a Better Board" chapter, helps us see the crucial questions and quality rhythms that will ensure boards are focusing on the right business that will sustain schools into the future. Join the crowds reading this book by visiting www.cesaschools.org/books. Let's build better boards together!

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In a thought-provoking dialogue, 🌍 Egon Zehnder’s CEO Ed Camara and Executive Chair Michael Ensser , two seasoned leaders in the field, shared key findings from their latest global CEO study. They underscored how the intricacies of today’s world demand CEOs to adapt more than ever. CEOs are now expected to master business strategy and the art of “strategic empathy” to comprehend and connect with global socio-political changes. Ensser points out, “What most executives are missing is an understanding of how politics work”. 🌱 This study reveals that CEOs focus on climate action and AI, with many feeling more empowered to influence these areas than geopolitics. Leaders increasingly recognize their dual roles: business stewards and contributors to societal change. They are stepping into new realms, carefully navigating complex global issues and creating organizational cultures rooted in curiosity and openness. 🔍 As we face transformative shifts in economics, technology, and energy, today’s CEOs see themselves as observers and architects of a better future. The data shows an emerging collective ambition to lead beyond profit, shaping industries and society. We are excited to share these insights at a time when CEOs are preparing for an era of “groundbreaking systemic changes”. Is the role of CEOs evolving into something more than just a business leader? The answer is becoming increasingly unequivocal. Read the summary of the report here: https://lnkd.in/duP_ZXYG #Leadership #Sustainability #StrategicEmpathy #GlobalCEOs #FutureOfWork #Sostenibilidad #EmpatíaEstratégica #CEOsGlobales

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In the Strategic Finance Magazine article "How to Lead Disruptive Innovation in an Uncertain World" by Scott D. Anthony (The Tuck School of Business at Dartmouth; Innosight) and Mark L. Frigo (DePaul Driehaus College of Business) we discuss how to integrate Disruptive Innovation with Strategic Valuation as described in "Strategic Valuation in the New Economy" (Strategic Finance, October 2021) by Mark L. Frigo with Jeffrey Madden and how to consider Strategic life-cycle analysis (as described in "Strategic Life-Cycle Analysis: The Role of the CFO" (October 2020) by Mark L. Frigo and Bartley J Madden) in the context of leading disruptive innovation for long-term value creation.

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In the Strategic Finance Magazine article "How to Lead Disruptive Innovation in an Uncertain World" by Scott D. Anthony (The Tuck School of Business at Dartmouth; Innosight) and Mark L. Frigo (DePaul Driehaus College of Business) we discuss how companies are leveraging Artificial Intelligence (AI) in innovation in a period of radical experimentation.  We also discussed how to develop both Confidence and Curiosity of our business school students about using AI. >Confidence that the right investment in time can help them to develop fluency with AI. >Curiosity to play around with and learn as the technology continues to develop. >The Value-Creating Power of Play: Play is how we develop as children, and adults need to spend a lot more time playing, given the increasing pace of change in the world. >Future Oriented Executive Leadership: Leaders need to give their teams the equipment to play. And create some—but not too many—guardrails to contain that play, while still encouraging risk taking and avoiding punishing what might feel like failure. It is play, after all, and the only failure is failure to play! >Leading by Example: Executives need to get in there and play as well.   #AI #Innovation #Play #Leadership

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【How will this integration impact the future of coaching?】 In the rapidly evolving field of coaching, the integration of AI and Artificial Life is opening new doors for human-machine collaboration. Alter 3, an advanced android developed by Professor Takashi Ikegami and his team at the University of Tokyo, is designed to exhibit behaviors that seem to originate from its own 'desires,' thanks to this groundbreaking integration. How do you think such advancements will impact the future of coaching and human-machine collaboration? https://lnkd.in/gxYX7iMi

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I felt distressed while reading this article: More Downsizing at Beleaguered ETS. ETS has struggled to maintain its foothold in the shrinking assessment space. Amit Sevak, CEO of ETS, stressed the need to be nimble and to adapt to rapidly changing market demands for educational assessments. In April, ETS released a report titled “Charting the Future of Assessment.” The report declares that skills assessment, certifications, and credentials are the new frontier, and the biggest untapped consumer pool for assessment companies is adults interested in lifelong learning and continuous career development. Is it a good example of adaptability? While ETS recognizes the need for adaptation, staying within the same educational assessment industry may not fully exemplify adaptability. Amit Sevak’s statement confirms it: “The way we’re structured is inhibiting us from swiftly pivoting to mitigate external threats such as AI, geopolitics, future customer needs, and the disruptive, competitive context [of testing].” It’s a classic example of how a company's reluctance to adapt to disruptive innovations can lead to its downfall. Here are some remarkable examples of companies that successfully reinvented themselves by adapting their product lines and business strategies: ·       Originally an online bookstore, Amazon expanded into e-commerce, cloud computing (Amazon Web Services), and even physical stores. Its net worth now exceeds $460 billion. ·       IBM shifted from punch card machines to mainframes, PCs, and services. Its reinvention allowed it to thrive in the tech industry. ETS has accumulated a unique database detailing how difficult it is to increase learners' fluency by 500%. Beginners have a fluency of about 30 words per minute. To pass standardized English tests, learners must demonstrate a fluency of 150 words per minute. Instead of developing new methods to ensure learners develop the required fluency quickly, ETS is charting the future of soft skills assessments. Creating such assessments would be extremely controversial since they are personal attributes difficult to measure and entirely amorphous. They are a vain attempt to domesticate what is untamable. History has shown us great examples of how to open the gates to creativity and new discoveries. In their IPO letter, founders Sergey Brin and Larry Page wrote: “We encourage our employees, in addition to their regular projects, to spend 20% of their time working on what they think will most benefit Google.” This unregulated time led to innovations like Gmail, Google Maps, and AdSense. ETS’s future hinges on its ability to break free from existing boundaries and embrace disruptive innovation. Adaptability is not merely staying within the same industry—it’s about daring to explore new frontiers and reinvent oneself. ETS faces a critical juncture, and its choices will shape its destiny. 

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Last month we were joined by Center Sponsor Hylant, and Friend of the Center real.good.ventures for an event featuring co-authors of "Line of Sight" Robert Courser and Olivier Aries. Line of Sight is a call for company founders and executives to embrace a new mindset: Success does not lie in planning and goal setting; it lies in good execution. Executives must lead with data, not just intuition, to optimize their execution capabilities; identify hidden friction in organizations and eliminate the “execution tax” that eats at productivity and profits. It’s all about alignment. "Line of Sight" lays out a simple, practical approach built around the five keys to strategic execution: strategic understanding, leadership, balanced metrics, activities & structure, and human capital.

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NM Entrepreneurs—Thinking of joining an accelerator? Here's good insight from The Wharton School: "Accelerators that include more training activities, like pitching competitions, advice specific to certain industries, and structured learning sessions, tend to improve startup business success rates after they finish the accelerator. A few in-state accelerators exist for all types of businesses (not just high-growth tech). Choose wisely, AND make sure you are willing to do the work. #NMstartups #NMInno https://lnkd.in/gMMSYVRW

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Reflections from 3rd Annual NYU Coaching and Technology Submit Big congrats to Dr. Woody Woodward, PhD, PCC and Anna A. Tavis, PhD for another successful event, I've attended all three - the growth and enhancements are impressive! The summit got off the a strong strong with the "Opening Fireside Chat" between Dr. Woody and Nicole Forward (she, her) - head of Executive Coaching and Feedback @ Netflix, I appreciate that she names the "elephant in the room" regarding the coaching profession's current status with DEIB, given the aim of coaching, we should not lag behind in this critical area of human development and engagement - many organizations are way ahead of us - loved the call-out. This point was reinforced during Day Two's fireside chat with Matthew Breitfelder (Apollo Global Management) - it was great to hear from HR leaders in the field! One of the highlights from Day One, for me, where the 8 laser Emerging Technology sessions, they were all interesting, yet 3 stood out to me: (1) Deeper Signals, (2) AgileBrain, and (3) Yoodli - we are already working with Ovida, so it was not new to me - yet a great resource! The founders panel (with AceUp, AIIR, Optify, and Valance) was a great opportunity to learn about how these more established platforms are up to- a number of important and key insights from this session! I enjoyed the Day Two Opening Panel, "The State of AI in Coaching," especially some of the data shard by Alex from Ovida, I was also very impressed with Tim Harrison, great to see that with young, emerging professionals like him, the future can be bright! An of course, as someone who operates in the Coaching Education space myself, it was good to hears various perspectives on The Future of Coach Education in an Era of AI. It was good to hear from, and interact, with many leaders in the field, too many to mentions here, yet a few including Jonathan Passmore (Henley B-School & EZRA), Jonathan Kirschner (CEO of AIIR - World-class leadership development, assessment, and coaching services), Alex Haitoglou, Bryan Watson, and David Drake, PhD (Ovida - very powerful video-based and AI powered platform for enhanced communication across use cases); Magdalena Nowicka Mook (ICF CEO); Jeffrey E. Auerbach (College of Executive Coaching); Joan T. Cook, MCC (EY); and Brian Underhill, Ph.D., PCC (CEO CoachSource), to name a few. And of course it was great to connect with a number of 3CP alums. Call-to-Action: If you attended, please list 1-3 highlights from the summit! #3cp #cuoaching #executivecoaching

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Ever wondered exactly what we mean by #nudging? And whether nudging makes a meaningful difference in the real world. Both really good questions for sure, and this 5 minute video provides really good answers to both these important questions #organdonation https://lnkd.in/gg9Xz64u

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Looking forward to sharing this conversation with my colleague and friend Karim Lakhani on breakthrough growth strategy, why learning velocity will the THE differentiator in the world of AI, and what it takes to invent the future, especially one where we face continued levels of uncertainty. Since you need to wait a few more days for the video drop, you can grab a copy of the book in the meantime: https://lnkd.in/ehEgRtKQ

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“Leading Disruptive Innovation in an Uncertain World” Strategic Finance Magazine by Scott D. Anthony (The Tuck School of Business at Dartmouth; Thinkers50) and Mark L. Frigo (DePaul Driehaus College of Business). A conversation with leading thinkers on disruptive innovation and long-term value creation.  CFOs can use the ideas discussed in this article to take a leadership role in creating long-term sustainable value in a rapidly changing and uncertain environment. This article is part of the Creating Long-Term Sustainable Value Creation series launched by the article Creating Long-Term Sustainable Value by Mark L. Frigo and Dominic Barton. #innovation #disruptiveinnovation #valuecreation #change

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THE LEARNING IMPERATIVE IN A DYNAMIC MARKET Peter Senge's renowned quote, "In a world of constant change, the only #sustainable competitive advantage is your ability to learn faster than the competition," resonates deeply in today's dynamic business landscape. This statement underscores the critical role of continuous learning in achieving long-term success. Organizations that prioritize knowledge acquisition, foster a #culture of experimentation and adapt their strategies based on new information are better equipped to navigate market complexities and outperform rivals. Here's how fostering a learning culture can translate to a competitive edge: - Enhanced Decision-Making: Faster learning empowers organizations to make data-driven decisions, identify emerging trends, and capitalize on new #opportunities. - Innovation & Agility: Continuous learning fosters a culture of #innovation, enabling organizations to adapt to changing customer needs and technological advancements. - Improved Efficiency & Productivity: By proactively addressing challenges and implementing best practices, organizations can optimize workflows and boost overall #efficiency. The takeaway? In today's ever-evolving market, #prioritizing continuous learning is no longer optional – it's the cornerstone of sustainable competitive advantage. Have a great weekend. #Learning #CompetitiveAdvantage #BusinessStrategy #PeterSenge

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Its interesting to note the Application trends vis-à-vis the test score requirements.

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Our recent article, “A microfoundational view of the interplay between open innovation and a firm's strategic agility”, is finally published in Long Range Planning. I am very pleased to have worked with Steve Hutton and Stephen Eldridge on this exciting project. During the pandemic, my colleague and then doctoral student, Steve Hutton, shared numerous stories about how his case company was navigating the chaos caused by COVID-19. A few months into the pandemic, we noticed that the company was somewhat of an anomaly, along with a few others, daring to keep their doors open and continuing to use the open innovation approach, which they had done for many years. The difference during the pandemic was that their ability to do so was severely tested by the grand challenges presented both outside and inside their firm boundaries. Fast forward, we conducted an in-depth qualitative study to understand what the case company did and how it managed to do it so well. Here’s a snapshot of the key findings and ideas for those of you too busy searching for (other) ideas and absorbing knowledge from various sources:   💡Embrace Open Innovation for Agility: Leveraging external knowledge through open innovation can significantly enhance a firm’s ability to respond dynamically to changing market conditions. 🪢 Strategic Alignment is Key: Successful open innovation requires strategic alignment across all levels of the organization to ensure cohesive decision-making and effective management of innovation outputs. 📝 Knowledge-Based Agility: Firms that exhibit knowledge-based agility effectively use their accumulated insights and external knowledge sources to anticipate market trends and adapt their strategies accordingly. This enables them to stay ahead of technological changes and competitor movements by integrating new ideas and technologies into their product development processes. 🤺 Behavioural Agility: Behavioural agility focuses on the decision-making processes within an organization, particularly the ability to make rapid, coherent, and cohesive judgments when faced with uncertainty. Examples include aligning internal stakeholders towards common goals and ensuring that decisions are made swiftly and executed efficiently. 👫 Organisational Agility: Organizational agility refers to the structural and operational flexibility of a firm to adapt its resources and processes in response to external changes. This includes the ability to reconfigure teams, shift project focuses quickly, and scale operations up or down as needed. Firms with high organizational agility can manage and re-allocate resources effectively, enabling them to capitalize on new opportunities while minimizing risks associated with volatile market conditions. The article is now open access. Follow this link to download/read the full version:

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Generative AI can be a powerful ally in the educational process. The key is to leverage AI capabilities to empower and enhance the human intelligence that is central to effective teaching. Some important insights in this piece from The Hechinger Report. #AI #FutureOfLearning #AIinEducation #empowerpotential

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🌟 Reflecting on Ethical Decision-Making in Today's Corporate World 🌟 In the wake of recent events, where notable organizations have re-evaluated their partnerships based on ethical grounds, it's crucial for us to pause and reflect on the essence of ethical decision-making within our corporations. Yesterday, I had an insightful conversation with esteemed Ethics and Purpose Professor, Andy Wicks, from the UVA - Darden School of Management. We delved into the complexities of ethical dilemmas that organizations face, especially in scenarios where societal expectations are rapidly evolving. Professor Wicks has long emphasized that ethical decision-making isn't merely about choosing between right and wrong but understanding the deeper impact of our decisions on a wide array of stakeholders. His teachings remind us that ethical considerations should be as integral to business strategy as financial considerations. Here are a few key takeaways from our discussion and his teachings based on the "Note on Ethical Decision Making, Darden Business Publishing": 1. Standards of Conduct: Every organization operates within a community of practice that has established norms and expectations. Understanding and aligning with these standards not only builds trust but also sustains long-term success. 2. Character and Relationships: The character of an organization shapes its destiny. Nurturing traits like integrity, fairness, and responsibility within corporate culture is essential for building enduring relationships and a respected brand. 3. Purposes and Consequences: Decisions must be evaluated not just by their potential to achieve business goals but also by their impact on the community and environment. This approach ensures that the pursuits of profitability do not undermine ethical standards. The recent decision by DI, Novo, and Maersk to reassess their collaboration with Copenhagen Pride raises important questions about aligning business practices with social values. This scenario exemplifies the need for organizations to be ever-vigilant and responsive to the ethical implications of their actions (I am making no judgment here, as I do not know the situation, so only showing the complexity of ethical decision making in organizations). As we navigate these challenging times, let's commit to fostering an environment where ethical deliberations are not just an afterthought but a fundamental aspect of strategic decision-making. I encourage all professionals to engage in this dialogue, reflect on your organization’s ethical practices, and consider how you can contribute to more principled decision-making in your spheres of influence. If you want to read more about Ethical Decision Making from Andy Wicks, please click in the link below. https://lnkd.in/dXvzqkW8 #BusinessEthics #Leadership #CorporateResponsibility #EthicalDecisionMaking #SustainableBusiness

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