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Apr 30, 2024 | 
mdpi.com | Shima Rashidiani |Benjámin Farkas |Andras Szabadi |Gizaw Mamo Gebeyehu
All articles published by MDPI are made immediately available worldwide under an open access license. No specialpermission is required to reuse all or part of the article published by MDPI, including figures and tables. Forarticles published under an open access Creative Common CC BY license, any part of the article may be reused withoutpermission provided that the original article is clearly cited. For more information, please refer tohttps://www.mdpi.com/openaccess.
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Feb 13, 2024 | 
mdpi.com | Shima Rashidiani |Andras Szabadi |Gizaw Mamo |Benjámin Farkas
All articles published by MDPI are made immediately available worldwide under an open access license. No specialpermission is required to reuse all or part of the article published by MDPI, including figures and tables. Forarticles published under an open access Creative Common CC BY license, any part of the article may be reused withoutpermission provided that the original article is clearly cited. For more information, please refer tohttps://www.mdpi.com/openaccess.
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Jan 4, 2024 | 
bcghendersoninstitute.com | Andras Szabadi |Martin Reeves |Adam Job |Charikleia Kaffe
“Our intelligence alone can’t keep us alive, but our social groups can, and do. Our groups hold the knowledge and know-how we need. Without them, we’re goners. Within them, we get smart enough to build spaceships.”Andrew McAfee, The Geek WayIntelligence is often seen as humanity’s superpower, the trait that sets us apart from other life forms.
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Dec 22, 2023 | 
mdpi.com | Andras Szabadi |Robert Klausser |Oliver Spadiut |Christian Schröder
All articles published by MDPI are made immediately available worldwide under an open access license. No specialpermission is required to reuse all or part of the article published by MDPI, including figures and tables. Forarticles published under an open access Creative Common CC BY license, any part of the article may be reused withoutpermission provided that the original article is clearly cited. For more information, please refer tohttps://www.mdpi.com/openaccess.
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Dec 15, 2023 | 
bcghendersoninstitute.com | Andras Szabadi |Martin Reeves |Christian Stadler |Sukand Ramachandran
In spite of market adjustments and layoffs in tech, our annual survey of corporate vitality (an AI-based predictor of future growth potential) reveals that new technologies—AI being the most celebrated today—are set to continue to drive corporate growth for the next decade. So should you just embrace and implement the latest digital technologies to be elevated by the rising tide? It’s not so simple. There have been many false technological dawns.
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Oct 10, 2023 | 
bcghendersoninstitute.com | Andras Szabadi
In his new book, Big Bets: How Large-Scale Change Really Happens, Rajiv Shah, President of the Rockefeller Foundation recounts his experiences and lessons learned over decades of effecting large-scale social change. He shares how addressing humanity’s thorniest challenges requires a big bets mindset – pushing to solve, rather than merely improve, problems; and going for “big enough”, rather than settling for “good enough”.
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Oct 3, 2023 | 
bcghendersoninstitute.com | Andras Szabadi |Yusuke Sakurai |Sam Karita |Tomoki Isogai
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Aug 29, 2023 | 
bcghendersoninstitute.com | Andras Szabadi
In her forthcoming book, Right Kind of Wrong: The Science of Failing Well, Amy Edmondson offers a new framework to think about, discuss, and practice failure wisely, using human fallibility as a tool for making ourselves and our organizations smarter. Amy Edmondson is the Novartis Professor of Leadership and Management at the Harvard Business School and the author of seven books, including The Fearless Organization, which has been translated into more than 15 languages.
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Aug 24, 2023 | 
bcghendersoninstitute.com | Andras Szabadi |Suvasini Ramaswamy |Martin Reeves |Adam Job
We put blinders on racehorses to ensure they conduct their singular task as effectively as possible—they have to stay focused on the track ahead without getting spooked by their surroundings. For similar reasons, as managers, we often put figurative blinders on ourselves—focusing only on the most immediately relevant employees, functions, products, competitors, or customers. This narrow approach views businesses as insular machines working to maximize near-term financial returns.
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Jul 14, 2023 | 
ggzgxdpofm._domainkey.bcghendersoninstitute.com | Andras Szabadi |Martin Reeves
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