Michael Watkins

Newton

Professor of Leadership and Organization Change at IMD

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Articles

The corporate lead: Can businesses control their own AI?

1 month ago | the-cfo.io | Michael Watkins |Marina Mouka

As CFOs increasingly make crucial decisions about AI investments and implementation strategies, a pivotal question arises: can businesses effectively control the AI systems they implement? The answer has significant implications not only for financial performance but also for corporate governance, risk management, and strategic decision-making.
Strategies for negotiating cross-sector alliances

Jan 17, 2025 | imd.org | Michael Watkins

Successful cross-sector leaders are continual learners, always seeking to deepen their understanding of other sectors. This involves staying informed about trends, challenges, and innovations across sectors through diverse reading, attending cross-sector conferences, and participating in executive education programs. You should also seek opportunities for cross-sector immersion, such as short-term assignments or project collaborations in other sectors.
Why leaders don’t engage in strategic thinking

Jan 8, 2025 | imd.org | Michael Watkins

Given the acceleration of change and mounting complexity in today’s business environment, the ability to sense and respond to emerging threats and opportunities has become essential to organizational survival.
5 AI-related workforce challenges every CEO must address in 2025

Jan 8, 2025 | imd.org | Michael Watkins

Skilled AI professionals – data scientists, machine learning engineers, AI product managers – are in short supply. Even when you recruit them, retention can be difficult. Build strong recruiting pipelines through university partnerships and specialized training programs. Offer compelling career paths and a culture of innovation to keep top talent engaged. If you can’t hire the talent you need, find the best external partners to work with. Implementing AI inevitably triggers fear and skepticism.
How to Lead if You Inherit a Bad Situation - The European Business Review

Nov 17, 2024 | europeanbusinessreview.com | Michael Watkins

As businesses navigate market disruptions, technological innovations and an increasingly turbulent world, leaders will frequently find themselves taking control of a team in the aftermath of a crisis. Inheriting such a challenging environment often means facing frustrated employees, expectant customers, and senior teams all crying out for rapid improvement. But the process is not as clear-cut as simply making changes and heading off into the sunset.
How to win at digital ‘cops and robbers’

Nov 12, 2024 | imd.org | Michael Watkins |Ralf Weissbeck

Before you start worrying about how to leverage AI, make sure you have a solid foundation of basic, up-to-date security controls and procedures in place. This includes the required use of multi-factor authentication (MFA), upgrades of software and systems to the latest vendor-supported versions, and rapid implementation of security patches. AI tools excel in rapidly processing vast amounts of data and detecting patterns but can miss the details or context of certain activities.
How to engage employees with a corporate vision

Nov 5, 2024 | imd.org | Michael Watkins

A compelling corporate vision creates a directed passion towards a common goal, clarifies the company’s direction, and unites employees under a shared purpose, significantly enhancing engagement and reducing turnover. Research indicates that employees are more committed and less likely to leave when they find their work meaningful and aligned with their values. This is particularly the case among younger workers who highly value a sense of purpose in their work.
Your first moves as the new CEO

Oct 30, 2024 | imd.org | Michael Watkins

Your first step is to gain a deep understanding of the internal and external challenges and the opportunities that your new role presents.
5 pitfalls to avoid in building your advice network

Oct 24, 2024 | imd.org | Michael Watkins

Different advisors bring different strengths to the table, so it’s essential to maintain a diverse network – and avoid the trap of only seeking advice from those who tend to agree with you or who have similar backgrounds. Open communication is important, but it’s vital to maintain appropriate boundaries, so be cautious about what you share with whom – especially when dealing with advisors outside your organization.
6 ways to leverage your advice network

Oct 23, 2024 | imd.org | Michael Watkins

Approach your advisors with specific, strategic questions rather than general discussions and give comprehensive context so they can offer informed opinions on complex matters.Â Practice active listening when engaging with your advisors to understand the context and reasoning behind their advice. Ask probing questions and be open to perspectives that differ from yours, particularly on high-stakes issues.Â Maintain an ongoing dialogue to help you avoid potential issues.