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Must Reads-Leadership & Strategy

What 11 CEOs Have Learned About Championing Diversity

Stefanie K. Johnson, Harvard Business Review, August 29, 2017

The business case for diversity is clear. Diversity can boost innovation and employee engagement, and companies with greater gender and racial diversity financially outperform their peers. Yet progress within organizations has been slow. Based on evidence that diversity initiatives are more effective if they start at the top, this article's author interviewed 11 CEOs who have made a public commitment to diversity about how they are creating more diverse workforces. Subscription required for full access. [ more]

The future of risk: New game, new rules

Deloitte, January 2017

The risk landscape is changing fast. Every day’s headlines bring new reminders that the future is on its way, and sometimes it feels like new risks and response strategies are around every corner. The outlines of new opportunities and new challenges for risk leaders — indeed, all organizational leaders — are already visible. So what should leaders prepare for? This report profiles 10 trends that have the potential to significantly alter the risk landscape for companies around the world and change how they respond to and manage risk. [ more]

High-Performing Teams Need Psychological Safety. Here’s How to Create It

Laura Delizonna, Harvard Business Review, August 24, 2017

"There's no team without trust," says Paul Santagata, Head of Industry at Google. He knows the results of the tech giant's massive two-year study on team performance, which revealed that the highest-performing teams have one thing in common: psychological safety, the belief that you won't be punished when you make a mistake. [ more]

The Neuroscience of Strategic Leadership

Jeffrey Schwartz, Josie Thomson, and Art Kleiner, Strategy+Business, Summer 2017

Neuroscientists and psychologists are beginning to learn what happens at moments of choice inside the human mind and the brain. If you understand these dynamics and how they affect you and those around you, you can set a course toward more effective patterns of thinking and action. You can replicate those beneficial patterns, at a larger scale, in your organization. Over time, this practice can help you take on a quality of strategic leadership: inspiring others, helping organizations transcend their limits, and navigating enterprises toward lofty, beneficial goals. [ more]

The Behavioral Economics of Why Executives Underinvest in Cybersecurity

Alex Blau, Harvard Business Review, June 7, 2017

Determining the ROI for any cybersecurity investment, from staff training to AI-enabled authentication managers, can best be described as an enigma shrouded in mystery. The digital threat landscape changes constantly, and it's very difficult to know the probability of any given attack succeeding — or how big the potential losses might be. Even the known costs, such as penalties for data breaches in highly regulated industries like health care, are a small piece of the ROI calculation. In the absence of good data, decision makers must use something less than perfect to weigh the options: their judgment. But insights from behavioral economics and psychology show that human judgment is often biased in predictably problematic ways. In the case of cybersecurity, some decision makers use the wrong mental models to help them determine how much investment is necessary and where to invest. [ more]

What Sets Successful CEOs Apart

Elena Lytkina Botelho, Kim Rosenkoetter Powell, Stephen Kincaid, and Dina Wang, Harvard Business Review, May/June 2017

At the top of the ladder, the stakes are high and the demands intense. Too many CEOs falter in the job; about a quarter of the Fortune 500 chiefs who leave their firms each year are forced out. Clearly, boards do not always get their hires right. In conducting an analysis of in-depth assessments of 17,000 executives, the authors uncovered a large disconnect between what directors think makes for an ideal CEO and what actually leads to high performance. The findings of their 10-year research project challenge many widely held assumptions. [ more]

CEOs Reveal the Best Advice They’ve Ever Got

Tom Huddleston, Jr., Fortune Video, Sara Haralson, Fortune, May 23, 2017

Has someone ever given you advice that stuck with you? Most people who have achieved business success got some solid advice along the way. In the latest episode of Fortune's Tech-Cetera series, they asked several CEOs and other executives about the best advice they ever got. [ more]

Four Management Lessons From Self-Driving Cars

Sam Ransbotham, MITSloan Management Review, May 22, 2017

Though much attention has been centered on self-driving cars, business is missing the key lessons about AI that the evolution of the automobile has to offer. [ more]

The Morning Risk Report: Greater Compliance Spending Brings Need for Better Focus

Ben DiPietro, The Wall Street Journal's Risk & Compliance Journal, April 17, 2017

Companies continue to spend more money and resources on compliance, but a report concluded that firms aren't leveraging their investments to their fullest extent possible. A survey of 150 compliance executives in the banking, capital markets and insurance industries by professional services firm Accenture found 48% said they expect spending on compliance over the next two years to rise between 10% and 20%, with 18% predicting spending will rise 20% or more. Making better use of existing tools and technologies would improve the ability of organizations to make the most of their compliance spending, said the survey report. [ more]

Marissa Mayer: Do Something You Feel Unprepared To Do

Bill Snyder, Insights by Stanford Business, April 12, 2017

Marissa Mayer, who will see Yahoo through the acquisition by Verizon, shared tips on how to win a promotion and how to make a sound decision when multiple career options arise. [ more]

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