Remy Cointreau Names Franck Marilly as CEO
Remy Cointreau RCO 0.25%increase; green up pointing triangle said that Franck Marilly will take over as chief executive officer in late June.
The French cognac maker said Wednesday that Marilly will succeed Eric Vallat on June 25. Marilly—who was appointed Foreign Trade Advisor of France in February—will continue to implement the group's value strategy while working to innovate its products, the company said.
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Bloomberg
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Remy Cointreau Pulls Sales Targets Over Tariff Uncertainty
Remy Cointreau SA withdrew its long-term guidance, blaming uncertainties surrounding tariff policies with the US and China and a stunted recovery in the American market. The Remy Martin Cognac maker, which last month announced that Franck Marilly would take over as chief executive officer, scrapped its targets for the 2029-30 financial year. For the current year, it forecast organic sales growth returning to a mid-single digit rate.


Forbes
an hour ago
- Forbes
New Study Reveals True AI Capabilities And Job Replacement Risk
The OECD has unveiled groundbreaking AI Capability Indicators that map artificial intelligence ... More progress against human abilities across nine key domains, revealing where AI currently stands and what's coming next. Imagine trying to navigate the digital transformation of your business using a compass that only points to "somewhere north." That's essentially what we've been doing with AI assessment until now. While tech companies have been throwing around impressive-sounding claims of superhuman performance in narrow tasks, business leaders and policymakers have been left squinting through the hype, trying to figure out what any of it actually means for the real world. The OECD has just delivered something we've desperately needed: a proper GPS system for AI capabilities. Their new AI Capability Indicators represent the most comprehensive attempt yet to create a standardized framework for understanding what AI can actually do compared to human abilities. Think of it as moving from vague headlines about "AI breakthrough" to having a detailed performance review that actually tells you something useful about real-world capabilities. Unlike the typical parade of cherry-picked benchmarks that dominate tech headlines, the OECD's approach cuts through the marketing noise. They've developed nine distinct capability scales that map AI progress against fundamental human abilities: Language, Social Interaction, Problem Solving, Creativity, Metacognition and Critical Thinking, Knowledge and Memory, Vision, Manipulation, and Robotic Intelligence. Each scale runs from Level 1 (basic, solved problems) to Level 5 (full human equivalence), with clear descriptions of what AI systems can actually accomplish at each stage. What makes this particularly helpful is how it sidesteps the technical jargon that usually makes AI assessment reports about as accessible as quantum physics textbooks. 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Large language models like ChatGPT score at Level 3 for language capabilities, meaning they can understand and generate semantic meaning with sophisticated knowledge, but they still struggle with analytical reasoning and have that persistent habit of confidently stating complete nonsense. It's like having a brilliant conversationalist who occasionally insists that gravity flows upward. In social interaction, even the most advanced systems barely reach Level 2. They can combine simple movements to express emotions and learn from interactions, but they're essentially sophisticated actors with no real understanding of the social dynamics they're performing. The vision capabilities tell an equally nuanced story. While AI can handle variations in lighting and target objects, performing multiple subtasks with known data variations (Level 3), it's still leagues away from the adaptable, learning-oriented visual intelligence that characterizes higher levels. For business leaders, this framework offers something really valuable: a reality check that cuts through vendor marketing speak. When a sales representative promises their AI solution will "revolutionize your operations," you can now ask pointed questions about which capability levels their system actually achieves and in which specific domains. The gap analysis between current AI capabilities and the requirements of specific business tasks becomes clearer when standardized benchmarks are in place. Consider customer service, where companies are deploying AI chatbots with the enthusiasm of gold rush prospectors. The OECD framework suggests that while AI can handle structured interactions reasonably well, anything requiring genuine social intelligence, nuanced problem-solving, or creative thinking quickly exposes current limitations. This doesn't mean AI isn't useful in customer service, but it helps set realistic expectations about what human oversight will still be necessary. 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Many core teaching tasks require capabilities at Levels 4 and 5, particularly when it comes to adapting instruction to individual student needs or managing the complex social dynamics that make learning environments work. This creates a fascinating paradox worthy of a philosophy textbook: AI might be able to deliver standardized instruction more efficiently than humans, but the most transformational aspects of teaching, the inspiration, emotional connection, and creative problem-solving that actually change lives, remain firmly in human territory. The implications suggest we're heading toward a hybrid model that could fundamentally reshape education. AI handles routine instructional delivery, assessment, and administrative tasks, while humans focus on motivation, emotional support, creative problem-solving, and the kind of inspirational mentoring that transforms students into lifelong learners. This isn't displacement; it's specialization at a scale we've never seen before. The OECD's systematic approach provides something invaluable for strategic planning: a clear picture of what breakthrough capabilities we should be monitoring. The jump from Level 3 to Level 4 across multiple domains would represent a genuine inflection point, particularly in areas like creative problem-solving and social intelligence. What's especially revealing is how the framework illuminates the interconnectedness of different capabilities. True robotic intelligence, for instance, requires simultaneous advances across multiple domains. You can't have Level 5 robotic intelligence without corresponding progress in vision, manipulation, social interaction, and problem-solving. The framework also highlights capability areas where progress might stall or slow dramatically. Social interaction and creativity appear to have particularly steep curves between current performance and human-level capability. What the OECD has created is essentially a report card system for the AI age. Instead of being swept along by breathless predictions about artificial general intelligence arriving next week, we now have a framework for systematically tracking progress and understanding real-world implications. For businesses, this means more informed decisions about where to invest in AI capabilities and where to double down on human talent development. For policymakers, it provides a foundation for regulations and workforce planning grounded in evidence rather than science fiction. For educators, it offers a roadmap for preparing students for a world where human and artificial intelligence must work together effectively. The OECD framework isn't predicting exactly when AI will achieve human-level performance across all domains; that's still anyone's guess. Instead, it provides a common language for discussing AI capabilities and a systematic way to track progress that everyone, from CEOs to school principals, can understand and use. In a field notorious for moving fast and breaking things, having a reliable measurement system might just be what is needed.


Entrepreneur
an hour ago
- Entrepreneur
Breaking the Cycle of Early Business Failure: Centida BI & Analytics on the Power of Data-Driven Planning
When organizations lack the tools to adjust plans based on shifting market realities, it doesn't matter if due to new regulations, inflation spikes, or geopolitical developments, they're planning blind You're reading Entrepreneur United Kingdom, an international franchise of Entrepreneur Media. Numerous new businesses open doors with ambition, vision, and optimism every year. Unfortunately, approximately 20% fail within the first year. Similarly, about 50% don't survive beyond five years. Cash flow issues, poor marketing, or misreading customer needs are some of the usual reasons behind this trend. However, the underlying cause can run deeper. The failure can stem from decision-making, which, in today's fast-moving environment, is impossible without data. Centida BI & Analytics, known for management consulting and strategic technology implementation, has observed why the business mortality rate is so high. Founded and led by seasoned experts, it has built a unique, integrated approach that combines business expertise and cutting-edge analytics. CEO and Managing Director Christian Barte has leveraged his over two decades in executive finance and management roles across international enterprises to inform Centida's approach. He has vast experience in unlocking business performance, from building profitability analytics systems at global telecoms to leading finance transformation initiatives at multinational corporations. With a strong educational foundation spanning business schools in Germany, France, and the United States, Barte brings a global perspective to local business challenges. His formal training in artificial intelligence (AI) and data visualization further equips him to guide clients through today's AI-powered business environment. Alongside Barte is CTO and Managing Partner Ilya Fedorkov. 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Modern businesses must plan accordingly with supply chain upheavals and unpredictable customer payment behaviors in mind. "When organizations lack the tools to adjust plans based on shifting market realities, it doesn't matter if due to new regulations, inflation spikes, or geopolitical developments, they're planning blind," says Fedorkov. Centida also points to overengineering products or services without clearly understanding market demand as another issue. "A technically brilliant product will still fail if it doesn't meet a real customer need," Barte states. Companies usually falter in their go-to-market strategy because they don't truly understand their customer, their pricing flexibility, or the most effective sales channels. "Even businesses with enough funding might struggle to generate cash flow if there's no clarity, especially if they underestimate working capital needs or overestimate the speed of returns," Barte adds. Centida notes that these issues aren't exclusive to startups. Mid-sized and enterprise-level companies can face similar risks, especially when leadership changes or market stagnation sets in. Barte shares an example: "There's a trend in accounts receivable delays, where larger buyers now push payment terms from 30 to 180 days. For suppliers who don't account for this liquidity gap in their planning, the consequences can be fatal." What's the solution? Centida asserts that it begins with recognizing that data isn't just a support tool. It's the core of modern business strategy. Data analytics enables organizations to move from reactive to proactive planning. It eliminates guesswork, clarifies direction, and provides early warnings when performance veers off course. When properly applied, data aligns operations with strategic goals, provides realistic scenario planning, and ensures business decisions are made on facts. "You need to adapt if you want to survive in this landscape. And data is the key to adaptability," Fedorkov remarks. Centida operationalizes this philosophy, distinguishing itself by the way it works with clients. If other firms deliver cookie-cutter dashboards or plug-and-play solutions, Centida engages deeply with the business itself. It doesn't only translate business needs into information technology (IT) requirements. The firm speaks both languages fluently. This eliminates the information gaps that typically emerge in large-scale implementations. "Our approach of combining the strategic vision of consultants with the technical know-how of systems architects means we design solutions that reflect what's actually needed," Barte says. This comprehensive approach is why Centida is seen as a partner of choice for organizations struggling with uncertainty. Indeed, most businesses fail not because they lack ambition but because they lack insight. Centida BI & Analytics empowers organizations with the intelligence, structure, and agility they need to thrive in a fast-changing world. The Centida founders further share insightful advice for business owners and aspiring entrepreneurs. Fedorkov emphasizes that the foundation of a resilient business lies in uniting data and decision-making under the same roof. "Get rid of silos and ensure that your business teams take ownership of data-driven processes, not just IT," he says. "It's important to develop a solid understanding of the data you rely on." The most successful cases he's seen are when business people actively shape and guide the digital solutions they use, not delegate them. True resilience emerges when data and business expertise are intertwined, owned, and steered from within the organization. Meanwhile, Barte's advice centers around radical customer focus. He urges entrepreneurs to invest substantial time, then double it, into understanding who their customers truly are. "Knowing your product isn't enough," he states. "Knowing how to reach the right people through the right channels, partners, and tools is essential." Beyond that, he stresses the importance of building an adaptable model that guides one's business strategy and helps track its real-time performance. He adds: "If your efforts drift off course, that model should show exactly where and why, so you can recalibrate fast and keep moving forward."