Inference Use Is ‘Most Important' AI Trend: CoreWeave
CoreWeave CEO Michael Intrator discusses the company's expanded $4 billion cloud deal with OpenAI and its first earnings report since going public. He joins Caroline Hyde and Ed Ludlow on 'Bloomberg Technology.' (Source: Bloomberg)
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Harvard Business Review
31 minutes ago
- Harvard Business Review
The Skills and Habits Aspiring CEOs Need to Build
It's no secret that today's business environment is volatile and unpredictable. From the Covid-19 pandemic to shape-shifting tariffs to the rise of gen AI, CEOs have a fresh set of challenges that the standard management playbook is ill-equipped to address. As a result, many are heading for the exit. According to one survey of U.S. companies, nearly 2,000 CEOs announced their departures in 2024—the highest total on record. At the same time, executive recruiters report that fewer people are interested in, or ready to, replace these exiting CEOs. This raises a number of questions: Are we at an inflection point in what future CEOs need to be successful? Is enough being done to equip up-and-coming CEOs to navigate these evolving dynamics? How can companies ensure future leaders are prepared to make tough decisions in chaotic times, and lead diverse, tech-first, and global workforces? To answer these questions, we reached out to three experts: Ginny Rometty, former chairman, president, and CEO of IBM, serves on multiple boards and co-chairs OneTen. Nitin Nohria is the George F. Baker Jr. and Distinguished Service University Professor and former dean of Harvard Business School (HBS). He is the co-founder of HBS's New CEO Workshop. Gary Burnison is the CEO of Korn Ferry. We specifically asked: What skills and behaviors should aspiring CEOs prioritize on building now to thrive in an increasingly complex world? And how can organizations support them in building these skills? Here are their answers, edited for clarity. Ginni Rometty: Prioritize Behaviors—Not Just Hard Skills The rise of AI, geopolitical fragmentation, and evolving expectations around inclusion are reshaping leadership. Aspiring CEOs should prioritize behaviors—not just 'hard' skills—to navigate this landscape of constant change. There are three key areas you should focus on. Be an Olympic learner. When I stepped into the CEO role at IBM, we were facing a rapidly shifting technology landscape—and a business model that needed to evolve. I approached that moment the way an Olympic athlete approaches their training—constantly iterating, stretching, and seeking input. I didn't need to have all the answers; I needed to ask the right questions and create a culture where others felt safe to do the same. We instituted mandatory learning—40 hours for all employees—not as a simple requirement, but to make learning part of how the company worked and as a catalyst for a culture of growth. I personally taught the first hour of our monthly sessions for four years. This wasn't just symbolic; it signaled that in an era of technological disruption, continuous learning isn't optional but essential at every level of the organization. That mindset is one I encourage every aspiring leader to embrace. It's especially critical as AI and automation change the nature of work and decision-making. Organizations must cultivate curiosity and create space for reflection, co-creation, and experimentation. Steward good tech. As the influence of AI and emerging technologies grows, future CEOs will need to do more than adopt innovation—they must steward it responsibly. This means making decisions rooted in long-term values, not driven by achieving short-term metrics. One pivotal moment came when, at IBM, we decided to formally articulate our AI principles—especially around transparency and data responsibility. It wasn't driven by regulation, but by trust. We chose not to use client data to train our models, and we committed to being able to clearly explain how AI was being deployed. These weren't just policies; they were leadership choices made to earn and protect trust. Future leaders will be judged by how they balance innovation with responsibility and to enable that, organizations must embed ethics and stakeholder thinking into the core of leadership development. When creating tools of unprecedented power, the question they ask shouldn't be 'Can we?' but 'Should we? And how?' Build resilience through relationships and attitude. Don't treat relationships as transactional. Invest in people with authenticity, long before you need them. During moments of crisis—like responding to a global event or facing difficult public scrutiny—it wasn't just my preparation or mindset that carried me through. It was the team, and broad circle of people, around me. People I had built trust with over years. The right relationships offer perspective, helping us gauge what truly matters or see things from a broader angle. During IBM's transformation, I relied on a diverse network of relationships—from my husband Mark, whose humor and steadiness kept me balanced, to colleagues who would share hard truths when I needed to hear them. Attitude is how we choose to deal with challenges. When facing criticism about IBM's strategy, I reminded myself that I knew the truth about our progress. Instead of absorbing the negativity, I focused on celebrating the quiet milestones—the ones that never made the headlines but signaled real progress. I also learned to compartmentalize—dealing with one crisis at a time, putting it in a mental box, and moving forward. Resilience allowed me to forge ahead through setbacks, conflict, crises, and critics. Organizations can help leaders build this by actively fostering networks, encouraging mentorship, and elevating emotional awareness as essential to success—for individuals, teams, and the company. The next generation of CEOs will succeed not by credentials alone, but by how they keep learning, lead with integrity, and respond to complexity. We need to prepare the next generation to lead with good power: leadership rooted in purpose, progress, and in service of others. The most effective CEOs will be those who understand that how we work and lead is as important as what we achieve. Nitin Nohria: Master the Art of Proportionality A skill that aspiring leaders must master right now is the ability to size up problems with a sense of proportion. In a world where leaders are inundated with a daily torrent of issues—some urgent, some trivial, some existential—the first and most essential act of leadership is triage. You must be able to distinguish the signal from the noise, set the right priorities, and focus energy where it truly matters. Consider something like tariffs. Leaders don't need a perfect forecast of how trade policy will evolve, but they need to size up its trajectory. What's the likely range of outcomes? Where will the dust settle? Making such judgments—calibrated, not knee-jerk—is what allows a leader to steer a company through uncertainty. One of the most valuable questions you can ask when sizing up a problem is: How much can I delay reacting in order to gather more information? In statistics, the Bayesian approach offers a useful guide: Start with an informed prior, update it as evidence accumulates, and revise your beliefs accordingly. Leaders must become better Bayesians—curious, circumspect, and constantly updating their understanding of a situation as new data emerges. Of course, there are moments when delay isn't an option. A fire needs to be extinguished, not analyzed. But the hallmark of good judgment is knowing the difference—when to wait, when to act, when to double down. That's the real art of proportion, and it's becoming a make-or-break leadership skill. This is not just about geopolitics—though we are clearly in a turbulent period. It applies equally to the pace of technological change, especially with AI. Advances are arriving so rapidly that smart people are predicting business models and entire industries may be reshaped in the next 18 to 24 months. In this environment, CEOs must be attuned not just to what is changing, but to how fast it's changing—and whether now is the time to watch, pivot, or accelerate. Organizations have a critical role to play in helping leaders develop these judgment skills. This is a moment for vigorous, open debate. One of the enduring strengths of Harvard Business School's case method is how it forces people to look at the same facts and come to different conclusions. The act of listening to others' reasoning—even, or especially, when they see things differently—sharpens your own judgment. The goal isn't always consensus. Often, the best insight comes from a contrarian or outlier perspective. That's why companies must create a culture where rigorous, honest, open-minded dialogue is not just tolerated but actively encouraged. Psychological safety —the ability to speak freely without fear of retribution—is not a luxury; it's a necessity in today's fast-moving world. This is what we try to cultivate in a great case classroom, and what organizations must learn to embed in their own cultures: a space where leaders are constantly testing, refining, and improving their sense of proportion—together. Gary Burnison: Focus on the Erstwhile 'Nice-to-Have' Skills So many factors are weighing heavily on CEOs today: shifting trade lanes, inflation and interest rates, the uncertainty swirling around AI, just to name a few. No wonder that, when talking with senior executives at global organizations, the two words I hear most often are perpetual uncertainty. Although the CEO role today is more complex than ever, with some executives giving a second thought to demands of the job, the position still remains both competitive and coveted, with plenty of aspiring leaders eager to take on the challenges. Their success will be determined largely by developing skill sets and adapting their mindset to meet today's moments. Based on more than 108 million assessments of professionals conducted by our firm over the past five decades, we know how leaders are wired—from their traits to their competencies to their drivers. Today, three key traits stand out above the rest: agility, resilience, and integrative thinking. Once seen as 'nice to have,' these traits are now mission critical. Agility: If only things worked like an Excel spreadsheet—on time, on budget, and displayed with complete clarity. But that's not realistic. Leading in this environment means anticipating what lies ahead—by accurately perceiving the reality of today. Then it's all about course-correcting in real time—navigating ambiguity with agility. While it seems to contradict a leader's every instinct, agility, at its core, is being willing to act without knowing every possible outcome. That takes big-picture thinking, calculated risk-taking, and embracing the unknowns of today's world. Resilience: Through every challenge and circumstance—the good, the bad, and everything in between—aspiring CEOs need to show their resilience. One way this happens, surprisingly perhaps, is with failure. After all, it's not the moment of failure that counts; it's what leaders will do after that. Resilience is all about the response—not retreating into isolation. That means staying visible and communicative, modeling composure and confidence, and empowering others—all of which generate momentum to move forward. Integrative thinking: While critical thinking is essential, far more important for aspiring CEOs is integrative thinking. It's a way of processing ideas that can open more possibilities. Integrative thinking has helped guide the best of leaders through crises. It's a little like playing 3D chess—and, to be honest, it doesn't come naturally to most people. For leaders who prioritize this skill, integrative thinking will help them lead their organizations in an increasingly complex world. Think of it as tapping Google Earth—and give yourself the broadest perspective. For example, you will need ask yourself thought-provoking questions that widen your lens. How do the decisions I'm making affect other parts of the company? Do they align with the overall strategy? What are the long-term, broad implications of taking an action? Integrative thinking is all about considering multiple and even opposing ideas and perspectives and synthesizing them into a new solution. Today calls for shifting our lens from 30,000 feet to ground level—and having awareness of all the airspace in between. More than any specific skill, trait, or behavior, what leadership really requires is self-awareness. No wonder Socrates called self-knowledge 'the beginning of wisdom.' Before focusing outward, it's important to first look inward. That's how the next generation of leaders will move onward—and even into the CEO role. Research from Korn Ferry shows that when it comes to self-awareness—and being accountable for how we are perceived—many leaders struggle, and a whopping 79% of leaders fail to see their own skills and deficiencies clearly. Not only that, but people who greatly overstate their abilities are about six times more likely to derail than those who are self-aware. Organizations will need to develop the CEOs of tomorrow by helping them see themselves more clearly through ongoing assessment, feedback, and reflection. More Resources
Yahoo
34 minutes ago
- Yahoo
Xi Plays Long Game on US-China Trade as Trump Seeks Quick Wins
(Bloomberg) — While Donald Trump hailed the outcome of trade talks in London, Xi Jinping walked away with an understated strategic gain: a negotiating process that buys China time and helps defuse the threat of more harmful tariffs and technology curbs. Shuttered NY College Has Alumni Fighting Over Its Future Trump's Military Parade Has Washington Bracing for Tanks and Weaponry NYC Renters Brace for Price Hikes After Broker-Fee Ban NY Long Island Rail Service Resumes After Grand Central Fire Do World's Fairs Still Matter? Shortly after two days of negotiations wrapped, Trump declared Wednesday on social media that a deal had been 'DONE' to restore the flow of critical magnets from China, and pledged to lift curbs on student visas. Hours earlier, US Commerce Secretary Howard Lutnick revealed Washington would unwind its recent tech curbs, if niche metals essential to US auto and defense firms now flowed fast enough. China's focus was very different. A People's Daily commentary on Thursday — Beijing's most substantial comments so far on the talks — made no mention of export controls. Instead, the Communist Party mouthpiece touted an 'institutional guarantee' established in Geneva for the two sides to bridge differences via a 'consultation mechanism.' In a long-awaited leaders' call before the London negotiations, Xi told Trump the importance of using this channel, it added. The contrast illustrates a disconnect in how the world's biggest economies want to manage their trade dispute, and broader rollercoaster relationship. While Trump seeks quick deals done directly with top leaders, Xi favors a framework led by his lieutenants that wards against being blindsided. Such haggling could drag on for years, with the 'Phase One' deal from the first trade war taking most of Trump's first term. 'Xi is playing a longer game on US-China trade. His time in office is simply much longer than Trump's,' said Christopher Beddor, deputy China research director at Gavekal Research. 'That's not to say there's never any short-term thinking, but the lack of term limits presents very different incentives than for Trump.' While slow-walking negotiations allows China the chance to assess how hard a bargain Trump drives with other nations, the lingering uncertainty is bad for business, he added. Xi showed last week he can be flexible, getting on the phone with Trump as ties spiraled, breaking from the protocol to set up such an interaction. In the Biden era, then National Security Advisor Jake Sullivan and Foreign Minister Wang Yi would huddle in foreign locations for days before their leaders spoke directly, managing outcomes and expectations. While the Geneva talks last month wrapped with an identical US-China statement, suggesting a degree of alignment, that accord quickly fell apart over US claims China reneged on a promise to release shipments of rare earths. Beijing says it always intended to keep in place a permit process, which American companies complained moved so slowly some factories were forced to pause production. The lack of a detailed read out from either side this time around has left much in doubt, including on what Beijing committed to on the export of niche metals used in everything from fighter jets to electric vehicles. Lutnick told CNBC on Wednesday that China was going to approve 'all applications for magnets from the United States companies right away' — a sweeping claim that appeared to leave plenty of room for disappointment. Chinese Commerce Ministry spokesman He Yadong pledged his country would 'fully consider the reasonable needs and concerns of all countries in the civilian sector,' at a regular press briefing in Beijing on Thursday, adding that approval work was being strengthened. 'The Chinese incentive is also to keep cards close to their chest, and not make a lot of proclamations about what they have or have not committed to,' said Arthur Kroeber, founding partner and head of research at Gavekal. 'There is a lot of leeway for them within the whole export licensing regime.' One approach could be to restart enough export licenses so commercial buyers aren't stymied, but not so much that firms can stockpile, thus blunting Beijing's future leverage, he added. Adding to the fuzziness, Trump declared on social media that China now faces a 55% charge, a number that appears to include levies introduced during his first presidency. It also combines a 10% baseline duty imposed by Trump and a 20% tax tied to fentanyl trafficking — an area where Beijing was seen as having room to negotiate if it stepped up scrutiny of its companies. Lutnick cast doubt on that, and raised questions about the nature of future negotiations, saying that tariffs on China would 'definitely' stick at their current level. That suggests a 90-day pause set to expire in August on Trump's blanket 145% rate was now irrelevant. Such a position also dilutes the incentive for Beijing to offer concessions in future trade talks, if tariffs can't budge. While China has felt the pain from US levies, with exports to the world's largest economy plunging 34% in May, Trump appears to be in the bigger hurry to get a deal. His administration is facing a self-imposed July 9 deadline to either strike pacts with dozens of global trading partners or reimpose sweeping tariffs. In a sign of the Republican leader's growing impatience, he warned Wednesday that he will soon send letters to countries saying, 'this is the deal, you can take it or leave it.' Exemplifying that willingness to keep things moving, Trump's team in a rare move this week put export controls on the negotiating table — previously, such tools have been justified with national security concerns, and were largely off limits. Watering down that rationale could open the door to more cooperation, and advance Trump's stated goal to 'open up China to American trade.' Still, China is unlikely to agree to large purchases of goods that compete in areas where Beijing is looking to build self sufficiency and nurture its own national champions. Rebalancing their economies, a concept touted by US Treasury Secretary Scott Bessent, could involve attracting more Chinese investment into the US. Policy whiplash by the Trump administration might deter many Chinese companies from pouring money into the US economy, even if Xi were to encourage them to do so. Addressing these issues will take time, presumably requiring long discussions using the mechanism that China and US included in what Beijing called their 'hard won' agreement. 'Some people say that the result of the London talks was just a framework,' said Zhu Junwei, a former researcher in the People's Liberation Army who is now director of American research at Grandview Institution in Beijing. 'It's better to have a framework than have nothing.' —With assistance from Jing Li and Lucille Liu. American Mid: Hampton Inn's Good-Enough Formula for World Domination New Grads Join Worst Entry-Level Job Market in Years The Spying Scandal Rocking the World of HR Software US Tariffs Threaten to Derail Vietnam's Historic Industrial Boom The SEC Pinned Its Hack on a Few Hapless Day Traders. The Full Story Is Far More Troubling ©2025 Bloomberg L.P.
Yahoo
36 minutes ago
- Yahoo
Netflix co-CEO sees Warner split as part of broader ‘shakeout'
(Bloomberg) — Warner Bros. Discovery Inc.'s (WBD) decision to split into two independent companies is a sign of a broader 'shakeout' across a media industry that has become increasingly dominated by streaming and on-demand services, Netflix Inc. (NFLX) co-Chief Executive Officer Greg Peters said. Shuttered NY College Has Alumni Fighting Over Its Future Trump's Military Parade Has Washington Bracing for Tanks and Weaponry NYC Renters Brace for Price Hikes After Broker-Fee Ban NY Long Island Rail Service Resumes After Grand Central Fire Do World's Fairs Still Matter? 'Everything is moving to streaming — everything is moving to on demand,' Peters said Thursday in an interview with Bloomberg Editor-in-Chief John Micklethwait at the Founders Forum Global conference. 'There's going to be a period of shakeout and transition associated with that.' US media groups have struggled to improve profitability in the face of expensive streaming wars against the likes of Netflix and Amazon Prime (AMZN). Warner Bros. Discovery announced this week that it will split into two to unshackle the company's fast-growing streaming business from its struggling legacy media channels. Comcast Corp. (CMCSA) has taken a similar path, dividing NBCUniversal into Versant — which will own cable networks like MSNBC — and the rest, including streaming service Peacock and the NBC broadcast network. 'They have to rationalize their business for that reality' of streaming demand, Peters said. 'We're definitely seeing the results of that.' When asked whether legacy players in the market will merge, he said: 'There's an inevitable logic to that.' That said, Peters said at the event in Oxford that Netflix hasn't generally been acquisitive. 'Our track record is we're builders,' he said. 'We're not buyers.' He did note that Netflix is seeking to increase the value of its intellectual property. Netflix's subscriber base is meanwhile growing in all the markets, according to Peters. 'We've got a lot more room to grow in Asia,' he said, adding that South Korea and India are strong growth markets. American Mid: Hampton Inn's Good-Enough Formula for World Domination New Grads Join Worst Entry-Level Job Market in Years The Spying Scandal Rocking the World of HR Software US Tariffs Threaten to Derail Vietnam's Historic Industrial Boom The SEC Pinned Its Hack on a Few Hapless Day Traders. The Full Story Is Far More Troubling ©2025 Bloomberg L.P. By subscribing, you are agreeing to Yahoo's CGU and Politique de confidentialité Erreur lors de la récupération des données Connectez-vous pour accéder à votre portefeuille Erreur lors de la récupération des données Erreur lors de la récupération des données Erreur lors de la récupération des données Erreur lors de la récupération des données
