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Yahoo
a day ago
- Business
- Yahoo
For CEOs, AI tech literacy is no longer optional
Artificial intelligence has been the subject of unprecedented levels of investment and enthusiasm over the past three years, driven by a tide of hype that promises revolutionary transformation across every business function. Yet the gap between this technology's promise and the delivery of real business value remains stubbornly wide. A recent study by BCG found that while 98% of companies are exploring AI, only 26% have developed working products and a mere 4% have achieved significant returns on their investments. This striking implementation gap raises a critical question: Why do so many AI initiatives fail to deliver meaningful value? Spicy AI-generated TACO memes are taking over social media because 'Trump always chickens out' What is 'ghostworking'? Most employees say they regularly pretend to work Lego's first book nook is an addictively interactive diorama A big part of the answer lies in a fundamental disconnect at the leadership level: to put it bluntly, many senior executives just don't understand how AI works. One recent survey found that 94% of C-suite executives describe themselves as having an intermediate, advanced, or expert knowledge of AI, while 90% say they are confident in making decisions around the technology. Yet a large study of thousands of U.S. board-level executives reported in MIT Sloan Management Review in 2024 found that just 8% actually have 'substantial levels of conceptual knowledge regarding AI technologies.' The only way AI initiatives can deliver significant value is when they are aligned with the organization's broader enterprise architecture. When I introduced the terminology of 'strategic enterprise architecture' back in 2000 (e-Enterprise, Cambridge University Press), I wanted to emphasize the importance of aligning technical architecture with the broader structure of the business as a whole–its purpose, strategies, processes, and operating models. With AI, this alignment is more important than ever. But it relies on the ability of senior leaders to understand both parts of the enterprise equation. The current gap between confidence and competence creates a dangerous decision-making environment. Without foundational AI literacy, leaders simply can't make informed decisions about how any given AI implementation fits with strategic priorities and the processes and existing tech infrastructure of the business. Ultimately, they end up delegating critical strategic choices to technical teams that often lack the business context necessary for value-driven implementation. The result? Millions of dollars invested in AI initiatives that fail to deliver on their promises. In addition to project failure, a lack of AI literacy leads to strategic opportunity costs. When CEOs can't distinguish between truly transformative AI applications and incremental improvements, they risk either underinvesting in game-changing capabilities or overspending on fashionable but low-impact technologies. Becoming AI-literate doesn't mean that CEOs need to be able to build neural networks or understand the mathematical intricacies of deep learning algorithms. Rather, leaders need the kind of foundational practical knowledge that lets them align AI initiatives with core business operations and strategic direction. At minimum, CEOs should develop a working understanding of AI in three broad areas. CEOs should understand the differences between the four major types of AI, the business applications of each, and their current maturity level. Analytical/Predictive AI focuses on pattern recognition and forecasting. This technology has been maturing for decades and forms the backbone of data-driven decision making in domains from finance to manufacturing. Deterministic AI systems apply predefined rules and logic to automate processes and decision-making, creating efficiency but requiring careful governance. Generative AI—the current hype king—creates new content that resembles human work, offering unprecedented creative capabilities alongside significant ethical challenges. Agentic AI is the new kid on the block. It not only analyzes or produces outputs but takes bounded actions toward defined goals. Agentic AI offers the greatest opportunity and the largest risks for enterprise transformation, but is largely untested at scale. The infrastructure underpinning AI implementations shapes what is possible and practical for specific organizations. · Deployment Models determine where and how AI systems operate. On-premises deployments maximize control over data, systems, and compliance but require significant capital investment and specialized personnel. Cloud-based deployments offer scalability and access to cutting-edge hardware but increase exposure to data security and vendor lock-in risks. Hybrid models retain sensitive processes in-house while outsourcing other workloads. · Open and Closed Systems. Closed AI systems—proprietary systems created by commercial vendors—simplify deployment and provide enterprise-grade support but normally offer limited transparency and customization. Open (or open source) systems provide greater control and flexibility, particularly for specialized applications, but require more internal capacity and ongoing maintenance. · Computing Resource Needs vary dramatically based on how AI is deployed. Most organizations primarily use AI for inference (using the reasoning capabilities of trained models) rather than training their own models. This approach significantly reduces hardware requirements but limits customization and mission-specific capabilities. · Data Infrastructure is the foundation for successful AI implementations. This includes data pipelines for collecting and transforming information, storage systems for managing structured and unstructured data, processing frameworks for maintaining data quality, and governance mechanisms for ensuring compliance and security. Organizations with mature data infrastructure can implement AI more rapidly and effectively than those still struggling with data silos or quality issues. The contemporary AI stack comprises five interconnected layers that transform raw data into outputs designed to create value for the enterprise. · The Foundation: Data & Storage This foundation captures, cleans, and catalogs both structured and unstructured information. · The Engine: Compute & Acceleration High-density Graphics Processing Units (GPUs), AI-optimized chips, and elastic cloud clusters provide the parallel processing that deep-learning workloads require. Container orchestration tools abstract these resources, allowing cost-effective experimentation and deployment. · The Brain: Model & Algorithm This is where foundation models, domain-specific small language models, and classical machine-learning libraries coexist. Organizations must decide whether to consume models 'as-a-service,' fine-tune open-source checkpoints, or build custom networks—decisions that involve trade-offs between control, cost, and compliance. · The Connectors: Orchestration & Tooling Retrieval-augmented generation (RAG), prompt pipelines, automated evaluation harnesses, and agent frameworks sequence models into end-to-end capabilities. · User Access and Control: Applications & Governance This top layer exposes AI to users through APIs and low-code builders that embed intelligence in user-facing systems. For further foundational information on AI tech stacks, see IBM's introductory guide. How can busy executives develop the AI literacy they need to lead effectively? Here are some practical approaches to closing the knowledge gap. Establish a personal learning curriculum. Set aside time for structured learning about AI fundamentals through executive education programs, books, or online courses specifically designed for business leaders. Build a balanced advisory network. Surround yourself with advisors who bridge technical expertise and business acumen. This might include both internal experts and external consultants who can translate complex concepts into business terms without oversimplifying. Institute regular technology briefings. Create a structured process where technical teams provide regular updates on AI capabilities, limitations, and potential applications in your industry. The key is ensuring these briefings focus on business implications rather than technical specifications. Experience AI directly. Hands-on experience with AI tools provides an essential perspective. Work directly with your company's AI applications to develop an intuitive understanding of capabilities and limitations. Foster organization-wide literacy. Support AI education across all business functions, not just technical departments. When marketing, finance, operations, and other leaders share a common understanding of AI capabilities, cross-functional collaboration improves dramatically. True leadership in the age of AI begins with curiosity and the courage to CEOs become tech literate, they don't just adapt to the future—they help shape it. This post originally appeared at to get the Fast Company newsletter: Sign in to access your portfolio
Fast Company
2 days ago
- Business
- Fast Company
For CEOs, AI tech literacy is no longer optional
Artificial intelligence has been the subject of unprecedented levels of investment and enthusiasm over the past three years, driven by a tide of hype that promises revolutionary transformation across every business function. Yet the gap between this technology's promise and the delivery of real business value remains stubbornly wide. A recent study by BCG found that while 98% of companies are exploring AI, only 26% have developed working products and a mere 4% have achieved significant returns on their investments. This striking implementation gap raises a critical question: Why do so many AI initiatives fail to deliver meaningful value? Knowledge gap A big part of the answer lies in a fundamental disconnect at the leadership level: to put it bluntly, many senior executives just don't understand how AI works. One recent survey found that 94% of C-suite executives describe themselves as having an intermediate, advanced, or expert knowledge of AI, while 90% say they are confident in making decisions around the technology. Yet a large study of thousands of U.S. board-level executives reported in MIT Sloan Management Review in 2024 found that just 8% actually have 'substantial levels of conceptual knowledge regarding AI technologies.' The only way AI initiatives can deliver significant value is when they are aligned with the organization's broader enterprise architecture. When I introduced the terminology of 'strategic enterprise architecture' back in 2000 (e-Enterprise, Cambridge University Press), I wanted to emphasize the importance of aligning technical architecture with the broader structure of the business as a whole–its purpose, strategies, processes, and operating models. With AI, this alignment is more important than ever. But it relies on the ability of senior leaders to understand both parts of the enterprise equation. Opportunity costs The current gap between confidence and competence creates a dangerous decision-making environment. Without foundational AI literacy, leaders simply can't make informed decisions about how any given AI implementation fits with strategic priorities and the processes and existing tech infrastructure of the business. Ultimately, they end up delegating critical strategic choices to technical teams that often lack the business context necessary for value-driven implementation. The result? Millions of dollars invested in AI initiatives that fail to deliver on their promises. In addition to project failure, a lack of AI literacy leads to strategic opportunity costs. When CEOs can't distinguish between truly transformative AI applications and incremental improvements, they risk either underinvesting in game-changing capabilities or overspending on fashionable but low-impact technologies. What CEOs need to know Becoming AI-literate doesn't mean that CEOs need to be able to build neural networks or understand the mathematical intricacies of deep learning algorithms. Rather, leaders need the kind of foundational practical knowledge that lets them align AI initiatives with core business operations and strategic direction. At minimum, CEOs should develop a working understanding of AI in three broad areas. 1. The Types of AI CEOs should understand the differences between the four major types of AI, the business applications of each, and their current maturity level. Analytical/Predictive AI focuses on pattern recognition and forecasting. This technology has been maturing for decades and forms the backbone of data-driven decision making in domains from finance to manufacturing. Deterministic AI systems apply predefined rules and logic to automate processes and decision-making, creating efficiency but requiring careful governance. Generative AI —the current hype king—creates new content that resembles human work, offering unprecedented creative capabilities alongside significant ethical challenges. Agentic AI is the new kid on the block. It not only analyzes or produces outputs but takes bounded actions toward defined goals. Agentic AI offers the greatest opportunity and the largest risks for enterprise transformation, but is largely untested at scale. 2. Technical Infrastructure Considerations The infrastructure underpinning AI implementations shapes what is possible and practical for specific organizations. · Deployment Models determine where and how AI systems operate. On-premises deployments maximize control over data, systems, and compliance but require significant capital investment and specialized personnel. Cloud-based deployments offer scalability and access to cutting-edge hardware but increase exposure to data security and vendor lock-in risks. Hybrid models retain sensitive processes in-house while outsourcing other workloads. · Open and Closed Systems. Closed AI systems—proprietary systems created by commercial vendors—simplify deployment and provide enterprise-grade support but normally offer limited transparency and customization. Open (or open source) systems provide greater control and flexibility, particularly for specialized applications, but require more internal capacity and ongoing maintenance. · Computing Resource Needs vary dramatically based on how AI is deployed. Most organizations primarily use AI for inference (using the reasoning capabilities of trained models) rather than training their own models. This approach significantly reduces hardware requirements but limits customization and mission-specific capabilities. · Data Infrastructure is the foundation for successful AI implementations. This includes data pipelines for collecting and transforming information, storage systems for managing structured and unstructured data, processing frameworks for maintaining data quality, and governance mechanisms for ensuring compliance and security. Organizations with mature data infrastructure can implement AI more rapidly and effectively than those still struggling with data silos or quality issues. 3. The AI Tech Stack The contemporary AI stack comprises five interconnected layers that transform raw data into outputs designed to create value for the enterprise. · The Foundation: Data & Storage This foundation captures, cleans, and catalogs both structured and unstructured information. · The Engine: Compute & Acceleration High-density Graphics Processing Units (GPUs), AI-optimized chips, and elastic cloud clusters provide the parallel processing that deep-learning workloads require. Container orchestration tools abstract these resources, allowing cost-effective experimentation and deployment. · The Brain: Model & Algorithm This is where foundation models, domain-specific small language models, and classical machine-learning libraries coexist. Organizations must decide whether to consume models 'as-a-service,' fine-tune open-source checkpoints, or build custom networks—decisions that involve trade-offs between control, cost, and compliance. · The Connectors: Orchestration & Tooling Retrieval-augmented generation (RAG), prompt pipelines, automated evaluation harnesses, and agent frameworks sequence models into end-to-end capabilities. · User Access and Control: Applications & Governance This top layer exposes AI to users through APIs and low-code builders that embed intelligence in user-facing systems. For further foundational information on AI tech stacks, see IBM's introductory guide. Developing AI literacy in the C-Suite How can busy executives develop the AI literacy they need to lead effectively? Here are some practical approaches to closing the knowledge gap. Establish a personal learning curriculum. Set aside time for structured learning about AI fundamentals through executive education programs, books, or online courses specifically designed for business leaders. Build a balanced advisory network. Surround yourself with advisors who bridge technical expertise and business acumen. This might include both internal experts and external consultants who can translate complex concepts into business terms without oversimplifying. Institute regular technology briefings. Create a structured process where technical teams provide regular updates on AI capabilities, limitations, and potential applications in your industry. The key is ensuring these briefings focus on business implications rather than technical specifications. Experience AI directly. Hands-on experience with AI tools provides an essential perspective. Work directly with your company's AI applications to develop an intuitive understanding of capabilities and limitations. Foster organization-wide literacy. Support AI education across all business functions, not just technical departments. When marketing, finance, operations, and other leaders share a common understanding of AI capabilities, cross-functional collaboration improves dramatically. True leadership in the age of AI begins with curiosity and the courage to learn. When CEOs become tech literate, they don't just adapt to the future—they help shape it.
CNA
3 days ago
- Business
- CNA
From awareness to action: Creating workplaces where neurodivergent talent can thrive
Despite Singapore ranking among the top 10 countries globally for search terms like 'neurodiversity', 'do I have ADHD' and 'do I have autism', there is still room to improve in moving from awareness to action. Only 49 per cent of neurodivergent individuals feel safe disclosing their condition at work, while 64 per cent are unaware of measures that promote inclusivity. These findings come from a recent report by Boston Consulting Group (BCG), supported by SG Enable, Singapore's focal agency for disability and inclusion. Titled Neurodiversity and the Workplace in Singapore: Unlocking Potential, the report outlines how neurodivergent talent can help shape a more dynamic and inclusive business landscape, and how organisations stand to benefit from their unique contributions. Mr Sunil Chandrasekhar, managing director and partner at BCG, noted that with the right support structures, organisations can tap into the full potential of neurodiverse talent. 'Neurodivergent individuals bring strengths such as creative problem-solving and empathetic collaboration – qualities that are highly regarded in a fast-paced, purpose-driven corporate setting like BCG,' he said. Singapore is making steady progress towards its national goal of a 40 per cent employment rate for persons with disabilities by 2030, shared Mr Edward Chew, director of employment and employability at SG Enable. 'More employers are recognising the importance of inclusive hiring,' he said. 'But misconceptions about the capabilities of persons with disabilities, including those with autism, continue to pose barriers.' A common myth is that persons with autism are only suited for simple, repetitive tasks. In truth, many excel at pattern recognition and attention to detail, making them strong candidates for analytical roles. On top of technical strengths, persons with autism can lend a fresh, strategic lens to challenges. 'Their ability to listen objectively and think without bias can enhance collaboration and lead to clearer decision-making,' Mr Chew observed. Similarly, persons with attention deficit hyperactivity disorder (ADHD) demonstrate unique strengths, including hyper-focus, adaptability and multitasking abilities – qualities that help them thrive in fast-paced settings. In client-facing roles, persons with dyslexia can leverage their strong emotional empathy to connect with others. Their unconventional problem-solving skills and mechanical aptitude also enable them to excel in technical, hands-on work. To harness these qualities, employers should create environments where neurodivergent staff can thrive – starting with flexible work arrangements to reduce overstimulation and boost focus. Equally important is cultivating disability awareness in the workplace to challenge biases and build a culture of inclusion. According to the BCG report, 62 per cent of surveyed neurodivergent employees in Singapore said they had been misjudged as having a poor attitude – a perception that can stall careers and affect mental well-being. This creates a vicious cycle: Fear of judgment or rejection keeps many from speaking up. 'Without disclosure, employers don't act, and without action, stigma persists,' said Mr Chandrasekhar. To advance the inclusion and development of neurodiverse employees, the BCG report recommends a structured approach centred around four core elements: Leadership commitment, structured offerings and policies, community affiliation and career pathways. Driving lasting change starts at the top. Leaders must actively champion inclusive practices, noted Mr Chandrasekhar, who heads the AccessAbility team at BCG Southeast Asia – a community that drives initiatives related to neurodiversity, physical disability, chronic illness and mental health across all six offices in the region. Initiatives include awareness campaigns, professional counselling, peer communities for neurodivergent individuals and caregivers, and one-to-one mentorship programmes. Mr Chandrasekhar added that leaders should intentionally weave inclusion into everyday interactions, such as asking team members how they work best, rethinking team routines and creating space for different working styles. Amplifying lived experiences is crucial, too. Leaders can spotlight the stories of neurodivergent employees through company talks and articles, or involve them in shaping support structures that build workplace inclusivity. This not only cultivates an environment of understanding but also deepens the sense of community and belonging. Structured offerings and policies are another core element. These include fair and inclusive recruitment, progressive employment practices, disclosure channels for neurodivergent employees to seek help and practical workplace adjustments such as accessible environments featuring designated quiet spaces or sensory-friendly zones. Beyond internal efforts, organisational leaders in Singapore can harness the country's robust network of agencies, advocacy groups and institutional partners to develop integrated career pathways that enable neurodivergent individuals to advance and achieve long-term success. For instance, SG Enable administers the Open Door Programme, which offers grants for job redesign, training, recruitment and job support – all aimed at helping businesses foster inclusive workplaces. Companies that have successfully integrated neurodiverse employees into their workplaces can receive the Enabling Mark, a national accreditation framework developed by SG Enable that has recognised over 200 companies for demonstrating strong outcomes in disability-inclusive employment. UNLOCKING THE NEXT STAGE OF WORKPLACE INCLUSIVITY Citing developments like the Enabling Masterplan 2030 and support from agencies such as SG Enable, Mr Chandrasekhar expressed confidence that Singapore could become a regional leader in neurodiversity inclusion within five years. To realise this vision, he stressed the need for deeper cross-sector collaboration – uniting the Government, employers, educators and social service agencies to create a truly inclusive ecosystem. SG Enable, for instance, has introduced community-based initiatives like Enabling Service Hubs, which bring resources closer to the homes of persons with disabilities, as well as the Enabling Village, Singapore's first inclusive community space. 'Partnerships with social service agencies help promote disability inclusion and raise awareness in the broader community,' said Mr Chew. In addition to collaboration, Mr Chandrasekhar added that enabling more neurodivergent individuals to rise to leadership roles could help redefine inclusive leadership. Mr Chew also offered a powerful reminder that inclusion isn't just about policies – it's about perspective. 'What is needed most is a shift from sympathy to empathy,' he said. 'With the right roles, environments and mindsets, individuals from diverse backgrounds don't just fit in – they flourish, contributing meaningfully and enriching the workplace.'
Mint
3 days ago
- Entertainment
- Mint
How Zakir Khan, Bhuvan Bam and Kusha Kapila hit the big time
New Delhi: "It's very important to go shopping with the women in your circle… because that makes you a better person. The next time bad luck hits you, you can compare it with those shopping experiences. And you'll realize that if you could get through them, you can get through anything that life flings at you," Zakir Khan tells a packed room, leaving the audience rolling on the floor. A comic, writer, actor and YouTube personality, Khan is best known for his stand-up and shayari (poetry) specials. His stand-up routines often revolve around dating, romantic or work experiences. 'It's been a process for the last 10-12 years, and everything I do or say, a fiction or non-fiction show, a (comedy) special or interview, is part of one universe," Khan explained on a video call the morning before he was to fly out for a month-long UK tour. Khan is among the handful of digital creators slowly going beyond being known solely for self-created content on social media channels. He now curates specials, writes, produces, and sells out global tours—much like a one-man media company. Others who are on this path include Bhuvan Bam, Kusha Kapila, Ashish Chanchlani and Prajakta Koli. Over the years, niche target audience groups and regional interests mostly led to influencers and social media faces earning loyal but limited fan followings and brand collaborations. These creators, however, have managed to build a wider audience, moving from traditional comedy and satire to either work extensively with streaming platforms for web originals, or produce theatrical movies, or spawn individual brands and businesses. Bam, an actor and creator, has gone from sketches on his YouTube channel BB Ki Vines to launching his own production house and acting in web show Taaza Khabar. Kapila, an actor, creator and satirist, parlayed her digital persona into fashion ambassadorships, web series, and high-profile brand deals. According to a recent report by the Boston Consulting Group (BCG), India is home to around 2-2.5 million creators (the report defines a creator as a monetized individual with over 1,000 followers), influencing $350-400 billion spends across categories, generating $20-25 billion in value for the participants. However, only 8-10% of these active creators are successfully monetizing their content. The vast majority earn very little or nothing at all. Once they make that leap, their careers are transformed. The journeys of Khan, Bam and Kapila, three of the oldest and most popular digital creators in India, offer much insight into how internet faces can build a sustainable, enduring and monetizable brand. Breaking out Earlier this week, Kapila released a short video on social media on the struggles of women who live alone. 'No society accepts us, including housing societies. I'm no longer scared of lizards… because at least I have company," she says, speaking in a mix of Hindi and English. In a Reel that is both hilarious and thought-provoking, she touches upon a range of issues, from constantly checking the CCTV footage of her home when not around to forever keeping her living room lights on. Well known for her satires on wealthy south Delhi women, Kapila is equally at ease capturing the common everyday struggles of ordinary growing girls. In a video released last October, for example, she talked about the experience of getting her first period. In a conversation with Mint, Kapila said she comes from an organic place of simply being a woman. 'The way I view social media is from a very female gaze. There was a lot I wanted to say…and it just came from having a female perspective," said Kapila. From common stereotypes to pressure around marriage and kids, Kapila's content speaks to women. In fact, Underneat, the shapewear brand she launched recently, comes from knowing that women are curious about such products and there is need for more information around the same, packed with tips she has picked from years on the job. Aside from launching Underneat, Kapila has gradually made the transition from her content on social media to fiction and non-fiction content on OTT, appearing in web originals such as Ghost Stories, Masaba Masaba, and Life Hill Gayi. She is now getting into theatrical films, with Sukhee and Thank You For Coming. At the inaugural World Audio Visual & Entertainment Summit (WAVES) in Mumbai earlier this month, Gaurav Banerjee, now managing director and CEO of Sony Pictures Networks India (SPNI), recalled his days at Disney Star, which had backed Bam's show, Taaza Khabar. Banerjee was struck by Bam's confidence—he simply walked in with the idea and script for the show. Eventually, he opened doors for other creators to venture into mainstream film and OTT with compelling content. According to media consulting firm Ormax, the second season of Taaza Khabar, on JioHotstar, featured in the list of most watched Hindi web series of 2024, with a viewership of 15.3 million. 'Our country is a land of stories, if you stay true to your world, your audiences will grow with you, no matter what the region or language is. If the content is good, it's accessible to everyone," Bam told Mint, explaining his success. The comedian has channeled his social media success with satirical sketches on life in middle class India, where he played multiple characters, sometimes within the same video. He also started an interview series on YouTube which featured guests like Hindi film actor Shah Rukh Khan. Coherent content Industry experts agree that in a hyper-saturated creator economy, only a few names break through the noise and build enduring equity. Creators like Khan, Bam and Kapila have not just attracted attention, they've sustained relevance by shaping personal brands that are both emotionally resonant and strategically consistent, said Saurabh Uboweja, managing partner and practice leader, positioning strategy, at business management consulting firm BOD Consulting. 'At their core, these creators built a clear and distinctive emotional proposition early on. For instance, Zakir's voice of the small-town underdog, Bhuvan's emotionally layered humour, and Kusha's unapologetic satire of urban India. They have scaled that narrative across new formats and platforms without diluting it," Uboweja added. Brand experts point out that what separates these creators is not just content volume but content coherence. Whether moving into film, launching businesses, or writing, their ventures feel like natural extensions of their brand personas, not opportunistic tangents. This strategic clarity, paired with an instinct for culturally relevant insights, creates both audience trust and commercial leverage. 'These names entered the scene when competition was sparse and algorithms favoured organic growth. This head start allowed them to refine their craft without the pressures of today's overpopulated platforms," said Damini Goyal Gupta, faculty of digital marketing and communications, FLAME University. 'What sets them apart is clarity of persona. Zakir fused shayari with stand-up; Bhuvan built an entire sketch universe with just himself; Kusha's satirical urban aunties held up a mirror to society. Each forged an identity that audiences could instantly connect with—something trending creators often lack," Goyal added. Their growth wasn't linear. Khan collaborated with Amazon Prime, whereas Bam launched his own production house. These creators didn't just chase views—they built intellectual property, signed deals, and expanded formats. 'Despite the low entry barrier, success in the creator economy is brutally selective. Virality is fickle and creators are at the mercy of opaque algorithms," said Goyal. 'Mimicking trends without a distinct voice leads to short-lived visibility. In a sea of content, being forgettable is fatal." Constant content creation with little reward wears creators down, she added, noting that many exit not due to lack of talent but due to exhaustion. Emphasizing that the difference between a decade ago and now is one of reach and impact, creators and industry experts say the lesson today is not try and speak to everyone, because that is anyway impossible, but to specific social groups that could be niches (such as women in middle-class homes) and universes in themselves. Numbers don't really mean much anymore, Kapila said. 'Earlier you would get noticed if you were an account with a large following—there was nothing like an algorithm. That tech has become so much better, stronger and more sophisticated. It might be tougher (because of the clutter and competition) but the algo services you more, especially if you pick up a trend or do something controversial," she added. Mainstream transition However, even though Khan (Chacha Vidhayak Hain Humare), Bam (Taaza Khabar, Dhindora) and Kapila (Thank You for Coming, Life Hill Gayi) have all attempted to break into OTT and films, the transition is easier said than done. While OTT platforms still see their projects as mid-tier offerings, budgeted at less than ₹10 crore, people popular on social media come with both advantages and disadvantages. If you're over-exposed, a lot of producers and directors don't want to take you on because you're typecast. Bam agreed it's tough to transition to mainstream formats. 'Even if you come from a social media background, you need to prove yourself all over again. It's like any other business—you get paid to deliver, and if you fail, you might lose out on chances," he said. Entertainment industry experts agree this shift can be a challenge when your target audience is niche and you're more used to creating your own material for social media. 'The transition is tough, not because creators aren't talented, but because mainstream doesn't play by digital rules," said Rajnish Rawat, cofounder and CEO of Social Pill, a digital marketing agency. 'On the internet, creators call the shots—they write, shoot, edit, and post what they want, when they want. In film or OTT, they're just one piece in a bigger setup. Being famous online doesn't mean you'll automatically fit into a writers' room or a film set," he added. The format is different, the pressure is different. While they don't start from scratch, they still have to learn the ropes. And the ones who treat it like a serious second career, not just a side project, are the ones who usually make it work, Rawat further said. 'I don't think creators can just sit up one day and say they want to act. They are different professions and don't overlap. You become an actor worth your salt after years of training and nothing matters if you aren't able to nail the audition," Kapila added. Her ultimate aim is to put together a fiction series that she can write, produce and feature in. Khan agreed, emphasizing that films are not an upgrade but an entirely different stream, 'like a boxer playing cricket". Moreover, this isn't an easy gamble, especially for creative people who've had to claw their way up. As he put it: 'I'm not married to anything. This is one life, I would like to do everything. But I've understood the math of the business, so I don't want to take random, passionate decisions I could lose everything to. This hasn't been handed to me on a platter."
Yahoo
4 days ago
- Business
- Yahoo
enGene Names Amy Pott as Chief Global Commercialization Officer
BOSTON & MONTREAL, May 28, 2025--(BUSINESS WIRE)--enGene Holdings Inc. (Nasdaq: ENGN or "enGene" or the "Company"), a clinical-stage, non-viral genetic medicines company, today announced the appointment of Amy Pott as Chief Global Commercialization Officer. In this role, Ms. Pott will serve as the Company's first dedicated executive for commercialization planning and execution, reporting to enGene's Chief Executive Officer, Ron Cooper. This appointment marks a significant milestone, as the Company expects to file a Biologics License Application (BLA) with the FDA in mid-2026 for detalimogene voraplasmid, its lead investigational agent in Bacillus Calmette-Guérin (BCG)-unresponsive, non-muscle invasive bladder cancer (NMIBC), following the completion of the pivotal cohort of the LEGEND trial. "Amy brings a unique combination of P&L, full commercialization, gene therapy, deep analytics, and global experience to enGene," said enGene CEO, Ron Cooper. "We are thrilled to welcome Amy as our Chief Global Commercialization Officer and believe her leadership and track record of success will be a tremendous asset in preparing and executing the planned launch of detalimogene." Ms. Pott joins enGene from Astellas Pharma, where she most recently served as Senior Vice President (SVP), Strategic Brand Marketing, Ophthalmics and Rare Diseases, and previously as Head of Commercial, Gene Therapies. Prior to Astellas, she was President, North America for Swedish Orphan Biovitrum, and Global Vice President (GVP) U.S. Franchise Head for Internal Medicine and Oncology, as well as GVP, U.S. Commercial Operations at Shire. Before joining Shire, Ms. Pott was Vice President, Strategy, Planning and Analytics at Baxalta, Inc. Ms. Pott holds a Master of Science in European Studies from the London School of Economics and a Bachelor of Arts in History from the University of Bristol. "I am excited to join enGene at such a pivotal moment in its journey," said Ms. Pott. "I look forward to working with this talented team to advance the mission to help transform the treatment landscape for bladder cancer patients with our innovative genetic medicine." About Detalimogene Detalimogene is a novel, investigational, non-viral genetic medicine for patients with high-risk, non-muscle invasive bladder cancer (NMIBC), including Bacillus Calmette-Guérin (BCG)-unresponsive disease. It is designed to be instilled in the bladder and elicit a powerful yet localized anti-tumor immune response. Detalimogene was developed using the Company's Dually Derivatized Oligochitosan® (DDX) platform, a technology designed to transform how gene therapies are accessed by patients and utilized by clinicians. Medicines developed with the DDX platform can potentially overcome the limitations of viral-based gene therapies, simplify safe handling and cold storage complexities, and streamline both manufacturing processes and administration paradigms. Detalimogene has received Fast Track designation from the U.S. Food and Drug Administration (FDA) based on its potential to address the high unmet medical need for patients with BCG-unresponsive carcinoma in situ (CIS) NMIBC with or without resected papillary tumors who are unable to undergo cystectomy. Fast Track designation is a process designed to facilitate the development and expedite the review of drugs to treat serious conditions and fill an unmet medical need. About enGene enGene is a clinical-stage biotechnology company mainstreaming genetic medicines through the delivery of therapeutics to mucosal tissues and other organs, with the goal of creating new ways to address diseases with high clinical needs. enGene's lead program is detalimogene voraplasmid (also known as detalimogene, and previously EG-70) for patients with Non-Muscle Invasive Bladder Cancer (NMIBC), a disease with a high clinical burden. Detalimogene is being evaluated in the ongoing multi-cohort LEGEND Phase 2 study, which includes a pivotal cohort studying detalimogene in Bacillus Calmette-Guérin (BCG)-unresponsive patients with carcinoma in situ (CIS). Detalimogene was developed using enGene's proprietary Dually Derivatized Oligochitosan (DDX) platform, which enables penetration of mucosal tissues and delivery of a wide range of sizes and types of cargo, including DNA and various forms of RNA. To learn more, please visit and follow us on LinkedIn, X and BlueSky. Forward-Looking Statements Certain statements contained in this press release may constitute "forward-looking statements" within the meaning of the safe harbor provisions of the Private Securities Litigation Reform Act of 1995, and "forward-looking information" within the meaning of Canadian securities laws (collectively, "forward-looking statements"). enGene's forward-looking statements include, but are not limited to, statements regarding enGene's management teams' expectations, hopes, beliefs, intentions, goals, or strategies regarding the future. In addition, any statements that refer to projections, forecasts or other characterizations of future events or circumstances, including any underlying assumptions, are forward-looking statements. The words "anticipate", "appear", "approximate", "believe", "continue", "could", "estimate", "expect", "foresee", "intends", "may", "might", "plan", "possible", "potential", "predict", "project", "seek", "should", "would", and similar expressions (or the negative version of such words or expressions) may identify forward-looking statements, but the absence of these words does not mean that a statement is not forward-looking. Forward-looking statements may include, for example, statements about: our plans regarding the timing of our planned BLA submission to the Food and Drug Administration and our expectations as to the timing and anticipated results of the LEGEND study, the future growth of enGene, the potential benefits of detalimogene, and the potential benefits of medicines developed with the DDX platform. Many factors, risks, uncertainties and assumptions could cause the Company's actual results, performance or achievements to differ materially from those expressed or implied by the forward-looking statements, including, without limitation, the Company's ability to recruit and retain qualified scientific and management personnel, establish clinical trial sites and enroll patients in its clinical trials, execute on the Company's clinical development plans and ability to secure regulatory approval on anticipated timelines, and other risks and uncertainties detailed in filings with Canadian securities regulators on SEDAR+ and with the U.S. Securities and Exchange Commission ("SEC") on EDGAR, including those described in the "Risk Factors" section of the Company's Annual Report on Form 10-K for the fiscal year ended October 31, 2024 (copies of which may be obtained at or You should not place undue reliance on any forward-looking statements, which speak only as of the date on which they are made. enGene anticipates that subsequent events and developments will cause enGene's assessments to change. While enGene may elect to update these forward-looking statements at some point in the future, enGene specifically disclaims any obligation to do so, unless required by applicable law. Nothing in this press release should be regarded as a representation by any person that the forward-looking statements set forth herein will be achieved or that any of the contemplated results of such forward-looking statements will be achieved. View source version on Contacts For media contact: media@ For investor contact: investors@ Error while retrieving data Sign in to access your portfolio Error while retrieving data
