Latest news with #executives
Arab News
an hour ago
- Business
- Arab News
Five immutable steps to enduring AI adoption
The relentless drumbeat of artificial intelligence adoption echoes through the AI Workshops I run worldwide. Executives, envisioning a revolutionary future powered by algorithms and neural networks, are fervently pushing for its implementation. Yet, a significant chasm exists between this top-down enthusiasm and the ground-level reality experienced by workers. This tension underscores a critical truth: AI's transformative potential remains dormant unless it is embraced by the very employees who will interact with and be impacted by it. The challenges are multifaceted, ranging from data complexities to integration hurdles. Ultimately, the linchpin for successful AI adoption lies in the unwavering leadership of the CEO. But when will these leaders truly champion the AI cause? When they are convinced that AI is not merely a technological novelty but a potent catalyst for achieving tangible business goals and objectives. Amid the fervent discourse and the inherent skepticism, a fundamental question emerges: How can organizations move beyond the superficial adoption of AI to achieve its deep and lasting integration? The answer lies not in forceful imposition but in a carefully orchestrated journey, guided by a set of immutable principles that address both the strategic imperatives of the C-suite and the practical realities faced by the employee base. These five steps, when executed with foresight and commitment, pave the way for a future where AI is not just a tool, but an intrinsic part of the organizational fabric, driving innovation, efficiency, and sustainable growth. The first, and arguably most crucial, step in the journey toward long-term AI adoption is the articulation of a clear, purpose-driven AI vision that is inextricably linked to the organization's core business objectives. This was never about chasing the latest technological trends or implementing AI for its own sake. Instead, it necessitates a deep understanding of the organization's strategic priorities, its pain points, and its aspirations for the future. A vague mandate to 'adopt AI' is a recipe for confusion, resistance, and ultimately, failure. Employees need to understand why AI is being introduced, what problems it is intended to solve, and how it will contribute to the overall success of the company. This requires a collaborative effort, involving not just the executive team but also representatives from various departments and levels within the organization. The process should begin with a thorough assessment of the business. What are the opportunities for growth and innovation? What are the key challenges the organization faces? Where are the bottlenecks in current processes? Once these areas are identified, the focus should shift to exploring how AI (and technology in general) can provide tangible solutions and drive measurable impact, where possible. For instance, a retail company aiming to enhance customer satisfaction might identify long wait times at checkout as a significant pain point. Their AI vision could then center around leveraging computer vision and predictive analytics to optimize checkout processes, reduce waiting times, and personalize the customer experience. This clearly defined purpose, improving customer satisfaction, provides a compelling rationale for AI adoption that resonates with employees across the organization. Similarly, a manufacturing firm struggling with quality control issues might envision an AI-powered system that uses machine learning to analyze production line data in real-time, identifying anomalies and predicting potential defects before they occur. The business objective here is clear: to improve product quality, reduce waste, and enhance operational efficiency. One theme I address in virtually all my keynotes is the crucial need to move beyond the abstract and translate AI's potential into concrete, relatable benefits that align with the organization's business strategy. This should be clearly communicated, consistently reinforced, and actively championed by the CEO, setting the tone for the entire organization. Without this foundational clarity, AI initiatives risk becoming isolated experiments, lacking the strategic coherence necessary for long-term integration. Once a clear AI vision is established, it's no time for executives to rest on their laurels. The next immutable step is to cultivate an organizational culture that embraces experimentation, prioritizes continuous learning, and fosters open communication around AI initiatives. As I continuously stress during my AI Workshops, the adoption of AI is not a linear process; it involves exploration, trial and error, and the inevitable need to adapt and refine strategies along the way. A culture of experimentation encourages employees to explore the potential of AI in their respective domains, to propose innovative use cases, and to test new tools and approaches. This requires creating a safe space where failure is seen not as a setback but as a valuable learning opportunity. Organizations can facilitate this by establishing dedicated innovation teams, providing access to relevant training such as my programs, learnings from pilot projects and celebrating small wins. Continuous learning is equally critical. The field of AI is rapidly evolving, with new architectures, tools, application programming interfaces, both closed and open source, and best practices emerging constantly. Organizations must invest in upskilling and reskilling their workforce to ensure that employees have the knowledge and capabilities to effectively interact with and leverage AI technologies. This includes not just technical training for data scientists and engineers, but also AI literacy programs for employees in non-technical roles, enabling them to understand the basics of AI and identify opportunities for its controlled application in their daily work. Open communication is the glue that binds these elements together. It is essential to create channels for employees to ask questions, voice concerns, and provide feedback on AI initiatives. Fostering collaboration between technical teams and business users is important. Throughout my decades in technology, I learned that AI projects should not be developed in silos. Instead, cross-functional teams, where domain expertise from different departments is combined with AI knowledge, are more likely to identify relevant use cases and develop solutions that truly address business needs. This collaborative approach also helps to bridge the gap between executive vision and employee experience, ensuring that AI initiatives are practical, user-friendly, and aligned with the realities of day-to-day operations. The effectiveness of AI is intrinsically linked to the quality and availability of data. Therefore, the third immutable step is the establishment of robust data governance frameworks and ethical AI principles. Without a solid foundation of well-managed, secure, and ethically sourced data, AI initiatives are prone to bias, inaccuracies, and a lack of trust. AI's transformative potential remains dormant unless it is embraced by the very employees who will interact with and be impacted by it. Edgar Perez Data governance encompasses the policies, procedures, and processes that ensure the integrity, security, and usability of data throughout its lifecycle. It is also essential to address potential ethical implications, such as bias in algorithms, lack of transparency in decision-making, and the potential impact on employment. Organizations should develop clear ethical guidelines that govern the development and deployment of AI, ensuring fairness, accountability, and transparency. This involves proactively identifying potential biases in data and algorithms and taking steps to mitigate them. It also requires establishing mechanisms for clearly explaining how AI systems arrive at their decisions, particularly in critical applications such as healthcare and manufacturing. Implementing robust data governance and ethical AI frameworks is more than just a regulatory or compliance matter; it is about building trust with employees, customers, and the broader community. When stakeholders are confident that AI is being used responsibly and ethically, they are more likely to embrace its adoption. This requires a commitment from the highest levels of leadership to prioritize data integrity and ethical considerations in all AI initiatives. As the latest wave of technology, AI shares a significant similarity with previous technological advancements: worker apprehension, particularly the fear of job displacement due to AI adoption. The fourth immutable step directly addresses this concern by emphasizing a paradigm of human-AI collaboration and augmentation, rather than outright replacement. The focus should be on how AI can empower employees, dramatically enhance their capabilities, and free them from repetitive or mundane tasks, allowing them to focus on higher-value activities that require creativity, critical thinking, and emotional intelligence. Honestly and consistently framing AI as a tool that augments and reframes human skills, rather than a technology that seeks to replace human workers, is crucial for gaining employee buy-in. Organizations should actively communicate how AI will be used to support employees in their roles, improve their productivity, and create new opportunities for growth and development. For example, in customer service, AI-powered chatbots can handle routine inquiries, freeing up human agents to focus on more complex and sensitive customer issues. In healthcare, AI can assist doctors in analyzing medical images, freeing up more time for disease diagnostics and patient interaction. In finance, AI can automate data analysis and risk assessment, enabling financial professionals to focus on strategic decision-making. The key is to identify tasks that are well-suited for automation by AI, those that are repetitive, data-intensive, or require high levels of accuracy, and to then design AI systems that complement human skills and expertise. This requires a careful analysis of existing workflows and a thoughtful redesign of processes to optimize human-AI collaboration. Furthermore, organizations should invest in training programs that equip employees with the skills to effectively work alongside AI systems, much like they do with sophisticated enterprise resource planning or customer relationship management systems. This process includes understanding how to interpret AI outputs, how to provide feedback to improve AI performance, and how to leverage AI tools to enhance their own productivity. As I have repeatedly told CEOs across all continents, demonstrating a commitment to empowering employees through AI can alleviate fears and foster a more positive and collaborative environment for AI adoption. The final immutable step is the consistent demonstration of tangible value derived from AI initiatives and a commitment to continuous iteration based on feedback and measurable results. Employees are more likely to embrace AI when they see firsthand how it is making a positive impact on their work, their team, and the overall success of the organization. Pilot projects and early deployments should focus on delivering clear and measurable benefits, the proverbial low-hanging fruit like increased efficiency, improved accuracy, or enhanced customer satisfaction. These successes should be effectively communicated across the organization, showcasing the tangible value of AI and building momentum for further adoption. It is also crucial to establish mechanisms for collecting feedback from employees who are interacting with AI systems. Their insights and experiences are invaluable for identifying areas for improvement and ensuring that AI tools are user-friendly and effectively meeting their needs. This feedback loop should inform ongoing iterations and refinements of AI models and applications. CEOs worldwide are sometimes surprised to hear me say that today's AI is the most rudimentary AI we will ever experience. As such, constant evolution is the only constant in the realm of AI. Therefore, adopting AI is never a one-time implementation but an ongoing journey of learning and improvement. Organizations must be prepared to adapt their strategies, refine their models, and explore new possibilities as AI technology drastically evolves and as they gain more experience with its application. This requires a culture of continuous improvement, where feedback is valued, results are carefully analyzed, and iterations are made based on data and insights. The path to long-term AI adoption is not paved with technological prowess alone. It demands a holistic approach that integrates strategic vision, cultural transformation, ethical considerations, human-centric design, and a relentless focus on delivering tangible value. The five immutable steps outlined above, which I further explore in my AI Workshops, provide a sensible roadmap for organizations seeking to move beyond the hype and achieve the effective integration of AI. By embracing these principles, CEOs can effectively lead the charge, not through forceful mandates, but through the creation of an environment where employees understand the 'why' behind AI, feel empowered to contribute to its implementation, and witness its positive impact firsthand. In doing so, organizations can unlock the true transformative potential of AI, not as a disruptive force that alienates the workforce, but as a powerful catalyst for revolutionary innovation, increased efficiency, and sustainable growth. The future of AI in business is not about replacing humans; it is about augmenting and reinventing their capabilities and creating a more productive, fulfilling, and ultimately, successful future for all. • Edgar Perez is a global keynote speaker and director of AI Workshops in Jeddah, Riyadh, Doha, Amman, Dubai, and Abu Dhabi
Skift
2 hours ago
- Business
- Skift
‘Uncertainty Has Declined': United Sees Demand Rebound
After seeing softening demand for the first half of the year, United executives now believe that the economy is stabilizing, leading to higher demand. After lowering its 2025 profit forecast, United Airlines executives were optimistic that the rest of the year would fare much better. United revised its profit forecast to fall between $9 to $11 earnings per share. During the first quarter, United released a dual forecast to account for some of the economic uncertainty that had hit the industry: $7 to $9 earnings per share in a recessionary environment, and $11.50 to $13.50 earnings per share in a stable environment. However, United chief commercial officer Andrew Nocella said he believed that the carrier's current forecast was 'maybe even conservative.' 'I just think from where we are standing today, we're really pleased by that change in direction bookend combined with le
Forbes
6 hours ago
- Business
- Forbes
Turning Cyber Risk Into Boardroom Metrics That Matter
Bridging the gap between cybersecurity and the boardroom, organizations are translating technical ... More risk into dollars and business impact to drive smarter, ROI-focused decisions. Cybersecurity has always come with a translation problem. Technical teams speak in terms of vulnerabilities and threats, while boards want to understand risk in dollars and business impact. As attacks become more costly and regulatory scrutiny grows, however, the gap between technical risk and business accountability is shrinking fast. The Boardroom Is Asking New Questions Boards and executives increasingly want to know: How much risk are we taking on, in real financial terms? Are cybersecurity investments justified? Are we actually reducing exposure—or just reacting to the latest crisis? All fair and valid questions. The pressure to answer these questions isn't just external. Internally, organizations are moving away from blank-check security budgets. Leaders expect to see risk—and progress—quantified in business language: dollars, business impact, and return on investment. From Jargon to Dollars It is an eternal struggle. For most companies cybersecurity is a cost center, not a revenue-generating function. The better cybersecurity is at achieving its stated objectives, the less necessary it seems—if there are no successful attacks, why spend so much money on defending against them? Cyber risk quantification is quickly gaining ground as a bridge between IT and the C-suite that addresses this challenge. The promise is simple: turn technical scenarios into dollar-based outcomes so everyone is on the same page. CRQ platforms don't just talk about possible vulnerabilities—they show what a breach could really cost, how an investment reduces exposure, and where risk is shifting across the organization. This approach is becoming the new standard as boards and regulators demand clear evidence of measurable progress. A New Player in the US Market The changing landscape is driving international players to expand their presence. Squalify, a Munich-based cyber risk quantification provider, just announced its U.S. entry, launching with a Bay Area healthcare customer. The company's platform, backed by Munich Re's cyber loss data, aims to help organizations move from reactive, compliance-based security toward proactive, ROI-driven strategies. Asdrúbal Pichardo, CEO of Squalify, told me that the timing is no accident. 'We're entering the U.S. market at a critical inflection point for cybersecurity leadership. There's a growing mandate—from regulators, boards, and shareholders—for CISOs to connect cybersecurity decisions with business performance. That means moving beyond technical jargon and translating cyber risk into financial terms,' he explained. Squalify's platform is designed to help organizations model risk across subsidiaries, run simulations on the impact of new controls, and deliver concise, visual board reporting. Pichardo emphasized the importance of aligning security and business outcomes: 'We help leaders go beyond checklists and into financial strategy by giving them the ability to express cyber risk in the same terms used by the CFO and board: dollars, probabilities, and business impact.' Henry Meds, Squalify's first U.S. customer, uses these insights to align security investments with business continuity, patient trust, and regulatory expectations—demonstrating measurable progress to their board. As Brian Cook, senior IT & security manager at Henry Meds, puts it: 'It's the first time I've been able to show my Executive Board, with confidence, that we're focused on the right threats and making measurable progress.' Features That Matter to the C-Suite Multi-entity risk management lets large organizations assess and compare risk across subsidiaries—key for groups operating in highly regulated sectors. Decision simulations allow CISOs to model how new investments or business moves might alter the company's risk profile. Executive dashboards translate complex technical data into clear, actionable insights for leadership. For many security leaders, this ability to speak the same language as finance and risk teams is a potential game-changer. It makes cybersecurity not just a technical requirement, but a strategic lever. Security as a Business Function This shift is happening as industries from healthcare to manufacturing face greater regulatory and operational risk. Boards now expect transparency, defensible metrics, and ROI-driven decisions—not just technical assurances. As Pichardo puts it, 'Compliance is necessary, but it's not sufficient. We help CISOs shift from being viewed as a cost center to being recognized as a business enabler.' Accountability and ROI The U.S. market is especially primed for this shift. High-profile breaches and increasing regulatory demands are pushing organizations to show that security spending delivers real value. The rise of financial metrics doesn't eliminate risk—but it makes it easier to justify, prioritize, and manage across all levels of leadership. Cyber risk quantification isn't a silver bullet. But as companies look to move from checklists to strategy, and from compliance to confidence, quantifying cyber risk in dollars may finally allow boards and security leaders to have the same conversation.
Fast Company
10 hours ago
- Business
- Fast Company
How to build a personal brand that fast-tracks your career
What's the first thing that comes to your mind when you hear the word 'personal branding?' Does it make your mind brim with possibility—or make you roll your eyes? We've been conditioned to think of personal branding as the domain of influencers, LinkedIn gurus, or people who refer to themselves in the third person. But what if your personal brand wasn't an online gimmick? What if it's something deeper, an insight into what makes you valuable and engaging? Brands, especially personal ones, are built on trust and positive association. Think about celebrities. Since the dawn of marketing, companies have used them to sell products. Whether it's athletes launching shoe lines or musicians turning into moguls, it's not the endorsement itself that holds power: it's the intangible trust they've cultivated over time. The same dynamic is available to you, too. When done well, a personal brand transcends your current role or business. It shapes how people describe you when you're not in the room. It opens doors you didn't know existed. It creates compounding returns in credibility, connections, and opportunities. And in today's AI -driven age, where digital presence speaks before you do, it's important to get it right. According to LinkedIn's annual global talent trends report, about eight in ten executives plan to hire this year. Their top priority? Soft skills: problem-solving, critical thinking, and team leadership. Where do you think decision-makers look for evidence of these? Online, in your ideas, interactions, and network. So, here are my top three ways to start cultivating your secret growth lever—your personal brand. Treat Your Online Presence as your 24/7 Résumé If someone Googled you right now, would they find something that makes them say, 'We need that person?' This isn't about chasing likes or follower counts. It's about being credible and memorable. Whether it's LinkedIn, Substack, or your website, people are forming impressions of you based on what they find—or don't. Engagement isn't the only metric. In my own career, I once went for a job interview, heard nothing back, and four years later was invited to coffee by the same person. It turns out they had silently followed my work the whole time. You never know who's watching. Your digital footprint is your passive nudge to the world: 'I'm here, I'm an expert at this, and I care.' Have a Memorable Answer to 'What Do You Do?' Most people dread this question. Don't default to something bland like 'I'm a strategist.' That's a missed opportunity. Instead, start with your strengths, link them to what you do, and finish with what you care about. For example, here's how I pitch myself: 'Let me start with what I am good at, what I do, and why. I build trust quickly across all groups. I also have a commercial mind that grows companies, but understands how human behavior gets in the way. With my skills, I build great places to work which are aligned and profitable, with a high-performing culture. Smart companies hire the best over bias, and that decision creates a ripple effect, reducing inequality and domestic violence.' See how I am bidding for connection, then a transaction, but also outlining my expertise? I care about their profit, and I share why I do. Now that's more interesting than 'I'm a strategist,' right? Build Beyond Your Usual Network Once upon a time, I believed that if I worked hard, my workplace would see my brilliance. But people are busy. Exhausted, even. If you're only known inside your current bubble, you're invisible elsewhere. This is where 'weak ties' become powerful. Sociologist Mark Granovetter's well-known paper explains how opportunities often come from acquaintances, rather than your inner circle. Why? Because they connect you to different networks. When I pivoted into the technology sector, I knew no one. But I started showing up eager to learn, at events, online, in conversations. I carried a standout briefcase that sparked curiosity. Eventually, I was invited to speak, something I'd never done before. If I'd stayed in my old circles, those doors would never have opened. Yes, it can be awkward. But over time, you'll see how generous and wonderful people can be. You don't need to do all these things perfectly. Just start. Trust builds over time. And consistency is your compound interest. Ask yourself this: if someone else with a stronger personal brand, but half your capability, gets the opportunity you wanted, how will you feel? It happens all the time. We've all seen average products with better marketing outperform the good stuff. So, if you're job hunting, pitching, or looking to grow, remember: you're the product. And your brand? It's the story that sells.
Fast Company
a day ago
- Business
- Fast Company
Tech Is Fleeting. Disruption is Temporary. Legacy Is the Only Endgame.
The word 'legacy' conjures images of the end of a career: retirement banquets, endowments, and plaques on walls. But for Jimmie Lee of JLEE & Associates, this old notion no longer serves leaders or their businesses well. 'Especially at larger companies, higher-level executives sometimes get into a career flow or cadence where they just keep doing the next thing,' Lee says. 'But at some point, they start to lose track of why they're doing it.' This dangerous drift can leave companies chasing growth targets without meaning and leaders wondering what it was all for. What if legacy weren't the end of the story, but the starting point? What if your personal 'why' became the heart of your company's strategy, shaping every decision from the ground up? This shift, Lee argues, is critical. For leaders who want to build more than just quarterly earnings reports, Lee offers a framework built on four interlocking ideas. 1. Living the 'why' At the heart of legacy-driven leadership is a radical clarity of purpose, something Lee calls 'living the why.' It's about knowing, deeply, the reason the company exists, with this leader (or these leaders) at the helm at this particular time. With this clarity, the 'what' and 'how' of business naturally follow. 2. Long-term value over short-term wins Lee warns against chasing quick wins at the expense of lasting impact. 'A lot of us have our whys stuck 'below the waterline,'' he says—buried by fear, habit, or routine. Imagine a CEO who dreams of funding clean water wells but feels trapped in the daily grind of running an HVAC firm. Shifting the focus to legacy can reframe the business strategy itself, altering growth targets and investment plans to serve that higher purpose. 3. Leadership ethos as a cultural catalyst Knowing your ' why ' is only powerful if it's lived aloud, Lee says. 'When I'm on calls with my team, when we're talking about big investments or new market moves, I'm focused on that why.' This consistent focus permeates the organization, sparking initiative and reducing fear. 4. Wealth generation through enriching communities Lee redefines wealth as the impact left on communities, not personal fortune. 'Even the biggest companies in neighborhoods start to understand: How can we make this better? How can we bring more value to the community around us?' True legacy enriches others and endures beyond any single leader's tenure. FROM MINDSET TO MOVEMENT How can leaders make this lofty idea actionable? Lee lays out four concrete steps: 1. Build a solid foundation. Define, accept, and communicate your 'why.' Without it, every other step wobbles. 2. Architect strategy for impact. Design for decades, not quarters. Frame strategy around the influence you want to leave in your industry and community. 3. Focus on culture and core values. Don't just write values down; cascade them from the C-suite to the front line. When everyone knows the 'why,' they naturally align on the 'how.' 4. Encourage continual enrichment. Assess, deliver, and iterate. Legacy is a feedback loop of constant reflection and improvement. THE REAL MEASURE OF LEGACY In the end, a legacy-driven strategy isn't about vanity projects or lofty dreams detached from reality. It's about embedding meaning so deeply into your leadership that strategy, culture, and operations naturally follow. When small and medium businesses follow this path, they influence supply chains, reshape cities, and even redesign the way global markets think about impact. 'The 'why' really signals what that legacy impact is,' Lee says. 'It takes continual effort to embed it as the ethos and DNA of the organization. And that requires the CEO and the executive team to live those values. Not just write them down—connect with them. That's how you start to drive real change.'
