g-f(2)1 Trends in the Big Picture of the Digital Age

VIRAL KNOWLEDGE: The “genioux facts” knowledge news

Extra-condensed knowledge

• MIT SMR, Accelerating Supply Chain Scenario Planning. The pandemic showcases a need to make slow-moving supply chains nimbler. Using data and collaborating with partners on scenario planning can empower companies to adapt.
• MIT SMR. Developing a New Leadership Mindset for Data. A new MIT SMR Executive Guide explores the steps leaders can take to help their organizations respond to strategic opportunities and meet the challenges of the next data-driven era.
• HBR, When Managing Through Ambiguity, Develop a Clear Vision. The degree of uncertainty that we can tolerate depends upon our personal or organizational comfort level.
• WEF, Why the platform economy can unlock prosperity for billions of workers. Matching the skills of workers to the needs of users, it has the potential to streamline business processes for employers, empower employees and hugely boost the consumer experience – if it is implemented wisely.

Genioux knowledge fact condensed as an image.

Condensed knowledge 

1. MIT SMR, Accelerating Supply Chain Scenario Planning. The pandemic showcases a need to make slow-moving supply chains nimbler. Using data and collaborating with partners on scenario planning can empower companies to adapt. 
• As organizations and their supply chain partners have turned to scenario planning to help them “see” actionable paths amid the pandemic, such planning has become faster, nearer term, more inclusive, and digital.
• Our field research has found that digital technologies, data, and collaboration with supply chain partners are central to this effort.
• Disruptions caused by the pandemic put new urgency into scenario planning for all types of supply chains, such as those for delivering personal protective equipment or servicing the flow of patients through hospital systems. These scenarios have used planning horizons of a few weeks instead of several years, and organizations are creating scenarios in a few days or weeks instead of months.
• How can supply chain executives create scenarios at such a rapid pace without compromising the quality and the extent of information needed to create relevant scenarios? First, by taking advantage of digital capabilities: up-to-date data — including data from new types of sensors and social media — and the means to analyze this data using advanced analytic tools and artificial intelligence techniques. And second, by engaging in collaborative scenario planning, in which upstream and downstream organizations in a supply chain jointly create scenarios.
2. MIT SMR, Developing a New Leadership Mindset for Data. A new MIT SMR Executive Guide explores the steps leaders can take to help their organizations respond to strategic opportunities and meet the challenges of the next data-driven era.
• Summaries of the upcoming article series, which begins on Nov. 18, are included below.
• How Large Companies Can Grow Their Data and Analytics Talent, Thomas H. Davenport, Available Nov. 18.
• Changing Culture Is Central to Changing Business Models, Lanham Napier, Barry Libert, and K.D. de Vries, Available Nov. 23.
• Why Chief Data Officers Must Assume Leadership for Data Success, Randy Bean.
• Top-Down Leadership for Data: Seven Ways to Get Started, Thomas C. Redman, Available Dec. 2.
• Leading With Decision-Driven Data Analytics, Bart de Langhe and Stefano Puntoni, Available Dec. 9.
3. HBR, When Managing Through Ambiguity, Develop a Clear Vision. The degree of uncertainty that we can tolerate depends upon our personal or organizational comfort level. Some of us try to avoid uncertainty, some of us tolerate it, but few of us actively embrace it. We can never shrink uncertainty to zero, because the future is always uncertain, but we can reduce it by turning to experts or sleuthing for information we don’t have.
• Whether you are planning for your family’s or your organization’s future, starting from your values will help you plot a path through ambiguity. beginning with your vision of success will help you get there.
4. HBR, Disagreement Doesn’t Have to Be Divisive. A well-functioning organization, like a well-functioning society, requires employees and leaders alike to have productive conversations, even in the face of different views and opinions — in fact, especially in the face of such differences.
• Today, this is easier said than done. On social media and in real life, we regularly find ourselves engaging with people whose core beliefs and values seem to clash with our own.
• The lesson is that even when discussing the most difficult topics, it is possible for people with polar-opposite points of view to have a constructive conversation. By using the techniques I’ve described, we can bridge our divides. 
5. WEF, Why the platform economy can unlock prosperity for billions of workers. Along with all the other huge changes – healthcare, urban infrastructure, business models – brought about by the global pandemic, it is clear the world of work faces immense upheaval too. While this is alarming in the short term, there are also opportunities to re-envision working life and, building on the digitalization of the last few years, map out healthy new models that will benefit employers and employees alike, and transform all our futures. 
• The rise of the “platform economy” is one recent development business leaders should be looking hard at in the post-COVID recovery period. Matching the skills of workers to the needs of users, it has the potential to streamline business processes for employers, empower employees and hugely boost the consumer experience – if it is implemented wisely.
6. WEF, ‘We’re seeing the other side of the river’ – top quotes on life after the pandemic. Kicking off the discussions, Christine Lagarde, President of the European Central Bank, paid tribute to the successful vaccine results from Moderna and Pfizer/BioNTech. Vaccines these companies are developing proved to be around 95% and 90% effective respectively against the new coronavirus, according to early results. “We were standing on one side of a massive river of uncertainty and hardship… thanks to the tremendous hard work of companies in the US, Germany and other corners of the world we’re now seeing the other side of the river,” LaGarde said in the opening plenary of the Pioneers summit. 
• We risk a generation of 'crushed dreams' unless jobs growth rebounds, warns Christine Lagarde.
• The successful businesses of the future will combine digital transformation and responsible practices, according to the CEO of Accenture.
7. McKinsey Quarterly, Closing the capability gap in the time of COVID-19. The COVID-19 crisis has reminded business leaders that a more capable workforce creates more resilient companies.
• Even before the pandemic struck, organizations faced a dizzying pace of change and the ever-present risk that today’s best-performing companies could be tomorrow’s vanquished ones. Against this backdrop, the virus and its shocks have shown how the capabilities and mindsets of an organization’s workforce provide a foundation for resilience and successful adaptation.
8. McKinsey Global Institute, Rethinking the future of American capitalism. Capitalism has contributed to significant gains in economic growth and prosperity throughout its history. But at a time of growing public discontent about rising inequality, heightened competition from economies with different models, and existential threats including from climate change, capitalism in its current form—and American capitalism in particular—may face its most serious test.
9. Yahoo News, It’s Your Brain: Neuroscience Can Be the Missing Piece in Digital Transformation. New neuroscientific coaching techniques can help executives shape a corporate culture based on emotional and conversational agility and nurture high-performing teams that embrace continuous change, say experts with Information Services Group (ISG) (Nasdaq: III), a leading global technology research and advisory firm. 
• “Leaders who apply neuroscience, the psychology of human dynamics and empathy to digital transformation can create a paradigm that fosters resilience and adaptability,” agile enterprise expert Ola Chowning, ISG partner, Digital Strategy and Solutions said. “Such approaches can deactivate employee fight-flight-or-freeze triggers and boost organizational effectiveness.”
10. strategy+business, Best Business Books 2020: Management. In the year’s best business book on management, Tiny Habits, Stanford University researcher B.J. Fogg shows how to change your behavior and help others change theirs, too — an essential skill at a time when we are all being called upon to develop new habits. In Acting with Power, Deborah Gruenfeld, also at Stanford, explains how an unconventional view of power can enable you to support people in ways that far exceed the limits of your positional authority. And in You’re Not Listening, journalist Kate Murphy offers an uncommonly insightful exploration of how to actually meet the dictates of an exhortation we’ve all heard before: “Listen!”

Category 2: The Big Picture of the Digital Age

[genioux fact extracted from MIT SMR, HBR, WEF, McKinsey Quarterly, McKinsey Global Institute, Yahoo News, strategy+business]

Authors of the genioux fact

Fernando Machuca

References

1. Accelerating Supply Chain Scenario Planning, Nitin Joglekar and Shardul Phadnis, November 16, 2020, MIT SMR, MIT Sloan Management Review. 
2. Developing a New Leadership Mindset for Data, Ally MacDonald, November 16, 2020, MIT SMR, MIT Sloan Management Review. 
• ABOUT THE AUTHOR, Ally MacDonald (@allymacdonald) is senior editor at MIT Sloan Management Review.
3. When Managing Through Ambiguity, Develop a Clear Vision, Cheryl Strauss Einhorn, November 16, 2020, HBR, Harvard Business Review.
4. Disagreement Doesn’t Have to Be Divisive, Francesca Gino, November 16, 2020, HBR, Harvard Business Review.
5. Why the platform economy can unlock prosperity for billions of workers, Zishu Chen, 16 Nov 2020, WEF, World Economic Forum.
6. ‘We’re seeing the other side of the river’ – top quotes on life after the pandemic, Ceri Parker, 16 Nov 2020, WEF, World Economic Forum.
7. Closing the capability gap in the time of COVID-19,  Jon Garcia, Garrett Maples, and Michael Park, November 13, 2020, McKinsey Quarterly.
8. Rethinking the future of American capitalism, James Manyika, Gary Pinkus, and Monique Tuin, November 12, 2020, McKinsey Global Institute.
9. It’s Not Your Tech, It’s Your Brain: Neuroscience Can Be the Missing Piece in Digital Transformation, Information Services Group, Inc., GlobeNewswire16, November 2020, Yahoo News.
10. Best Business Books 2020: Management, Theodore Kinni, November 9, 2020, strategy+business.