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"g-f" Fishing of golden knowledge (GK) of the fabulous treasure of the digital age, The New World, The “Positive Disruption: Transformation Revolution” has accelerated

OPPORTUNITIES, lessons learned, risks, warnings, alerts, challenges, MITSMR

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The Lighthouse of the Big Picture of the Digital Age about the Transformation Revolution is a collection of 10 GK facts that tell stories about the positive disruption caused by the Transformation Revolution.
The Lighthouse on the Transformation Revolution daily fishes (g-f Fishing) 10 containers of exceptional quality GK facts.
This Lighthouse explores the MIT Sloan Management Review Summer 2023 issue that focuses on a variety of topics related to navigating risk and disruption in an uncertain future. The issue includes articles on how to keep predictive models on track, how to build resilient companies, how professional services firms have dodged disruption, how to move beyond islands of experimentation with AI, how to manage your workforce ecosystem, the missing discipline behind failure to scale, cashing out excellence, the digital maturity of finance offices, balancing valued tradition with innovation, fielding a winning team without all-star players, international tax reform, and a better way to pilot emerging technologies.
All GK containers are equally important and this Lighthouse tells 10 factorial stories on the Transformation Revolution.

MIT SMR Fact 1. Special Report: Navigating Risk and Disruption: Skills and Tactics for an Uncertain Future

MIT SMR Fact 1.1. Predictive Models Can Lose the Plot. Here’s How to Keep Them on Track.
MIT SMR Fact 1.2. Risk Intelligence and the Resilient Company
MIT SMR Fact 1.3. How Professional Services Firms Dodged Disruption

MIT SMR Fact 2. Moving Beyond Islands of Experimentation to AI Everywhere
MIT SMR Fact 3. Manage Your Workforce Ecosystem, Not Just Your Employees
MIT SMR Fact 4. The Missing Discipline Behind Failure to Scale
MIT SMR Fact 5. Cashing Out Excellence
MIT SMR Fact 6. How Digitally Mature Is Your Finance Office?
MIT SMR Fact 7. Balancing Valued Tradition With Innovation
MIT SMR Fact 8. Ask Sanyin: How Can I Field a Winning Team Without All-Star Players?
MIT SMR Fact 9. International Tax Reform the C-Suite Can’t Ignore
MIT SMR Fact 10. A Better Way to Pilot Emerging Technologies

genioux Foundation Fact: We live in a wonderful New World of Transformation [g-f(2)1100] that offers us a fabulous treasure tailor-made for unlimited growth. The fundamental challenge for everyone, people, companies, organizations, countries, is to find the right balance between running and transforming! [g-f(2)1099, g-f(2)1058]

g-f(2)1188: The Juice of Golden Knowledge

Extra-condensed knowledge

Extra condensed knowledge complements ultra condensed knowledge.

Some relevant facts of the exceptional golden knowledge (GK) containers.

1. MIT SMR Fact 1. Special Report: Navigating Risk and Disruption: Skills and Tactics for an Uncertain Future

The pandemic highlighted the significance of adopting a comprehensive and systemic perspective towards potentially disruptive occurrences, making resilience a popular term in the corporate world.
MIT SMR Fact 1.1. Predictive Models Can Lose the Plot. Here’s How to Keep Them on Track.

Algorithmic inertia can result in guidance that leads businesses astray.
Organizations seeking to reap the benefits of powerful predictive analytics are increasingly confronting the problem of algorithmic inertia. Despite leveraging dynamic algorithms to adapt to changes in the environment, organizations may find that the results are not keeping pace with new developments. By exposing data and assumptions, periodically redesigning algorithmic routines, assuming that their models will break, and building bridges, organizations can increase the likelihood that their substantial investments in algorithmic solutions will pay off with better decision-making.
Organizations are increasingly turning to sophisticated data analytics algorithms to support real-time decision-making in dynamic environments. However, these organizational efforts often fail — sometimes with spectacular consequences.
It can be dangerous for an organization to think of potential future scenarios only through the prism of what algorithmic models predict.
Failing to revisit fundamental assumptions of a model in light of changes in the environment contributes significantly to algorithmic inertia.
In 2018, real estate marketplace Zillow launched Zillow Offers, an “instant buyer” arm of the business. It leveraged a proprietary algorithm called Zestimate, which calculates how much a given residential property can be expected to sell for. Based on these calculations, Zillow Offers planned to purchase, renovate, and resell properties for a profit. While it had some success for the first few years, the model failed to adjust to the new dynamics of a more volatile market in 2021. Zillow lost an average of $25,000 on every home it sold in the fourth quarter that year — resulting in a write-down of $881 million.

MIT SMR Fact 1.2. Risk Intelligence and the Resilient Company

Applying a more sophisticated approach to risk management can help leaders continue to generate value through disruption and uncertainty.
The value exchange system that drives any large, complex enterprise is continuously challenged as contexts vary in the dynamic business environment.
To create and nurture risk intelligence, a company needs a central risk management function that is staffed with broad functional expertise and given the resources required to identify and categorize risks. It needs to embrace a mindset of risk uncertainty versus risk avoidance and reduce the levels of uncertainty. It needs a company-specific quantified risk network that is updated in a dynamic manner. And finally, it needs a culture of risk intelligence in which leaders across the organization share a common framework and language for interpreting risks and guiding resource allocation for risk mitigation efforts. Ultimately, honing a risk intelligence capability represents the key to building a resilient enterprise.
Building the resilience of large, complex enterprises is critical in today’s uncertain and interconnected world. At a time when a container ship grounded in the Suez Canal can bottle up 12% of the world’s trade, or a virus can disrupt the global flow of commodities, components, and talent, a corporation’s ability to quickly adapt in the face of unfolding events is essential to its survival and prosperity.
Business resilience is a dynamic property that is retrospectively measured by the stability and longevity of corporate value across changing contexts.
Our work, which employs a complex adaptive systems view of businesses, shows that resilience derives from three fundamental adaptive capacities: sensing and monitoring, to recognize emerging changes in the business environment; business model portfolio development, to build and test capabilities across operating contexts; and fundamental capability development, to drive growth with longevity and avoid corporate stall. Moreover, each of these capacities hinges on the development of a capability for risk intelligence.

MIT SMR Fact 1.3. How Professional Services Firms Dodged Disruption

Adopting a dual mindset of paranoia and pragmatism can keep incumbents nimble amid changing market dynamics.
Staying Ahead of Disruption. The experience of professional services firms in holding off potential disruption suggests four actions that firms in other sectors can take to prepare for and respond to change.

Diagnose the threat. While every new competitor or technology can be seen as a potential threat, it’s necessary to assess the magnitude of the risk and the part of the business that it might affect.
Match the response to the challenge. Once the supply and demand effects have been mapped, it’s possible to target the appropriate response.
Stay focused on the organization’s true mission. While there are plenty of genuine threats out there, there’s also a lot of noise.
Balance pragmatism with a healthy paranoia. Executives must learn to live with a dual mindset: a pragmatic acknowledgment that the fundamentals are sound, coupled with a paranoid suspicion of emerging technologies or new competitors. After all, it was those incumbents that might be caught by surprise that Christensen and his colleagues considered most at risk of disruption.

2. MIT SMR Fact 2. Moving Beyond Islands of Experimentation to AI Everywhere

The agile teams needed to kick-start artificial intelligence must give way to companywide structures in order to scale the technology across a business.
Many enterprises are on a journey to gain broad value from data analytics and AI capabilities, but they are still far from the destination, often adrift among islands of experimentation. Instead, scaling AI requires two critical leaps that have less to do with the technology or resources and more to do with establishing appropriate organizational structures, operating processes, and metrics — and executing the changes with intentionality. While the past decade has been about experimenting with applying AI, the next decade will reward those organizations that really manage to scale it.
The strongest lever for scaling usage and adoption of artificial intelligence is to demonstrate that using AI tools has a positive financial impact on the business.
AI initiatives often begin with small, specialized teams exploring specific problems, but these decentralized efforts make a limited impact.
A center of excellence is essential for companies seeking to address problems that are challenging and complex and have a potentially high value.
Companies in a wide range of sectors are making significant investments in AI — and are increasingly concerned with how to scale use of the technology to gain benefits from it across their organizations. Too many companies stall out on their AI journey and have difficulty getting past pilot projects or point solutions. That’s not necessarily because the technology is so complex. Our research finds that companies fail to extract the potential business value from AI not for lack of technical expertise but rather due to structural and process issues.

3. MIT SMR Fact 3. Manage Your Workforce Ecosystem, Not Just Your Employees

Skillfully orchestrating a workforce that includes external workers and even technologies requires new organizational structures.
Implementing integration architectures in your organization begins with an assessment of how your workforce ecosystem currently functions.
If you recognize that a more centrally integrated and orchestrated workforce ecosystem would be a better approach for your organization, decide which groups and individuals should be part of the orchestration team.
Throughout our research, we have heard leaders describe their struggles to engage talent essential to their company’s success within an increasingly complex and connected workforce ecosystem. We have observed time and again that intentionally orchestrating a workforce ecosystem perspective can help leaders take a much richer and more nuanced view of their own organization and the people, partners, and technologies upon which they rely to meet their strategic goals and objectives.
A confident minority of executives say their workforce is just their employees. But the overwhelming majority, especially leaders on the front lines of organizational transformations, takes a broader view that goes beyond just employees. Increasingly, they characterize the workforce as all of the people and groups involved in achieving the company’s business objectives. Organizations’ extended workforces have become so essential to their businesses, brands, and approaches to value creation that they need to think differently about, and act differently toward, their entire workforce.
Orchestrating a workforce ecosystem requires leaders to coordinate activities across their own organization and with external contributors.

4. MIT SMR Fact 4. The Missing Discipline Behind Failure to Scale

While 80% of companies claim to ideate and incubate new ventures, only 16% of companies successfully scale them.
Companies make significant investments in developing and incubating new business initiatives, but too few follow a rigorous path to scaling their ventures.
Scaling paths are reasonably simple to use: They require only a clarity of ambition and an understanding of the assets needed to access the customers, capabilities, and capacity that can transform an idea into a full-fledged business. While most leaders of new ventures already talk about what it will take to reach scale, the concept of a scaling path provides them with a language and structure to elevate the discussion. A scaling path embodies the missing third discipline in corporate innovation. Leaders of new ventures can use it to learn and iterate as they go, adding new options and eliminating those that become dead ends. Scaling is both art and science, and with the help of a scaling path, it can be managed with the same level of discipline and success that we have come to expect of ideation and incubation.
Scaling a new business venture requires a plan to acquire three kinds of assets: customers, capabilities, and capacity.

5. MIT SMR Fact 5. Cashing Out Excellence

Why do so many leaders trade in long-standing capabilities for short-term results?
The Risks of Inaction

Performance hacking is so destructive because it often involves irreversible decisions. Organizations made vulnerable through excessive outsourcing may find that they don’t have the ability to bring production back in-house when they need it, for example.
The pandemic, the war in Europe, the attendant disruption of global supply chains, and rising inflation and interest rates vividly illustrate the kinds of sudden stresses that business leaders have had to deal with these past three years.
If a business leader like Welch could make performance hacking seem desirable, it should be possible for another high-profile leader (or a group of them) to make investing for the long term seem fashionable again.
One thing is certain: If this problem is left unfixed and continues to fester and hobble companies, we should resign ourselves to watching a parade of executives retire with lavish compensation packages, leaving behind hollowed-out businesses that are incapable of providing the products, services, and desirable jobs that are desperately needed.

6. MIT SMR Fact 6. How Digitally Mature Is Your Finance Office?

CFOs who are digital leaders prioritize developing seven key capabilities to unlock the power of data and analytics.
How to Get Started

Developing the capability to effectively leverage data and analytics in the finance function requires CFOs to take coordinated actions along several dimensions. To help them identify the investments they need to prioritize, I have mapped the insights from my research to a maturity model and corresponding assessment tool.
Each finance team’s path toward the successful deployment of advanced analytics will vary based on its starting point. But the common themes I’ve identified among digital finance leaders can provide valuable direction along the way.

Each finance team’s path toward the successful deployment of advanced analytics will vary based on its starting point. But the common themes I’ve identified among digital finance leaders can provide valuable direction along the way.
Seven Essential Capabilities for Digital Finance Leaders

Use advanced analytics to meet strategic needs.
Unpack and explain machine learning outputs.
Collaborate on data management across functions.
Embed analytics skills.
Explore and experiment.
Manage cultural change.
Include everyone on the team in digital efforts.

7. MIT SMR Fact 7. Balancing Valued Tradition With Innovation

When your product is a beloved classic, how do you update it to attract new customers?
Managing the innovation-tradition trade-off is a crucial challenge for businesses carrying the weight of revered historical legacies. Once executives understand that tradition is not merely a constraint but a resource that can be skillfully managed in reinterpreting the past to suit the needs of the present, they can confidently navigate this trade-off, make the necessary changes in strategic focus, and tailor the right interpretation strategy to the right audience.
Company leaders must think carefully about how deeply they are willing to challenge their legacy.
Sooner or later, most successful companies face the challenge of updating a cherished old product. Make no changes, and you risk becoming irrelevant to new customers. Change too much, and you may alienate your most loyal customers.

8. MIT SMR Fact 8. Ask Sanyin: How Can I Field a Winning Team Without All-Star Players?

My organization urgently needs to execute on a new strategic initiative, but I’m not confident that my current staff members have the skills and drive required. How can I field a championship team when I don’t have any all-star players?
When we’re open to the potential of our existing team members and create opportunities for the team to surface, see, and recognize new strengths, we can come to see that the championship team is the one we already have.
It’s easy for managers to succumb to a scarcity mentality and believe that their people aren’t good enough — but it’s important not to nurture this mindset.

9. MIT SMR Fact 9. International Tax Reform the C-Suite Can’t Ignore

For decades, nations competed to attract businesses with tax breaks. A new agreement among OECD countries is about to change that.
By the end of this year, the global tax system will experience a historic shift that will have implications for multinational enterprises (MNEs) that go far beyond their tax departments. The upcoming regulatory changes will impose significant compliance burdens on MNEs and should prompt C-suites to reconsider whether their global operating models remain fit for purpose.
The new tax agreement represents a watershed moment for global business regulation.
The new rules require MNEs with revenues above 750 million euros to pay a corporate income tax of at least 15% in every country in which they operate.
The C-suite should reconsider existing supply chains and global organizational structures that were originally designed to minimize taxes.
Companies should consider ramping up their lobbying efforts. We doubt that global tax competition is truly behind us. We anticipate a new “race to the bottom” in other types of government incentives to attract business activity to jurisdictions that will not trigger the top-up tax under the new OECD rules. MNEs can seize this moment to lobby for other supportive policies to partially offset the tax changes.

10. MIT SMR Fact 10. A Better Way to Pilot Emerging Technologies

IKEA didn’t give up on drones for inventory management after pilots fizzled — it came up with a better approach for testing new technologies.
Many companies never get further than the piloting stage and wind up in a cycle of endlessly testing new technology use cases.
Five Key Lessons. The following steps, based on IKEA’s successful adoption of cutting-edge technology, can be employed by other organizations as they work on their own implementations.

Create a governance structure for the exploration of emerging technologies.
Start with the use case, but keep a close eye on the business case.
Select partners strategically.
Iterate the use case until the business case evolves.
Take a phased approach to scaling.

Condensed knowledge

The condensed knowledge complements the extra and ultra condensed knowledge.

genioux Fact: The MIT Sloan Management Review Summer 2023 issue is a veritable treasure trove of insights and wisdom. Each article is a gem, each one a contender for the top spot. The breadth and depth of knowledge on display is simply staggering, and the quality of the writing is superb. Whether you are a seasoned executive or a business student just starting out, this issue is essential reading.

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BREAKING KNOWLEDGE
Category 2: The Big Picture of the Digital Age
[genioux fact deduced or extracted from MITSMR]
This is a “genioux fact fast solution.”
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Inherited from sources + Supported by the knowledge of one or more experts.

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Fernando Machuca

References

“genioux facts”: The online programme on "MASTERING THE BIG PICTURE OF THE DIGITAL AGE”, g-f(2)1188, Fernando Machuca, July 6, 2023, Genioux.com Corporation.

ABOUT THE AUTHORS

Fernando Machuca
CEO ‎Genioux.com Corporation
PhD with awarded honors in computer science in France

Fernando is the director of "genioux facts". He is the entrepreneur, researcher and professor who has a nondisruptive proposal in The Digital Age to improve the world and reduce poverty + ignorance + violence. A critical piece of the solution puzzle is "genioux facts". The Innovation Value of "genioux facts" is exceptional for individuals, companies and any kind of organization.

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g-f(2)1113 THE BIG PICTURE OF THE DIGITAL AGE (5/4/2023), Microsoft, Announcing the next wave of AI innovation with Microsoft Bing and Edge
g-f(2)1112 THE BIG PICTURE OF THE DIGITAL AGE (5/4/2023), HBR, How Midsize Companies Can Drive Digital Transformation
g-f(2)1111 THE BIG PICTURE OF THE DIGITAL AGE (5/3/2023), Dell Technologies, Realizing 2030: A Divided Vision of the Future
g-f(2)1110 THE BIG PICTURE OF THE DIGITAL AGE (5/3/2023), WEF, The Future of Jobs Report 2023
g-f(2)1109 THE BIG PICTURE OF THE DIGITAL AGE (5/3/2023), geniouxfacts, WEF: Recent Golden Knowledge (GK) Shaping the New World
g-f(2)1108 THE BIG PICTURE OF THE DIGITAL AGE (5/2/2023), World Economic Forum Video, Richard Baldwin - AI Is Essentially Wisdom In A Can
g-f(2)1107 THE BIG PICTURE OF THE DIGITAL AGE (5/2/2023), WSJ, Goldman Sachs CIO Tests Generative AI
g-f(2)1106 THE BIG PICTURE OF THE DIGITAL AGE (5/2/2023), Venture Beat, AI will unlock a new level of human potential
g-f(2)1105 THE BIG PICTURE OF THE DIGITAL AGE (5/1/2023), geniouxfacts, “genioux facts": The Golden Elixir for Limitless Brain Growth
g-f(2)1104 THE BIG PICTURE OF THE DIGITAL AGE (5/1/2023), geniouxfacts, “genioux facts": The Stepping Stone to Your Success in the New World
g-f(2)1103 THE BIG PICTURE OF THE DIGITAL AGE (5/1/2023), geniouxfacts, Big Tech is Leading the Charge and Colonizing the New World of Transformation
g-f(2)1102 THE BIG PICTURE OF THE DIGITAL AGE (4/30/2023), geniouxfacts, How Google, Bing, and Yahoo Respond to Search: New World
g-f(2)1101 THE BIG PICTURE OF THE DIGITAL AGE (4/30/2023), genioux facts, How Bing Chatbot and Bard Answer the Question: Are We Living in a New World?
g-f(2)1100 THE BIG PICTURE OF THE DIGITAL AGE (4/29/2023), genioux facts, THE NEW WORLD (g-f New World) OF TRANSFORMATION
g-f(2)1099 THE BIG PICTURE OF THE DIGITAL AGE (4/29/2023), genioux facts, The New World Challenge: The winners are transforming while the majority is running!
g-f(2)1098 THE BIG PICTURE OF THE DIGITAL AGE (4/29/2023), genioux facts, Generative AI: A Tool for Visionary Leaders
g-f(2)1097 THE BIG PICTURE OF THE DIGITAL AGE (4/28/2023), Harvard Innovation Labs, Value Props: Create a Product People Will Actually Buy
g-f(2)1096 THE BIG PICTURE OF THE DIGITAL AGE (4/28/2023), Accenture, A new era of generative AI for everyone
g-f(2)1095 THE BIG PICTURE OF THE DIGITAL AGE (4/28/2023), Simons Institute, Building Human Intelligence at Scale, to Save the Next Generation from ChatGPT
g-f(2)1094 THE BIG PICTURE OF THE DIGITAL AGE (4/27/2023), FT, Why 3D printing is vital to success of US manufacturing | FT Film
g-f(2)1093 THE BIG PICTURE OF THE DIGITAL AGE (4/27/2023), OpenAI, OpenAI GPT-4: The Game-Changing AI Technology
g-f(2)1092 THE BIG PICTURE OF THE DIGITAL AGE (4/27/2023), MIT Sloan Executive Education, Boosting your Organizational Creativity Quotient (CQ): Embracing the Generative AI Evolution
g-f(2)1091 THE BIG PICTURE OF THE DIGITAL AGE (4/27/2023), geniouxfacts, The Silence of Bing Chatbot, Bard's Creative "White Lie"
g-f(2)1090 THE BIG PICTURE OF THE DIGITAL AGE (4/26/2023), HBR, 5 Ways to Future-Proof Your Career in the Age of AI
g-f(2)1089 Multiple sources, Stanford and MIT study: Generative AI can boost productivity, improve customer satisfaction, and reduce employee turnover.
g-f(2)1088 THE BIG PICTURE OF THE DIGITAL AGE (4/26/2023), geniouxfacts, g-f Fishing, AI Revolution, 4/25/2023, 11:11 AM
A list of genioux facts for those taking the GKPath, the digital highway to limitless growth.
g-f(2)1187 Lighthouse of the big picture of the digital age, geniouxfacts, g-f Stories of Relevant Facts of the AI Revolution
g-f(2)1186 Lighthouse of the big picture of the digital age, geniouxfacts, 100 GK Containers of Relevant Facts of AI Revolution, 7/5/2023
g-f(2)1185 The Story of The Lighthouse of the Big Picture of the Digital Age
g-f(2)1184 Lighthouse of the big picture of the digital age, geniouxfacts, g-f Stories of Relevant Facts of the AI Revolution, 6/30/2023
g-f(2)1183 THE NEW WORLD (6/30/2023), Forbes, How generative AI revolutionizes marketing creativity according to Forrester
g-f(2)1182 Lighthouse of the big picture of the digital age, geniouxfacts, g-f Stories of Relevant Facts of the AI Revolution, 6/29/2023
g-f(2)1181 Lighthouse of the big picture of the digital age, geniouxfacts, g-f Stories of Relevant Facts of the AI Revolution, 6/28/2023
g-f(2)1180 Lighthouse of the big picture of the digital age, geniouxfacts, g-f Stories of Relevant Facts of the AI Revolution, 6/27/2023
g-f(2)1179 Lighthouse of the big picture of the digital age, geniouxfacts, g-f Stories of Relevant Facts of the AI Revolution, 6/26/2023
g-f(2)1178 Lighthouse of the big picture of the digital age, geniouxfacts, g-f Stories of Relevant Facts of the AI Revolution, 6/23/2023
g-f(2)1177 Lighthouse of the big picture of the digital age, geniouxfacts, g-f Stories of Relevant Facts of the AI Revolution, 6/22/2023
g-f(2)1176 Lighthouse of the big picture of the digital age, geniouxfacts, g-f Stories of Relevant Facts of the AI Revolution, 6/21/2023
g-f(2)1175 Lighthouse of the big picture of the digital age, geniouxfacts, g-f Stories of Relevant Facts of the AI Revolution, 6/20/2023
g-f(2)1174 THE NEW WORLD (6/19/2023), Capgemini + yahoo!finance, Capgemini Research Institute Report: Why Consumers Love Generative AI
g-f(2)1173 THE NEW WORLD (6/17/2023), Fortune, Cohere CEO: A.I. has real risks, but human extinction fears are a distraction
g-f(2)1172 Lighthouse of the big picture of the digital age, geniouxfacts, g-f Stories of Relevant Facts of the AI Revolution, 6/16/2023
g-f(2)1171 THE BIG PICTURE OF THE DIGITAL AGE (6/15/2023), BBC, AI 'godfather' Yann LeCun says it would create "a new renaissance for humanity"
g-f(2)1170 THE BIG PICTURE OF THE DIGITAL AGE (6/14/2023), McKinsey, The economic potential of generative AI: The next productivity frontier
g-f(2)1169 THE BIG PICTURE OF THE DIGITAL AGE (6/13/2023), msn, CNBC, Bloomberg, Singapore urges the U.S. and China to stave off conflict
g-f(2)1168 THE BIG PICTURE OF THE DIGITAL AGE (6/12/2023), The Economist, Is doing business in China becoming impossible for foreigners?
g-f(2)1167 Lighthouse of the big picture of the digital age, geniouxfacts, g-f Stories of Relevant Facts of China's Preparation for War, 6/11/2023
g-f(2)1166 Lighthouse of the big picture of the digital age, geniouxfacts, g-f Stories of Relevant Facts of the AI Revolution, 6/9/2023
g-f(2)1165 THE BIG PICTURE OF THE DIGITAL AGE (6/9/2023), geniouxfacts, “genioux facts”: The Foundation of the New World of Prosperity for All
g-f(2)1164 THE BIG PICTURE OF THE DIGITAL AGE (6/7/2023), Andreessen Horowitz, g-f Stories about Why AI Will Save the World
g-f(2)1163 THE BIG PICTURE OF THE DIGITAL AGE (6/6/2023), CNBC, g-f Stories about Apple's Practical Approach to Artificial Intelligence
g-f(2)1162 THE BIG PICTURE OF THE DIGITAL AGE (6/4/2023), geniouxfacts, The Road to Personal Greatness: AI, Personal Digital Transformation, and the Golden Knowledge Path
g-f(2)1161 THE BIG PICTURE OF THE DIGITAL AGE (6/3/2023), geniouxfacts, g-f Stories about The Acceleration of AI Revolution in Education
g-f(2)1160 THE BIG PICTURE OF THE DIGITAL AGE (6/2/2023), geniouxfacts, Leaders’ Path to Greatness: Illuminated by AI
g-f(2)1159 THE BIG PICTURE OF THE DIGITAL AGE (6/2/2023), geniouxfacts, Visionaries’ Path to Personal Greatness: Illuminated by AI
g-f(2)1158 THE BIG PICTURE OF THE DIGITAL AGE (6/2/2023), geniouxfacts, The Road to Personal Greatness: 10 Golden Nuggets of Knowledge
g-f(2)1157 THE BIG PICTURE OF THE DIGITAL AGE (6/1/2023), geniouxfacts, g-f Stories that Capture the Impact of AI in The Road to Personal Greatness
g-f(2)1156 THE BIG PICTURE OF THE DIGITAL AGE (5/30/2023), geniouxfacts, The AI Revolution Story for Firms and Individuals
g-f(2)1155 THE BIG PICTURE OF THE DIGITAL AGE (5/30/2023), geniouxfacts, The AI Revolution Story for Visionaries
g-f(2)1154 THE BIG PICTURE OF THE DIGITAL AGE (5/30/2023), geniouxfacts, The AI Revolution: 10 Golden Nuggets of Knowledge
g-f(2)1153 THE BIG PICTURE OF THE DIGITAL AGE (5/29/2023), geniouxfacts, g-f Stories that Capture the Exceptional Acceleration of the AI Revolution
g-f(2)1152 THE BIG PICTURE OF THE DIGITAL AGE (5/29/2023), geniouxfacts, A Single Quote Capturing the Acceleration of the AI Revolution
g-f(2)1151 THE BIG PICTURE OF THE DIGITAL AGE (5/29/2023), geniouxfacts, A Single Quote Capturing Opportunities, Risks and Alerts on AI Revolution
g-f(2)1150 THE BIG PICTURE OF THE DIGITAL AGE (5/28/2023), geniouxfacts, A Single Quote Capturing AI’s Education Revolution
g-f(2)1149 THE BIG PICTURE OF THE DIGITAL AGE (5/28/2023), geniouxfacts, A Single Quote Capturing How ChatGPT Would, in due course, Be Everywhere
g-f(2)1148 THE BIG PICTURE OF THE DIGITAL AGE (5/28/2023), geniouxfacts, A Single Quote Capturing the Abundance of Fabulous AI Chatbots
g-f(2)1147 THE BIG PICTURE OF THE DIGITAL AGE (5/28/2023), geniouxfacts, A Single Quote Capturing the Benefits of Humans and AI Working to their Respective Strengths
g-f(2)1146 THE BIG PICTURE OF THE DIGITAL AGE (5/27/2023), geniouxfacts, A Single Quote Capturing How AI Can Multiply Your Own Capabilities and Generate Passive Income
g-f(2)1145 THE BIG PICTURE OF THE DIGITAL AGE (5/27/2023), geniouxfacts, A Single Quote Capturing The Economic Impact of AI Revolution
g-f(2)1144 THE BIG PICTURE OF THE DIGITAL AGE (5/27/2023), geniouxfacts, A Single Quote Capturing The Future of Generative AI for the Enterprise
g-f(2)1143 THE BIG PICTURE OF THE DIGITAL AGE (5/27/2023), geniouxfacts, A Single Quote Capturing the State of AI Research
g-f(2)1142 THE BIG PICTURE OF THE DIGITAL AGE (5/21/2023), geniouxfacts, The Wonderful New World (g-f New World): Unbeknownst to Bard and Bing Chatbot
g-f(2)1141 THE BIG PICTURE OF THE DIGITAL AGE (5/19/2023), geniouxfacts, An annoying current limitation of Bard and Bing Chatbot
g-f(2)1140 THE BIG PICTURE OF THE DIGITAL AGE (5/18/2023), geniouxfacts, Reflection on the New World, Dizzying and Turbulent
g-f(2)1139 THE BIG PICTURE OF THE DIGITAL AGE (5/15/2023), geniouxfacts, Navigating the New World of Transformation and its Disruptions
g-f(2)1138 The g-f story of the week (5/14/2023), AI and the New World of Transformation: A Brighter Future for All
g-f(2)1137 THE BIG PICTURE OF THE DIGITAL AGE (5/12/2023), geniouxfacts, Google vs. Microsoft: The AI Race Heats Up
g-f(2)1136 THE BIG PICTURE OF THE DIGITAL AGE (5/12/2023), geniouxfacts, How to Innovate Without Displacing Industries, Companies, or Jobs
g-f(2)1135 THE BIG PICTURE OF THE DIGITAL AGE, geniouxfacts, g-f Fishing, The open-source AI boom, 5/12/2023
g-f(2)1134 THE BIG PICTURE OF THE DIGITAL AGE, geniouxfacts, g-f Fishing, The AI Revolution, 5/11/2023
g-f(2)1133 THE BIG PICTURE OF THE DIGITAL AGE (5/11/2023), HBR, 6 Key Levers of a Successful Organizational Transformation
g-f(2)1132 THE BIG PICTURE OF THE DIGITAL AGE (5/11/2023), geniouxfacts, The Future of Work: How AI is Transforming Productivity and Unleashing Creativity
g-f(2)1131 THE BIG PICTURE OF THE DIGITAL AGE (5/10/2023), geniouxfacts, The Golden Age of AI: An Opportunity for All
g-f(2)1130 THE BIG PICTURE OF THE DIGITAL AGE (5/10/2023), Multiple sources, Google Bets Big on AI: Its latest A.I. technology embedded into 25 products
g-f(2)1129 THE BIG PICTURE OF THE DIGITAL AGE (5/10/2023), geniouxfacts, The Power of g-f (PDT) Personal Digital Transformation: How to Reinvent Yourself in the New World
g-f(2)1128 THE BIG PICTURE OF THE DIGITAL AGE (5/9/2023), TIME, Microsoft’s CEO Responds to Concerns About AI
g-f(2)1127 THE BIG PICTURE OF THE DIGITAL AGE, geniouxfacts, g-f Fishing, The AI Revolution, 5/9/2023
g-f(2)1126 THE BIG PICTURE OF THE DIGITAL AGE (5/9/2023), MIT SMR, AI Is Helping Companies Redefine, Not Just Improve, Performance
g-f(2)1125 THE BIG PICTURE OF THE DIGITAL AGE (5/8/2023), TED, AI enhancing human intelligence (HI), human potential and human purpose
g-f(2)1124 THE BIG PICTURE OF THE DIGITAL AGE (5/8/2023), geniouxfacts, The Power of g-f PDT: Lifelong Learning for Career Growth
g-f(2)1123 THE BIG PICTURE OF THE DIGITAL AGE (5/8/2023), geniouxfacts, Nurturing your Intelligence in a Turbulent New World
g-f(2)1122 THE BIG PICTURE OF THE DIGITAL AGE (5/7/2023), geniouxfacts, The New World of Transformation: Overcoming Disruptions for Growth
g-f(2)1121 THE BIG PICTURE OF THE DIGITAL AGE (5/6/2023), geniouxfacts, Bard and Bing Chatbot Songs of the Week's Golden Knowledge
g-f(2)1120 THE BIG PICTURE OF THE DIGITAL AGE (5/6/2023), geniouxfacts, Bard and Bing Chatbot Poems of the Week's Golden Knowledge
g-f(2)1119 THE BIG PICTURE OF THE DIGITAL AGE (5/6/2023), geniouxfacts, Bard and Bing Chatbot Stories of the Week's Golden Knowledge
g-f(2)1118 THE BIG PICTURE OF THE DIGITAL AGE (5/6/2023), geniouxfacts, The Week's Top 10 Golden Knowledge (GK) Nuggets
g-f(2)1117 THE BIG PICTURE OF THE DIGITAL AGE (5/5/2023), Business Insider + Deloitte, Do digital transformations drive or destroy market value?
g-f(2)1116 THE BIG PICTURE OF THE DIGITAL AGE (5/5/2023), MIT SMR, Moving Beyond Islands of Experimentation to AI Everywhere
g-f(2)1115 THE BIG PICTURE OF THE DIGITAL AGE (5/5/2023), Insead Knowledge, Breaking the Cycle of Self-Sabotage: How to Overcome the “Golden Larva Syndrome”
g-f(2)1114 THE BIG PICTURE OF THE DIGITAL AGE (5/4/2023), geniouxfacts, Microsoft Goes On The Offensive: Media Reaction
g-f(2)1113 THE BIG PICTURE OF THE DIGITAL AGE (5/4/2023), Microsoft, Announcing the next wave of AI innovation with Microsoft Bing and Edge
g-f(2)1112 THE BIG PICTURE OF THE DIGITAL AGE (5/4/2023), HBR, How Midsize Companies Can Drive Digital Transformation
g-f(2)1111 THE BIG PICTURE OF THE DIGITAL AGE (5/3/2023), Dell Technologies, Realizing 2030: A Divided Vision of the Future
g-f(2)1110 THE BIG PICTURE OF THE DIGITAL AGE (5/3/2023), WEF, The Future of Jobs Report 2023
g-f(2)1109 THE BIG PICTURE OF THE DIGITAL AGE (5/3/2023), geniouxfacts, WEF: Recent Golden Knowledge (GK) Shaping the New World
g-f(2)1108 THE BIG PICTURE OF THE DIGITAL AGE (5/2/2023), World Economic Forum Video, Richard Baldwin - AI Is Essentially Wisdom In A Can
g-f(2)1107 THE BIG PICTURE OF THE DIGITAL AGE (5/2/2023), WSJ, Goldman Sachs CIO Tests Generative AI
g-f(2)1106 THE BIG PICTURE OF THE DIGITAL AGE (5/2/2023), Venture Beat, AI will unlock a new level of human potential
g-f(2)1105 THE BIG PICTURE OF THE DIGITAL AGE (5/1/2023), geniouxfacts, “genioux facts": The Golden Elixir for Limitless Brain Growth
g-f(2)1104 THE BIG PICTURE OF THE DIGITAL AGE (5/1/2023), geniouxfacts, “genioux facts": The Stepping Stone to Your Success in the New World
g-f(2)1103 THE BIG PICTURE OF THE DIGITAL AGE (5/1/2023), geniouxfacts, Big Tech is Leading the Charge and Colonizing the New World of Transformation
g-f(2)1102 THE BIG PICTURE OF THE DIGITAL AGE (4/30/2023), geniouxfacts, How Google, Bing, and Yahoo Respond to Search: New World
g-f(2)1101 THE BIG PICTURE OF THE DIGITAL AGE (4/30/2023), genioux facts, How Bing Chatbot and Bard Answer the Question: Are We Living in a New World?
g-f(2)1100 THE BIG PICTURE OF THE DIGITAL AGE (4/29/2023), genioux facts, THE NEW WORLD (g-f New World) OF TRANSFORMATION
g-f(2)1099 THE BIG PICTURE OF THE DIGITAL AGE (4/29/2023), genioux facts, The New World Challenge: The winners are transforming while the majority is running!
g-f(2)1098 THE BIG PICTURE OF THE DIGITAL AGE (4/29/2023), genioux facts, Generative AI: A Tool for Visionary Leaders
g-f(2)1097 THE BIG PICTURE OF THE DIGITAL AGE (4/28/2023), Harvard Innovation Labs, Value Props: Create a Product People Will Actually Buy
g-f(2)1096 THE BIG PICTURE OF THE DIGITAL AGE (4/28/2023), Accenture, A new era of generative AI for everyone
g-f(2)1095 THE BIG PICTURE OF THE DIGITAL AGE (4/28/2023), Simons Institute, Building Human Intelligence at Scale, to Save the Next Generation from ChatGPT
g-f(2)1094 THE BIG PICTURE OF THE DIGITAL AGE (4/27/2023), FT, Why 3D printing is vital to success of US manufacturing | FT Film
g-f(2)1093 THE BIG PICTURE OF THE DIGITAL AGE (4/27/2023), OpenAI, OpenAI GPT-4: The Game-Changing AI Technology
g-f(2)1092 THE BIG PICTURE OF THE DIGITAL AGE (4/27/2023), MIT Sloan Executive Education, Boosting your Organizational Creativity Quotient (CQ): Embracing the Generative AI Evolution
g-f(2)1091 THE BIG PICTURE OF THE DIGITAL AGE (4/27/2023), geniouxfacts, The Silence of Bing Chatbot, Bard's Creative "White Lie"
g-f(2)1090 THE BIG PICTURE OF THE DIGITAL AGE (4/26/2023), HBR, 5 Ways to Future-Proof Your Career in the Age of AI
g-f(2)1089 Multiple sources, Stanford and MIT study: Generative AI can boost productivity, improve customer satisfaction, and reduce employee turnover.
g-f(2)1088 THE BIG PICTURE OF THE DIGITAL AGE (4/26/2023), geniouxfacts, g-f Fishing, AI Revolution, 4/25/2023, 11:11 AM
g-f(2)1087 THE BIG PICTURE OF THE DIGITAL AGE (4/25/2023), geniouxfacts, g-f Fishing: Unlocking Unlimited Growth in the Digital Age
g-f(2)1086 THE BIG PICTURE OF THE DIGITAL AGE (4/25/2023), geniouxfacts, The Golden Knowledge (GK) That Can Change the World
g-f(2)1085 THE BIG PICTURE OF THE DIGITAL AGE (4/24/2023), MIT SMR, Leadership Strategies for the Hybrid Workforce
g-f(2)1084 THE BIG PICTURE OF THE DIGITAL AGE (4/24/2023), HBR, Driving Organizational Change — Without Abandoning Tradition
g-f(2)1083 THE BIG PICTURE OF THE DIGITAL AGE (4/24/2023), geniouxfacts, PDT: In the current state Bard and Bing Chatbot are GREAT!
g-f(2)1082 THE BIG PICTURE OF THE DIGITAL AGE (4/23/2023), geniouxfacts, Personal Digital Transformation (g-f PDT): The Key to Success in the Digital Age
g-f(2)1081 THE BIG PICTURE OF THE DIGITAL AGE (4/23/2023), HBR + Deloitte, Do You Really Know The Financial Impacts of Your Digital Transformation?
g-f(2)1080 THE BIG PICTURE OF THE DIGITAL AGE (4/23/2023), Fast Company, How AI could power advertising’s next creative revolution
g-f(2)1079 THE BIG PICTURE OF THE DIGITAL AGE (4/23/2023), Insead Knowledge, Leading Change in Turbulence: Case of Discovery Inc.
g-f(2)1078 THE BIG PICTURE OF THE DIGITAL AGE (4/22/2023), MIT SMR, A Better Way to Pilot Emerging Technologies
g-f(2)1077 THE BIG PICTURE OF THE DIGITAL AGE (4/22/2023), HBR, When Scenario Planning Fails
g-f(2)1076 THE BIG PICTURE OF THE DIGITAL AGE (4/22/2023), geniouxfacts, The AI Revolution and the Transformation Revolution
g-f(2)1075 THE BIG PICTURE OF THE DIGITAL AGE (4/21/2023), geniouxfacts, Bard and Bing Chatbot wrote poems to make the world a better place
g-f(2)1074 THE BIG PICTURE OF THE DIGITAL AGE (4/21/2023), geniouxfacts, genioux Fact: Bard is a poet!
g-f(2)1073 THE BIG PICTURE OF THE DIGITAL AGE (4/21/2023), geniouxfacts, genioux Fact: Bing Chatbot is a poet!
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Thursday, July 6, 2023

g-f(2)1188 Lighthouse of the big picture of the digital age, geniouxfacts, g-f Stories of Relevant Facts of the Transformation Revolution, 7/6/2023