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


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ULTRA-condensed knowledge

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




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




genioux Facts: 
  • 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.
    1. MIT SMR Fact 1. Special Report: Navigating Risk and Disruption: Skills and Tactics for an Uncertain Future
    2. MIT SMR Fact 2. Moving Beyond Islands of Experimentation to AI Everywhere
    3. MIT SMR Fact 3. Manage Your Workforce Ecosystem, Not Just Your Employees
    4. MIT SMR Fact 4. The Missing Discipline Behind Failure to Scale
    5. MIT SMR Fact 5. Cashing Out Excellence
    6. MIT SMR Fact 6. How Digitally Mature Is Your Finance Office?
    7. MIT SMR Fact 7. Balancing Valued Tradition With Innovation
    8. MIT SMR Fact 8. Ask Sanyin: How Can I Field a Winning Team Without All-Star Players?
    9. MIT SMR Fact 9. International Tax Reform the C-Suite Can’t Ignore
    10. 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
    • 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.
      1. 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.
      2. Match the response to the challenge. Once the supply and demand effects have been mapped, it’s possible to target the appropriate response.
      3. Stay focused on the organization’s true mission. While there are plenty of genuine threats out there, there’s also a lot of noise.
      4. 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.





  • 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.







  • 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.





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






  • 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.






  • 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.






  • 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.







  • 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.
    1. Create a governance structure for the exploration of emerging technologies.
    2. Start with the use case, but keep a close eye on the business case.
    3. Select partners strategically.
    4. Iterate the use case until the business case evolves.
    5. 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.







Some relevant characteristics of this "genioux fact"

  • 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.”
  • Tag Opportunities to those travelling at high speed on GKPath
  • Type of essential knowledge of this “genioux fact”: Essential Analyzed Knowledge (EAK).
  • Type of validity of the "genioux fact". 

    • Inherited from sources + Supported by the knowledge of one or more experts.


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


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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    68. 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
    69. 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
    70. g-f(2)1118 THE BIG PICTURE OF THE DIGITAL AGE (5/6/2023), geniouxfacts, The Week's Top 10 Golden Knowledge (GK) Nuggets
    71. 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?
    72. g-f(2)1116 THE BIG PICTURE OF THE DIGITAL AGE (5/5/2023), MIT SMR, Moving Beyond Islands of Experimentation to AI Everywhere
    73. 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”
    74. g-f(2)1114 THE BIG PICTURE OF THE DIGITAL AGE (5/4/2023), geniouxfacts, Microsoft Goes On The Offensive: Media Reaction
    75. 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
    76. g-f(2)1112 THE BIG PICTURE OF THE DIGITAL AGE (5/4/2023), HBR, How Midsize Companies Can Drive Digital Transformation
    77. g-f(2)1111 THE BIG PICTURE OF THE DIGITAL AGE (5/3/2023), Dell Technologies, Realizing 2030: A Divided Vision of the Future
    78. g-f(2)1110 THE BIG PICTURE OF THE DIGITAL AGE (5/3/2023), WEF, The Future of Jobs Report 2023
    79. g-f(2)1109 THE BIG PICTURE OF THE DIGITAL AGE (5/3/2023), geniouxfacts, WEF: Recent Golden Knowledge (GK) Shaping the New World
    80. 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
    81. g-f(2)1107 THE BIG PICTURE OF THE DIGITAL AGE (5/2/2023), WSJ, Goldman Sachs CIO Tests Generative AI
    82. 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
    83. g-f(2)1105 THE BIG PICTURE OF THE DIGITAL AGE (5/1/2023), geniouxfacts, “genioux facts": The Golden Elixir for Limitless Brain Growth
    84. 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
    85. 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
    86. 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
    87. 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?
    88. 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
    89. 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!
    90. g-f(2)1098 THE BIG PICTURE OF THE DIGITAL AGE (4/29/2023), genioux facts, Generative AI: A Tool for Visionary Leaders
    91. 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
    92. g-f(2)1096 THE BIG PICTURE OF THE DIGITAL AGE (4/28/2023), Accenture, A new era of generative AI for everyone
    93. 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
    94. 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
    95. g-f(2)1093 THE BIG PICTURE OF THE DIGITAL AGE (4/27/2023), OpenAI, OpenAI GPT-4: The Game-Changing AI Technology
    96. 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
    97. 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"
    98. 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
    99. g-f(2)1089 Multiple sources, Stanford and MIT study: Generative AI can boost productivity, improve customer satisfaction, and reduce employee turnover.
    100. 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.
    1. g-f(2)1187 Lighthouse of the big picture of the digital age, geniouxfacts, g-f Stories of Relevant Facts of the AI Revolution
    2. 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
    3. g-f(2)1185 The Story of The Lighthouse of the Big Picture of the Digital Age
    4. 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
    5. g-f(2)1183 THE NEW WORLD (6/30/2023), Forbes, How generative AI revolutionizes marketing creativity according to Forrester
    6. 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
    7. 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
    8. 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
    9. 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
    10. 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
    11. 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
    12. 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
    13. 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
    14. g-f(2)1174 THE NEW WORLD (6/19/2023), Capgemini + yahoo!finance, Capgemini Research Institute Report: Why Consumers Love Generative AI
    15. 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
    16. 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
    17. 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"
    18. 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
    19. 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
    20. 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?
    21. 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
    22. 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
    23. 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
    24. 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
    25. 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
    26. 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
    27. 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
    28. g-f(2)1160 THE BIG PICTURE OF THE DIGITAL AGE (6/2/2023), geniouxfacts, Leaders’ Path to Greatness: Illuminated by AI
    29. g-f(2)1159 THE BIG PICTURE OF THE DIGITAL AGE (6/2/2023), geniouxfacts, Visionaries’ Path to Personal Greatness: Illuminated by AI
    30. 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
    31. 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
    32. g-f(2)1156 THE BIG PICTURE OF THE DIGITAL AGE (5/30/2023), geniouxfacts, The AI Revolution Story for Firms and Individuals
    33. g-f(2)1155 THE BIG PICTURE OF THE DIGITAL AGE (5/30/2023), geniouxfacts, The AI Revolution Story for Visionaries
    34. g-f(2)1154 THE BIG PICTURE OF THE DIGITAL AGE (5/30/2023), geniouxfacts, The AI Revolution: 10 Golden Nuggets of Knowledge
    35. 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
    36. 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
    37. 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
    38. g-f(2)1150 THE BIG PICTURE OF THE DIGITAL AGE (5/28/2023), geniouxfacts, A Single Quote Capturing AI’s Education Revolution
    39. 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
    40. 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
    41. 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
    42. 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
    43. 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
    44. 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
    45. g-f(2)1143 THE BIG PICTURE OF THE DIGITAL AGE (5/27/2023), geniouxfacts, A Single Quote Capturing the State of AI Research
    46. 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
    47. g-f(2)1141 THE BIG PICTURE OF THE DIGITAL AGE (5/19/2023), geniouxfacts, An annoying current limitation of Bard and Bing Chatbot
    48. g-f(2)1140 THE BIG PICTURE OF THE DIGITAL AGE (5/18/2023), geniouxfacts, Reflection on the New World, Dizzying and Turbulent
    49. g-f(2)1139 THE BIG PICTURE OF THE DIGITAL AGE (5/15/2023), geniouxfacts, Navigating the New World of Transformation and its Disruptions
    50. 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
    51. g-f(2)1137 THE BIG PICTURE OF THE DIGITAL AGE (5/12/2023), geniouxfacts, Google vs. Microsoft: The AI Race Heats Up
    52. g-f(2)1136 THE BIG PICTURE OF THE DIGITAL AGE (5/12/2023), geniouxfacts, How to Innovate Without Displacing Industries, Companies, or Jobs
    53. g-f(2)1135 THE BIG PICTURE OF THE DIGITAL AGE, geniouxfacts, g-f Fishing, The open-source AI boom, 5/12/2023
    54. g-f(2)1134 THE BIG PICTURE OF THE DIGITAL AGE, geniouxfacts, g-f Fishing, The AI Revolution, 5/11/2023
    55. g-f(2)1133 THE BIG PICTURE OF THE DIGITAL AGE (5/11/2023), HBR, 6 Key Levers of a Successful Organizational Transformation
    56. 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
    57. g-f(2)1131 THE BIG PICTURE OF THE DIGITAL AGE (5/10/2023), geniouxfacts, The Golden Age of AI: An Opportunity for All
    58. 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
    59. 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
    60. g-f(2)1128 THE BIG PICTURE OF THE DIGITAL AGE (5/9/2023), TIME, Microsoft’s CEO Responds to Concerns About AI
    61. g-f(2)1127 THE BIG PICTURE OF THE DIGITAL AGE, geniouxfacts, g-f Fishing, The AI Revolution, 5/9/2023
    62. 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
    63. 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
    64. 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
    65. g-f(2)1123 THE BIG PICTURE OF THE DIGITAL AGE (5/8/2023), geniouxfacts, Nurturing your Intelligence in a Turbulent New World
    66. g-f(2)1122 THE BIG PICTURE OF THE DIGITAL AGE (5/7/2023), geniouxfacts, The New World of Transformation: Overcoming Disruptions for Growth
    67. 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
    68. 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
    69. 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
    70. g-f(2)1118 THE BIG PICTURE OF THE DIGITAL AGE (5/6/2023), geniouxfacts, The Week's Top 10 Golden Knowledge (GK) Nuggets
    71. 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?
    72. g-f(2)1116 THE BIG PICTURE OF THE DIGITAL AGE (5/5/2023), MIT SMR, Moving Beyond Islands of Experimentation to AI Everywhere
    73. 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”
    74. g-f(2)1114 THE BIG PICTURE OF THE DIGITAL AGE (5/4/2023), geniouxfacts, Microsoft Goes On The Offensive: Media Reaction
    75. 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
    76. g-f(2)1112 THE BIG PICTURE OF THE DIGITAL AGE (5/4/2023), HBR, How Midsize Companies Can Drive Digital Transformation
    77. g-f(2)1111 THE BIG PICTURE OF THE DIGITAL AGE (5/3/2023), Dell Technologies, Realizing 2030: A Divided Vision of the Future
    78. g-f(2)1110 THE BIG PICTURE OF THE DIGITAL AGE (5/3/2023), WEF, The Future of Jobs Report 2023
    79. g-f(2)1109 THE BIG PICTURE OF THE DIGITAL AGE (5/3/2023), geniouxfacts, WEF: Recent Golden Knowledge (GK) Shaping the New World
    80. 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
    81. g-f(2)1107 THE BIG PICTURE OF THE DIGITAL AGE (5/2/2023), WSJ, Goldman Sachs CIO Tests Generative AI
    82. 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
    83. g-f(2)1105 THE BIG PICTURE OF THE DIGITAL AGE (5/1/2023), geniouxfacts, “genioux facts": The Golden Elixir for Limitless Brain Growth
    84. 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
    85. 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
    86. 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
    87. 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?
    88. 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
    89. 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!
    90. g-f(2)1098 THE BIG PICTURE OF THE DIGITAL AGE (4/29/2023), genioux facts, Generative AI: A Tool for Visionary Leaders
    91. 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
    92. g-f(2)1096 THE BIG PICTURE OF THE DIGITAL AGE (4/28/2023), Accenture, A new era of generative AI for everyone
    93. 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
    94. 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
    95. g-f(2)1093 THE BIG PICTURE OF THE DIGITAL AGE (4/27/2023), OpenAI, OpenAI GPT-4: The Game-Changing AI Technology
    96. 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
    97. 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"
    98. 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
    99. g-f(2)1089 Multiple sources, Stanford and MIT study: Generative AI can boost productivity, improve customer satisfaction, and reduce employee turnover.
    100. 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
    101. 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
    102. g-f(2)1086 THE BIG PICTURE OF THE DIGITAL AGE (4/25/2023), geniouxfacts, The Golden Knowledge (GK) That Can Change the World
    103. g-f(2)1085 THE BIG PICTURE OF THE DIGITAL AGE (4/24/2023), MIT SMR, Leadership Strategies for the Hybrid Workforce
    104. g-f(2)1084 THE BIG PICTURE OF THE DIGITAL AGE (4/24/2023), HBR, Driving Organizational Change — Without Abandoning Tradition
    105. 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!
    106. 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
    107. 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?
    108. 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
    109. g-f(2)1079 THE BIG PICTURE OF THE DIGITAL AGE (4/23/2023), Insead Knowledge, Leading Change in Turbulence: Case of Discovery Inc.
    110. g-f(2)1078 THE BIG PICTURE OF THE DIGITAL AGE (4/22/2023), MIT SMR, A Better Way to Pilot Emerging Technologies
    111. g-f(2)1077 THE BIG PICTURE OF THE DIGITAL AGE (4/22/2023), HBR, When Scenario Planning Fails
    112. g-f(2)1076 THE BIG PICTURE OF THE DIGITAL AGE (4/22/2023), geniouxfacts, The AI Revolution and the Transformation Revolution
    113. 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
    114. g-f(2)1074 THE BIG PICTURE OF THE DIGITAL AGE (4/21/2023), geniouxfacts, genioux Fact: Bard is a poet!
    115. 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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