Cyber risk has emerged as a particularly urgent concern due to its potential for existential disruption and mounting regulatory pressures. Despite corporate boards' increased attention to cyber risk, old challenges persist as new threats emerge. Our27 hours of interviews with 42 board directors, board advisors and board-facing executives identified two core types ofgovernance challenges: (1) internal structural issues and (2) external cyber threats.(1) For each challenge, we offer expert-backed guidance on how to anticipate, prepare and respond. We conclude with challenges we believe must still be addressed(2).
Low-code platforms empower business professionals to build applications without ment requires new roles, structures and mindsets. Drawing on 36 interviews in two firms at different levels of low-code maturity, we define a practical five-level maturity model and highlight the evolving role of low-code champions who bridge the IT and business domains. We show how organizational context, IT support and community learning shape success and provide actionable guidance for traversing the first three maturity levels (1,2)
Leading large-scale AI-driven transformation is never easy, especially in a highly regulated industry like healthcare. But the Digital Transformation & Innovation group at HCA Healthcare is delivering a steady drumbeat of innovative value for employees and patients. In this interview, Dr. Michael Schlosser, who leads enterprise-wide digital transformation and innovation for HCA Healthcare, describes the mechanisms he and his team use to engage top leaders, rank-and-file employees and even regulators to produce transformative AI-powered innovations quickly and safely.
Cybersecurity governance is increasingly regulated, yet best practice remains fragmented across executive leadership. This article, which draws on our 31 interviews with financial sector leaders, identifies pressing challenges around cybersecurity governance-specifically those connected to tensions around (1) accountability vs. authority, (2) strategic alignment vs. operational execution and (3) clarity vs. ambiguity. To strengthen organizational resilience, we propose a framework for cybersecurity responsibility, ownership and accountability (CROA) and then offer seven recommendations, as well as a self-assessment tool for executives.
Business-to business (B2B) marketplaces are experiencing a resurgence, promising to simplify global sourcing amid increasing geopolitical tensions, trade tariffs and supply chain disruptions. However, managers mistakenly apply business-to-consumer (B2C) marketplace scaling techniques within B2B contexts. Based on case studies of two pioneering B2B marketplaces, we highlight how B2C-platform thinking leads managers into scaling traps. The cases underscore the importance of setting a viable focus, deliberate product building, as well as physical selling and right-touch service, to establish and scale B2B marketplaces in traditional industries.(1,2)
