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Sleepless in Silicon Valley: What Keeps CEOs Up At Night

HR Digest

L-R): Anthony Horton, Chris McCarthy, Stephanie Neal In a recent interview, OpenAI CEO Sam Altman revealed a startling confession: the architect of ChatGPT, a revolutionary language model capable of holding nuanced conversations and generating creative text formats, often struggles to sleep.

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Be an Advocate for Yourself :: Women on Business

Women on Business

The recommendation from Harvard Business Review and Catalyst is for organizations to adopt formal sponsorship programs similar to IBM Europe. Let others know within the organization that you are seeking a sponsor. Create visibility and credibility for yourself in the organization. o Take on high profile projects.

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How to Create Remarkable Teams PART 2 – Collaboration

Ask Atma

To get you started I will expand on the list that MIT research scientist Peter Gloor calls the “genetic code” of collaboration: learning networks, ethical principles, trust and self-organization, knowledge sharing, and transparency. 2) Make Virtue an Organizing Principle -. The 5 building blocks of collaboration.

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Navigating an Office Without Formal Processes

Harvard Business Review

Willyerd says the way to go about it is to show how your idea will benefit your new organization. “In Jen Su points to risk management as an area where your new organization might welcome more formal processes. “If It’s a work in process, and it may happen some day in the future as the organization looks to expand,” she explains.

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How IBM's Sam Palmisano Redefined the Global Corporation

Harvard Business Review

When Palmisano retired this month, the media chronicled his success by focusing on IBM's 21% annual growth in earnings per share and its increase in market capitalization to $218 billion. The first job of a leader is to enable an organization to survive without him or her. In the 21st century only IBM's Sam Palmisano has done so.

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Building a Software Start-Up Inside GE

Harvard Business Review

This means that many organizations and their leaders are running as fast as they can to quickly build their software capabilities. How would it be organized and how would it relate to GE’s existing businesses? How would it integrate into the culture of the larger organization? Who would lead it? Where would it be located?