C-Suite Intelligence 5th August 2020

Winmark's C-Suite Intelligence service provides news, content and research to help leaders across all C-Suite functions overcome the significant challenges they are currently facing

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Restoring craft to work
All the signs suggest that we are moving into a world where more and more work is done remotely, by workers who aren’t on the payroll. If this is the future of work, your corporate purpose is going to have less and less motivational power. Craft is a win-win replacement.

Maybe it’s time to stop looking for ways to distract people from the essentially meaningless tasks they’ve been assigned by scientific management and restore craftsmanship as the essential component of work. Leaders could achieve this in three ways.

First, make work meaningful again. Not by providing a nebulous connection to a higher purpose, but by enabling workers to stop acting like machines and start managing machines.

Second, grant workers dominion over their work.The drive to find ingenious ways to do work better, faster, and/or cheaper is an integral element of craftsmanship — no matter where it is pursued. 

Finally, recognise, and reward, craftsmanship. You get what you pay for. So, why not pay for a job well done? Maybe workers should be paid based on quality rather than volume.


Nine tips from Google's remote working policy


Google chief executive Sundar Pichai recently announced that because of the Covid-19 pandemic, Google would extend its work from home policy until at least July 2021. That's a telling decision considering that Google quite possibly has access to some of the richest data sets in the world.

Among that data is research the company published last year. A team surveyed more than 5,000 Google employees and held focus groups with about a hundred more to better understand the impact of distributed work. Here are nine main lessons:

1. Make team meetings a priority.

2. Show personal interest.

3. Be present.

4. Check in.

5. Recognise your teammates.

6. Invite colleagues' participation.

7. Set team norms.

8. Use the right medium.

9. Make well-being a priority.

Leading the intelligent enterprise
MIT Sloan Management Review

With so much responsibility, the CEO’s scarcest resource becomes time, and that’s where AI brings the most value to the top job. AI is an ideal tool for observing and gathering the available information touching on business operations.

Experienced CEOs also need to consider the intangible factors a machine will miss. While the CEO’s primary job is making decisions, the role doesn’t end once a choice has been made. 

Companies are investing in AI today, but to achieve the ultimate strategic goals of this investment, organisations must broaden their sights beyond creating augmented intelligence tools for limited tasks. In order to turn this broader vision into reality, leaders must prioritise assembling the right talent pipeline and technology infrastructure to enable the intelligent enterprise of tomorrow.

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