Nvidia: Winning the deep-learning leadership battle

Here are six ways in which the role of a manager may evolve in an age of advanced AI.

Emotional intelligence is essential for recognizing and managing artificial intelligence (AI) enabled manipulation, especially in scams. Organizations should train employees to spot emotional triggers and practice reflection to mitigate generative...

In the 2010s, card processing – Mastercard’s flagship service – started showing signs of commodification as new, nimble players (typically, fintech startups thriving on digital) entered the payment processing space, and customer preferences evolved beyond plastic cards and traditional contact payments. To re-energize its central position and its ability to capture value, Mastercard – as the incumbent – had to make bold decisions. The case details Mastercard’s approach to conceptualizing and building a global platform ecosystem that upholds the principles and design elements of modularity (i.e. interoperability and scalability) and optionality. Today, Mastercard's services, based on application programming interfaces (APIs), integrate with a variety of platforms and offer flexibility to businesses that require customized payment solutions. All along, the company has accommodated a high level of internal disruption. The case also explores the nature of Mastercard’s systematic collaboration with fintechs – players that often started out as competitors in specific parts of Mastercard’s value chain. It describes the company’s engagement with fintechs as fostering collaboration and co-creation and facilitating access; in other words, opening doors and sharing tools with partners. The case presents observations and quotes by CEO Michael Miebach, whose career trajectory at Mastercard – spanning Africa & Middle East experience, fintech partnerships, product management and the CEO role – sheds additional light on the philosophy and values that have driven the company’s transformation to a technology powerhouse and self-described original fintech.

The UAE has been making waves recently in the technology world. A $1.5 billion deal between American tech giant Microsoft and Abu Dhabi’s AI champion,G42, seems to mark a shift in global alliances. This deal is significant not just in terms of the dollar value, but in what it represents for the UAE’s technology ambitions.

More than 80% of organizations will be using GenAI by 2026. Addressing bias in these systems must become a priority to avoid acute organizational and societal risks, says a forthcoming white paper by IMD, Microsoft, and Ringier.

Michael Wade and Tomoko Yokoi explain how IMD ranked the world's leading companies on AI adoption and use – and reveal which topped the list.

Culture eats strategy for breakfast is one of the most enduring truisms of management. But is it really the case? And what is culture anyway?

Mike and Amit discuss how to evaluate the progress of Artificial Intelligence using real-time technological and regulatory changes.

As AI advances at a breakneck pace, IMD’s new AI Safety Clock warns we’re nearing a critical tipping point. With regulation lagging, can we keep AI under control before it’s too late?

Klein tells Jim Pulcrano how AI technology can help build scale and precision in an underserved population, how he defines success, and the challenges he faces as he seeks to build this social impact enterprise.