Aurora WDC Blog
Huawei has surpassed Apple as the second-largest volume selling smartphone maker in the world (behind Samsung). iPhone retailers across China are suddenly discounting inventory.
Apple, Inc. took some punishment on the equity markets lately as CEO Tim Cook explained away questions about sluggish iPhone growth forecasts on the cold trade war with China.
Looking back on 2019 I’m proudest of my resolution a year ago to quit worrying about the minor stick-fetching everybody wanted and focus instead on the real mission of every leader: GROWTH.
Face it: business is unpredictable and unforgiving, but can we really justify being a jerk in order to return results to shareholders?
Case in point: Most people in the United States do not recognize the name Cher Wang, but if you own a smartphone, you owe a debt to her influence. In fact, she is as responsible for the modern smartphone as Steve Jobs.
Why is it so hard for business leaders to admit they know less than they thought they did about their circumstances and must instead come to grips with the facts in order to confront reality? Before we can answer that question we must first ask, why is it that we expect CEOs and others in the executive leadership suite to have all the best answers instead of asking all the best questions?
I am humbled and honored to have two people I deeply respect join us on this journey of discovery. We have not chosen an easy path with RECONVERGE:G2 2018. And confronting the elephant in the room – the risk to our core values – is not for the faint of heart. But with Bridget and Rich leading us, I am confident we will succeed. Together.
Values Disruption: How Intelligence Analysts Make Business Leaders More Teachable and Awaken Cultures of Humility
Only the most forward-thinking software engineers and data scientists claim to understand the multiplying variety of disruptive digital technologies and trends invading our organizations. Even worse, the business leaders deciding how to deflect, adopt or simply question the impacts of these disruptors on their strategies and stakeholders are handicapped by biases of superiority, optimism and illusions of control. As analysts, the confusion we feel when assessing the potential impacts of these trends on the companies we serve is frustrating and demoralizing. Why can’t leaders admit we know less than we think we do?
Where do you belong? Consider that question while you’re reading about our one of our newest businesses, RECONVERGE, because it’s the most important question most of us will ever ask.
Business leaders today have no choice to put technology to work to drive growth, innovation and strategy. Those who don’t won’t be leaders of anything for long.