Dear Culturati Insider,
Is your leadership strategy keeping pace with the risks you can’t control—and the ones you can? From geopolitical tensions to the rapid rise of AI and shifting workforce dynamics, today’s leaders face an intricate web of challenges. The geopolitical risk landscape is becoming more complex, with major conflicts and cross-border actions now posing significant threats to global business. Yet, while 75% of directors see these risks as high, many still lack concrete strategies to address them.
On the flip side, AI presents a transformative opportunity. Those who embrace AI as a tool for augmenting human capabilities will lead in fostering innovation and building stronger customer relationships. Similarly, HR can no longer simply bridge the gap between management and employees—it’s time to align people strategies with organizational goals. Empowering teams, nurturing employee resource groups, and recognizing the deeper connections employees value in their work are the keys to driving performance and long-term success.
Leadership today isn’t just about navigating external threats—it's about harnessing internal strengths to build resilient, adaptive organizations that thrive amid uncertainty. What strategies are you using?
In partnership,
Myste Wylde, COO
Upcoming Culturati LIVE on Prudent Leadership: Medieval Wisdom for Modern Business
Join Dr. Anthony Baker and Dr. Steven Tomlinson of Seminary of the Southwest as they apply St. Thomas Aquinas's teachings on prudence to urgent business issues like AI adoption, hybrid work design, and fostering inclusion — and offer you a practical framework for discernment and innovative thinking. |
The World May Be Slipping Backward Into a ‘Geopolitical Risk Supercycle,’ Warns Strategist and C-suite Advisor
Fortune By John Kell
Summary: Geopolitical strategist Tina Fordham cautions that the world may be entering a "geopolitical risk supercycle" after decades of peace that fueled globalization and economic growth. Recent conflicts like the Israel-Hamas and Russia-Ukraine wars highlight this shift, with surveys showing that directors rating geopolitics as a major risk have nearly doubled from 7% last year to 13% this year, and 75% now see it as a medium or high risk. Despite this, many boards remain unsure how to address these challenges, often underestimating the impact of cross-border actions like wars, sanctions, and tariffs on global business. Fordham emphasizes that leadership must integrate geopolitical risk assessments into their strategy—not only for growth and operations but also to address employee concerns and protect workplace culture. |
Beyond Automation: Why AI Empowerment Is The Future Of Leadership
Forbes By AJ Thomas
Summary: AI empowerment is set to redefine leadership by enabling organizations to elevate human potential rather than merely automating tasks. As careers evolve with a focus on adaptability and lifelong learning, leaders who strategically integrate AI into daily operations will unlock significant value—enhancing customer relationships, driving innovation, and boosting long-term growth. Companies like OutRival, born from Career Karma, demonstrate the power of AI by equipping customer-facing teams to create tailored solutions without technical barriers, freeing them to focus on more impactful work. By adopting AI as a collaborative partner, leaders can foster real-time, personalized customer interactions that strengthen loyalty and differentiate their brands. Businesses that view AI as an enabler of creativity and human connection are well-positioned to lead in an increasingly competitive landscape. Those who act now to integrate AI into team empowerment and customer engagement will set new standards for industry success. |
A Radical Rethink of HR
MIT Sloan Management Review By Ashley Goodall
Summary: HR is at a crucial turning point, with the potential to shift from being a management agent to a genuine advocate for employees, aligning their interests with organizational objectives. During the pandemic, HR took center stage, but recent trends have pushed it back into more traditional roles, often at the expense of employee concerns. To move forward, it is recommended that HR focus on expanding the intersection between business needs and employee values by fostering strong teams and leveraging individual strengths. This can be accomplished through three key steps: gathering real-time data on employee experiences, enhancing leadership training to improve team dynamics, and restructuring HR to directly support teams rather than aligning solely with management. These strategies are key for driving performance, innovation, and sustainable success. |
ERGs Can Be Transformative For Disabled Workers. But They Must Be Structured Intentionally
Fast Company By Josh Loebner
Summary: Employee Resource Groups (ERGs) can transform corporate culture for disabled workers when intentionally structured. Despite being often the newest and least populated due to underemployment and societal misperceptions, disability ERGs can address challenges like low visibility and fears of negative repercussions for self-identifying. Companies are enhancing participation through internal campaigns, surveys, and self-identification programs. With over 1 billion people globally living with disabilities—the largest marginalized group—increased visibility through media, advocacy, and legislation like the European Accessibility Act presents opportunities. Disability ERGs are expanding to include neurodiversity, chronic illness, and non-disabled allies, offering valuable insights that can aid business objectives. Properly compensating participants and ensuring psychological safety and accessibility are critical components of successful implementation. Supporting and elevating marginalized employees through ERGs can enhance experiences for all staff and positively impact overall business performance. |
What Employers Get Wrong About How People Connect at Work
Harvard Business Review By Khalil Smith, Brigid Lynn, and David Rock
Summary: Recent research by the NeuroLeadership Institute and Akamai identifies that workplace connection consists of four interrelated elements—connections with Colleagues, Leader, Employer, and Role (CLEAR)—rather than a single focus on co-worker relationships. Many organizations believe that mandating a return to the office will enhance these connections, but such policies often backfire, decreasing productivity and leading to employee turnover. Employees value these four connections differently, and their preferences can change over time. Leaders are encouraged to develop talent strategies that address all four pillars to foster commitment, engagement, and performance. By understanding and leveraging these nuanced connections, organizations can create better outcomes for both employees and the business, especially in an environment of lagging engagement, rapid change, and diminished trust. |
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LEADERSHIP AND CULTURE
C-SUITE
EMPLOYEES
A.I. AND TECHNOLOGY
CORPORATE RESPONSIBILITY
INCLUSION, DIVERSITY, EQUITY, BELONGING
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