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The most consequential shift in business right now isn't AI - it's the gap between…
Articles by Jeremy
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How Business Leaders are Unlocking Gen AI's Potential, with AI at Wharton
How Business Leaders are Unlocking Gen AI's Potential, with AI at Wharton
By Jeremy Korst I recently had the pleasure of joining The Wharton School's AI Horizons webinar series with my…
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Take-aways from Gartner Identity & Access Management Summit 2024
Take-aways from Gartner Identity & Access Management Summit 2024
Last week, I joined thousands of professionals in Dallas for Gartner’s annual Identity & Access Management Summit. For…
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So, what's the BEST lure?
So, what's the BEST lure?
In the fast-paced world of marketing, it's easy to get caught up in debates over which marketing channel or tactic…
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Remembering Puget Sound's George Mills
Remembering Puget Sound's George Mills
In learning about the unexpected passing of George Mills, I suspect that I am one of so many who know that we will…
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Your experiences are your brand
Your experiences are your brand
Brand Matters: Every interaction and experience, inside and outside the company Merriam Webster definition of brand…
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The early bird...
The early bird...
I've often been told I have a lot of energy, and am always juggling a bunch of things at work, home and in between. So,…
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Looking for rockstar startup Lead Dev / CTO
Looking for rockstar startup Lead Dev / CTO
I recently joined the board of a promising local startup. Unfortunately, our founding CTO has been sidetracked with…
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Ultra Mobile named Inc's Fastest Growing Company for 2015!
Ultra Mobile named Inc's Fastest Growing Company for 2015!
Congrats Ultra Mobile (www.ultra.
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6K followers
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Jeremy Korst shared thisMcKinsey & Company just published findings that I've been discussing with my Mindspan Labs clients and in The Wharton School and Columbia Business School classes since last year: The biggest barrier to AI value isn't the technology. It's the people and processes. Their new report, "From Promise to Impact," lays it out plainly: → Nearly 80% of organizations are now using gen AI in at least one business function → 62% are experimenting with AI agents → Yet 60% still see zero enterprise-wide EBIT impact The gap between AI activity and AI impact isn't closing fast enough. McKinsey's diagnosis? Most companies measure whether their AI models work (accuracy, latency, cost). Very few measure whether and how their people are actually using them. Their strongest finding lands squarely on the human layer: "Adoption is one of the most common failure points in capturing value from AI efforts. Without sustained engagement and trust, the downstream operational KPIs simply do not move." And here's the part most companies miss: it's not enough to get people using AI. You also have to redesign how the work actually gets done. McKinsey's framework makes the distinction clear. Horizontal tools like chatbots, copilots, summarizers "improve the employee experience but are quickly becoming table stakes -- solutions that help people work faster but rarely change a P&L." The companies seeing real EBIT impact are the ones using AI to "automate end-to-end workflows within specific domains." They don't just accelerate work. They reshape it. This is exactly what the Mindspan Labs AI Transformation Flywheel framework is built around. Technology is the outer ring, not the core. The core is people and organizational readiness: workforce proficiency, middle management enablement, cultural readiness, and critically, role redesign and workflow transformation. Informed by strategy and enabled by effective governance, the Flywheel builds momentum and delivers measurable outcomes. When the Flywheel's core is static, nothing else turns -- no matter how much you spend on the outer ring. Companies pouring millions into AI infrastructure while ignoring the human and org layer aren't investing. They're hoping. So, the right question isn't "what's our AI strategy?" It's whether your people, processes, and workflows are ready to turn AI ambitions and investments into actual results. That's a different problem. And it requires a different playbook. Interested in discussing this more and exchanging ideas and insights? Follow Mindspan Labs (link to the full McKinsey report in comment below) #AI #AIStrategy #Leadership #DigitalTransformation #GenAI #Strategy #McKinsey #ExecutiveEducation #Wharton #Columbia
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Jeremy Korst shared thisWhat a privilege (and pleasure!) to join the amazing The Wharton School faculty trio of Stefano Puntoni, Prasanna Tambe and Kartik Hosanagar for this week's "Generative AI for Business Transformation" executive education program at Wharton West! On day 1, Stefano and I presented the findings from our 3rd annual Wharton + GBK Collective Enterprise AI Adoption study. Then I presented the new Mindspan Labs AI Transformation Flywheel. Our Mindspan Labs AI Transformation Flywheel is based on insights from over 20,000+ executive respondents represented in 20+ Tier 1 studies from our studies plus those from Stanford, Columbia, McKinsey, BCG, Bain, PwC, KPMG, Deloitte and others. The data are clear: despite $580B+ annual investment in AI, at best 10% of companies report any AI value at scale. What separates the ~10% leaders versus laggards? Leaders focus on: - Aligning AI ambitions with their company's strategy (you don't need an "AI strategy" -- you need your strategy on AI) - Innovation and growth (versus just productivity / efficiency) - People, leadership alignment, culture, roles & related change management - Workflow & process redesign - Governance that allows the company to go fast -- safely and intentionally ...not just the tech and data. I loved the engaging discussion with all of the global leaders who are joining us this week, and it was great to hear their perspectives and experience on these topics. Looking forward to day 3! Wharton Executive Education #Innovation #Strategy #Leadership #ChangeManagement #Transformation #TechAdoption #GenAI #AIJeremy Korst shared thisFirst day of the Generative AI for Business Transformation program at Wharton West. Always happy to be back in San Francisco and spend time with business leaders from across the globe. Today we were joined by my brilliant collaborator Jeremy Korst of Mindspan Labs and GBK Collective for a session on how to build a flywheel that leverages people and governance to scale AI and accelerate your strategy. For more information about the program, see link in comment. With Kartik Hosanagar and Prasanna Tambe. Many thanks to Kate Maloney and Blair Baranowski Cosenza and the rest of the team at Wharton Exec Ed for making it possible. The Wharton School Wharton Executive Education Wharton AI & Analytics Initiative Penn AI
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Jeremy Korst shared this"AI alone doesn’t transform industries,” Netessine says. “Transformations happen when companies combine technology with innovative business models. That’s what Uber did. It didn’t invent GPS or mobile payments. It combined existing technologies in a new model and changed everything. The question for every organization right now is how to do the same with AI.” -- Prof. Serguei Netessine (Wharton) The data are pretty clear. Over 20,000+ executive respondents represented in 20+ Tier 1 studies from The Wharton School, GBK Collective, Stanford, Columbia, McKinsey, BCG, Bain, PwC, Deloitte and others show that despite $580B+ annual investment in AI, at best 10% of companies report any AI value at scale. What separates leaders versus laggards? They focus on: - Aligning AI ambitions with their company's strategy (you don't need an "AI strategy" -- you need your strategy on AI) - Innovation and growth (versus just productivity / efficiency) - People, leadership alignment, culture, roles & related change management - Workflow & process redesign - Governance that allows the company to go fast -- safely and intentionally ...not just the tech and data. And that's exactly what we get to discuss at Wharton Executive Education "Business Model Innovation in the Age of AI." It was a privilege to join Serguei and the other distinguished Wharton faculty, along with the global group of leaders who joined our last session. Interested in learning more about all of this? Check out Serguei's and my Wharton@Work article below, and make sure to join us at an upcoming in-person course! (link to both in comments below). Mindspan Labs #Innovation #Transformation #TechAdoption #Strategy #Leadership #GenAI #AIJeremy Korst shared thisI don't think #AI is failing, but many AI investments clearly are, because too many organizations still treat AI as a technology deployment rather than a business model transformation. This is the point we make with Jeremy Korst in this new The Wharton School article, and it is something I keep seeing again and again when I work with executives across industries: companies now have AI tools, budgets, pilots, task forces, vendors, training sessions, and impressive demos, but after all of that, the actual business often does not change very much. Why? Because buying AI is not the same as changing how the company creates, delivers, and captures value. A lot of companies are still using AI to make the old organization a little bit faster: summarize this document, draft that email, generate a report, automate a workflow nobody liked in the first place, and maybe save a few hours here and there. This is all useful, of course, but it is not #transformation. The much harder and much more important question is not “how do we add AI to what we already do?”, but rather “what should our business model become now that AI exists?” And this is where the conversation becomes uncomfortable, because now we are not talking about tools anymore, we are talking about incentives, workflows, decision rights, customer experience, risk, talent, middle managers, and sometimes even the basic logic of how the company makes money. This is why I like the distinction between “bringing AI to work” and “putting AI to work.” Bringing AI to work means giving people access to tools, while putting AI to work means redesigning the business around what AI now makes possible. Very different thing, and much harder. Middle managers are asked to “drive AI adoption” while still doing their regular jobs, employees are told to experiment but not really given time or permission to change the process, and leaders want productivity gains but often without touching the underlying business model. That math does not work. The winners in AI will not be the companies with the most pilots or the biggest announcements, but the companies willing to ask harder questions about where AI really creates value, where it changes the customer experience, where the value chain should be redesigned, where the risks are too high for automation, and where the business model itself needs to change. AI strategy cannot just be a technology conversation. It has to be a business model conversation. Join this conversation during our next program with Wharton Executive Education, "Business Model Innovation in the Age of AI" (see first link). #AI #BusinessModelInnovation #Leadership #Strategy #Innovation #Wharton https://lnkd.in/gxzz-55FYour AI Investment Isn't Paying Off Yet. Here’s Why.Your AI Investment Isn't Paying Off Yet. Here’s Why.
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Jeremy Korst shared thisPacific Northwest colleagues: we (finally!) have a program to equip PNW business leaders with the insights and tools to successfully navigate the AI era. I'm thrilled to join the stellar faculty team at UW Foster School of Business for and informative and practical three day course (Jun 2-4) covering the continuum of AI fundamentals to implementation - and measurable impact. Thomas Gilbert opens with the AI fundamentals leaders actually need. Masha Shunko will take participants through process transformation — how to redesign workflows around humans and AI, with the guardrails and pilot charters that let pilots scale. Benjamin Hallen closes with strategic AI leadership and competitive advantage. I'll join other industry leaders like Anoop Gopinatha, Global Managing Director of Industry Gen AI at Accenture, who leads AI strategy and delivery for Microsoft and other major accounts, as well as my good friend and former colleague Seth Schuler, who has led Gen AI and other strategic transformation work across McKinsey, Accenture and T-Mobile. We'll discuss our real-world lessons learned about how leaders and their organizations move from AI aspiration to AI in action. In addition to a more informed and confident understanding of AI and its potential, you'll leave with three things you can use on Monday: a use case brief, a redesigned workflow with a pilot charter, and a strategic AI roadmap — frameworks you can apply to your own business. Registration is open through May 19th (link in comments below). Feel free to DM me for more information. See you there! Mindspan Labs University of Washington Foster School of Business Executive Education #Strategy #Leadership #Transformatiom #GenAI
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Jeremy Korst shared thisThis one has been 17 years in the making! I so much enjoy my quarterly lunches with my very close friend, author and brand maven Lindsay Pedersen. She is one of the most interesting, intelligent and intriguing strategists I know - I ALWAYS learn something valuable. So, we finally had a chance to sit down and record one of our conversations. Just like our lunches, we covered a lot of ground. I hope you enjoy it!! Show notes below 👇 AI ≠ Strategy: AI is everywhere. But is your business actually using it with purpose, or just chasing the hype? In this episode, Lindsay sits down with Jeremy Korst, a many-time CMO and executive, to unpack the real relationship between strategy, brand, and AI. They get into why most companies are getting this wrong, how brand becomes the ultimate decision-making filter, and what leaders need to do right now to avoid adding to the noise. What you'll hear: - Why AI isn’t a strategy and what happens when companies treat it like one - How brand strategy becomes a shortcut for decision-making across an entire organization - The growing problem of “AI slop” and why most content is about to get worse, not better - How strong brands can actually stand out more in a world flooded with cheap content - The tension between analytical strategy frameworks and human-centered brand thinking - What’s changing in market research thanks to AI and what still can’t be replaced - Why even the biggest companies with massive budgets still struggle with prioritization. Quotes: “AI is not a strategy. It is a tool to achieve your strategy.” “When you can actually visualize who your target customers are, some of the day-to-day prioritization just becomes so much easier.” “The cost of content creation and dissemination is approaching zero.” “If we’re all doing it the same, then I’m not sure what the competitive difference is.” “If I don’t know what our strategy is, then I’m just trying to seed a thousand flowers and see what grows.”Jeremy Korst shared thisJeremy Korst and I have been talking about strategy together for the 17 years we’ve been friends. What most emerged in this conversation is that the AI moment hasn't changed the fundamentals. It's just made ignoring them more expensive. His framing: you don't need an AI strategy. You need a STRATEGY strategy. Then, use AI, along with every other tool available, to execute it. The organizations that are thriving right now answered the upstream questions first. What do we stand for, who are we serving, where do we win. Only then did they deploy AI to accelerate and amplify that answer. Jeremy is a multi-time CMO and AI thought leader. New episode of North Star Leaders out this week. #northstarleaders #brandstrategy
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Jeremy Korst shared thisWhat's preventing leaders' AI aspirations? “The executives I see succeed at this do something uncomfortable: They stop asking why their managers aren’t moving faster and start asking what they themselves haven’t done to make it possible." "That’s a hard question. It’s also the right one" Words of wisdom from Christine Grimm , CEO and Founder, Aria Consulting International Here's the costly truth hindering many AI transformations: Organizations' leadership teams - executives and middle managers - aren't on the same page. That gap - what we call the "messy middle" - is the fault line that helps explain why less than 10% of companies are capturing measurable AI value at scale, even as 70%+ of company executives report perceived early ROI. In our three-year Wharton + GBK Collective Enterprise AI Adoption Study, we found a striking divide within the leadership ranks: • 45% of executives report significantly positive early ROI from their AI initiatives. Among middle managers? Just 27%. • 56% of executives say their organization is adopting AI faster than competitors. Middle managers? 28%. • Executives became "much more positive" about GenAI in the past year at nearly 2x the rate of middle managers. These aren't just communication problems or misperceptions. They're organizational fault lines. And they're slowing down AI value creation at scale. Executives are using AI for high-level synthesis and strategic drafting - tasks where it currently shines. Middle managers are being asked to deploy it into years-old workflows, with undertrained teams, under real operational pressure. And they're worried about the impacts to their teams - and themselves. Two completely different realities. And yet most organizations are planning their roll-outs as if everyone sees the same world. “Leadership’s job is to help move from ‘AI is possible’ to ‘AI is practiced,'" says Ana White, Chief People and AI enablement Officer at Lumen Technologies. "Most successful transformations aren’t top down—they’re won or lost in the day-to-day realities that managers navigate under real constraints." In our new Harvard Business Review article, Profs. Stefano Puntoni and Prasanna Tambe of The Wharton School and I make the case that closing this fault line - not more investment, not bolder vision, not more top-down mandates - is what will separate the organizations that break through from those that don't. We provide five concrete steps: 1. Diagnose before you prescribe. 2. Co-create the playbook, don’t hand it down. 3. Sequence the effort by reducing load before adding to it. 4. Measure readiness, not just adoption. 5. Build upward feedback loops and reward honesty. Link in comments. (registered HBR account provides 5 free articles per month) Mindspan Labs | Wharton AI & Analytics Initiative | GBK Collective | Brian Smith | Toby Lester | Daniel Urbina-McCarthy | #Transformation #TechAdoption #Strategy #Leadership #GenAI #AI #PeopleFirst #ChangeManagementJeremy Korst shared thisAI initiatives often stall because the people charged with making them work—middle managers—see a very different reality from senior executives. Executives experience AI as a strategic advantage, while managers confront its flaws inside real workflows, under real constraints, and without enough time or support. Companies will move faster when they start addressing this operational burden in the middle. https://s.hbr.org/41iEKuDManagers and Executives Disagree on AI—and It’s Costing CompaniesManagers and Executives Disagree on AI—and It’s Costing Companies
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Jeremy Korst shared thisIt was an absolute pleasure to share the stage with one of Italy’s top AI entrepreneurs and innovators Giacomo Ciarlini at Comunicazione Italiana’ Forum IT & Intelligence Milano 2026 👏 We discussed the imperative of tying AI playbooks to strategy, the importance of leadership and workforce alignment, and how different companies are transforming workflows and organizations to achieve AI success. I’m excited to see Giacomo’s and Datapizza’s continued momentum in Italy - with lots of exciting things to come! Looking forward to my next visit! Grazie mille for inviting me to join!! 🙏🍕🍷🇮🇹 #AI #Innovation #TechAdoptuon #Strategy #Transformation #Leadership #GenAi #Italy
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Jeremy Korst shared thisSo, what's all the buzz about AI in Seattle? That's what this energetic group of The Wharton School Executive MBAs experienced during last month's inaugural "AI in Seattle" program. This hugely successful, one-week program led by Sr. Vice Dean Serguei Netessine provided an immersive experience across the Puget Sound AI landscape, capped off (corked off?) with a visit to an alumni winery to taste some of our local new world offerings. It was such a pleasure to support this program and meet so many new friends. Looking forward to many successful years to come! Bravo, Serguei for founding this great way to introduce global leaders to our local tech (and 🍷 ) scene! 👏Jeremy Korst shared thisDuring a recent Block Week course in Seattle, students in our MBA Program for Executives program explored how organizations are adopting and scaling artificial intelligence across industries. Offered throughout the year on our Philadelphia and San Francisco campuses, as well as select other locations, Block Weeks involve three- or four-day immersive academic experiences combining rigorous coursework, real-world exposure, and unparalleled access to industry leaders. #WEMBA students on the Seattle trip, led by Senior Vice Dean for Innovation and Global Initiatives Serguei Netessine, participated in company visits and candid conversations with executives, providing them with a firsthand look at how AI is reshaping business and leadership. “We weren’t hearing from startups experimenting with AI. We were talking to CIOs and senior leaders at companies like Amazon, Microsoft, Blue Origin, and T-Mobile — organizations that are fundamentally transforming their strategies with AI," says Marcello Gracietti (WG’27). Through these conversations, a consistent message emerged: Successful organizations treat AI as an opportunity for experimentation. “The companies leading in AI create environments where employees can test, fail, and learn,” says Fei Fei W. (WG'26). “A big theme of the week was that, if you know an experiment will succeed, it’s not really an experiment.” For Adam Tohn (W’26), the trip had an immediate impact on his work in corporate strategy. “My team is evolving the AI strategy at our firm, including rethinking how AI fits into our governance and decision-making architecture – not just which tools to adopt, but how to structure the human oversight around them,” he says. “I got on the plane home and immediately started applying what I learned.”
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Jeremy Korst posted thisHow can the UPS customer experience be SO BAD? I’m not kidding. I’ve never complained like this on LinkedIn, but I’ve also never had so many terrible experiences with a supposedly modern / digital company. I’ve had to deal with fraudulent charges twice (good luck finding a way to email or call someone - both times have had to wait to go to collections and then deal with it…each time it took three certified letters…) And now I’ve have had two separate gifts returned to sender because a) UPS wants to charge $7.99 to hold your gift at a separate location when you aren’t home, and b) their terrible online experience won’t actually allow me to complete the transaction. I can’t even give them their ridiculous $7.99 to not deliver my package!!! I’m sorry, but this is just an inexcusable customer experience. I will go out of my way to not engage with this company. I recently canceled a wine club because they only use UPS. PLEASE if you are sending something to me, do not - please, please, PLEASE do not - use UPS. Ok. Vented. Thank you. 🙏
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Jeremy Korst liked thisJeremy Korst liked thisAI isn’t just transforming how customers search—it’s changing why and when they show up in your funnel at all. According to Bain & Company , the shift from keyword search to AI agents means brands will need to rethink the entire demand-generation playbook—from attribution models to creative formats. Marketers must now be ready for agents that search, screen, and even transact on behalf of buyers. That means prioritizing trust, structure, and precision in the signals your brand sends into the ecosystem. This isn’t a minor channel shift. It’s a fundamental change in how discovery happens—and the implications for segmentation, targeting, and insight development are enormous. Read the full article here: https://lnkd.in/dqxga8FX #B2BMarketing #AIinMarketing #ConsumerInsights #MarketingStrategyYour Next Customer Will Find You Using AI. Now What?Your Next Customer Will Find You Using AI. Now What?
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Jeremy Korst reacted on thisJeremy Korst reacted on thisIf you are lagging behind on AI, what are some good short-term and long-term actions you can take? We just wrapped up another edition of our "Gen AI & Biz transformation program" (with Stefano Puntoni, Prasanna Tambe, and Kate Maloney). We asked people if they were more or less nervous about AI after the program. And also more or less excited about AI. Interestingly, while everyone was more excited about AI, they were almost evenly split between "more nervous" and "less nervous." Attendees came up with a 3-week (short-term) and a 9-month plan (long-term). And here were the most upvoted ideas: 3-week plan - vibe-code an agent for personal use - Begin Generative Engine Optimization (GEO) journey - Start a governance conversation with AI vendors - Educate myself and team on cost of AI usage 9-month plan - user security and MCP strategy - Reassess annual plan with an AI lens - AI literacy for the full workforce - 3 agentic workflows
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Jeremy Korst liked thisJeremy Korst liked this‘Rage is the best emotion I can describe’: Venice AI founder Jesse Proudman is leaving Seattle over the millionaires tax https://lnkd.in/ggHDnQUm‘Rage is the best emotion I can describe’: Venice AI founder Jesse Proudman is leaving Seattle over the millionaires tax‘Rage is the best emotion I can describe’: Venice AI founder Jesse Proudman is leaving Seattle over the millionaires tax
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Jeremy Korst liked thisJeremy Korst liked thisDay 3 of the GenAI for Business Transformation program ended with a “salon”, where we mingled across thematic tables to discuss investments, talent, operationalization, and more. For the occasion, the very creative Kate Maloney arranged tablecloths & flowers, classical music, and a sci-fi background with Kartik Hosanagar and me in 18th century garb 😂 Cyberpunk enlightenment: Wharton Executive Education in a nutshell 😳😂💪 The Wharton School Wharton AI & Analytics Initiative
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Jeremy Korst reacted on thisJeremy Korst reacted on thisIt’s been an incredible ride. I’ve been working nonstop for more than five decades – starting at age 8 delivering 100 papers, 365 days a year. At 15, I worked in the produce department at a discount grocery store where the working conditions weren’t great, but I married this amazing girl from the snack bar. After college, I worked as a mechanical engineer on surgical lasers until I got the chance to do frontline technical support at Novell . Twelve years later, I had helped create ZENworks, earned a VP title, and I accepted an offer from Microsoft. Jump ahead another 18 years, and there were multiple billion-dollar businesses and entirely new classes of products wishing me well as I came back home to Utah to spend these last 5 years at Qualtrics. Each of those stops taught me something I couldn’t have learned anywhere else, but all those lessons are for another day and other posts. The one thing that was true everywhere I went was the importance of the people around you - the people you work with (EX), and the people you serve (CX). There is no new product feature, no emerging technology, and no market-shifting innovation that can replace that basic fact. Everything, every time, comes down to the culture and the individuals who bring a vision to life. Whether you are leading a company, a team, a home office, or just calibrating your own life, you have 3 foundational responsibilities: — Stake out an enduring, data-driven, and differentiated vision. — Build up the organizational structures that will accelerate you towards that vision. — Put the right leaders in those structures and empower them to do their best work. Then you work on culture. Every major mistake I made in my career traces back to a miscalculation in one of the three bullets above. I am the end product of literally thousands of people who have helped and influenced me over the last 50 years. Trying to list them all here would be impossible, but I’ll find a way to tell them in person every chance I get. I promise you that there is no single character trait that will serve you better than to travel through this world with a heart full of gratitude. The step into retirement is more exciting to me than any of the steps that have come before it. Thank you for being part of my story.
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Education
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The Wharton School
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Activities and Societies: Member, Wharton Executive Board Palmer Scholar (Top 5% of graduating class), Finance Teaching Assistant, Graduate & Professional Student Association Chair, University Council Member, ex-officio member of University of Pennsylvania Board of Trustees, Wharton MBA Crew Team Captain
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The Wharton School, University of Pennsylvania
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University of Pennsylvania Board of Trustees
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Intel Corporation Advisory Board
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Hoquiam YMCA Board of Directors
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IT Services Marketing Association Board of Directors
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Seattle Metrocenter YMCA Board of Directors
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Past Board Chair, Past Annual Campaign Chair
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University of Puget Sound Alumni Council
Council Member
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Andrew Warden
Zero-click searches have plateaued. They hit ~24% in Q4 2025 and stayed there and informational queries on Google remain largely unchanged at 63.6% This is our new baseline. Google kept informational queries by answering them in AI Overviews. SEOs have been waiting for "return to normal." This IS our new normal. Full study → https://lnkd.in/egRjQRBV
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Martha Galley
What could your business accomplish with an army of AI-"minions" supplementing your people's work? AI agents that 🌟 Streamline subscriber support for your CSRs 🌟 Engage subscribers with useful information 🌟 Detect and resolve network issues in conjunction with operations teams 🌟 Ensure your marketers make offers based on real subscriber needs #AILeadership #CalixConneXions25
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Tara Neal Ramaprabha
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Tiffani Neilson
I recently sat down with Amanda Cosme-Reddie, MS for The Multifaceted Executive podcast, and we explored what leadership requires in an era defined by rapid change, AI acceleration, and increasing complexity. Throughout my career, I’ve learned that impact comes from direction: - Acting decisively in moments of disruption, including shifting our marketing strategy during COVID and building a global digital audience that continues to grow. - Elevating people and ideas through community development, mentorship, and platforms dedicated to responsible innovation. - Maintaining trust as a leadership standard, especially as AI becomes a powerful filter for information, opportunity, and communication. - Aligning vision with action by setting goals, establishing clear plans, and celebrating momentum at every stage. This conversation is a reflection of the principles that guide my work: clarity, adaptability, and a commitment to empowering others around me. The episode goes live on December 2nd. ✨
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Anil Malhotra
The United States is the largest subscriptions market in the world. American consumers spend $900 a year on their subs, averaging 5.4 subscriptions each, and many Americans juggle 10 or more subscriptions. Add to this that half of all SVOD subscription products originate from US and that 2 out of 3 savvy Americans acquire one or more of these subs through a bundle provided by their telco or other service provider. In this context, the announcement today from Bango that Optimum is the latest US communications provider to have standardized its subscription bundling strategy around the Digital Vending Machine® feels a lot more significant than merely adding another 4.5 million consumers to the DVM footprint. What it means is that offering subscriptions to consumers has become mandatory in the US telecommunications industry. US tech industries grow faster than their counterparts in other parts of the world. There are several reasons for this, one of which is the speed at which standard technologies that make business more efficient are adopted, enabling markets to scale quickly. Telcos like Optimum that have adopted the DVM are instantly market-ready, in an industry where product cycles otherwise take years. Bango research tells us that consumers will shop around for the subscription services they want, increasingly looking for an offer and for simplicity managing their subscriptions. They have been educated to see their mobile and broadband providers as the primary source of subscription offers. The US telco industry has got it right with bundling, and in adopting the DVM to scale fast. There are still a couple of gaps in the US telco landscape. Once the DVM has filled these, it will mean there are no barriers to bundling in the world’s biggest subscriptions market. https://lnkd.in/e-YQ3AeJ
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Ian Nock
Very much in line with last year's outcomes of ECOFLOW and the work of the Ultra HD Forum. Things move on though, and understanding the context of the end to end impact on energy consumption is continuing to be worked on across the industry, and ECOFLOW II (part of the IBC - International Broadcasting Convention Accelerator Innovation programme) has been working on getting better understanding of overall energy consumption through modelling and digital twins. Why not come along and see ECOFLOW II at IBC. Find out more at https://lnkd.in/ez9ve-aJ
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Lance Ge
Building an FTTH network is a marathon, not a sprint. The real challenge for modern ISPs isn't just the initial rollout, but how to handle rapid subscriber growth without the constant need for high-skill labor and risky on-site splicing. In our latest insight, we dive into the 'Plug-and-Play' revolution. We break down how Pre-connectorized ODN solutions allow for a 'Pay-as-you-grow' model, reducing service activation time by over 50% while ensuring the physical layer is ready for 10G PON and beyond. Stop building for today, and start designing for the next decade of connectivity.
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