Liberty Mutual Insurance today announced the appointment of four executives to Chief Information Officer James McGlennons technology leadership team. The appointments are part of Mr. McGlennons strategy to create a fast, flexible and agile organization that leads change in the industry by incubating new ideas and deploying new technologies. These new appointments are key to our success in realizing our strategy to drive a growing, profitable business and Libertys vision to become a Top 3 global property and casualty insurer, said McGlennon. To achieve these goals, we need to disrupt ourselves and change how we operate, placing the customer at the center of our thinking and looking for new ways to provide value and enhanced service. By doing this we will redefine how customers shop for and learn about insurance by creating innovative ways to help them navigate the roads with more confidence and less worry.
About this course: With this course you will position your own leadership style and grow your resilience In this course, second course of the "Inspirational Leadership" Specialization, you will discover the characteristics of charismatic leadership. You'll personally learn how to embody these traits through the "Savoir-Relier" (art of connecting and leading with sense) methodology, which covers 3Gs: being Genuine, Generous, and Generative. You will then choose which style of leadership best fits you, why and when so you can adapt to more complex and difficult situations with resilience. In a "Self-Portrait" and "Conversation" with your classmates, you will be able to adjust your own ideas about your leadership styles and strengths, allowing you to increase your self-awareness, improve your relational intelligence, and prepare you to confront crises and resolve conflicts. You will also be better prepared to face difficult situations and make better decisions by relying on both your perception and analytical skills.
The old model for a productive IT organization was the well-oiled machine. The new one is looking more and more like a crystal ball – an organization that can use artificial intelligence to predict the success of a new product, figure out when customers are about to churn, and in general, help people at every level of the enterprise make better decisions, work more efficiently, and improve the bottom line. AI is evolving from an experimental technology with single-use cases in controlled environments to much broader deployments where it can solve real-world business problems. In a recent survey conducted by my company, Infosys, we found that 86 percent of the responding organizations had middle- or late-stage AI deployments. However, such projects were twice as likely to be found in the IT department as anywhere else.
Ever feel like you're at the bottom of a long chain of authority? Pretty sure there aren't enough resources at your company to help you develop essential skills that'll get you moving up that chain? According to the annual Global Millennials survey, cited by Business Insider, most young workers (two-thirds!) are planning to leave their positions by 2020. And 71% of the people planning to jump ship in the next two years will be doing it because they feel there aren't enough leadership development resources available at their current organization. While that's a clear indicator that companies have a lot to improve upon on their ends, a lack of clear opportunity isn't always a good reason to leave a job you like.
As a leader in any kind of organization you must candidly look in the mirror, get feedback about what you do well and where you are lacking, and then work to close the gap. In startups, however, the rapid evolution of the business requires those on the leadership team to engage in these activities in short, intense cycles. Startup leaders are used to the idea of pivoting their businesses. But they often forget that changing the business also requires that they reassess their own leadership approach. At each milestone achievement or pivot moment, the startup leadership team should ask themselves: Are we the right people, with the right skills, doing the right jobs to take the company to the next key milestone and to the next level?