Hiring managers in search of qualified job candidates who can scale with and contribute to their growing businesses are facing a crisis today. They're not finding the right or in many cases, any candidates at all using resumes alone, Applicant Tracking Systems (ATS) or online job recruitment sites designed for employers' convenience first and candidates last. These outmoded approaches to recruiting aren't designed to find those candidates with the strongest capabilities. Add to this dynamic the fact that machine learning is making resumes obsolete by enabling employers to find candidates with precisely the right balance of capabilities needed and its unbiased data-driven approach selecting candidates works. Resumes, job recruitment sites and ATS platforms force hiring managers to bet on the probability they make a great hire instead of being completely certain they are by basing their decisions on solid data.

Leaders help organizations maneuver transformational changes. Latest advances in artificial intelligence have triggered large scale changes in every industry. Interestingly, a recent Harvard Business Review articlehas predicted that "the first wave of corporate AI is doomed to fail." The authors, Kartik Hosanagar and Apoorv Saxena, have argued that most of the companies are not approaching the AI-focused initiatives in the right way. Undoubtedly, organizations must persist in their initiatives, experiment continuously, and learn from mistakes.

CIOs rarely focus on supply chains, but the IT experts at HD Smith are key players in the wholesaler's supply-chain-first effort. The results have been "transformational," according to Davíd Guzmán, CIO of the Springfield, Ill.-based company. "There was an urgent need to bring large-scale efficiencies to our business," says Guzmán, who joined HD Smith in 2011. "The pharmaceutical supply chain is one of the most unwieldy in the world, with long R&D processes and endless compliance requirements from a host of regulatory agencies." In addition, "byzantine pricing" has resulted in more than 600 million price permutations for the distributor's 100,000 SKUs, thanks to group purchasing, chargebacks, rebates and more.

Eric is responsible for the development of strategic products, services and solutions. He joined Esker in 2002 as Director of Marketing Communications, and in 2005, extended his responsibilities to include product management. Many businesses have yet to understand the full potential of machine learning and cognitive computing for back office processes. The benefits range far beyond simply increased productivity and faster supply chains. Today's advanced algorithms have the computational power and speed to gather, analyze and manage vast repositories of data.

Eric is responsible for the development of strategic products, services and solutions. He joined Esker in 2002 as Director of Marketing Communications, and in 2005, extended his responsibilities to include product management. Many businesses have yet to understand the full potential of machine learning and cognitive computing for back office processes. The benefits range far beyond simply increased productivity and faster supply chains. Today's advanced algorithms have the computational power and speed to gather, analyze and manage vast repositories of data.