Latest news with #C-Suite
Forbes
7 days ago
- Business
- Forbes
Don't Burn That Bridge: 3 Tips When Being Laid Off
John Pierce is an entrepreneur with a focus on C-Suite consulting, M&A in the RIA segment, and a builder and leader of high-quality teams. The job market remains in a continued state of uncertainty. That's why large and small firms across many industries are entering a stage of quarterly rolling layoffs. If you find yourself a casualty, it's easy to lean into negativity or spite. But you have to remember that this isn't about you as an individual. It's about employers trying to optimize profitability, adapt to market challenges or address a multitude of other external factors. So, it's far better for you and your professional future if you can handle a layoff with integrity. Here are three tips for making a dignified exit. 1. Take the high road. In the heat of the moment, you may want to storm out, then head to social media and trash your former employer. But hold that thought. A public lapse in judgment can have a long-term impact on your hireability. Today's employers are conducting deeper background checks that include social media scrutiny. A 2023 Harris Poll study found that 70% of employers research social media history when screening candidates. If your recent posts show hostility toward former employers, it may discourage hiring managers from considering your application. Further, there could be legal consequences depending on your employment agreement, non-solicit or noncompete clauses. Sometimes it may be a gentle tap from the in-house attorney, asking that you stay in your lane (I've had that a few times!), but it can certainly escalate. So, instead of airing out the dirty laundry on LinkedIn or X, take a breath. 2. Stay in contact with your network. If you leave in a negative manner, your most important networking opportunity may have turned into ashes. The social network you developed at work is critical to getting you back on your feet. After all, you may need references, and your former employer will have the most relevant details about your performance. So, when you leave, ensure you have an up-to-date contact list and let key contacts know that your role has been shifted or eliminated. Don't forget that your network is a key source of support, advice and guidance. Some of my friends wonder why I stay in contact with CEOs and presidents from firms I used to work with. But considering how many people have given me a helping hand during my transitions, I feel it's only right to give back in kind. For example, when my last firm had an unanticipated RIF recently, my phone rang off the hook with peers hoping to hear a kind, empathetic voice as they experienced the mental and emotional shock of being let go after a long career. Maintaining contact is also important in case your former employer experiences "RIF regret." Sometimes, companies realize they created chaos and dysfunction because they let too much institutional knowledge out the door. Those willing to admit this mistake may reach out, hoping you're open to returning. Because you've kept in touch, you may be in a position to set expectations for reemployment—especially if you'll bring back new, valuable knowledge that will benefit the company. 3. Take the opportunity to evolve. As you consider your next role, think about what you like doing and where you have skill gaps. Get advice from someone you trust, and determine whether you should sharpen current skills or develop new ones based on the current and future economy. For example, if you're in an industry that's heavily impacted by AI advancements, where do you pivot? Re-skilling allows you to stay on top of new trends in your industry and increases your employability. Plus, as you learn more, you may find renewed enjoyment in your career. 'Prepare for the worst and hope for the best'—a quote commonly attributed to Ben Franklin—rings true in today's employment market. During a period of layoffs, following these tips will help ensure you can find your next job, career or industry more quickly and with dignity. Forbes Human Resources Council is an invitation-only organization for HR executives across all industries. Do I qualify?
Forbes
18-06-2025
- Business
- Forbes
For CEOs, AI Innovation Is Now A Near-Term Survival Requirement
AI requires a shift in mindset for the C-Suite. Companies that fail to adopt AI technologies risk falling behind their competitors, losing market relevance, and even jeopardizing their long-term survival. 'AI is no longer a long-term innovation initiative—it's a near-term survival requirement.' This is according to a recently published Harris Poll survey conducted on behalf of AI company Dataiku, which says 74% of CEOs overall, and 79% in the U.S., said they could lose their jobs within two years if they don't deliver measurable AI-driven business gains. So, why is AI innovation a 'near-term survival requirement?' In a nutshell, AI requires a shift in mindset for the C-Suite. Companies that fail to adopt AI technologies risk falling behind their competitors, losing market relevance, and even jeopardizing their long-term survival—an ominous situation for any chief executive. So, rather than considering the risks of implementing AI projects, CEOs should weigh the costs of inaction. One of the most immediate and significant risks of not adopting AI is the potential loss of a competitive edge. Companies that are leveraging AI to improve efficiency, enhance customer experiences, and innovate are gaining a distinct advantage over those that remain hesitant. For instance, AI-powered tools can optimize supply chains, automate routine tasks, and generate insights from big data, leading to faster decision-making, improved profitability, and the ability to innovate more quickly than competitors. Failing to adopt AI means that competitors who are embracing the technology will likely outpace your organization, attracting more customers, increasing market share, and outperforming you in critical areas such as product development, personalization, and operational efficiency. AI isn't just about improving existing processes; it's about enabling new ways of thinking and unlocking new opportunities. The technology has the potential to improve customer service, speed product development, and more. Companies that delay adopting AI risk missing out on innovative solutions that could fundamentally transform or accelerate their businesses. For example, AI can facilitate breakthroughs in product design by enabling rapid prototyping and simulations. It can also drive innovation in marketing by offering hyper-targeted campaigns powered by machine learning. CEOs who hesitate to implement AI may find their organizations stuck in traditional ways of thinking while competitors race ahead with cutting-edge innovations. AI inaction can lead to inefficiency and rising operational costs. AI has the potential to automate many time-consuming and repetitive tasks, freeing up valuable human resources for more strategic work. Tasks such as data entry, report generation, customer service inquiries, and supply chain management can be optimized using AI, reducing the time and costs associated with manual labor. Without AI, organizations may find themselves running inefficient processes, which could lead to higher operational costs and less effective resource allocation. Companies that resist AI may find their cost structures out of synch with the market, widening the competitive gap. Customers today have higher expectations than ever before. AI-powered tools can provide hyper-personalized experiences, faster response times, and enhanced customer support through chatbots and virtual assistants—not the binary phone trees of yesterday, but personalized, human-like agents that can accomplish tasks on your behalf. Businesses that fail to implement AI risk disappointing customers with outdated systems, slow service, and generic experiences that no longer meet modern standards. This is happening today. Companies that do not invest in AI may lose customer loyalty to competitors that offer more sophisticated, AI-driven experiences. Declines in customer satisfaction are a one-way street to reduced revenue and brand perception. Data is one of the most valuable assets businesses possess, yet many organizations fail to capitalize on this asset. AI excels at extracting valuable insights from vast amounts of data, enabling businesses to make data-driven decisions that can improve performance and mitigate risks. Companies that don't implement AI solutions risk leaving vast amounts of data untapped, missing out on opportunities to enhance decision-making, predict trends, and gain deeper insights into customer behavior. Data-driven strategies powered by AI can inform everything from product development to customer engagement, and companies that do not embrace these tools risk making decisions based on outdated or incomplete information. As AI becomes more integrated into business operations, attracting and retaining top talent in fields like data science, machine learning, and AI engineering will become increasingly important. Organizations that fail to prioritize AI may struggle to attract highly skilled employees, as the best talent often seeks out companies that are on the cutting edge of technology. On top of that, your existing employees may become frustrated with the lack of advancement AI can unlock. Talented workers want to work for companies that embrace innovation. Companies that avoid AI may find themselves with an outdated workforce and an inability to attract the next generation of top-tier talent. AI is rapidly becoming a competitive advantage in regulatory-heavy industries such as healthcare, finance, and retail. Businesses that fail to implement AI solutions may be missing an opportunity to streamline or automate compliance, especially when it comes to data protection, fraud detection, and risk management. For example, AI can enhance cybersecurity, identify financial fraud, and detect irregularities in transactions or operations. Failing to adopt AI for compliance purposes can leave an organization vulnerable to breaches, non-compliance penalties, and reputational damage. Industries across the globe are experiencing rapid disruption due to AI-powered companies challenging traditional business models. From fintech startups leveraging AI for financial services to retail giants using machine learning for inventory management and customer insights, businesses that fail to adapt to this new environment risk being left behind as more innovative competitors take the field. By taking a more cautious AI stance, companies open themselves up to the risk of disruption from more nimble, tech-savvy competitors who are better able to respond to market changes and evolving customer expectations. Again, CEOs don't want to be on the wrong end of the innovation curve. Failing to adopt AI can damage an organization's reputation as a forward-thinking, innovative brand. Customers, employees, and investors expect companies to stay ahead of the competition by taking advantage of technological trends. Those that fail to do so may be seen as a tired, old brand from yesterday. Younger consumers and employees are more likely to evaluate brands based on their adoption of newer technologies and ability to innovate. Aversion to AI and newer tech could signal a company that is not keeping up. No brand wants to be seen as tired. The risks associated with inaction are considerable, and the risks of survival are real. Whether it's customer experience, data-driven insights, regulatory compliance, or brand perception, AI provides measurable performance characteristics, and CEOs with losing formulas may not be CEOs very long. But that also doesn't mean chiefs need to dive headfirst into the deep end. It's important to learn and adapt. Think about low-hanging fruit in your organization. Small projects that can be automated. How old is your call center solution, for example? Where are there opportunities to drive new revenue by understanding customer preferences and buying patterns? By choosing bite-sized projects that yield real improvements, CEOs will not only learn but also take essential steps to improve their business metrics.
Entrepreneur
18-06-2025
- Business
- Entrepreneur
C-Suite Misaligned on Business Goals and Operational Readiness for GenAI: NTT Data
99 per cent of the C-Suite executives surveyed are planning further GenAI investments over the next two years, with 67 per cent of CEOs planning significant commitments. You're reading Entrepreneur India, an international franchise of Entrepreneur Media. There is a misalignment among C-Suite leaders when it comes to business goals and operational readiness for GenAI deployment, according to a new report titled 'The AI Security Balancing Act: From Risk to Innovation' from NTT Data. The report, which surveyed more than 2,300 senior GenAI decision makers, comprising 1,500 C-Suite leaders across 34 countries, found that while CEOs and business leaders are committed to GenAI adoption, CISOs and operational leaders lack the necessary guidance, clarity and resources to fully address security risks and infrastructure challenges associated with deployment. Nearly all (99 per cent) C-Suite executives are planning further GenAI investments over the next two years, with 67 per cent of CEOs planning significant commitments. In parallel, 95 per cent of CIOs and CTOs report that GenAI has already driven, or will drive, greater cybersecurity investments, with organizations ranking improved security as one of the top three business benefits realized from GenAI deployment in the last 12 months. Yet, even with this optimism, there is a notable disconnect between strategic ambitions and operational execution with nearly half of CISOs (45 per cent) expressing negative sentiments toward GenAI adoption. More than half (54 per cent) of CISOs say internal guidelines or policies on GenAI responsibility are unclear, yet only 20 per cent of CEOs share the same concern – revealing a stark gap in executive alignment. Despite feeling cautious about the deployment of GenAI, security teams still acknowledge its business value. In fact, 81 per cent of senior IT security leaders with negative sentiments still agree GenAI will boost efficiency and impact the bottom-line. The research further reveals a critical gap between leadership's vision and the capabilities of their teams. While 97 per cent of CISOs identify as decision makers on GenAI, 69 per cent acknowledge that their teams lack the necessary skills to work with the technology. In addition, only 38 per cent of CISOs say their GenAI and cybersecurity strategies are aligned compared to 51 per cent of CEOs. Adding to the complexity, 72 per cent of organizations surveyed still lack a formal GenAI usage policy and just 24 per cent of CISOs strongly agree that their organization has a robust framework for balancing risk with value creation. Legacy Tech Limiting GenAI Adoption Beyond internal misalignment, 88 per cent of security leaders said legacy infrastructure is greatly affecting business agility and GenAI readiness, with modernizing IoT, 5G and edge computing identified as essential for future progress. To navigate these obstacles, 64 per cent of CISOs are prioritizing co-innovation with strategic IT partners rather than relying on standalone AI solutions. Notably, security leaders' top criteria when assessing GenAI technology partners is end-to-end GenAI service offerings. "As organizations accelerate GenAI adoption, cybersecurity must be embedded from the outset to reinforce resilience. While CEOs champion innovation, ensuring seamless collaboration between cybersecurity and business strategy is critical to mitigating emerging risks," said Sheetal Mehta, Senior Vice President and Global Head of Cybersecurity at NTT DATA, Inc. "A secure and scalable approach to GenAI requires proactive alignment, modern infrastructure and trusted co-innovation to protect enterprises from emerging threats while unlocking AI's full potential." Top companies across the world have increased their focus on GenAI in the recent past. For instance, Infosys has successfully delivered over 400 GenAI projects during FY25, the company said in its latest annual report. Infosys earlier said that almost every deal has some form of AI/ GenAI construct in it.
Al Bawaba
18-06-2025
- Business
- Al Bawaba
NTT DATA Research Reveals C-Suite Misalignment Over GenAI Adoption
NTT DATA, a global leader in digital business and technology services, today launched its new report, 'The AI Security Balancing Act: From Risk to Innovation,' highlighting the opportunities and risks AI presents in cybersecurity. The findings show a misalignment among C-Suite leaders when it comes to business goals and operational readiness for GenAI report, which includes data from an NTT DATA survey of more than 2,300 senior GenAI decision makers, comprising 1,500 *C-Suite leaders across 34 countries, found that while CEOs and business leaders are committed to GenAI adoption, CISOs and operational leaders lack the necessary guidance, clarity and resources to fully address security risks and infrastructure challenges associated with C-Suite disconnectNearly all (99%) C-Suite executives are planning further GenAI investments over the next two years, with 67% of CEOs planning significant parallel, 95% of CIOs and CTOs report that GenAI has already driven, or will drive, greater cybersecurity investments, with organizations ranking improved security as one of the top three business benefits realized from GenAI deployment in the last 12 even with this optimism, there is a notable disconnect between strategic ambitions and operational execution with nearly half of CISOs (45%) expressing negative sentiments toward GenAI adoption. More than half (54%) of CISOs say internal guidelines or policies on GenAI responsibility are unclear, yet only 20% of CEOs share the same concern – revealing a stark gap in executive feeling cautious about the deployment of GenAI, security teams still acknowledge its business value. In fact, 81% of senior IT security leaders with negative sentiments still agree GenAI will boost efficiency and impact the operations not ready for GenAINTT DATA's research further reveals a critical gap between leadership's vision and the capabilities of their teams. While 97% of CISOs identify as decision makers on GenAI, 69% acknowledge that their teams lack the necessary skills to work with the addition, only 38% of CISOs say their GenAI and cybersecurity strategies are aligned compared to 51% of to the complexity, 72% of organizations surveyed still lack a formal GenAI usage policy and just 24% of CISOs strongly agree that their organization has a robust framework for balancing risk with value tech limiting GenAI adoptionBeyond internal misalignment, 88% of security leaders said legacy infrastructure is greatly affecting business agility and GenAI readiness, with modernizing IoT, 5G and edge computing identified as essential for future navigate these obstacles, 64% of CISOs are prioritizing co-innovation with strategic IT partners rather than relying on standalone AI solutions. Notably, security leaders #1 top criteria when assessing GenAI technology partners is end-to-end GenAI service offerings."As organizations accelerate GenAI adoption, cybersecurity must be embedded from the outset to reinforce resilience. While CEOs champion innovation, ensuring seamless collaboration between cybersecurity and business strategy is critical to mitigating emerging risks," said Sheetal Mehta, Senior Vice President and Global Head of Cybersecurity at NTT DATA, Inc. "A secure and scalable approach to GenAI requires proactive alignment, modern infrastructure and trusted co-innovation to protect enterprises from emerging threats while unlocking AI's full potential.""Collaboration is highly valued by line-of-business leaders in their relationships with CISOs. However, disconnects remain, with gaps between the organization's desired risk posture and its current cybersecurity capabilities,' said Craig Robinson, Research Vice President, Security Services at IDC. 'While the use of GenAI clearly provides benefits to the enterprise, CISOs and Global Risk and Compliance leaders struggle to communicate the need for proper governance and guardrails, making alignment with business leaders essential for implementation."Download the full report here, and visit our website to learn more about NTT DATA's AI services for The report is based on insights from 2,300 senior GenAI decision-makers across 34 countries. 68% of respondents were from the C-suite, including CEOs, CISOs, CIOs, CTOs, CDOs, COOs, CCOs, CFOs, CHROs, and CSEs. 27% held Vice President, Head of, or Director-level roles, while 5% were senior managers or specialists. This research was independently conducted for NTT DATA by Jigsaw Research, a global strategic insight agency.
National Post
17-06-2025
- Business
- National Post
NTT DATA Research Reveals C-Suite Misalignment Over GenAI Adoption
Article content Nearly half of CISOs have negative sentiments about GenAI rollouts, despite CEO optimism CEOs are all-in on GenAI, but CISOs warn that security gaps and aging infrastructure are holding back progress Alignment requires stronger governance and dedicated investment Article content LONDON — NTT DATA, a global leader in digital business and technology services, today launched its new report, ' The AI Security Balancing Act: From Risk to Innovation,' highlighting the opportunities and risks AI presents in cybersecurity. The findings show a misalignment among C-Suite leaders when it comes to business goals and operational readiness for GenAI deployment. Article content Article content The report, which includes data from an NTT DATA survey of more than 2,300 senior GenAI decision makers, comprising 1,500 *C-Suite leaders across 34 countries, found that while CEOs and business leaders are committed to GenAI adoption, CISOs and operational leaders lack the necessary guidance, clarity and resources to fully address security risks and infrastructure challenges associated with deployment. Article content The C-Suite disconnect Article content 67% of CEOs Article content planning significant commitments. Article content In parallel, 95% of CIOs and CTOs report that GenAI has already driven, or will drive, greater cybersecurity investments, with organizations ranking improved security as one of the top three business benefits realized from GenAI deployment in the last 12 months. Article content Yet, even with this optimism, there is a notable disconnect between strategic ambitions and operational execution with nearly half of CISOs (45%) expressing negative sentiments toward GenAI adoption. More than half (54%) of CISOs say internal guidelines or policies on GenAI responsibility are unclear, yet only 20% of CEOs share the same concern – revealing a stark gap in executive alignment. Article content Despite feeling cautious about the deployment of GenAI, security teams still acknowledge its business value. In fact, 81% of senior IT security leaders with negative sentiments still agree GenAI will boost efficiency and impact the bottom-line. Article content Organizational operations not ready for GenAI Article content NTT DATA's research further reveals a critical gap between leadership's vision and the capabilities of their teams. While 97% of CISOs identify as decision makers on GenAI, 69% acknowledge that their teams lack the necessary skills to work with the technology. Article content In addition, only 38% of CISOs say their GenAI and cybersecurity strategies are aligned compared to 51% of CEOs. Adding to the complexity, 72% of organizations surveyed still lack a formal GenAI usage policy and just 24% of CISOs strongly agree that their organization has a robust framework for balancing risk with value creation. Article content Legacy tech limiting GenAI adoption Article content Beyond internal misalignment, 88% of security leaders said legacy infrastructure is greatly affecting business agility and GenAI readiness, with modernizing IoT, 5G and edge computing identified as essential for future progress. To navigate these obstacles, 64% of CISOs are prioritizing co-innovation with strategic IT partners rather than relying on standalone AI solutions. Notably, security leaders #1 top criteria when assessing GenAI technology partners is end-to-end GenAI service offerings. Article content 'As organizations accelerate GenAI adoption, cybersecurity must be embedded from the outset to reinforce resilience. While CEOs champion innovation, ensuring seamless collaboration between cybersecurity and business strategy is critical to mitigating emerging risks,' said Sheetal Mehta, Senior Vice President and Global Head of Cybersecurity at NTT DATA, Inc. 'A secure and scalable approach to GenAI requires proactive alignment, modern infrastructure and trusted co-innovation to protect enterprises from emerging threats while unlocking AI's full potential.' Article content 'Collaboration is highly valued by line-of-business leaders in their relationships with CISOs. However, disconnects remain, with gaps between the organization's desired risk posture and its current cybersecurity capabilities,' Article content said Craig Robinson, Research Vice President, Security Services at IDC. Article content 'While the use of GenAI clearly provides benefits to the enterprise, CISOs and Global Risk and Compliance leaders struggle to communicate the need for proper governance and guardrails, making alignment with business leaders essential for implementation.' Article content Download the full report here, and visit our website to learn more about NTT DATA's AI services for cybersecurity. Article content Methodology Article content The report is based on insights from 2,300 senior GenAI decision-makers across 34 countries. 68% of respondents were from the C-suite, including CEOs, CISOs, CIOs, CTOs, CDOs, COOs, CCOs, CFOs, CHROs, and CSEs. 27% held Vice President, Head of, or Director-level roles, while 5% were senior managers or specialists. This research was independently conducted for NTT DATA by Jigsaw Research, a global strategic insight agency. Article content About NTT DATA Article content Article content Article content Article content
