Daisy Lovelace

Doug McMillon in Harvard Business Review frames leadership as sustained judgment rather than episodic decision‑making. The interview reflects how cadence, trust, and proximity to decisions shape execution over time. Taken together, his tenure reads as a long‑form case study in leading at scale while holding ethical and sustainability commitments under continuous pressure. https://lnkd.in/gwZQGzcb

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Could not have articulated this better, these thoughts have been on my mind a lot lately. And not just the newly minted “Ai experts” Bob Sutton: “Sure, I am trying to learn about AI too—but am wary of instant experts and others who have sure fire answers. As always, humans with strong opinions strongly held—and don’t have actual expertise—are most dangerous. Especially if they are adept at selling their ideas. Beware my friends, when people have solutions that are too good to be true, they are usually full of shit, and just want your money.”

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When it comes to #leadership and #AI, sometimes there are more questions than answers. Together, with my colleagues Ruchin Kansal and Bryan Price, Ph.D., we've put together a short AI survey to assess a leader's AI readiness in 6 areas. The Manager AI Readiness Assessment is a free, 5-7 minute tool that measures your readiness to lead in an AI-enabled world across the following dimensions: → AI Knowledge & Confidence  → Decision Readiness → Team Adoption Capability → Strategic Judgment → Change Leadership → Learning Orientation You'll get an instant score, see where you're strongest, and identify your biggest AI development opportunity. If you're leading a team right now — at any level — we'd love for you to take it. https://lnkd.in/e-4JKgBu

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New publication ✔️ We examined the role of gamification in business education. Specifically, we were interested in 1) what enhances students’ intentions to engage, and 2) what drives educational outcomes. We also provide a framework with design considerations for educators. I may be a bit biased, but I highly suggest checking it out, especially for my peers and colleagues working in business education. Personal perspective: This research is part of a new stream of interest for me, in addition to my main subject matters: cb + tech. A big part of this interest came from my goal of becoming a more informed and literature-driven educator. Great to work on this with my friend Osama J. Butt (Lazaridis School of Business & Economics at Wilfrid Laurier University). University of New Brunswick

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The 1:1 meeting is a key connection point between you and the people you lead. Here’s a simple framework from David Hofmann on how to make them count.

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What Strategists Learn From Rival Reaction Strategy doesn’t fail because plans are wrong. It fails because reactions are misread. This issue looks at strategy as an interaction problem—when to respond, when to wait, and how overreaction destroys optionality.

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AI is already shaping decisions. The challenge is learning how to take responsibility for them. 👉 The “Ethical Path to AI” certificate at Emory University is built for that. ✔️ 100% asynchronous — learn from anywhere - during 6 weeks ✔️ Designed for professionals — practical, not abstract ✔️ Work on real cases + moments to exchange with others ✔️ Build the judgment that AI alone cannot provide  And yes — this is also a career accelerator: AI is transforming every sector, and professionals who can combine technical understanding + ethical judgment are becoming essential. * Next cohort starts April 20 * Registration open until then * https://lnkd.in/gPcMKdyR #AI #AIethics #Leadership #FutureOfWork #ResponsibleAI

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Standardized tests may not be in your comfort zone, but personalized and adaptive evaluations might soon provide constructive feedback and help guide your education and career.  On the #ManagingTheFutureOfWork podcast: Catch my conversation with ETS CEO and Harvard Business School graduate, Amit Sevak.  Find the episode at https://hbs.me/3s3w42bh. #skillsbasedhiring #competencybasededucation #highered

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MBAs from top business schools are struggling for jobs. The percent of job-seeking students, 3 months after graduation per The Wall Street Journal : 🎓 25% at Georgetown University McDonough School of Business 🎓 21% at Duke University - The Fuqua School of Business 🎓 16% at Harvard Business School 🎓 15% at University of Michigan - Stephen M. Ross School of Business 🎓 10% at Columbia Business School Many B-School's career centers are doubling down on: - Using AI to match students to prospective employers (Harvard) - Connecting students to alums and job coaches (Fuqua) - Providing curriculum emphasizing career readiness (Georgetown) HELPFUL FIXES. BUT ARE THEY ANSWERING THE REAL STRATEGY QUESTIONS? 🎓 Are MBAs mastering actual/real skills that will provide value to employers starting day-1 on their job? 🎓 Do MBAs have deep expertise/mastery of important concepts, or do they have superficial familiarity masquerading as mastery? 🎓 Have MBAs cultivated the humility to know what they don't know. 🎓 Are MBAs sufficiently differentiated so hiring employers don't have to create their own cases, tests, exams, and so forth to discern high-quality from low-quality graduates? 🎓 Are MBA's willing to learn frontline skills before they can move to middle and upper management? In recent years, layoffs have befallen middle/upper management, with CEOs prizing the skillset of frontline employees. Starbucks, Walmart, Google etc.

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Professional Education at the Georgetown University School of Continuing Studies recognizes the talents, knowledge, and dedication of Lawrence Gray, Ph.D., Amy Warner, PMP, and Anna Medvedev in designing and developing the next generation of AI professional education. Their efforts shaped the Certificate in Applied GenAI for Enhanced Team Performance, a seven-week program that equips non-technical professionals with practical, immediately applicable skills to transform team performance using Generative AI and agentic AI tools. At Georgetown, subject matter experts work closely with instructional design professionals to create certificate programs that balance academic rigor with applied learning. This collaboration ensures that participants not only learn the latest concepts but also practice using them in real-world contexts, returning to their organizations with tools they can apply immediately. The first cohort of professional learners begins on September 29, 2025. Students will explore challenges such as ambiguous roles, shifting priorities, and communication breakdowns. Through applied learning and instructor-led activities, students will design and implement AI-supported strategies to strengthen clarity, coordination, and performance. More information can be found here: Georgetown Certificate in Applied GenAI for Enhanced Team Performance https://lnkd.in/e_MzTptM

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Disruption is everywhere - from tech to social change to higher ed. How leaders and teams can build the capabilities to adapt and grow is a key question for educators, professionals, and employees. Stay tuned for our deep dive into the ways that leaders and employees can learn to #pivot. UNC Kenan-Flagler Business School Organizational Behavior at UNC Kenan-Flagler Kenan Institute of Private Enterprise

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How many activity trackers does it take to run a marathon? This is just one of the fascinating topics we ran into at the second official meeting of the MSHS Digital Innovation & Technology Club. Co-hosted by Nabeel Qureshi, Thomas Hoffmann, and me, this session focused on personal and professional experiences with activity tracking. Thanks to Tom for the excellent documentation of the discussion! The meeting started with a brief history of the 10,000-step benchmark, and how this can be problematic. In 1960s Japan, a pedometer was created, called “Mapo-kei,” which translates to, “10,000-step meter.” The company thought a round number would appeal to the people, and catch on. Did it ever! Today, most activity tracking devices default to 10,000 steps, which many consumers find discouraging. No two users are alike, so how does an invalidated number take this into account? Other topics discussed: Inconsistencies with reported data. How can two individuals running the same route at the same time have conflicting total distances? Short-term vs. long-term use. Why does daily engagement with trackers decline long-term for many users? Pressure to meet activity goals. Why do some people rush to complete their “steps” at the end of the night? “Rubber-banding.” Can activity tracking be accurate if tracking device is consistently “on-for-a-while, off-for-a-while?”. Strava and social motivation. How does sharing activity tracker data with likeminded individuals motivate? Activity tracking and Remote Patient Monitoring. How do we provide useful information to providers when activity trackers are often inaccurate? Consumers of activity trackers. Who are the “worried well,” and what are their patterns of activity tracking across the stages of change? Standards and accuracy. For optimal clinical use, would medical-grade devices be preferable to consumer equipment? Clinical research and fitness trackers. How are fitness trackers being used in clinical research when metrics are often underestimated or overestimated? AI and activity tracking – How will consumers deal with predictive AI, and what will they do with the information? Next month, we will be discussing heart health and technology. We look forward to seeing students and alumni of the Cedars-Sinai Health Sciences University Master of Science in Health Systems (MSHS) then!

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Technology Enables — But Trust and Loyalty Define Leadership. A recent Forbes article by Veta T. Richardson NACD.DC drives home a critical point for #leadership in 2026: trust, not technology, will be the defining differentiator in how leaders lead, teams perform, and organizations succeed. In an era of rapid innovation and AI acceleration, relationships remain the core of leadership effectiveness. This aligns with what I’ve seen repeatedly in my career: trust is the currency that unlocks performance, influence, and resilience. Trust is also a key aspect of all sustainable relationships. Loyalty, then, is the outcome of sustained trust in action. Here’s how I’ve experienced this dynamic firsthand: 🔹 Trust builds entry points for influence. I’ve seen teams solve complex challenges not because they had the best tools, but because they trusted their leaders to be transparent, honest about uncertainty, and accountable for decisions. When people feel safe bringing their full selves to the table, creativity and ownership flourish. 🔹 Technology amplifies capacity, but doesn’t substitute connection. We’ve all lived through digital transformation roadmaps and AI dashboards. But without trust, these tools deliver outputs, not buy‑in. Trust makes technology strategic, not just operational. 🔹 Loyalty is loyalty to people, not platforms. Trust doesn’t just make teams work harder; it keeps them. Loyalty is what happens when leaders repeatedly demonstrate reliability and then repay that trust with support, growth opportunities, and consistency of character. Loyalty is the wind behind retention, advocacy, and collective resilience. To me, the leadership challenge of 2026 isn’t about mastering more technology; it’s about mastering the human dynamics that make technology work for us rather than isolate us. Here are three practical ways leaders can strengthen trust and build loyalty today: 1️⃣ Lead with transparency about risk and learning. Trust doubles when leaders share what they know and what they don’t know, especially in times of rapid change. 2️⃣ Model consistency before expecting commitment. When leaders match actions to words, over time and under pressure, trust gets earned, and loyalty takes root. 3️⃣ Design systems that reinforce trust. Structure feedback loops, recognition practices, and decision processes so people see how trust translates into action, not just ideology. Technology will continue to change how we work. But trust and the loyalty it generates determine whether people choose to work with you, for you, and beside you. That is leadership. #BolerMBA #BolerProfessionalMBA #Leadership2026 #HumanCenteredLeadership #LeadershipExcellence #TeamCulture #LeadWithTrust #SustainableRelationships https://lnkd.in/gD7GZnGK

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Melissa Coade shares some insights from a panel discussion called "The Future of Leadership in the NSW Public Service.” Along with NSW Health Secretary Susan Pearce and NSW Public Service Commissioner Kathrina Lo we talked about how to tackle information overload and lead effectively in the face of digital disruption. The Mandarin

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Really insightful piece on how organizations unintentionally create their own #redtape: https://lnkd.in/dFnHbFht The article highlights a simple but powerful dynamic: when people are responsible for outcomes but lack the #authority to make decisions, organizations compensate by layering on more rules and procedures. Over time, those rules accumulate and slow everything down, creating #bureaucracy instead of accountability - and hinder #innovation and #creativity. What struck me most is how relevant this is for modern #academia, which increasingly mirrors corporate structures - more compliance systems, more reporting layers, and often less real decision-making authority where the work actually happens. A great reminder that healthy organizations depend not just on rules, but on #trust, judgment, and empowered leadership. #Leadership #HigherEducation #DecisionMaking #OrganizationalCulture #Bureaucracy #MiddleManagement #FutureOfWork

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Good morning! Some colleagues and I share our two cents about ways to make things better in 2026. Julia DiBenigno and Michaela Kerrissey say: Savvy change leaders prepare during stable times by developing “shovel-ready” ideas and monitoring their environments for the right moment to act K Sudhir says: Create more cognitive space... Rather than using AI only to generate content, use agents to absorb the repetitive tasks that quietly chip away at attention—scheduling, searching, tracking, organizing. Frank Zhang says: Across my work in financial markets... the evidence consistently demonstrates that clarity, transparency, and disciplined analysis lead to better outcomes. Tony Sheldon says: Addressing these “wicked problems”—questions which have confounded repeated efforts by deeply knowledgeable researchers, policy makers, and practitioners—entails collaborations that span disciplines and communities of practice. Kosuke Uetake says: A more intentional, fulfilling year often starts with a single question: Do I still want this? And my tip is simple: Choose community. Based on collaboration with Caterina Passoni and Havenly, and Vivek Murthy's "Prescription for America." Read more at: https://lnkd.in/gcpRx7Ns Yale School of Management

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Thinking about the next step? Come hear our incredible colleague Dr. Kate Abraham share insights about pursuing a DBA with Hult. #HultDBA #Hult

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