advertising
automotive industry SUV introduction and, 18–19
deconstructing brand category’s culture in, 20–21
African American employees
leader’s starting a dialogue about racial incidents and, 98–99
See also diversity; racial equity
African Americans, and machine-learning algorithms, 85–86
agency risk, and machine learning, 84–85, 87
AI Policy Observatory, OECD, 92
Airborne Express, 31
airline industry, IROP rates and cooperation in, 38–39
ambiguity, in negotiations, 49–50
antitrust, and co-opetition agreements, 35, 36, 37
acknowledging and accepting, 56–61
building a support system for, 68–70
communication and impact of, 65–67
corporate culture support for mental health and, 70
emotional volatility and, 77–78
empathy of leaders dealing with, 79
good decision-making and, 65
knowing situations and triggers leading to, 57–58, 68–69
leaders’ treatment of employees and, 75–79
learning your physical reactions and manifestations of, 58–60
limiting impact of on leadership, 65–67
mindfulness techniques for easing, 63
panic attacks and, 73
self-care and, 69
talking with colleagues about, 72–73
ways of dealing with heightened levels of, 70–74
Anxiety and Depression Association of America, 54
“Anxiety as a Public Health Issue” (Galea), 54
detailed attention to rounded corners on products at, 156–157
discretionary leadership model at, 161–164
iPhone camera innovation at, 152–153, 155, 158–160
leadership characteristics and innovation at, 154–160
organizational design for innovation at, 152–154
Samsung co-opetition agreement with, 29, 31–32, 35, 37, 40–41
sustainability standards and, 137, 144
willingness to collaboratively debate at, 157–160
Asian employees, and hiring discrimination, 111
as core driver in triangle of trust, 3–4
identifying trust wobble in, 4–5, 6
overcoming your wobble in, 8–11
Uber’s experience with, 13
automotive industry
co-opetition agreements in, 29, 33–34, 37, 38, 39, 41
supply chain sustainability in, 138, 140, 142
autonomous vehicle technology, 33–34, 41
Beard, Alison, 54
bending negotiations, 46, 47–48
better mousetraps paradigm in innovation, 15–16, 26–27
Bezos, Jeff, 29
Billion Dollar Roundtable, 138
Blue Buffalo dog food brand, 19–24
boards, economic benefits of women on, 95
brainstorming, in work from anywhere, 128–129
brands
deconstructing category’s culture in, 20–21
failures of incumbents’ attacks on new brands, 24–26
mining cultural vanguards among, 21–23
showcasing symbols for new ideology in, 23–24
Carbon Disclosure Project (CDP), 138, 145–146
career goals, and job negotiations, 44–46
Chamorro-Premuzic, Tomas, 54, 75–79
Choudhury, Prithwiraj, 121–135
collaboration
Apple leadership approach and, 154, 157–162, 164
supply chain sustainability and, 144–145
sustainability standards development using, 144–145
See also co-opetition
collaborative debate, and innovation at Apple, 154, 157–160
collective approach to supply chain sustainability, 143, 144–145
communication
leader’s starting a dialogue about racial incidents and, 98–99
work from anywhere and, 128–129
compensation
job negotiations and, 45
work from anywhere and, 133
competition
impact of co-opetition agreements on, 30, 36
mix of cooperation and (see co-opetition)
competitive advantage, and co-opetition, 32–36
computer-science education, discrimination in, 117–118
concept drift, and machine learning, 82–83
cooperation, mix of competition and. See co-opetition
Amazon Marketplace example of, 34–35
antitrust issues and, 35, 36, 37
Apple-Samsung example of, 31–32, 37, 40–41
changing mindsets about, 39–41
competitive advantage and, 32–36
Ford’s agreements in, 33–34, 37
Google-Yahoo example of, 35–36
corporate culture
combating forms of discrimination and subordination in, 99–101
embracing a wide range of styles and voices in, 101–102
covariate shift, and machine learning, 82, 83
Covid-19
anxiety related to, 53, 67, 70, 77
changes in work and, 44, 48, 50
work-from-anywhere policies and, 122, 124, 128
Blue Buffalo dog food example of, 19–24
deconstructing brand category’s culture in, 20–21
failures of incumbents’ attacks on new brands in, 24–26
Ford Explorer SUV invention as example of, 16–19, 27
identifying Achilles’ heel vulnerabilities in, 21
mining cultural vanguards in, 21–23
reinvention of brand’s ideology in, 16, 20–23
showcasing symbols for new ideology in, 23–24
understanding dominant ideology of existing brands and, 20, 25, 28
using better mousetraps paradigm versus, 15–16, 26–27
value proposition reimagining in, 16, 22, 24, 27
cybersecurity, in work from anywhere, 133–134
data security, in work from anywhere, 133–134
decision-making
innovation with collaborative debate on, 154, 157–160
direct approach to supply chain sustainability, 142, 143
discretionary leadership model, 161–164
discrimination
algorithms in machine learning and, 86, 88
candidate selection and hiring outcome predictions in, 118–119
combating in organization, 99–101
leader’s role in rooting out, 100, 102
learning-and-effectiveness paradigm step for combatting, 99–100
managers’ recognition of, 110, 111, 112
promoting leaders from within the organization and, 112–113
strategies for combatting, 115, 118
white employees’ beliefs about, 108, 110
combating forms of discrimination and subordination and, 99–100
economic benefits as justification for, 95–96, 104–105
gender differences and, 102–103
inclusion initiatives and, 10, 11, 97, 114, 115–116
leader’s starting a dialogue about racial incidents and, 98–99
learning-and-effectiveness paradigm in, 94, 97–104
learning from employee cultural differences in, 102–104
performance benefits of, 96–97
shared knowledge and performance and, 10–11
dog food industry
economic benefits of diversity, 95–96, 104–105
electronics industry, supply chain sustainability in, 137, 138, 140, 145
empathy
as core driver in triangle of trust, 3–4
identifying trust wobble in, 4–5, 6
overcoming your wobble in, 6–7
PRESS model for racial equity and, 108, 109, 113–115
Uber’s experience with, 12, 13
ethics guidelines, for machine-learning products, 89, 91
facial-recognition technology, 85
FedEx, 31
Ford
Argo AI start-up and, 33–34, 41
co-opetition agreements and, 29, 33–34, 37, 38, 39, 41
Explorer brand SUV innovation by, 16–19, 27
gender bias
gender diversity, learning from, 102–103
General Mills, 20
General Motors (GM)
co-opetition agreements and, 29, 33, 37, 38
GitLab, 122, 124, 127, 128–131, 133
global approach to supply chain sustainability, 143, 145–146
Google, 32
AI ethics guidelines of, 89, 91
Yahoo’s co-opetition agreement with, 29, 35–38
Gripenstraw, Kelsey, 54
hiring practices
outcome predictions in, 118–119
résumés and discrimination in, 111
“How History’s Great Leaders Managed Anxiety” (Beard), 54
“How We Experience Anxiety Today” (Gripenstraw), 54
identity groups. See diversity
ideology of brands
automotive industry SUV introduction and, 17–19
being stuck in existing present culture of, 26–27
creating a new ideology challenging Achilles’ heel vulnerabilities in, 23
deconstructing, in cultural innovation, 20–21
mining cultural vanguards to find strategic direction for, 21–23
showcasing symbols for new approach in, 23–24
immigration, and work from anywhere, 126
inclusion initiatives, 10, 11, 97, 114, 115–116. See also diversity
indirect approach to supply chain sustainability, 142–144
industry associations, and supply chain sustainability, 138, 144, 145
Apple’s organizational design and leadership for, 149–165
constructive disruption model for, 15
cultural innovation approach to (see cultural innovation)
disruptive innovation concept in, 27–28
problems with better mousetraps paradigm in, 15–16, 26–27
Institute for Health Metrics and Evaluation, 54–55
iPhone brand
co-opetition in development of, 31–32
camera innovation for, 152–153, 155, 158–160
compensation and salary offers in, 45
Covid-19 changes in work and, 44, 48, 50
impact of relationships on, 50–52
types of negotiations in, 46
Jobs, Steve, 39, 149, 150, 152, 154–155
Johnson & Johnson, 145
knowledge sharing, in work from anywhere, 129–130
diversity and promoting from within the organization, 112–113
employee performance and impact of anxiety and, 73–74
mentoring in work from anywhere and, 131–132
starting a dialogue about racial incidents and, 98–99
working remotely and, 74
leadership
Apple’s innovation and characteristics of, 154–160
authenticity and trust in, 3–5, 8–11
discretionary leadership model at Apple, 161–164
identifying your trust wobble in, 4–6
needing to trust your own leadership for empowerment in, 12
overcoming your trust wobble in, 6–10
trust building and empowerment by, 2–3
learning-and-effectiveness paradigm in diversity, 97–104
combating forms of discrimination and subordination in, 99–101
embracing a wide range of styles and voices in, 101–102
four actions for helping shift to, 98–103
gender differences and, 102–103
learning from employee cultural differences in, 102–104
LG, 32
locked systems, in machine learning, 86–88
logic
as core driver in triangle of trust, 3–4
identifying trust wobble in, 4–5, 6
overcoming your wobble in, 7–8
Uber’s experience with, 12, 13
AI ethics guidelines of, 89, 91
developing guidelines and principles for, 91–92
“Making Differences Matter: A New Paradigm for Managing Diversity” (Thomas and Ely), 54
managers. See leaders
“Managing in an Anxious World” (HBR), 54
marketing
automotive industry SUV introduction and, 18–19
disruptive innovation and, 27–28
failures of incumbents’ attacks on new brands in, 24–26
mining cultural vanguards in, 21–23
medical devices
machine learning and, 84, 85, 86–87
meetings, in work from anywhere, 128–129
mentoring, in work from anywhere, 130–132
monitoring, of machine-leaning products, 89–90
moral risk, and machine learning, 85–86, 87–88
multinational corporations (MNCs)
scandals involving suppliers of, 137
sustainability and (see supply chain sustainability)
National Institute of Mental Health, 54
negotiations
asking negotiation, 47
for jobs (see job negotiations)
types of, 46
networks, and job negotiations, 49–50
OECD, AI guidelines from, 91, 92
Padavic, Irene, 104
panic attacks, 73
performance
performance evaluation, in work from anywhere, 132–133
problem awareness, in PRESS model for racial equity, 108, 109, 109–111
problem solving, in work from anywhere, 128–129
Procter & Gamble (P&G), 15, 20, 25, 26
productivity, and work from anywhere, 123, 126–127, 133
racial discrimination. See discrimination
white employees’ beliefs about racism and, 98, 109–110
racism
addressing in organization (see racial equity)
managers’ perception of, 110, 111, 112
root-cause analysis of, 112–113
ways organizations can respond to, 114–115
white employees’ beliefs about existence of, 98, 109–110
regulation
supply chain sustainability and, 140–141
work from anywhere and, 133–134
relationships, and impact on job negotiations, 50–52
remote work
See also work from anywhere (WFA)
Responsible Business Alliance (RBA), 138, 144, 145
résumés, and discrimination in hiring practices, 111
risk, and machine learning, 81–86
root-cause analysis, in PRESS model for racial equity, 108, 109, 112–113
sacrifice, in PRESS model for racial equity, 108, 109, 116–119
Samsung, 29, 31–32, 35, 37, 40–41
SAP, 55
schedules, in managing anxiety, 61–62, 68
self-care, and anxiety management, 69
shaping negotiations, 46, 48–49
smartphone industry, co-opetition in, 31–32
socialization, in work from anywhere, 130–132
strategy, in PRESS model for racial equity, 108, 109, 115–116
supply chain sustainability, 137–148
areas for improvement in, 146–148
four strategies used in, 142, 143
global approach to, 143, 145–146
support
anxiety management and, 64, 68–70
sustainability
supply chains and (see supply chain sustainability)
Tata Consultancy Services (TCS), 122, 124, 127, 128, 134, 135
Tazo brand, 30
team diversity
performance benefits of, 96–97
team meetings, in work from anywhere, 128–129
time management, in managing anxiety, 61–62
Townsend, Graham, 155, 159, 160
authenticity and real self in, 3–4, 4–5, 8–11
corporate cultural values and, 2, 13
identifying your wobble in, 4–6
leadership empowerment and building of, 2–3
learning-and-effectiveness paradigm in diversity and, 98–99
overcoming your wobble in, 6–10
rebuilding at the employee level, 13–14
three core drivers in triangle of, 3–4
Tulsa Remote, 122, 125, 127, 131
Uber
United Nations Global Compact, 138, 145
U.S. Food and Drug Administration (FDA), 84, 86–87, 89, 90
United States Patent and Trademark Office (USPTO), 122, 124, 125, 126, 127, 128, 132, 133, 135
universities, women and computer-science education in, 117–118
value proposition
better mousetraps innovation approach to, 15–16
cultural innovation’s reimagining of, 16, 22, 24, 27
visa regulations, and work from anywhere, 126
WFA. See work from anywhere
white employees
beliefs about discrimination held by, 108, 110
beliefs about existence of racism held by, 98, 109–110
business case for diversity and, 94, 96
See also diversity; racial equity
women
wage gap and, 43
work
Covid-19 changes in, 44, 48, 50, 70
job negotiations in (see job negotiations)
work from anywhere (WFA), 121–135
communication, brainstorming, and problem-solving in, 128–129
data security and regulation in, 133–134
immigration issues and regulations and, 126
knowledge sharing and documentation in, 129–130
office space reduction or elimination in, 124, 127
performance and productivity in, 123, 126–127
performance evaluation and compensation in, 132–133
remote-work background to, 122–124
socialization, camaraderie, and mentoring in, 130–132
technologies enabling, 122–123, 128, 129, 131
workers’ experience of, 125–126
Yahoo
co-opetition agreements and, 29, 35–36, 37, 38
work-from-home policies and, 123