How the turmoil of recent years gives leaders an unprecedented opportunity to redesign global strategies and systems and to remobilize toward a smarter, more resilient, and equitable future. How can leaders faced with tremendous global upheaval create more resilient and trustworthy systems? In The Great Remobilization, Olaf Groth, Mark Esposito, and Terence Tse (along with research partner Dan Zehr) diagnose tectonic shifts in the global economy with an eye toward designing a smarter “operating system” for the world. Through their FLP-IT (forces, logic, phenomena, impact, and triage) framework for strategic leadership, the authors chart a path forward, providing guidance for a new breed of “design activist leader.” Focusing on key tectonic shifts they call the Five Cs—COVID and pandemic management, the cognitive economy and crypto, cybersecurity, climate change and carbon management, and China—they examine the implications that new forces and logics will have on countries, organizations, and individuals. Drawing from one hundred interviews and conversations with top-level executives, entrepreneurs, policymakers, diplomats, generals, scholars, and other leading experts from around the world, the authors show how to create new inclusive visions with the aim of rebuilding the trust that will allow for both human and economic growth. Insightful and forward-thinking, The Great Remobilization powerfully illustrates the rare opportunity that we have in this historic moment to actively redesign our fragile, overpressurized global systems and develop new strategies and leadership approaches for the future. Authored by three scholar-practitioners, their synthetic perspectives and insights are at once rooted in deep research and focused on relevance for leaders and their organizations.

The Digital Transformation Playbook: What You Need to Know and Do is anindispensable resource for you and your organization as you embark on theexciting and challenging journey of digital transformation. It features insightfulideas and best practices that drive digital transformation. Contributorsinclude leading thinkers and practitioners drawn from around the world.

A thought-provoking examination of artificial intelligence and how it reshapes human values, trust, and power around the world. Whether in medicine, money, or love, technologies powered by forms of artificial intelligence are playing an increasingly prominent role in our lives. As we cede more decisions to thinking machines, we face new questions about staying safe, keeping a job and having a say over the direction of our lives. The answers to those questions might depend on your race, gender, age, behavior, or nationality. New AI technologies can drive cars, treat damaged brains and nudge workers to be more productive, but they also can threaten, manipulate, and alienate us from others. They can pit nation against nation, but they also can help the global community tackle some of its greatest challenges—from food crises to global climate change. In clear and accessible prose, global trends and strategy adviser Olaf Groth, AI scientist and social entrepreneur Mark Nitzberg, along with seasoned economics reporter Dan Zehr, provide a unique human-focused, global view of humanity in a world of thinking machines.

Driving Sustainable Innovation: How to Do Well While Doing Good offers a thought-provoking yet highly applicable resource for you and your organization to make sense of the future. It brings together a powerful collection of executives, thought leaders, practitioners, and researchers from around the world to map out what achieving truly sustainable innovation means for both individuals and organizations. There is no doubt that the questions posed by Driving Sustainable Innovation are grand and challenging, but it offers an extensive reservoir of practical actions you can take now to be future-ready. Opening the book, Project Management Institute President and CEO Pierre Le Manh compellingly explains the challenge:The world has been facing sustainability challenges for decades. But for a long time, we' ve been surrounded by a narrative that sustainability is a zero-sum game and that business leaders need to choose between doing what' s right for the planet and doing what' s right for their stakeholders. This is a false choice. In fact, the quest for sustainability has proven to be a driving force behind innovation, brand relevance, and profitability across various sectors.Pierre Le Manh President and CEO, Project Management Institute

The Fourth Industrial Revolution (4IR) is reshaping the globe at a rate far quicker than earlier revolutions. It is also having a greater influence on society and industry. We are currently witnessing extraordinary technology such as self-driving cars and 3D printing, as well as robots that can follow exact instructions. And hitherto unconnected sectors are combining to achieve unfathomable effects. It is critical to comprehend this new era of technology since it will significantly alter life during the next several years in this age of technological advancement. In particular, one of the most significant findings is that 4IR technologies must be used responsibly and to benefit people, companies and countries as a whole; as a result, the development of artificial intelligence, the Internet of Things, blockchain, and robotics systems will be advanced most effectively by grouping a multidisciplinary team from areas such as computer science, education and social sciences.

How the turmoil of recent years gives leaders an unprecedented opportunity to redesign global strategies and systems and to remobilize toward a smarter, more resilient, and equitable future. How can leaders faced with tremendous global upheaval create more resilient and trustworthy systems? In The Great Remobilization, Olaf Groth, Mark Esposito, and Terence Tse (along with research partner Dan Zehr) diagnose tectonic shifts in the global economy with an eye toward designing a smarter “operating system” for the world. Through their FLP-IT (forces, logic, phenomena, impact, and triage) framework for strategic leadership, the authors chart a path forward, providing guidance for a new breed of “design activist leader.” Focusing on key tectonic shifts they call the Five Cs—COVID and pandemic management, the cognitive economy and crypto, cybersecurity, climate change and carbon management, and China—they examine the implications that new forces and logics will have on countries, organizations, and individuals. Drawing from one hundred interviews and conversations with top-level executives, entrepreneurs, policymakers, diplomats, generals, scholars, and other leading experts from around the world, the authors show how to create new inclusive visions with the aim of rebuilding the trust that will allow for both human and economic growth. Insightful and forward-thinking, The Great Remobilization powerfully illustrates the rare opportunity that we have in this historic moment to actively redesign our fragile, overpressurized global systems and develop new strategies and leadership approaches for the future. Authored by three scholar-practitioners, their synthetic perspectives and insights are at once rooted in deep research and focused on relevance for leaders and their organizations.

This book presents a broad overview of pollution issues facing climatic, economic, and legal globalization. Topics include changes in oceans from ancient times to the present, the importance of marine currents and changing climates, marine pollution linked to climate change (fossil fuels, global carbon dioxide, heavy metals, pesticides, plastics, emerging pollutants, and marine debris), global shipping and species invasion, global climate change in the Arctic and Antarctic environments, and regulatory responses to mitigate pollution and climate change in oceans.

An “illuminating” book that “puts norms at the center of how we thinking about change”, revealing the different ways social change occurs—for readers of Freakonomics and Thinking, Fast and Slow (The New York Times) How does social change happen? When do social movements take off? Sexual harassment was once something that women had to endure; now a movement has risen up against it. White nationalist sentiments, on the other hand, were largely kept out of mainstream discourse; now there is no shortage of media outlets for them. In this book, with the help of behavioral economics, psychology, and other fields, Cass Sunstein casts a bright new light on how change happens. Sunstein focuses on the crucial role of social norms—and on their frequent collapse. When norms lead people to silence themselves, even an unpopular status quo can persist. Then one day, someone challenges the norm—a child who exclaims that the emperor has no clothes; a woman who says “me too.” Sometimes suppressed outrage is unleashed, and long-standing practices fall. Sometimes change is more gradual, as “nudges” help produce new and different decisions—apps that count calories; texted reminders of deadlines; automatic enrollment in green energy or pension plans. Sunstein explores what kinds of nudges are effective and shows why nudges sometimes give way to bans and mandates. Finally, he considers social divisions, social cascades, and “partyism,” when identification with a political party creates a strong bias against all members of an opposing party—which can both fuel and block social change.

The New York Times–bestselling co-author of Nudge explores how more information can make us happy or miserable—and why we sometimes avoid it but sometimes seek it out. How much information is too much? Do we need to know how many calories are in the giant vat of popcorn that we bought on our way into the movie theater? Do we want to know if we are genetically predisposed to a certain disease? Can we do anything useful with next week's weather forecast for Paris if we are not in Paris? In Too Much Information, Cass Sunstein examines the effects of information on our lives. Policymakers emphasize “the right to know,” but Sunstein takes a different perspective, arguing that the focus should be on human well-being and what information contributes to it. Government should require companies, employers, hospitals, and others to disclose information not because of a general “right to know” but when the information in question would significantly improve people's lives. Of course, says Sunstein, we are better off with stop signs, warnings on prescription drugs, and reminders about payment due dates. But sometimes less is more. What we need is more clarity about what information is actually doing or achieving.