What 2023 Taught Us: The Rules Are Always Changing
For technology leaders, the real lesson is not that 2023 was unusual; it is that volatility is now part of the operating context. The management question is less about predicting the next shock and more about building decision structures that can absorb change without constant reorganisation. That means clarifying who can decide, what evidence is required, and how fast the organisation can re-prioritise when assumptions break.
AI, hybrid work and sustainability are not separate themes; they compete for attention, capability and funding in the same portfolio. CIOs and transformation leaders should treat them as an allocation problem: which initiatives create resilience, which improve productivity now, and which are long-horizon bets. The trade-off is clear: chasing every trend creates fragmentation, but over-defending the current operating model creates strategic drift.
The strongest implication for governance is to move from annual planning to continuous review. That does not mean abandoning discipline; it means creating a lighter but more frequent mechanism to test priorities, risks and benefits. Practical next questions include: Which decisions need executive escalation? Which work can be paused or stopped? Where do we lack evidence on adoption, capability or value realisation?
Leadership capability also matters. In a more change-heavy environment, managers must communicate trade-offs honestly, keep teams aligned on purpose, and reduce the organisational cost of uncertainty. The useful metric is not simply delivery output, but whether the enterprise can adapt faster than its competitors without exhausting its people.
Amid the chaos, INSEAD professors provided some clarity. Their research and thought leadership offer insights and strategies to not only navigate an ever-changing landscape but also plot a better path forward for business and society.
The benefits and risks of large language models like ChatGPT dominated discussions this year, particularly with regard to their potential impact onย business education, as well as issues around trust, safety and governance.ย Highlights from ourย AI: Disruption and Adaptation series in 2023 include:
1. ChatGPT and AI Disruption: Is Consulting Next in Line?
Philip M. Parker, INSEADย Given the increasing uptake of generative AI, consultants need to up their game to match algorithmsโ ability to provide affordable strategic due diligence. 2. How Will ChatGPT Shape Business, Society and Employment?
Phanish Puranam andย Theodoros Evgeniou, INSEAD; and Morten Olsen, University of Copenhagen Will next-generation AI systems such as ChatGPT deliver the productivity boost modern economies need โ and are we ready for it? 3. How AI Can Improve Human Performance
Henning Piezunka, INSEAD and The Wharton School, and Fabian Gaessler, Pompeu Fabra University AI training enhances strategic skills, especially in lower-skilled individuals. But it isnโt a perfect substitute for human training partners.
Hybrid work has become a permanent fixture, yet many companies struggle to really understandย employeesโ needs. This year, INSEAD faculty shared research and insights on how we can enhance the work experience for everyone: 1. Beyond Salary and Benefits: Why Career Conversations Matter
Winnie Jiang, INSEAD;ย Claire Harbour, Culture Pearl; andย Antoine Tirard, NexTalent Meaningful discussions between managers and employees are necessary to build stronger individuals and organisations.
2. Too Many Meetings, Too Little Time (to Work)ย
Guillaume Roels, INSEAD What if there was a better way to schedule meetings for team coordination?
Original Postitfalls-giving-feedback-across-genders" shape="rect">3. The Pitfalls of Giving Feedback Across Genders
Erin Meyer, INSEAD To best navigate gender divides, pay attention to perceived power imbalances.
1.ย Only Fools Rush In: Pitfalls of Hasty Problem-Solvingย
Asher Lawson, INSEAD Managers and organisational decision makers need to target their efforts to improve decision-making, starting with taking their time when approaching a problem.
2. Three Key Global Strategy Challenges Companies Face
Felipe Monteiro, INSEAD How multinationals can adapt and redesign their global strategies in response to mounting pressures. 3. Solving the Problem of Remote Workย
Mark Mortensen, INSEAD
A framework to help leaders approach the topic of remote work more holistically and effectively.
As the well-worn proverb proclaims, “A fish rots from the head.” But how can we nip toxic tendencies in the bud? INSEAD faculty outlined the need for self-awareness, continuous learning and a healthy dash of humour:ย
1. How Storytelling Makes You a Better Leader
Manfred F. R. Kets de Vries, INSEAD
Purposeful storytelling isnโt show business, itโs good business. 2. Stop Going It Aloneย
Michael Jarrett, INSEAD Negotiating radical organisational change needs to be a collective effort. 3. How Women Leaders Benefit From Using Humour
Ella Miron-Spektor, INSEADย
Being funny helps leaders gain influence, and women benefit more than men from using humour in public speaking.
Jasjit Singh, INSEAD
ESG efforts are essential for reducing harm, but it is not the same as striving for a net-positive impact. 2. A Nondisruptive Approach to the Environmentย
W. Chan Kim,ย Renรฉe Mauborgneย andย Mi Ji, INSEAD By leveraging nondisruptive creation, companies can help the transition to a greener economy without sacrificing their financial interests.
3. Circularity in Practice: Case of a Zero-Waste Islandย
Atalay Atasu, INSEAD, andย Imran Gill, Polygreen Implementing sustainable solutions has everything to do with influencing behaviour, as showcased by the Just Go Zero project on the Greek island of Tilos.
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