Business executives are using digital twins, AI versions of themselves, to manage workloads more efficiently. Reid Hoffman, co-founder of LinkedIn, uses Reid AI, which has delivered over seventy-five presentations since 2024. The technology saves him significant time but faces acceptance challenges. E-hiking exoskeletons are becoming more accessible for everyday use, with Nicole Nguyen testing Hypershell’s X Ultra S. Ground drones are aiding in conflict zones like Ukraine. Google introduces Docs Live, allowing document creation through speech. AI detectors help protect gray whales in San Francisco. Reader feedback discusses the future of travel, including seamless systems and virtual reality. The newsletter also covers AI investments and Colossal Biosciences' project on 3D-printed eggshells.

Rebecca (Oettinger) Feder | Website | LinkedIn

Rebecca (Oettinger) Feder | Website | LinkedIn

📚 Sources:

• https://www.wsj.com/tech/ai/execs-are-deploying-digital-twins-to-do-their-work-9547b375

Robert Hogan and Adrian Furnham discuss decision making in leadership, emphasizing that successful leaders make consistently better decisions rather than being more intelligent. They highlight the influence of personality traits on decision making, debunking the myth of the purely rational business leader. Research by psychologists like Amos Tversky and Daniel Kahneman shows decision making is often biased and irrational, aligning with Sigmund Freud's views. Leadership is examined at team, middle management, and top management levels, each with unique decision-making demands.

Four themes in decision making are identified: planning versus improvisation, reward seeking versus loss avoidance, valuing expertise versus intuition, and reactions to bad decisions. Historical figures like Napoleon Bonaparte and Dwight Eisenhower illustrate planning versus spontaneity. Game theory and historical examples like Pericles during the Peloponnesian War show the balance between seeking rewards and avoiding losses. Quotes from Otto von Bismarck, Ralph Waldo Emerson, and David Hume highlight the tension between expertise and intuition. Reactions to failure are categorized as intropunitive, extrapunitive, and impunitive.

Personality plays a significant role in decision making, with different traits influencing reactions to mistakes. The Hogan Development Survey identifies several personality types with distinct decision-making styles. Understanding the dark side of personality is crucial for assessing leadership potential, and personality assessments should be used when appointing or promoting individuals to senior positions. This understanding helps develop leaders capable of making smarter decisions, contributing to organizational success.

Rebecca (Oettinger) Feder | Website | LinkedIn

📚 Sources:

• https://www.europeanbusinessreview.com/the-psychology-of-decision-making/

Chief Human Resources Officers face the challenge of creating workforce plans that are resilient and antifragile amid constant disruptions. Traditional plans quickly become outdated, so organizations are turning to scenario planning. This involves defining focal talent issues, identifying disruptive forces using frameworks like TPESTRE, and crafting scenarios to guide workforce actions. Organizations like Merck review plans quarterly and conduct audits to stay aligned with business needs. This dynamic approach strengthens HR's role as a strategic partner and ensures organizations thrive in changing environments.

Rebecca (Oettinger) Feder | Website | LinkedIn

📚 Sources:

• https://emt.gartnerweb.com/ngw/globalassets/en/human-resources/documents/insights/hr-strategic-workforce-planning-article-2026.pdf?_gl=1*ys7mwm*_gcl_au*MjAyMjMwNDIxNS4xNzc1NjU5MTI5LjE3MjU0OTIwNTEuMTc3NjE5MzEyMS4xNzc2MTkzMTIx*_ga*OTMwNTcwMTIxLjE3NzU2NTkxMjg.*_ga_R1W5CE5FEV*czE3NzYxOTMxMTQkbzQkZzEkdDE3NzYxOTMxMjUkajQ5JGwwJGgw

The product management team at Consolidated Snacks meets quarterly to assess market share and revenue data for its salty snack products. They allocate marketing budgets based on established guidelines, favoring products with strong sales growth and removing underperforming ones. Marketing VP Susan Smith reduced investment in Caribbean Corn Crunchers due to its poor market performance, adhering to these guidelines. The discussion extends to talent management, suggesting companies need clear guidelines similar to a Talent Philosophy. This would ensure fair and consistent talent decisions, aligning HR practices with a common vision and improving employee engagement and retention.

Rebecca (Oettinger) Feder | Website | LinkedIn

📚 Sources:

• https://talentstrategygroup.com/whats-your-talent-philosophy/

As people become more skilled at using artificial intelligence, their writing may become faster and more polished but also more robotic and disconnected from their natural voice. AI can organize ideas and improve structure, but over-reliance can lead to predictable patterns and loss of personality. Creative practices like poetry, journaling, and music encourage experimentation and originality. In-person communities and experiences foster genuine human connection and spontaneity. The goal is to use AI with discernment, balancing efficiency with creativity and maintaining authentic perspectives. Organizations should use AI to enhance creativity and human connection, not just increase output.

Rebecca (Oettinger) Feder | Website | LinkedIn

📚 Sources:

• https://music.youtube.com/watch?v=qco9ionBLcA&si=QaNGdCAYZrdn7Yx4

Organizations face the challenge of whether to inform employees about their high-potential status. While transparency can boost engagement and retention, it must be managed carefully to avoid creating entitlement or unrealistic expectations. High-potential status should be framed as a temporary opportunity for development rather than a promise of advancement. Companies should focus on development programs and communicate clearly about what participation entails. This includes explaining selection criteria, responsibilities, and how progress is measured. Managers can enhance development conversations by considering an employee's potential altitude, velocity, and path. Transparency, combined with honest feedback and clear expectations, transforms high-potential identification into a partnership for growth.

Rebecca (Oettinger) Feder | Website | LinkedIn

📚 Sources:

• https://www.kornferry.com/insights/this-week-in-leadership/tell-or-dont-tell-talking-talent-your-employees

The integration of AI in organizations has often focused on technology rather than outcomes, leading to limited success. Companies like Big Karma have found that prioritizing business results and workflow improvements is more effective. The AI Academy highlights the need for a holistic approach, treating AI integration as a transformation system. A clear vision from leadership, as demonstrated by Good Karma Brands' CEO Craig, is crucial for successful AI adoption. The AI Academy is still developing and emphasizes a comprehensive strategy for AI integration.

Rebecca (Oettinger) Feder | Website | LinkedIn

📚 Sources:

• https://youtu.be/iALnRla_tSE

A cheating scandal at Brown University highlights the impact of AI on education. Economics professor Roberto Serrano's take-home exams led to unusually high scores, prompting concerns about AI-assisted cheating. The final exam, held in person, saw scores drop significantly, suggesting AI use. This incident raises questions about AI's role in education and the need for critical thinking skills. It also points to challenges employers may face in assessing graduates' abilities. The situation emphasizes the importance of using AI responsibly to maintain essential cognitive skills.

Rebecca (Oettinger) Feder | Website | LinkedIn

📚 Sources:
https://pod.wave.co/podcast/the-artificial-intelligence-show-37600926-b625-47d1-8432-ba6bc3d04913/225-gpt-56-chatgpt-work-enterprise-agents-ai-2040-apple-sues-openai