2026-03-06
Daria Höhener
Executives in regulated industries are facing growing pressure to integrate AI into compliance while preserving oversight. This article describes how a banking group introduced a retrieval-augmented, AI-powered compliance assistant. It outlines what the group’s journey reveals about the future of compliance work and the key lessons learned. It highlights the tensions shaping AI-supported compliance: authority illusion, blurred accountability, loss of contextual judgment and widening awareness gaps. The article provides a four-phase framework to help leaders navigate the shift from reactive AI assistants toward agentic, co-reasoning systems.
2026-03-06
Cassandra A. Collier et al.
AI’s proliferation in data analytics will fundamentally disrupt the role of the data analyst as we know it today. In this article, we establish the current state of hiring and working in data analytics, based on our survey of hiring managers. Then, we speculate on anticipated changes to this current state as the world becomes increasingly AI-driven, and we validate these speculations with semi-structured interviews of individuals in the data analytics field. Based on these speculations, we provide recommendations for data analytics professionals to prepare for and thrive in an age of AI-led disruption.
2026-03-06
Vess Johnson et al.
The Society for Information Management’s 45th Annual IT Issues and Trends study received responses from 704 IT executives, including 211 CIOs and 344 unique organizations. AI continued its rise to reach the top of the most important IT management issues, followed by Cybersecurity, and Alignment of IT and Business. 54.2% of organizations reported increasing IT headcount, the lowest percentage since 2020. 90.5% reported increases in average IT salaries, down from 97.0% in 2024. The most common criteria for assessing CIO performance were Customer Satisfaction, Value of IT to the Business, Strategic Contribution of IT, IT Availability and Cybersecurity Issues. Interestingly, Cost Control dropped out of the top five to 22nd. The average tenure of CIOs was 7.4 years (median 5 years), with 46.2% reporting to the CEO. CIOs continue to come primarily from outside the organization at high levels (80.3%), with 22.3% coming from prior non-IT positions.
2026-03-06
Martin Mocker
2025-12-12
Iris Junglas
2025-12-12
Rosemary Francisco et al.
Distributed teams often struggle to recreate the creative energy of co-located innovation sessions. We describe a proof of concept that explored how a metaverse environment can support more dynamic distributed innovation. During a three-day immersive workshop, avatar-based interaction, informal movement and gamified facilitation enhanced engagement and ideation. Though the immersive environment enabled cross-location collaboration and unconventional idea sharing, challenges included onboarding difficulties, participant skepticism and platform limitations. The lessons learned give rise to recommendations for organizations considering immersive technologies to foster innovation across distributed teams.
2025-12-12
Sven-Volker Rehm
This article introduces collective inferencing , a novel method for making sense of complex organizational dynamics in firms and ecosystems. Drawing on research with the cplace business ecosystem, it shows how generative AI can support the analysis of documents, statements and experts’ tacit insights across stakeholder roles—developers, consultants and managers. By structuring these inputs into a dynamic model, the method helps derive actionable strategies for adaptive governance and decision-making. The article concludes with practical recommendations for applying this approach to platform management, digital transformation and ecosystem innovation.
2025-09-30
Leonie Rebecca Freise et al.
The accelerating digital transformation of manufacturing is enhancing automation and production efficiency while requiring employees to develop new skills to meet evolving demands. This case study examines how Siemens embedded a human-centric, bottom-up approach to empower employee re- and upskilling through innovative digital learning. Aligned with Siemens’s actions, we present a four-phase model on leveraging information systems to address skill gaps, enhance adaptability and tackle re- and upskilling challenges. We also provide five recommendations to help organizations foster lifelong learning in dynamic manufacturing environments.