Singularity Leadership: Your Companys Guide to Surviving Digitization

THE RISE OF THE HUMAN-CENTRIC ENTERPRISE Artificial intelligence, robotics, big data, disruptive developments based on digital business models bring companies to the edge of singularity, understood as the point of departure where a system changes into something entirely new. Following big questions in business and society derived from singularity: - How do we lead more humanly in business when Artificial Intelligence decides faster and more precisely than we do? - How do we create a framework for new forms of cooperation? - How can companies develop an ambidextrous culture to stabilize that worth preserving and at the same time initiates innovation? - In short, what do we have to do today to survive the digital revolution? The Singularity Leadership(R) model provides practical answers - because the human being can beat algorithms! READERS VOICES: "Jan Brecke is a well-respected authority of corporate cultures (from testosterone top-down to silicon valley bottom-up) and a smart observant predestined to provide direction in digital transformation. Anyone looking for fresh, thoughtful, and purposeful solutions to shape modern leadership in todays digital world should read this book." Dr. Kerim Galal, Senior Vice President (SVP) Corporate Strategy, Innovation & Digitalization, DEKRA SE "A great guide to leading the transformation of a business organization into the digital age. 'Singularity Leadership' comprehensively and understandably covers all relevant aspects of this process while keeping a focus on being a human being. Perhaps the best and most readable book I have read on leadership and corporate culture right now and that I can definitely recommend." Klaus-Peter Fett, Chief Information and Digital Officer and Member of the Managing Board, Roechling SE & Co. KG (at the printing of this book: Industry Lead Manufacturing Google Cloud, Google LLC) "Jan Brecke knows the challenges companies have to face and names pragmatic solutions. As companies do not change their operating models completely in all units at the same pace, a mix of more traditional approaches and start-up processes like ambidexterity is suggested by the author. I would definitely recommend this book to all my managers." Rolf Zeidler, Global Head of Analytics and Insight Services, multinational software corporation

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