How are brands working through technology, culture and workforce issues to implement data-driven strategies? Marketing leaders at Sprint, Bayer, and Tapestry tell their stories: where they started, how they’ve managed technology and organizational change, what they’ve tried and what they are aiming to achieve.

Despite a solid track record of professional achievements some leaders are nagged by insecurities as they ascend the corporate ladder. Secret fears of not being truly qualified, even when unfounded, can ultimately hamper actual job performance. What business trends seem to be exacerbating “imposter syndrome,” and what can executives do to confront and banish it?

Michael E. Porter and James E. Heppelmann discuss which AR use cases are generating the most value today and the five questions for incorporating AR into your own strategy and implementation plans.

Pete Maulik and Joey Bergstein discuss three fundamental truths for building an effective future-focused growth strategy.

Michael Schrage and Mark Foster discuss how technology leaders can best create and inspire change. The have a free-flowing conversation about building the capabilities, talent, culture, and communications necessary for the kinds of experiments that lead to breakthrough innovation.

A webinar on how a documented data and analytics strategy can serve as a blueprint to guide marketers and decision makers in their daily roles.

Nearly 90 percent of senior marketers in a recent survey said an understanding of user journeys across devices and channels is critical to marketing success. No wonder: Leading brands are those that build a foundation of data and analytics to deliver personalized, relevant experiences throughout the customer journey. Determining and measuring the most effective customer engagements is something each organization must do through experimentation, which requires new skills, mindsets and processes.

AI is making headlines — and not just in futuristic technologies like self-driving cars. It’s transforming business processes in established industries, from retail to financial services to manufacturing. But what’s the best way to adopt AI for your organization?

Amid the pressures of fast innovation and consumer expectations for personalized delivery experiences, high-tech businesses are working with logistics partners to instantaneously see data patterns from the end-to-end supply chain. Through predictive, prescriptive and real-time supply chain analytics, high-tech companies can get the insights they need to reduce risk, increase agility and ensure customer satisfaction.

Most businesses have embarked on their IoT journey or plan to, according to a recent study. To move beyond simple goals and realize the transformative benefits of IoT, it’s essential for these organizations to identify key market opportunities, encourage innovative thinking, invest in the IT foundation, disrupt business-as-usual, and incorporate a well-designed, centralized IoT platform into their strategy.

Developing and deploying successful analytics technologies means recognizing that the human factor is paramount.

Many financial firms in South Africa are investing in analytics technologies and human capital to build capabilities that strengthen customer relationships and set the stage for long-term growth through data-driven services.

The Internet of Things represents an unprecedented opportunity for businesses. To realize IoT’s full economic impact, however, businesses should adopt a “systems” rather than a “things” mindset. By doing so, they will see the value of using IoT data to understand—and then optimize—complex systems, be they supply chains, production plants or smart cities. By investing in an integrated, scalable analytical platform, businesses can open up possibilities for staff to make sense of the data generated by IoT and realize its transformational promise.

The City of Amsterdam is using data analytics to understand how it can better serve the needs of residents, businesses and tourists. With the strong backing of Amsterdam’s political leaders, the champions of the Smart City initiative are cultivating partnerships with government administrators and the private sector to field a wide range of pilot tests to uncover opportunities to improve everything from recycling and energy conservation to mental health services and information for tourists.

GE is educating its customers in the oil and gas industry about the productivity gains they can realize through its Industrial Internet. As with other analytics efforts, it takes more than stellar technology offerings. It takes understanding how to reach decision-makers and others who will choose whether to adopt these business-changing systems. GE is accounting for these factors as it works to help an industry under stress move forward in the big data age.

An organization can have the best technology and the best analytics but still fail to deliver. As Intermountain Healthcare demonstrates, a commitment to the human dimension can drive return on analytics investment. Its leadership commitment to analytics and organizational processes promotes a culture where every question is welcome and data delivers insights. And its training and incentives for doctors and other analytics ‘consumers’ encourage behaviors that deliver better outcomes.

In a video panel the authors of Leading Digital discuss how large companies in traditional industries—from finance to manufacturing to pharmaceuticals—are using digital technologies to gain strategic advantage. They talk about what it takes to become a “digital master,” and offer examples from Asian Paints, Caesars Entertainment, Nike, and others. And they explain where to invest in digital capabilities, and how to lead the transformation.