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La palabra “política” incomoda a muchos profesionales con valores. Les suena a manipulación, a favoritismos, a juegos de poder sucio. Y esa visión… les bloquea. Porque intentan crecer en entornos políticos negando el juego, como si eso los hiciera más puros. Pero aquí va una verdad incómoda: 📌 La política no es sucia. 📌 La política es inevitable. Siempre que hay jerarquía, recursos limitados y decisiones que se toman sin ti… hay política. La clave no es evitarla. Es aprender a jugarla bien. Con ética. Con estrategia. Con inteligencia emocional. En Innero Impacto te enseñamos cómo posicionarte sin traicionar tu autenticidad. 👉 Más info aquí: https://lnkd.in/ecK8dqhW Porque crecer sin estrategia política no es valentía. Es ingenuidad.

Hay algo que me encuentro cada vez más cuando trabajo con directivos brillantes: Han llegado lejos. Tienen grandes cargos. Salarios envidiables. Un CV impecable. Y, sin embargo, algo dentro de ellos empieza a incomodar. Me dicen cosas como: — "Ya no siento la chispa." — "Sé que podría aportar mucho más, pero no sé desde dónde." — "He hecho todo lo que se esperaba de mí... y aún así siento que me falta algo." Y no es que estén mal. Es que intuyen que pueden estar mejor. Con más sentido. Con más impacto. Con una dirección más alineada con quiénes son ahora. No es una crisis. Es una evolución. Una etapa nueva que necesita algo diferente: estrategia. Porque después de haber llegado hasta aquí, no se trata de seguir corriendo. Se trata de parar, pensar y decidir con intención. Si este mensaje te vibra, en Innero Impacto podemos ayudarte: https://lnkd.in/enZefeRW

What if we stopped calling CO₂ an emissions problem, and started calling it air pollution? This shift in language may sound simple, but it changes how we perceive the challenge. “Emissions” can feel technical and abstract. “Air pollution” makes the consequences more immediate, tangible, and relevant. In this excerpt from our podcast Beyond the Blueprint – Engineering perspectives on shaping tomorrow, we discuss why the way we communicate the energy transition matters and how a different framing can create greater awareness and urgency. But awareness alone is not enough. Especially in hard-to-abate sectors, sustainable fuels must move from ambition to implementation. And that requires more than promising technology. Strategic location, feedstock and renewable energy availability, financial structures, partnerships, and execution models must be aligned from the earliest stages of project development. Want to dive deeper? 🎧 Listen to the full episode: https://lnkd.in/dAgJ3yUi 📄 Comment “white paper” below and we’ll send the publication directly to you. You can also find the link to the white paper in the first comment. #ILFConsultingEngineers #EngineeringExcellence #ImprovingQualityOfLife #Engineering #FuellingTheFuture #SustainableFuels

If you're developing a Sustainable Fuels project, you may be shaping your financing conditions earlier than you think. Across the projects we’ve worked on, one pattern keeps showing up: The execution model is not just an engineering decision. It can directly influence risk allocation, performance guarantees, and financing conditions. Execution-model decisions are often treated as something to solve later in project development. But by then, some options may already be limited. An EPCM model, for example, can provide greater flexibility, while potentially leading to stricter financing conditions. And changing contractors between FEED and execution can add time, cost, and complexity. The takeaway? Your execution strategy shouldn’t follow project development. It should be part of it from the start. We captured these and other recurring decision interdependencies in our latest white paper. Want the link? Comment “white paper” below and we’ll send it directly to you. Or grab the link in the first comment. And if you prefer the conversation format: we’ve also published our first podcast episode. Listen to the full episode here: https://lnkd.in/dAgJ3yUi #ILFConsultingEngineers #EngineeringExcellence #Engineering #FuellingTheFuture #SustainableFuels

PE and VC-backed scaleups are hunting for legacy or traditional, cash-flowing foundations to turn into AI powerhouses. Where they often look: Professional services Vertical software Industrial automation Owners of these targeted companies often look at a standard valuation grid (e.g., 6x-8x EBITDA) and think that is a fair price. The buyer, on the other hand, is looking at the post-AI-transformation metrics. They see a business that, with their tech injection, will soon see margins expand significantly. If you don't understand your strategic value before an exit opportunity appears, you risk letting the buyer define it for you. And it doesn't stop at knowing your strategic value. The best outcomes come from having a framework to identify, communicate, and strengthen that value long before the right buyer comes knocking. ____________ Who is i5invest: We are a corporate development firm with access to 150K+ top decision-makers in Strategy, Business Development, and M&A. We provide innovative tech founders with insights, expertise, and access to our network to take their companies to the next level. #AI #startup #tech #merger #acquisition #scaleup

Hotels are still running on too many disconnected systems: PMS, RMS, CRS, guest messaging, check-in, payments, finance. In 2026, the platforms are trying to collapse that complexity. Mews raised $300M and launched revenue management, guest messaging, automations, and finance inside one AI-native operating system. It also brought distribution natively into the platform through SiteMinder. Cloudbeds is expanding across revenue, operations, data intelligence, direct bookings, and AI. Oracle Hospitality is embedding AI into OPERA Cloud workflows at no extra cost. But this is not a simple consolidation story. SiteMinder, IDeaS Revenue Solutions, Duetto, Canary Technologies, and Aven Hospitality show that best-in-class specialists still matter. That changes the strategic question for every startup in the industry. You are competing with point solutions and with the platform roadmap. So where can you win? Being too important to replace. Being too specialised to rebuild. Or becoming the layer the platform needs to own. ____________ Who is i5invest: We are a corporate development firm with access to 150K+ top decision-makers in Strategy, Business Development, and M&A. We provide innovative tech founders with insights, expertise, and access to our network to take their companies to the next level. #AI #startup #tech #merger #acquisition #scaleup

Why engage Humatica to support operating model design and implementation? Redesigning an operating model on paper is one thing. Getting it right, and getting it properly anchored in practice, is entirely another. Jon Newhard, CEO of Yunex Traffic, explains why the firm brought in Humatica to support the design and implementation of a future-proof operating model. Check-out part 2 of Jon's journey aligning Yunex Traffic for out-size success

Ageeing new operating model objectives is important. But execution is where most efforts fall down. Jon Newhard, CEO of Yunex Traffic, shares how his team mastered the design and implementation process with Humatica's specialist support. Check-out part 4 of Jon's journey aligning Yunex Traffic for out-size success.

Een jaar geleden werd ik tijdens mijn sollicitatiegesprek natgespoten met dit waterpistool. Dit klinkt wellicht als clickbait, maar het is daadwerkelijk gebeurd... Toen ik ongeveer een jaar geleden ging solliciteren bij InterConcept en een afspraak had met Roy Tijsmans en Patrick Meijers, werd ik in de hal van ons kantoorpand door beiden ontvangen. Beiden gewapend met een waterpistool, alsof het de normaalste zaak van de wereld was. Na een korte introductie liepen we naar de grote vergaderruimte. Om aan te geven dat we (zoals ik verwacht had) vanuit de hal eerst rechtdoor, vervolgens links en daarna rechtdoor moesten lopen, werd ik ter bevestiging nog even natgespoten door Patrick. Zo begon ik met wat extra verkoeling aan mijn sollicitatiegesprek... Dat gesprek werd overigens ook nog eens voorzien van het nodige vermaak: meerdere (inmiddels) collega's stonden met zwembanden en badmutsen in de tuin om de zomervideo op te nemen. Over dit alles werd vervolgens gezegd: "Dit is een werkomgeving waar... nogal eens wat reuring is, maar daar moet je van houden." Ondertussen zijn we een jaar verder en kan ik bevestigen dat die reuring nooit meer is opgehouden. Van Nerf-pistolen en stickers van collega's door het hele pand tot een gang vol met filmattributen: bij ons is het werkelijk nooit saai!

Weshalb Pilotprojekte scheitern: Wegen der Struktur-Lücke in Unternehmen Unternehmen mit strategischer KI-Verankerung erreichen 8,0 Punkte von maximal 10 Punkten bei Strukturen – Pilot-Unternehmen nur 5,5. Das ist ein enormer Unterschied mit großen Konsequenzen. Der Sprung von Pilotprojekten zur produktiven KI-Nutzung scheitert dabei oftmals an fehlender organisatorischer Integration. Die größte Hürde dabei ist eine erfolgreiche KI-Integration in bestehende Geschäftsprozesse. KI-Richtlinien müssen meist von verschiedenen Gremien inkl. Betriebsrat freigegeben werden – eine spezifisch deutsche Anforderung. Ohne klare Verantwortlichkeiten bleibt KI fragmentiert, und ohne definierte Rollen gibt es keine systematische Adoption. Die Lösung: eine organisatorische Infrastruktur ✅ Zentrale KI-Verantwortliche ✅ Dedizierte KI-Kompetenzzentren ✅ Strukturierte Steuerung und klare Entscheidungswege #KI #Organisation #Governance #DigitaleTransformation #AIStrategy

Die Strategie-Lücke: Warum KI-Initiativen fragmentiert bleiben In unserer Studie gibt ein Drittel der Unternehmen an, bereits eigene KI-Modelle zu bauen. Eine Zahl, die zeigt: KI ist längst kein Randthema mehr. Was ich in der Praxis aber häufig beobachte, ist eine Lücke, die weniger sichtbar ist als die Technologie selbst. Die Frage, welche KI-Initiativen überhaupt umgesetzt werden, ist oft nicht klar geregelt. Ideen gibt es viele. In fast jedem Unternehmen, mit dem wir arbeiten, fehlt es nicht an Vorschlägen. Was fehlt, ist ein klares Verfahren, nach dem entschieden wird. Aus meiner Sicht braucht es dafür drei Dinge: 1️⃣ Strategische Ableitung: Die Initiative muss aus der Strategie abgeleitet sein, damit sie die richtige Wirkung entfaltet. 2️⃣ KI-Readiness: Sie braucht die passenden Voraussetzungen, also eine realistische Einschätzung, ob Daten, Prozesse und Kompetenzen bereit sind. 3️⃣ Ressourcenverfügbarkeit: Und sie braucht den richtigen Zeitpunkt, sprich tatsächlich verfügbare Ressourcen. Fehlt einer dieser drei Punkte, entsteht ein Projekt, das im besten Fall technisch funktioniert, aber keine nachhaltige Wirkung entfaltet. Strategische Verankerung bedeutet aus meiner Sicht nicht, dass ein Vorstand das Wort KI in die Unternehmensstrategie schreiben lässt. Es bedeutet, dass die Auswahlentscheidung, die Priorisierung und die Frage nach dem Betrieb wirklich geklärt sind, bevor ein Projekt startet. Wie ein Unternehmen KI-Ideen auswählt, ist mindestens so entscheidend wie die Frage, wie sie umgesetzt werden. #KI #KIStrategie #Governance #DigitalTransformation #FinancialServices #AIIntegration #Unternehmenssteuerung

Wauw, wauw en nog eens wauw. Soms heb je van die dagen; die staan rood omcirkeld in je agenda. Afgelopen dinsdag was er zo eentje. Een aantal weken terug kreeg ik de vraag van team marketing: "Mart, we gaan een video opnemen op een speciale locatie, want we hebben iets in gedachten en dat kan eigenlijk alleen hier." Mijn reactie is dan: "Ja tuurlijk, maar wat gaan we opnemen en waar gaan we dat precies doen?" Een aantal weken later parkeer je dan om 7.30 uur je auto praktisch naast de oude start- en landingsbaan van de (voormalige) Vliegbasis Soesterberg om eerst (even snel) oude vliegtuigen en tanks te bekijken, om daarna drie uur lang met z'n allen aan de slag te gaan om echt een tof eindproduct neer te zetten. "Mart, ken je je tekst uit je hoofd?" "Kan je daar starten, eerst vijftien seconden wachten, dan schuin aankomen lopen en dan vanaf de witte lijn gaan praten?" "Wil je na vijf stappen je omdraaien en dan in je draai beginnen met praten?" Toen ik een jaar geleden bij InterGarant Groep begon, had ik nooit verwacht dit te gaan doen, maar wat zijn deze dagen leuk zeg! En het resultaat, dat laat nog even op zich wachten... stay tuned!

Had a great time presenting the topic of finance for non-finance managers to a team of group of ~20 EOS Worldwide Implementers, along with one of our amazing CFOs Thomas G. Amato. We covered the following topics 👉 The unique roles and functions within an accounting and finance department. Bookkeeper ≠ Controller ≠ Financial operations ≠ FP&A ≠ CFO 👉 Cash vs. Accrual accounting...is there a place for each? 👉 Is your revenue profitable? All of it? 👉 Good debt vs Bad debt. TLDR: don't borrow to finance losses 👉 Much more Thanks Jaime Robertson-Lavalle and Kevin Michals for making this happen! -- Imperial Advisory CFOs is a team of CFOs with 30+ years of experience. We help CEOs who are tired of being their own CFO as well as CFOs who need specialized resources or bandwidth.

Hoy quiero compartir una experiencia con María Andreu, Gerente de Ofival, sobre cómo un liderazgo auténtico puede transformar una empresa. En nuestra conversación, María contó cómo, al delegar con propósito , dar más autonomía a su equipo, y una visión compartida clara logró resultados beneficiosos para todos. "El liderazgo no es solo ser el jefe, sino crear un entorno donde todos puedan aportar y crecer", dijo María. Este enfoque mejora tanto el ambiente de trabajo como el compromiso del equipo. Puedes leer nuestra conversación al completo en la web: https://lnkd.in/diYBXwYx #LiderazgoProactivo #DelegaciónEficaz #CulturaOrganizacional #TestDeLiderazgo #Intelema

In my latest article for The AI Journal, I shared thoughts on where and why AI is already working in the IP industry, where it’s just starting to take root, and what’s next for all of us.

Here’s why I believe so many CRO and Sales VP hires don’t stick. ⬇️ I’ve been coaching several CROs and Sales VPs lately, and one pattern keeps surfacing: the hire doesn’t fail because they can’t sell. It fails because they’re hired for the wrong reason. Here’s the truth: what gets you into the CRO seat isn’t what keeps you there. Many are chosen for their track record — they know the playbook, they’ve hit the numbers, they can talk GTM strategy all day long. But once they’re in the role, that playbook isn’t enough. Too often, they assert control instead of building trust. They avoid the courageous conversations. They hesitate to take a stand when the board needs to hear the hard truth. In those moments, they’re leading from expertise instead of leadership. And that’s when progress stalls, teams lose confidence, and the CRO's tenure gets shorter. The good news? There’s a better way. With the right coaching early on, a CRO can shift from being the expert in charge to the leader who empowers, and that’s where the real results happen. If you’re stepping into a new CRO role and want to accelerate that shift, DM me to talk through it. #CRO #Leadership #Sales #ExecutiveCoaching

How can you protect your name, logo, and marketing materials from competitors? What does a trademark actually cover — and what doesn’t it? How does the federal filing process work, and when should you take action? And what happens if someone infringes your trademark? Join us next week to learn more from Mark Koffsky!! Link in the comments cc: Dean Zambelli, Efrem Schwalb, Imperial Advisory CFOs

I’m excited to join the TEDx-meets-Stand-up IP event as a speaker. A stage where innovation, courage and a touch of self-irony come together. Many thanks to iPNOTE for the invitation and the opportunity to share ideas about the future of our IP ecosystem. Looking forward to new impulses, great conversations and an audience that thinks and laughs. When & Where 🗓 Tuesday, November 25 | 18:00–21:00 (GMT+1) 🔒 Invite-only | Free of charge 🎤 Speakers on stage • Maja Miloradovic van Doorn — IP Manager in the patent department of LTS (LTS LOHMANN Therapie-Systeme AG) • Christian Schulz — Independent German & European Patent Attorney (ex-adidas) • Anna H. — Senior Intellectual Property Manager, Department of Strategic Intellectual Property Solutions • Alex Levkin — CEO & Founder, iPNOTE No formality, no pressure, just honest stories among people who truly understand the realities of enterprise IP work. Link to registration: https://luma.com/cg26hu8w See you there!

A recent report found that 41% of business leaders are using AI to replace entry-level roles instead of developing new talent. On paper, it looks more efficient: automate tasks, cut costs, fill skill gaps. But in practice, it’s creating a silent crisis for talent: an entire generation losing access to the very foundation of leadership—learning by doing. When we trade early-career growth for automation, we don’t just lose headcount. We lose mentorship, creativity, and the next wave of perspective that keeps organizations alive. My take? AI can absolutely accelerate progress, but only when it’s paired with human investment. The best leaders I know are asking: 💭 How do we use AI to elevate, not eliminate, opportunity? 💭 How do we keep entry points open for those who will inherit what we’re building? Technology can make us faster. But without people, it can’t make us better. If your organization is rethinking how to balance AI adoption with sustainable talent development, DM me. Let’s talk about how to build a future where both can thrive. #LeadershipDevelopment #FutureOfWork #AIandLeadership #PeopleFirst #TalentStrategy

À l’origine, une question simple, presque naïve : Et si l’intelligence artificielle nous aidait à être plus humains ? C’est ainsi qu’est né Futurs + Humains, non pas un énième podcast sur la Tech, mais bien plus que ça : un espace temps, pour ralentir, prendre du recul, réfléchir, douter, questionner, croiser les regards et refuser les récits tout faits. Tout au long de cette première saison, nous avons parlé d’évolution, de corps augmentés, de souveraineté, d’éducation, de désinformation, de création. Au fil des épisodes, une conviction s’est imposée : l’IA ne vaut que par l’intention humaine qui la guide. Voilà ce que je retiens aujourd’hui de ces 6 épisodes passionnants : 💡 l’innovation n’est pas une promesse automatique de progrès. 💡 l’hybridation des savoirs, scientifiques, technologiques, culturels, citoyens, est notre meilleure chance de construire des futurs souhaitables 💡 face aux fantasmes comme aux peurs, ce sont la nuance, le débat et l’esprit critique qui font la différence. Et puis surtout, j’ai été frappée par une chose : partout, il existe des éclaireurs. Des femmes et des hommes qui pensent autrement, pour agir autrement. Qui utilisent l’IA pour révéler, soutenir, réparer, et créer un monde demain qui soit plus humain. 🙏 Merci à eux, merci à vous Pascal Picq Jean-Louis Constanza Camille Boulenguer Tariq Krim Patrick Pérez Grégoire Genest Gilles Moyse Axel Dauchez Alix Pradère Jean-louis Frechin Vincent Bouget Francois-Xavier Leroux Laurent Choain Xavier Niffle Jean-David AURANGE La Saison 1 s’achève. Mais la question reste ouverte. On se retrouve dès janvier 2026 pour la Saison 2 ? 🎧 (Re)plonger dans Futurs + Humains : https://audmns.com/EpYtgzz

R$ 80 mil. Esse foi o valor que o Banco do Brasil teve que pagar a uma bancária que adoeceu após quase 30 anos de movimentos repetitivos. A trabalhadora atuou como caixa e escriturária entre 1993 e 2019, em uma rotina com digitação constante, contagem manual de dinheiro e ausência de pausas adequadas ao longo dos anos. Ela desenvolveu síndrome do túnel do carpo, uma doença que compromete os movimentos, causa dor constante e pode limitar permanentemente a capacidade de trabalho. Segundo o processo, julgado pela 6ª Turma do TST, o banco falhou justamente no básico: não adotou medidas preventivas adequadas para reduzir os riscos da atividade. Ou seja: durante decádas, a funcionária continuou adoecendo enquanto o banco seguia tratando aquela rotina como algo normal. E o laudo pericial foi claro ao concluir que o trabalho exercido ao longo dos anos foi a principal causa da doença. Esse é um ponto muito importante: Muita gente ainda acredita que adoecimento ocupacional acontece apenas em trabalhos pesados. Mas o setor bancário acumula milhares de casos envolvendo: - LER/Dort - Burnout - ansiedade - depressão - e outras doenças relacionadas ao ambiente de trabalho Vale lembrar: pressão constante, repetição excessiva e desgaste contínuo também adoecem. E não deveriam ser tratados como “parte da profissão”. Se você trabalha ou trabalhou em banco e desenvolveu problemas físicos ou emocionais relacionados à rotina de trabalho, me envie uma mensagem e vamos analisar seu caso com atenção.

Sommer, Sonne, Lernen 🌵 Was kann es besseres geben, als den Sommer für Weiterbildung zu nutzen? Nicht so viel, oder? Da im Sommer in der Weiterbildungsbranche eher Flaute herrscht, haben wir ein Format geschaffen, das zur Jahreszeit passt: Die HelloAgile Summerschool ☀️ Wir sind davon überzeugt: Die neue Arbeitswelt braucht neue Skills. Und die Bekommst du in 11 Wochen von Expert:innen zu AI, Leadership, Management und besserer Zusammenarbeit. Jede Woche startet mit einem Impuls (der aufgezeichnet wird, falls du gerade am Strand liegst). Über die Woche hörst du dich mit deinem Buddy-Team und am Freitag endet die Woche mit einer Q+A-Session mit dem/ der Expert:in. Mit dabei sind: Nora Dietrich, Expertin für Mental Health Michael Trautmann, Experte für Leadership und New Work Raphael Gielgen, Experte für die Zukunft der Arbeit Dr. Tanja Becker, Expertin für Leadership Hannah Nagel, Expertin für OKR und modernes Management Oskar Trautmann, Experte für Agentic AI Fabrice Pöhlmann, Experte für Brand & AI Design Elia Faber, Experte für Vibe Coding Lutz Hüser, Experte für Facilitation -> Hier gibt's alle Infos: https://lnkd.in/dYDgHW4V Obwohl das Format online stattfindet, stellen wir den Austauch und Netzwerken in den Vordergrund. Nach der Summerschool geht es optional mit eine, Working Out Loud® for Leaders-Circle weiter. Sehen wir uns im Sommer?

200 funcionários da Pagbak foram demitidos. Se você foi um deles ou está acumulando o trabalho de quem saiu, atenção a estes 4 pontos: 1. Enquadramento como bancário: Muitas fintechs classificam como “analista”, mas a função é bancária. Se você foi demitido, pode existir direito à jornada de 6h e 2h extras por dia. 2. Sobrecarga: Quem fica assume mais. Acúmulo de função sem ajuste pode gerar diferença salarial e discussão jurídica. 3. PLR e bônus: O PagBank teve um lucro de R$ 2,36 bilhões em 2025. Na rescisão, o pagamento da Participação nos Lucros e Resultados deve ser proporcional aos meses trabalhados. 4. Indenizações adicionais: Dependendo da forma da demissão e da norma coletiva, podem existir outros direitos envolvidos. Essa é foi a terceira grande redução do PagBank em três anos. Em 2023, foram cerca de 500 profissionais desligados Em janeiro de 2025, mais de 300 cortes, com foco em lideranças Para o banco, o discurso é de "ganho de eficiência" e "revisão operacional". Para o trabalhador, é o fim de um ciclo abrupto, muitas vezes comunicado sem qualquer aviso prévio ou empatia. Se você precisa de ajuda com o seu caso, me envie uma mensagem. #pagbank #demissão #banco

Why did the world's largest infrastructure investor say the war has no effect on their $20 billion project in the Middle East? Brookfield confirmed a $20 billion AI infrastructure partnership with Qatar Investment Authority in December and Connor Teskey, CEO, affirmed to Bloomberg last week that the conflict does not affect their project and called the Middle East an 'incredible region' Let's also note: ‣ Kuwait Investment Authority: Launched $100B AI infra program with Brookfield ‣ Public Investment Fund (PIF): Anchored $2B PE vehicle vehicle for the region ‣ S&P Global: Affirmed credit rating to A+ just today ‣ King Salman Park Foundation: $3.8B in new international investment commitments this wk The question I keep hearing this past week, across every sector and geography, is how this affects business plans in the region Over the coming week or so I'll share insights on the commercial and industrial layers which I believe strongly underpin the region's resilience.. For now, I’ll leave you with some thoughts.. ⦿ Conflict makes headlines but it has never once broken the trajectory The Gulf has compounded through the OPEC embargo, two Gulf wars, the Asian crisis, 9/11, the Global Financial Crisis, the Arab Spring, two oil collapses, COVID, and now Iran. Plot the GDP of any Gulf nation from 1965 to today, overlay every one of those events, and the curve still trends upward The less sophisticated version of these economies was resilient through all of it. The version that exists now, with globally integrated sovereign wealth funds deep institutional partnerships, and maturing capital markets, is structurally more capable than anything that came before ⦿ The world is quick to price conflict into a region but rarely prices the resilience I don't think Brookfield is being cavalier, they're being literate and reading the 60-year chart.. and they're not certainly not alone in this Every cycle produces the same two cohorts.. those who stayed and compounded, and those who pulled back and re-entered later at higher cost, from weaker positioning, with less trust