“I had no idea you guys were related” – I recently received this comment from a colleague of mine who I’ve worked with for over 10 years. He had no idea that my father, Steve Farber, a renowned thought leader on the topic of business leadership and author of four business books (soon to be[Read More…]
I was fortunate enough to find myself in Japan in late March, just in time for the iconic sakura, or cherry blossom, season. Pink clouds of flowers transformed the streets of Tokyo, all the more beautiful for their transience; the blooms often last for merely a week before they fall like pastel snow. As a guest of Mina Sekiguchi and KPMG’s energy advisory team, I had the chance to reflect on another kind of transformation that has become a priority for many Japanese leaders: how do you reinvent traditional organizations for the algorithmic age?
‘What do you mean we need to be a software company?’ asked Lukas Braunschweiler, CEO of Sonova, one of the world’s leading manufacturers of high-tech hearing devices. I had just finished giving a talk to their senior leadership team at the gorgeous lakeside town of Stäfa, near Zurich. ‘We already have lots of software engineers. Are you saying that we need more?’ It was a fair question, and one I had spent much of the prior week thinking about, in a few unusual places. How many software engineers do you need to transform a company?