高管议程

Navigating the new eraof global risk Powering the world of work The C-suiteAgenda Bops and bots:Spotify’s CHROtalks chatbots,company cultureand live music Why your company needsa geopolitics team Distributed in Rising geopolitical turbulence is forcing companies to rethinkhow they navigate global risks, and how to profit from them ContributorsSam BirchallLead writer at Raconteur, focusingon the inner workings of the financefunction and the trends shaping the Sam Birchall commercial interests in an era ofsecurity-driven policymaking.” A dedicated geopolitical functionhas its advantages. But for compa-nies to sustain investment in theseunits, they must avoid creating theimpression that they are merely costcentres. “They must go beyond riskmanagement,” Evenett stresses. “No powerful driver of corpo-ratestrategy.Westernefforts to reduce economic depend-ence on China and curb its techno-logical rise have unleashed waves ofsubsidies,tariffs and export con-trols,forcing multinationals toG Spotify built its success on personalised algorithmsand carefully curated playlists. According to newHR chiefAnna Lundström, that same philosophyis being applied to how the company supports, Ritam GandhiFounder and director ofStudio Graphene, a global Sam Birchall consumer-facingalgorithms andtowards the technology shaping the EditorTom DennisCommercialcontent editors Design and illustrationKellie JerrardJames Lampard Design directorTim WhitlockCommercialproduction managersAlex Datcu barriers and security-driven inter- to.Navigating this new,volatilereality will require a fresh approach Although this publication is funded through advertising andsponsorship, all editorial is without bias and sponsored featuresare clearly labelled. For an upcoming schedule, partnershipinquiries or feedback, please call +44 (0)20 3877 3800 or workplace, marketing, supply chain and finance. Raconteur specialreports are published exclusively inThe TimesandThe Sunday The information contained in this publication has been obtainedfrom sources the Proprietors believe to be correct. However, nolegal liability can be accepted for any errors. No part of this What will anchor the worldof work in the age of AI? Q&A As organisationsstruggle toscale AI beyondexperimentation,a shift towardintelligent Many organisations are movingdecisivelyto shift AI fromexperimental mode to a coreenterprise capability.In OneAdvanced’s2026 Trends Report,almost 54% of senior leaders identified the democratisation of expertise. engage anybody in finance.”Modelling success It really changes the way we work:we can actually complement eachother and develop a deeper understand-ing of each other’s roles rather than justthrowing things over the wall. So it ena- How will embedded AIreshape decision-making In February 2026, OneAdvanced alsobecame one of fewer than 100 organisa-tions globally to receive ISO 42001 cer-tification, the international standard forAI management systems. For customersoperating in regulated sectors, the cer-tificationprovides external validationthat OneAdvanced meets a recognisedstandard for AI governance – particu- The digitaltransformation agewasn’t as impactful CFO EXIT TRENDS WORLDWIDE THE CFO OUTLOOK CFOs face unprecedented pressure from geopolitical shifts, rapid techadvancements, and intense investor scrutiny, demanding high credibilityin high-stakes forums. Expectations and pressures have never been – one capable of enabling decentral-ised decision-making while still pro-vidingstrategic coherence.“Whenthat capability is present, the role isindispensable. When it’s absent, noamount of structural redesign willcompensate,” he says. “Every year,there are two or three pivotal calls –oninvestment,people,markets or Will the CEOrole becomeobsolete? As AI rewrites business,it’s time to rewrite your strategy Every year, there are two or threepivotal calls – on investment,people, markets or risk – which AI experimentation has shifted fromboardroom curiosity to competitiveadvantage. So how can leaders create Once regarded as the ultimate symbolof corporate power, the CEO positionis facing existential risks: risingexecutive turnover, the spread of Sam Birchall consumers and shareholders.Atthe same time,boards andshareholdersare less tolerant ofmarkets and during periods of eco-nomicuncertainty.But successdependson clearly defined roles, ity, waiting to see whether change iscredible, supported and worthwhile.Winning them over requires more thaninspiration. It requires structure, and Scan here to Much advice in this area fails to rec-ognise how deep workforce change isat this point in time. Now, AI enginescan take on routine, repetitive heavy Inpractice,this means a shift inrequiredskills:where human talent newtechnologies meet or exceedtheir targets. A study by McKinseyback in 2022 created similar head-lines – it had surveyed 600 firmsthat had recently undergone a digi- placed to capitalise on the best andmostexciting ne