AI’s Copyright Reckoning: Can India Balance Creators And Code?
From Hollywood studios to book publishers, copyright holders are pushing back against AI training.
- By Gary Cokins
Why do executives sometimes fail to act on proposed ideas that could save a company substantial amounts of money? Is it due to their complacency or incompetence? I am unsure of the correct answer. I prefer to give executives the benefit of the doubt. Most of them were promoted to executive positions because they are smart as well as effective leaders. They have made good decisions in the past.
But is there a change in the wind? I sense that an explanation for less risk-taking by executives, such as they’re not acting on a good proposed idea, involves the emergence of business analytics and Big Data. It can be explained with a pyramid depicting how a shift in power and influence to employees is increasingly affecting various types of decisions.
A power and influence pyramid
The savvy executives are realizing that they must now delegate and distribute decision rights deeper down into their organization to empower their managers and employees. This is because of the exponentially gro
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Gary Cokins
Gary Cokins is an internationally recognized expert, speaker, and author in advanced cost management and performance improvement systems. He is the founder of Analytics-Based Performance Management, an advisory firm located in Cary, North Carolina at www.garycokins.com . Gary received a BS degree with honors in Industrial Engineering/Operations Research from Cornell University in 1971. He received his MBA from Northwestern University’s Kellogg School of Management in 1974.
Gary began his career as a strategic planner with FMC’s Link-Belt Division and then served as Financial Controller and Operations Manager. In 1981 Gary began his management consulting career first with Deloitte consulting, and then in 1988 with KPMG consulting. 1992 Gary headed the National Cost Management Consulting Services for Electronic Data Systems (EDS) now part of HP. From 1997 until recently Gary was in business development with SAS, a leading provider of enterprise and corporate performance management (EPM/CPM) and business analytics and intelligence software.
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