Wales shares with Big Think his thoughts about the future of media, the promise of AI, and our need to build a culture on trust.
Mike Hodgkinson is the Commissioning Editor at Big Think and Freethink, and the Editor of Big Think Business. His writing has appeared in The Independent, The Guardian, the Los Angeles[…]
Welcome to The Nightcrawler — a weekly newsletter from Eric Markowitz covering tech, innovation, and long-term thinking.
Eric Markowitz is a partner and the Director of Research at investment firm Nightview Capital. A former investigative journalist, with bylines in The New Yorker, GQ, Fast Company, among other[…]
Why the best CEOs make their first year both a personal transition and a profound moment of institutional renewal — with this quartet of skills.
Carolyn Dewar is a senior partner in McKinsey’s San Francisco office. She co-leads McKinsey’s CEO Excellence service line, and is co-author of A CEO for All Seasons.
The cofounder and CEO of red-hot billing platform Metronome unpacks his leadership journey.
Welcome to The Nightcrawler — a weekly newsletter from Eric Markowitz covering tech, innovation, and long-term thinking.
Andreessen Horowitz cofounder Ben Horowitz thought that “blowing sunshine” was the right way to handle pressure — here’s how he corrected his mistake.
The rapid crash of Nokia was triggered when key information gatekeepers became bottlenecks. Here’s the key lesson.
Want to know how to handle work-life pressure? Big Think asked Warfare co-directors Alex Garland and Ray Mendoza.
The cofounder of Hyrox — one of the fastest-growing global brands in fitness — puts his snowballing success through a proper Big Think workout.
Spotify’s Co-President, CPO and CTO chats with Big Think about the science of discovery, Swedish innovation, C-suite podcasting, and more.
Adam Bryant makes a key observation about rising to the challenges of leadership — and your change-resistant former self won’t like it.
Welcome to The Nightcrawler — a weekly newsletter from Eric Markowitz covering tech, innovation, and long-term thinking.
Professor of leadership Michael D. Watkins identifies ways high-performing teams can be sabotaged — and offers simple fixes for each.