This week’s roundup looks at how leadership choices shape culture, capability, and confidence during a period of rapid change. You will see why a Bitcoin miner moved quickly to restore continuity, how a telecom’s blunt message about loyalty is stirring debate, and what one enterprise software chief says about the role of human judgment in an AI heavy future. We also highlight a senior leadership program focused on sustainability and strategy, and new research that finds most executives feel unprepared for overlapping crises.
Across these stories, a common thread emerges. Boards and executives are trying to balance speed with stability, technology with human accountability, and short term pressures with longer term capability building. The best outcomes come from clear expectations, consistent communication, and investment in leaders who can adapt without losing the trust of their teams.
CleanSpark CEO Abruptly Steps Down, Co Founder Returns
CleanSpark’s board accepted the unexpected resignation of CEO Zachary Bradford, and co founder Matt Schultz immediately returned to lead operations. The company reaffirmed its strategy and emphasized operational stability as revenue grows in Bitcoin mining services. Leaders framed the rapid handoff as a way to preserve execution continuity during an expansion phase. The goal is to maintain investor confidence while the team advances growth plans and monitors market volatility.
Source: Stock Titan
AT&T Declares the Death of Workplace Loyalty
In an internal memo, AT&T CEO John Stankey said employees should not expect lifetime job security, time based promotions, or remote work by default. He described the company as a market based workplace and signaled a move away from more paternal models. Critics warn that a top down posture can undermine morale and innovation if not paired with transparent goals and fair rewards. Experts suggest resetting mutual expectations so performance, growth paths, and flexibility are understood on both sides.
Source: Business Insider
SAP CEO Champions Human Leadership in the Age of AI
SAP CEO Christian Klein argued that human judgment, emotional intelligence, and cultural understanding remain essential even as AI scales across the enterprise. He said AI can raise productivity, yet nuance and accountability stay firmly with leaders. The perspective points to a blended model where technology augments teams while managers invest in skills that machines cannot replace. For executives, that means clearer guardrails, better training, and thoughtful change management.
Source: TIME
Sustainability and Strategy at IIM Kozhikode
IIM Kozhikode launched its 18th Executive Post Graduate Programme in Management for senior professionals. The 10 month course centers on leadership, strategic thinking, and adaptability in complex business environments. Program design reflects rising demand for continuous development that links classroom learning to real world challenges. Employers will look for graduates who can connect sustainability goals to operational and financial outcomes.
Source: IIM Kozhikode
Study Finds Leaders Unprepared for Converging Crises
A study by McKinsey and the World Economic Forum found that 84 percent of executives feel ill equipped to handle overlapping risks from AI disruption, geopolitics, climate, supply chains, and social unrest. The authors urge leaders to move past denial, build cultural agility, and increase transparency. Practical steps include clearer scenario planning, cross functional drills, and decision rights that speed execution. The message is simple. Capability building must keep pace with the complexity leaders face.
Source: Financial Times
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