Alex Adamopoulos, CEO and Chairman of Emergn
(Alex Adamopoulos, CEO and Chairman of Emergn)
In management, there’s a frustrating paradox: we know what needs to change, but we can’t seem to make it happen. This gap between knowing and doing undermines organizations, affecting both human behavior and systems.
Decades of research and practice have answered many of the most pressing management questions. We know how to engage employees, structure organisations, and drive innovation. Yet, organisations frequently fall short in execution; we know what to do, but we don’t necessarily know how to get there, or worse – we just don’t do what we know.
The Cost of Lost Knowledge
This gap is starkly visible in knowledge retention. Employees often take valuable institutional insights with them as they retire or move on. It’s not just a loss of people — it’s a loss of the organizational memory that informs future decisions. The nuances and insights that make work happen are not all found in a database that’s linked to an AI tool, hence the frequent errors that we continue to see with emerging tools.
Why does this happen? The systems designed to capture and share knowledge often fall short. It’s not enough to create repositories of information; organizations need practices that ensure knowledge is continuously shared, refreshed, and embedded into workflows. Our work at Emergn, focuses on helping organisations bridge this gap — transforming insights into actions that can be captured and measured so that one generation of employees doesn’t disappear with them.
Transformation Fatigue isn’t another marketing term
Another big challenge faced by modern management is transformation fatigue. Technology evolves at an unprecedented pace — what once changed every 18-24 months, now seems to shift every week. Companies race to adopt new tools but often can’t keep up with the skills and structures needed to use them effectively.
The result? Frustration, wasted resources, and unfulfilled potential. This fatigue isn’t new, but its scale has grown as the pace of change accelerates. Unsurprisingly, the statistic of 70% of transformation programs failing hasn’t changed much in the last two decades.
Our recent survey on transformation fatigue, followed by a thought paper bearing the same name, observed that success doesn’t come from chasing the latest technology. It comes from enabling people to adapt alongside it. Upskilling and reskilling must become ingrained in organizational culture. Companies need to invest in tools and the people who use them.
AI and the Data Quality Imperative
As we all know, Artificial intelligence (AI) is dominating conversations across industries, but there’s an uncomfortable truth often overlooked: the power of AI is only as strong as the quality of the data it consumes. While generative AI captures the imagination, it’s data quality that remains the bedrock of meaningful technological progress.
Here again, organizations today face a paradox. They want to leverage AI for decision-making, automation, and innovation, but many still lack the discipline to manage their data effectively. Poor data quality leads to flawed outputs, undermining the trust and utility of AI systems.
At the same time, fearmongering about AI replacing humans distracts from the real opportunity: enabling people to excel at what they do best. Machines analyze patterns; humans bring empathy, creativity, and ethics. The future lies in collaboration between AI and humans to tackle complex problems, which applies to all management facets.
Rethinking Human Connection in a Hybrid World
The remote-versus-office debate is one of the most contentious issues in modern work. But the real question isn’t where people work — it’s how organizations become an ecosystem for thriving collaboration and connection.
Forcing employees back to the office doesn’t guarantee better teamwork. Instead, companies must create physical, virtual, or hybrid environments that foster meaningful interaction and innovation. Human connection isn’t a byproduct of proximity; it requires intentionality.
Learning from Failure
As organizations navigate rapid technological shifts and evolving workplace dynamics, one critical lesson stands out: failure isn’t the enemy. It’s a teacher. Embracing failure as a learning opportunity is key to progress.
At Emergn, we help organizations turn past missteps into blueprints for future success. This ethos echoes the principles of Peter Drucker, who famously said, “Management is doing things right; leadership is doing the right things.” Progress demands we balance efficiency with purpose and execution with ethics.
Drucker’s principles remain as relevant as ever as we navigate a world of rapid technological change, evolving workplace dynamics, and pressing societal challenges. They urge us to not only do things right but also to do the right things — an imperative that organisations, leaders, and individuals must embrace if we are to create a future that works for everyone.
Jesse Pitts has been with the Global Banking & Finance Review since 2016, serving in various capacities, including Graphic Designer, Content Publisher, and Editorial Assistant. As the sole graphic designer for the company, Jesse plays a crucial role in shaping the visual identity of Global Banking & Finance Review. Additionally, Jesse manages the publishing of content across multiple platforms, including Global Banking & Finance Review, Asset Digest, Biz Dispatch, Blockchain Tribune, Business Express, Brands Journal, Companies Digest, Economy Standard, Entrepreneur Tribune, Finance Digest, Fintech Herald, Global Islamic Finance Magazine, International Releases, Online World News, Luxury Adviser, Palmbay Herald, Startup Observer, Technology Dispatch, Trading Herald, and Wealth Tribune.