Sat.Feb 08, 2014 - Fri.Feb 14, 2014

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Evolving a Creative Workplace: Step 8

Boxes and Arrows

'That old cliché isn’t true: all good things don’t have to come to an end. It’s possible to prepare your team for ongoing success and growth, but you have to be smart about how you do it. In this series I’ve shared what’s worked for us at Intuitive Company. How we thought of our team as an organic garden and realized that once we had all of the right elements established, we didn’t need to mess with things too much.

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The Joker was a Leader

Bill Fischer

The great leadership genius Sid Caesar has died He wasn't a leader, he was a clown! So are many "leaders" I know Ha, ha, ha Clown, maybe? Comic genius, for sure. But, there was nothing foolish about his leadership skills or insights! What does it take for a sponsor of a [.

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Tracking the Corporate-Supported Startup Accelerators

Innovation Leader

Major players like Disney, Airbus, and Deutsche Telekom have all launched their own accelerator programs to attract entrepreneurs working on ideas related to their businesses.

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The Joker was a Leader

Bill Fischer

The great leadership genius Sid Caesar has died He wasn't a leader, he was a clown! So are many "leaders" I know Ha, ha, ha Clown, maybe? Comic genius, for sure. But, there was nothing foolish about his leadership skills or insights! What does it take for a sponsor of a [.

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Peak Performance: Continuous Testing & Evaluation of LLM-Based Applications

Speaker: Aarushi Kansal, AI Leader & Author and Tony Karrer, Founder & CTO at Aggregage

Software leaders who are building applications based on Large Language Models (LLMs) often find it a challenge to achieve reliability. It’s no surprise given the non-deterministic nature of LLMs. To effectively create reliable LLM-based (often with RAG) applications, extensive testing and evaluation processes are crucial. This often ends up involving meticulous adjustments to prompts.

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How Trek Bicycle Corp. Built Its Innovation Scorecard

Innovation Leader

Trek exec Chad Manuell says the bike company's leadership wasn't happy with any of the innovation metrics or scorecards they'd seen.