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CEO Anjali Sud explains why the free streamer with the massive library of 275,000 movies and TV episodes is giving creators what Netflix and YouTube can’t.
Category:
E-Commerce
Travel is one of the fastest-moving and most complicated industries in the world. It crosses borders and systems, depends on constant innovation, and at its heart, relies on human connection. Over the past 25 years, Ive seen our business grow from the brink of collapse during the dot-com crash to a $180 billion company today. That journey has taught me a lot about leadership, including how to navigate rapid change, whether its new technology like AI, global disruptions, or evolving customer expectations. Here are my top three lessons to help power the next generation of leaders, in any industry, organization, or pursuit through the acceleration of advancement and unpredictable tides of the next 25 years. Adaptability required Successful leaders are forward-looking. They must recognize change before its needed. In an industry that demands constant adaptability, Booking has led with this mindset since inception. Over the years, we have seen many gradual shifts in travel, like the move from desktop to mobile booking, the emergence of the sharing economy, and early advancements in AI. In all of these, and many more, we began exploring and investing in these areas before we were certain of their importance. Each required a change, of course. This adaptability is a muscle that needs to be stretched daily for a business to survive and thrive and it requires clarity of purpose. In Bookings case, our missionTo make it easier for everyone to experience the worldserves as a steadying force, enabling teams to adjust their approach to stay aligned to what matters most. With the rapid advent of generative AI, and now, the emergence of agentic AI capable of acting autonomously to carry out complex tasks, we are entering the next epoch of change in every aspect of business and society. Now is the time to disrupt yourself before someone does it for you. Innovate or perish Innovation is built on the foundation of adaptable teams and businesses. The graveyard of failed companies is filled with once great names that did not foresee where the world was going. One of our values is a commitment to relentless innovation. That means constantly challenging the status quo. But the lesson isnt innovation for innovations sake. It is understanding that the most effective innovation always comes from solving customer needsnot assumptions. Dont build what you think customers want, or even what customers might say they think they want. Apply a relentless focus on data and conversion patterns, and treat every interaction with a customer as mission-critical information for the future. The companies that win are the ones that solve better, not build louder. Constantly listening, learning, and endlessly iterating with talented teams is the innovation journey. And it doesnt just live in your product teams. Encouraging everyone in your organization to think about how they can help drive the next improvement will pay generous returns. The connection factor My last piece of advice is to never lose sight of the power of human connection. In the travel industry, success depends on it. You can have the most advanced technology and the most ambitious growth strategy, but without genuine connections, it wont resonate or endure. Whether its earning trust with partners, understanding the needs of travelers, or building alignment across global teams, strong relationships matter. Theyre what turn good ideas into great outcomes. Travel also reminds us that when we bring together diverse perspectives, we find better answers, faster. And the same applies to any business. Leaders who invest in connectionwith and among their people, partners and customersunlock more creativity and sharper problem solving. This leads to more effective responses to both challenges and opportunities. In the end, connectionnot controldrives progress. The leaders who recognize this early will have the advantage in shaping the future; one built on trust, shared purpose and the ability to navigate complexity together. The coming era will be no different. Glenn Fogel is the CEO and president of Booking Holdings.
Category:
E-Commerce
Its Monday morning. You open your calendar to find the all-too-typical back-to-back block of meetings. Its draining and theres nothing to do but play the game of Tetris to see when youll squeeze in time to imagine and create. Maybe you can do it during the five-minute walk to the sixth meeting of the day or the ride home if your brain isnt completely fried. With so much focus on the just get it done mindset, we have no time or space to challenge good ideas and make them great. Does this sound familiar? Working with team leaders across industries and backgrounds, I’ve found that while businesses differ, they share the same innovation roadblocks and end up in the same tired rituals that inspire a “just get it done” attitude. The problem isn’t just meetings, though, it’s simply ineffective processes. So how do you fix it? By building better rituals that dont drain your teams creativity and spark innovation. Here are three rituals to start with. Focus on collaboration instead of competition: Weve all been in rooms and Zooms where professionals are grandstanding. When presenting becomes more of a performance, youve lost the plot. Instead of performance, I push my teams at West Monroe to take an even better if or a yes, and mindset, based on the belief that every idea can be made better. BUT it requires everyone to step back and understand the bigger picture, push each other out of their comfort zone, and assume positive intentalways. Real leaders make everyone around them better and, sometimes, that can mean moving beyond the occasionally uninspired work initially submitted to tick off a to-do box. Instead of overloading the agenda, focus on a few items: We have all joined calls that start with We have a packed agenda today, so we probably wont get through everything. Timeout, do not pass go! This is a setup for failure. Agendas are good, but if you dont have time for meaningful dialogue or discussion, its unlikely a new idea will emerge. Set aside a few minutes before your meeting to go through each point on your agenda and be honest with yourself about how much time will likely be spent ticking through formal items and stifling group discussion. Dont meet, send out status updates: That teamwide status report? It should be an email. Time together is precious and should be used to discuss, debate, and decide AFTER a status report has been sent and read by everyone involved. Make space for human connection So, what to do? I know from firsthand experience that leaders can optimize existing rituals while creating new ones authentic to their teams. I’m a big believer in traditions, personally and professionally! Traditions like these allow for the necessary space to recognize the growth and successbig and smallthat tend to go unnoticed when were wrapped up in our daily work lives. If you dont intentionally create that space, youll never truly appreciate how far you and your teams have come. This applies both professionally and personally. I take my kids to the mountains every year to remind them not only of how small we all truly are, but also how deeply interconnected weand the choices we makeare with our larger surroundings. Similarly, I bring my team and their families together for holiday parties or summer outings, to reconnect, recharge, and remember what matters most: We are all humans first. When people know and relate to each other as humans with fundamental commonalities, collaboration gains deeper meaning. And, frankly, it becomes more enjoyable. Having a place where you arent operating from fear also encourages the most important part of team dynamics: full-group participation. Participation is required was advice I also got early on in my career. While it felt overwhelming early in my career, I learned two things. First, if people feel safe and comfortable, they come with their best ideas. This applies to every team member, from the most junior to the most senior. Second, theres nothing to gain from silence, and everyones perspective is unique and valuable. In fact, its often colleagues who are least in the weeds on a project who provide important input missed by ones who are closer to it. Culture isnt top-down Leaders shouldn’t single-handedly create (or worse, dictate) a company culturewe need to create space for positive culture to develop and thrive. We celebrate big wins at West Monroe, but Ive found the small moments often matter just as much, or even more. A champagne toast after a big brand launch. Flowers before a colleague returns from maternity leave. A quick note to recognize something personal. These gestures may seem simple, but they stick with people. They often mean more than a fancy dinner because they show we see the whole person, not just the work they do. Create rituals that will last, today This week, identify one ineffective ritual and replace it. Maybe it’s turning a status meeting into a problem-solving session or maybe its creating space for cross-team collaboration where ideas can collide. Format matters less than intent. Don’t wait for permission to disrupt the status quo. The most innovative companies I’ve worked with didn’t get there by following yesterday’s playbook. They created environments where people feel safe to contribute, challenge, and build on each other’s thinking. When teams feel safe to speak up and authentically connect, they don’t just solve today’s problems. Instead, they create tomorrow’s breakthrough opportunities. That’s not just a nicety. It’s how you win and empower your team members to do the same. Casey Foss is chief commercial officer at West Monroe.
Category:
E-Commerce
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