Trending in the C-suite: AI ROI, Quantum Risks & Crisis Communication

Geopolitical events have forced businesses to jump from crisis to crisis this year, so World 50 Group paused during the Western Hemisphere’s summertime to review the fundamentals needed to navigate some of the biggest topics on the corporate radar. Here, we share a few of the ideas that stood out. Plus, Ron Sugar discusses how to shift into retirement mode with intention and grace.

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Sustain your intellectual edge after retirement by staying “In the game," but don’t do too much too quickly.

When considering work—and life—after retirement, resist the instinct to fill the void immediately, said Ron Sugar, board chairman at Uber, director at Apple, and former chairman and CEO of Northrop Grumman. In a recent conversation with World 50’s community of post-operating executives, Sugar recommended waiting at least six months before making “any serious commitment of time or effort.” The ultimate goal is to create a new personal brand that emphasizes a clear purpose for this next phase of life, said Sugar. Retirement doesn’t mean intellectual disengagement. Corporate board seats or consultant roles place leaders around people who are still “in the game”—fostering ongoing learning experiences with evolving trends. 

Amid turbulence, clear communication with the board is crucial.

When crises strike, few things matter more than clear communication in the boardroom. Yet, board presentations often leave directors dozing off, not leaning in, said Daniel Casse, a longtime executive communication coach. During a call with members, Casse—managing partner of High Lantern Group—shared tips to help leaders craft more effective presentations in half the time. The goal of every board presentation is a robust discussion, so Casse identified the common problems that stifle conversation: 

1. Long lists that belong in pre-reads. 
2. No organizing structure to simplify complexity.
3. No compelling message to make it memorable.

Casse’s tip: Stop ending presentations with, "Thank you. Any questions?" Instead, conclude with a problem or thought-provoking question to elicit the experience or expertise of board directors.

 What is quantum computing—and why does it matter?

With quantum computing surging in the headlines, Microsoft’s Senior Director of Growth, Strategy, and Innovation—Ester De Nicolás Benito—offered members a crash course in how to prepare for quantum’s opportunities and risks. Quantum computing features “qubits” that upend the binary nature of classical computing by offering a more complex range of possibilities between zero and one. If that sounds daunting, Benito offered some words of comfort: Quantum will neither replace classical computing nor compete with AI. A smart future strategy will leverage the benefits of each. Although the potential of quantum is still theoretical, Benito predicted this could change in “years, not decades,” noting that quantum’s first practical use cases likely lie in chemistry and the material sciences. 

Benito’s advice: Prioritize migrating data to comply with “post-quantum cryptology standards” because quantum computers allow hackers to break encryptions—unlocking access to a host of data points, including passwords, proprietary content, and financial transactions.

AI ROI: Fix your eyes on the lighthouse.

Amid the 2026 budget and workforce planning season, executives are examining generative AI investments to assess their returns. Johnson & Johnson is ahead of the curve, having pivoted from experimentation to practical generative AI initiatives, said CIO Jim Swanson, who explained how the company measures the ROI on AI. To visualize his approach, Swanson shared a “lighthouse” framework that helps embed AI in layers—first in employee interactions, then in commercial processes, and finally in products and services. When deploying AI, he has found that people often focus on cost avoidance and time returned to employees, but the real value is capturing P&L impact. 

Swanson’s tip: Rather than targeting process improvements by 3%-5%, consider reimagining processes to achieve improvements by 30%-50%. This requires cross-functional partnerships and end-to-end thinking.

What World 50 members think about disruption and resilience:

An interdisciplinary survey of senior executives who report to corporate C-suite officers found that workforce resilience is a rising priority, but efficiency still dominates the agenda. Nearly half of the respondents aim to balance the two, but 46% prioritize efficiency over workforce resilience in practice. The survey also found disruption outpacing the capacity to adapt, with 67% saying their functions are strained or overwhelmed by change. Only 31% feel equipped to absorb it. Review the findings here.

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