Accuracy

Companies that foster an environment that supports professional growth are more likely to thrive and successfully adopt digital innovation. Here are the 100 best places to work in Europe—and how they stay that way.

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Running operations for one of the world's most complex public health organizations means making consequential decisions under constraints most industries never encounter. There are life-and-death stakes, regulatory complexities, relentless cost pressures, and more. Robin Bailey Jr., former COO of the CDC, shares what it takes to navigate this terrain: making tough calls when speed and accuracy matter equally, managing policy shifts and geopolitical realities, building teams, and leading with conviction when the mission is no less than building a strong and resilient healthcare system that protects the wellbeing of the American public at large. 

Robin Bailey Jr., former Chief Operating Officer, CDC
Moderator: Kristin Stoller, Editorial Director, Fortune; Co-Chair, Fortune COO Summit

Inside the CDC: Operational Leadership Under Pressure

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In 2021 during COVID post first Trump administration, what a time to start. What made you want to take that job at that time? Well, you know, I have been in federal service for a long period of time. I did about 39 years, but at the time I was at the IRS and I really wanted to be a part of trying to help at the CDC. And um when I applied for the job, one of my colleagues said to me, uh, you're jumping out of the frying pan into the fire. And um when I arrived there I kind of understood what she meant but I'm one of those that like to be on the court in the game and I really enjoyed the time that I was there even though it was a very stressful time. What would you say was the biggest challenge that you faced right away as COO then? I think the biggest challenge was really around the people, um, going in to see how hard they were working. They were very stressed, um, fatigued. In giving everything that they had. But the public scrutiny was such that everything you have isn't good enough and that was difficult so my objective really was to try to help them move through that trying to block the noise from external. And talking about all the things that we did right, recognizing that we made some mistakes, hm, and tell me how you spoke to your, your employee, both your employees and the public about the mistakes and how to move, move past them and get around that. Well, fortunately for us we had a wonderful director, Doctor Wilensky, who handled most of the external things, and she gave us really clear direction around what we need to do, but she took ownership of the mistakes that we made. And asked us to do better, and we really went into a mode of reflecting and also listening to the public in terms of what they were saying, our partners were saying, but what the uh the political atmosphere was, and that was really a big part of it too. When you're thinking you're you're doing OK and you feel like the people who should be supporting you are not really supporting you, that was really, really difficult, but we did accept the fact that we had some missteps and we really want to do better and we engaged the entire team in trying to make that happen. Excellent. Now I want to bring it back to the Current day, so you know, as we sit here, the CDC is facing a lot right now. They're responding to recently news, the, the multi-country hantav virus cluster traced to that cruise ship. Uh, a new Ebola outbreak is happening right now. Knowing what you know about, you know, how the CDC is staffed today, how it's run, are you worried? Should we be worried? And how are you thinking about it? Well, number one, the people there are above report approach, uh, relative to their skills. They are the best of this when you talk about public health. CDC is the mecca, if you will, of people who are in public health. That is the place you want to be if you go into public health. So I'm very, very confident in the skill sets that we have at CDC. In their ability to do this work however I am equally concerned about the number of cuts and things that happened most recently because we lost a lot of talent and a lot of the confusion associated with that many of the things that we put in place I'm not sure that they're operating in the same way I I know you saw in the news. News how many of the leaders resigned. So having that kind of expertise walk out the door having that understanding is difficult. However, I do believe in the workforce and what they will bring to the table to support us. Yeah, and I wanna talk about those cuts because the CDC lost nearly a quarter of its staff since January of 2025. Senator Kennedy is saying that the cuts will return the CDC to its core mission of tracking disease and investigating outbreaks. But from your seat as a person who ran that infrastructure, what do you think the future is? Is that true? Can they do that? You know, I don't really want to get into what how he's thinking about it, but, but I, but I do, I will say this, that the workforce that we had, we had about 13,000 individuals who were working at the CDC and they were highly engaged because CDC was shifting from being an organization that's kind of sitting back waiting for something to happen to move to an organization that was more responsive and the changes we made in our structure. As well as our systems and our processes we're on track to address. Now keep in mind CDC was preparing for this for 75 years. I mean it's been 100 years since we had a pandemic was preparing for this, and we recognized the things that we got wrong and we were on a track to correct those and I think that's one of the concerns I have about our current system. When you talk about an administration 4 years max 8 years, many times they don't want to adapt or take on the things that are working well, wanna do things different, and when you're talking about the protection of health in our lives, that's not something you take lightly. It's not like you just wanna change your mission and go in a different direction. It's really about making sure you stay true to all of that history. And making sure we keep those processes in place to make sure we can do our jobs. Absolutely. I'm gonna turn to the room in just a second for questions, but first, Robin, I'm hoping you can tell us, you know, as someone who operated during your own pandemic, during COVID, what is one lesson that you took from it that you would like to share with CEOs here that you think could also be relevant to, to their experience as well? I guess one of the most important things is operational excellence, um, without the right systems doesn't scale, so you have all these people who are really, really good at what they do, but if you don't have the right systems and processes in place to make sure that's scalable across, I mean when you think about the CDC at any given time. They're looking at a surveillance of disease across 196 countries and and billions of dollars in grants and um the partnerships they have with state and local to make sure what's happening and the goal is to make sure that we protect the homeland. And keep disease outside and working with various countries when we see something happen, we're there, you know, working in collaboration with WHO and others, which we're no longer doing at the moment, but Uh, I should say we're no longer do, we're not, we don't have the same partnership. I think there is some conversation happening there, but the bottom line is all of that, all of those systems working together really keep the world safe, not just the United States. We wanna make sure we keep it outside of our borders, and that was the way to really make that happen. Makes sense. Any questions from the room? OK, well, if you have one, raise your hand. I'll come back to you. But you know, last night, Robin, my, my dinner table, which was fabulous, shout out to everyone who's still, still here from there, um, but we talked about boards a lot and answering to a board, you know, private sector CEOOs answered to one CEO and the board. You answered to a lot of different bosses. You answered to a director, the HHS secretary, the White House, 50 state health departments. The list could go on here when all those different bodies disagreed. Whose call did you actually follow and how, how did you navigate that? At the end of the day we work for the administration and that's really where we get our direction from in order to make uh make uh some of the calls that we make, you know, both organizations when I was with the IRS as well as the CDC. It was supposed to be non-political. You don't have that engagement in there, but during COVID we started to see that kind of involvement really what what really makes it more difficult to be able to do the job, but that's really where the bottom line comes from is from, uh, the administration but the administration's also reacting to public outcry about various things, etc. and at one time I know when we first started with COVID. I recall being at the IRS and everything was about what does the CDC say? And after a period of time because of all the political elements and other things that happened then everyone's questioning what the CDC says but when you're talking about a country and you don't have a body in which you can turn to and get good advice and counsel, you have chaos. So it's really, really important that that organization continue to have its role of protecting health and improving lives. It's very, very complicated, but at the same time we need a body that we can go to and be able to get clarity and that was one of the things as we talked about CDC moving forward it was about being faster, clearer information so when the public receives information you can do something with it it's not in scientific speak. The coordination with the public, uh, whether that be state and local as well as our ability to execute and keep people safe. So those were the things that we were working toward to try to be much faster in terms of how we did that and the lessons we learned and I just hope that they are able to continue to do that because it's so important. I hope so. How do you block out that noise because you faced a your organization, not you personally, but the organization faced a lot of, of criticism. And when you're operating in that environment. How do you build trust and just keep on the path that you're doing? Well, I, I don't think you can do very much at all, uh, if you don't have trust. And so we were working really, really intensely while, um, Doctor Wilensky was out with the public and making the commitments. We were internally trying to build the trust to make sure that we could fulfill those commitments that she was making. And we did a lot of work. Um, the thing that was interesting that was different in this environment was, you know, we're talking to you here many times during this period of time I was talking to a screen because there was no one in the room, so trying to build that trust and you don't have the day to day engagement made it much more complicated than it otherwise would have been, but as we looked at our EBS scores. We were seeing that the trust was starting to come back and um We engaged the entire team, I think we had about 20 pat teams, we had over 160 action items that we were trying to work toward based on the feedback that we had received, and I think in October of 2024 we had completed uh 90% of those. So we were on a path where the people who do the work on a daily basis have their voice in there. And it was things that they believed in because they believed in the mission, so we could get that alignment around the culture and that love for the mission we would have something we could move forward with. So it's really kind of disheartening to see what happened with the CDC. And whether the work that we had spent so much time and effort in doing would really work when we're talking about a time like this. Yeah, that makes sense. You've also worked in the, the private sector as well. Is there a lesson from the private sector that you wish you could have, you know, or, a practice that you wish you could have put into the CDC and vice versa, one from the CDC that maybe you wish you could impart in the, the private sector today. Um, you know, whether it's internal to a government or external. You know I'm, I'm a people first, uh, mission always kind of person and it's really about the trust. And getting your organization and you know we talked a lot yesterday about um all that's happening with AI. And if you don't have the trust in your organization, the buy-in to make those things happen, I just don't think it's going to be as successful as it otherwise could be. And so I, I would just say, um, making sure that you have built the foundational pieces in your organization so when the storm comes you're prepared and that's one of the things that I found for us is we had not done that foundational work. In a real way. We had 10. Different centers who operated like they were individual centers as opposed to as an organization. And when you're talking about a time like the stress that we had during COVID, it doesn't work. Those structures, systems and processes have to be in place and the trust that when the time comes they will work has to be there and you have to follow that playbook. That makes sense now Robin, I wanna end here on, on one question. If you could go back in time and tell yourself the day before you started as CEO of the CDC one piece of advice, what would that be? Listen more talk less. Listen more talk less. Um, I, I think many times the solutions are in the room if we're willing. Yesterday we had an exercise with the blind with the blinders on. It was amazing. Shout out to Carr here in the front row, and seriously listen more, talk less I think is really something that's really important. So you're not judging in any way but really listening what people are saying, where they're coming from, so that you have the voices in the room that will help you see from a different perspective and you can make a more informed decision. That is great advice to end on. Thank you so much, Robin. Thank you.

Media has undergone a monumental transformation over the past decade, with traditional business models disrupted, consumers migrating to new platforms and formats, and declining trust in mainstream outlets. In this new landscape, how do media companies—both legacy institutions and startups—turn a profit while also building loyal, cross-platform audiences who trust the accuracy of their output? A conversation about the future of journalism and media more broadly.

Media's Next Chapter: Building Trust and Navigating Disruption

Good afternoon everyone. How's everybody doing here? Good Awake great. All right, here we go, um, so we have a lot of history on this stage actually somewhat of a cool thing about being a woman in business is there's a lot of firsts you can have whether you set out to have a historic career or not. Here we are. So Rashida was appointed as the first ever black woman to run a major cable news network in the United States. Um, Jomanna is the first woman CEO of a media organization here, and I got to be the first woman editor in chief of Fortune in 95 years, so incredible. So all of us have never really seen this media industry in the days of the martini lunches and the really thick magazines that sounded so glamorous. It's been nothing but change for the decades that we've been in it, and now is no different and perhaps we're facing the biggest change yet. So I'm curious though, as you look at the media org that you've run and are running from a global perspective, what do you see as the biggest challenges that we're up against and maybe Jamon, I'll start with you. Um, thank you, Alison. It's such a pleasure to be with you all here today sharing the stage with two remarkable women who are pioneers, um, um, in the media industry, very much paving the way for all of us and the younger generations to come. But I would say. You know, the way that we decided to look at it is that we're embracing challenges opportunity. Of course everyone's talking about the next big disruption, what's happening with AI and how it impact journalism in the media and monetization of our platforms, but ultimately I think fear will result in us losing um our positioning, our credibility, um, and the trust that people have very much put in us. um, we're very excited. About this next chapter, however, excitement means being prepared. Excitement only means that it could work if you have the right strategy in place. Ultimately, I also believe that we live in such a great, um, a time where everyone is digitally connected, so it makes that sort of content creation process easier. Um, we also are empowered by AI and technology that allows you to understand your audiences. Their preferences, what they want to read what they want to see, when they want to see it, but ultimately again it goes back to ensuring that you have the right strategy in place and the right upskilling and reskilling ongoing throughout the year to ensure that your journalists, your media practitioners are also capable to dealing with that challenge. And Rashita, what do you think? Is it, is it the First Amendment being challenged in the United States or is it this business crazy model that we're all trying to sort through? Yes. No, I think it's exactly, um, it's all of those things and, and, and, and I think similar to what uh Javana said in a world where there's a lot of challenge, there's a lot of fear, there's a lot of change, there's a lot of uncertainty, uh, we don't have a playbook for how to navigate this kind of change, but we do know how the business has evolved we do know how the industry has evolved if you, if you take this. Moment in time and you're in the middle of the of the the storm and you see all the change happening around you it can be disorienting but I think as you look at the industry overall and look at the evolution over decades and decades and decades you'll see we've been resilient. I mean I I know um for many of you you cannot imagine a world imagine a time where we didn't have streaming. I'm old enough to remember that. Or a world where we didn't have the internet or a world where everyone didn't even have cable and we've been able to survive and evolve in those moments and I have no doubt that in this moment of time while it feels disruptive, the people who figure it out, which many of them are women because in the US at least most news organizations, television, digital whatever are run by women including Alison, um, the women are gonna figure it out and we'll be better for it. Who better right? we solve things. So what do viewers and readers want? It seems like it's getting ever more complicated. The viewing habits are changed. I know here in Reno we have a population that is significantly young, um, like 2/3 of the population we were talking about stage are under the age of 30, um, and I know in the US. The younger audiences are consuming media completely differently than the older generations, and that's something we think about at Fortune all the time. It's how do we cater to the legacy audience that we have and also bring up the next gen who want completely different things. So how are you seeing those viewership changes generationally and, and what are you doing to make it happen? I think we live in a in a world that has been dominated by the scroll um and that's what we're very quickly having to adapt to um attention spans have also become shorter, uh but ultimately that doesn't mean that the content that you create or the journalism that you produce has to be any less important and it doesn't mean that it loses. And it's editorial integrity. um, however, we do have to adapt to changing audience, uh, or, or consumer trends and behaviors and where they want to get that content. We believe that, you know, with the printing press, um, that was a major big disruption and then with social another disruption of course prior to that internet, no, I don't. But I do remember the days of the internet and that dial um and that changed everything for us um and then of course with social media and media companies or organizations saying how are we now going to compete with that platform, how are we going to compete with the likes of X and Snapchat and Instagram and now TikTok but what what we've realized is that if you embrace it and if you make it part of your core strategy, you no longer have to compete for with it. You are embracing it and becoming a part of it, um, I think ultimately. In the Middle East specifically, you have a population, the majority of it is under the age of 30. Therefore, a very young demographic that lives on the internet. They're digital natives. They want content that they can consume via their screens. They no longer want to watch something on demand or want to watch something that is pre-scheduled for them. You need to cater to them on the platforms that they use in the formats that they are now familiar to. I think we lived in a world 5 years ago where you. Content strategy was a one size fits all, um, where you did not repur you simply repurpose content that you were creating for TV or for social across the board that no longer works um you very much need to create native content for these specific platforms that your audiences want to engage with and you have the immediate analytics to tell you whether that's working or not and I think um as an example of that is the power shift and so we've seen the power shift from the content creators from the distributors. To the consumers and so your example, um, about young people consuming content on a lot of different platforms is now driving all of the strategies that news organizations across the world you know we heard leaders from TikTok up on this stage we heard leaders from Microsoft on this stage talking about how they're adapting their distribution tactics, uh, to address that and I think as content creators, as news organizations, as media organizations we have to make that adjustment or we or we're not gonna survive. And what about the crisis of trust that we're facing as an industry, um, you know, it seems like nobody, everybody has the alternative facts. Everybody's getting their information from they don't even know where they're seeing it on their fees, but they don't know the original source of it, if it's been vetted, if it's been checked, and. You would think that's an opportunity for us as journalists and media orgs and yet mainstream mainstream media is really being challenged about how we produce what we produce and how we know what we know so I'm wondering how you all think about this crisis of trust, what that opportunity is for journalists like us and also um what how we can be better at fixing that. You know, I think well it's both a crisis it's an opportunity and so I think because you're seeing a bunch of different um dynamics converge at once it's why it's been such a challenge. There is just the, the fact that there's so many different news or new sources out there that are not vetted. Some people don't even know you have to vet the source. Some people think, well, uh, it made it to TikTok but it must be real like there or there must be a kernel of truth to it. So there's the, the, the increase of. Of content coming in that's not necessarily sourced there is the concerted effort by some entities to convince the public not to trust us like there that is a business model for some entities in in some places and then there's also just the hard work that we have to do as content creators like news organizations have to continue to ensure that they're the content that they're putting out meets all of that criteria. I think we're seeing it at such a um a pace right now because all of those things are happening at once. My thought there and and this is how I, um, guided my newsrooms was we have to just do the work and it's every single day it's every single story it's every headline, it's every script it's every platform every single time and I think sometimes allowing the distraction of the narrative and the messaging get in the can get in the way of the work that you're doing but when you're consistently delivering again this is a moment in time when you look at the totality of the of the business and the and the the public service. that we've all committed to doing it's not gonna change that work it's not gonna change the need it's not gonna change the mission. You just have to be consistent. I do believe that this is one thing that you cannot compromise. This is one thing that you cannot say let's just simply leverage AI or let's, you know, it's on X, so let's report it. I think newsroom 101 is two sources. Do you have two sources, then yes, confirm it. You can go ahead with that with that piece of news, um, but I also, I also do sense that. A lot of social media users or generally your consumer and your population are now reverting to traditional sources of media to confirm that news, especially with this the widespread of misinformation and especially during um breaking news or or live events um everyone's going back to those mainstream traditional platforms. Uh, but ultimately I think you know what these new technologies and these new tools and social media, what it allows us to do is to become more efficient and quicker, but it doesn't mean that it compromises our editorial integrity and I do feel it's an opportunity for media organizations to reemphasize their important role on informing the wider public on the issues at hand. Yeah, I think so much of it is about continuing to educate about how great journalism happens and that it's not just made up or we're not making up sources. Um, one thing we've started including in our articles is like if we do we have a whole anonymous sourcing policy and we also need to say why we're allowing someone to be anonymous. Also, by the way, that fortune knows the identity of the person because that's not even clear sometimes. It's like if you say an anonymous source, a reader might think it's anonymous to fortune. We're like, no, no, no, we really know who we're talking about. We know and we do a lot of work to verify, which is, by the way, ever hard in the world of deep fakes and and videos can be manufactured and everything, so it's a wild time, um. What do you think about the business model of the future for journalism, and do you think that journalism alone can be a business model or does it need to be propped up by something else? Like if you look at Bloomberg, they are a terminal business that funds great journalism. Um, the New York Times, most people spend time looking about cooking and, and, uh, games, which are great things, but they're not the core, you know, news journalism. So do you need something to subsidize it or can it be, do we think the consumer will come back to paying? I don't think you can separate the business and the journalism part of of the organization, you know, you mentioned New York Times and and while they have a lot of different verticals, you also have the athletic which is profitable and it's a content business. So I think it's less about having something to prop up the journalism and more about finding ways to diversify the monetization of the content whether it's through subscription, whether it's it's through a. Advertising whether it's through a diversity of distribution I think the business model of tomorrow is not gonna be as dependent on any one thing you're gonna have the flexibility to bring new streams of revenue in using your content as your core. The core and in your value proposition is the IP of your brand and your business, and I think again that those who do it well know how to diversify that know how to monetize that. And know how to, I would also say be nimble and keep up with the changing times and follow the consumers where they are, where they're consuming content today and and we've talked about this today, um, it's all changing so quickly maybe a different place um where they're consuming tomorrow and I think those news organizations that can be nimble and finding ways not only to move to the new platforms but to monetize on those new platforms are the ones that will survive. I think what we're doing, especially at SRMG is that and then we're not reinventing the wheel here, but we're creating new sources of revenue, but ultimately the foundation is that content creation process that you have and that's why your audiences or your clients or advertisers are going to continue coming to you, but you do need to evolve and you do need to be nimble and agile enough to allow for a diversification of monetization across your platforms. We cannot again have. That one size fits all model and simply rely on archaic ways or traditional business models, um, we have, you know, at SRMG we've now created an events company that is very much an extension of our brands and why we've done it is that we simply did not want to to enter enter the events business which is highly lucrative and has high profit margins, but we wanted to leverage the strength of our brand equity. Um we have 30+ titles under the umbrella of the group. A lot of these types. Or have um loyal audiences and loyal readers but then why don't we create events such as um this event that we're sitting here right now so that you can turn that monologue into a dialogue, hence creating more opportunities for engagement, hence creating more opportunities for advertisement and subscriptions or simply a diversification of those uh revenue. We've also created FRMG Labs which is our in-house creative arm, allowing us to better cater to our advertisers and our clients. And provide them with that premium storytelling very much uh leveraging are the data that we gather via the number of people that are visiting our platforms and our websites. Therefore, now you're able to curate and tailor more that will result in higher monetization and higher profit margins and I think Rashida will agree with me, you know, it depends on the platform and it depends on the topic and it depends on um the business that you're running. There are ultimately more um. With lifestyle, it's a much higher profit margin than it is for example with news and that's why platforms such as the New York Times would have to go into a new product and that's exactly what we're all adopting. Those who fail to adopt are the ones who are not gonna be able to monetize. So I want to open it up for a question from the audience if there are any, if there are, raise your hand, otherwise I have a pile of more. Any questions? OK, um, good, and I get a hug all the time, um, so when you're looking ahead, what are the biggest trends that you're gonna be leaning into? I think along the way there have been a lot of distractions. Actually one of the things that's benefited Fortune the most is I think, um, we were so slow to digitalize, um, there was not even a website for Fortune until 2014 that we missed the whole run up on the attention economy where. Everything was about clicks and and kind of pulling people in um and not about the quality and so that is fundamentally helped us moving forward to get away from the the the mass scale approach of attention um so missing that trend was great um what are the trends here that you think are just buzz and what are the things that you think you're gonna lean into in the next few years of your media careers? I think we're very much leaning into AI. Um, I truly do believe that it's not just the future, it's currently the present. Um, I must say that when I joined the group of over 4 years ago now, um. SRMG has always been a pioneer and SRMG has always been a market disruptor. Uh, we've always had the first websites, the first, um, female only magazine, the first we've had so many firsts, yet when I joined, I did feel that we were way behind when it came to digital transformation and we've embarked on a, um, very detailed comprehensive digital transformation strategy at the time I think. didn't really understand what that transformation entailed. It's not simply about boosting uh viewership on your website. It's not simply about being more interconnected. It's about creating formats that are done in a digital first to cater to your digital audience, and that's what laid the foundations and the groundwork of the groundwork for where we are today of embracing and adopting AI. However, I do. I mean, I sit in meetings now and we're discussing the next big tool in AI and how we're gonna use this versus that, but that is relevant to us today. It could not be relevant not just a year from now, a week from now, um, but, uh, again embracing technology and digital transformation is something that we're most excited about and I think it's a trend that we need to lead and not be as scared of. I'm watching um I would say the race to next who will be the first major news organization to do something revolutionary with AI? Who will be the first to figure out a new monetization model? Who will be what, what entities will be next to converge their efforts and become a bigger, stronger version of themselves? I think, you know, we're in this, this disruptive period and and we'd like to throw that word around. Disruptive, right, but we're in a period where the business itself will look nothing like this in a few years. It will look nothing like this in a year even. And so one of the things I'm watching and it's been really interesting and I think really helpful to watch it from 30,000 ft is what we're we're all on the precipice of change what happens next? Who goes first and who drives it? Well, thank you ladies so much for your insights. Um, I'm looking forward to figuring out the future of media with you, um, and who better to do it with. So thank you very much.

Oura is more than just a sleep tracker—it’s a cultural phenomenon. In this episode of Leadership Next, Oura CEO Tom Hale joins Diane and Kristin to discuss how the smart ring has become a symbol of well-being, embraced by everyone from high-profile figures like Mark Zuckerberg and Kim Kardashian to everyday users looking to optimize their health. Hale explores Oura’s expansion into activity readiness and women’s health, the importance of accuracy in wearables, and the growing consumer demand for data privacy—especially in the wake of Roe v. Wade being overturned. He also shares compelling stories of how Oura has helped athletes, cancer patients, and even non-drinkers make informed lifestyle choices and develop healthier habits. Plus, hear his take on whether too much health data can be a bad thing—and what Oura is doing to remain a trusted companion in personal health.

Giving Your Body a Voice: Oura’s CEO on the Power of Wearables

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In this episode of Leadership Next, Oura CEO Tom Hale joins Diane and Kristin to discuss how the smart ring has become a symbol of well-being.

Oura is more than just a sleep tracker—it’s a cultural phenomenon. In this episode of Leadership Next, Oura CEO Tom Hale joins Diane and Kristin to discuss how the smart ring has become a symbol of well-being.

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