Technology Strategy & Implementation Insights
Boost business success via insights on emerging trends in digital transformation and IT strategy; practical frameworks you can apply; and guidance from the world’s experts in leadership, IaaS, investment prioritization, operational excellence, sustainable innovation, change management, enterprise agility, and applying emerging technologies.
In this, the final Advisor in a four-part series, we explore the third lens of organizational behavior — capability: We “have the ability” to do it. We also examine the importance of language and its impact on culture in the digital transformation transformation.
Here, in Part VI, we jump right into where we left off and continue examining industries that AI is expected to disrupt.
In this Advisor, we examine the organizational behavior lens called pathway: We know “how” we need to do it. We also explore the importance of applying Agile to manage day-to-day activities, and transition states to manage the longer term and ensure delivery of the broader transformation objective.
The difference between an organization that survives and thrives following an incident versus one that flounders can be summed up in one word: preparation. In this Executive Update, we outline a multipronged approach for best practice organizations that focuses on continuous process improvement.
In the first Advisor in this series, we explored enablers that we have found to be critical in driving successful digital transformation efforts. We believe these enablers can be unified into a powerful toolkit to facilitate successful transformation when assessed against three specific personas and observed through three distinct lenses. In this Advisor, we introduce these personas and lenses, offering additional insight into the human side of digital transformation.
This article gives us the complete context of what governance means, considering the data lifecycle (create, store, use, etc.) and the cognitive hierarchy of data, information, knowledge, understanding, and wisdom. The authors also look at the elements contained in a formal data model and what these elements tell us about the governance actions that need to be taken when data is accessed, modified, or deleted.
This article describes what good governance means for public sector institutions that are embracing open data initiatives. While these organizations make data accessible to increase government transparency and promote economic empowerment, they face additional responsibilities in terms of data quality, privacy compliance, security, and more.
Michael Atkin depicts the conflicting demands on the CDO, who must cover “operational data management” as well as “data management for analytical insight.” He shows how caring for the quality of the data, understanding its provenance and pedigree, minimizing the transformations, and adding semantic understanding of the data are part of the new responsibilities of the CDO 2.0.