Digital Strategy, Operating Models & Technology Implementation Insight

Expert guidance in business technology strategy, leadership, and implementation in response to digitally-driven disruption of traditional business models. From emerging new operating models to strategies that put data at the heart of your business; overcoming cultural hurdles to what makes a digital leader; achieving enterprise agility to creating a culture that supports continuous experimentation — you’ll be on the cutting edge of the factors that are critical to successful digital transformation.

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In this Executive Update, we put a spotlight on the energy industry and offer a view of the challenges energy retailers face. We also examine various strategic moves companies should consider to reinvent themselves and stay relevant.
This on-demand webinar offers digital strategies and technologies that support oil & gas industry transformations, identifies possible scenarios for the industry in the post-COVID-19 world, and offer insight into two key areas companies need to focus on for the best chance to weather the COVID-19 storm.
In this Advisor, I adapt the term “directional selection” to a business use to indicate the natural shift an organization goes through when one way of achieving a business goal has a better economic outcome, or directional selection, than any other alternative. Indeed, directional selection in complex, large organizations is the force behind the many changes required to increase an organization’s fitness. 
A digital company uses digitalization to increase its value. Achieving this requires a holistic approach, which covers the business model, processes and organization, digital enablers (e.g., data and technology), and employee skills and company culture. Finding out which initiatives add value and contribute to company goals is key to finding the digital equilibrium.
The “new normal” for the automotive industry will look very different from that of the last decade. Players — manufacturers, dealers, distributors, OEMs, and the full supply chain — will need to make bold decisions right now to be ready. In this webinar on demand, Andreas Schlosser, Alan Martinovich, and Philipp Seidel divulge the actions carmakers should take now to set themselves up for the new normal and win in the post-corona era.
Cutter Consortium Senior Consultant and frequent contributor Paul Clermont uses his well-known “straight talking” style to paint a clear picture of the “broad scope of threats” we are facing. He uses anthropological analogies to explain the “circles of trust” we use in deciding what to believe. Clermont doesn’t shy from the potential conflicts among information transparency, privacy, and intellectual property. He then looks at the proper role of governments in creating the frameworks and standards that can help improve trustworthiness.
Philippe Flichy tells us that there are three complementary facets we need to consider when it comes to trustworthiness, particu­larly in an industrial environment: trusting the data, a challenge made more difficult by the emergence of IoT, digital transformation, and cyberattacks; trusting the tools, for example, the machine learning algorithms whose innards are, almost by design, largely inscrutable; and trusting the people, given the pandemic-era new work practices.
Robert A. Martin addresses the complete ecosystem involved in the procurement of products and services. What does it mean to trust that what you buy, and the organizations that sell to you, meet all the conditions required to merit your trust? Martin describes the elements of a system of trust for supply chain security that is currently under development and is based on collecting information from a wide community of procurement departments and standards organizations.