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.
The way we do business is transforming. It’s being pushed and pulled by many factors, most notably by a younger workforce demanding new interfaces and services necessary to perform jobs their way. At the heart of every digital transformation project is an immutable pain wrapped in competing motivations: doing more, doing it faster, and avoiding missed opportunities. How can we reconcile these motivations in our day-to-day business? When we discuss the concept of “a culture transformed,” we can draw many parallels against the way a society votes and spends, but that’s out of scope. What is not out of reach is your influence over your teams and whether you can embrace the change that is upon us all. It’s up to you to set the tone of the conversation within the organization: robots aren’t here to steal our livelihoods; they’re here to make us more productive and lighten the load, right?
In this Advisor, we explore the benefits of a promising breakthrough growth model that we have successfully applied in both B2C and B2B businesses. This model delivers major benefits in terms of speed, cost, and likelihood of success. It involves radical collaboration across the innovation ecosystem and covers the entire innovation process from idea to commercialization, including the strategic, commercial, operational, and technical aspects. We call this the Breakthrough Incubator (BI) model. The BI model enables accelerated creation of a new business proposition with new products/services externally — before transitioning it back into the parent organization, thereby overcoming many of the prototype scale-up barriers. In essence, this is the “build, operate, transfer” philosophy applied specifically to innovation and product development.
In this on-demand webinar, Cutter Consortium Fellow and Ivey Business School Professor Robert D. Austin lays out the new digital business strategy map. He talks about new rules and new realities that you need to know to proof your business against disruption in a “hub" or “platform" economy. Rob’s objective is to help you down a path toward equipping all your managers for survival in a digitally transformed world.
Given the heightened cybersecurity environment, what should you provide in response to a board request for assurance that the company is performing its fiduciary duty? What information should you provide to assure the board that it is appropriately protecting the company? This Executive Update proposes a five-section standard presentation template for the board.
The grocery retail industry thus far has been resistant to disruption, unlike other retail categories. Not much has changed in the way we interact with grocery purchases over the last few decades: we head to our neighborhood supermarket, pull out a shopping cart, pick out the week’s requirements, pay the cashier, and head home. Of course, we may pick up more organic products, and instead of transacting in cash we may use Apple Pay, but not counting luxury services, the shopping experience hasn’t fundamentally changed for the masses. There hasn’t been much need for retailers to innovate. Everyone needs groceries, and today’s grocers are able to meet those demands, with or without innovation. Developing countries with high-density pockets of human population, however, tell a different story.
This Executive Update provides an overview of capability assessments and examines their use. It also provides some key tips to anchor the assessments in practicality so that you can begin using them within your organization.
Pat O’Sullivan starts from the premise that the principles of standardization and conformity that were developed for the data warehouse are equally applicable to a digital business to deliver a consistent view of information to many lines of business. He explores the characteristics of a system of common metadata that can define the links between an existing data warehouse and an emerging digital business, describing the components and characteristics of this new metadata layer and how it is essential to fueling the growth of the AI capabilities of a digital business.
Michael Müller believes that managing change is essential for a digital business initiative. This position emerges from his experience with BI projects where “Babylonian confusion” reigns, as business and IT lack a common vocabulary and an ability to communicate clearly about data needs and structures. Müller posits that digital business shares these same characteristics, but at a much larger scale because of the nature of big data.