Business Transformation Requires Transformational Leaders

Leadership and teaming skills are front and center in times of rapid change. Meet today’s constant disruption head on with expert guidance in leadership, business strategy, transformation, and innovation. Whether the disruption du jour is a digitally-driven upending of traditional business models, the pandemic-driven end to business as usual, or the change-driven challenge of staffing that meets your transformation plans—you’ll be prepared with cutting edge techniques and expert knowledge that enable strategic leadership.

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One of the most important knowledge graph (KG) functions is creating linkages across multiple data sets. By providing a visual representation of the underlying connections between data nodes, KGs help leaders advance their understanding of their environment so they can make intelligent business choices.
This Advisor reviews the book Future Ready, which should be in every leader's library because it lays forth the issues and risks of each path forward for successful digital transformation.
Innovative Leadership originates from the idea that we must regularly innovate how we lead as our organizations change in a continually more complex and faster-paced world. As with contin­uous improvement, leaders who follow Innovative Leadership regularly elevate their leadership to meet current and anticipated conditions, challenges, and opportunities. 
This Advisor offers two “mini-starters” to explore the DEI issue in more depth: (1) a critique of leadership programs for Black executives with suggestions for improvement and (2) the threat that “me over we” poses to both DEI programs and the business sector at large.
Incorporating your customers’ reality into your product development processes via rigorous voice of the customer (VoC) solutions can help your company grow with significant and sustainable margins. In this Advisor, we explore various benefits and challenges of VoC solutions.
By its very nature, digital transformation involves a bimodal process during which an organization must launch changes at two levels: tangible and intangible. Both types of processes could lead to a disruptive transformation. But there is a second set of actions that must occur along with the tangible and intangible changes: (1) linear, organized exploitation processes and (2) chaotic, disruptive exploration processes. This second pair of changes has increased potential to impact an organization’s path to meeting its goals. As we explore in this Executive Update, the Bimodal Management™ model offers a lens that organizations can use to examine the processes and outcomes as they work toward digital transformation.
Without question, complexity is a business inhibitor and slows down the wheels of business. But to be fair, not all business complexity is on IT’s shoulders. However, reducing the complexity instantiated by IT can dramatically improve business agility. And with agility, businesses can create the foundation to win in the digital world. In this Advisor, Myles Suer shares some CIO insights on reducing this business complexity.
In a recent issue of Amplify, Torgeir Dingsøyr and his coauthors presented a teamwork effectiveness model aimed at co-located Agile development teams working on a single product. Since the publication of that issue, Dingsøyr has been asked to present the team effectiveness model to a number of organizations. In this Advisor, he addresses a recurring question from those experiences: how does the team effectiveness model adapt to post-pandemic work?