Business Transformation Requires Transformational Leaders

As I explore in this Advisor, I believe we are going to witness a major migration to a new spectrum of ecosystem-centric businesses that are not customer first, company first, or employee first, but are instead ecosystem first, which is a new thing altogether.

Agile transformation often starts as a grassroots experiment of “doers” but cannot deliver the most valu­able results — increased business agility — without involving company management to face some bold deci­sions. We invite you to view the “Rubicon decisions” described in this Executive Update as generic milestones on an Agile transformation roadmap.

The need for efficiency in business is more imperative now than ever; we need to do more with less money, less time, and fewer resources. Yet business must also meet the needs of increasingly demanding customers who now expect 24/7 service. In this environment, businesses must consider automating tasks not only to meet increasing demands but to free up human staff to take on more strategically valuable and fulfilling tasks. Robotic process automation (RPA) can thus take on the repetitive, “non-value-adding,” laborious tasks by manipulating data and triggering actions with other software systems. In this Advisor, we explore how RPA is benefiting a number of verticals.

In this on-demand webinar, you’ll hear a case study on one organization’s successful journey to become ambidextrous. You’ll discover 6 major design dimensions (that break down into 72 specific capabilities) that make it possible to derive clear, actionable steps to improve the organization. You’ll learn why mastering the balance between the opposing imperatives of speed/creativity and scale/productivity systems is what makes ambidextrous organizations truly stand out.

Successful companies have achieved outstanding performance by incorporating Lean management at the center of their corporate transformations. At the same time, the potential of digital technologies to transform performance has become widely recognized. However, bringing together Lean and digital tends to bring about two conflicting scenarios: companies that realize a radical performance increase of up to 50% or more, or companies that become stuck in situations in which initiatives happen in silos, efforts lack coordination, and success is never achieved. This Executive Update offers guidance on trans­forming companies to digital Lean by developing their Lean capabilities and embedding technological building blocks into their value streams.

Here in Part XII of this ongoing series on artificial intelligence (AI) in the enterprise, we examine findings pertaining to the use cases that organizations in our study viewed as most viable for applying AI.

In this Advisor, the author recommends, based on his personal experience, five key design topics to consider in rolling out scalable robotic process automation solutions. Above all, business stakeholders will expect attention to detail when it comes to robots that operate with live financial, customer, employee, and other corporate data.

In today’s business world, there have been significant changes in two basic dimensions in which companies operate: (1) there is an unparalleled requirement to consider potential extensions to the scope of the business (space); and (2) there is a huge acceleration in the required pace of the business (time). This Advisor explores the forces behind space extension and time acceleration.