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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End-to-end strategy realization requires many people to work together seamlessly across five stages; this includes teams centered on strategy, customer experience, architecture, product management portfolio management, program and project planning, business analysis, business process, organizational design, and execution. Business architecture is a relatively new addition to the ecosystem of strategy realization, but has a valuable role in all five stages.
Agility does not come easily; it is more a question of culture and values than a question of using specific methods and tools. Using a self-assessment tool, this Executive Update describes how organizations can measure their agility.
How does a utility company connect better with its customers? Utility companies must consider strategic investments in all available tools — including software dedicated to the purpose — to increase customer engagement in and control of their products and services.
If you are with a conventional company (probably one established before 2010), it’s very likely that you have a command-and-control structure with a board dominated by shareholder representatives and operationalized starting with the CEO. There may be many levels of command, down to section- or unit-level supervisors. This structure is time-tested, beginning with the Pharaohs of Egypt! It has the advantage of clearly delineating authorities, responsibilities, decision-making roles, and accountabilities.
Cutter Consortium is conducting a series of surveys on how organizations are adopting, or planning to adopt, artificial intelligence (AI) technologies. We also seek to identify important issues and other considerations they are encountering or foresee encountering in their efforts. Here in Part V, we look at findings pertaining to the industries and domains where organizations see AI having its most significant impact.
Given the risk/reward tradeoff inherent in disruptive technology adoption, this Advisor aims to identify the motives, pressures, and efforts that influence continued adoption intention and usage of a disruptive technology after the initial adoption stage.
An organization is likely to base its digital disruption upon the markets and geographies in which it already operates, and the existing workforce understands the customers and needs of both the current market and the current geographies. It is therefore essential that leaders utilize their existing resource pool by providing employees with the learning and tailored development to facilitate their transition to the digital era.
In this on-demand webinar, Cutter Consortium Senior Consultant Frank Contrepois shares advice, forged from his experiences with AWS, on how you can avoid wasting money on cloud services by keeping an eye on — and acting upon — three things.