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.
Recently Published
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.
The authors articulate concrete ways in which we can shift our perspectives and act to “agilify” our organizations.
In this Advisor, we present a sample of core thinking — a set of practices needed to build a Lean/Agile organization — grouped under three different categories: (1) foundational thinking, (2) designing, and (3) redesigning.
With the arrival of private blockchain platforms that integrate nonfunctional requirements arising from typical market conditions (i.e., privacy, confidentiality, controlled access), the barriers to creation of a digital economy become less significant and easier to overcome.
The Internet offered wide access, and the smartphone offered direct and personalized access to the insurance customer. What can AI offer?