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.
Subscribe to Arthur D. Little's Culture & Leadership Newsletter
Insight
This Executive Update is the second in a two-part series containing excerpts from a panel discussion on business-IT alignment (see Executive Update, July 1999, No. 2).
DÉJÁ VU ALL OVER AGAIN? A NAYSAYER LOOKS AT THE POST-2000 YEAR 2000 CRISES by Robert L. Glass
Here it is, August of 1999.
Executive Update
Customer Service Management: Continuous Improvement
This is the final Executive Update in a three-part series on customer service management (CSM). In previous updates (April 1999, No. 2 and June 1999, No. 1), we discussed how customers were not recognizing "best efforts" support as satisfactory in terms of quality and cost.
LONG-TERM LESSONS WE CAN LEARN FROM YEAR 2000 by Roleigh Martin
Assume Year 2000 turns out badly. I am convinced it will, at least for some countries. For those affected places, I can see the following lessons being well received:
MANAGING DISTRIBUTED PROJECT TEAMS by Jim Highsmith
"We've tried numerous virtual-team projects over the past several years," lamented a Fortune 100 company IT project manager at a recent conference workshop. "They all failed."
THE IMPACT OF YEAR 2000 ON CERTIFICATION by Ed Yourdon
Certification has been a topic of serious discussion and debate for well over a decade in the software development field.
In a few short months, we will make the much-heralded entry into the 21st century. This century transition will be like no other, due to the famed Year 2000 problem. Whether or not some of the more dire Year 2000 predictions come to pass, we can be certain that the post-Year 2000 landscape for the average chief information officer (CIO) will markedly change.
A SECTOR-BY-SECTOR METRICS ANALYSIS OF IT SPENDING AND BUSINESS PERFORMANCE by Paul Harmon
With data collected on IT finances and business performance from more than 800 US companies under study since 1995, it is now time to close the books on a year characterized