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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Though innovation and disruptive technologies are mentioned as key themes for most organizations, many times the focus seems to divert to incremental improvements rather than preparing for major breakthroughs that could disrupt and add value to the market, economy, customers, and industry.
In this on-demand webinar, Cutter Senior Consultant Bhuvan Unhelkar goes in depth on why innovators in such a dynamic business space need to be extremely flexible and agile and why understanding the business value of innovations requires imagination and a capacity to map those innovations to existing business opportunities and challenges. He also reveals how big data, the Internet of Things (IoT) and the Cloud necessitate agility and imagination in order to demonstrate the value of an innovation.
This Executive Update highlights several areas where European initiatives are helping to guide, bolster, and reinforce the structure of the cloud market toward one that encourages healthy competition. These are specialist frameworks and services that address very specific market requirements and remove friction in the adoption of cloud services.
In this Advisor, we present the approach taken to set a roadmap for the journey of the Hellenic Telecommunications Organization (OTE), the incumbent telecom operator in Greece, toward digital transformation.
In this on-demand webinar, Cutter Consortium Fellow, Steve Andriole, focuses on how to make digital transformation projects successful by assessing the methods, skills and support at your disposal.
Customer journeys, value chains, value streams, and business processes are four organizational views that tend to bring about questions and confusion. On the surface, each of these artifacts may appear to have some similar elements, such as the business vocabulary they use or the fact that they represent some concept of “flow.” However, as this Executive Update clarifies, all four views differ in both intention and representation and thus should be clearly differentiated from each other.
Today’s leaders are racing to reconfigure their organizations to be more adaptive and competitive. However, when looking for guidance on how to do that, they will discover two competing schools of thought in the Agile community: “First fix the culture” and “First fix the org structure.” In reality, this debate between a culture-first or structure-first strategy is misguided. Leaders need to encourage a conversation that incorporates both perspectives. Through this two-sided conversation, they can guide an organizational transition that is both meaningful and sustainable.
In this Advisor, we report on research carried out at the State Street/University College Cork Advanced Technology Centre in Cork, Ireland. The challenge we address in our work is how to leverage and nurture the diversity of the crowd while still ensuring the crowd behaves in a safe, responsible, and informed manner.