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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Everyone loves to negotiate from a position of power. It is satisfying, easy, and fun to play the game when you hold all the aces in your hand. It is much more challenging to try and negotiate effectively when you have a disadvantage in power, when the other party is bigger, better funded, and more experienced or has access to information that you cannot obtain. In such circumstances, it is easy to be intimidated by your relative lack of power and give up on trying to meet your objectives in the negotiation, effectively surrendering the little power you still have to the other side. This Executive Report begins by looking at how power perceptions can affect the outcome. The report then details the factors that affect your actual negotiating power position. It concludes by presenting six principles you can use to exert more influence on the matter and meet your interests more effectively.
Everyone loves to negotiate from a position of power. It is satisfying, easy, and fun to play the game when you hold all the aces in your hand. It is much more challenging to try and negotiate effectively when you have a disadvantage in power, when the other party is bigger, better funded, and more experienced or has access to information that you cannot obtain. In such circumstances, it is easy to be intimidated by your relative lack of power and give up on trying to meet your objectives in the negotiation, effectively surrendering the little power you still have to the other side. The accompanying Executive Report begins by looking at how power perceptions can affect the outcome. The report then details the factors that affect your actual negotiating power position. It concludes by presenting six principles you can use to exert more influence on the matter and meet your interests more effectively.
Cutter Consortium offers Executive Education days — singly or in a series — designed to move your entire team up the Digital Transformation learning curve.
Are there opportunities you’re missing to mine your organization’s data, to create value from the real-time flow of big data? Can you achieve improved customer experience through increased, data-based experimentation?
What you need to drive your digital transformation is a realistic stakeholders’ consensus about the purpose, expected results (for your customers and your organization), and a roadmap of actions to deliver those results. Such a consensus requires you to create a shared understanding about the nature of the digital business economic environment.
Research and discovery are big application areas for applying cognitive techniques, including for financial market analysis, marketing, and product development. Several versions of IBM’s Watson technology, in the form of focused applications, are now being utilized by banking and financial companies in these roles. In addition, commercial cognitive solutions such as Kenshoo, targeted specifically at supporting financial market research, are also available.
The transformation to an Agile culture starts with an understanding of what we mean by culture.
Robert Ogilvie takes a broader look at some of the themes already developed and considers the likely role of cognitive computing in the near future. He suggests that automation has gone through three phases: a robotic phase, in which computers performed rote tasks; a social phase, in which computers have facilitated communication and collaboration; and a cognitive phase, in which computers are learning to use knowledge to solve intellectual problems. He alludes that most of the new cognitive systems will interact with and aid human performers. Rather than replace human managers, Ogilvie implies, cognitive computing applications will make existing managers more knowledgeable and better able to respond to a broader range of challenges. He goes on to offer an inspiring vision of cognitive computing applications that help individuals and teams focus their attention on the challenging problems that are really worthy of consideration.