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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In this Advisor, I discuss how we addressed, in building our own private cloud, the security concerns that companies considering a migration to the cloud often face.
Connecting business expectations and value generation through enterprise scenarios envisioned by these storyboards can carry several benefits that help narrow the gap between Agile teams and business users by ensuring a mutual understanding of the business and technical vision.
Succeeding as a digital business requires organizations to fundamentally transform their operating model in order to infuse the required level of flexibility and data-driven responsiveness at every level of the enterprise. Establishing an operating model geared for competing in a digital economy involves three key capability areas, as discussed in this Advisor.
It is hardly necessary to explain or justify that security is a concern when we think of applying Internet of Things (IoT) technology to industrial applications, but it is useful to consider how it differs in this context from the consumer domain.
Business process change and cognitive computing do not necessarily overlap, but in business environments, they often do. Put simply, we will increasingly use cognitive computing techniques to improve business processes.
The key to Agile management is that the organization and analytics that implement the interlocking sense-and-respond loops up and down the organization enable overall organization agility.
How do you compute the valuation of something that has no clear definition? There are a couple of ways to respond: accept that it is good enough to have a very general value proposition for activities that somewhat fit under an “architecture” umbrella, or delineate specific architecture strategies and initiatives whose value can be measured in a manner similar to other investments that enterprises are used to.
Roboethics owes its existence as a new discipline to robots and algorithms, but these are not themselves the real ethical threat. Rather, the threat comes from robotic and algorithmic approaches to situations where the human edge is critical to ensuring results that are fair and beneficial to individuals and society at large. Computers may or may not be involved; it’s the approach that matters. Addressing the threats needs to happen at multiple levels.