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
Many CIOs and CTOs have no idea how the business units see “participatory governance” or “digital transformation.” Exhausted from the climb, or distracted by the demands of IT-as-usual, they have no energy left for personal or professional transformations. This Executive Update is not for business-as-usual CIOs and CTOs. It is for real technology chiefs who want to participate in — and lead — digital transformation.
There is a new line separating human beings from each other and it is a great technocratic divide. Calling the reaction against this technocratic invasion a Luddite one doesn’t capture the significance of this scientific tsunami. All roads to the future lead through a forest of computing and scientific complexity. There are fewer mentally easy routes to economic prosperity. How the next generation sorts out their place in the 21st-century economy will be quite different than in the 20th-century economy.
In this issue of Cutter Edge: Technology predictions 2016 | Remembering Ed Yourdon | Webinar: Recharging Teams
Disruptive innovation, a well-known business concept defined by Clayton Christensen, is changing. When he first defined this concept back in 1997, digital technologies already existed, but they were just beginning to make their impact on strategy and the process of disruption.
When a company adopts new ways of working and embeds them throughout the organization, it is imperative that all new employees, in addition to having the skills necessary to do the work, are also either already practicing the company's ways of working or are very willing to embrace them. Without this, the company runs the risk of diluting its Agile "gene pool." All change initiatives are fragile, and introducing additional critical or dissenting opinions can upset the balance and be detrimental to the change effort.
In the difficult global competition today and ahead of us, finding solace in victimhood serves no one. As in the past and in the future, events will be dictated by teams of people believing all things are possible. Setting big goals, establishing metrics, and monitoring performance become important, but the most important metric will be counting the myriad of small successes found in daily challenges and the continual pursuit of even more complex ones. Is your organization so brave as to measure something this mundane?
What’s a CEO, CIO, CTO, CFO, or business unit president to do? Especially when they go to an investor conference and they’re asked to explain “the game-changing technology plan”? Cutter Fellow Steve Andriole poses three questions that all C-suite residents must answer without hesitation.
Today we face a new forthcoming step change in our ability to manage information and the physical environment around us through information technology. The technology most likely to trigger and sustain such a discrete change, capable of breaking the barriers of timeand space (which are starting to limit us to further progress), is quantum computing. This paradigm is based on perhaps the most powerful discovery of all time for our understanding of the universe: quantum physics. Well beyond science fiction, quantum computers are just now becoming something the major players in the IT and aerospace worlds are seriously exploring, as they aim to become the innovators and leaders of the “IT quantum leap.”