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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Insight
CUTTER BENCHMARK REVIEW VOL. 13, NO. 4
CUTTER BENCHMARK REVIEW VOL. 13, NO. 4
Welcome to the eighth annual IT budget issue of Cutter Benchmark Review. In each installment, CBR gathers and analyzes fresh data to understand both the state of IT budgeting in the current year and the emerging trends that can be seen by looking at the changes taking place (or not taking place) between years.
Advisor
A Culture of Resilience
Our research, which we describe here and in greater detail in a recent Executive Report (see "A Culture of Resilience: Preparing for the Unexpected"), shows how several "high-performing" organizations employ what we call a "culture of organizational resilience" in order to help manage risk and uncertainty. We evaluated organizations that already had comprehensive risk management systems in place, ranging from tools and techniques to forecast risks to business continuity and crisis-management planning.
In adhering to the principle of triangulation, I have found that the three basic viewpoints for service or product health are: (1) the external subjective (customer satisfaction), (2) the external objective (usage), and (3) the internal objective (delivery). In this Executive Update, I explore these viewpoints, which cover three critical perspectives when looking at the health of a service or product.