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

In the first two Executive Updates in this series,1 we discussed the importance of using a root question for your metrics and of "staying out of the kitchen." Recall I asked you to think in the abstract rather than going to the data level and to focus on the customer's viewpoint and avoid playing with efficiency measures.

Every year I review a few books for my email Advisors. Usually, I can do this fairly quickly, in a week or two, but the most recent book took much longer. Not just because I have been busy, but because you just can't rush through this material.

For years, the major BI vendors (e.g., IBM-Cognos, Oracle, SAP Business Objects, SAS, and Microstrategy) have offered components that add mobile capabilities to their BI platforms, business performance management, and other analytic products.

Mobile devices have become one of the most important platforms for the distribution and utilization of user-oriented software. Smartphone sales outnumber those of PCs, and application markets represent a primary channel for the dissemination of end-user software products, hosting thousands of apps and reporting millions of downloads per day. Handset terminals have experienced a shift from being simple communication devices to becoming high-end, multipurpose computer equipment.

An agile enterprise is a flexible, robust organization that is capable of rapid response to unexpected challenges, events, and opportunities. Agile enterprises achieve continuous competitive advantage in serving their customers by following strategies that facilitate speed and change.

There is no doubt that business process management (BPM) has made a key contribution to improving performance of business processes via BPM projects, yet the "management" part of BPM has not lived up to its full potential.