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
The accompanying Executive Report presents a user experience analysis framework (UXAF) as an all-encompassing view of a user's experience with a business that transcends the "known" areas of usability and usage-centered designs of software systems.
Does this quote from Moore's Crossing the Chasm feel like the agile adoption marketplace today?
When a product reaches this point in the market development, it must be made increasingly easier to adopt in order to continue being successful. If this does not occur, the transition ... may very well stall or never happen.
SORs are the transactional, back-office systems that IT has been building for the last 40 years. They are the things that we typically call our "core" systems, including custom applications, ERP, and other COTS applications. In contrast to the core SORs are the SOEs: Web-based, user-friendly, social network consumer systems that focus on engaging with employees, partners, and customers and creating an environment of collaboration and community.
Big Data is not only knocking at your business executives' doors, it is being pushed in their faces with dire warnings that if they don't adopt it, their business is doomed for failure. Just consider some of these recent headlines meant to get business leaders to start using Big Data sooner rather than later:
"[T]he nation's top intelligence official, James R. Clapper Jr., warned Congress that a major cyber attack on the United States could cripple the country's infrastructure and economy, and suggested that such attacks now pose the most dangerous immediate threat to the United States, even more pressing than an attack by global terrorist networks."
At every turn it seems leaders are being told to embrace Big Data. They are urged to make "data-driven decisions" and to mine their warehouses of all the buried data gold. The problem? This is absolutely the wrong direction to go in. In a past Executive Update, Cutter Fellow Vince Kellen suggested that the problem is that leadership isn't using their data properly.1 But the real problem I see is that we're letting the tail wag the dog.