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
Many tools have emerged in the last few years to facilitate the exchange of knowledge among people from different organizations (or different divisions of the same organization). These tools enable the "socialization of knowledge." In a previous Update I focused on the needs, the people, and the processes. Here, I examine the range of advanced technology solutions in this area and propose a framework to understand and compare the capabilities needed by an organization as well as various products on the market.
Advisor
Getting Cozy With Your Customers
Facebook, Twitter, and LinkedIn are not just social networks or simple services for sending short messages, but rather complex platforms for multiuse of the Internet and creation of innovative models of business development. Social media has already become good business for its creators; it now offers big opportunities for companies and businesses to attract customers and increase profits. Amid the evolution of business technologies and practices, maximum closeness to the customer should be considered one of the recipes for business success.
CUTTER IT JOURNAL VOL. 24, NO. 8
Advisor
Finding Our Balance
On 17 July 2011, the Boston Globe reported on the predicament of a driver seemingly "caught in a dragnet."1 John Gass's Massachusetts driver's license had been revoked; "An antiterrorism computerized facial recognition system that scans a database of millions of state driver's license images had picked his as a possible fraud ...
Deciding what, and what not, to outsource puts firms at risk of becoming less innovative by outsourcing activities that should not have been. This is one of the seven deadly sins of outsourcing.1
Firms need to be able to quickly anticipate and exploit opportunities that arise in the market, while at the same time resisting the urge to put all their eggs in the same basket. This is a frustrating issue -- one that can possibly be illustrated best by Nokia's example.