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
Innovation has never been more important to business survival. The ever-quickening pulse of business shortens the time in which a new product or process can be of value and increases the number of new ideas that must be in the pipeline. At the same time, continued focusing on core competency has reduced the diversity of internal resources, and limited funding has resulted in a need for greater efficiency.
Executive Update
Enterprise Risk Management: IT Temple or Tomb?
I am a futurist. My job is to identify what's changing and what isn't changing, how fast it's changing, the interactions betwixt and between (or cumulative impact of multiple change elements), and what C-suite executives can do to benefit from change. I forecast that enterprise risk management (ERM) will be the defining element of enterprise success for the second decade of the third millennium. For the past nine months, I have been intensely examining the possible future trajectory of the practice and practitioners of ERM.
We often encounter CIOs and other senior IT executives who seem to be unable to answer simple questions about the IT activity for which they're responsible. They simply don't have the data.
The three hardest questions seem to be:
1. Exactly on what -- and where -- are we spending our company's IT resources?
There's been a lot of talk about the need for organizations to enable their employees to access, view, and interact with corporate data using mobile devices such as smartphones (iPhones, BlackBerrys, Android-based, etc.) and tablet devices (iPad, PlayBook, etc.) via reports, interactive dashboards, data visualization, ad hoc reporting, and other BI functionality.
Domain
IT strategy
Assertion 194The impact of consumer-oriented devices (tablets, smartphones, etc.) will increase dramatically, necessitating IT departments to update and expand their architectures and standards. Those that embrace these technologies will enable knowledge worker creativity and innovation. Those that do not will spend increasing amounts of nonproductive time in a vain attempt to police and control the uncontrollable.
Abstract
The success or failure of negotiations often depends on your ability to negotiate in the presence of strong emotions. You need to develop an awareness of what you are feeling during the negotiation and be able to respond productively to those emotions.