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.
Subscribe to Arthur D. Little's Culture & Leadership Newsletter
Insight
In many organizations, IT has become crucial in the support, sustainability, and growth of the business.
In these demanding economic times, IT governance is no longer just desirable conduct but an essential tool at senior management's disposal to extract optimum business value from IT. Yet while IT governance may have risen on the corporate agenda, companies are still struggling with its "form and substance." How should companies approach IT governance, and where is the appropriate entry point?
Abstract
In this Executive Report by Robert K. Wysocki, we examine the project overview statement (POS) -- the first document you create as part of the process for getting approval of a new proposed project.
The shift in power from the CIO/CTO to the CFO for technology project justification is a fact of life that all of us in the technology industry are familiar with. We no longer have to sell the techies on the value of new IT projects, we have to sell to the financial part of the organization: the business.
Agility is not reaching far enough into organizations. Too many agile development initiatives fall far short of their potential. Too many organizations have a few successful agile projects, but fail to sustain agility. Success on a few, or even more than a few, projects doesn't translate to wider acceptance of agile principles and practices in the organization.