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
Agile methodologies have moved forward considerably since they first appeared in the 1990s, but implementation as standard practice within the enterprise has lagged.
This is the final Executive Report in a four-part series by Dr. Sara Cullen on the outsourcing lifecycle. The series is based on a detailed understanding of the outsourcing experiences of 107 organizations. This report takes you through the last three building blocks focused on transition, management, and the next generation (that is, the next contract). It is during these building blocks that the work done (or not done!) in the earlier part of the lifecycle, discussed in the previous Executive Reports, can hit hard. And even if done well, there are many challenges, as you will see.
This is the final Executive Report in a four-part series by Dr. Sara Cullen on the outsourcing lifecycle. The series is based on a detailed understanding of the outsourcing experiences of 107 organizations. This report takes you through the last three building blocks focused on transition, management, and the next generation (that is, the next contract). It is during these building blocks that the work done (or not done!) in the earlier part of the lifecycle, discussed in the previous Executive Reports, can hit hard. And even if done well, there are many challenges, as you will see.
Domain
Innovation
Assertion 187:Companies have pursued efficiency, economies of scale, and mass markets at the expense of products that excite consumers and promote loyalty. The upside has been declining unit-cost curves, which have allowed products to reach consumers at prices more affordable than ever before. However, the downside has been a series of "me, too" products that fail to inspire.
Outsourcing can be an important asset in the firm's arsenal, but it is no panacea, and it must be proactively managed. This very realization is what motivated our interest in an issue entirely dedicated to the client-vendor relationship in the IT outsourcing context.
A big idea, that collaborative innovation requires us to reconceive our idea of "failure," seems to be taking hold. We're getting it that an iterative process will include segments that don't achieve closure, don't solve the problem, aren't ready for the market. We're getting it that, since we can't foresee an emergent outcome, we have no way of knowing when exactly we'll get there.