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
It has become increasingly evident that companies that fail to establish adequate innovation processes are likely to suffer in the current recession. As economic conditions bite deeper into revenues from existing products, new products will not be available to replace them, and ultimately, the company will fall behind the competition.
Outsourcing is no longer a novel or innovative strategy. It has evolved into just another choice a manager can make as he or she thinks about how to do more and better with less. As the industry has matured, its actors have gotten better at defining sourcing strategies, crafting deals, surviving transitions, and putting in place the capabilities to manage complex, multiyear relationships. Yet in survey after survey, we can still see significant levels of dissatisfaction, in particular with regard to the value realized after the initial cost savings:
After a number of years of near-total dominance of the Internet search space by Google, there suddenly are a number of major new announcements. Microsoft, for example, has just introduced its new search engine called Bing, which is intended to be a more "semantic" search with greater focus on presenting the results to make them more relevant and useful to the user.
So long to the gorilla dust at GM. That’s what billionaire entrepreneur founder of EDS and ex-General Motors executive Ross Perot called the annual optimistic projections of GM executives during the 1980s, as it continued to lose market share. “When gorillas fight, they throw dust in the air to distract one another,” Perot said.
Over the past few months, we have talked with IT leadership in large and small companies. The discussion focused on how well IT is performing for their company. Following are the main points common to all the companies with which we've been involved lately:
I met with several CIOs recently and discussed their approaches to cost containment. In the discussion, one made the interesting point that cost containment is merely the current crisis. CIOs have regularly faced others: innovation (last year), alignment (the year before), demonstrated value of IT (the year before that), and so forth. And, he assured us, we'll certainly have new crises next year.
So long to the gorilla dust at GM. That's what billionaire entrepreneur founder of EDS and ex-General Motors executive Ross Perot called the annual optimistic projections of GM executives during the 1980s, as it continued to lose market share. "When gorillas fight, they throw dust in the air to distract one another," Perot said.