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

SURVEY DEMOGRAPHICS

This survey investigated the perceptions of respondents about themselves and others as managers and IT professionals. Nine percent of the 87 respondents work for organizations with more than 50,000 employees, 21% for organizations with between 5,000 and 50,000 employees, 30% for organizations with between 500 and 5,000 employees, 23% for organizations with between 50 and 500 employees, and the remaining respondents for organizations with 50 or fewer employees.

Research & Analysis

Use Cutter's business technology, security, sourcing, enterprise risk, governance, innovation, and trends expertise in your organization, and gain tools that enable you to make better short-and long-term decisions.

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Abstract

The project management landscape can be defined based on two variables: goal clarity and solution clarity. Allowing these variables to take on two values (clear or not clear) generates five project management lifecycle models: linear, incremental, iterative, adaptive, and extreme.

To give you a clear understanding of our journey through the contemporary world of project management, we can make a strong parallel with the idea of being a cook or a chef. You can learn to be a cook and be able to routinely follow the recipes of others, or you can learn to be a chef and be able to create recipes for cooks to follow.

Domain

IT strategy

Assertion 176:

Incessantly focusing on cheaper and faster has not made systems or organizations better. This strategy is leaving IT in a precarious position without an adequate infrastructure to address today's complex challenges.

The best way to minimize risk is to nip conflict in the bud and to turn it to an organization's advantage.

Google's recent release of its Chrome browser has reintroduced in the media the question, "When will the browser drive the operating system into irrelevancy?" 1 The pundits who have resuscitated the debate obviously aren't friends with many IT managers, who know better. Silly questions are often useful, however, because they provoke sensible questions, such as "What does the Chrome browser release remind us about the potential direction of enterprise computing?"