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
On the face of it, we all can agree that how a company does its work matters a great deal. The continual interest in reorganization, the business process reengineering explosion of the 1980s, and the now nearly universal acceptance of the business process and organizational structure as fundamental to good performance give proof to this truth.
To help IT executives identify "hidden" areas for cost reduction, Cutter Consortium Fellow Bob Benson's Cost Reduction Roadmap for IT applies time-tested portfolio management principles. This simple roadmap has proven to be an effective framework for IT cost reduction, addressing both project budgets and ongoing IT expense budgets.
Join Cutter Consortium Senior Consultant Bob Benson in an interactive webinar in which he reveals two often-overlooked areas business and IT exec can carefully explore to uncover the less-obvious opportunities for IT cost reduction: the project's capital and expense budget, and the ongoing IT expense budget.
View the Webinar (SWF recording)
NOTE: Viewing the Webinar requires the use of Adobe Flash Player 8 or higher (Adobe Flash Player 9 or higher for Linux and Solaris) (download the player from the Adobe Web site).
Advisor
Chasing Talent Around the Globe
Necessity is not only the mother of invention but apparently the father of invention offshore. A gaping need for domestic technical talent is causing US technology-driven organizations to site product development and R&D functions where there exists an abundance of engineers.1 Not surprisingly, this flavor of strategic sourcing has little to do with offshoring's historical allure -- saving money.
How many times have you left your office at the end of the day reflecting, "I spent the entire day in meetings"? And then wondered to yourself, "When do I find time to get some work done?" You also possibly didn't remember to think, "I wonder what's happening elsewhere in the organization." Does this scenario sound familiar?