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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Once dismissed as a vacuous Silicon Valley buzzword, Web 2.0 is gradually becoming recognized as an important collection of technologies, business strategies, and social trends. In our next issue, we will discuss the technologies and concepts that underlie Web 2.0 — and what they mean for the enterprise.
Once dismissed as a vacuous Silicon Valley buzzword, Web 2.0 is gradually becoming recognized as an important collection of technologies, business strategies, and social trends. In our next issue, we will discuss the technologies and concepts that underlie Web 2.0 — and what they mean for the enterprise.
Once dismissed as a vacuous Silicon Valley buzzword, Web 2.0 is gradually becoming recognized as an important collection of technologies, business strategies, and social trends. In our next issue, we will discuss the technologies and concepts that underlie Web 2.0 — and what they mean for the enterprise.
Business process management (BPM) is a category of software application sweating from the heat generated by the spotlight of attention. No surprise when you consider the importance of managing, refining, and reengineering the very business processes that multimillion-dollar enterprise software automates. As BPM software evolves, the best of this class of application is likely to blossom into multiple points of functionality. Stay focused on the following functional modules as the bare minimum needed to constitute BPM software that offers any real value:
As I wrote several weeks ago (see "Losing Your Reputation," 27 July 2006), Airbus announced a second major delay in its delivery of the Airbus A380 super jumbo. This past week, Airbus announced yet another delay, which, to say the least, hasn't pleased its customers. Instead of delivering 25 Airbus A380s in 2007, Airbus may be lucky to deliver just 4.
"Time after time" goes the song by Cyndi Lauper. Scheduled time has been a pervasive theme in software development projects and, in fact, for all projects. But what time are we really talking about? What defines late? Is time the most important control measure? This Advisor will explore three distinctly different "time" perspectives: planned versus actual, elapsed, and schedule performance. Each of these places a different perspective on "time." So our song might be "time after time after time."
When you came to work today, did you encounter a big surprise? A reall-lly BIG surprise with a major program initiative? If not today, did it happen yesterday, or last week, or last month? Is it one that may cost significant time, effort, and money to resolve? Anyone who has worked on major IT programs for any length of time in their career has experienced, or will encounter, that inevitable day when their best-laid plans have gone awry!
This is the first in what will be a series of Advisors on elements of working together that we can think about systematically and productively. I'm indebted to other members of the new Cutter Innovation Practice: Rob Austin, Shannon O'Donnell, and Erin Sullivan for all sorts of help.