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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Unleashing the numerous benefits of customer excellence and achieving tangible improvements require an end-to-end, eight-step approach that addresses multiple dimensions across the customer journey.
In this edition of The Cutter Edge, you'll explore three practices to improve employee engagement, strategies for post-pandemic auto industry recovery, and more.
When the world changes overnight, the problem of focusing on short-term struggles at the expense of long-term strategy becomes even more profound. Cutter Consortium can help you reset your strategic and planning process for a post-COVID world.
Here in Part XII, the final installment of this Update series, we describe three perspectives on project management to discuss its future directions and especially the future for SPM.
In this Advisor, I provide an update on the various types of IT solutions that are currently available for monitoring and enforcing social distancing practices in the workplace, and for helping companies conduct automated contact tracing of employees. These tools provide social distancing and contact tracing for companies seeking to reopen for business post quarantine for COVID-19.
There are two data challenges during the COVID-19 pandemic: (1) collecting the data and (2) building models using the data. In this Executive Update, we discuss the existing approaches and techniques employed to address these challenges.
To remain successful and to disrupt instead of being disrupted, best-in-class B2B organizations are recognizing the increasing importance of “the customer experience” to maximize value. Consequently, they have initiated profound transformations to develop customer preference and maximize margins.
A critical factor for the past failure of many Agile initiatives is that leaders are disengaged from their strategies. They’re not taking responsibility for the deep learning, mindset shift, personal role shift, and cultural shifts required of them in a transformation of this magnitude. The failure is not specifically about Agile. Indeed, any significant change initiative needs this sort of leadership engagement, where the leaders must go first in leading, or showing the way.