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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The art of risk management is the art of clairvoyance. Risk management is the ability to both foretell the future and to do something about it. Risk management has long been analyzed in the context of business financials, organizational behavior, project breakdowns, and individual perspectives and attitudes. In each instance, it has largely been focused on the risks of a given point in time and a given set of circumstances based solely on today's knowledge.
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Web 2.0 -- Software As Services
Web 2.0 has become kind of a metatag to describe a number of evolving features and capabilities of the protean Internet. One of the most pronounced advancements is the software-as-services trend demonstrated most vividly by Google. What near-term implications does this trend bode for the enterprise?
The US National Oceanic & Atmospheric Administration (NOAA -- www.noaa.gov) released its 2006 hurricane forecast this week.
There is no shortage of reasons for an organization to offshore business processes and services. Often organizations enthused about the perceived cost reductions and efficiencies from offshoring are blinded to the possibility that at least in the near term, offshoring is a bad idea. What reasons could emerge that tell the company this? There are a lot, in fact.
In my previous Advisors in this series (see "The Mythical Business Case -- Part 1: The Limits of Rational Decisions," 8 March 2006 and "The Mythical Business Case -- Part 2," 12 April 2006), I put forward a hypothesis that the growth of uncertainty in modern business changes the rationale of IT investment decisions from a thorough business case analysis to simplifying heuristics such as "flocking
Visioning allows organizations to make statements about the future as they would like to see it. Visioning became popular about 25 years ago and was codified in a technique called "visioning and mastery." It remains a powerful tool for leaders. Two oft-quoted exemplary vision statements are John F.
Every year at this time, I find it hard to concentrate. After the Cutter Summit conference, which usually happens early in May, I have so many ideas spinning around in my head, I have trouble sleeping. Too much of a good thing, I guess. The great thing about the Summit is that after a couple of years, you know that you're going to meet someone you didn't know who has some really good idea, or you find someone you've known for a long time but you haven't talked to for a while has been working on a really cool idea.
The art of risk management is the art of clairvoyance. Risk management is the ability to both foretell the future and to do something about it. Risk management has long been analyzed in the context of business financials, organizational behavior, project breakdowns, and individual perspectives and attitudes. In each instance, it has largely been focused on the risks of a given point in time and a given set of circumstances based solely on today's knowledge.