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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With announcements on two regulations, one addressing the certification of unmanned aircraft and the other the certification of carriers using drones for delivery, the FAA revealed the regulatory framework that accommodates commercial package delivery by drones.
In her on-demand webinar, “Innovation Models Across Industries: A Linear or Complex Path?” Cutter Consortium Senior Consultant Katia Passerini considers innovation across many of the key sectors that are being — or will be — disrupted by technology. In this Advisor, we share some of the questions addressed in the Q&A portion of the webinar.
Finding systemic solutions to emotional regulation and social problem solving should significantly improve project performance. This Advisor offers some ideas for project leaders to help solve problems linked to social and emotional cognition.
To effectively manage this “digital shift,” enterprises must not only consider how business processes need to evolve, but also how the people within the enterprise can become its advocates. More so even than technology, it is the human factor that ultimately determines the success or failure of such a project. This issue of Cutter Business Technology Journal (CBTJ) examines the challenges that arise, along with the opportunities presented by the digital shift from a variety of viewpoints, with a particular focus on the human factor.
As we explore the idea of “making a digital shift,” we must focus primarily on the front end of the process: the hard thinking required at the C-level. We also need to tackle the reasons it must be at that level. Next, it’s important to examine the ways to keep up the momentum and stay on track in managerial, not technical, terms.
More and more, companies are looking to Agile technology teams for a model of behavior for the rest of the business. Agile teams work more holistically toward outcomes, make more strategic tradeoffs, are more transparent and responsive, and so on. If your team doesn't make software but you want to be more Agile, what can you do?
In this Advisor, Stijn Viaene has distilled five conditions for digital transformation success at the highest level that have emerged from his research.
With the onset of a myriad of new technologies, such as 5G, network functional virtualization (NFV), and the Internet of Things (IoT), executives are increasingly realizing that transformation of their technology organizations is imminent. As we explore in this Advisor, the CTO office — the center of technology transformation — needs to rethink its strategic roadmap and operating model.