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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In his prelude to the Digital Technology &Innovation Bootcamp, Cutter Consortium Senior Consultant Don MacIntyre presented how you and other leaders in your organization can leverage agile practices to drive value in your businesses.
Cutter’s Digital Transformation Bootcamp is designed to get a team thinking analytically and strategically about how its industry is changing. The Bootcamp immerses an executive team in the challenges and opportunities digital transformation presents so that they can walk away with new ideas and strategies that have been vetted by other smart business leaders.
As we explore in this Executive Report, it is imperative to stay ahead of the competition by building the capabilities and strategic flexibility to disrupt oneself and the market by adopting the emerging and disruptive technologies most relevant to your current and future business models as quickly as possible — the idea being to try soon, fail fast to learn fast rather than wait to be disrupted.
This Executive Report explores the hypothesis that the risk of losing out on an initial competitive advantage by not innovating as soon as possible can outweigh the risk of possible failure arising out of immediate adoption. Thus, it is imperative to begin adopting the disruptive and emerging technologies most relevant to your current and future business models as quickly as possible — the idea being to try soon, fail fast to learn fast rather than wait to be disrupted.
The IIoT risk is real. A strategy to manage this risk is a must, and the components discussed in this Advisor can help.
Being in a project management office (PMO) is tough. In many ways it feels like the ultimate corporate middle man role. What we are really trying to do is fundamentally change the role of the PMO. At the end of the day, perhaps even the name of the role will be altered: from PMO to Change Agents.
There are no silver bullets to adopting an enterprise architecture in your startup, but the aim is to enable your culture to accept it so as to drive the organization’s digital transformation.
Assess Your Digital Transformation Opportunities | Plan Your Projects