Business Transformation Requires Transformational Leaders

Agility, the ability to change direction fast when change is needed, is not something achieved by training your teams in a base set of practices. That might improve efficiency, but it doesn’t, of itself, give the ability to change direction rapidly. If you need agility, you need people who understand; who understand what is appropriate in the new context, and who can switch to doing that very rapidly.

This article examines the way the data collected over the IIoT ecosystem of interconnected humans and machines can be collected, managed, and exploited. The authors focus particularly on a concept they call "enterprise personal analytics" (EPA) and provide a digital transformation roadmap companies can use to adopt EPA, examining the emerging concept through different perspectives (company, worker, and modality) and related concerns (individual information systems architecture, knowledge and intellectual property, motivation and remuneration, information governance, and quality assurance).

We’re in the very beginning of a revolution dubbed the "Internet of Things," which enables us to propose and develop solutions for interacting with everything connected to the global Internet. Today, it’s the time for everything, rather than everyone, to get connected.

In this Advisor, we provide an overview of our view on the role of the enterprise architect as a catalyst in enabling business transformation, driving innovation, and managing the innovation lifecycle.

If we believe AI to be a threat to our civilization, it must introduce some substantial risk that is different from the risks that we are already exposed to. Does AI really introduce a new risk? Do machines that incorporate AI pose a threat to human existence? This Executive Update attempts to answer that question.

The main threat for banks does not come from outside but from within. It is not the fintech companies that are the biggest danger. On the contrary, they offer many new and fresh ways of working that traditional banks would never have thought of. The biggest danger for banks is their difficulty in quickly adapting to this changing landscape, opening up, and determining whom to collaborate with, acquire, ignore, or compete against.

One can argue that Agile methods do not pay off without trust to oil the wheels.

Faced with a cross-section of seemingly disparate business and technology demands, one would logically ask how a business can concurrently execute a multiheaded set of strategies against operating models that are at best opaque and at worst driving companies out of business. The answer requires breaking down a business to its basic building blocks, which in turn provides a common lens through which to view and align business objectives, initiatives, and related investments.