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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Many enterprise architecture (EA) teams struggle with creating a program that demonstrates the level of strategic value that they believe EA should have. Even after following all the advice in frameworks and online articles, chief architects and CIOs still struggle as EA programs fail to reach their potential as an influencer of strategy execution across the enterprise. There are five steps that your EA team must do to go from a tactical technical program to a strategic role.
Many well-managed companies struggle to establish the smoothly working engines of innovation; we observe several typical points of failure in their attempts.
Helping a shorter person put a bag in the overhead compartment, organizing neighborhood cleanups, or starting petitions to change government — these small acts of leadership happen every day, forming the glue that holds civil society together.
Sometimes what we call innovation is only creating change. We may call it innovation, though, and we may not be able to contradict our own logic. The work of architecture is to delineate the trivial from the sublime, to enable us to see those aspects of a system that have a disproportionate impact on value. The work of architecture, first and foremost, is to help us “see” the architecture.
Enterprise architects and IT executives recognize the problem of technical debt, but what do they do without the resources and funding to deal with it? They need tools and techniques to communicate the problem to their stakeholders and engage with them.
The business value of consumer analytics and big data is not just about what you can discover or infer about the consumer, but how you can use this insight promptly and effectively across multiple touchpoints to create a powerful and truly personalized consumer experience.
This Executive Update describes nine specific workarounds that two global, multinational ITSPs used in their endeavors to reap the payoffs of cloud-based business models. We present these workarounds as key lessons learned from an in-depth study of these two organizations.
Through the use of the Cynefin framework, some of the challenges in IT governance become clearer.