Business Transformation Requires Transformational Leaders

This is the first in a series of three Advisors on poorly managed and executed government IT systems and their effects on citizens.

Business people judge services by making sense of what they experience relative to their needs. Most business decisions about IT are, and will continue to be, made in this way. This is in contrast to the current IT delivery model and the product-centric process of “define, build, and operate,” which will become less relevant as future technology and increased complexity make defining and testing product requirements difficult, if not impossible, except at runtime.

When everything connects to everything and new value systems emerge, a number of things will start to accelerate disruption in society: the speed of change, the growth of data, and the number of innovations. For businesses, traditional models may suddenly be swept away by disruption, but this disruption can also introduce new opportunities. The proliferation of technology and the new value systems that emerge from it are driving changes in business strategies and IT strategies. A new style of IT has come to the forefront, and it is becoming one of the main drivers of change.

In this on-demand webinar, you'll discover how a shift in perspective and reassertion of some key principles of EVM can make it a successful tool for managing performance on Agile projects.

Digital transformation requires investing early in digital technologies and involves organization-wide changes that pose significant challenges and uncertainties to business leaders. There are many research reports available today on digital transformation technologies, business models, and potential strategies. This Executive Update complements such efforts by assessing the enabling factors, organizational readiness, and skills gaps in Asia-Pacific for 2017. This research was undertaken in conjunction with the IT Conclave organized by the SP Jain School of Global Management in Mumbai, India; Dubai, the United Arab Emirates (UAE); Singapore; and Sydney, Australia, in February 2017. The survey involved more than 150 leaders and business professionals from over 120 organizations. The results were further discussed at IT Conclave events, and inputs were considered in drafting this Update.

The search for the ideal instantaneous speed to transmit information is well underway; it is already influencing the way we build computers and promises to revolutionize computing speed in both processing and information transmittal. This achievement has been in the making since the beginning of the 21st century: it is called quantum ­computing and is based on the principles of the most impacting and yet least understood branch of science, quantum mechanics, more broadly referred to as quantum physics.

The guiding Lean principle is a focus on consumer value. This compels everyone to clearly understand how (or if!) their efforts contribute to consumer value. This can be a challenge, since many functions interact only with internal customers or intermediaries, having little or no line of sight to the consumer.

Cutter Consortium has been conducting a survey to gain insight into how organizations are adopting — or planning to adopt — blockchain technology. We are also seeking to identify important issues organizations are encountering or foresee encountering in their blockchain efforts. This Executive Update, Part I in a series, examines initial survey findings pertaining to the general status of blockchain in the enterprise as well as whether enterprises have dedicated groups to lead the blockchain initiative.