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 this issue, we hope to remind CEOs of the challenges that remain unaddressed and out of balance when it comes to diversity in technology. The authors speak from personal experiences, extensive research, and a deep desire to contribute toward changing the diversity, equity, and inclusion (DEI) narrative. They share proven best practices and procedural changes that must be followed so that this time, the outcomes of CEOs’ commitments will look differently, and those impacted will finally be able to have more equitable work and life experiences.
Noelle Silver focuses on the challenges women of color and other underrepresented groups face in the technology industry at all points along the career continuum. She discusses how hiring and promotion practices aren’t designed to embrace the uniqueness of these women, often resulting in their inability to be given a fair chance at open positions.
Damon Carter shares examples of what hasn’t worked in diversity, equity, and inclusion (DEI) initiatives and provides practical solutions. While calling for progressive leadership, he outlines a key pathway to launching a successful DEI journey with measurable and sustainable results.
When companies grow beyond a handful of individuals or teams, many changes will affect the organization of work and people. At small scale, and for a limited period of time, a team can organically "remember" its own history. This Advisor explores mechanisms beyond that small scale that encourage learning and sharing across the organization.
For many decision makers in government and industry today, practicing robust risk management is still seen within their organizations’ social context as providing little if any positive upside, but instead possessing potentially large downside consequences for them personally and professionally. Many decision makers skeptically view rigorous risk analysis as akin to future blame analysis for something that might go wrong rather than a way to increase career or organization success.
This Advisor explores five communication actions that will help propel a team toward project success: refine the content, select the methods, manage the velocity, review the process, and define the frequency. These insights may be useful while considering the structure of a project communication management plan.
In this Advisor, we discuss statistical project management through three perspectives: the rational view, the behavioral view, and the complex adaptive systems view.
How can you boost your career advancement quotient (AQ) measures to unlock your next big promotion? What's the impact of designing for accessibility up front on user experience for people with disabilities? Get answers to these questions and more in this issue of the Cutter Edge.