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.
Recently Published
The COVID-19 pandemic has led to sizable disruptions in international economic activity, impacting all industries, although at different magnitudes. It is now time for decision makers to expand their focus beyond immediate crisis management to actions that will strengthen their competitive play in the medium and long term. Here in Part II of this Advisor series, we take a look at telecom, equipment vendors, and Internet services, in particular.
We buy fire insurance for our homes not because we expect a great return on the investment, but because the modest fee is a hedge against catastrophic loss. In light of the risk lessons learned thus far in 2020, increased investment in risk management going forward seems prudent.
You might think that a pandemic such as COVID-19 would offer an ideal opportunity to prove the value of data-driven decision making; you would be mistaken.
Proactive business risk management, distinct from the immediacy of finite crisis management, holds the potential for the most substantive and lasting changes to future company operations. Before COVID-19, when asked about top risks, executives would most often respond reflexively about regulatory oversight and economic conditions. If pressed further, many leaders quietly acknowledged concerns about the readiness of enterprise-wide risk programs to credibly identify, assess, and manage risk, particularly strategic risk.
In this Executive Update, we look at how product intelligence helps address challenges to achieving product leadership, as well as the general business improvements that improved product data and insight can drive.
There are very few success stories of traditional analog-native companies becoming digitally mature enough to compete with the digital-native players. This drives an urgent need for the analog-native companies to adapt strategies, business models, organizational structures, and capabilities to remain competitive in the short term and relevant in the long term. Moreover, to build lasting differentiation and competitive advantage, this adaptation needs to be carried out while simultaneously preserving, enhancing, and expanding the core business.
In a recent webinar, Cutter Consortium Senior Consultant Gustav Toppenberg and Stefan Henningsson discussed the problem of growth by acquisition and how advances in enterprise architecture practices not only overcome obstacles but also enable value creation. In this Advisor, we share some questions asked at the end of the webinar that may help you to use EA to unlock the value potential of your own acquisitions.
This week's edition of The Cutter Edge takes a look at why agile adoption fails, why digitization in healthcare is an imperative, how the automotive industry can amplify its competitive advantage, and more!