Business Transformation Requires Transformational Leaders

When you’ve benchmarked your ability to innovate with Innovex, you’ll be not only be able to identify areas for improvements, but you’ll also be positioned to develop better ecosystem capabilities, stronger core innovation processes, and develop breakthrough approaches.

This Advisor explores long-term and short-term solutions to the issues posed by the "four horsemen" of not-so-strategic HR practices.

This on-demand webinar looks at the processes and practices that support business agility from the perspectives of value innovation and product portfolio management. You’ll discover why “crossing of the Rubicon” is a useful metaphor to describe the challenge of rolling out an innovation that fundamentally changes the way an organization works, and why to achieve truly transformative changes, you’ll need to reevaluate skills, priorities, resources, and power.

Even as digital tools recast the entire healthcare industry model, old problems remain, especially in the centralized and technologically inefficient modes of data management. That’s where good data software testing and quality assurance come into play in the form of test automation. As automation becomes the software development standard for revenue-minded companies, regular testing is required to make sure productivity and security activities are above board.

Being capable to react to change with agility is a key requirement for all companies onboarding digital business models or digital products and processes. And when it comes to competing and staying relevant, agility is becoming a necessity. Large companies, however, appear to face a plethora of challenges with balancing agility and stability. Here in Part II of this two-part Advisor, we answer the question of how to learn and adapt after the pilot launch of an end-to-end Agile process and provide concrete examples of how large corporations have overcome imminent obstacles.

The COVID-19 pandemic has posed unprecedented challenges to businesses across all sectors and throughout the world. Risk management systems and contingency measures have been put to the test, and as is so often seen in moments of crisis, many have been found wanting. The result? A real need now exists to determine what is meant by business resilience and how to apply it to organizations’ different operating models.

Applying a simplistic algorithm to inadequate data fails to deliver expected exam grades as the pandemic exposes flawed thinking and underlying bias in the education system.

A big cause of failure for large organizations is the attempt to apply one of the many off-the-shelf Agile models. These typically work well for small companies, but not so much in large corporate settings. In Part I of this two-part Advisor, we explore the first half of a four-part framework to scale and customize a tailored Agile approach that caters to an organization’s specific requirements, beginning with assessing your needs in the understand phase. We then describe how picking building blocks from the many Agile concepts available will shape a working model according to the needs of your enterprise.