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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This on-demand webinar offers digital strategies and technologies that support oil & gas industry transformations, identifies possible scenarios for the industry in the post-COVID-19 world, and offer insight into two key areas companies need to focus on for the best chance to weather the COVID-19 storm.
Increased communication among team members leads to a culture of transparency. Transparency is about making shared assumptions explicit. The more transparent teams and stakeholders are with one another, the more the organization understands priorities, and the sooner critical feedback loops get closed.
In this Advisor, I adapt the term “directional selection” to a business use to indicate the natural shift an organization goes through when one way of achieving a business goal has a better economic outcome, or directional selection, than any other alternative. Indeed, directional selection in complex, large organizations is the force behind the many changes required to increase an organization’s fitness.
In this edition of The Cutter Edge, you'll discover practical exercises that will help your organization achieve enterprise agility, how to create a solid business architectures that underpin successful business ecosystems, and how to prepare for the post-Corona era in the oil & gas industry.
Showing the Agile Manifesto to teams, managers, and stakeholders and discussing it in a two-hour Agile introduction session serves no practical purpose. We need instead to center mindset-based actions on the human aspect in order to achieve sustainability and generate better, high-quality value with a positive economic outcome for customers and the business. That healthy balance comes naturally from directional selection, which merges mindset, the human aspect, collaboration frameworks, and methods together.
A digital company uses digitalization to increase its value. Achieving this requires a holistic approach, which covers the business model, processes and organization, digital enablers (e.g., data and technology), and employee skills and company culture. Finding out which initiatives add value and contribute to company goals is key to finding the digital equilibrium.
The “new normal” for the automotive industry will look very different from that of the last decade. Players — manufacturers, dealers, distributors, OEMs, and the full supply chain — will need to make bold decisions right now to be ready. In this webinar on demand, Andreas Schlosser, Alan Martinovich, and Philipp Seidel divulge the actions carmakers should take now to set themselves up for the new normal and win in the post-corona era.
Cutter Consortium Senior Consultant and frequent contributor Paul Clermont uses his well-known “straight talking” style to paint a clear picture of the “broad scope of threats” we are facing. He uses anthropological analogies to explain the “circles of trust” we use in deciding what to believe. Clermont doesn’t shy from the potential conflicts among information transparency, privacy, and intellectual property. He then looks at the proper role of governments in creating the frameworks and standards that can help improve trustworthiness.