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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Recently, Cutter contributor and data business leader Myles Suer asked CIOs some important questions regarding generative AI. This Advisor shares some insights gleaned from those conversations.
The world is changing rapidly, and we are witnessing a plethora of significant events, including the outcomes of a global pandemic, climate change and extreme weather, global supply chain disruptions, the war in Ukraine, the emergence of innovative technologies, and more and more smart products. These are all shaping the business environment, forcing organizations to adapt and change at unprecedented speeds. Consequently, senior managers are asking themselves how their organization should respond to deal with the technological storm and what steps they should take to prepare the organization for the future. As we explore in this Executive Update, the range of actions managers must take is broad and includes, among others, the development of organizational innovation processes, digital transformation, making the organization agile, adapting ways of doing business that meet new expectations of customers, and more. One theme runs through all of these initiatives — innovation.
Amid the 2008 US housing market debacle, I offered some insight into how ineffective risk-mitigation efforts contributed to the financial contagion that spread across the globe. Given the latest banking crisis involving SVB, it might be useful to revisit some of those ideas.
We conducted an empirical study in Malaysia with IT practitioners and confirmed that communication plays a vital role in project success. Our study probed the influence of five communication characteristics: content, method, velocity, process, and frequency, and how they can propel a team toward success. With the exception of frequency, the findings showed that the remaining characteristics influenced project success.
In a previous Advisor, I talked about asynchronous-powered workplaces being both the now and the future of remote/hybrid companies’ success. In this Advisor, I talk about another element that complements this and cannot be understated: flexibility.
This Advisor enumerates classic leadership mistakes made in turbulent times and provides guidance on how to adapt to this turbulence.
Linda A. Patterson talks about the strength that women of color possess that “stems from endurance, perseverance, and survivorship.” Given their many roles in the workplace, home, and community, women of color excel at managing, creating, innovating, strategizing, and multitasking. These skills are often additive to their formal education and specializations. So why aren’t they being given an equitable seat at the table? Why do we still have low percentages of women of color in technology jobs, senior-level positions, and board roles? Patterson suggests five steps toward offering “equitable opportunities for women of color in a meaningful, sustainable, and measurable way.”
Eli Doster shares that having a broken culture was not only terrible for staff at his company, it was also costly and had a negative impact on business. Five years ago, the company lacked values employees could believe in, which affected their decisions and actions. Furthermore, the company lacked “diversity of cultures, ethnicity, and perspective.” Doster talks about the signals that enabled its leaders to identify these problems and describes how they implemented the changes that transformed the culture and improved their overall results.