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 Advisor, we discuss several steps senior leaders and managers need to take to avoid the curse of ignoring the need for transformation that afflicted incumbents like Borders and Blockbuster.
Most organizations will start with a shell of an IRP and then start filling in the operational details. Typically, this effort begins with a security incident where the response goes horribly wrong. In this Advisor, we describe some of the task areas that add the most value to an organization.
The IT skills shortage has been around long enough for some to have proposed solutions. Will these ideas work for Industry 4.0? In this Advisor, we explore some past approaches to the skills crisis and see if we can glean any lessons from them.
While the world is enjoying the benefits of the fourth industrial revolution, the risks to businesses from cyber threats are increasing in both sophistication and frequency. What can business leaders do to strengthen their resilience to cyber threats? Leaders must first recognize that the risks in the digital space present as real a threat to the success of the business as do the more familiar risks in the physical world. To build effective digital resilience, leaders must adopt a C-suite response, embracing both robust technology and organizational culture approaches.
The right team is key to crafting software systems capable of supporting innovation. Software delivery talent, however, is extremely difficult to find for a multitude of reasons, which we explore in this Advisor.
This issue of CBTJ looks at three previous AI "waves" and helps us to get up to speed with the current state of AI and to think about some of the issues raised when we look beyond systems that appear to work as intended.
Cutter Consortium Senior Consultant Paul Clermont describes some of the impact that AI has had at the boundaries of commercial organizations and public policy in an article aptly entitled, “Who Knew THAT Would Happen?” Those of us who have experienced unintended consequences of other technologies will want to answer “anybody” but should remind ourselves that some may not have the memory of prior years, and that hindsight is perfect. Clermont explores how to identify possible unintended consequences in advance and proposes countermeasures to negative unintended consequences in the form of design principles and public policies.
Cutter Consortium Fellow Lynne Ellyn recounts her experiences with AI technology in the real world, surveys the current landscape, and identifies key nontechnical issues that companies are likely to face when deploying AI-based systems.