Part Two In this two-part series, we’ll explore the marketplace shift of digital transformation, and why it’s no longer enough for modernizing enterprises. Similar to legacy technology, legacy thinking refers to archaic and often problematic mindsets and strategies.
Board members are increasingly challenging management to ensure the organization’s talent pipeline can meet the needs of the strategy. In this episode of the Inside the Strategy Room podcast, we continue our series on board perspectives by looking at the board’s role in helping organizations develop the right talent and culture.
In this edition of Author Talks , McKinsey Global Publishing’s Raju Narisetti speaks with April Rinne about her new book, Flux: 8 Superpowers for Thriving in Constant Change (Berrett-Koehler Publishers, August 2021). Rinne, a global development executive and trusted adviser to businesses, financial institutions, and governments, explores perspectives on change and the ways in which adaptability lays the groundwork for success in an uncertain world.
In earlier posts, we’ve discussed a number of the characteristics associated with successful robotic process automation (RPA) initiatives. Among those characteristics: the use of cutting-edge RPA platforms , the creation of an automation pipeline , and the establishment of a strong change management program .
The chief technology officer (CTO) is the senior executive who focuses on the technological requirements, opportunities, and challenges within an organization. The CTO role has emerged as a key player in the enterprise C-suite, especially with digital transformation being such a high strategic priority for so many organizations.
We’ve been researching the rise of product-centricity for some time now at Forrester. In my view, it’s emerged as the primary, integrated operating model response encompassing Agile, DevOps, and Cloud. In the past two years, I have worked on operating model approach with digital and IT organizations in all sectors — retail, manufacturing, government, healthcare, finance, media, insurance, and more.
The challenge now is to sustain that impressive increase. To do so, companies will need to take advantage of some of the key lessons that have come out of their response to the pandemic, many of which are tech-related. While multiple factors fueled recent productivity growth, digital technologies are a key element in its resurgence. CIOs, in particular, will have a huge influence on whether the productivity miracle continues.
One burning question dominates our recent conversations with executives: What’s next? Their challenges differ. Some are working frantically to recover ground lost during the initial waves of the Covid pandemic. Others are trying to sustain growth while keeping an eye out for future disruptive events.
Product manager definition A product manager fulfills a complex role that blends soft and hard skills in an effort to manage requirements and deliver quality products that align with business goals. A product manager acts as the point person throughout a software, hardware, or service product’s lifecycle.
Systems are failing, initiatives are stalled, budgets are broken, business partners are departing, and department morale and productivity have hit rock bottom. As the incoming CIO, it’s your job to bring a long-neglected IT organization back to where it can support essential operations and services — and move forward on long-delayed modernization initiatives.
Hacking human evolution to unlock innovative potential in our brains. The need for greater authenticity has been a common mantra in business for the last few decades. Yet, authenticity, or the enactment of thoughts, feelings and values through outward actions, ensures neither ethical behaviours nor effective leadership.
Remote work has become a catch-all for work done anywhere that is not in a designated onsite office. Yet now, the hybrid work model is emerging as organizations redefine the work environment to include both remote and in-office team members.
Pressure is on CFOs to prioritize and fund digital initiatives as organizations reconfigure business and operating models and adapt to new, often-hybrid working environments. But to make good digital decisions , you need a clear view of what the digital strategy is and does — and that north star can easily get lost amid the furious, often-competing demands for resources.
First-time managers looking for a little guidance can find it in a new book by Wharton management lecturer Rachel Pacheco , who has written a veritable instruction manual for fledgling leaders who want to learn to fly. Bringing Up the Boss: Practical Lessons for New Managers is based on research and the real-world experience Pacheco has collected from years of working with scrappy startups around the globe
