In 1837, Hans Christian Andersen wrote the short story called ‘The emperor’s new clothes’ a tale about two weavers who create a beautiful new suit of clothes that they say are invisible to those who are unfit for their positions, stupid, or incompetent – while in reality, they make no clothes at all, making everyone believe the clothes are simply invisible to them. When the emperor parades before the people in his new suit of clothes, no one dares to say that they do not see any clothes on him for fear that they will be seen as stupid.
For a long time I would ignore such questions as I wrongly concluded that they only applied to those who lacked some form of self-discipline but in reality, our ability to ‘manage’ what, for many, is a digital deluge is a challenge we all face whether young or old.
Today’s business environment embodies the phrase “survival of the fittest.” As in, if your organisation isn’t as productive and efficient as it can be, you’ll be left behind.
Introducing new technology in today’s digital world can help you remain competitive.
That’s not all though, the effectiveness of your solution depends on how you choose to implement it. If your employees don’t use the new tool, you won’t realise any of its benefits.
Fret not, with careful preparation, effective support, and defined end-goals, you can make your technology roll-out a success.
Well, this statement is true for Disney, Nestle, Apple, Amazon and other leaders as they focused mostly on the customer/user experience.
Digital Transformation is in almost every c-level magazine, blog and whitepaper, and executives do not want someone coming in and disrupting their business.
If you want to reap the rewards of the digital revolution, a smooth, easy and positive user experience is vital.
The same title often hides a large diversity of roles, positioned differently across their respective organisations. It often reflects the maturity of each firm towards the appreciation of the threats it faces, the need for business protection, and its appetite for controls.
For large groups, in particular where business units or geographies manage their own bottom line and have a significant degree of autonomy in real terms, it can result in a large population of security practitioners across the group with very diverse approaches, objectives and priorities.
Remember the early 90s, when the mobile phones were not there. The only way to communicate to an out of office employee was landline phone or personal message via a colleague. Today there is no distinction between professional and personal lives as we are always connected.
Many years ago, as a young brewery sales manager, I was talking to the new transport manager who'd recently taken over from someone who’d “been there years.” Now that he was settled in he was starting to have a look at things and one of the things he wondered about was the seemingly erratic delivery route planning; On a Monday the dray lorries would go out to customers on the very extremities of the delivery area and the next day they were all within a stone’s throw of the brewery. Wednesday they were moderately far away, the following day round the doors again and on a Friday right out at
We have been discussing innovations in the HR Tech space. Key benefits include the reduction in costs, raising productivity and improving employee retention amongst many others. Overall, one of the biggest advantages is that it helps HR become far more strategic. A strategic HR function entails increasing employee productivity and using HR to implement strategies over a period of time with the agenda of creating an organization ready for the future.
How does AI help formulate a Strategic HR function?
Before we start as always let me give you a few definitions of "Digital Transformation":
I like the last one but then again I would because I'm biased
So I started my usual journey of discovery and back onto my trusted Google I went using the search string “digital transformation” … guess what … 302,000,000 hits … aaaaaarrrrrggggghhhhhhhhh!
However, one initial thing I found of interest was this:
We all seem to be so busy these days, what with digitization (including digital tax reporting); coping with the current economic situation; whilst managing constant changes in the internal and external business environments; I wonder if we are losing sight of the need to plan long-term. The uncertainty of Brexit would also appear to have taken its toll on the normal planning cycle, with sixty-two percent of businesses having not yet undertaken a Brexit Risk Assessment and seventy-five percent having failed to plan to manage the potential financial impact of Brexit on their activities (acco