Being agile and adaptive in today's age of ecosystems and accelerated change has seen a shift in what transformations of legacy organisations look like. Time to rethink what we mean, do and measure, when we talk business transformation.
Defining ' transformation' in relation to strategies and initiatives
'Culture is how people behave when no-one is watching’. That was the definition used by Bob Diamond, the Chief Executive of Barclays Bank. Under his tenure, Barclays’ employees were found to be rigging the LIBOR rate for which the bank was fined £290mn. I doubt Bob knew that this was going on but he has to take some responsibility for creating a culture which allowed this to happen. It is an example of how the ‘win at all costs’ mentality can have disastrous consequences.
Previously, I have shared my six principles of delivering change at pace – in this post I focus on the first and perhaps most important principle that ‘All change starts with self’.
Digital transformation may sound easy, but it’s not. Especially when, there are so many different understandings of this buzzword around the world.
Of course, it’s a journey which will change with the technologies you adopt and bring into the people, processes, and culture associated with your company. Before understanding this buzzword, it is important to know what a Digital Transformation is not.
Many organisations misunderstand digital transformation.
A few years ago someone told me about a frustrating experience they’d had attending a Lean Six Sigma workshop.
This piqued my interest. They were a senior leader in the business and new to the world of Lean Six Sigma. I asked what had happened to make them feel this way.
This is what they told me…
It is a non-standard question, isn’t it? Most similar sentences have a subject other than HR inserted at the end– usually water, coal or another precious resource; a resource that has proven to be invaluable and close to extinction. After all, what has HR done for the world to care about it? It is just another profession and a non P&L one at that.
Delivering a customer-centric operating model and building a culture of continuous improvement are key aims in today’s fast-evolving business world. Are your team ready to compete? PEX Europe investigates!
The PEX Europe editorial team spoke to TFL’s Head of Business Change, Project Management to find out how he has led his team to a culture of continuous improvement to effectively serve 31 million passenger journeys per day.
On Tuesday 21 November 2017, Robert Gabriel Mugabe officially resigned as the President of the Republic of Zimbabwe. After 37 years in power, the man who became his country’s first democratically elected leader in 1980, stepped down in the wake of a military takeover that has sent shockwaves around the world.
"Many CISOs live day to day under the sword of Damocles”
A controversial quote to begin with, I admit. However, in the past few years, data breaches have become more prominent, impacting businesses, governments, healthcare, and even hairdressers! There is no let-up in sight and business leaders must pay attention to the cyber risks they face.
Organisational culture has a clear impact on a business’s ability to meet financial goals and create an impact on their overall market influence. A system of shared values and beliefs will govern how team members behave within your organisation, from how they dress right through to how they perform in their roles.