For a while now, I have been helping companies to transition into an automated world where our human intellect is driven up the ladder by freeing us of the mundane tasks. It’s been a journey that some companies have thrived in and some have taken longer to adapt. To understand similarities, pitfalls, and the best deliveries, we need to look at how traditional ITIL Service Transition requires an evolution in this world of AI & Autonomic revolution.
As technology has advanced, we’ve used it to isolate ourselves more and more.
Consider this, we used to go to the movies or a theatre for entertainment. It was a shared experience with a large group of people. Then we started to watch TV in our living rooms with our families, a smaller group. Now people watch videos on YouTube with headphones, a very individual experience. Then, of course, we attempt to rebuild connection via comments.
The subject I’ve learned most about in the last couple of years has centred on dealing with suppliers. I cut my IT-teeth in the Nasty 90s world of screw-em-down-then-kick-em-out contracts, but that won’t work for me these days. First, my programme doesn’t need that; and second, the big wide world doesn’t work like that anymore. So, to stop anyone else wasting time on old-school pointlessness, here are my best three recent lessons:
For the last few weeks, I’ve been vigorously wrestling with the changing nature of IT and the role of the CIO. I seriously believe IT is in some sort of mid-life crisis. Or possibly, it’s just about to grow up and get some long trousers.
Recently, The Business Transformation Network hosted an event on “HR TechOps - Bridging the Gap between HR Tech and Operational Excellence”, which is a topic of growing importance in business today. The main questions the conversation revolved around were:
1. What HR Technology platforms are being implemented and how is the implementation process going?
2. How can HR technology be used to improve efficiency and employee experience?
So what were Employsure’s business objectives for using our technology?
• Hire people who will stay and perform.
• Accelerate sales growth through reducing time to hire.
• Decrease direct and indirect cost of hiring in the recruitment process through the use of technology.
Our growth ambition is high. Growth comes from hiring great people who stay and achieve exceptional results. UsingPredictiveHire’s technology helps us to do that efficiently. Michael Morris, Head of Talent
The last SASIG meeting in London on 8th May 2018 examined the role and career of the CISO. It is hard to walk out of an event like this one not feeling that a number of things are seriously going round in circle in the security industry.
In this exclusive video for the BTN, Richard Morecroft (Managing Partner at Digital Work Group) discusses how to get your digital transformation moving. He looks at the importance of balancing strategy and execution for long-term success.
This last post on the series on the adoption of Procurement technology will highlight what actually happens during a change.
It is only with a good understanding of these aspects that change leaders can conduct fruitful and lasting change initiatives.
The Kübler-Ross change curve…
A classic representation of a person’s reaction to change is the Elisabeth Kübler-Ross change curve. It describes the emotional phases people go through when they lose someone:
‘Well,' I said. ‘Eventually, the blob will get you. It’s important to run as fast as you can in the early days of your transformation, because organisations have an in-built protection mechanism; the ability to morph into a blob of slime that will eventually catch up with you, surround you in slime and kill you off’.