As a follow-up from my last article - where I shared thoughts on one of the key differentiators for the businesses of tomorrow being the ability for people to make data-driven decisions within an environment of emerging, fast-paced transformation - this month I dig a little deeper into how sensing your market and making sense of your data are crucial in remaining a competitive and viable business, enabling you to continuously change faster than the competition.
There is some form of management reality beyond the “100 days” journalistic cliché: How does an incoming executive make an impact in a new role? What are the real timeframes to look at? What can be expected, and over what horizon? What are the key issues that should raise a red flag during the first few months in a new senior position? and those which can be ignored? Those are the themes we will be exploring in this new series around the specific role of the CISO.
The Person, the Role and the Culture of the Firm
I can't recall who said it, or where I heard it, but it has resonated with me for a while now, providing the inspiration for the first article in this series - "uncertainty is the only certainty in business". Never has this been more relevant than in today's world of rapid change, where organisations are continuously challenged to disrupt or be disrupted.
As illustrated by the quote below, the case for data in business is not a new one, nor one that needs to be much discussed. The purpose is, and always was, to collect sufficient data (and not too much, ‘infobesity’ and ‘analysis paralysis’ are well-known pitfalls in that area) to make the right choices, with the maximum number of possibilities, whilst acknowledging that decisions are a sort of bet on the future and its uncertainties.
There is an important issue in the world of Procurement. While the future of the function is at stake, too many CPOs and Procurement organisations are looking at the future of Procurement solely through a technological prism and consider technology as the end (when it is the means to an end).
It is no surprise then that the questions that are at the top of their agenda are centered around what technology (RPA, blockchain, big data, AI,…) they should focus on and implement. It is as if this or that piece of technology would magically fix all of their problems.
Everything on a mobile/web page is there for a purpose. “Screenless” is the new black. IoT and Augmented Reality bring new challenges for UX/UI designers. The line between the physical and digital worlds keeps getting thinner. What are the user experience design trends that will dominate 2018? Read on to find out!
UX trends to watch in 2018
So far, 2017 has been the year of the mobile-first approach to website development, AI-powered chatbots, microinteractions and the highly fragmented consumer Internet of Things market.
Creating an effective digital change framework
This blog, will share the digital change framework that has been evolved at Digital Works Group to help businesses deliver successful digital transformation.
What you will learn in this blog:
So, you are into e-commerce & struggle to keep up with Amazon (which boasts the #1 app among Millennials and Centennials and made over $ 43 billion in Q3 2017)? Don’t worry, your competitors face exactly the same problems – and turn to Artificial Intelligence to solve them. Discover how using e-commerce AI solutions can help you deliver the ultimate shopping experience, reduce operating and staffing costs and boost revenue.
Digital evolution is an ongoing journey for every business.
Gone are the days of saying that you have ‘done’ digital after a major technology overhaul. Instead, it is an evolution to transition and optimise your business continually. Even digitally native companies know that they have to innovate and stay ahead of the game because of growing disruption and rapid technological change.
Most digital transformation strategies are neither strategic nor transformational.
Michael Porter, the famous Harvard Strategy Professor said “If we’re satisfied with vague strengths and weakness lists, we’re not thinking very clearly about strategy”. “There’s a distinction between operational effectiveness and strategic positioning”.
“Should we be on the cloud or have our own servers? That’s an operational effectiveness question. What we understand is that operational effectiveness is not strategy”.