Business agility and high performance in the enterprise – Episode 105

The Podcast on Organizational Excellence - Digital Business Best Practices

The Podcast on Organizational Excellence - Digital Business Best Practices

Tech Best Practices CorpExcellence.com - Wasim R MBA Higher Education Business Trends Business Podcasting Education

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The So What from BCG

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Re-Recruiting and Other New HR Strategies You Can’t Ignore 18:09

منذ 9 أيام18:09

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18:09

HR is no longer just about managing people—it’s about shaping the future of work. Jens Baier, BCG’s HR transformation expert, discusses how AI and shifting employee expectations are forcing companies to rethink talent strategies. From re-recruiting to upskilling employees, HR must adapt to a rapidly changing landscape. Learn More: Jens Baier: https://on.bcg.com/41ca7Gv BCG on People Strategy: https://on.bcg.com/3QtAjro Decoding Global Talent: https://on.bcg.com/4gUC4IT…

منذ 8 أعوام 11:15

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This episode covers the concept of business agility in the enterprise and shows its relevance to high organizational performance and excellence. The episode covers what it really means to be agile, discusses its importance, and see how organizations are building capabilities to become more agile to stay competitive. In this episode, I will discuss the [...]

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#Tech #Best Practices #CorpExcellence.com - Wasim R #MBA #Higher Education #Business Trends #Business #Podcasting Education

The Podcast on Organizational Excellence - Digital Business Best Practices

Business agility and high performance in the enterprise – Episode 105

The Podcast on Organizational Excellence - Digital Business Best Practices

39 subscribers

published منذ 8 أعوام

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18 حلقات

#Tech #Best Practices #CorpExcellence.com - Wasim R #MBA #Higher Education #Business Trends #Business #Podcasting Education

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The Podcast on Organizational Excellence - Digital Business Best Practices

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Design Thinking in Organizations – Practical Considerations and Examples 42:56

منذ 4 years42:56

42:56

This podcast episode on Design Thinking is a recap of the discussion that I had with a Design Thinking practitioner, Randah Tahir. Randah is a cultural designer, innovation facilitator, a TEDx, and a Keynote speaker. She is quite active not only in the Design Thinking space but is an active practitioner of a number of other problem-solving approaches as well. Here is a quick rundown of the issues that we touched upon within the context of Design Thinking. First, we discussed whether Design Thinking is a strict methodology versus a set of loose principles that can be applied in the context of problem-solving. Then we will discuss if Design Thinking can be used alongside other approaches in a hybrid fashion to solve problems. After that, we touch upon the topic of Empathizing with the users, which as we know is one of the important steps in the Design Thinking method. We then also talk about another important step of the Design Thinking method, which is about Idea Generation and how that works within the context of organizations. And then we conclude the episode today by discussing one of the most topics in this context, which has to do with the cultural challenges that must be addressed before introducing Design Thinking in organizations. The post Design Thinking in Organizations – Practical Considerations and Examples first appeared on CorpExcellence.com .…

The Podcast on Organizational Excellence - Digital Business Best Practices

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Design Thinking – The What, Why, and How? 22:15

منذ 5 years22:15

22:15

In this episode we cover the topic of design thinking, which is a problem-solving approach used in the design and development of products and services and in solving other problems as well. In this episode, we will answer the following questions: What is design thinking? Why should organizations adopt this practice or approach for designing and developing their products and services? How’s it being used in organizations and in the industry today? What types of tools are used for design thinking? The post Design Thinking – The What, Why, and How? first appeared on CorpExcellence.com .…

The Podcast on Organizational Excellence - Digital Business Best Practices

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(Part 2) Digital Transformation Maturity Framework (Operational Excellence and Organizational Culture) 20:17

منذ 6 years20:17

20:17

What’s the role of operational excellence in an organization’s digital transformation journey? How important is the role of organizational culture in that journey? What are the elements of organizational culture that are linked to an organization’s digital transformation efforts? In today’s episode, we will continue our discussion on the digital maturity framework. In part 1 we covered the first three elements of the digital maturity framework, which are innovation, market alignment, and customer centricity. In today’s part 2 of the episode, we will cover the remaining two, yet important elements, which have to do with operational excellence and organizational culture. So, let’s dive into both of those. Operational Excellence The fourth but critical facet about achieving digital maturity is that of achieving operational excellence. Before jumping in to discuss how digital can help an organization achieve operational excellence, let’s first define the term and understand its impact on the overall performance of an organization. Operational excellence refers to successful execution of an organization’s strategy through lower operational costs and controlling various types of risks while delivering maximum possible value in terms of revenue and overall performance. So, from this definition, we can see that while the choice of an organization’s strategy ensures that an organization is heading in the right direction, operational excellence ensures that successful execution of that strategy results in maximum performance and value for the organization and its shareholders. To get a better understanding of operational excellence, it would be better to review specific scenarios on how organizations work to achieve operational excellence as part of their digital transformation strategies. Operational excellence involves a redesign of an organizations’ business processes. As digital is enabling organizations to scale their business processes to handle more volume of transactions, growth in customers, online reach to varied audiences, and more, organizations work to redesign their business processes to scale and meet the growing needs of organizations Operational excellence is about process improvement. To increase efficiency and minimize waste, increase effectiveness, and overall value, organizations engage in various continuous improvement initiatives and attempt to instill that culture throughout the organization and its processes. Organizations are also looking holistically at all their business processes and finding opportunities where processes can be designed more effectively by bringing down silos and making the overall delivery process more agile. Operational excellence is about maximizing the effectiveness of an organization’s delivery pipeline. This involves establishing a project and program management culture, practices and processes, which ensure that an organization’s initiatives and projects are aligned to an organization’s strategy, that the right projects are selected for execution maximizing an organization’s investments, and maximizing the returns on projects that are selected for execution. Operational excellence is about optimizing an organization’s resources. Here organizations ensure that their resource allocation across the organization are optimized and result in the most bang for the dollars that they invest in resources. Operational excellence is about managing digital transformation and change effectively within the organization. As digitalization of organizations involves a major change within organizations, operational excellence practices ensure that these changes are well managed throughout their lifecycle. Organizations scoring high on Operational excellence measures have a strong and modernized technology platform. Such organizations are investing in digital technologies and modernizing their systems to help them become customer centric, reduce costs, increase revenue, and improve on other aspects impacting their overall performance. Operational excellence practices rely on a strong data and analytics Organizations that score high on operational excellence are increasingly investing in data analytics and Artificial Intelligence technologies to accelerate process enhancements and delivering more efficient operational results. The insights and intelligence derived from these analytics and artificial intelligence programs act as the driver to improve an organization’s overall performance. These are some of the facets that organizations can work on to achieve operational excellence. In future episodes at DigiBizCentral we will cover more on the specific steps that organizations can take to achieve operational excellence. Organizational Culture The fifth and last facet about achieving digital transformation maturity has to do with an organization’s culture. Organizational culture is an important dimension that underlies the success of an organization’s digital transformation journey. So what is organizational culture? Organizational culture can be regarded as a set of shared values, beliefs, and practices across an organization and its employees. Organizational culture is regarded as a key determinant in influencing an organization’s overall performance including its transformation of any type. And the same applies for the case of digital transformation. In fact, an organization’s digital transformation journey can’t be regarded as a success unless organizations are able to bring an overall culture change across the organization. In one of the research conducted by McKinsey, they clearly stated that culture is the most significant self-reported barrier to digital effectiveness. This was followed by other factors such as lack of understanding of digital trends, lack of talents related to digital and others. And that’s something that the leadership of the organization must fully understand before taking their organizations on a digital transformation journey. It’s for this reason that organizational culture is an important dimension to measure an organization’s digital transformation maturity. Culturally, organizations usually have to cross two hurdles when embarking on digital transformation initiatives. In the first case, we have organizations that try to make the digital transformation journey all about the technology itself. As we have discussed on other episodes of this show, the road to digitalization is not just technological in nature but rather involves major changes in an organization’s business processes, new organizational structures, reskilling and retooling of the organization, changes in work practices, collaboration, and more. So, imagine an organization trying to digitalize its processes and systems while facing internal resistance from its employees? The fact is that no matter what technological changes are made within the organization, a successful transformation can’t occur effectively without making a change in people’s mindsets, beliefs, and values, which essentially shapes an overall organizational culture. So, if the people are not on board with the overall transformation and with them learning the new ways of doing things in the digital world, then the transformation won’t be successful or would face hurdles and difficulties. In the second case, although organizations understand the necessity of influencing a positive culture change, they don’t know how to make that change. The truth is that inculcating organization wide changes of any type are not easy and changes related to culture are even all the more challenging. And it’s here where strong leadership and leadership commitment is needed to make the change stick. It’s a well-known fact that cultural changes can’t be dictated through policies alone and nor can an organization’s leadership wait for the change to happen organically over time. Instead, an organization’s leadership must take charge of the change and drive a deliberate cultural change with specific goals in mind. This means recognizing the gaps that they see in their culture and then coming up with a plan to work those gaps. When senior leaders communicate the need for such changes and live through their principles on a daily basis embracing the associated language and behaviors, an organization can notice a ripple effect throughout their organization. Once an organization understands the need for the cultural change and its close association with an organization’s digital transformation journey, it must define the specific elements that will shape that culture. As this can vary within each organization depending on its current cultural practices and the transformation that it’s seeking, each organization should define those elements for itself along with a roadmap to inculcate those elements within itself. Here I will review some of the common elements and attributes that embody an organizational cultural change. Risk taking – A culture of risk taking enables an organization to push the limits and gaze in the unknown. This is what has led to a majority of the breakthroughs for organizations in terms of new innovations and discoveries. Organizations can limit the impact of the risks by encouraging smart risk taking as it allows employees to take risks within certain limits and keep things under control. An organization with a risk averse culture that tries to play it safe will rarely break from its current mode and venture into the bigger and better market opportunities. Innovation and Experimentation – One of the cultural elements discussed in the context of digital transformation is that of innovation and experimentation. We know that the fast pace of new technological inventions and discoveries are putting pressures on organizations to apply those technologies in their businesses. This isn’t possible unless an organization has a culture of innovation and experimentation, which would allow organizations to find the right solutions for their business processes. Also, an organization averse to new technological innovations will find it difficult to move at the right pace to be able to experiment and adopt new technologies. So, an organization, which doesn’t support innovation and can’t tolerate failures associated with such experimentations will have difficulty in adopting digital trends that will help shape its future. Agility – We have known for a while now the importance of inculcating agility values and behaviors in the new digital age. We know for example that organizations need to have agile processes to be able to respond to market changes and customer needs. Not doing so will leave the organization far behind its competition. But imagine an organization trying to implement agile processes in a culture where decision making is slow. It’s easy to see that despite the good intentions that an organization may have in making its change, it won’t be able to succeed unless it gets to the root and make cultural changes pertaining to how it thinks, decides, and acts. These cultural changes will help it become more agile and responsive to the market needs and pressures. Decisions – This refers to a number of things, which include how the organization’s leadership makes decisions and also the extent to which an organization’s employees are empowered to make decisions. As digital is making it easier to provide access to the needed information, digital transformation can have an impact on how an organization makes decisions at all levels of the organization. Instant information access can enable an organization to make faster decisions and at different levels of the organization – something that can greatly contribute to an organization’s overall agility goals. An organization whose culture is not used to empowering various levels of the organizations to make decisions may find it hard to embrace these changes. Other cultural elements and attributes include transparency, accountability, empowerment, employee engagement, and others. In future episodes at DigiBizCentral , we will cover in more detail specific steps an organization can take to embed the cultural changes important for digital transformation initiatives to succeed. — End Download books on “Digital Transformation” The post (Part 2) Digital Transformation Maturity Framework (Operational Excellence and Organizational Culture) first appeared on CorpExcellence.com .…

The Podcast on Organizational Excellence - Digital Business Best Practices

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Strategic Thinking for Strategic Decision Making 8:57

منذ 7 years8:57

8:57

In this episode, we will review the important concept of strategic thinking and its applicability in the business world and strategic decision making. At work and also in our personal lives, we’re often asked to think strategically in order to improve our decision making. But what exactly is strategic thinking? Is it just another management buzzword, or does it really have any merit? Before we try to understand strategic thinking, let’s first review the concept of its counterpart, which is referred to as conventional thinking. Conventional thinkers like to draw between the lines established by others. In other words, they stay inside their “boxes” and thus there is little in terms of creativity involved in thinking through conventional means. Within the context of our work in organizations, conventional thinking offers limited opportunities as improvements are mostly incremental. Based on the nature of the competitive environment that we have, we need something more creative and transformational in terms of how we think and create solutions. And that’s where we get into the concept of strategic thinking. Strategic thinkers have a much larger, more creative, and forward-thinking framework. This type of thinking doesn’t just solve immediate problems: it also expands the organization’s possibilities and has the potential for more breakthrough solutions. Due to its scope of being deep and broad, strategic thinking involves targeted research, large-scale thinking, and forces on to step out of the box to bring fresh perspectives. Strategic thinking is typically used as a corporate management tool for formulating promising long-term strategies. Its benefits in a corporate setting are obvious because of the complex problems where its usually used. It requires a joint effort from different experts from multiple domains. But although it’s traditionally associated with corporate planning, strategic thinking is equally useful for smaller organizations, especially in situations where more rigorous, creative thinking and targeted action are needed to solve the problem. Relying solely on conventional thinking and techniques will probably not yield optimal results in such cases. Aside from solving problems, strategic thinking can result in key insights that can then result in intelligent organizational decisions, which in turn can lead the organization into new and promising directions. Business literature contains many ideas on this type of thinking, but for those of us who are unfamiliar with it, here’s a simplified model that’s relevant to all levels of organizational planning and problem solving. You can use these following 4 steps to think strategically and use the ideas to advance your business. Define the strategic problem or issue – In business and organizations, we are all required to work on and solve strategic problems. A problem is strategic in nature if it prevents you from achieving your desired business outcomes and benefits. In cases like this, it’s best to resist the temptation to use conventional thinking, which really means that instead of jumping in and automatically trying to devise potential solutions, try taking a step back and first define the problem. This will not only help to give you a sense of the scope of the problem but will also highlight any underlying complexities. Whether the issue involves a company division, a particular department, or a specific program, clearly defining the problem goes hand in hand with imagining your desired outcome before you can take the action steps needed to create the future condition and results. The output of this step is a clear definition of the problem and any other constraints that stand in the way of your desired outcome. Formulate your problem’s ecosystem – Once you’ve defined the problem, the next step is to map out its ecosystem. The ecosystem is the world in which your problem lives and may include the organization’s value chain such as sales, operations, IT, and other departments, or it could be even bigger in scope and may cover business partners, customers, competitors, and other entities. In case of programs and projects, these may include stakeholders, users, external project customers, or internal departments. Mapping out the ecosystem helps to provide the context of the problem, including its background and it can prevent you from developing a tunnel vision. If you think about it, how many times have you really been in a situation where an idea that looked promising at first sight turned out to be not so great when considered from other angles? So, a 360-degree view of the problem allows you to see the problem from all angles, i.e., in the context of the overall picture, before examining the different solutions. The output of this step is that you have defined the problem in much more detail and it usually involves a detailed map or model of the problem’s ecosystem. Think Critically – The third step in trying to find a strategic solution to your strategic problem is to think critically. So, a big element of strategic thinking is critical thinking. Many of us fall into the trap of conventional thinking often because we’ve never bothered to think beyond it. But thinking critically requires expanding our mental boundaries, acquiring new information, and then connecting the dots through special analytical skills that are used in a corporate setting that include SWOT analysis, benchmarking, surveys, etc. For example, what would you do as the new CEO of a troubled company? What strategic thinking approach would you use? Your first task would be to collect as much information as possible on the company’s operations, sales, and other aspects of the firm’s value chain. That information would then become the focal point of an interdepartmental brainstorming session that would use the different types of available expertise to yield critical insights. Once you go through this step, it will result in creative new insights and lessons, along with a list of potential options and solutions. Make Strategic Decisions – The 4 th and final step in this four step process is about making decisions. The strategic thinking process cannot be considered complete unless the potential options are further examined for their business value. That translates into analyzing them for their practicality and the potential benefits they could bring to the organization. This step results in final recommendations and ultimate decisions based on a careful examination of the practicality and benefits of the options yielded in Step 3 above. Finally in summary, we can say that strategic thinking undoubtedly requires additional skill, time, and effort, but the investment is definitely worthwhile. While conventional thinking may be useful for ordinary situations, strategic thinking is more effective for tackling new problems and accelerating company growth. Because of its farsighted, creative nature, it also has the capacity to generate excitement and direct growth into groundbreaking channels. Lastly, let’s remind ourselves of a useful quote from Albert Einstein who said that “The world as we have created it is a process of our thinking. It cannot be changed without changing our thinking.” — End The post Strategic Thinking for Strategic Decision Making first appeared on CorpExcellence.com .…

The Podcast on Organizational Excellence - Digital Business Best Practices

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Learn Five Lessons from Amazon.com’s Business Success 14:33

منذ 7 years14:33

14:33

This podcast focuses on lessons from Amazon.com’s success based on its recent performance results and a few lessons and takeaways that can be beneficial to others. Now a lot has been talked about over the years on how Amazon has excelled in both customer experience as well as operational excellence. But as the company continues to improve and excel year after year, we are compelled to revisit the topic and its performance. Just recently, Amazon and Jeff Bezos released the annual shareholder letter describing the organization’s performance. That’s what we will discuss today. We can learn a number of things from this report especially about how an organization like Amazon has achieved its current stature and position in the industry. In general, reports like these can be very useful in understanding the psyche of the organizations, what drives them to do better and excel, and then see the impact of that in the results and outcomes. So, in this podcast, I will go over some of those points that Jeff Bezos has highlighted in that report and what others – both businesses as well as individuals – can learn from Amazon. Key Facts First, I would like to highlight some important facts that Jeff Bezos mentions in the opening of his letter. And that has to do with Amazon being ranked as number one in various customer surveys. Amazon it seems was ranked as number one in the American Customer Satisfaction Index for the 8th year in a row – it was also ranked number one for the 5th year in a row in the U.K. Customer Satisfaction Index, which is put out by the Institute of Customer Service – it was also ranked as the #1 business on LinkedIn’s 2018 Top Companies list – and it was number one for 3rd year in a row on the Reputation Quotient, which is released annually by the Harris Poll. For those who don’t know, Reputation Quotient issued by the Harris Poll quantifies the reputation ratings for the 100 most visible companies and they have been doing this for the last 19 years or so. Additionally, Amazons’ India site – Amazon.in – has become the fastest growing marketplace in India, and the most visited site on both desktop and mobile, and also boasts the most downloaded shopping app in India in 2017. Jeff Bezos then goes on to highlight three elements that in his view drives this level of performance. He highlights them as unrelenting customer obsession, ingenuity, and commitment to operational excellence . So, let’s look at Amazon’s performance on various fronts. Before we get into the potential reasons for Amazon’s success, let’s briefly review its performance over the last year. First, its prime membership has grown to exceed 100 million subscribers. That means 100 million subscribers consider it worthwhile and of value to pay the $99 annual membership fees. More than that, this membership has now expanded to include more countries outside the USA. Second, Amazon’s cloud platform called AWS or Amazon Web Services has grown to provide thousands of cloud based services making it easier for cloud developers to build digital systems and applications. Also, the fact that it’s annual conference on cloud computing services exceeds 100,000 attendees and participants, says a lot about the popularity of its cloud computing services. Third, Amazon marketplace that enables third party sellers to sell on Amazon has grown substantially. Although the actual number is not known but it is in the millions and just in 2017, 300,000 businesses started selling on the Amazon platform. That’s a staggering number of businesses and shows the power of the platform. If the sellers on the platform has reached such a high number, this naturally would attract even larger number of shoppers. Fourth, Amazon has also started to venture in the brick and mortar business, something that is new for the organization. For example, it has launched a new store called Amazon Go that requires no checkout. It uses a number of technologies including computer vision, sensor fusion, and deep learning, which all come together to create a Just Walk Out shopping experience for customers. Also, Amazon has acquired Whole Foods in an effort to making high-quality, natural and organic food available for everyone. They are also offering these products for delivery to prime members in certain markets. Amazon is also identifying in store Whole Foods shoppers who are prime members and have begun to offer special benefits and services to them. Amazon also continues to excel in the area of Prime Video. For example, in 2017, Prime Video Direct secured subscription video rights for more than 3,000 feature films and committed over $18 million in royalties to independent filmmakers and other rights holders. Again, by bringing in more sellers and content producers on the platform, Amazon in a way is guaranteeing a wider adoption and use of its digital video membership. At this point I am going to pause as the idea is not to list all of Amazon’s products and services. If we go through the full list, we will see that Amazon boasts similar results in the areas of selling music where it has 10s of millions of paid customers, Fashion where it continues to attract and host big brand and other clothing and fashion items, and even hardware devices where it has sold those to millions more customers. Key Takeaways So, in the next few minutes, let’s note some key takeaways that leaders in other organizations can use and apply to their organizations. Customer Obsession: In his letter to the shareholders, Jeff mentions “ unrelenting customer obsession” and commitment to operational excellence as two of the elements that drive Amazon’s performance. Both build on each other and you can’t have satisfied customers by missing any of the two. When we look at the surveys, indexes, rankings, etc. there is no doubt that customers rank Amazon as the best in serving its industry’s customer needs. And we see this in the rest of the market and in other cases that companies who succeed almost always have this level of customer obsession. Having this customer obsession then translates into behaviors within the organization that drives the quality of the organization’s systems , processes , and people – the three building blocks of any organization that in turn drives the quality of an organization’s products and services. In the age where customers are more empowered than ever before in terms of being more knowledgeable, having access to more information, and having high expectations, it shouldn’t be too difficult to understand for the need to be obsessed with meeting and exceeding customer standards and expectations. All this along with the fact that customers can switch loyalties in a matter of seconds, organizations must have that level of obsession to be able to meet and exceed customer expectations. The next takeaway and observation that we can make is that Consistent Growth Reflects Impact of a High Standards Culture: As we discussed earlier, Amazon has grown consistently and substantially in ALL areas of its business. This says a lot about its leadership and as we discussed earlier, the high standards that it has set for the almost 600,000 employee organization. For leaders of other organizations – whether small or large – this confirms years of observations, study, and research even more that a high quality culture established at the top almost always finds its way to permeate in all nooks and corners of the organization. And in this case, a culture set of high standards is showing phenomenal results in all parts of the Amazon Empire. In fact, Jeff mentions the importance of high standards as the reason behind achieving this level of excellence in customer experience and the importance of inculcating a culture in the organization where it’s easy for people to achieve such high standards. When high standards are instilled in the culture, then obviously that will have an impact on people, processes, systems, and the products and services that the organization delivers to its internal and external customers. So, the takeaway for the rest of us is that it’s important for the leadership to institute a culture of high standards within the organization. That culture can be instituted by committing to it, communicating it repeatedly to the staff, and to live by that commitment so it becomes a habit. And leaders know that even a small change made at the top can cause ripples in the organization and this can increase the quality of all deliverables, products and services that staff deliver to their internal and external customers. In Amazon’s case, as we will see later in this podcast that every business from online retail to cloud computing services to the sellers marketplace, experienced phenomenal growth. It’s obvious that the commitment and obsession with high standards set at the top of the organization has had an impact on all parts of the business. The third observation that we can make has to do with the Power of an Innovation Culture: Jeff mentions “ingenuity” as another key element for its success. If we look closely, not a quarter goes by that we don’t hear about a new product or service from Amazon and this speaks volumes about Amazon’s amazing innovation culture. It’s not about the success of one product or service, rather we see the success of an innovation culture at play – a culture and a process that consistently pushes new products and services on a regular basis. And that’s the takeaway for the CEOs and for the rest of the business leaders and that is to focus on instituting a culture and a process that not only encourages innovation but has the processes and systems in place that will take those ideas and have them evaluated and tried. This then can result in innovative products and services from all corners of the organization. So, it’s not about relying on a set of heroes or one team – rather it’s about a process that encourages everyone to bring forth ideas, have them considered and evaluated for business and customer value. When the whole organization is motivated to innovate as part of their daily work, then the whole company feels invested in the process and the entire company wins. Power of the Digital Platform: We have to address the elephant in the room and that’s Amazon’s digital platform on which it continues to win and grow. Amazon is one of the best examples that illustrates the power of the digital platform. A platform that is able to enroll both producers and buyers intelligently and then can find ways to retain them to use its services can grow at phenomenal rates. More than simply enrolling buyers and sellers on its platform, Amazon has gone deeper and wider to offer value added services to both of those communities. There is a reason that on one side it has 2 million sellers, hundreds of thousands of authors, millions of AWS developers, and on the other side it has hundreds of millions of customers. Amazon has done that by recognizing the needs of both communities and has made it easier and worthwhile for them to conduct their business on its platform. So, the takeaway for those who either have already built their digital platforms or are in the process of building them is that more than focusing to grow ones subscriber base, they should focus to understand the needs of the market’s audiences and then to build those on your platforms. Once that’s done, enrollment will become far easier. So, the mantra has shifted from “build it and they will come” to “build more value added services and features and they will come”. The final takeaway is that despite all these accomplishments, Amazon considers itself in Day 1 of its innovation and progress. That says a lot about its relentless focus on tomorrow and what and how it can make its customers lives better. The company may be celebrating its successes but it’s not resting by any means. And as we have noted earlier, Amazon’s ongoing experimentation with new technologies related to machine learning, artificial intelligence, computer vision, and more can tell us what’s in store for Day 2 for us (still Day 1 from Amazon!) This poses an interesting challenge for the leadership and that is how to maintain that balance between celebrating your successes yet continuing your customer centric march toward continuous innovation, improvement, and achievement of business outcomes. In summary, we see that the key drivers for Amazon’s success have been its customer obsession, its high standards culture, its focus on having a culture of innovation, and its efforts to continue to build its digital platform. — End Download books on “Business Success” The post Learn Five Lessons from Amazon.com’s Business Success first appeared on CorpExcellence.com .…

The Podcast on Organizational Excellence - Digital Business Best Practices

1
A CIO’s Top 5 Priorities for Digital Transformation 10:20

منذ 7 years10:20

10:20

In this episode, we will cover five key priorities that an organization’s CIO or CTO should focus on to smooth their organization’s digital transformation efforts. Creating a vision for the new digital platform: As CIOs play an instrumental role toward an enterprise’s digital transformation, accordingly they should also define the vision for their new digital-enabled enterprise. We know, for example, that more than offering one off digital products and services, a digital organization is realized through a larger digital ecosystem, which extends beyond the walls of the enterprise to include customers, suppliers, government regulators, and other stakeholders and partners. This ecosystem is built on digital platforms that in turn is built through various digital technologies. Building this larger ecosystem through the integration of internal systems and other digital platforms sometimes can take years and thus requires a coherent vision that the CIO must define and communicate to all parties. The vision of this platform should be sound and far reaching to support adoption of future technologies as well. Also, as the number of mergers and acquisitions have become common to adopt new business models, an organization’s digital platform should be versatile to absorb such changes. In the context of building the right vision for an organization’s digital platform, we know that in today’s economy and digital markets an organization either creates its own digital platform to deliver digital services for its ecosystem members or uses an external digital platform to deliver its services. For example, GE has built its Predix platform to provide maintenance for its equipment that it sells to customers worldwide. It’s able to use that platform to provide services and has proved to be a major source of value for the organization. Other organizations such as Amazon have built a retail selling platform that it has opened to businesses to enable them sell their products and services through the Amazon platform. Thousands of businesses are successful due to selling on this platform. Similarly, almost every industry has organizations that have built successful digital platforms to provide services to their customers. So, part of defining a digital vision for its organization, a CIO will have to define their organization’s vision for either the development of new digital platforms or integration with ecosystems and the organization’s future position relative to that ecosystem and digital platform. To ensure that the vision doesn’t sound as a wish or a dream, CIOs must embark on a transformation program and create and communicate a roadmap that shows the planned and progressive realization toward the new digital enterprise. The transformation roadmap should focus on all three dimension of people, process as well as technology along with working with all other stakeholders. Use of analytics for business insights: The use of analytics within the enterprise has evolved to become a vital strategic tool and its use for getting business insights and making critical decisions is expected to exponentially increase over the next few years. The challenge for CIOs will be to use data and analytics effectively in all areas of the enterprise and to identify new customers and new sources of revenue, as well as understand existing customer needs and organization’s internal strengths and weaknesses. All in all, strategic use of analytics can transform the complete chain extending from customer facing systems to backend systems and processes. In fact, the use of analytics in all aspects of the enterprise will be so widespread and integral to an organization’s success that CIOs should define the vision for a larger analytics ecosystem and platform that can enable business insights at all levels of the enterprise. When defining the larger platform for analytics, CIOs not only should define and communicate the specific use cases but also link those use cases to specific business outcomes. To build such an all-encompassing vision, CIOs have to tackle a number of issues related to data quality, analytics governance, and potential applications of machine learning, and scaling the solution so it can extend beyond the enterprise to the larger ecosystem. Digital platform and ecosystem Integration: As a CIO when you start building digital applications, systems, and platforms, one of the biggest challenge you may face is to ensure a smooth integration of the overall internal and external systems. This integration is vital not only to ensure that your overall ecosystem facilitates agility of processes but also ensures that your customer experience integrates smoothly with your backend systems. So, as an example, the frontend e-commerce systems that serve the end customer will integrate smoothly with the backend order fulfillment customer service systems and also that your overall supply chain systems integrate smoothly with external partners and suppliers. Building and integration of all such systems requires that your organization uses design thinking and customer journey mapping to ensure that all customers and other system users get a user friendly system that is agile, dependable, and delights your customers. Adopting a Customer Obsession Strategy: As customer obsession has become an essential ingredient for the success of organizations, CIOs will have to find specific ways to include it in all aspects of their functions, processes, and products. We see how companies like Amazon have become extremely successful in building their systems and processes around their customers. CIOs today are under pressure to parallel the innovations of such digital giants. This will therefore involve factoring customer experience in the design, understanding the needs of the customers and the trends that inspire them, and then building and delivering systems that delight those customers and audiences. Transforming customer experience includes a number of facets that include capturing data across all offline and online customer touch points, understanding customer intentions and using that data to provide consistent and personalized experiences, optimizing customer journeys to increase conversion rates, and measuring all aspects of customer’s interactions with the organization. Doing such a transformation requires that the CIO creates a coherent strategy and implementation roadmap. Resourcing Strategies: As IT organizations of today are transforming rapidly by piloting and implementing state of the art technologies and systems, CIOs are also facing challenges related to resourcing staff with requisite skillsets. Other than requiring resources skilled in digital technologies, many organizations also have the need for resources with legacy skillsets because those organizations still carry the baggage of mission critical legacy systems. To maintain this vast skillset portfolio of legacy and new technologies, the CIOs are already facing a shortage of skilled resources in local markets. Another challenge is that in today’s economy, resources are becoming increasingly specialized, and no longer feel the need to be tied to one organization. To tackle all these challenges, CIOs will need to adopt multiple strategies of resourcing staff both from local as well as from international markets. This resourcing strategy may include maintaining permanent staff, contracting short term resources from local markets, working with freelance staff from local and international locations, and so on. CIOs will have to know where to get these skilled resources on short notice to help them deliver on time. In conclusion, these CIO priorities primarily centered on creating the right vision of a digital enterprise along with a proper roadmap with some strategy execution tips. — End Download books on “Digital Transformation” The post A CIO’s Top 5 Priorities for Digital Transformation first appeared on CorpExcellence.com .…

The Podcast on Organizational Excellence - Digital Business Best Practices

1
Five Habits and Best Practices for Today’s Managers and Executives 10:09

منذ 7 years10:09

10:09

In this episode, I will cover five habits that you as a manager must adopt to stay competitive in today’s digital markets and economies. We know that competitive pressures have been building up in today’s marketplace and digital disruption has created a fast-paced environment that is challenging traditional business models and requiring organizations to transform in order for them to remain viable. Effective team leadership in this new business environment demands that managers find fresh ways to help create both business value and a rewarding experience for colleagues and team members. To do this, you as an executive and / or manager must adopting new habits to help your teams and groups achieve the flexibility required to tackle the headwinds of this new competitive climate. Here are five of those habits: Define Success in Terms of Business Outcomes Whether overseeing large projects or smaller tasks, managers need to define their department’s work in the context of overall business outcomes. Examples of business outcomes are growth in sales, improved customer experience, increased productivity, and reduced process cycle times. A problem that some teams face is that they get so bogged down in addressing lower-level requirements that they lose sight of the company’s overall target outcomes. One way to fix this is to implement trace-ability mechanisms that will track the relationship of lower-level activities to larger business outcomes. This can help you to align your department or group to the organization’s overall objectives and keep your teams focused on delivering business value. Many organizations use quantitative metrics such as Key Performance Indicators (KPIs) to help their departments and managers stay focused on delivering the desired end results. However, improperly defined KPIs can have the reverse effect by obscuring the team’s ability to attain business value that’s relevant to the company’s larger goals. In such cases, you as a manager need to bring your teams back into focus by putting business outcomes in the context of overall business value. Doing this will help team members to think on a larger scale. Thinking and communicating in terms of business outcomes also brings managers closer to their customers and stakeholders, ensuring that the department’s delivery is in line with their expectations and preventing any surprises in the future. Create a Healthy Culture for Optimal Performance A healthy organizational culture is a prerequisite for achieving optimal organizational performance. An organization’s culture depends on the mindset and behaviors of its employees, who take their cues from the leadership’s core beliefs, values, and practices. As a manager, your potential for building a strong cultural foundation for your department gives you considerable influence. Among the ways of inculcating a positive culture are improving communication between team members, communicating core values to employees and practicing them yourself in your daily work, appreciating and valuing your team members’ input and efforts, and encouraging risk taking. Investing in your department’s culture will help employees feel personally fulfilled and also build trust and respect, all of which lead to a more motivated and creative staff. The positive impact on the thinking and performance of your department can only benefit the company as a whole. Foster an Agile Mindset Demands for speedy delivery are pushing managers to reduce cycle times across all levels of the organization. Methods such as lean and agile have proven useful in software development, manufacturing, and other organizational functions. But effective managers recognize that, more than a methodology, agile is a shift in mindset that embodies principles of incremental and iterative development, better customer alignment, and the use of feedback loops to improve products and services. Agility in today’s environment, for example, means preferring rapid and incremental delivery of products and services with limited functionality, rather than waiting longer for hefty feature releases. In the new paradigm, failing quickly and learning from your mistakes is at times considered more desirable than engaging in extended (and sometimes indefinite) planning and analysis cycles. Managers who embrace these principles understand that being agile can help not only with working around complexities, dependencies, and uncertainties but also with ensuring rapid delivery to the marketplace. Encourage Your Team to Think Differently Departmental processes certainly help an organization to meet various performance objectives, but standard processes and predefined scripts cannot guarantee the successful achievement of all performance goals. Many tasks and situations require out-of-the box thinking for generating innovative ideas and solutions. Effective managers establish systems at the departmental level that encourage creativity and innovation for the purpose of tackling challenging problems and situations. Organizations like Google are known for allowing their employees free time for projects and activities unrelated to their daily work. This helps to stimulate their creativity by giving employees an opportunity to step outside the “boxes” created by repetitive daily tasks that may have caused their thinking to become too restrained. While the value of creative thinking is well known, it’s more commonly preached than practiced. To drive such new behaviors, managers must lead both through their own focus and consistency and by fostering team collaboration and creative thinking. By instituting practices that encourage people to step away from their usual thinking patterns, managers empower team members to bring forth new ideas. Also, to ensure all ideas are given an equal chance of evaluation, many managers and organizations are now instituting more structured approaches for capturing and vetting ideas before they get lost. Build a Learning Organization Effective managers also create a learning organization where employees collaborate and constantly learn from each other’s experiences, thus increasing the company’s collective wisdom. According to Peter Senge, who spearheaded the concept of the “learning organization” in his book The Fifth Discipline, instead of building pockets of expertise, effective managers strive to increase the overall capabilities of their organization. Knowledge creates more knowledge, and when shared with others, it has a compounding effect so that the acquired collective wisdom is more than the sum of its parts. Cultivating and maintaining a strong learning environment requires setting up various forms of collaboration and communication such as meetings and workshops to facilitate sharing and dissemination of information. It also requires implementing a system capable of capturing large amounts of knowledge and experience. Specific methods vary, depending on the manager and the organization’s needs. For example, an organization where sales teams shared their learning experiences from the field would require a different setup from an engineering group with a focus on learning from product development experiences. A collective learning environment puts both managers and organizations in a better position to meet the new and constantly changing requirements of today’s business climate. Companies with this type of environment use mistakes as learning tools by capturing the lessons they provide through feedback loops and then disseminating them across the organization. An organization that only focuses on providing periodic formal training for its employees is missing out on these types of opportunities and the rapid development and growth that they bring. So again, the five proactive habits for you to adopt as a manager in today’s economy are Tying the organization’s efforts to its larger business outcomes Encouraging optimal performance through a healthy, supportive culture Cultivating an agile approach Empowering creative thinking Fostering a collective learning environment Finally – Remember, great managers know that change is the only constant and that a company’s greatest asset is its people. By encouraging creativity, transforming mistakes into wins, and fostering a healthy, cooperative learning environment, you can help accelerate your organization’s growth and create a rewarding experience for all involved. — End Download books on “Best Practices” The post Five Habits and Best Practices for Today’s Managers and Executives first appeared on CorpExcellence.com .…

The Podcast on Organizational Excellence - Digital Business Best Practices

1
Gartner Hype Cycle – A Tool to Drive New Technology Strategy Decisions 10:30

منذ 7 years10:30

10:30

Watch the video below to learn more about Gartner’s Hype Cycle Tool Authored by: Wasim As a technology executive, you are constantly expected to embrace new technologies and trends to help your business gain a competitive edge in your industry. How do you make those decisions, especially when the technologies in question are still new and have a greater risk associated with their adoption? Let’s take some recent trends. A lot of enterprises are testing the waters to potentially adopt emerging technologies such as machine learning, smart robots, cognitive computing, etc. How can one get a perspective on the maturity of these technologies within enterprises in general and their future potential? To help with these decisions, Gartner introduced its Hype Cycle tool a few years ago and is currently used by many organizations to drive their technology strategy and investment decisions. The Hype Cycle is a graphical representation of how technologies progress from conception to maturity to becoming mainstream. This tool helps technology professionals get insights on the maturity levels of various technology innovations and the market adoption path that a technology may take in the future. Each year, Gartner releases more than 90+ Hype Cycles related to various domains. Some of the recently released Hype Cycles relate to domains, such as Emerging Technologies, Midsize Enterprises, Data Management, Digital marketing and advertising, Internet of Things (IoT), and others. An example of a Hype Cycle diagram is included below in this article. You should note that the diagram is included as part of a detailed report that Gartner issues to its members only and is not available in the public domain. The Five Phases of the Hype Cycle The Hype cycle (presented below) is a graphical representation that shows a new technology’s progression through five distinct phases before reaching a ‘plateau of productivity’, where it is considered mature and mainstream. The Innovation Trigger is the first phase, when a technology breakthrough creates early excitement in the market and starts to become popular. At this phase, the adoption amongst a select few early adopter organizations picks up pace. However, the products related to the technologies in this phase are still not mature and are not widespread. The technology then reaches the next phase of Peak of Inflated Expectations , where the market’s expectations peak, and the market slowly starts to lose interest, perhaps due to the technology not living up to the hype or other reasons. As Gartner states, the only enterprises making money in this phase are conference organizers and magazine publishers. From here, due to lack of meaningful results and accompanying negative coverage, the interest and adoption slow considerably, and the technology slides down and hits the Trough of Disillusionment . Although one would think that most technologies would die in the trough, an interesting thing happens, and the interest in certain technologies starts to pick up again. This may be due to focused experimentation by some organizations that leads to a true understanding of the technology’s applicability. This is where the technology enters the phase known on the Hype Cycle as Slope of Enlightenment . From here, the benefits of the technology are widely understood, tools mature in the market, and the use of technology stabilizes and enters the phase of Plateau of Productivity . The Use of the Hype Cycle Tool The Hype Cycle is a useful tool, as it can help technology managers get an informed perspective before rushing to adopt new innovations or abandoning them as those technologies fail to live up to earlier touted expectations. In general, the tool can help technology executives get a perspective on the following: For a given technology domain, the Hype Cycle shows multiple technologies (or items) providing a good overview of the overall domain. In many cases, this may expose managers to other innovations that may be more relevant to them and that they had not known earlier. For example, in the figure below, Gartner’s Hype Cycle for data management shows 30+ technologies. Understanding the maturity state of technologies and other items on the Hype Cycle graph (emerging, adolescent etc.) Reasons for which a technology is in a certain phase Market penetration levels of the technology within the target audience Technologies highlighted in earlier years in the Hype Cycle that may be going obsolete. Although there are no rules when this can happen during the Hype Cycle, this usually happens within the first three phases before it reaches the scope of enlightenment phase. Timeframe before certain technologies are expected to become mainstream Level of risk that may be associated with adopting certain technologies (depending on their position on the Hype Cycle). Observations The following delineate some observations related to the use of this tool. For a technology to be in the trough of disillusionment doesn’t indicate that a technology may necessarily overcome the barriers and progress to the next phase, nor does it mean it will die in that phase. The duration that a technology may take to progress from one phase to another varies by technology. For technologies that are identified in the early phases of the cycle and highlighted to reach the plateau of productivity phase within a short time span, this may be taken as Gartner’s high confidence in the technology to become mainstream quickly. As a decision maker, this can provide you the confidence of piloting and investing in the implementation of those technologies. It’s possible that a technology may become successful without hitting the trough of disillusionment, even though some argue that technologies rarely mature before going through a disillusionment phase. Limitations The following are some perceived limitations related to this tool. The Hype Cycle report is usually industry agnostic. However, in reality, certain technologies may do better in some industries than others. While the tool can provide the right perspective and enough information to put us in the right direction, we should also look at this data by considering the industry to which our organizations belong. For example, while the ‘blockchain’ technology may be an excellent technology to trial for organizations belonging to the financial industry, others may decide to wait longer to try its benefits. This is also evidenced by the fact that most ongoing trials related to blockchain are within the financial industry. Furthermore, as an organization, you should formulate a technology selection methodology that takes into consideration factors specific to your industry. The Hype cycle doesn’t provide detailed information on vendors offering products related to the various technologies. For that, organizations should consider reviewing Gartner’s Magic Quadrant tool that can help organizations assess potential suppliers and understand the competition and respective positioning. Summary In summary, let’s remember that while adopting newer technologies and innovations provide opportunities for competitive advantage and positioning, they have certain risks. Although tools such as Gartner’s Hype Cycle can provide useful insights related to new and emerging technologies, organizations should also review industry specific implementations before making strategic technology decisions. — End Download books on “Gartner Hype Cycle” The post Gartner Hype Cycle – A Tool to Drive New Technology Strategy Decisions first appeared on CorpExcellence.com .…

The Podcast on Organizational Excellence - Digital Business Best Practices

1
Best practices for establishing an IT Steering Committee Function 6:59

منذ 7 years6:59

6:59

To download free reports on IT Alignment and best practices on steering committee’s role in shaping an organization’s governance framework, enter your E-mail below. You will learn the following: Business strategy formulation and role of committees IT strategy and IT Steering committees Corporate and IT alignment issues Role of steering committees in organization’s strategy formulation Best Practices in establishing IT and other Corporate Steering Committees and more (function(d, s, id) { var js, fjs = d.getElementsByTagName(s)[0]; if (d.getElementById(id)) return; js = d.createElement(s); js.id = id; js.src = "//forms.aweber.com/form/12/1276262412.js"; fjs.parentNode.insertBefore(js, fjs); }(document, "script", "aweber-wjs-udolfcmcu")); In this episode, we will review some best practices related to establishing an IT Steering Committee function. An IT steering committee ensures alignment of IT and business and thus is a crucial function that is needed in organizations. So, first, let’s take a look at what is an IT steering committee and the benefits that it serves to the organization. After that we will review some best practices related to establishing this function within an organization . ( Join our mastermind group for your professional development by clicking here ) IT steering committees bring key IT and business stakeholders in a common forum to discuss matters related to strategic planning, program planning and project and program approvals. A typical steering committee usually includes the CIO, other key members of IT management , and executives from various Lines of Businesses such as Finance, Marketing, and others. When instituted correctly, programs are strategically planned and approved mutually between both parties, and thus one can expect IT and Business alignment. Although a number of organizations have IT steering committees in place, only a number of them are really effective. In fact, a research conducted by the Info-Tech Research Group highlighted that 88% of CIOs believe that their governance structure and processes are not effective. As IT steering committees serve as an important glue in the overall IT governance process, they can encapsulate a number of critical decision making processes and activities, especially those related to the review and approval of key technology related initiatives. Due to the criticality of this organizational function, it’s prudent therefore that organizations should invest in improving the effectiveness of these committees. Best Practices Here are some best practices that an organization can follow to improve their effectiveness. Ensure Executive Support – One of the most important factors that contributes to the success of IT Steering committees is to ensure that they have the full backing from the CEO and LOB senior executives. Obviously, if the committee’s main function is going to be to mutually review and approve an organization’s key projects and initiatives then it must have that high-level support for it to be effective. This also ensures that both IT and business become accountable for their decisions rather than having one group blaming the other for failed IT projects and initiatives. Establish a Committee Charter – One of the reasons that committees usually fail is the lack of an appropriate structure and definition of key processes that are needed for the ongoing execution of the committee functions. Therefore, one of the important steps when initiating a steering committee is to document its charter. The charter helps shape the overall governance structure, processes and roles of the committee and ensures that the committee continues to be effective. The charter should provide details such as the purpose of the committee, its scope, key roles and responsibilities of the committee members, details on various processes such as those of project approvals, ongoing deliverables, governing documents, etc. Integrate committee with the organization’s PPM processes – Some organizations have Project and Portfolio Management or PPM functions in place that provide a vehicle for ideas and initiatives to be evaluated, and prioritized. The selected projects are then put through a project execution framework. In such cases, the organization should ensure to effectively integrate IT steering committee processes with the organization’s project portfolio management or PPM processes and ensure that the functions are not duplicated or missed and that the overall framework is properly defined. Establish Project Prioritization and Selection Criteria – One of the most important IT and business alignment functions is that of project evaluation, prioritization, and selection. This ensures that only those projects are selected for execution that are properly aligned to an organization’s strategy. In this context, the steering committee that is made up of key members from both the IT and business should decide on certain high level criteria for project prioritization and selection to facilitate that process. This ensures that projects are evaluated objectively rather than being influenced by those with higher political clout. Establish Monitoring Processes – Besides prioritizing and funding projects, an effective steering committee also establishes monitoring processes and metrics to monitor the execution of its approved projects. For monitoring of projects and programs, the committee can request the organization’s PMO to provide the right reports and visibility into the execution of the projects and programs. As mentioned earlier, when a steering committee is held accountable for its decisions, monitoring those projects becomes its top priority as well. In this context, the committee can also provide its funded projects the right support whenever they feel that the projects are deviating from achieving their intended goals. Ensure Continuous improvement – Finally, as an IT Steering Committee is an important group of the organization, it’s important that its effectiveness is reviewed periodically to ensure that it’s delivering the right value for the business and the enterprise. Therefore, as part of that effort, the committee should review the effectiveness of its structure and processes and make changes as needed. — End Mastermind group for your professional development The post Best practices for establishing an IT Steering Committee Function first appeared on CorpExcellence.com .…

The Podcast on Organizational Excellence - Digital Business Best Practices

1
A Harvard Business Review (HBR) and Oracle Study on IT Business Alignment (Podcast) 6:36

منذ 7 years6:36

6:36

In this podcast episode, we will focus on the importance of the partnership between IT and business and why this partnership is quite critical for continued innovation within an organization. Although the industry has been discussing the need and importance of this partnership for a few decades now, the reality is that it continues to [...]…

The Podcast on Organizational Excellence - Digital Business Best Practices

1
Book Review: The McKinsey Edge: Success Principles from the World’s Most Powerful Consulting Firm – Episode 107 6:29

منذ 8 years6:29

6:29

This episode provides a book review of the book "The McKinsey Edge: Success Principles from the World’s Most Powerful Consulting Firm". This book is authored by Shu Hattori who was a consultant at McKinsey. In less than 200 pages, the book provides 47 principles from the area of consulting gleaned from the experiences of current and former [...]…

The Podcast on Organizational Excellence - Digital Business Best Practices

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Best practices to increase the value of a PMO (Project Management Office) – Episode 106 15:47

منذ 8 years15:47

15:47

In this episode, we will look at the different ways in which PMOs or project management offices can deliver value to their respective organizations. In this context, we will look at the various sources of potential value that PMOs can tap into to not only justify their existence but also to be a strategic part [...]…

The Podcast on Organizational Excellence - Digital Business Best Practices

1
Business agility and high performance in the enterprise – Episode 105 11:15

منذ 8 years11:15

11:15

The Podcast on Organizational Excellence - Digital Business Best Practices

1
A business case of successful digital transformation – NYTimes.com – Episode 104 10:02

منذ 8 years10:02

10:02

This episode features The New York Times (NYTimes.com) and reviews that as a business case of a successful digital transformation and highlights the lessons learned and best practices from that journey. In this episode (included at the end), we will review a business case of successful digital transformation. If you are part of an organization, [...]…

The Podcast on Organizational Excellence - Digital Business Best Practices

1
Understanding Agile Project Management – Episode 101 14:14

منذ 8 years14:14

14:14

Many organizations are pursuing various agility initiatives to improve their delivery capability. In line with those trends, the concept of "Agile Project Management" has also taken root in the industry as a strategy to pursue organizational excellence. This podcast episode reviews the concept of Agile project management and contrasts it with traditional project management. What is Agile Project Management? [...]…

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The Podcast on Organizational Excellence - Digital Business Best Practices « » Business agility and high performance in the enterprise – Episode 105

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Business agility and high performance in the enterprise – Episode 105