To successfully react to windows of opportunity, regardless of the focus — innovation, growth, culture, cost structure, technology — a new methodology of change leadership is required.
7 Step Guidance toward a successful Digital Transformation
( Step1) Create a sense of urgency
-- Help others feel a gut-level determination to move and win, now
( Step 2) Create a guiding coalition
-- Putting together a group with enough power to lead the change
( Step 3) Developing a change digital vision
-- Clarify how the future will be different from the past
( Step 4) Communicating the digital vision for buy-in
-- Ensuring that as many people as possible understand and accept the vision
( Step 5) Empowering-Broad Based Actions
-- Removing as many barriers as possible and unleashing people to do their best work
( Step 6) Generating short term wins
-- Creating visible, unambiguous success as soon as possible
( Step 7) Don't let up
-- In a successful major change initiative, by step 7 you will begin to see:
( Step 8) Make it stick
-- Anchoring new approaches in the culture for sustained change
Our world’s digital landscape is evolving faster than ever before, the only constant is change and most enterprises are struggling to adapt. In this webinar, we deep dive into Digital Transformation – the business strategy that can unlock new, better and bigger growth opportunities for your company.
Why, When and How Do I Start a Digital Transformation?Acquia
Presented at Acquia Engage APAC by Brittany Fox, Marketing Campaign Strategist, Deloitte.
Every organisation undergoing a marketing transformation has a starting point, with the difference only being the product of internal capability and maturity. At Deloitte, we take our clients from their starting point to being ready for whatever the next innovation is. This is the only real mechanism enterprises can implement for the future.
A talk on how to use customer insights to guide your digital transformation programmes, presented by @chudders at eCommerceSW at the Paintworks in Bristol on 19th October, 2017.
You can receive our Powerpoint slides by sharing this presentation and submitting your email at www.slidebooks.com | Digital Transformation Strategy Template and Training | By ex-Deloitte and McKinsey Consultants
Digital Transformation From Strategy To ImplementationScopernia
Creating a digital transformation strategy is one thing but how do you put the insights and plans into practice. This presentation deals with vision, strategy, roadmap, governance, leadership, channel hacking, start-up-thinking and many more issues.
Our world’s digital landscape is evolving faster than ever before, the only constant is change and most enterprises are struggling to adapt. In this webinar, we deep dive into Digital Transformation – the business strategy that can unlock new, better and bigger growth opportunities for your company.
Why, When and How Do I Start a Digital Transformation?Acquia
Presented at Acquia Engage APAC by Brittany Fox, Marketing Campaign Strategist, Deloitte.
Every organisation undergoing a marketing transformation has a starting point, with the difference only being the product of internal capability and maturity. At Deloitte, we take our clients from their starting point to being ready for whatever the next innovation is. This is the only real mechanism enterprises can implement for the future.
A talk on how to use customer insights to guide your digital transformation programmes, presented by @chudders at eCommerceSW at the Paintworks in Bristol on 19th October, 2017.
You can receive our Powerpoint slides by sharing this presentation and submitting your email at www.slidebooks.com | Digital Transformation Strategy Template and Training | By ex-Deloitte and McKinsey Consultants
Digital Transformation From Strategy To ImplementationScopernia
Creating a digital transformation strategy is one thing but how do you put the insights and plans into practice. This presentation deals with vision, strategy, roadmap, governance, leadership, channel hacking, start-up-thinking and many more issues.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a collection of PowerPoint diagrams and templates used to convey 20 different digital transformation frameworks and models.
INCLUDED FRAMEWORKS/MODELS:
1. Ten Guiding Principles of Digital Transformation
2. The BCG Strategy Palette
3. Digital Value Chain Model
4. Four Levels of Digital Maturity
5. Customer Experience Matrix
6. Design Thinking Framework
7. Business Model Canvas
8. Customer Journey Map
9. OECD Digital Government Transformation Framework
10. Accenture's Nonstop Customer Experience Model
11. MIT's Digital Transformation Framework
12. McKinsey's Digital Transformation Framework
13. Capgemini's Digital Transformation Framework
14. DXC Technology's Digital Transformation Framework
15. Gartner's Digital Transformation Framework
16. Cognizant's Digital Transformation Framework
17. PwC's Digital Transformation Framework
18. Ionolgy's Digital Transformation Framework
19. Accenture's Digital Business Strategy Framework
20. Deloitte's Digital Industrial Transformation Framework
According to Forbes, 70% of all Digital Transformations fail most often due to organizational resistance to change. This presentation provides an overview of Digital Transformation with a strong focus on the soft (human) aspects: changing employee mindsets and behaviors as well as the organizational culture and developing capabilities.
This document provides practical guidelines on developing a solid cultural foundation and the various frameworks/models for change management. It also serves as complementary materials to a digital transformation strategy and deployment guide.
Finally, this presentation helps to clarify the fuzziness around Digital Transformation and prepares key stakeholders in the organization for the Digital Transformation journey.
LEARNING OBJECTIVES
1. Acquire knowledge on the principles and key concepts of digital transformation
2. Understand the soft aspects of Digital Transformation - people, organization and change management
3. Identify the pitfalls to avoid and define the critical success factors of digital transformation
CONTENTS
1. Introduction & Key Concepts of Digital Transformation
2. Organizational Impact of Digital Transformation
3. Guidelines for Change Management
4. Pitfalls to Avoid & Critical Success Factors
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
Understanding digital transformation involves understanding the DNA of your company, your employees, and your customers to identify the best way to deliver value and increase organisations' positive impact on revenue, employee retention, and customer experience.
This requires a change management approach and to look at 5 key pillars:
1. The Business model
2. The Operational model
3. Leadership & Capability
4. Customer Experience
5. Technology
The term Digital Transformation is everywhere. Whether it's thrust upon our employees or communicated to us by Thought Leaders. But what does it all mean? Our Slideshare covers your basic guide to understanding the term.
The essential elements of a digital transformation strategyMarcel Santilli
Learn more: https://insights.hpe.com
Enterprises can survive digital disruption as well as grow revenue, improve profitability and increase market valuation — if they start rethinking what they do.
Digital transformation. It’s the use of technology to create a better customer experience, improve products and services, and increase the effectiveness of business operations. But it really means what your enterprise must do to adapt and thrive.
Today’s smaller, emerging companies are born digital. They can — and do — change quickly to answer consumer demand or a competitive offering. Larger, mature enterprises must start with a shift in strategy, because all industries will be changed or already have been changed by digital transformation. Many, like news media and publishers, music, video and retail have been or significantly disrupted. Up next: financial services, healthcare manufacturing, insurance, legal, education, utilities and energy. The good news? No industry has been or will be completely upended.
The first step is to recognize that disruption does not have to be a mass-extinction event. Enterprises can survive as well as grow revenue, improve profitability and increase market valuation. Here’s how to start rethinking what you do.
Omnichannel is at the heart of today's Retail Transformation. However, most retail CIOs still struggle to redesign their technology frameworks to serve today's multichannel connected customer and support a growing number of new ways to shop. Lack of an omnichannel strategy, rigid legacy systems not allowing to leverage the benefits of cloud and mobile technologies, non-single view of customers across channels or lack of inventory visibility across enterprise to support distributed order management capacity are only some of the key challenges retail CIOs are facing.
This webinar will be conducted by Ismael Ciordia, Chief Technology Officer at Openbravo, Salil Godika, Chief Strategy & Marketing Officer and Industry Group Head at Happiest Minds and introduced by Xavier Places, Product Marketing Director at Openbravo.
What Will You Learn?
- Key considerations when designing and rolling out new architecture that delivers omnichannel services.
- Which technologies to evaluate, including PIM, OMS, Cloud, m-POS or Big Data.
- How some leading customers in the Specialty Retail subsector are progressing on their omnichannel path with the help of Openbravo.
- A summary of the main conclusions of the Happiest Minds' report "The State of Omnichannel Retail in the US 2015" .
Workshop digital transformation strategy digital road-map trainingMiodrag Kostic, CMC
Presentation "Digital transformation strategy workshop" Interactive training course on how to create digital strategy and digital road map for digital transformation?
Miodrag Kostic, CMC, CDC
Certified digital transformation expert - consultant
http://www.businessknowledge.biz/
http://www.miodragkostic.com/
What is Digital Transformation? What are the friction points and the mental challenge? How is the mindset around disruption managed and what is Manchester Metropolitan University doing about this?
How do you plan the digital transformation in your company? Speech of Mirco Cervi CDO @ Italian Design Brands, during the NetComm Lugano E-nnovation Summit in Design on 2019/06/18.
Topic covered:
- What is the digital transformation
- Layers of Digital Transformation
- Customer Experience and Customer Journey
- The role of Culture in Digital Transformation
- How the digital Transformation affect all business models
- From linear organization to Exponential Organizations
- Infrastructure to facilitate the transformation
Present and Future of Metaverse
Why Metaverse Now?
Metaverse Use Case: AI Innovation Platform
Metaverse Enterprise
Metaverse - Gartner Emerging Technology Mapping
Applications for ESG Sustainability Imperative
Metaverse for Sustainable Smart City
ConnectCon: Metaverse Products of the Future
A virtual festival for entrepreneurs, artists, and innovators to gather together to better understand how to collaborate more effectively around building the products for the future.
Into the Metaverse: experts and enthusiasts will discuss how to build projects in the Metaverse
Metaverse Mingle: get to know fellow doers and their superpowers in our networking space, connect with investors, and meet innovators
Metaverse Gallery: visit our virtual gallery to discover the critical milestones of the Metaverse development.
The best digital transformation frameworks in 2020run_frictionless
We review digital transformation frameworks from the world’s top digital transformation consulting companies. PwC, McKinsey, Accenture, EY, Gartner, CapGemini, MIT, Cognizant, Altimeter, Ionology.
> Read the full review here: http://bit.ly/31e9dtP
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a collection of PowerPoint diagrams and templates used to convey 20 different digital transformation frameworks and models.
INCLUDED FRAMEWORKS/MODELS:
1. Ten Guiding Principles of Digital Transformation
2. The BCG Strategy Palette
3. Digital Value Chain Model
4. Four Levels of Digital Maturity
5. Customer Experience Matrix
6. Design Thinking Framework
7. Business Model Canvas
8. Customer Journey Map
9. OECD Digital Government Transformation Framework
10. Accenture's Nonstop Customer Experience Model
11. MIT's Digital Transformation Framework
12. McKinsey's Digital Transformation Framework
13. Capgemini's Digital Transformation Framework
14. DXC Technology's Digital Transformation Framework
15. Gartner's Digital Transformation Framework
16. Cognizant's Digital Transformation Framework
17. PwC's Digital Transformation Framework
18. Ionolgy's Digital Transformation Framework
19. Accenture's Digital Business Strategy Framework
20. Deloitte's Digital Industrial Transformation Framework
According to Forbes, 70% of all Digital Transformations fail most often due to organizational resistance to change. This presentation provides an overview of Digital Transformation with a strong focus on the soft (human) aspects: changing employee mindsets and behaviors as well as the organizational culture and developing capabilities.
This document provides practical guidelines on developing a solid cultural foundation and the various frameworks/models for change management. It also serves as complementary materials to a digital transformation strategy and deployment guide.
Finally, this presentation helps to clarify the fuzziness around Digital Transformation and prepares key stakeholders in the organization for the Digital Transformation journey.
LEARNING OBJECTIVES
1. Acquire knowledge on the principles and key concepts of digital transformation
2. Understand the soft aspects of Digital Transformation - people, organization and change management
3. Identify the pitfalls to avoid and define the critical success factors of digital transformation
CONTENTS
1. Introduction & Key Concepts of Digital Transformation
2. Organizational Impact of Digital Transformation
3. Guidelines for Change Management
4. Pitfalls to Avoid & Critical Success Factors
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
Understanding digital transformation involves understanding the DNA of your company, your employees, and your customers to identify the best way to deliver value and increase organisations' positive impact on revenue, employee retention, and customer experience.
This requires a change management approach and to look at 5 key pillars:
1. The Business model
2. The Operational model
3. Leadership & Capability
4. Customer Experience
5. Technology
The term Digital Transformation is everywhere. Whether it's thrust upon our employees or communicated to us by Thought Leaders. But what does it all mean? Our Slideshare covers your basic guide to understanding the term.
The essential elements of a digital transformation strategyMarcel Santilli
Learn more: https://insights.hpe.com
Enterprises can survive digital disruption as well as grow revenue, improve profitability and increase market valuation — if they start rethinking what they do.
Digital transformation. It’s the use of technology to create a better customer experience, improve products and services, and increase the effectiveness of business operations. But it really means what your enterprise must do to adapt and thrive.
Today’s smaller, emerging companies are born digital. They can — and do — change quickly to answer consumer demand or a competitive offering. Larger, mature enterprises must start with a shift in strategy, because all industries will be changed or already have been changed by digital transformation. Many, like news media and publishers, music, video and retail have been or significantly disrupted. Up next: financial services, healthcare manufacturing, insurance, legal, education, utilities and energy. The good news? No industry has been or will be completely upended.
The first step is to recognize that disruption does not have to be a mass-extinction event. Enterprises can survive as well as grow revenue, improve profitability and increase market valuation. Here’s how to start rethinking what you do.
Omnichannel is at the heart of today's Retail Transformation. However, most retail CIOs still struggle to redesign their technology frameworks to serve today's multichannel connected customer and support a growing number of new ways to shop. Lack of an omnichannel strategy, rigid legacy systems not allowing to leverage the benefits of cloud and mobile technologies, non-single view of customers across channels or lack of inventory visibility across enterprise to support distributed order management capacity are only some of the key challenges retail CIOs are facing.
This webinar will be conducted by Ismael Ciordia, Chief Technology Officer at Openbravo, Salil Godika, Chief Strategy & Marketing Officer and Industry Group Head at Happiest Minds and introduced by Xavier Places, Product Marketing Director at Openbravo.
What Will You Learn?
- Key considerations when designing and rolling out new architecture that delivers omnichannel services.
- Which technologies to evaluate, including PIM, OMS, Cloud, m-POS or Big Data.
- How some leading customers in the Specialty Retail subsector are progressing on their omnichannel path with the help of Openbravo.
- A summary of the main conclusions of the Happiest Minds' report "The State of Omnichannel Retail in the US 2015" .
Workshop digital transformation strategy digital road-map trainingMiodrag Kostic, CMC
Presentation "Digital transformation strategy workshop" Interactive training course on how to create digital strategy and digital road map for digital transformation?
Miodrag Kostic, CMC, CDC
Certified digital transformation expert - consultant
http://www.businessknowledge.biz/
http://www.miodragkostic.com/
What is Digital Transformation? What are the friction points and the mental challenge? How is the mindset around disruption managed and what is Manchester Metropolitan University doing about this?
How do you plan the digital transformation in your company? Speech of Mirco Cervi CDO @ Italian Design Brands, during the NetComm Lugano E-nnovation Summit in Design on 2019/06/18.
Topic covered:
- What is the digital transformation
- Layers of Digital Transformation
- Customer Experience and Customer Journey
- The role of Culture in Digital Transformation
- How the digital Transformation affect all business models
- From linear organization to Exponential Organizations
- Infrastructure to facilitate the transformation
Present and Future of Metaverse
Why Metaverse Now?
Metaverse Use Case: AI Innovation Platform
Metaverse Enterprise
Metaverse - Gartner Emerging Technology Mapping
Applications for ESG Sustainability Imperative
Metaverse for Sustainable Smart City
ConnectCon: Metaverse Products of the Future
A virtual festival for entrepreneurs, artists, and innovators to gather together to better understand how to collaborate more effectively around building the products for the future.
Into the Metaverse: experts and enthusiasts will discuss how to build projects in the Metaverse
Metaverse Mingle: get to know fellow doers and their superpowers in our networking space, connect with investors, and meet innovators
Metaverse Gallery: visit our virtual gallery to discover the critical milestones of the Metaverse development.
The best digital transformation frameworks in 2020run_frictionless
We review digital transformation frameworks from the world’s top digital transformation consulting companies. PwC, McKinsey, Accenture, EY, Gartner, CapGemini, MIT, Cognizant, Altimeter, Ionology.
> Read the full review here: http://bit.ly/31e9dtP
From the knowledge sharing towards the digital transformation - Enterprise 2....Louis-Pierre Guillaume
The communities of practice of Schneider Electric are part of the knowledge management initiative.
The value of the communities is measured at 3 levels:
1. Adoption and participation
2. Engagement and satisfaction
3. Efficiency
Good news: Statistical analysis of the measurement shows that the value of our Communities of practice is decoupled from the distance between their members and the profile of their community leader.
Communities are transversal to and independent of the organization (country, hierarchy).
Mobile Business moving Enterprises towards Digital TransformationNamics
Auf der Apps World Germany 2015 hielt unser COO Bernd Schopp einen Vortrag zum Thema "Mobile Business moving Enterprises towards Digital Transformation".
Find out how IOT-enabled digital solutions can help improve profitability and safety in the mining industry by driving better decision-making through monitoring and surveillance of operations.
The rise of new digital technologies
is one of the most exhilarating challenges facing
companies today. No sector or organization
is immune from the digital phenomenon,
which dictates its own pace and presence in
the management agenda. The question is no
longer when companies need to make digital
a strategic priority – this tipping point is past
– but how to embrace it and turn it to competitive
advantage.
Esta receta me encanta, además de sana, es hipocalórica para personas que estéis a dieta o bien que queréis manteneros.
Es económica y como todos mis platos, muy fácil de hacer.
Los ingredientes los encontraréis en cualquier supermercado.
¡Qué os aproveche!
Empathy and Pro-Social Behavior in RatsEmma Glanzer
Comparative analysis of research methods, results, and conclusions of two studies designed to discover the motivation for pro-social behavior in rats.
Bartal, Decety, and Mason. "Empathy and Pro-social Behavior in Rats". Science. 334 (2011): 1427-1430.
Silberberg, Allouch, Sandfort, Kearns, Karpel, and Slotinick. "Desire for social contact, not empathy, may explain rescue behavior in rats". Animal Cognition. 2013.
Are you a Digital Transformation leader? Can you create a high-performance strategy in the digital age? Have you got what it takes to avoid the tumbling barrels of distracting digital tactics, over hyped technology or the belief that your market is immune to disruption? Have you allocated the right resources to deliver a focused plan of transformation?
How-can-purpose-reveal-a-path-through-uncertainty. By EY. 2017Gemma Alcalá
El propósito y la empresa en el siglo XXI. El concepto de
propósito empresarial adquiere un significado cada vez más relevante en la estrategia de crecimiento de las compañías.
Una de las conclusiones de este informe es que la mayoría de las empresas y marcas confían actualmente en el poder del propósito, pero encuentran dificultades para completar su integración en la estrategia y en el funcionamiento diario de la compañía.
El propósito de una empresa, más allá del beneficio económico, se producen en respuesta a las demandas de los trabajadores, a la necesidad de que haya marcas inspiradoras o compañías socialmente más responsables.
En el informe se habla de las empresas 'Capital P.'. Ser una empresa con “Capital P” son aquellas que tienen un propósito bien integrado y que es clave para sobrevivir en un entorno muy volatil, repleto de incertidumbres, complejo y ambiguo.
Las empresas líderes afirman que su propósito está integrado en todas sus actividades, con un enfoque tanto a corto como a largo plazo, lo que genera valor a todo lo que hacen.
La Cuarta Revolución Industrial incrementa las necesidades de las empresas y pone en peligro a aquellas que no tienen un propósito bien integrado. Resulta necesario aportar valor a todos los stakeholders (grupos de interés), aspirar a mejorar la sociedad, tener una visión más amplia de la actividad y afrontar las oportunidades que se presenten de
forma inesperada.
This edition features a handful of the most inspiring women leaders in business that are the forefront of leading us into a digital future
Read More: https://ciolook.com/the-most-inspiring-women-leaders-in-business-2022-october2022/
Capabilities we need now in change managementLena Ross
Titled 'The High 5 of Change Mastery' this presentation is a guide for change leaders and practitioners to future-pace their capabilities with these skills for change mastery. These emerging capabilities will help us optimise our relevance and effectiveness in a disruptive business environment.
Leadership Agility is the ability to rage effective action in complex rapid changing conditions. Team and organizational agility refer to the same set of capacities. Organizational agility is an ability for an organization to renew itself, adapt, change quickly, and succeed in a rapidly changing, ambiguous, turbulent environment. Agility is not incompatible with stability – agility requires stability.
Organizations striving to grow and sustain their success in these dynamic times often try to identify the characteristics in their executives that will propel the enterprise toward its potential. The prevailing thought goes something like this: we want greater organizational agility so what does that look like in our key people? Fair question, but not likely to lead them where they want to go.
The challenge is Organizational Agility is an outcome we can measure organizationally not a personal characteristic. The executives can do a number of things to increase the organization’s agility but they themselves don’t exhibit it.
Let's discuss all of these with Abiodun Osoba (International Lean/Agile Coach & Trainer for Enterprise Transformations)
The 10 most innovative business leaders revamping the future 2021Merry D'souza
CIO LOOK has come up with its latest edition of The 10 Most Innovative Business Leaders Revamping the Future, 2021. Featuring on the Cover is Nigel Green. Read more: https://ciolook.com/the-10-most-innovative-business-leaders-revamping-the-future-2021-march2021/
Time to join the revolution: Agile change in financial servicesAccenture Insurance
Agile change has always been a priority for financial services organizations. However, in today’s rapidly evolving digital world, it is now clear that they must make it a critical capability to survive and thrive. Applying agile end-to-end business change increases the speed to benefit, and impacts every aspect of a business from customers and employees to organization and processes. Making change their core competence will help FS firms find new ways of serving customers and creating value. This report spells out what is needed to succeed with agile, and proposes five culture-related steps FS firms can take to improve their organization agility
Leading Digital Transformation, extract from bookJoakim Jansson
Now in English! A #1 bestselling management book in Sweden, a digital epicenter, home of Spotify, Skype and Candy Crush! The book includes:
1. Foreword by Brian Solis and interview with Dr. John Kotter
2. Step-by-step methodology, Digital Maturity Matrix
3. Digital tools and more content at www.digitaltransformation.net
4. Book and methodology in cooperation with researchers and businesses
5. Eight case studies from different industries.
This edition features a handful of Best Workplaces For Women in 2022 that are leading us into a better future
Read More: https://ciolook.com/best-workplaces-for-women-in-2022-december2022/
o become a successful, thriving social organization, you have to address the mental (business), physical (technology), and emotional (people) aspects of the change social brings, and then build healthy habits over time that help you realize benefits faster. Here are 10 tips we think will help any organization succeed.
It is observed that in the digital world, there are broadly two types of leadership style in CEOs.On the one hand is the well-established market player, who prefers to invest only in a sound business case and focuses only on the predictability of cash flows. He/she does not prefer speed and innovation.On the other hand is the digital-era market disrupter or the brash upstart, who believes in innovation and speed and tries to score a win while managing risk by failing fast and starting a fresh. While many CEOs and CIOs understand and accept that a shift in business strategy is necessary to adapt to the changing world , but what they may fail is to realize is that how important their own mindset is to the success of the transition to the new business model.While the digital world is moving forward at a break neck speed, the core beliefs wired into the human brains often are not.
The leader's mindset provides a frame of reference that affects how they hear, interpret and act on information, which in turn affects how the company operates.Successful disruptive digital leaders are able to transform their own thinking first and then transform the company. Five important mindset traits can help you differentiate between well-established digital leaders against that of a successful disruptive digital leader.
Change management as the name states is the management of change. While transformation is comprehensively changing something. The two efforts are intertwined by change. In order to increase the chances of success when introducing digital transformation, you need to have a strong change management plan.
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
The key differences between the MDR and IVDR in the EUAllensmith572606
In the European Union (EU), two significant regulations have been introduced to enhance the safety and effectiveness of medical devices – the In Vitro Diagnostic Regulation (IVDR) and the Medical Device Regulation (MDR).
https://mavenprofserv.com/comparison-and-highlighting-of-the-key-differences-between-the-mdr-and-ivdr-in-the-eu/
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
Buy Verified PayPal Account | Buy Google 5 Star Reviewsusawebmarket
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Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
1. WE
ARE OXYGN
Enterprise Digital Transformation
8 STEP GUIDANCE TOWARD A
SUCCESSFUL DIGITAL
TRANSFORMATION
“the use of technology to radically
improve performance or reach of the
enterprise.”
2. WE
ARE OXYGN
Enterprise Digital Transformation
FOCUS INNOVATION GROWTH CULTURE
COST
STRUCTURE TECHNOLOGY
$
88% OF EXECUTIVES AND DIGITAL
STRATEGISTS STATED THAT THEIR
COMPANY IS UNDERGOING A
FORMAL DIGITAL TRANSFORMATION
EFFORT IN 2014. YET, ONLY 25% HAD
MAPPED OUT THE DIGITAL
CUSTOMER JOURNEY. - Altimeter
Why do they fail?
Because
organisations often
do not take the
holistic approach
required to see the
change through.
By following the Oxygn Digital Transformation
Process organisations can avoid failure and
become adept at change. By improving their
ability to change, organisations can increase their
chances of success, both today and in the future.
Without this ability to adapt continuously,
organisations cannot thrive.
To successfully react to windows of
opportunity, regardless of the focus —
innovation, growth, culture, cost structure,
technology — a new methodology of
change leadership is required.
3. WE
ARE OXYGN
Enterprise Digital Transformation
Step 1.
CREATE A SENSE OF
URGENCY
4. WE
ARE OXYGN
Enterprise Digital Transformation
Help others feel a gut-level
determination to move and win, now
In their rush to make a plan and take
action, most companies ignore this
step – indeed close to
50 %
of the companies that fail to make
needed change make their mistakes
at the very beginning.
Leaders may underestimate how
hard it is to drive people out of their
comfort zones, or overestimate how
successfully they have already done
so, or simply lack the patience
necessary to develop appropriate
urgency.
5. WE
ARE OXYGN
Enterprise Digital Transformation
Leaders who understand the importance of a sense of urgency are good at taking the
pulse of their company and determining whether the state of the organisation is:
„everything is fine”
Complacency can occur whether your organisation is at the top of their market or facing
bankruptcy. It's a state where people fail to react to signs that action must be taken, telling
themselves and each other, "Everything is fine."
BURNOUT
COMPLACENCY
FALSE URGENCY
1
2
People are busy, working-working-working, but their actions don't result in helping the business
succeed in their primary goal. This leads to unproductive results, and eventually, burnout.
TRUE URGENCY MOVE, AND WIN, NOW 3
People are clearly focused on making real progress every single day. Urgent behaviour is driven
by a belief that the world contains great opportunities and great hazards. It inspires a gut-level
determination to move, and win, now.
There are some tried and true ways companies go about creating true urgency. Usually the urge is to skip to the
doing rather than spend the required time it takes to get a significant number of employees urgent.
6. WE
ARE OXYGN
Enterprise Digital Transformation
Here are the most common
ways companies fail and
succeed at establishing true
urgency:
Guaranteed to Fail Guaranteed to Succeed
The problem in failed change
initiatives is rarely that the case
for change is poorly thought out,
or not supported with sufficient
facts. A solid business case that
has a theoretically "compelling"
rationale only appeals to people's
head and not their heart.
Leaders who know what they are
doing will "aim for the heart." They
will connect to the deepest
values of their people and inspire
them to greatness. They will
make the business case come
alive with human experience,
engage the senses, create
messages that are simple and
imaginative, and call people to
aspire.
7. WE
ARE OXYGN
Enterprise Digital Transformation
Step 2.
CREATE THE GUIDING
COALITION
8. WE
ARE OXYGN
Enterprise Digital Transformation
Putting together a group with
enough power to lead the digital
change
No one person, no matter how competent, is capable of single-handedly:
developing the right
digital vision,
communicating it to vast
numbers of people,
eliminating all of the
! key obstacles,
generating short term
wins,
leading and managing dozens
of change projects, and
anchoring new approaches deep
in an organisation’s culture.
Putting together the right coalition of people to lead a
digital change initiative is critical to its success. That
coalition must have the right composition, a significant
level of trust, and a shared objective.
9. WE
ARE OXYGN
Enterprise Digital Transformation
The Importance of Teams to
Decision Making
In a rapidly changing world, complex
organisations are forced to make
decisions more quickly and with less
certainty than they would like and with
greater sacrifice than they would prefer. It
is clear that teams of leaders and
managers, acting in concert, are the only
effective entities that can make
productive decisions under.
It is essential that the team develop a
level of trust in one another. This is the
glue that makes the team function well.
In today’s world, team building has to
happen quickly. Typically, this occurs in
an off-site with carefully facilitated
activities that allows for team members
to make connections between both
hearts and minds.
Constructing the right team and then
combining a level of trust with a shared
goal in which the team believes can
result in a guiding coalition that has the
capacity to make needed change happen
despite all of the forces of inertia.
10. WE
ARE OXYGN
Enterprise Digital Transformation
The Four Qualities of an
Effective Guiding Coalition
In putting together a Guiding Coalition, the team as a whole should reflect:
Position Power
Enough key players should be on board so
that those left out cannot block progress.
Expertise
All relevant points of view should be represented so
that informed intelligent decisions can be made.
Credibility
The group should be seen and respected by those in the firm so that the
group’s pronouncements will be taken seriously by other employees.
Leadership
The group should have enough proven leaders
to be able to drive the change process.
11. WE
ARE OXYGN
Enterprise Digital Transformation
Step 3.
DEVELOPING A CHANGE
VISION
12. WE
ARE OXYGN
Enterprise Digital Transformation
Clarify how the future will be different
from the past
Such digital visions must be seen as
strategically feasible. To be effective, a digital
vision must take into account the current
realities of the enterprise, but also set forth
goals that are truly ambitious. Great leaders
know how to make these ambitious goals look
doable. When a digital vision is supported with a
strong, credible strategy, it becomes evident to
the stakeholders that the digital vision is not a
pipe dream.
A clear digital vision serves three important
purposes. First, it simplifies hundreds or
thousands of more detailed decisions. Second, it
motivates people to take action in the right
direction even if the first steps are painful. Third,
it helps to coordinate the actions of different
people in a remarkably fast and efficient way. A
clear and powerful vision will do far more than
an authoritarian decree or micromanagement
can ever hope to accomplish.
Many digital visions are deceptively mundane.
Often the digital vision is part of a larger system
that includes strategies, plans and budgets.
However, the digital vision is the glue that holds
these things together and makes sense of them
both for the mind and the heart. A good digital
vision can demand sacrifices in order to create a
better future for all of the enterprise’s
stakeholders.
A digital vision must provide real guidance. It
must be focused, flexible and easy to
communicate. It must both inspire action and
guide that action. It should be a touchstone for
making relevant decisions, but not be so
constricting as to reduce the possibility of
empowering action. Finally, it must be
communicable. If it cannot be explained quickly
in a way that makes intuitive sense, it becomes
useless.
13. WE
ARE OXYGN
Enterprise Digital Transformation
Thus, effective digital visions have six key characteristics. They are:
Imaginable
They convey a clear picture of what
the future will look like.
Desirable
They appeal to the long-term interest of
those who have a stake in the enterprise.
Feasible
They contain realistic and attainable goals.
Focused
They are clear enough to provide
guidance in decision making.
Flexible
They allow individual initiative and alternative
responses in light of changing conditions.
Communicable
They are easy to communicate and
can be explained quickly.
14. WE
ARE OXYGN
Enterprise Digital Transformation
Step 4.
COMMUNICATING THE
DIGITAL VISION FOR BUY-IN
15. WE
ARE OXYGN
Enterprise Digital Transformation
Ensuring that as many people as possible
understand and accept the digital vision
Gaining an understanding and commitment to a new direction is never an easy
task, especially in complex organisations. Under communication and
inconsistency are rampant. Both create stalled transformations.
Most companies under communicate their digital vision by at least a factor of 10.
A single memo announcing the transformation or even a series of speeches by
the CEO and the executive team are never enough. To be effective, the digital
vision must be communicated in hour-by-hour activities. The digital vision will be
referred to in emails, in meetings, in presentations – it will be communicated
anywhere and everywhere.
Executives will use every effective communication channel possible to
broadcast the digital vision. They turn boring and unread company newsletters
into lively articles about the digital vision. Ritualistic and tedious quarterly
meetings are turned into exciting discussions about transformation. Generic
education programs are thrown out and replaced with sessions that focus on
business problems and the new digital vision.
16. WE
ARE OXYGN
Enterprise Digital Transformation
In communicating the digital vision
for the transformation, there are
some things to keep in mind.
The vision should be:
Simple
No techno babble or jargon.
Vivid
A verbal picture is worth a thousand words
– use metaphor, analogy, and example.
Repeatable
Ideas should be able to be spread by
anyone to anyone.
Invitational
Two-way communication is always more
powerful than one-way communication.
In pursuit of simplicity, fewer words
are better. Consider the following:
Version 1: Our goal is to reduce our mean
time to repair parameters so that they are
perceptually lower than all major
competitors inside the EU and out. In a
similar vein, we have targeted new product
development cycle times, order process
times, and other customer-relevant
processes for change.
Version 2: We are going to become faster
than anyone in our industry at satisfying
customer needs.
Actions Speak Louder Than Words
17. WE
ARE OXYGN
Enterprise Digital Transformation
Step 5.
EMPOWERING BROAD-BASED
ACTIONS
18. WE
ARE OXYGN
Enterprise Digital Transformation
Removing as many barriers as
possible and unleashing people to do
their best work
Structural Barriers
Many times, these are the most difficult barriers
to get past because they are part of the internal
structure of the company. Realigning incentives
and performance appraisals to reflect the
change vision can have a profound effect on the
ability to accomplish the change vision.
Management information systems can also have
a big impact on the successful implementation
of a change vision. Up-to-date competitive
information and market analysis, and the ability
to communicate powerfully and effectively
throughout the company in a cost effective way
can speed up feedback loops and provide
information necessary for people to do their jobs
more efficiently.
Many times the internal structures of companies
are at odds with the change digital vision. An
organisation that claims to want to pride itself on
customer excellence finds its structures
fragment resources and responsibilities for
products and services. Companies that claim to
want to create more local responsiveness have
layers of management that second guess and
criticize regional decisions. Companies that
claim to want to increase productivity and
become a low-cost producer have huge staff
groups that constantly initiate costly procedures
and programs.
The list is endless.
19. WE
ARE OXYGN
Enterprise Digital Transformation
Troublesome Supervisors
Another barrier to effective change can be
troublesome supervisors. Often these managers
have dozens of interrelated habits that add up to
a style of management that inhibits change. They
may not actively undermine the effort, but they
are simply not “wired” to go along with what the
digital change requires. Often enthusiastic
change agents refuse to confront these people.
While that approach can work in the early stages
of a change initiative, by Step 5 it becomes a
real problem. Easy solutions to this problem
don’t exist. Sometimes managers will concoct
elaborate strategies or attempt manipulation to
deal with these people. If done skilfully this only
slows the process and, if exposed, looks terrible
– sleazy, cruel and unfair – and undermines the
entire effort.
Typically, the best solution is honest
dialogue.
20. WE
ARE OXYGN
Enterprise Digital Transformation
Step 6.
GENERATING SHORT-TERM
WINS
21. WE
ARE OXYGN
Enterprise Digital Transformation
Creating visible, unambiguous
success as soon as possible
For leaders in the middle of a long-term change
effort, short-term wins are essential. Running a
change effort without attention to short-term
performance is extremely risky. The Guiding
Coalition becomes a critical force in identifying
significant improvements that can happen between
six, twelve and eighteen months. Getting these
wins helps ensure the overall change initiative’s
success. Research shows that companies that
experience significant short-term wins by fourteen
and twenty-six months after the change initiative
begins are much more likely to complete the
transformation.
Realising these improvements is a challenge. In any
change initiative, agendas get delayed, there is a
desire to ensure that customers are not affected,
political forces are at work – all of which slow the
ability to perform as promised. However, short-term
wins are essential.
To ensure success, short term wins must be both
visible and unambiguous. The wins must also be
clearly related to the change effort. Such wins
provide evidence that the sacrifices that people are
making are paying off. This increases the sense of
urgency and the optimism of those who are making
the effort to change. These wins also serve to
reward the change agents by providing positive
feedback that boosts morale and motivation. The
wins also serve the practical purpose of helping to
fine tune the vision and the strategies. The guiding
coalition gets important information that allows
them to course-correct.
Short-term wins also tend to undermine the
credibility of cynics and self-serving resistors. Clear
improvements in performance make it difficult for
people to block the needed change. Likewise,
these wins will garner critical support from those
higher than the folks leading the change (bosses,
board, and shareholders). Finally, short-term wins
have a way of building momentum that turns
neutral people into supporters, and reluctant
supporters into active helpers.
22. WE
ARE OXYGN
Enterprise Digital Transformation
Planning not Praying Pressure to Perform
Short-term wins rarely simply happen. They
are usually the result of careful planning and
effort. Why don’t people plan for these?
Often they are overwhelmed with the tasks
of the change effort and simply take their eye
off this particular ball. In other cases, people
don’t even try because they believe that you
can’t produce major change and short-term
performance results. Finally, the lack of
short-term wins can often be traced back to
insufficient management expertise on the
Guiding Coalition or a lack of commitment by
key managers to the change initiative.
Clearly the need to get short-term wins adds
a great deal of pressure to an organisation in
the midst of a transformation effort. However,
when done skilfully, the need to create short-wins
can actually increase the sense of true
urgency and actually accomplishing these
goals does much to cement the change
initiative.
23. WE
ARE OXYGN
Enterprise Digital Transformation
Step 7.
DON’T LET UP!
24. WE
ARE OXYGN
Enterprise Digital Transformation
Consolidating gains and producing
more change
Resistance is always waiting in the wings
to re-assert itself. Even if you are
successful in the early stages, you may
just drive resistors underground where
they wait for an opportunity to emerge
when you least expect it. They may
celebrate with you and then suggest
taking a break to savour the victory.
The consequences of letting up can be
very dangerous. Whenever you let up
before the job is done, critical momentum
can be lost and regression may soon
follow. The new behaviours and practices
must be driven into the culture to ensure
long-term success. Once regression
begins, rebuilding momentum is a
daunting task.
25. WE
ARE OXYGN
Enterprise Digital Transformation
In a successful digital change
initiative, by step 7 you will begin to
see:
More projects being added
Additional people being brought in to help
with the changes
Senior leadership focused on giving clarity
to an aligned vision and shared purpose
Employees empowered at all levels to
lead projects
Reduced interdependencies between areas
Constant effort to keep urgency high
Consistent show of proof that the new way is
working
A Long Road
Leadership is invaluable in surviving Step 7.
Instead of declaring victory and moving on,
these transformational leaders will launch
more and more projects to drive digital
change deeper into the organisation. They will
also take the time to ensure that all the new
practices are firmly grounded in the
organisation’s culture. Managers, by their
nature, think in shorter timeframes. It is up to
leaders to steer the course for the long-term.
Without sufficient and consistent leadership,
the change will stall, and succeeding in a
rapidly changing world becomes highly
problematic.
26. WE
ARE OXYGN
Enterprise Digital Transformation
Step 8.
MAKE IT STICK
27. WE
ARE OXYGN
Enterprise Digital Transformation
Anchoring new approaches in the
culture for sustained change
New practices must grow deep roots in
order to remain firmly planted in the
culture. Culture is composed of norms of
behaviour and shared values. These social
forces are incredibly strong. Every
individual that joins an organisation is
incorporated into its culture, generally
without even realising it. Its inertia is
maintained by the collective group of
employees over years and years. Changes
– whether consistent or inconsistent with
the old culture – are difficult to ingrain.
This is why cultural change comes in
Step 8, not Step 1.
28. WE
ARE OXYGN
Enterprise Digital Transformation
Some general rules about cultural
change include:
Cultural change comes last, not first
You must be able to prove that the new way is
superior to the old
The success must be visible and well
communicated
You will lose some people in the process
You must reinforce new norms and values with
incentives and rewards – including promotions
Reinforce the culture with every new employee
Tradition is a powerful force. We keep
change in place by creating a new,
supportive and sufficiently strong
organisational culture. A Guiding Coalition
alone cannot root change in place no
matter how strong they are. It takes the
majority of the organisation truly
embracing the new culture for there to
be any chance of success in the long
term.
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29. WE
ARE OXYGN
Enterprise Digital Transformation
STRATEGY, CONSULTING,
RESEARCH, TRAINING
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