An end to governance? - Martyn Perks

•

0 likes•1,778 views

Governance structures may no longer be needed as technology adoption rates remain low and the landscape continues to change. Existing governance aims to solve problems that have yet to arise. There is a need to rethink current approaches and allow growth, innovation, and productivity driven by new technologies to move societies forward.

AN END TO
GOVERNANCE?A provocation to start much needed debate
Martyn Perks, Head of Customer Insight

Source: Office for National Statistics
Growth,
innovation &
productivity
should drive
us forward

With low adoption
rates, we need a
rethink
Governance is a ‘solution’
looking for a ‘problem’
long before it has existed

Having led digital efforts in largest international tech firms, I have learnt that successful and sustaining transformation projects tend to have these three factors in common: 1. A purpose-led strategy that defines and communicates desirable outcome prior to implementation. 2. Put customer at the CENTRE. Bring external perspectives into processes where functions can quickly become internally focused. 3. Involve everyone and set innovation processes to enable structured idea origination, validation and roll out. Underlying all these is the thirst and curiosity to learn and unlearn, as an individual and an organisation.

Jones Lang Lasalle at The Chief Analytics Officer Forum, Europe

Chief Analytics Officer Forum

Welcome to the Chief Analytics Officer Forum Europe On 7th – 9th March 2016, over 80 Chief Analytics Officers and senior analytics leaders met in London for intimate, top-level discussions; dissecting the role of the CAO, exploring innovative case studies and addressing mutual cross-industry challenges. To learn more, visit http://www.caoforumeurope.com/ This event is organised by http://coriniumintelligence.com/

The best stats you’ve ever seen

Sahil Kumar

Balanced Scorecard - A practitioner's perspective

Priyom Sarkar

The best stats you have ever seen

Guryash Singh Dhall

Business Change Management is more than just sending out a few emails, doing a bit of training and writing a new policy. It is about understanding the things that make the business unique, working with people to find out how the change will actually affect them and how they feel about it. You can then provide them with the right information and tools to comfortably and confidently transition to the new system. Equally, it’s not a one off, hit and run activity. Supporting people as they transition to new ways of working should be ongoing throughout the life of a project and beyond. This approach leads to the development of a change strategy, creation and delivery of communications and training resources, and the facilitation of all staff training. Working with people to understand their needs and then coming up with practical and creative ways to address them allows you to come up with targeted approaches to getting people on board. It’s hard not to be inspired by someone who is actually excited and committed to change. Alternatively, change is never successful when a solution is thrown in and people feel that leaders are ‘doing it to them, not with or for them’. Enters InterConnect, a proven approach that focuses on what your business wants to achieve and then works with your people leaders to give them the skills and confidence to support their teams through the transition. The approach is based on having conversations, providing an open forum for teams to discuss the changes and giving your leaders the knowledge and skills to maintain the drive for change.

Digital Transformation in Project-based businesses

Stefan Kim (Grahn)

Assess Your Digital Maturity Webinar

Fulcrum Digital

Incumbents Strike Back - Disruption Summit London September 4th, 2018

Angela Bates

My talk from the Innovation Track 'An incumbent's guide to productive disruption' - Do large enterprises have the wherewithall, courage or even desire to reinvent their organisations built for one era to meet the needs of the next? How can you stay productive whilst weathering the technological and cultural change in your organisation? Data together with AI is your greatest asset, but technology alone is not enough to stave off the crashing waves of digital disruption both from outside and inside enterprises. This talk will explore both how people plus machines are the key to a hopeful future, and some tips on staying sane whilst being effective in a corporate world.

Why you need Lean Thinking in your Digital Transformation

Institut Lean France

Companies are more and more interested in so-called “digital transformations”, be it for the opportunity to optimize and innovate business models or because they fear they will fall behind their competitors or the most disruptive players in the market. Changing customer expectations increasingly include products and service based on digital technologies, the use of mobile devices, Internet of Things (IoT), cloud computing, data analysis, and so on. This opens up many opportunities for organizations that have not yet been explored in their entirety. For us to tap into the full potential of digital technologies, however, we need to integrate lean into our strategic thinking, to ensure that our digital transformations actually help us to add value and eliminate waste. Disconnected technology-based initiatives that lack a clear purpose won’t go very far. A presentation by Lean Institute Brasil director Christopher Thompson at the Lean Digital Summit 2018. Discover more Lean IT stories on www.lean-digital-summit.com

Cutting through the noise – a digital space to help line managers - Sarah Mof...

An end to governance? - Martyn Perks

Recommended

Recommended

More Related Content

What's hot

What's hot (10)

Viewers also liked

Viewers also liked (19)

More from Intranet Now

More from Intranet Now (20)

Recently uploaded

Recently uploaded (20)

An end to governance? - Martyn Perks

Editor's Notes