Steve Hearsum discusses the concept of digital and being "digitally deluded". He notes that digital relates to using data and signals represented by 0s and 1s, as well as using computer technology. However, digital is really about the speed at which things happen and is a mindset, not just a technology. The document examines implications for leadership, including the need to develop new capabilities to take advantage of digital technologies. It also discusses potential extremes in how leaders think about digital and the importance of balancing perspectives.
Learning Objective: Learn how to unlock the data within your own company to chart the smartest growth plan possible.
Your business is running well, and everything is humming along. Life is great, right? Not true. Every minute your business is operating is a minute your company is collecting information and generating insights that can help it run more efficiently and grow even smarter. Thankfully, there are powerful analytics tools that allow us to capture info and analyze it, providing insights into how to utilize your tools and create a path for greatness.
At the end of this seminar, the participants will:
1. Learn about new tech trends and how advanced analytics, AI, and conversational UI (user interface) are changing the game for business owners.
2. Hear about the latest tools and best practices for collecting data and using tech to help make informed decisions to push your business forward.
3. Understand how these new tools are helping entrepreneurs accurately assess risks and proactively address them.
4. Look to the future where technology more fully enables our business and unlocks opportunities we never thought of.
HxRefactored 2015: Lisa Welchman "Digital Governance"HxRefactored
In this talk, Lisa Welshman gives an overview of best practices in digital governance and starts a conversation about the maturity of digital management in the healthcare sector. She focuses on the structure of your digital team and how to determine who is accountable for establishing overall digital strategy, policy, and standards.
Enabling the digital mind shift in the organisation - Enterprise Digital Summ...David Terrar
3rd of 3 opening keynotes at the 2015 Enterprise Digital Summit London - Stowe Boyd's gave us ideas about the future of the org, Euan Semple made it personal, and I added a bit of practical. Three key words for the presentation - Disruption. Reinvention. Education. Everyone's talking digital and it's dangerous... too dangerous to dilute the term, but crucially important that we understand it properly. Digital is becoming a synonym for technology or new or new technology. You need to understand the digital enterprise wave - the current disruptive landscape. Then here are 8 building blocks for transformation, and then our 7E approach to implementing change. Finally I echo Michael Corleone telling Sonny "it's not personal, it's business" with our version "it's not digital, it's business".
For Companies who want to create Smart Services, the Digital Team Platform provides Digital Leadership which enables dynamic value creation with customers by networking cross-boundary interactions.
Building a Better Intranet: Moving From Frustration to Effective CollaborationC5 Insight
It's a fact: the way we work is changing. As our digital tools grow rapidly and become more sophisticated, are we really better off? Is an Intranet still relevant in today’s digital world? If so, then why do 60-80% of organizations that try to implement Intranets and other social collaboration initiatives continue to struggle with their effectiveness?
In this session, learn not only how the Intranet, but our users have evolved over time, and see how small changes in your approach can yield huge returns on your Intranet investment. In addition, learn the overarching themes that cause organizations to struggle with their Intranet, and get 10 practical tips that you can begin to implement today.
At the end of the day, organizations don't care about Intranets - they care about results - and this session will show you how to (re)shape your Intranet so that it delivers enhanced user adoption, improved employee engagement, increased productivity, and a lasting changing within your organization.
Learning Objective: Learn how to unlock the data within your own company to chart the smartest growth plan possible.
Your business is running well, and everything is humming along. Life is great, right? Not true. Every minute your business is operating is a minute your company is collecting information and generating insights that can help it run more efficiently and grow even smarter. Thankfully, there are powerful analytics tools that allow us to capture info and analyze it, providing insights into how to utilize your tools and create a path for greatness.
At the end of this seminar, the participants will:
1. Learn about new tech trends and how advanced analytics, AI, and conversational UI (user interface) are changing the game for business owners.
2. Hear about the latest tools and best practices for collecting data and using tech to help make informed decisions to push your business forward.
3. Understand how these new tools are helping entrepreneurs accurately assess risks and proactively address them.
4. Look to the future where technology more fully enables our business and unlocks opportunities we never thought of.
HxRefactored 2015: Lisa Welchman "Digital Governance"HxRefactored
In this talk, Lisa Welshman gives an overview of best practices in digital governance and starts a conversation about the maturity of digital management in the healthcare sector. She focuses on the structure of your digital team and how to determine who is accountable for establishing overall digital strategy, policy, and standards.
Enabling the digital mind shift in the organisation - Enterprise Digital Summ...David Terrar
3rd of 3 opening keynotes at the 2015 Enterprise Digital Summit London - Stowe Boyd's gave us ideas about the future of the org, Euan Semple made it personal, and I added a bit of practical. Three key words for the presentation - Disruption. Reinvention. Education. Everyone's talking digital and it's dangerous... too dangerous to dilute the term, but crucially important that we understand it properly. Digital is becoming a synonym for technology or new or new technology. You need to understand the digital enterprise wave - the current disruptive landscape. Then here are 8 building blocks for transformation, and then our 7E approach to implementing change. Finally I echo Michael Corleone telling Sonny "it's not personal, it's business" with our version "it's not digital, it's business".
For Companies who want to create Smart Services, the Digital Team Platform provides Digital Leadership which enables dynamic value creation with customers by networking cross-boundary interactions.
Building a Better Intranet: Moving From Frustration to Effective CollaborationC5 Insight
It's a fact: the way we work is changing. As our digital tools grow rapidly and become more sophisticated, are we really better off? Is an Intranet still relevant in today’s digital world? If so, then why do 60-80% of organizations that try to implement Intranets and other social collaboration initiatives continue to struggle with their effectiveness?
In this session, learn not only how the Intranet, but our users have evolved over time, and see how small changes in your approach can yield huge returns on your Intranet investment. In addition, learn the overarching themes that cause organizations to struggle with their Intranet, and get 10 practical tips that you can begin to implement today.
At the end of the day, organizations don't care about Intranets - they care about results - and this session will show you how to (re)shape your Intranet so that it delivers enhanced user adoption, improved employee engagement, increased productivity, and a lasting changing within your organization.
The Evolution of the Intranet: Creating a Culture of CollaborationC5 Insight
Collaboration as we know it has changed dramatically over the years. It wasn't that long ago that we had to make a concerted effort to connect with one another; now that same effort is required to disconnect. So why do organizations continue to struggle to connect and engage with employees, customers and partners?
Collaboration tools are both numerous and sophisticated, but are we really better off? If we have the tools, the technology and the will, then why aren't we doing a better job with collaboration in our organizations? In short: Is a company that has a robust Intranet and can truly work together better nothing more than a myth - a lofty goal to which we aspire but will never attain?
In this session, we'll tackle these questions and more, taking an in-depth look into why collaboration projects fail to meet our expectations and what organizations can do today to forge new connections, become more productive, increase employee engagement, and build an Intranet that fosters a culture of collaboration.
Failure to Connect: Why You're Not Getting More From SharePointC5 Insight
Collaboration as we know it has changed dramatically over the years. It wasn't that long ago that we had to make a concerted effort to connect with one another; now that same effort is required to disconnect. So why do organizations continue to struggle to connect with employees, customers and partners?
Collaboration tools and technology are both numerous and sophisticated, but are we really better off? If we have the tools, the technology and the will, then why aren't we doing a better job with collaboration in our organizations?
In this session, we will tackle these questions and more, taking an in-depth look into why collaboration tools such as SharePoint fail to meet our expectations and what organizations can do today to forge new connections, become more productive, increase employee engagement, and build a lasting culture of collaboration.
Digital Workplace in the Connected Organization - Enterprise 2.0Jane McConnell
Scorecards and maturity by industry of digital workplaces from 314 organizations worldwide. Early Adopters versus the Majority. Leading trends: customer focus, working out loud, humanizing the enterprise, new organizational design, the future workplace.
Disruptive digital workplace: 3 approachesJane McConnell
The digital workplace disrupts enterprises. It challenges traditional ways of doing things. This presentation offers 3 approaches to defining your strategy towards the "digital workplace mode".
The Evolution of the Intranet: Why Collaborative Intranets are More Critical ...C5 Insight
Collaboration as we know it has changed dramatically over the years. It wasn't that long ago that we had to make a concerted effort to connect with one another; now that same effort is required to disconnect. So why do organizations continue to struggle to connect with employees, customers and partners?
Collaboration tools are both numerous and sophisticated, but are we really better off? If we have the tools, the technology and the will, then why aren't we doing a better job with collaboration in our organizations? In short: Is a company that has a robust Intranet and can truly work together better nothing more than a myth - a lofty goal to which we aspire but will never attain?
In this session, the speaker will tackle these questions and more, taking an in-depth look into why collaboration projects fails to meet our expectations and what organizations can do today to forge new connections, become more productive, increase employee engagement, and build an Intranet that fosters a culture of collaboration.
The Leadership Challenges of Digital Transformation - The Conference Board - ...Dion Hinchcliffe
Presented to The Conference Board earlier this year, this is my most complete and up-to-date view of how we can accelerate digital transformation in most organization using outside-the-box thinking, and taking advantage of the inherent power of digital networks and people to collaborate, innovate, and scale.
The digital workplace is not a dream destination but a reality. Connecting up your people and technology - on a single, intuitive collaboration platform brings benefits which can be felt right across the entire organisation. But reaching that nirvana isn’t an on-off switch; it’s a journey.
And the next step on our hero’s journey towards that digital workplace is to get walking.
In Part 1, you saw our hero making plans. They stopped thinking of “digital” as an end in itself but as part of the overall vision. The vision of the digital workplace as a dynamic organisation where people, process and technology work together to help organisations join up to face clients, to react to market conditions quickly and to stay a step ahead of the competition. Organisations that have a clear vision (one that starts at the top!) will have a greater chance of success. Our hero had a call to action - a compelling event - to kick start their journey and draw out the map of today and the destination of tomorrow. Then, armed with goals and plans our hero set out to find their allies.
The second in a three-part series
In this episode - Part 2 - our hero starts travelling forward, with a spring in his step and a song in his heart. (Or at least a mandate and budget.)
Travelling at our hero’s side, are guides. Guides can help you navigate the pitfalls - they've been there before. Finally, we conclude with the all important launch - with our hero at mission control making sure that all is successful. All ready for Part 3, where you’ll see how real business value comes not just from technology, but its adoption and the integration into business processes.
Taking your organisation on a successful journey to a digital workplace requires change - are you ready!
Let’s join our hero as he looks around for helpful guides on his digital road.
Online Community as the means of Digital Transformation | CollabTechFest 2017...Dion Hinchcliffe
As my audience confirmed on slide 14, our existing models for digital change simply aren't working. I suggest there are new, more scalable ways to drive digital transformation. One of the most promising is the use of communities of change agents, which I've both used and seen used in more and more organizations now. Here's my most updated take on enabling contemporary digital change using far more effective ways of engaging the workforce.
If you build it, they still may not come. How can organizations not only plan for great functionality with increased productivity, but also drive truly successful adoption?
60% of SharePoint projects are stalled, struggling, or failing, according to research conducted by the Association for Information and Image Management. If the goal is enterprise collaboration, it matters most how people connect and remain engaged, not simply how products and platforms function.
Watch this 30-minute session to walk away with 5 proven ways to deliver not only ROI, but real business value from your SharePoint environment.
The Digital Enterprise Vol 5 - A Framework for TransformationStuart Lamb
We outline the many aspects of digital transformation and a roadmap for getting there. This issue of Perspectives exudes the enthusiasm and capabilities that TCS has in
supporting the transformation ahead.
The Evolution of the Intranet: Creating a Culture of CollaborationC5 Insight
Collaboration as we know it has changed dramatically over the years. It wasn't that long ago that we had to make a concerted effort to connect with one another; now that same effort is required to disconnect. So why do organizations continue to struggle to connect and engage with employees, customers and partners?
Collaboration tools are both numerous and sophisticated, but are we really better off? If we have the tools, the technology and the will, then why aren't we doing a better job with collaboration in our organizations? In short: Is a company that has a robust Intranet and can truly work together better nothing more than a myth - a lofty goal to which we aspire but will never attain?
In this session, we'll tackle these questions and more, taking an in-depth look into why collaboration projects fail to meet our expectations and what organizations can do today to forge new connections, become more productive, increase employee engagement, and build an Intranet that fosters a culture of collaboration.
Failure to Connect: Why You're Not Getting More From SharePointC5 Insight
Collaboration as we know it has changed dramatically over the years. It wasn't that long ago that we had to make a concerted effort to connect with one another; now that same effort is required to disconnect. So why do organizations continue to struggle to connect with employees, customers and partners?
Collaboration tools and technology are both numerous and sophisticated, but are we really better off? If we have the tools, the technology and the will, then why aren't we doing a better job with collaboration in our organizations?
In this session, we will tackle these questions and more, taking an in-depth look into why collaboration tools such as SharePoint fail to meet our expectations and what organizations can do today to forge new connections, become more productive, increase employee engagement, and build a lasting culture of collaboration.
Digital Workplace in the Connected Organization - Enterprise 2.0Jane McConnell
Scorecards and maturity by industry of digital workplaces from 314 organizations worldwide. Early Adopters versus the Majority. Leading trends: customer focus, working out loud, humanizing the enterprise, new organizational design, the future workplace.
Disruptive digital workplace: 3 approachesJane McConnell
The digital workplace disrupts enterprises. It challenges traditional ways of doing things. This presentation offers 3 approaches to defining your strategy towards the "digital workplace mode".
The Evolution of the Intranet: Why Collaborative Intranets are More Critical ...C5 Insight
Collaboration as we know it has changed dramatically over the years. It wasn't that long ago that we had to make a concerted effort to connect with one another; now that same effort is required to disconnect. So why do organizations continue to struggle to connect with employees, customers and partners?
Collaboration tools are both numerous and sophisticated, but are we really better off? If we have the tools, the technology and the will, then why aren't we doing a better job with collaboration in our organizations? In short: Is a company that has a robust Intranet and can truly work together better nothing more than a myth - a lofty goal to which we aspire but will never attain?
In this session, the speaker will tackle these questions and more, taking an in-depth look into why collaboration projects fails to meet our expectations and what organizations can do today to forge new connections, become more productive, increase employee engagement, and build an Intranet that fosters a culture of collaboration.
The Leadership Challenges of Digital Transformation - The Conference Board - ...Dion Hinchcliffe
Presented to The Conference Board earlier this year, this is my most complete and up-to-date view of how we can accelerate digital transformation in most organization using outside-the-box thinking, and taking advantage of the inherent power of digital networks and people to collaborate, innovate, and scale.
The digital workplace is not a dream destination but a reality. Connecting up your people and technology - on a single, intuitive collaboration platform brings benefits which can be felt right across the entire organisation. But reaching that nirvana isn’t an on-off switch; it’s a journey.
And the next step on our hero’s journey towards that digital workplace is to get walking.
In Part 1, you saw our hero making plans. They stopped thinking of “digital” as an end in itself but as part of the overall vision. The vision of the digital workplace as a dynamic organisation where people, process and technology work together to help organisations join up to face clients, to react to market conditions quickly and to stay a step ahead of the competition. Organisations that have a clear vision (one that starts at the top!) will have a greater chance of success. Our hero had a call to action - a compelling event - to kick start their journey and draw out the map of today and the destination of tomorrow. Then, armed with goals and plans our hero set out to find their allies.
The second in a three-part series
In this episode - Part 2 - our hero starts travelling forward, with a spring in his step and a song in his heart. (Or at least a mandate and budget.)
Travelling at our hero’s side, are guides. Guides can help you navigate the pitfalls - they've been there before. Finally, we conclude with the all important launch - with our hero at mission control making sure that all is successful. All ready for Part 3, where you’ll see how real business value comes not just from technology, but its adoption and the integration into business processes.
Taking your organisation on a successful journey to a digital workplace requires change - are you ready!
Let’s join our hero as he looks around for helpful guides on his digital road.
Online Community as the means of Digital Transformation | CollabTechFest 2017...Dion Hinchcliffe
As my audience confirmed on slide 14, our existing models for digital change simply aren't working. I suggest there are new, more scalable ways to drive digital transformation. One of the most promising is the use of communities of change agents, which I've both used and seen used in more and more organizations now. Here's my most updated take on enabling contemporary digital change using far more effective ways of engaging the workforce.
If you build it, they still may not come. How can organizations not only plan for great functionality with increased productivity, but also drive truly successful adoption?
60% of SharePoint projects are stalled, struggling, or failing, according to research conducted by the Association for Information and Image Management. If the goal is enterprise collaboration, it matters most how people connect and remain engaged, not simply how products and platforms function.
Watch this 30-minute session to walk away with 5 proven ways to deliver not only ROI, but real business value from your SharePoint environment.
The Digital Enterprise Vol 5 - A Framework for TransformationStuart Lamb
We outline the many aspects of digital transformation and a roadmap for getting there. This issue of Perspectives exudes the enthusiasm and capabilities that TCS has in
supporting the transformation ahead.
It’s time to ‘Re-engineer Ourselves' & ‘Reiterate Our Commitment’ Let us look ahead ‘Be ready for the Future’
• BLUE represents knowledge, integrity and responsiveness that CNS stands for with its clients
• ORANGE is the bright colour of happiness, one of CNS’s core values
• GREEN is the colour of harmony and continuity, the qualities CNS nurtures in its relationships
The three dots are people with outstretched arms - connected with one another, sharing knowledge and supporting each other to provide a delightful client experience.
The two dots in the lower portion of the letter ‘C’ break it into a delicate smile
The gap in skills needed to compete in an increasingly digital world is a major issue for most organisations. Recognising this gap is one thing, doing something about it is a much bigger challenge.
This White Paper contains a structured approach that has been learned across different businesses over 17 years.
The gap in skills needed to compete in an increasingly digital world is a major issue for most organisations. Recognising this gap is one thing, doing something about it is a much bigger challenge.
This White Paper contains a structured approach
that has been learned across different businesses
over 17 years.
Right at the top of the sceptical heap is the Board of Directors. You may have collated the necessary stats, analysed the opportunities and threats and identified the technologies that could transform how you do business. But all of this is for naught if you cannot convince the Board, for whom most of your arguments may be far outside their scope of experience.This is a communications challenge, not merely a strategic one.
So how do you persuade the board?
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?
Organizational Change Management: A Make or Break Capability for Digital SuccessCognizant
To realize the full benefits of digital transformation programs, businesses must manage the impact of digital change on their operational structure, culture and employees.
Digital transformation can be defined as a process whereby an organization shifts their business models, processes, and organizational culture with digital technologies to adapt to changing customer behaviors. They adapt to meet ever-changing customer expectations and engage with consumers in innovative ways. Transformational journeys require acurate assessments, learning, growth, and monitoring of:
1) People and Culture;
2) Capacity and Capabilities;
3) Innovation; and
4) Technology.
Lehigh Valley Business_Digital TransformationGene Ferro
Digital transformation is the change associated with the application of digital technology in all aspects of human society, a definition rooted in a 2004 research project by Swedish scholars Anna Croon Fors and Erik Stolterman.
A traditional print media company’s foray into digital media.
A 38-year-old bank’s journey to become more responsive to its customers’ needs.
A construction company revolutionizing its business by creating a more efficient operating model.
What can we learn from these organizations’ experiences in navigating the often ambiguous and seemingly risky transformations, that are starting to produce results? Do the leaders of these diverse industries share common pivots? What does it feel like to lead such transformations?
A traditional print media company’s foray into digital media. A 38-year-old bank’s journey to become more responsive to its customers’ needs. A construction company revolutionizing its business by creating a more efficient operating model. What can we learn from these organizations’ experiences in navigating the often ambiguous and seemingly risky transformations, that are starting to produce results? Do the leaders of these diverse industries share common pivots? What does it feel like to lead such transformations?
This comes at a time when becoming digital is top on many organizations’ agendas, but few are seeing results*. To find some answers, we held lively and open conversations with 12 digital leaders across industries and geographies (organizations that are starting to realize value from their transformation efforts).
Using this wealth of information, combined with the design principles for an agile organization, we start to paint a picture of practical tactics for building and operating a successful agile organization.
Special thanks to all the thought leaders interviewed!
Digital technologies allow organizations to reinvent themselves – transforming the core of the business and finding and exploiting new sources of value. However, many organizations are struggling to reinvent themselves because they run up against a significant barrier – culture. Our research shows that culture is the number 1 barrier to digital transformation.
This edition of the Digital Transformation Review focuses on this critical, but neglected, topic:
How are large and traditional organizations tackling the thorny issue of digital culture?
What do digital-native firms do differently when it comes to digital culture?
What advice do leading academics have for organizations attempting to get digital culture change right?
We share the insights of key leaders and experts on this topic, representing the views of traditional companies, academia, and the Silicon Valley. We also outline Capgeminis’ point of view on how organizations can close the growing employee-leadership gap in digital culture, drawing on an extensive global survey.
This year’s MIT Sloan Management Review and Deloitte global study of digital business found that digital transformation isn’t really about the technologies. Instead, it stems from how companies integrate them to transform their businesses and how they work.
Explore more findings from the 2015 digital business global executive study and research project: http://deloi.tt/2flnRZ8
Developing people in a time of digital disruptionJuan Chamorro
La Dra. Jennifer Jordan, Profesora de Liderazgo y Comportamiento Organizacional en la escuela IMD, describe en este artículo las oportunidades y los desafíos que presenta la gestión de personas en la era digital.
El artículo completo, en el que participan Anouk Lavoie Orlick, Lindsay McTeague y Pascal Wicht (fundador de Whispers & Giants), puede leerse en el siguiente enlace:
https://lnkd.in/erbMTiJ
Rasgos y perfiles de los profesionales, enfoques ágiles basados en la tecnología y los comportamientos de algunas de las audiencias de una organización, forman parte del completo análisis reflejado en este artículo. Resulta de interés, por ejemplo, la actitud de los millennials hacia la tecnología, con una relación de afinidad natural con herramientas basadas en la nube, el móvil, o su consideración de la IT corporativa como poco intuitiva y compleja. A medida que se implantan nuevos sistemas , se debe recordar a los Millennials la necesidad de mantener la confidencialidad de los datos, ya que sus conceptos de privacidad difieren de los de las generaciones anteriores.
Palestra sobre conceitos Big data no evento IDETI em SP. Aborda o que é Big data, debate alguns beneficios e desafios. Debate também o papel do CDO- Chief Data Officer.
Just as Amazon changed how we buy things and
Netflix transformed how we consume videos,
companies like AirBnB and Uber have shaken up the
hotel and transportation industries. With new disruptive
technologies, products, services and business models
being introduced almost daily, CIOs need to take charge
of their organization’s response now to secure long-term
business success.
You’ve seen the future for your organisation and it's unquestionably digital. But then the questions start: Who goes on the journey? How do you lead them along? What direction? How fast? What’s the path? Is the journey the same for everyone throughout the business?
Embarking on a Digital Transformation (DT) strategy can seem daunting enough. But when you apply that strategy to large teams, the numerous complexities and variables can make the whole project appear just too exhausting a proposition to even bother taking the first step, let alone all those steps that must inevitably follow if it is to succeed.
So how do you bring your team on the journey?
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
408-784-7371
Foodservice Consulting + Design
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
3. What I am going to talk about
1. Digital
2. Social & historical context
3. Implications for leadership (and organisations)
Think about
4.
5. What is the most important aspect of creating and
developing the Digital DNA of your organisation;
is it knowledge of the customer experience path or is it
stakeholder relationship management?
or perhaps you think that it is the technical coding
capabilities of the organisation or even knowledge of M2M
solutions.
Digital Leaders
Said Business School July 2015
‘Digital DNA’
6. Digital: definition
1. (Of signals or data) expressed as series of the digits 0
and 1, typically represented by values of a physical
quantity such as voltage or magnetic polarization.
Often contrasted with analogue.
2. Relating to, using, or storing data or information in the
form of digital signals: digital TV a digital recording
3. Involving or relating to the use of computer
technology: the digital revolution
Source: Oxford Dictionaries
7. Digital: definition
“Digital is not a technology,
it’s the speed at which
things happen”
“Digital isn’t software, it’s mindset”
10. Clients often start with the question: what is digital? And it
always depends on who is asking.
A better question is: what are the consequences of digital?
What do we have to do differently?
What do you understand
by ‘digital’?
Richard Gold, Associate Director at Transform
11. Management Agenda 2015
61% of respondents agreed that “digital technologies
and social media are changing the way I do things in
my organisation”
66% of respondents agreed that “my organisation
needs to recruit or develop new leadership capabilities
to take advantage of digital technologies”
Management Agenda 2015
Authors: Dan Lucy, Meysam Poorkavoos and Julia Wellbelove
12. Technology is changing five times
faster than management
Mark Stevenson, Meaning 2014
McKinsey & Company
13. “Technology is accelerating five times
faster than management”
Mark Stevenson, Meaning 2014
McKinsey & Company
17. Societal Trends
Demographic
Expertise
Attention
Democratic
From Emmanuel Gobillot’s
Leadershift: Reinventing Leadership for the Age of Mass Collaboration
18. Definition: delusion
An idiosyncratic belief or
impression maintained
despite being contradicted
by reality or rational
argument, typically as a
symptom of mental disorder
Source: Oxford Dictionaries
19. Digitally Deluded Leaders: Two Extremes
“All Hail Digital!”
Pace (Fast)
Omni-channel
Customer / User at all costs
Transformation programmes
Flat / flexible structures
Mixed teams
Decision making (risk taking)
Digital mindset
“Nothing’s changed, really”
Same thing / way but faster
Same channels
Serve our needs first
Change programmes
Hierarchical / rigid structures
Silos
Decision making (risk
adverse)
Analogue mindset
20. Shifts required
Clarity to Simplicity
Plans to Narratives
Roles to Tasks
Money to Love
The Elvis Fallacy
From Emmanuel Gobillot’s
Leadershift: Reinventing Leadership for the Age of Mass Collaboration
21. Polarities
Swift and mindful
Individual and community
Top-down and grassroots
Details and big picture
Flexible and steady
Pulley & Sessa (2002)
22. When hiring a CDO… we’ve found it’s the ability to lead
transformation across an organization that is the true
indicator of likely success in the role, and that requires a
combination of hard and soft skills. Hard skills include the
ability to articulate a strategic vision, the means to take on
problems by identifying root causes across functions and
making the tough decisions necessary to resolve them,
experience in “pure play” digital and larger company
transformations (typically in the consumer and technology
sectors), and the managerial ability to lead and see
programs through to fruition.
Transformer in chief: The new chief digital officer
McKinsey & Co, September 2015
Implications for leaders and leadership
23. The importance of soft skills should not be understated:
some CDOs estimate they spend 80 percent of their time
building relationships. In our experience, successful CDOs
have the patience to navigate the complex organizational
structures of large businesses; additionally, they collaborate
to get buy-in across functions and are able to diplomatically
challenge the status quo and solidify relationships with a
broad group of people.
Transformer in chief: The new chief digital officer
McKinsey & Co, September 2015
Crucuially
25. Questions that matter
What does digital mean to you, individually, collectively and
organisationally?
What is the question you are answering?
What do you want to be the Same & Different?
How are you going to answer it, with whom?
What behaviours, skills & competencies does your organisation
require more (or less) of?
How do will you attend to the gap (technology & social
processes)?
What is an appropriate pace?
How will you maintain and attend to trust?
27. www.roffeypark.com
STEVE HEARSUM
Development Consultant
steve.hearsum@roffeypark.com
T : +44 (0)1293 854008
M: +44 (0)7917 130409
@stevehearsum
https://uk.linkedin.com/in/stevehearsum
http://www.linkedin.com/company/roffey-park-institute
MELISSA GREEN
Business Development Manager
melissa.green@roffeypark.com
T : +44 (0)1293 854055
M: +44 (0)7801 616281
http://www.linkedin.com/pub/melissa-green/6/74a/494
http://www.linkedin.com/company/roffey-park-institute
Editor's Notes
Aaron Dignan: Digital Isn't Software, It's a Mindset
User centred
Collaborative
Innovative
Agile
QUESTIONS?
@auchard – reuters tech correspondent
@michellenichols
Reuters correspondent at the United Nations in New York (far from home in Australia).
Alistair Smout
@asmo17 Journo at Reuters, writing on markets, politics, and sometimes funk.
Annya Schneider
@annya_do
Communications at Thomson Reuters Foundation || @TR_Foundation
There are four major societal trends that are forever transforming the way we live. As they continue to grow we face a stark choice – change the way we lead or become irrelevant.
Demographic trend = multiple generations working alongside each other, each with demands and experiences that the others cannot comprehend.
Expertise trend = expertise is now found as much outside as inside the organization.
Attention trend = organizations have to fight harder than ever to capture the attention of employees and customers as information and interaction sources lay claim to limited time.
Democratic trend = likelihood of leaders having direct control (rather than dotted lines or no lines at all) over their resources is remote.
Whilst a leader’s role has always been and will remain the creation of engagement, alignment, accountability and commitment to the organizational cause, in this new landscape the tools they use will need to change. Where once they relied on clarity, plans, roles and money to achieve these aims, they will need to find new tools.
Clarity is no longer feasible as a source of engagement. It is either impossible to provide or requires a one-sided view of the world (the leader’s) to be constructed. This will not do for social engagement. Simplicity, on the other hand, by providing simplification (i.e. simpler ways of operating) and coherence (i.e. a purpose for the effort) will play the role clarity once had.
QUESTIONS?
All Hail Digital
Case Study - BOL
Case Study – Financial Services
Case Study – Civil Service Twitter
Nothing Changes
Morrisons – home deliveries (Jan 2014 first home deliveries
newspapers
HRP
Simplicity, on the other hand, by providing simplification (i.e. simpler ways of operating) and coherence (i.e. a purpose for the effort) will play the role clarity once had.
Plans are only worth drafting if they are likely to be followed. When conversations are constantly helping the community to make sense of its environment, plans play no part in helping alignment. It is a narrative that provides the common language and story that ensures a community is aligned.
By defining accountabilities, roles are limiting to a certain set of circumstances. In an ever-changing environment, success is defined by having a community that is able to do whatever it takes to achieve an outcome, irrespective of whether an individual has been given a specific role or not. Our focus needs to change from roles to tasks that need to be fulfilled for the narrative to stay alive.
Finally, whilst money might secure involvement it will never secure commitment. It is contributing to the community and helping it grow (i.e. love) that keeps people committed to the efforts of the community. Understanding what people love and helping them find an outlet for that love is what will make leaders successful.
Pulley & Sessa (2002) argue that “technology is intensifying a number of paradoxes that are stretching leader’s capacities”, and from their research offer five that stand out:
Swift and mindful – the increase in speed of everything that happens in increasingly connected organisations compromises the quality of decision making, eroding the benefit of the time efficiencies.
Individual and community – more digital interaction reduces human contact and thus social cohesion and increases isolation.
Top-down and grassroots – digital places huge pressure on organisations that are hierarchically structured. The more rigid the design, the greater the tendency and ease with which voices can be heard from any level in the organisation. That means the voices from below are audible, and ignored at your peril. The relationship is fundamentally changed, whether you intended that to be or not.
Details and big picture – ever more data may be useful, but it eats time. How to get the balance right?
Flexible and steady – change in organisations was arguably never linear. Digital technology amplifies that pattern. As someone in a digital agency said to an OD Practitioner in a story I heard recently: “We have to be liquid because flexible is too rigid”.
“Whilst a leader’s role has always been and will remain the creation of engagement, alignment, accountability and commitment to the organizational cause, in this new landscape the tools they use will need to change.
Where once they relied on clarity, plans, roles and money to achieve these aims, they will need to find new tools.”
From Emmanuel Gobillot’s Leadershift: Reinventing Leadership for the Age of Mass Collaboration