Future of Work in Investment Management: Context, Content, CultureRuss8
In the Future of Work in Investment Management, we explore the changes investment organizations and investment professionals are likely to make as they reassess the context of careers, the content of work, and the culture of organizations. We suggest that the “where, what, and how” of work are undergoing simultaneous transformations.
The document discusses findings from a study on Chief Information Officers (CIOs). Key findings include:
- Most CIOs are recruited externally rather than promoted internally. Internal candidates face slim chances of promotion to CIO.
- Failed IT projects and an inability to partner well with the business are the primary reasons for CIO failure. Nearly half of new CIOs inherit failing projects.
- The CIO's reporting line, whether to the CEO or CFO, influences where they focus IT's energies - on enterprise-wide value or cost reduction. Reporting to the CEO encourages a strategic focus while the CFO emphasizes costs.
- Experience in consulting or systems integration is common among CIOs
The document discusses frameworks for innovation management in organizations. It outlines elements of an innovation agenda that define an organization's innovation strategy, including lifecycle stage, mix of innovation types, and value proposition. It also describes innovation management and governance elements like portfolio management, project management, and incentives. Innovation enablers that support execution include talent, culture, collaboration, tools/frameworks, and infrastructure. Finally, it discusses customizing the innovation approach based on an organization's existing culture and innovation archetype.
- The document discusses a report by Harvard Business Review Analytic Services on how IT-enabled innovation is transforming businesses and the role of the CIO.
- It finds that about a third of surveyed companies are "Innovation Accelerators" that pursue technology-driven business innovation throughout the organization.
- Innovation Accelerators are more likely to see significant changes to how they engage with customers, their business models, products/services, and employee processes over the next three years compared to other companies.
Changing role of the CIO in the new IT landscapeCharles Mok
The document discusses the changing role of the CIO. It notes that almost half of CEOs feel IT should be an outsourced commodity and rate their CIOs negatively in terms of understanding business strategy. The CIO role has expanded and now encompasses responsibilities such as strategist, implementer, risk manager, and data analyst. Additionally, CIOs must balance vision, operations, innovation, and other challenges while resources are limited. The role requires collaboration, communication, and aligning technology with business goals. Future CIOs will need strong business and leadership skills to navigate these complex responsibilities.
CEOs now expect more from their communications functions in the digital age:
1) CCOs must provide granular, data-driven measurements of corporate reputation across many stakeholder groups and brand attributes.
2) Communications strategies must be prepared for rapid response since issues can emerge quickly via social media.
3) The function has an offensive role in proactively building relationships, not just defense against crises.
4) Active listening to social media and stakeholder opinions informs corporate decision-making.
Lightning Talk #8: Digital Transformation in Asia – The Real Deal by Kanika A...ux singapore
Digital Transformation has become a heart throbbing topic for every business, leader and employee. Many don’t know what it is but everyone still wants to be a part of it. Leaders know its importance yet they are struggling with how to drive digital transformation.
In her presentation Kanika would like to share about the state of digital transformation in Asia and a step by step guide on how to become a digital enterprise.
Study of Advisory Success defines what success means for advisors in today’s environment and highlights the most salient issues facing advisors. Pershing’s inaugural study found that the most successful advisors anticipate what will lead the next generation of advisors. This year’s study finds that successful advisors adapt to client communications and client expectations.
Future of Work in Investment Management: Context, Content, CultureRuss8
In the Future of Work in Investment Management, we explore the changes investment organizations and investment professionals are likely to make as they reassess the context of careers, the content of work, and the culture of organizations. We suggest that the “where, what, and how” of work are undergoing simultaneous transformations.
The document discusses findings from a study on Chief Information Officers (CIOs). Key findings include:
- Most CIOs are recruited externally rather than promoted internally. Internal candidates face slim chances of promotion to CIO.
- Failed IT projects and an inability to partner well with the business are the primary reasons for CIO failure. Nearly half of new CIOs inherit failing projects.
- The CIO's reporting line, whether to the CEO or CFO, influences where they focus IT's energies - on enterprise-wide value or cost reduction. Reporting to the CEO encourages a strategic focus while the CFO emphasizes costs.
- Experience in consulting or systems integration is common among CIOs
The document discusses frameworks for innovation management in organizations. It outlines elements of an innovation agenda that define an organization's innovation strategy, including lifecycle stage, mix of innovation types, and value proposition. It also describes innovation management and governance elements like portfolio management, project management, and incentives. Innovation enablers that support execution include talent, culture, collaboration, tools/frameworks, and infrastructure. Finally, it discusses customizing the innovation approach based on an organization's existing culture and innovation archetype.
- The document discusses a report by Harvard Business Review Analytic Services on how IT-enabled innovation is transforming businesses and the role of the CIO.
- It finds that about a third of surveyed companies are "Innovation Accelerators" that pursue technology-driven business innovation throughout the organization.
- Innovation Accelerators are more likely to see significant changes to how they engage with customers, their business models, products/services, and employee processes over the next three years compared to other companies.
Changing role of the CIO in the new IT landscapeCharles Mok
The document discusses the changing role of the CIO. It notes that almost half of CEOs feel IT should be an outsourced commodity and rate their CIOs negatively in terms of understanding business strategy. The CIO role has expanded and now encompasses responsibilities such as strategist, implementer, risk manager, and data analyst. Additionally, CIOs must balance vision, operations, innovation, and other challenges while resources are limited. The role requires collaboration, communication, and aligning technology with business goals. Future CIOs will need strong business and leadership skills to navigate these complex responsibilities.
CEOs now expect more from their communications functions in the digital age:
1) CCOs must provide granular, data-driven measurements of corporate reputation across many stakeholder groups and brand attributes.
2) Communications strategies must be prepared for rapid response since issues can emerge quickly via social media.
3) The function has an offensive role in proactively building relationships, not just defense against crises.
4) Active listening to social media and stakeholder opinions informs corporate decision-making.
Lightning Talk #8: Digital Transformation in Asia – The Real Deal by Kanika A...ux singapore
Digital Transformation has become a heart throbbing topic for every business, leader and employee. Many don’t know what it is but everyone still wants to be a part of it. Leaders know its importance yet they are struggling with how to drive digital transformation.
In her presentation Kanika would like to share about the state of digital transformation in Asia and a step by step guide on how to become a digital enterprise.
Study of Advisory Success defines what success means for advisors in today’s environment and highlights the most salient issues facing advisors. Pershing’s inaugural study found that the most successful advisors anticipate what will lead the next generation of advisors. This year’s study finds that successful advisors adapt to client communications and client expectations.
Keeping it real - How authentic is your Corporate Purpose? Burson-Marsteller
Burson-Marsteller and Swiss-based IMD have been working together to research corporate purpose since 2008. This year’s study is presented in the context of the findings of Burson-Marsteller’s Corporate Perception Indicator, a global survey of public hopes and expectations of companies and their leaders.
arrival of digial era entirely change work, workplace and workforce. HR must transform itself to ensure its has capability to enable organization to ride the change in digital age.
Understanding the Critical Trends Impacting Organizations in the Next Five YearsHolly Gage
The Forum Corporation (www.forum.com) recently conducted analysis of future trend research on the strategic issues that will most impact the global marketplace in the next one to five years. This presentation reveals our findings.
understanding the dynamic of data in the digital economy and how HR to optimize them to enhance employee experience and build agile organization
download presentation visit
www.hrheadquarter.com
How to create more impact with People AnalyticsDavid Green
The document discusses how to create more impact with people analytics. It provides examples of case studies that demonstrate how organizations have quantified the business value of things like candidate experience, employee engagement, and diversity. It also covers nine dimensions of excellence in people analytics and how building data literacy can help HR professionals better use data and analytics. The overall message is that people analytics can provide valuable insights when used to address specific business problems.
The Deloitte M&A focus on: Analytics survey collected responses from 500 corporate leaders (director-level or above) at large U.S. companies about analytics. In this presentation, we’ve shared some of their high-level insights on everything from where analytics is being used in the deal making process to what types of data is being examined, and much more. http://bit.ly/1LHNKKd
This document summarizes the key findings of a survey of over 1,400 C-suite executives, including 815 CEOs, about the future of organizations and the economy. The top concerns for 2019 are a potential global recession and disruption to global trade systems. Looking to 2025, CEOs believe successful organizations will be highly customer-centric, redefine work through agile teams, have blurred internal/external boundaries, leverage new technologies, and view sustainability as a driver of growth. However, CEOs may underestimate changes needed for true digital transformation and not prioritize elements like gender pay gaps that build an inclusive culture.
The document reports on a survey and case studies about companies' adoption of cloud applications. The survey included over 600 respondents from various regions and company sizes. Case studies included in-depth interviews with seven companies from various industries that had implemented cloud applications. The case studies found that cloud adoption provided benefits like reducing infrastructure costs, quickly scaling resources, and allowing faster development and implementation of new applications. Key challenges mentioned were overcoming security concerns and demonstrating early financial benefits of cloud.
In the fifth annual Millennial Survey, Deloitte uncovers what tomorrow’s leaders think of business today. With two-thirds of Millennials expressing a desire to leave their organization by 2020, businesses must adjust how they nurture loyalty among these young leaders. http://www2.deloitte.com/global/en/pages/about-deloitte/articles/millennialsurvey.html
The document provides 160 potential topics for literature reviews across various business domains, including marketing, finance, leadership, marketing strategy, stress management, training and development, inventory management, economic issues, customer satisfaction, accounting, unemployment, consumer behaviour, motivation, customer perception, brand awareness, and mobile banking. The topics range from case studies of specific companies to analyzing trends within an industry or assessing the impact of various business strategies and organizational practices.
Full Study - Digital Roadblock: Marketers Struggle to Reinvent ThemselvesAdobe
We’ve all heard it: The future of marketing is digital. Get on board or get left behind. So what’s holding marketers back?
We surveyed more than 1,000 U.S. marketers to explore how they’re evolving in the digital age, where they need help and what their priorities are going forward. This is the full results from our Digital Roadblock study.
The document discusses how to create a best-in-class workplace experience based on technology and services. It covers major trends affecting the future of work like evolving office types and a more distributed workforce. It also discusses the major drivers of change like new generations' needs, focus on customer experience, and new organization types. Finally, it talks about designing a customer-centric service delivery system focused on end-user experiences through service design and people centricity to differentiate and attract/retain talent.
A Customer Centricity Paradox; Whitepaper by AcxiomVivastream
The survey found two key paradoxes around customer centricity: 1) While most marketers assessed their capabilities as high, few could successfully measure results at the customer level. 2) Many said they focused on building customer insights, but this did not align with their companies' investment strategies. Additionally, the survey showed most marketers struggle with integrating customer data across online and offline sources and measuring success at the individual customer level. However, marketers remain committed to improving customer centricity and see top companies as role models for enabling personalized experiences through aligned strategies and capabilities.
The role of People Analytics in recruitingDavid Green
The slides from my keynote at Social Recruiting Days in Berlin in September 2017.
The speech covered:
- What is people analytics and why is it growing in importance
- 'Best' practices of companies that are leading the way with people analytics
- Case studies from the likes of IBM, Cisco, LinkedIn and Virgin Media
- Trends in people analytics and digital HR
- Ethics, privacy and trust
There is also a video recording of the speech, which can be accessed here: https://www.youtube.com/watch?v=lk6ZK5vHdE0
Today HR and L&D organizations can finally deliver learning directly to people in the flow of work. This presentation describes this exciting new strategy, and how micro-learning (also called microlearning) can transform an organization's culture.
Aiming for the top: A guide for aspiring COOs and their organisationsEY
Our latest report on COO's titled 'Aiming for the top: A guide for aspiring COOs and their organisations'. The report provides insight on the skills and experiences needed to become a COO, it explains how companies can develop a robust pipeline of well-rounded talent for the succession to an existing COO position, or how to find a strong candidate for a new COO role. Read it to know how companies, and especially COOs currently in the role, can support the operations talent within their teams with the aim of eventually developing a strong successor.
TCS 2021 Global Financial Leadership Study - The Next Era in Financial Planni...Tata Consultancy Services
Read TCS’ study to know how global finance leaders are utilizing cloud-based systems & data analytics in finance to plug FP&A gaps & achieve sustainable growth.
How familiar are small and medium businesses (SMBs) with the cloud? What cloud solutions are they using? Which are they considering adopting next? What is motivating their cloud adoption? Who do they want to buy from, and what do they want from cloud solution providers?
To answer these questions – and to help you sell the cloud more effectively to SMBs – we recently surveyed 500 U.S. SMB principals.
In this report you’ll learn:
What keeps SMBs up at night
The terminology that works best with SMBs when discussing the cloud
The applications SMBs use today
SMB application adoption plans
Which applications SMBs use in the cloud – and their migration outlook
How freemium services drive adoption
Why SMBs adopt cloud solutions
How SMBs rank cloud benefits
The channels SMBs prefer
What SMBs want from a cloud vendor
You’ll get actionable insights to put to work in your 2020 SMB marketing plans.
With advancing technologies, many organizations are focused more than ever on recruiting—particularly for skills they
need to succeed, such as expertise in data science, cybersecurity and artificial intelligence. These hard-to-find and
hard-to-hire skills—like so many other skilled professions—cost a lot to recruit. With labor pools shrinking, retaining
talent at every level is critical. Recruiting is more expensive than retention, which can be optimized via training or
creating a culture of constant learning. Choosing recruitment over retention also has a negative effect on employees,
who are left to wonder why their work seems to have less value than that of a new employee.
In this environment, it becomes clear that value lies in the engagement of employees—making sure they are actively
contributing to the company while learning new skills and advancing their own careers. But how to measure something
as intangible as engagement?
The What, The Why and the How of People Analytics November 2017Dave Millner
The document discusses people analytics and provides an overview of the topic. It defines people analytics as using data and analytics tools to make faster and more confident business decisions regarding people. It outlines the benefits of people analytics such as increased productivity and engagement. It also discusses how companies that excel at people analytics focus on the business, have a fully involved CHRO, leverage outside resources, and view analytics as a long-term investment that becomes part of their DNA.
Term Paper: Towards a Definition of Organizational SustainabilityAntony Upward
This term paper for York University Master of Environmental Studies course ES/ENVS5150 Perspectives on Green Business (Fall 2010, Prof. Brian Milani) develops a working definition of organizational sustainability and explores the implications for the reporting of organizational performance.
This paper got a positive review from Prof. Milani who said the paper was "interesting and thoughtful".
This document outlines the background, aim, objectives, and initial literature review for an honors dissertation project on embedding environmental sustainability within corporate strategy. The project will investigate how environmental sustainability can be embedded into corporate strategy through a case study of a small UK energy company. The literature review provides context on the history of sustainability concepts dating back to the Brundtland Commission in 1987. It also discusses various economic perspectives on sustainability and the need for businesses to generate positive environmental impacts beyond just regulatory compliance. The case study aims to provide practical recommendations for how energy companies can embed sustainability into their strategies.
Keeping it real - How authentic is your Corporate Purpose? Burson-Marsteller
Burson-Marsteller and Swiss-based IMD have been working together to research corporate purpose since 2008. This year’s study is presented in the context of the findings of Burson-Marsteller’s Corporate Perception Indicator, a global survey of public hopes and expectations of companies and their leaders.
arrival of digial era entirely change work, workplace and workforce. HR must transform itself to ensure its has capability to enable organization to ride the change in digital age.
Understanding the Critical Trends Impacting Organizations in the Next Five YearsHolly Gage
The Forum Corporation (www.forum.com) recently conducted analysis of future trend research on the strategic issues that will most impact the global marketplace in the next one to five years. This presentation reveals our findings.
understanding the dynamic of data in the digital economy and how HR to optimize them to enhance employee experience and build agile organization
download presentation visit
www.hrheadquarter.com
How to create more impact with People AnalyticsDavid Green
The document discusses how to create more impact with people analytics. It provides examples of case studies that demonstrate how organizations have quantified the business value of things like candidate experience, employee engagement, and diversity. It also covers nine dimensions of excellence in people analytics and how building data literacy can help HR professionals better use data and analytics. The overall message is that people analytics can provide valuable insights when used to address specific business problems.
The Deloitte M&A focus on: Analytics survey collected responses from 500 corporate leaders (director-level or above) at large U.S. companies about analytics. In this presentation, we’ve shared some of their high-level insights on everything from where analytics is being used in the deal making process to what types of data is being examined, and much more. http://bit.ly/1LHNKKd
This document summarizes the key findings of a survey of over 1,400 C-suite executives, including 815 CEOs, about the future of organizations and the economy. The top concerns for 2019 are a potential global recession and disruption to global trade systems. Looking to 2025, CEOs believe successful organizations will be highly customer-centric, redefine work through agile teams, have blurred internal/external boundaries, leverage new technologies, and view sustainability as a driver of growth. However, CEOs may underestimate changes needed for true digital transformation and not prioritize elements like gender pay gaps that build an inclusive culture.
The document reports on a survey and case studies about companies' adoption of cloud applications. The survey included over 600 respondents from various regions and company sizes. Case studies included in-depth interviews with seven companies from various industries that had implemented cloud applications. The case studies found that cloud adoption provided benefits like reducing infrastructure costs, quickly scaling resources, and allowing faster development and implementation of new applications. Key challenges mentioned were overcoming security concerns and demonstrating early financial benefits of cloud.
In the fifth annual Millennial Survey, Deloitte uncovers what tomorrow’s leaders think of business today. With two-thirds of Millennials expressing a desire to leave their organization by 2020, businesses must adjust how they nurture loyalty among these young leaders. http://www2.deloitte.com/global/en/pages/about-deloitte/articles/millennialsurvey.html
The document provides 160 potential topics for literature reviews across various business domains, including marketing, finance, leadership, marketing strategy, stress management, training and development, inventory management, economic issues, customer satisfaction, accounting, unemployment, consumer behaviour, motivation, customer perception, brand awareness, and mobile banking. The topics range from case studies of specific companies to analyzing trends within an industry or assessing the impact of various business strategies and organizational practices.
Full Study - Digital Roadblock: Marketers Struggle to Reinvent ThemselvesAdobe
We’ve all heard it: The future of marketing is digital. Get on board or get left behind. So what’s holding marketers back?
We surveyed more than 1,000 U.S. marketers to explore how they’re evolving in the digital age, where they need help and what their priorities are going forward. This is the full results from our Digital Roadblock study.
The document discusses how to create a best-in-class workplace experience based on technology and services. It covers major trends affecting the future of work like evolving office types and a more distributed workforce. It also discusses the major drivers of change like new generations' needs, focus on customer experience, and new organization types. Finally, it talks about designing a customer-centric service delivery system focused on end-user experiences through service design and people centricity to differentiate and attract/retain talent.
A Customer Centricity Paradox; Whitepaper by AcxiomVivastream
The survey found two key paradoxes around customer centricity: 1) While most marketers assessed their capabilities as high, few could successfully measure results at the customer level. 2) Many said they focused on building customer insights, but this did not align with their companies' investment strategies. Additionally, the survey showed most marketers struggle with integrating customer data across online and offline sources and measuring success at the individual customer level. However, marketers remain committed to improving customer centricity and see top companies as role models for enabling personalized experiences through aligned strategies and capabilities.
The role of People Analytics in recruitingDavid Green
The slides from my keynote at Social Recruiting Days in Berlin in September 2017.
The speech covered:
- What is people analytics and why is it growing in importance
- 'Best' practices of companies that are leading the way with people analytics
- Case studies from the likes of IBM, Cisco, LinkedIn and Virgin Media
- Trends in people analytics and digital HR
- Ethics, privacy and trust
There is also a video recording of the speech, which can be accessed here: https://www.youtube.com/watch?v=lk6ZK5vHdE0
Today HR and L&D organizations can finally deliver learning directly to people in the flow of work. This presentation describes this exciting new strategy, and how micro-learning (also called microlearning) can transform an organization's culture.
Aiming for the top: A guide for aspiring COOs and their organisationsEY
Our latest report on COO's titled 'Aiming for the top: A guide for aspiring COOs and their organisations'. The report provides insight on the skills and experiences needed to become a COO, it explains how companies can develop a robust pipeline of well-rounded talent for the succession to an existing COO position, or how to find a strong candidate for a new COO role. Read it to know how companies, and especially COOs currently in the role, can support the operations talent within their teams with the aim of eventually developing a strong successor.
TCS 2021 Global Financial Leadership Study - The Next Era in Financial Planni...Tata Consultancy Services
Read TCS’ study to know how global finance leaders are utilizing cloud-based systems & data analytics in finance to plug FP&A gaps & achieve sustainable growth.
How familiar are small and medium businesses (SMBs) with the cloud? What cloud solutions are they using? Which are they considering adopting next? What is motivating their cloud adoption? Who do they want to buy from, and what do they want from cloud solution providers?
To answer these questions – and to help you sell the cloud more effectively to SMBs – we recently surveyed 500 U.S. SMB principals.
In this report you’ll learn:
What keeps SMBs up at night
The terminology that works best with SMBs when discussing the cloud
The applications SMBs use today
SMB application adoption plans
Which applications SMBs use in the cloud – and their migration outlook
How freemium services drive adoption
Why SMBs adopt cloud solutions
How SMBs rank cloud benefits
The channels SMBs prefer
What SMBs want from a cloud vendor
You’ll get actionable insights to put to work in your 2020 SMB marketing plans.
With advancing technologies, many organizations are focused more than ever on recruiting—particularly for skills they
need to succeed, such as expertise in data science, cybersecurity and artificial intelligence. These hard-to-find and
hard-to-hire skills—like so many other skilled professions—cost a lot to recruit. With labor pools shrinking, retaining
talent at every level is critical. Recruiting is more expensive than retention, which can be optimized via training or
creating a culture of constant learning. Choosing recruitment over retention also has a negative effect on employees,
who are left to wonder why their work seems to have less value than that of a new employee.
In this environment, it becomes clear that value lies in the engagement of employees—making sure they are actively
contributing to the company while learning new skills and advancing their own careers. But how to measure something
as intangible as engagement?
The What, The Why and the How of People Analytics November 2017Dave Millner
The document discusses people analytics and provides an overview of the topic. It defines people analytics as using data and analytics tools to make faster and more confident business decisions regarding people. It outlines the benefits of people analytics such as increased productivity and engagement. It also discusses how companies that excel at people analytics focus on the business, have a fully involved CHRO, leverage outside resources, and view analytics as a long-term investment that becomes part of their DNA.
Term Paper: Towards a Definition of Organizational SustainabilityAntony Upward
This term paper for York University Master of Environmental Studies course ES/ENVS5150 Perspectives on Green Business (Fall 2010, Prof. Brian Milani) develops a working definition of organizational sustainability and explores the implications for the reporting of organizational performance.
This paper got a positive review from Prof. Milani who said the paper was "interesting and thoughtful".
This document outlines the background, aim, objectives, and initial literature review for an honors dissertation project on embedding environmental sustainability within corporate strategy. The project will investigate how environmental sustainability can be embedded into corporate strategy through a case study of a small UK energy company. The literature review provides context on the history of sustainability concepts dating back to the Brundtland Commission in 1987. It also discusses various economic perspectives on sustainability and the need for businesses to generate positive environmental impacts beyond just regulatory compliance. The case study aims to provide practical recommendations for how energy companies can embed sustainability into their strategies.
Dissertation 2010a current attitudes towards sustainabilityodesiri83
This document summarizes a research project on current attitudes towards sustainability and its potential impact on commercial property values in the UK. The researcher conducted interviews and questionnaires with industry professionals to provide a qualitative overview of current practices and opinions regarding responsible property investment and sustainability considerations during the acquisition process. The findings suggest that while there was initially little interest in sustainability, it is growing as an important consideration in property investment. Some funds now specifically target carbon reduction in assets, and owners and occupants look to cut energy costs through efficiency. This has led to premiums for sustainable properties in terms of portfolio additions and higher rent values.
Embedding Sustainability into Strategy II: Making Tracks on SafariMiles Weaver
This document discusses embedding sustainability into corporate strategy. It begins by outlining four levels of strategic response to sustainability issues: enterprise strategy, corporate strategy, business strategy, and functional strategy. It then discusses the differences between "bolt-on" and "embedded" sustainability strategies. The document also examines how firms can turn social and environmental issues into business opportunities through innovation, and how to incorporate sustainability concerns into strategy at different organizational levels. Finally, it previews next week's discussion of the Laszlo sustainability model and designing for sustainability across supply chains. The overall discussion focuses on developing a deeper understanding of strategic sustainability responses.
Embedding Sustainability Mindset in Business Robert Steele
This presentation was created for a 1/2 day mini workshop to offer a look into the AtKisson Sustainability Accelerator Tools, one of the world's most effective, comprehensive toolkits, which is essential for incorporating sustainability into your organization's strategy, operations, and innovation.
Org Structure & Sustainability Amr 20090212Victoria Zelin
What has been learned about corporate sustainability and the role of the Chief Sustainability Officer that can help leaders determine where to position the role in their organization? See highlights of the Hudson Gain Study of the role of the CSO and explore questions that can sort through the issues.
Embedding Sustainability into Strategy I: A source of business opportunity un...Miles Weaver
Exploring business strategy and sustainability from a traditional strategic management lens. Lecture delivered to Edinburgh Napier Business School students in 2013.
The document discusses sustainability and sustainable practices for businesses. It defines sustainability as meeting present needs without compromising future generations' ability to meet their own needs. Strong sustainability embraces renewable energy, treats waste as a resource, and values diversity and ecosystem resilience. Key aspects of strong sustainability are systems thinking, a principled definition, and backcasting to understand sustainability and practice it effectively.
This document discusses sustainability, sustainable development, and how to achieve sustainability. It defines sustainability as meeting present needs without compromising future generations' ability to meet their own needs. Sustainable development aims to maintain socioeconomic systems indefinitely while fulfilling human needs and preserving the environment. The current socioeconomic system prioritizes exponential growth and is unsustainable due to finite resources. To achieve sustainability, the document proposes replacing the current system with a "Technocracy" where experts manage production to maximize living standards for as long as possible using energy credits instead of money.
This document discusses business models for sustainability. It defines a business model and reviews literature on the topic. It then discusses how sustainable business models focus on adding value to stakeholders rather than extracting value. The rest of the document provides examples of business models that can enable sustainability, such as product life cycle management, product-service systems that replace ownership, and open innovation models. It emphasizes that appropriate business models are needed to drive diffusion of sustainable technologies.
The purpose of the Organisational Sustainability slide show is to present a way organisations, both private and public sector, can :
a) Improve theirs and others sustainability, and in doing so also
b) Show how their progress can be measured in economic, community, and environmental terms .
This research reveals the upcoming strategic investment plans of tech leaders. Results from the study are based on 200 heads of IT and examines the growing tech budgets, expected budget allocation for the next 12 months, and the evolving use of emerging vendors.
1) The study examines how senior business leaders are balancing innovation and optimization in their digital strategies, products/services, ways of conducting business, and leadership approaches between now and 2025.
2) Key findings include that senior leaders predict continued growth will come from new collaborators, digital offerings, and industries/ecosystems. They also predict innovation, customer/employee focus will be higher priorities than shareholder value. Additionally, many areas are viewed as likely to experience cyberattacks.
3) However, most senior leaders underestimate how much innovation will be needed, as they predict optimization will be more important than innovation for growth despite anticipating greater digitization. Leaders recognize innovation and collaboration will be essential more than followers
The document discusses attracting and retaining demand planning talent. It notes that demand planning skills are changing and in high demand as companies expect more from their supply chains. However, finding candidates with the right combination of analytical, communication, and technical skills is challenging. The document provides suggestions for how companies can develop talent internally, promote their demand planning roles, and partner with schools to attract new talent.
The document discusses attracting and retaining demand planning talent. It notes that demand planning skills are changing and in high demand as companies expect more from their supply chains. However, finding candidates with the right combination of analytical, communication, and technical skills is challenging. The document provides suggestions for how companies can develop talent internally, promote their demand planning roles, and partner with schools to attract new talent.
Workshop: Creating the Future of Professional ServicesRoss Dawson
This document discusses key trends and strategies for professional services firms. It identifies the main driving forces as technology, business models, commoditization, and changing social expectations. It emphasizes building high-value client relationships through aligning objectives, deepening understanding, and partnering for mutual benefit. The power of networks is explored, with the most connected individuals and organizations gaining advantages. Success levers include work structure, pricing, processes, capabilities, and business development. Strong leadership is needed to act as energizers who communicate a vision and connect people to enable information sharing and high-performance networks.
The document discusses key lessons from the Harvard Business School executive education program, including an emphasis on continuous and revolutionary change to maintain growth. It contrasts leadership and management, noting that both are required for business success. Leadership involves vision, strategy, and communication, while management focuses on planning, organizing, and controlling. The document also discusses the importance of values, passion, and vision in achieving long-term profitable growth for companies like J&J, Southwest Airlines, and Walmart.
Oct 2017 Measurement Hour: Highlights from the Summit on the Future of Measur...Paine Publishing
The document summarizes Katie Paine's presentation on measurement and the future of communications at the Summit on the Future of Communications. The presentation discussed various topics including how to understand an uncertain future through scenarios, dealing with risk and uncertainty, and the importance of understanding risk. It also provided case studies on how Southwest Airlines and Cisco use data and analytics in communications measurement. Key themes from research on measurement standards and examples from Exeter Health Resources were also summarized.
This document summarizes the results of a survey of 846 IT decision-makers from a variety of industries and company sizes. Some key findings include:
- Most IT budgets are expected to increase or remain the same over the next year, and technology is still seen as "recession proof".
- The average length of the technology purchase process has increased to 6.5 months.
- There are now an average of 25 people involved in influencing major tech purchases, up from 20-21 people previously.
- The top reasons for new tech purchases are replacement of outdated systems, adoption of new technologies, and upgrades.
- Familiar brands, recommendations from peers, and white papers are still the
Burson-Marsteller, in partnership with Penn Schoen Berland (PSB), interviewed business decision-makers about the value and challenges of various platforms – specifically conferences and events, corporate awards and rankings, and digital and social channels. Our research sought to identify which platforms are most relevant today, and which emerging platforms companies are gravitating toward to reach and influence stakeholders in the future.
Cracking the C-Suite: Finding and Aligning with the Relevant Executive in 2010G3 Communications
Stephen J. Bistritz, Ed.D. author of the new book “Selling to the C-Suite.” Steve shares strategies on how to map an organization to determine the formal and informal power. He is joined by Dan McDade, President of PointClear, who shares recent success stories on using Multi-touch, Multi-media, Multi-cycle campaigns that Multiply Results and gain access to high level executives.
The document discusses skills needed to lead enterprise programs. It begins by covering the evolution of industry and disruptors like technology changes. It then discusses change management and different types of change. The rest of the document details skills across various areas like business, technical, and leadership that are important for leading large, complex enterprise programs. These include skills like communication, problem solving, emotional intelligence, strategic planning, and adapting to changing technologies. The key takeaway is to balance skills across business, technical and leadership domains and align program objectives to organizational strategy.
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Learn with the Flow: Digital Adoption Tactics That Drive Digital Transformati...Aggregage
As we look to tomorrow, it is time to ask ourselves what lessons have we learned and how do we create flexible organizations that can survive what the future holds. Stacey Harris, Chief Research Officer for Sapient Insights Group, will share insights, data, and tools that are helping organizations adapt and even thrive in this difficult environment. She’ll discuss the emerging trends in the Learning technology market, and how these exciting new approaches to creating micro, adaptive, and personalized content is changing the face of workforce development while creating strong connections to business outcomes.
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This document summarizes key insights from the 2018 Gartner CIO Agenda Report survey of over 3,000 CIOs. It finds that the role of the CIO is transforming from an IT delivery focus to a business-oriented role focused on growth, innovation, and digital transformation. CIOs now spend more time on executive leadership and differentiating technologies like analytics. While scaling digital initiatives remains challenging due to cultural barriers, most CIOs report their IT organizations are adapting well to changes brought by digital business. The document recommends CIOs take advantage of this adaptive environment to further their digital strategies and support business growth objectives.
This document summarizes the key findings of the 2017 Harvey Nash/KPMG CIO Survey, which surveyed over 4,400 CIOs and technology leaders globally. The survey found that CIOs are helping their organizations navigate unprecedented levels of political, economic, and business uncertainty by focusing on stability and agility. Many CIOs are creating more nimble technology platforms and partnering with trusted organizations. The skills shortage continues to be a challenge, and digital strategies are becoming more common though change resistance remains an issue. CIO influence is growing as they help their organizations adapt to changing conditions.
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The 2017 IDG Role & Influence of the Technology Decision-Maker survey examines the evolving role of IT decision-makers (ITDMs) in today’s corporations, specifically as organizations move towards a more digital-focused business.
The document summarizes a presentation about understanding the current social and political climate and its implications. It discusses stakeholder relations, reputation management, and the importance of trust and authenticity. It notes that while CSR is important, it may not be enough to change attitudes on its own. Building trust through transparent relationships with key stakeholders is important for reputation and should be a priority.
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:
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The APCO Geopolitical Radar - Q3 2024 The Global Operating Environment for Bu...APCO
The Radar reflects input from APCO’s teams located around the world. It distils a host of interconnected events and trends into insights to inform operational and strategic decisions. Issues covered in this edition include:
Best practices for project execution and deliveryCLIVE MINCHIN
A select set of project management best practices to keep your project on-track, on-cost and aligned to scope. Many firms have don't have the necessary skills, diligence, methods and oversight of their projects; this leads to slippage, higher costs and longer timeframes. Often firms have a history of projects that simply failed to move the needle. These best practices will help your firm avoid these pitfalls but they require fortitude to apply.
Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.AnnySerafinaLove
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This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
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Capgemini’s Digital Transformation Framework
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Cisco’s Digital Transformation Framework
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The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
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Zodiac Signs and Food Preferences_ What Your Sign Says About Your Tastemy Pandit
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The 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdfthesiliconleaders
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Storytelling is an incredibly valuable tool to share data and information. To get the most impact from stories there are a number of key ingredients. These are based on science and human nature. Using these elements in a story you can deliver information impactfully, ensure action and drive change.
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How to Implement a Real Estate CRM SoftwareSalesTown
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C Suite Redesign 10.12
1. Reaching the C-Suite October 2007 Jeff Winsper President Winsper, Inc. 617-695-2900 [email_address] 2007 all rights reserved
2. How the marketer sees the arrow Great graphic—easy to see for retrieval in woods Tungsten tip arrowhead for weight, balance & durability Ash shaft to give strength & flexibility to reduce shattering on hard objects Perfect twining on the lathe & high gloss varnish for true flight through air Metal hilt extra long to prevent head detachment Military grade wire bindings won’t loosen Great aerodynamic hawk feathers for low drag & high rotation Nylon bowstring catch will not split Rabbit fur on all feather connections Perfect old growth grain eliminates warping
3. How the target needs to see the arrow (if it is to reach the target)
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7. Involvement changes during the buying cycle Authorize/ Approve Select Evaluate/ Recommend Define Requirements & Architecture Exec. IT Mgmt. IT Mgmt. IT Staff LOB Corp. Mgmt. Exec. Corp. Mgmt. Data reflects rating of Very Involved Most Critical Influencer at Each Stage Initiate Business Drivers CMP Technology 2006 Purchase Process Study November 2006
8. Who does the CIO talk to? Source: State of the CIO, 2007, CIO Magazine Business Drivers IT staff IT steering committee CFO CEO LOB mgmt. Other corporate mgmt. COO Other CSO None of above 50% 42% 44% 47% 54% 41% 23% 7% 3% 1% Technology Investment by Committee Q: Who do you meet with to make decisions about investments in technology?
9. Today’s Business Drivers Near-Term Growth Opportunities IT CEO Revenue & Earnings Growth CFO Compliance CMO Customer Management CIO Dynamic Enterprise Source: IDC US Business Drivers
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14. C-Suite—Social Changes Relationships Source: PWC 10th Annual Global CEO Survey 2007 9 out of 10 corporate leaders are doing more than they did 5 years ago to incorporate environmental, social, and political issues into their firms’ core strategies.
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17. Today’s Executive Suite Relationships Source: The New Yorker, WIRED and Golf Digest, C-Level Portraits Study 34% The Blue Chips 21% The Visionaries 23% The Main Street Movers 22% The Tech Influencer
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20. The Three Amigos: CEO, CIO, and COO Time Spent On… Reporting Structure CIOs who report to CFOs Have the budget of CIOs Who report to CEOs Source: State of the CIO, 2007, CIO Magazine Relationships
21. CIO Archetypes INNOVATION AGENT Strategist who drives business change–and leaves the details to others OPERATIONAL EXPERT Rolls up sleeves and meets the challenges of the business head-on TURNAROUND ARTIST Relishes the challenge of fixing broken IT situations BUSINESS LEADER Straddling the business-technology divide, this archetype relies on communication and collaboration to get the job done Source: State of the CIO, 2007, CIO Magazine Relationships
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23. People Insights Source: GartnerG2/Insight Express March 2005 C-level n=680, Top Mgmt 1000+n=180 Relationships
24. Where do they get information? Relationships Source: Forrester Research, Inc. Which vendor information sources do your decision makers rely on to make or substantiate technology product decisions? Web sites Sales interactions Collateral Events Multimedia content Ads: online or traditional Press/PR Direct solicitations TV/Radio 75% 50% 51% 52% 59% 63% 69% 40% Base: 119 CIOs 49% of CIOs say product information is easy to find on the Web, but only 39% go to the Web first when researching 78%
25. Executive Media Consumption Source: GartnerG2/Insight Express 2006 Relationships Internet (excludes email) TV Radio Newspapers 39% 12% 22% 16% Magazines 11%
26. Where is the Internet used? At Home At Work At School or Library Other 84% 9% 72% Internet consumption happens at work and home Source: 2007 Spring MRI 7% Relationships
27. Internet consumption is large and growing 5+ Times/Day 2 – 4 Times/Day Once/Day 3 – 6 Times/Week 1 – 2 Times/Week Less than 1/Week 79% 3% 3% 9% 2% Source: 2007 Spring MRI 20% Relationships
28. Websites searched within last 30 days AOL Ask.com Excite Google Lycos MSN 16% 57% 4% 31% 58% SEO and PPC are critical Source: 2007 Spring MRI Netscape Yahoo 74% 19% 2% Relationships
29. Community-Based Media on the Rise But Not Yet a Staple for Business-to-Business Tech Buyers % Using with a frequency of about once a month or more How frequently do you currently use/will use next year each of the following media sources to get information relating to your job or to help you make technology decisions? Relationships Currently Next Year IT Corporate Streaming audio/video Social networks RSS feeds Blogs Podcasts Streaming audio/video Social networks RSS feeds Blogs Podcasts
30. How to use your network to influence them Which of the following sources do you rely on for information relating to your job or to make technology decisions? Source: CMP 2006 Relationships Executive IT Management Executive Corp. Management 66% Peers/colleagues within company 72% Analysts/Research firms 6% Social networks 14% RSS feeds 6% Podcasts 12% Social networks 25% Enterprise search 35% Enterprise search 18% Blogs 18% Blogs 55% Industry conferences 64% Peers/colleagues within company 53% Analysts/Research firms 61% Industry conferences 2% 28% 34% 37% 41% 43% 47% 53% 70% RSS feeds Vendor sales people Vendor-sponsored seminars Vertical search 3 rd party-sponsored seminars 3 rd party-sponsored Webcasts Vendor-sponsored Webcasts General search engines Peers/colleagues outside company 7% 39% 43% 51% 52% 54% 54% 57% 86% Vendor-sponsored Webcasts Vendor sales people 3 rd party-sponsored seminars General search engines Vendor-sponsored seminars 3 rd party-sponsored Webcasts Podcasts Vertical search Peers/colleagues outside company
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33. What do they look for in a supplier? Executives are departing from arrangements based solely on low cost and focusing on relationships Based entirely on lowest cost or lowest price Allows for supplier participation in determining cost savings and their distribution Shares cost and technical data openly for mutual benefit Is fully aligned in cost and business benefit objectives Other Don’t know/Refused Bar 2 7% 6% 29% 25% 18% 15% Source: PricewaterhouseCoopers Global CEO Survey 2006
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38. Case Examples “ I don’t know who you are. I don’t know your company. I don’t know your company’s product. I don’t know what your company stands for. I don’t know your company’s customers. I don’t know your company’s record. I don’t know your company’s reputation. Now—what was it you wanted to sell me?”