Monthly Talk points:
How to indicate digital transformations are happening?
Impact of Digital Transformation on traditional project mgmt.
Aligning project mgmt. principles with Digital Transformation initiatives to drive change
Planning for Digital transformation projects
Recommendations for DT adoptions and adaptations
Customer Experience new Normal imperatives and Digital Transformation Blue-P...Souhail Haddaji
Extract from a larger presentation delivered during 2015 TMForum at Nice, France, about customer experience new normal imperatives and Digital Transformation blue-print for Telecommunications Operators.
Tech trends 2018 the symphonic enterprise (deloitte)ARTOTEL Academy
The document summarizes emerging technology trends for 2018, focusing on the theme of the "symphonic enterprise" where different technologies work together harmoniously.
It discusses how past technology transformations focused on individual domains like cloud, analytics, and big data, but now organizations are taking a more holistic approach to disruption. Technologies like blockchain, cognitive technologies, and digital reality are redefining business and can fundamentally reshape how work gets done when combined.
The document introduces the concept of the "symphonic enterprise" where strategy, technology, and operations work together across boundaries for greater impact, blurring old lines between functions. It provides an example of how finance and supply chain could converge in the future through technologies to create new
TechnoVision 2014: Technology Building Blocks for Digital TransformationCapgemini
Our TechnoVision 2014 introduces a fresh, provocative and innovative approach to today's business technology landscape. Here's a platform business and technology leaders can use to create a new, different dialogue on how these disruptions will affect the near- and long-term business environment, and how you can leverage them to exploit market opportunities for sustainable competitive advantage. TechnoVision 2014 is a strategic asset that can help drive Digital Transformation across your entire enterprise.
http://www.capgemini.com/technovision
Chief Information Officers (CIOs) will face dramatic changes in the next five to seven years, as architecture, engineering, and construction and owner-operated (AEC/O) firms come to grip with the massive amounts of information being generated by all things digital. They will face new technology, redefined business processes, and shifting customer demands, both internally and externally. Leading this evolution will be critical, as CIOs are the key company decision makers and leaders within AEC/O firms, determining the success of a firm’s growth and business strategies by understanding the intersection of information and business value.
Innovation labs. and processes are being setup to help with exploration and prototyping of emerging technologies but where are companies investing? And what approaches are driving results? This research brief provides a synopsis of a recent survey of business and technology leaders to uncover which emerging technologies they are investing in and the different results that proactive versus reactive companies are reporting from their innovation efforts.
Delivering on the Promise of Digital TransformationBMC Software
This document discusses how digital transformation through technologies like cloud, big data, mobile and social media is changing how companies operate. It makes three key points:
1. Fully adopting these technologies requires transforming a company's operating model in a way that is comparable to the shift from steam to electric power a century ago.
2. For digital transformation strategies to succeed, CIOs must collaborate with business leaders to build a strategic vision, modernize infrastructure to integrate new and existing technologies, and restructure IT organizations to be more responsive.
3. Leading companies approach digital transformation as an enterprise-wide initiative requiring changes across the organization, not just from IT, in order to capitalize on new opportunities and stay
Digital disruption is coming to affect many industries in a way comparable to the introduction of commercial electric power in the early 20th century. Advances in technologies like AI, cloud computing, IoT, and data analytics will combine and shift business practices in nearly every sector over the next few years. Companies must prepare now by reinventing themselves and shifting to new business models that meet customer needs more effectively at lower cost, as Netflix has done twice in disrupting both Blockbuster and its own DVD rental model. Digital disruption lowers prices through reducing operational costs, provides a more effective approach to customer demand, and accelerates changes through network effects and data accumulation. The time to act is now for companies to avoid becoming vulnerable and losing growth
Customer Experience new Normal imperatives and Digital Transformation Blue-P...Souhail Haddaji
Extract from a larger presentation delivered during 2015 TMForum at Nice, France, about customer experience new normal imperatives and Digital Transformation blue-print for Telecommunications Operators.
Tech trends 2018 the symphonic enterprise (deloitte)ARTOTEL Academy
The document summarizes emerging technology trends for 2018, focusing on the theme of the "symphonic enterprise" where different technologies work together harmoniously.
It discusses how past technology transformations focused on individual domains like cloud, analytics, and big data, but now organizations are taking a more holistic approach to disruption. Technologies like blockchain, cognitive technologies, and digital reality are redefining business and can fundamentally reshape how work gets done when combined.
The document introduces the concept of the "symphonic enterprise" where strategy, technology, and operations work together across boundaries for greater impact, blurring old lines between functions. It provides an example of how finance and supply chain could converge in the future through technologies to create new
TechnoVision 2014: Technology Building Blocks for Digital TransformationCapgemini
Our TechnoVision 2014 introduces a fresh, provocative and innovative approach to today's business technology landscape. Here's a platform business and technology leaders can use to create a new, different dialogue on how these disruptions will affect the near- and long-term business environment, and how you can leverage them to exploit market opportunities for sustainable competitive advantage. TechnoVision 2014 is a strategic asset that can help drive Digital Transformation across your entire enterprise.
http://www.capgemini.com/technovision
Chief Information Officers (CIOs) will face dramatic changes in the next five to seven years, as architecture, engineering, and construction and owner-operated (AEC/O) firms come to grip with the massive amounts of information being generated by all things digital. They will face new technology, redefined business processes, and shifting customer demands, both internally and externally. Leading this evolution will be critical, as CIOs are the key company decision makers and leaders within AEC/O firms, determining the success of a firm’s growth and business strategies by understanding the intersection of information and business value.
Innovation labs. and processes are being setup to help with exploration and prototyping of emerging technologies but where are companies investing? And what approaches are driving results? This research brief provides a synopsis of a recent survey of business and technology leaders to uncover which emerging technologies they are investing in and the different results that proactive versus reactive companies are reporting from their innovation efforts.
Delivering on the Promise of Digital TransformationBMC Software
This document discusses how digital transformation through technologies like cloud, big data, mobile and social media is changing how companies operate. It makes three key points:
1. Fully adopting these technologies requires transforming a company's operating model in a way that is comparable to the shift from steam to electric power a century ago.
2. For digital transformation strategies to succeed, CIOs must collaborate with business leaders to build a strategic vision, modernize infrastructure to integrate new and existing technologies, and restructure IT organizations to be more responsive.
3. Leading companies approach digital transformation as an enterprise-wide initiative requiring changes across the organization, not just from IT, in order to capitalize on new opportunities and stay
Digital disruption is coming to affect many industries in a way comparable to the introduction of commercial electric power in the early 20th century. Advances in technologies like AI, cloud computing, IoT, and data analytics will combine and shift business practices in nearly every sector over the next few years. Companies must prepare now by reinventing themselves and shifting to new business models that meet customer needs more effectively at lower cost, as Netflix has done twice in disrupting both Blockbuster and its own DVD rental model. Digital disruption lowers prices through reducing operational costs, provides a more effective approach to customer demand, and accelerates changes through network effects and data accumulation. The time to act is now for companies to avoid becoming vulnerable and losing growth
The document provides an agenda for the CIO Perspectives San Francisco event happening on May 20, 2015. The agenda includes sessions on building partnerships with startups, disruptive technologies, talent management, digital innovation strategies, IT-business collaboration challenges, emerging technologies, and envisioning the future role of the CIO. Key speakers include executives from Coca-Cola, Genentech, CBS Interactive, and startup companies. The day-long event includes presentations, panel discussions, and a workshop focused on crowdsourcing ideas around the evolving role of the CIO.
The document discusses the concept of digital transformation that businesses are currently undergoing. It notes that while consultants emphasize the disruptive nature of digital change, digital transformation is actually a process of compromise that involves optimizing business processes, products, people and assets through automation. The key is for businesses to start with a clear ambition of what they want to achieve through digital efforts and then work backwards to implement changes.
A Conceptual Framework for Digital Business TransformationJay Singh
- Digital business transformation is defined as organizational change through the use of digital technologies and business models to improve performance. It involves transforming aspects of an organization like its business model, structure, people, processes, IT capabilities, offerings, and engagement model.
- The digital business transformation journey involves answering three questions: why transform (the motivation), what to transform (the priorities), and how to transform (the plan). Understanding these questions helps organizations effectively embark on their digital transformation.
- The document provides examples like Disney, Kodak, and FujiFilm to illustrate aspects of digital transformation, its risks of failure to transform, and potential performance improvements from transformation.
Disruptive Intermediaries; how start-ups disrupt established businessesBen Gilchriest
Digital Disruptive Intermediaries (DDIs) are new digital businesses that disrupt established business models by changing how value is created and distributed in markets. DDIs exploit information asymmetries rather than physical assets, allowing them to grow and cause disruption rapidly. The report examines eight archetypes of DDIs and how they innovate, such as digital stores that aggregate supplier offers online, content hubs that provide on-demand media, and sharing hubs for user-generated content. Incumbent businesses are advised to understand how DDIs change value flows in order to identify opportunities and threats from disruption.
Digital Transformation: A necessary technology disruptionFausto Pasqualetti
“A disruption displaces an existing market, industry, or technology and produces something new and more efficient and worthwhile.
It is at once destructive and creative.”
The document discusses several megatrends and changes that are shaping the global software ecosystem over the next decade, including the rise of cloud computing, global software development, evolving business models, and increasing mobility. It identifies some of these changes as important for companies to react to immediately, such as the move to cloud platforms and new revenue models. The document tasks participants with discussing which trends are most relevant to their businesses and how they might impact them. Participants are also asked to develop two scenarios for the Finnish software industry by 2022 that take into account the most significant changes.
Disruptive intermediaries - looking to start-ups to find innovative digital ...Ben Gilchriest
Digital Disruption is reshaping the business world, challenging established business models and making many time-tested formulas for success obsolete. If old business models are obsolete, then where are the new, emergent business models coming from? This paper looks to the start-up community to see what large enterprises can learn from the successful, repeatable digital business models these companies have created. Based on extensive research we explore and define these models and how incumbent businesses can apply them to gain a market advantage.
Deloitte University Press - Tech trends2016Phuong Bi
Tech Trends features perspectives from client executives, industry and academic luminaries,
and our global network of Deloitte professionals, all exploring major trends that are helping
organizations innovate in the digital era. We also examine the roadmaps and investment priorities
of start-ups, venture capitalists, and leading technology vendors.
As you read the following chapters, we challenge you to think beyond the “what” of digital
innovation—the shiny objects, applications, and capabilities—to the “so what”—how you will
harness emerging trends, innovation, and disruption to create real business value. Viewing the
horizon through this paradigm, recognize that the precision to which we’ve all become accustomed
may no longer be a given; in the age of digital innovation, we are exploring largely uncharted
territory. Moreover, any digital transformation journey should also address the more practical
realities of today—reimagining core systems, industrializing analytics capabilities, building
autonomic platforms—which are by no means trivial.
Over the next 18–24 months, the only constant may be the specter of constant change. Amid this
turmoil, organizations that can confidently and purposefully harness technology trends will find
great opportunities to refocus, to revitalize, or even to inspire. Think beyond incremental adoption
patterns. Look not only for ways to do familiar things differently, but also to do fundamentally
different things. Launch new processes, products, and services, and seek out new ways to compete.
No matter what the scope, the time for you to act is now. Build tomorrow, starting today.
Report 4 design to disrupt devops eng - D2d Design 2 DisruptRick Bouter
This document discusses how organizations can remain successful in the age of digital disruption. It argues that traditional organizations must adopt the practices of startups and digital natives in order to compete, specifically through management innovation, Lean Startup methodology, and DevOps. These approaches emphasize speed, customer obsession, engaged staff, removal of bureaucracy, and empowering teams. The document also examines the concept of the "digital enterprise" and outlines a process for organizations to transform into one through developing a vision, involving staff, new governance models, and fully integrating digital technology. Overall it promotes these newer strategies as ways for traditional organizations to adapt to the current climate of rapid business disruption.
201308 Deloitte Tech Trends 2013 - Elements of Post Digital.pdf Francisco Calzado
This document provides a summary of the 2013 Technology Trends report from Deloitte. It identifies the main themes of the report as the "Elements of postdigital" which examines how the convergence of analytics, mobile, social, cloud and cyber technologies can help businesses achieve a "Postdigital Enterprise". The summary identifies the 10 trends covered in the report, which are split into 2 categories: "Disruptors" which can create positive disruption, and "Enablers" which are more evolutionary technologies. It provides a brief high-level description of each trend and notes that the report includes examples, perspectives and potential future directions for each trend.
Digital Leadership Interview : Pablo Rodriguez, Director of Innovation at Tel...Capgemini
"I believe that opening up innovation, working
more with partners, and being agile enough to include everybody’s contribution represents a big shift in innovation in this digital age."
Business Analysis & The Impact of Disruptive TechnologiesChristian Kobsa
By the year 2050 the world we live in will be significantly different from now. Not only do technological changes continue to occur, but the rate at which these changes happen is accelerating. In addition, many of the new technologies will revolutionize the we work, socialize and live our lives.
Ten tech-enabled business trands to watch - August 10Carl Terrantroy
1. Advancing technologies are rapidly disrupting traditional business models and forcing strategic changes. Ten emerging tech-enabled business trends were identified that executives need to understand and adapt to, including distributed cocreation, networks as organizations, collaboration at scale, the growing 'Internet of Things', experimenting with big data, and wiring for a sustainable world.
2. To guide strategies in this changing environment, leaders should track the evolution of new technologies, monitor adoption rates, assign accountability for implications across functions, catalyze collaboration across silos, and use "test and learn" methods when implementing technologies to avoid disruptions. Fully exploiting these trends will require transforming organizations into learning laboratories.
Digital Leadership Interview : Michael A Osborne, Associate professor at the ...Capgemini
"More or less anything that does not require one of the three bottlenecks – i.e. creativity, social intelligence and the requirement to manipulate complex objects in an unstructured environment – will be potentially automatable."
Grib mulighederne med seneste IT trends- få Microsoft overblikket og nyhederneMicrosoft
Den markante digitale udvikling og nye mega trends skaber spændende muligheder for dig som IT ansvarlig. Grib muligheder inden for Produktivitet, Cloud, Big Data, Enterprise Social og Forretningsapplikationer, så du sikrer at IT understøtter forretningen og løbende er på forkant med udviklingen. Kom og hør hvordan Microsoft med sin samlede pallette af løsninger mener, at kunne hjælpe dig med at løfte din virksomhed ind i fremtiden. Der er altid nye muligheder med de nyeste løsninger. Teknologi Direktør Ole Kjeldsen vil i samarbejde med Microsofts løsningsansvarlige sætte scenen for Microsoft Next. Få et indblik i løsningernes sammenhæng og se demonstrationer af de nyeste elementer.
In prior research, we showcased how digital leaders are using investments in digital technologies to transform key capabilities across customer experience and operations. However, in today’s volatile and disrupted world, capability leadership is not enough. As well as having the capabilities in place, organizations need to be nimble and flexible – dexterous – if they are to respond to ever-changing technology advances, emerging competitive disruptions, and changing customer needs. Enterprises that excel in both qualities – capability and dexterity – are digital organizations. This ‘digital elite’ reported that they outperformed their competitors on multiple key performance indicators including profitability, customer satisfaction, innovativeness and growth.
While many leading companies have the building blocks in place to participate in and leverage social media, many are pausing and asking deeper questions around how they can best evolve and transform their technology systems and operating processes in order to maximize the benefits social media offers.
201306 Ode to Simplification and IT Strategic LeadersFrancisco Calzado
The keynote speech discusses the need to simplify outdated IT systems in order to take advantage of new digital technologies. It describes the "old digital world" as overly complex, with too many fragmented applications and outdated systems. This complexity leads to inaccurate data, inefficient processes, high costs, and other issues. However, the new digital technologies cannot be fully realized without first simplifying outdated systems. The speech argues that simplifying IT systems in a measured way, through goals, analysis, and change management, can help embrace new technologies while reducing complexity. It also stresses that CIOs need long-term strategic vision to balance investments in old and new systems for maximum benefit.
This document discusses digital transformation strategies for businesses. It covers several topics:
1. It outlines BCG's four-phase approach to digital transformation: education, clarification, acceleration, and scaling up projects. This helps companies integrate new technologies and prepare for future innovations.
2. It also discusses an IBM study that found customer experience should be the central focus of digital transformation, not just products or processes. Data and cognitive processes can be used to better understand customers and adapt interactions accordingly.
3. IBM's pillars for supporting digital transformation are also summarized: design thinking, platforms, academies, and factories to experiment, innovate and industrialize digital changes.
- CPaaS has emerged as a disruptive force in digital transformation and became mainstream in the last two years due to acquisitions like Cisco acquiring Tropo and Vonage acquiring Nexmo.
- Nearly two-thirds of organizations have or are planning a digital transformation strategy to improve customer responsiveness and operational efficiencies through initiatives like transforming business processes.
- The market is shifting toward cloud-based services that provide agility and flexibility over on-premise infrastructure, with SaaS and IaaS being the most commonly used cloud options.
Four technology super trends and their impact on banking: digital society, big data, everithing joins up, integrity and security.
Customer: convinience, safety, personalization
The document provides an agenda for the CIO Perspectives San Francisco event happening on May 20, 2015. The agenda includes sessions on building partnerships with startups, disruptive technologies, talent management, digital innovation strategies, IT-business collaboration challenges, emerging technologies, and envisioning the future role of the CIO. Key speakers include executives from Coca-Cola, Genentech, CBS Interactive, and startup companies. The day-long event includes presentations, panel discussions, and a workshop focused on crowdsourcing ideas around the evolving role of the CIO.
The document discusses the concept of digital transformation that businesses are currently undergoing. It notes that while consultants emphasize the disruptive nature of digital change, digital transformation is actually a process of compromise that involves optimizing business processes, products, people and assets through automation. The key is for businesses to start with a clear ambition of what they want to achieve through digital efforts and then work backwards to implement changes.
A Conceptual Framework for Digital Business TransformationJay Singh
- Digital business transformation is defined as organizational change through the use of digital technologies and business models to improve performance. It involves transforming aspects of an organization like its business model, structure, people, processes, IT capabilities, offerings, and engagement model.
- The digital business transformation journey involves answering three questions: why transform (the motivation), what to transform (the priorities), and how to transform (the plan). Understanding these questions helps organizations effectively embark on their digital transformation.
- The document provides examples like Disney, Kodak, and FujiFilm to illustrate aspects of digital transformation, its risks of failure to transform, and potential performance improvements from transformation.
Disruptive Intermediaries; how start-ups disrupt established businessesBen Gilchriest
Digital Disruptive Intermediaries (DDIs) are new digital businesses that disrupt established business models by changing how value is created and distributed in markets. DDIs exploit information asymmetries rather than physical assets, allowing them to grow and cause disruption rapidly. The report examines eight archetypes of DDIs and how they innovate, such as digital stores that aggregate supplier offers online, content hubs that provide on-demand media, and sharing hubs for user-generated content. Incumbent businesses are advised to understand how DDIs change value flows in order to identify opportunities and threats from disruption.
Digital Transformation: A necessary technology disruptionFausto Pasqualetti
“A disruption displaces an existing market, industry, or technology and produces something new and more efficient and worthwhile.
It is at once destructive and creative.”
The document discusses several megatrends and changes that are shaping the global software ecosystem over the next decade, including the rise of cloud computing, global software development, evolving business models, and increasing mobility. It identifies some of these changes as important for companies to react to immediately, such as the move to cloud platforms and new revenue models. The document tasks participants with discussing which trends are most relevant to their businesses and how they might impact them. Participants are also asked to develop two scenarios for the Finnish software industry by 2022 that take into account the most significant changes.
Disruptive intermediaries - looking to start-ups to find innovative digital ...Ben Gilchriest
Digital Disruption is reshaping the business world, challenging established business models and making many time-tested formulas for success obsolete. If old business models are obsolete, then where are the new, emergent business models coming from? This paper looks to the start-up community to see what large enterprises can learn from the successful, repeatable digital business models these companies have created. Based on extensive research we explore and define these models and how incumbent businesses can apply them to gain a market advantage.
Deloitte University Press - Tech trends2016Phuong Bi
Tech Trends features perspectives from client executives, industry and academic luminaries,
and our global network of Deloitte professionals, all exploring major trends that are helping
organizations innovate in the digital era. We also examine the roadmaps and investment priorities
of start-ups, venture capitalists, and leading technology vendors.
As you read the following chapters, we challenge you to think beyond the “what” of digital
innovation—the shiny objects, applications, and capabilities—to the “so what”—how you will
harness emerging trends, innovation, and disruption to create real business value. Viewing the
horizon through this paradigm, recognize that the precision to which we’ve all become accustomed
may no longer be a given; in the age of digital innovation, we are exploring largely uncharted
territory. Moreover, any digital transformation journey should also address the more practical
realities of today—reimagining core systems, industrializing analytics capabilities, building
autonomic platforms—which are by no means trivial.
Over the next 18–24 months, the only constant may be the specter of constant change. Amid this
turmoil, organizations that can confidently and purposefully harness technology trends will find
great opportunities to refocus, to revitalize, or even to inspire. Think beyond incremental adoption
patterns. Look not only for ways to do familiar things differently, but also to do fundamentally
different things. Launch new processes, products, and services, and seek out new ways to compete.
No matter what the scope, the time for you to act is now. Build tomorrow, starting today.
Report 4 design to disrupt devops eng - D2d Design 2 DisruptRick Bouter
This document discusses how organizations can remain successful in the age of digital disruption. It argues that traditional organizations must adopt the practices of startups and digital natives in order to compete, specifically through management innovation, Lean Startup methodology, and DevOps. These approaches emphasize speed, customer obsession, engaged staff, removal of bureaucracy, and empowering teams. The document also examines the concept of the "digital enterprise" and outlines a process for organizations to transform into one through developing a vision, involving staff, new governance models, and fully integrating digital technology. Overall it promotes these newer strategies as ways for traditional organizations to adapt to the current climate of rapid business disruption.
201308 Deloitte Tech Trends 2013 - Elements of Post Digital.pdf Francisco Calzado
This document provides a summary of the 2013 Technology Trends report from Deloitte. It identifies the main themes of the report as the "Elements of postdigital" which examines how the convergence of analytics, mobile, social, cloud and cyber technologies can help businesses achieve a "Postdigital Enterprise". The summary identifies the 10 trends covered in the report, which are split into 2 categories: "Disruptors" which can create positive disruption, and "Enablers" which are more evolutionary technologies. It provides a brief high-level description of each trend and notes that the report includes examples, perspectives and potential future directions for each trend.
Digital Leadership Interview : Pablo Rodriguez, Director of Innovation at Tel...Capgemini
"I believe that opening up innovation, working
more with partners, and being agile enough to include everybody’s contribution represents a big shift in innovation in this digital age."
Business Analysis & The Impact of Disruptive TechnologiesChristian Kobsa
By the year 2050 the world we live in will be significantly different from now. Not only do technological changes continue to occur, but the rate at which these changes happen is accelerating. In addition, many of the new technologies will revolutionize the we work, socialize and live our lives.
Ten tech-enabled business trands to watch - August 10Carl Terrantroy
1. Advancing technologies are rapidly disrupting traditional business models and forcing strategic changes. Ten emerging tech-enabled business trends were identified that executives need to understand and adapt to, including distributed cocreation, networks as organizations, collaboration at scale, the growing 'Internet of Things', experimenting with big data, and wiring for a sustainable world.
2. To guide strategies in this changing environment, leaders should track the evolution of new technologies, monitor adoption rates, assign accountability for implications across functions, catalyze collaboration across silos, and use "test and learn" methods when implementing technologies to avoid disruptions. Fully exploiting these trends will require transforming organizations into learning laboratories.
Digital Leadership Interview : Michael A Osborne, Associate professor at the ...Capgemini
"More or less anything that does not require one of the three bottlenecks – i.e. creativity, social intelligence and the requirement to manipulate complex objects in an unstructured environment – will be potentially automatable."
Grib mulighederne med seneste IT trends- få Microsoft overblikket og nyhederneMicrosoft
Den markante digitale udvikling og nye mega trends skaber spændende muligheder for dig som IT ansvarlig. Grib muligheder inden for Produktivitet, Cloud, Big Data, Enterprise Social og Forretningsapplikationer, så du sikrer at IT understøtter forretningen og løbende er på forkant med udviklingen. Kom og hør hvordan Microsoft med sin samlede pallette af løsninger mener, at kunne hjælpe dig med at løfte din virksomhed ind i fremtiden. Der er altid nye muligheder med de nyeste løsninger. Teknologi Direktør Ole Kjeldsen vil i samarbejde med Microsofts løsningsansvarlige sætte scenen for Microsoft Next. Få et indblik i løsningernes sammenhæng og se demonstrationer af de nyeste elementer.
In prior research, we showcased how digital leaders are using investments in digital technologies to transform key capabilities across customer experience and operations. However, in today’s volatile and disrupted world, capability leadership is not enough. As well as having the capabilities in place, organizations need to be nimble and flexible – dexterous – if they are to respond to ever-changing technology advances, emerging competitive disruptions, and changing customer needs. Enterprises that excel in both qualities – capability and dexterity – are digital organizations. This ‘digital elite’ reported that they outperformed their competitors on multiple key performance indicators including profitability, customer satisfaction, innovativeness and growth.
While many leading companies have the building blocks in place to participate in and leverage social media, many are pausing and asking deeper questions around how they can best evolve and transform their technology systems and operating processes in order to maximize the benefits social media offers.
201306 Ode to Simplification and IT Strategic LeadersFrancisco Calzado
The keynote speech discusses the need to simplify outdated IT systems in order to take advantage of new digital technologies. It describes the "old digital world" as overly complex, with too many fragmented applications and outdated systems. This complexity leads to inaccurate data, inefficient processes, high costs, and other issues. However, the new digital technologies cannot be fully realized without first simplifying outdated systems. The speech argues that simplifying IT systems in a measured way, through goals, analysis, and change management, can help embrace new technologies while reducing complexity. It also stresses that CIOs need long-term strategic vision to balance investments in old and new systems for maximum benefit.
This document discusses digital transformation strategies for businesses. It covers several topics:
1. It outlines BCG's four-phase approach to digital transformation: education, clarification, acceleration, and scaling up projects. This helps companies integrate new technologies and prepare for future innovations.
2. It also discusses an IBM study that found customer experience should be the central focus of digital transformation, not just products or processes. Data and cognitive processes can be used to better understand customers and adapt interactions accordingly.
3. IBM's pillars for supporting digital transformation are also summarized: design thinking, platforms, academies, and factories to experiment, innovate and industrialize digital changes.
- CPaaS has emerged as a disruptive force in digital transformation and became mainstream in the last two years due to acquisitions like Cisco acquiring Tropo and Vonage acquiring Nexmo.
- Nearly two-thirds of organizations have or are planning a digital transformation strategy to improve customer responsiveness and operational efficiencies through initiatives like transforming business processes.
- The market is shifting toward cloud-based services that provide agility and flexibility over on-premise infrastructure, with SaaS and IaaS being the most commonly used cloud options.
Four technology super trends and their impact on banking: digital society, big data, everithing joins up, integrity and security.
Customer: convinience, safety, personalization
Lean Digital Enterprise Evolution in a Hyper Connected World VSR *
Hyperconnectivity is changing the business landscape, requiring organizations to become "lean digital enterprises" that can quickly respond to changing needs. This will involve new approaches to developing highly interconnected applications (HCAs) that integrate people, processes, products and things. The document outlines challenges for CXOs and proposes a new lean digital technology foundation and development approach using tools like CollabNet TeamForge to efficiently create HCAs.
A Portfolio Strategy To Execute Digital TransformationCapgemini
Senior Executives in pretty much all industries have now elevated digital transformation to the top of their strategic agenda. And they’re right to do so. The risk of falling behind the curve is so great that senior leaders are not debating whether digital technologies will affect their competitive position, but rather how to conduct an effective digital transformation and how fast it can be done.
However, an organization’s determination to get on the front foot with a bold digital strategy often falters when it comes up against the multi-dimensional complexity of the questions it faces and the risks it must manage. Should we prioritize short-term improvements at the expense of potentially larger strategic shifts? How fast will our industry be disrupted: months, years, or even decades? What level of risk are we willing to take on innovative new business models? Can we deliver our digital strategy in house or do we need to partner?
The document discusses the modern finance organization in the digital age. It describes how digital technologies like cloud, social, mobile and big data are transforming industries and business models. This is creating new tensions as the C-suite tries to prioritize initiatives for customer focus, social media, and data demands. Forward-looking CFOs are creating modern finance organizations that can support agile digital business models through new best practices for key processes like reporting, planning, procurement and project management. Modern CFOs also act as business catalysts and technology evangelists to identify needs and partner across the organization.
Lehigh Valley Business_Digital TransformationGene Ferro
Digital transformation is the integration of digital technologies to change business processes and provide a better customer experience. Some companies like Netflix, AirBnB, and Uber have successfully transformed their industries by leveraging technologies like mobile apps, websites, and video. While many executives see digital transformation as critical, implementing meaningful changes can be challenging due to legacy systems, siloed organizations, and risk-averse cultures. To start a digital transformation process, companies should educate leadership, understand the customer journey, identify business objectives, and focus on incremental improvements rather than trying to transform everything at once. Those that embrace digital evolution will be poised for growth.
BCG-Agile-as-the-Next-Government-Revolution-Aug-2018_tcm9-200197 (1).pdfOuheb Group
The document discusses how agile practices can help transform government organizations to better meet citizen expectations. It argues that adopting agile approaches can help governments implement policies and deliver digital services more quickly and efficiently. The key aspects of transitioning to an agile model in government include establishing clear priorities and strategies, restructuring organizations into cross-functional teams, changing funding approaches, developing new leadership and cultural norms, and implementing measurement frameworks to track progress. While challenging, governments must adopt agile to better serve citizens who now expect seamless, on-demand digital services from the public sector.
Digital disruptors - Models of digital operationsEricsson
As markets transform, businesses have to adapt to keep up and stay ahead. Strategies may vary, but the latest Networked Society Lab report, Models of Digital Operations, has identified successful practices that are already changing business logistics.
Paul Hermelin Capgemini Chairman and CEO at the Capgemini Infrastructure Summit last January highlighted the conflicting tensions within IT organizations, particularly in light of the fact that IT system limitations are among the top three most significant barriers to business digitization.
IT departments have a short window to become “ sexy” again in the eyes of their clients. To overcome challenges by shadow IT and the rapid pace of business change, CIOs must pull two triggers simultaneously—technological innovation and organizational transformation.
To overcome those challenges this paper illustrates:
- The need for IT organizations to accelerate their move to the Cloud to deliver value in the digital age
- Use cases where IT can act as a business partner for digital innovation
- Principles to shape your next IT delivery model
- Key success factors on how to get there
The Softchoice Innovation Report 2018: Four New Roles For CIOS In The Modern ...Softchoice Corporation
In 2017, Softchoice’s Innovation Executive Forum (IEF) traveled across North America, taking the pulse of today’s front-line leaders of digital transformation. From St. John’s to Los Angeles, we visited 14 major cities, and met with over 120 top-level technology executives to discuss their priorities, challenges, and experiences pushing forward change. Online, we hosted quarterly conference calls with members and special guests, and published numerous whitepapers featuring insights from organizations big and small.
1. Advancing technologies are rapidly disrupting traditional business models. Senior executives must think strategically about how to prepare their organizations for this new environment.
2. Ten emerging technology-enabled business trends are profoundly reshaping industries: distributed cocreation, networks as organizations, deeper collaboration, the Internet of Things, experimentation with big data, wiring for a sustainable world, anything-as-a-service models, multisided platforms, innovation from emerging markets, and using technology for social good.
3. To exploit these trends, leaders must track their evolution, be alert to adoption rates, guide strategic adaptations, and use "test and learn" methods to avoid disruptions from overly rapid technology adoption
Microsoft Digital_Transformation_Project_Report.PDFMatthew Lambert
Digital transformation is seen as an urgent priority by many organisations due to the threat of disruption. Nearly half of business leaders believe their current business model will cease to exist within the next five years. Half of respondents expect their industry will be disrupted within the next two years. The top drivers for digital transformation initiatives are improving the customer experience, optimising operations, and ensuring business survival. However, some organisations still view digital transformation narrowly in terms of technology rather than a holistic business transformation.
The document discusses 10 key trends transforming facilities management:
1. Outsourcing is evolving to deliver more complex, integrated services and is expected to be a $1 trillion global market by 2025.
2. Workplaces must accommodate multi-generational workforces and balance needs of different age groups rather than focus on generational preferences alone.
3. Wellness programs that boost productivity and attract talent are increasingly important for employers.
4. Collaboration spaces that foster innovation are in higher demand.
5. Technology enables more data-driven decision making, personalized workspaces, and smart buildings with integrated sensors and systems.
6. Serviced offices and co-working spaces are growing in popularity to meet flexible
The document discusses how digital technologies are transforming core company operations across four key areas: manufacturing, capital asset management, supply chains, and product development. It outlines an evolving ecosystem of digital solutions emerging in these areas, with over 40 use cases identified in manufacturing alone. Companies must understand where value lies for their specific needs to develop a roadmap for digital operations that maximizes business benefits.
The document discusses how business and technology are converging in new ways, posing challenges and opportunities for enterprises. Key points of change include the consumerization of technology, new business models enabled by technologies like cloud computing and social networks, and decentralization of business processes driven by users. This digital transformation challenges traditional IT roles and business structures. Innovation will be key for enterprises to adapt and control this ongoing change.
The document discusses the limitations of existing technology stacks for services-centric organizations. It describes how these organizations initially relied on ERP systems that were not well-suited to their needs, leading to the emergence of specialized PSA tools. However, PSA tools also fell short by not facilitating enough collaboration. As a result, organizations have accumulated a tangled web of different applications for tasks like project management, collaboration, and productivity. This "hairball infrastructure" decreases efficiency and makes it difficult for management to oversee operations. Spreadsheets are often used to fill gaps, but this is an inefficient and limiting approach. The document argues a new technology model is needed to address these challenges.
- 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.
Creating a Capability-Led IT OrganizationCognizant
It's time for a new approach to IT, in which business prioritize, nurture and execute on a defined set of capabilities, thus moving past incremental improvement, to competitive differentiation.
This newsletter provides updates from the PMI Lebanon Chapter for the third quarter of 2021. It includes summaries of the monthly talks held in July, August, and September. It also announces an upcoming conference in November on empowering change makers through project management. Additional articles discuss the chapter's volunteering activities, participation in an international webinar, welcoming of new members, member testimonials, an interview with a youth member, and announcements of PMI global events and certification updates.
The document provides lessons learned from serving as VP of Professional Development for the PMI Lebanon Chapter over 4 years, including establishing credibility through actions, maintaining high quality standards, recognizing that teamwork may not always be fully committed, and leveraging the chapter experience to experiment with ideas and influence decisions. It also encourages incoming board members to focus on consistency, networking within the community, and not expecting full support from all volunteers.
This newsletter provides information about the activities of the PMI Lebanon Chapter over the past quarter. It includes:
- Details about the chapter's volunteering efforts to support rebuilding after the Beirut blast through organizations like OffreJoie and the Lebanese Red Cross. This involved construction work and an MS Dynamics project.
- Announcements about monthly talks held over the summer on topics like growth mindset and leading through crisis.
- Highlights of the chapter's participation in a virtual regional leadership meeting.
- Introduction of a new "Meet Our Members" page on the chapter website featuring member testimonials.
- Interviews and thoughts from chapter members about their roles and experience with project
The document is a newsletter from the Project Management Institute (PMI) Lebanon Chapter that provides updates on chapter activities from April to June 2020, including monthly speaker events held virtually, member spotlights and testimonials, statistics on chapter membership and credentials, and an interview with a long-time chapter member discussing how project management certification has helped advance his career over 20 years.
The document is a newsletter from the PMI Lebanon Chapter providing updates on activities from Q1 2020. It includes summaries of monthly talks on topics like project management in crisis situations and agile methodologies. It also discusses focus groups held on managing resistance to change and leveraging crises. Additionally, it welcomes new chapter members and provides statistics on membership growth. In light of the COVID-19 pandemic, events moved to virtual formats to continue engaging the project management community.
This newsletter provides information about events and activities from the PMI Lebanon Chapter in the fourth quarter of 2019. It includes greetings from chapter leadership, summaries of the November and December monthly talks, news about chapter participation in external events, upcoming professional development activities, statistics on chapter membership, profiles of members, an interview with a member, and notices of global PMI events. The newsletter aims to keep members informed and engaged with the local project management community.
I, project manager, The rise of artificial intelligence in the world of proje...PMILebanonChapter
Mr. Hani Hmede delivered a lecture with PMI Lebanon Chapter in December 2019 about: I, the project manager - the rise of artificial intelligence in the world of project management.
Ms. Rima Antonios was the speaker with PMI Lebanon Chapter for November 2019 and delivered a lecture about the Hidden Insurance Policies in Projects.
PMI Lebanon Chapter Monthly Talk
The document provides information about the PMI Lebanon Chapter newsletter for the third quarter of 2019, including a word from the chapter VP of volunteers, summaries of monthly talks on topics like coaching and project quality assurance, upcoming events like the Professional Development Day, statistics on chapter members and credentials, profiles of select members, and an interview with a member on how she applies project management skills in her life. The newsletter aims to keep members informed about chapter activities and professional development opportunities.
Khatib & Alami implemented an Audit KPI Tool to maximize project quality and profitability through project audits. The tool evaluates audit results against key metrics like non-compliances, process improvements, and financial performance. An analysis found that after implementing the tool, the number of non-compliances decreased by 40%, the percentage of profitable projects increased by 16%, and the number of process improvements identified each quarter increased. The Audit KPI Tool helped improve several aspects of project quality and management.
This document discusses the importance of soft skills and coaching for project managers. It argues that soft skills, which include communication, teamwork, and leadership, are the missing link in project management. While technical skills are important, soft skills allow project managers to interact effectively with others, which they spend 80% of their time doing. Coaching helps project managers develop soft skills like listening, asking questions, and empowering their teams. The document provides examples of soft skills and coaching techniques from the PMBOK Guide. It also describes a self-development workshop that would help people enhance their soft skills and become better coaches and managers.
The document is a newsletter from the Project Management Institute (PMI) Lebanon Chapter covering the second quarter of 2019. It includes the following highlights:
- A welcome message from the VP of Marketing discussing the value of volunteering with PMI Lebanon Chapter and contributing skills to help others.
- An announcement that PMI Lebanon Chapter achieved the maximum reimbursement level in PMI's Chapter Guest Pass program, earning membership in the 500 Club for 2019.
- A summary of PMI Lebanon Chapter's participation in PMI's 50th anniversary Global Celebration of Service, contributing over 85 hours of community service to United Nations sustainable development goals.
- Overviews of the monthly talks held in April, May,
Among the learning objectives:
A. Crypto-currencies :
• The definition, history and evolution of the thousands of
crypto-currencies in the market, with their pros and
cons.
• Getting, mining and trading using cryptocurrencies.
• The legal status of this new technology in Lebanon and
different countries of the world.
• The possible future of crypto-currencies.
B. Blockchain :
• The technology behind crypto-currencies : concepts,
history, security, pros and cons.
• Examples and case studies of Blockchain applications.
C. ICOs :
• A new way for raising capital for companies and start-
ups.
• History and ICO phases.
Leading Millennials in a project context by Mr Charbel AzarPMILebanonChapter
Mr. Charbel Azar was the speaker for the month of April in PMI Lebanon Chapter where he discussed "Leading Millennials in a project context"
Among the talking points:
- The different generations at the workplace today and characteristics of each
- What makes the Millennials so special to lead and manage?
- How to adapt your managerial and leadership style to suit Millennials.
The Known Unknown - Importance of Project Risk Management by Mr Wissam YaacoubPMILebanonChapter
Mr. Wissam Yaccoub delivered a talk to PMI Lebanon Chapter about The Known Unknown - Importance of Project Risk Management in March 2019.
Among the Talking Points & Agenda:
Risk tolerance and uncertainty
Risk assessment game
Risk culture in life and organizations
Project risk management processes
How to plan, identify, and analyze risk
Uplifted risk register template
Group risk exercise
The document provides information about the PMI Lebanon Chapter newsletter for the first quarter of 2019. It includes the following key points:
- Word from the new PMI Lebanon Chapter president welcoming members and discussing PMI's 50th anniversary celebrations and commitment to social good.
- Updates on chapter events including monthly talks on various PM topics, participation in the Asia Pacific LIM conference, and new member orientations.
- Recognition of two chapter members appointed to roles with PMI global, and profiles of several chapter members.
- Announcements of new PMI leadership and information on international PMI events.
- A short article summary about the importance of ethics in project management.
Values - Applying Emotional Intelligence Concepts in a Project Environment by...PMILebanonChapter
Participants had an overview of emotional intelligence, followed by an in-depth dive into behavioral personality styles and a tool for managing emotions in a project environment. Participants were also able to identify their behavioral type along with others in order to achieve better agreements, understandings and results.
Behavioral styles 2019 - Applying Emotional Intelligence Concepts in a Proj...PMILebanonChapter
Participants had an overview of emotional intelligence, followed by an in-depth dive into behavioral personality styles and a tool for managing emotions in a project environment. Participants were also able to identify their behavioral type along with others in order to achieve better agreements, understandings and results.
"so you think you know the code" by Mrs. Gretta KelziPMILebanonChapter
In February 2019; Mrs. Gretta Kelzi delivered a lecture "so you think you know the code". Among the Learning Objectives:
* Comparatively quick and high-level overview of PMI’s Code of Ethics and Professional Conduct
* Assist the user in thinking about his or her own ethics-related leadership and actions.
* Leverage ethical knowledge to strengthen their leadership skills.
This presentation by OECD, OECD Secretariat, was made during the discussion “The Intersection between Competition and Data Privacy” held at the 143rd meeting of the OECD Competition Committee on 13 June 2024. More papers and presentations on the topic can be found at oe.cd/ibcdp.
This presentation was uploaded with the author’s consent.
• For a full set of 530+ questions. Go to
https://skillcertpro.com/product/servicenow-cis-itsm-exam-questions/
• SkillCertPro offers detailed explanations to each question which helps to understand the concepts better.
• It is recommended to score above 85% in SkillCertPro exams before attempting a real exam.
• SkillCertPro updates exam questions every 2 weeks.
• You will get life time access and life time free updates
• SkillCertPro assures 100% pass guarantee in first attempt.
Gamify it until you make it Improving Agile Development and Operations with ...Ben Linders
So many challenges, so little time. While we’re busy developing software and keeping it operational, we also need to sharpen the saw, but how? Gamification can be a way to look at how you’re doing and find out where to improve. It’s a great way to have everyone involved and get the best out of people.
In this presentation, Ben Linders will show how playing games with the DevOps coaching cards can help to explore your current development and deployment (DevOps) practices and decide as a team what to improve or experiment with.
The games that we play are based on an engagement model. Instead of imposing change, the games enable people to pull in ideas for change and apply those in a way that best suits their collective needs.
By playing games, you can learn from each other. Teams can use games, exercises, and coaching cards to discuss values, principles, and practices, and share their experiences and learnings.
Different game formats can be used to share experiences on DevOps principles and practices and explore how they can be applied effectively. This presentation provides an overview of playing formats and will inspire you to come up with your own formats.
The importance of sustainable and efficient computational practices in artificial intelligence (AI) and deep learning has become increasingly critical. This webinar focuses on the intersection of sustainability and AI, highlighting the significance of energy-efficient deep learning, innovative randomization techniques in neural networks, the potential of reservoir computing, and the cutting-edge realm of neuromorphic computing. This webinar aims to connect theoretical knowledge with practical applications and provide insights into how these innovative approaches can lead to more robust, efficient, and environmentally conscious AI systems.
Webinar Speaker: Prof. Claudio Gallicchio, Assistant Professor, University of Pisa
Claudio Gallicchio is an Assistant Professor at the Department of Computer Science of the University of Pisa, Italy. His research involves merging concepts from Deep Learning, Dynamical Systems, and Randomized Neural Systems, and he has co-authored over 100 scientific publications on the subject. He is the founder of the IEEE CIS Task Force on Reservoir Computing, and the co-founder and chair of the IEEE Task Force on Randomization-based Neural Networks and Learning Systems. He is an associate editor of IEEE Transactions on Neural Networks and Learning Systems (TNNLS).
11June 2024. An online pre-engagement session was organized on Tuesday June 11 to introduce the Science Policy Lab approach and the main components of the conceptual framework.
About 40 experts from around the globe gathered online for a pre-engagement session, paving the way for the first SASi-SPi Science Policy Lab event scheduled for June 18-19, 2024 in Malmö. The session presented the objectives for the upcoming Science Policy Lab (S-PoL), which featured a role-playing game designed to simulate stakeholder interactions and policy interventions for food systems transitions. Participants called for the sharing of meeting materials and continued collaboration, reflecting a strong commitment to advancing towards sustainable agrifood systems.
This presentation by Tim Capel, Director of the UK Information Commissioner’s Office Legal Service, was made during the discussion “The Intersection between Competition and Data Privacy” held at the 143rd meeting of the OECD Competition Committee on 13 June 2024. More papers and presentations on the topic can be found at oe.cd/ibcdp.
This presentation was uploaded with the author’s consent.
This presentation by Professor Giuseppe Colangelo, Jean Monnet Professor of European Innovation Policy, was made during the discussion “The Intersection between Competition and Data Privacy” held at the 143rd meeting of the OECD Competition Committee on 13 June 2024. More papers and presentations on the topic can be found at oe.cd/ibcdp.
This presentation was uploaded with the author’s consent.
This presentation by Katharine Kemp, Associate Professor at the Faculty of Law & Justice at UNSW Sydney, was made during the discussion “The Intersection between Competition and Data Privacy” held at the 143rd meeting of the OECD Competition Committee on 13 June 2024. More papers and presentations on the topic can be found at oe.cd/ibcdp.
This presentation was uploaded with the author’s consent.
1.) Introduction
Our Movement is not new; it is the same as it was for Freedom, Justice, and Equality since we were labeled as slaves. However, this movement at its core must entail economics.
2.) Historical Context
This is the same movement because none of the previous movements, such as boycotts, were ever completed. For some, maybe, but for the most part, it’s just a place to keep your stable until you’re ready to assimilate them into your system. The rest of the crabs are left in the world’s worst parts, begging for scraps.
3.) Economic Empowerment
Our Movement aims to show that it is indeed possible for the less fortunate to establish their economic system. Everyone else – Caucasian, Asian, Mexican, Israeli, Jews, etc. – has their systems, and they all set up and usurp money from the less fortunate. So, the less fortunate buy from every one of them, yet none of them buy from the less fortunate. Moreover, the less fortunate really don’t have anything to sell.
4.) Collaboration with Organizations
Our Movement will demonstrate how organizations such as the National Association for the Advancement of Colored People, National Urban League, Black Lives Matter, and others can assist in creating a much more indestructible Black Wall Street.
5.) Vision for the Future
Our Movement will not settle for less than those who came before us and stopped before the rights were equal. The economy, jobs, healthcare, education, housing, incarceration – everything is unfair, and what isn’t is rigged for the less fortunate to fail, as evidenced in society.
6.) Call to Action
Our movement has started and implemented everything needed for the advancement of the economic system. There are positions for only those who understand the importance of this movement, as failure to address it will continue the degradation of the people deemed less fortunate.
No, this isn’t Noah’s Ark, nor am I a Prophet. I’m just a man who wrote a couple of books, created a magnificent website: http://www.thearkproject.llc, and who truly hopes to try and initiate a truly sustainable economic system for deprived people. We may not all have the same beliefs, but if our methods are tried, tested, and proven, we can come together and help others. My website: http://www.thearkproject.llc is very informative and considerably controversial. Please check it out, and if you are afraid, leave immediately; it’s no place for cowards. The last Prophet said: “Whoever among you sees an evil action, then let him change it with his hand [by taking action]; if he cannot, then with his tongue [by speaking out]; and if he cannot, then, with his heart – and that is the weakest of faith.” [Sahih Muslim] If we all, or even some of us, did this, there would be significant change. We are able to witness it on small and grand scales, for example, from climate control to business partnerships. I encourage, invite, and challenge you all to support me by visiting my website.
4. PMILebanonChapter
Brian Solis:
Digital transformation – the re-alignment of, or new investment in,
technology and business models to more effectively compete in a
digital economy – becomes standard. Companies will invest in
digital customer experiences to improve experiences for all
customers and employees.
There is no one type of customer or employee. Thus, digital
transformation efforts will not be informed by digital trends; instead,
social science will help decision-makers better understand how
digital trends affect how people work, shop, communicate, what they
value etc. Technology will then be an enabler to human-centered
transformation in the enterprise to create more adaptive models,
processes and systems to evolve.
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The Fourth Industrial
Revolution, Klaus Schwab
We are at the beginning of a global transformation that is
characterized by the convergence of digital, physical and
biological technologies in ways that are changing both
the world around us and our very idea of what it means to be
human. The changes are historic in terms of their size, speed,
and scope.
This transformation—the Fourth Industrial Revolution—is not
defined by any particular set of emerging technologies
themselves, but rather by the transition to new systems that
are being built on the infrastructure of the digital revolution. As
these individual technologies become ubiquitous, they will
fundamentally alter the way we produce, consume,
communicate, move, generate energy and interact with one
another.
6. PMILebanonChapter
Impact of digital transformation on
traditional project management
Whatever can be digitized will be. And whatever can’t be
digitized will have an increasingly complex web of
interconnected digital layers. Whether leveraged to fuel
growth, cut costs or spur innovation, these core truths lie at
the heart of the dramatic changes that are transforming
businesses throughout the world.
In itself, digitization is nothing new. From books, maps and
music to flight check-ins, online payments and virtual
personas, digitized products and services have been on the
rise as a de facto way of organizing production and
distribution for decades. So what makes this particular
technological transformation different? And why is it critical for
businesses to understand its true impacts?
7. PMILebanonChapter
Breakdown of market barriers
Entire networked organizations are only a logical
extension of these trends. When physical location no
longer matters as much as having the right talent
connected by the right digital working tools, it becomes
possible for specific projects, rather than long-term
investments, to steer the course and scale of complete
enterprises. This is particularly true for software
development, where a broad collection of developers
can work independently for a number of companies,
shifting commitments according to personal interest and
potential gains for the project they happen to be
engaged in.
8. PMILebanonChapter
Efficient implementation
through technology
Timely tracking and aggregated reporting are essential
control instruments for management and a prerequisite
for measuring project progress. To reduce the number of
non-critical projects entering the pipeline, leading players
require that each incoming change initiative (e.g., for
application development) articulate the expected return
on investment as part of the approval application. With
such late and unforeseen business requirements
frequently bogging down projects and resulting in costly
project overruns, the overall business value of platform
migrations can easily come into question.
10. PMILebanonChapter
We can’t solve problems in
new ways using old thinking…
We’ve seen a trend over the years of companies moving towards
more of agile, iterative or hybrid approach. The appetite for long,
drawn out waterfall types of projects seems to be diminishing. One
of the keys to the projects’ success was a move away from a
waterfall approach to a hybrid iterative approach. This enables them
to get user feedback earlier and throughout the project rather than
waiting until the end.
What’s interesting is that in the past there was always this push for
using technology, but there was a resistance to change. That really
led to a focus in the operations and technology community on
project management and teaching the industry about the importance
of having disciplined methodology around project delivery. Now we
see it’s the business asking ‘how do we leverage these newer
technologies, how do we catch up to the backlog of technology
needs in our project?’
11. PMILebanonChapter
Initiatives to drive change
Because technology disrupts the business landscape in
unexpected ways and does this more quickly than it
used to, the primary feature of successful economies will
be their capacity to be agile, adapt to changes, and
respond to shocks relatively smoothly and speedily.
These aspects are meant to be captured by the
education and skills, labor market and goods market,
pillars that measure the extent to which a country’s
regulations and human capital support structural change
and industrial revamp.
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Transforming the possession /
transaction model
As markets move from huge stockpiled inventories of
physical products to massive cloud servers filled with on-
demand software products and services, they will
demand more collaboration and disruptive business
models from all stakeholders. No longer in the business
of top-down planning and industry-centric organization,
they will be forced to turn outward toward more open
networks characterized by crowdsourcing, crowdfunding
and open innovation. All focused on discovering and
delivering the right interactions and access models to
meet consumer demands, or consumers of the
customers’ demands.
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The biology for corporate
survival
As Companies operate in an increasingly complex world:
Business environments are more diverse, dynamic, and
interconnected than ever—and far less predictable. Yet
many firms still pursue classic approaches to strategy
that were designed for more-stable times, emphasizing
analysis and planning, focused on maximizing short-term
performance rather than long-term robustness. Any
organization can become agile, but agility is not a
purpose in itself; it’s the means to a broader purpose. To
give up traditional hierarchy, formal meetings,
overengineering, detailed planning, and excessive “input
steering” in exchange for empowered teams, informal
networks, and “output steering.”
15. PMILebanonChapter
The Hoover Dam lessons
The Hoover Dam was completed two years ahead of schedule and
under budget despite political, economical, technical, and
organizational obstacles. Previous literature regarding the Hoover
Dam project focused primarily on the aspects of design,
engineering, and construction, with minimal analysis or discussions
on project and program management techniques unique to this
undertaking.
A historical review of the Hoover Dam project reveals that the project
team implemented a number of innovative strategies and practices
that are comparable to critical success factors for today's
megaprojects to overcome monumental project challenges and
obstacles.
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The three gorges dam
Ever more unreliable rainfalls put a big question mark behind the
benefits and the economics of the Three Gorges Dam.
Financial cost: The official cost of the Yangtze dam is US$27 billion.
Critics argue that if all hidden costs are included, the project's real
price tag amounts to $88 billion. It would have been cheaper to
generate electricity and replace coal through other means. While the
dam was under construction, the energy efficiency of China's
economy decreased. According to the Energy Foundation in the US,
it would have been "cheaper, cleaner and more productive for China
to have invested in energy efficiency" rather than new power plants.
18. PMILebanonChapter
Lebanon PSTN 1993 – 1999
One of the biggest projects in Lebanon, 385 million $. Delivered by
Siemens, Ericson and Alcatel. Mobilized 1500 direct and 5000
indirect employees. Nearly half the amount of the project amount
disbursed in Lebanon in Civil Works and Local Salaries. Copper
OSP networks, Fiber Optics networks, New Buildings, Rehabilitation
of old ones, Tower Foundations, Tower erection, Earth Station,
Control Centers, Switches, Generator Sets, Micro-wave links,
leading to the nation-wide fixed line network.
Client changed 3 times, zero infrastructure, Planning & Design,
Supervision, FIDIC engineer, changes in scope with each political
election.
Systems, staffing, training, organization, S Curves, Critical Paths.
Consortia, several countries, expatriates, custom duties, Solutions,
contract management.
19. PMILebanonChapter
Software Projects
The Project Manager’s Role in Software Development.
Having led lots of development teams and projects, I have
occasionally been asked by clients “Why do we need a project
manager? The developers know what we want to do; can’t they just
do the work? We can maintain the schedule.” Due to my position, it’s
hard not to get a little defensive and wonder, “why do they ask?” Do
they just really want to update their own project plans?
20. PMILebanonChapter
EPM / EPMO
• A project management office (PMO) is a group or department
within a business, agency or enterprise that defines and maintains
standards for project management within the organization.
• The primary goal of a PMO is to achieve benefits from
standardizing and following project management processes,
policies and methods. For the office to be most effective, it should
embody the organization's culture and strategy. The popularity of
the office has increased, as more companies with PMOs have
received returns on investment.
21. PMILebanonChapter
Change Management Projects
What is change management in project
management? First off, change within the context
of project management is anything that transforms
or impacts projects, tasks, processes, structures,
or even job functions. Therefore change
management refers to the tools and processes
you use to manage change within a project and its
project team.
More often than not, change management refers
to overseeing your team to successfully
incorporate change into their work to achieve the
overall project objectives.
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Transformation Projects
The three types of change occurring in organizations today
are: (1) developmental,(2) transitional, and (3)
transformational. Traditional project management and what is
commonly called, “change management” effectively support
developmental and transitional change, but they are woefully
insufficient for transformational change. You will need to
understand the type of change you are in to know whether
typical project or change management approaches can work
for you.
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Constants: Scope of Work
What is statement of work in project management?
Statement of Work (or SOW) is a formal document that
defines the entire scope of the work involved for a
vendor and clarifies deliverables, costs, and timeline. It is
needed in situations where a project involves vendors
and external contributors in addition to the internal
project team. You usually create a SOW as part of a bid
document or part of a contract.
It is vital that the SOW is clear to all stakeholders in
order to clarify the metrics for success and to avoid
disputes involving deliverables, budgets, or timelines.
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Constants: S-Curve
The typical cumulative cost vs. time curve for a building
takes the shape of a letter S. At the beginning of the
project, when mobilization and organization take place,
costs accumulate slowly. Later, when most of the crews
are on the project, costs accumulate at an almost
constant rate. Toward the end of the project the crews
complete their work and the cost accumulation
decelerates.
Goodbye.
25. PMILebanonChapter
Constants: Critical Path
Critical path project management (CPM) is a technique
used to complete projects on time by focusing on key
tasks. One path through all the inter-connected tasks is
the fastest avenue to take when completing any project.
By focusing on the tasks that make up the critical path,
the project manager maximizes the chances of
completing the project on time.
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Constants: Plan B, really?
Plan B is not a constant anymore, at least not in the way
we studied it. Now we run plans A & B together and call
it: Agile Method.
Bad news, Agile method is replacing the way we studied
Project Management.
Agile method is the result of digital transformation.
Digital transformation means all our environment is
software, including projects. A digital project
management is better managed by the Agile method
rather than by the conventional Project Management.
27. PMILebanonChapter
Constants: Delivering Early
One of the constant profitability secrets is to deliver the
project as early as possible. The earlier the delivery, the
more the benefits. The best way to deliver early is do the
tasks right from the first time. Mistakes delay the project.
To make the tasks right, we need to design right. The
more we invest in design the earlier we deliver the
project and the more the benefits. Now we have
continuous redesigning with with reiterations.
This opens the door for Design Thinking, one of the
necessary factors for successful product management.
28. PMILebanonChapter
Digital Transformation
That is because digital transformation is not about
the technology itself but about improving the
business so that it prospers in the digital age. The
technology is used as support for making the
transformation happen, but the deeper
transformation is to be created and maintained by
people. When the people experience / leadership
aspect is neglected, the organization may get lost
in implementing changes and turning in a circle
but never evolving. It will be as such until the
organization changes its approach or until it can’t
survive anymore, and there happens a type of
business cannibalization.
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Agile Method
Although Incremental software development methods go as far back
as 1957, agile was first discussed in depth in the 1970s by William
Royce who published a paper on the development of large software
systems.
Later in 2001, the agile manifesto, a "formal proclamation of four key
values and 12 principles to guide an iterative and people-centric
approach to software development," was published by 17 software
developers. These developers gathered together to discuss
lightweight development methods based on their combined
experience.
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Agile Project Management
Agile project management allows Project Managers to hit key
milestones and provide executives with fast, accurate project status
even when the deliverable is a moving target. By having greater
visibility and continuous feedback, agile PMOs can react very
quickly to change and bottlenecks in the development process,
delivering better software, faster.
Software projects change constantly. When customers are expected
to finalize requirements before they can test-drive the prototypes,
overhead and long delays often cripple the project. Agile Project
Management is about embracing change, even late in the
development stage. Its about delivering the features with the
greatest business value first, and having the real-time information to
tightly manage cost, time and scope.
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Product Manager
A Product Manager is responsible for the ongoing satisfaction of unmet needs of
customers so it will contribute to the following:
• More value than the competition
• Build a sustainable competitive advantage
• Financial benefit for a business
This includes but also extends beyond the lifecycle of any one product. Managing the
product throughout the product lifecycle ensuring that it continues to satisfy market
needs includes:
• Gathering and prioritizing product and customer requirements,
• Defining the product vision,
• Working closely with engineering,
• Working with sales, marketing and support to ensure revenue and customer
satisfaction goals are met.
The Product Manager’s job also includes ensuring that the product and marketing
efforts support the company’s overall strategy and goals. A Product Manager tries to
find out the customers’ needs and develop a product to satisfy them.
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ProDect Management
The first challenge in differentiating the role of Project Manager or a
Product Manager is that they sound a lot alike. While it is a trivial
semantic issue it often leads to confusion about the 2 roles. It’s
important to begin with the definition of the words Product and
Project.
• PROJECT: A project is a temporary endeavor undertaken to
create a unique product, service, or result.
• PRODUCT: A product is anything that can be offered to a market
that might satisfy a want or a need. A product has a life cycle. It’s
conceived, developed, introduced and managed in the market,
and retired when the need for a product diminishes. A product
developed within context of a project is needed to create a
product. During the life cycle of a product sometimes multiple
projects can occur.
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Design Thinking
The best definition of design thinking is the connection between
creativity and innovation, impacting the consumer, products,
location, process and performance. Done well, it can be a key
differentiator in the digital delivery of services.
Design Thinking, which has been around now for over a decade, is a
design methodology that helps businesses understand their problem
statements better by rooting it in end user research, and uses that
research to influence a more impactful design solution.
The five dimensions of Design Thinking: Empathize with Users,
Create Definitions; Ideate; Prototype; Test.
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Recommendations for DT
adoptions and adaptations
Being Digital: Engaging the Organization to Accelerate Digital
Transformation
Many of the concepts in the executive’s change management
playbook still apply to Digital Transformation. But, how executives
are engaging their organizations is dramatically different. Digital
tools help leaders connect with employees at unprecedented scale
and in new ways. Blogs provide a forum to share regular, candid
perspectives and collect feedback. Digital videos help create richer,
more personal executive communications. Enterprise social
platforms offer employees the opportunity to share their ideas,
collaborate with colleagues and be recognized for their
contributions.
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Recommendation: Go Agile
Being Digital: Why Should I Care about Agile Project Management?
Agile project management continuously evaluates time and cost as
primary constraints. Rapid feedback, continuous adaptation and QA
best practices are built in to the teams committed schedules,
ensuring top-quality output and proven processes. Agile Project
Managers look at proactive, real-time delivery metrics such as
Velocity, Burndown and Cumulative Flow versus frequently out-of-
date Gantt Charts, spreadsheets and irrelevant or impossible project
milestones. The net result? You have fewer costly end-of-project
surprises, and the working product is delivered in weeks rather than
months.
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Case Study: Deutsche Bank
Deutsche Bank’s robo advisor “ROBIN” is a digital investment
solution, which offers automatized portfolio management services
based on ETFs. As an end-to-end digital product, from the creation
of an individual investment strategy to the administration cockpit,
ROBIN allows full transparency on the portfolio at any time and on
any device. In an iterative and agile approach, the project team and
other stakeholders from all bank departments put all the steps in
relation to each other and created an entirely digital and innovative
customer journey. Deutsche Bank created an end-to- end digital
product (including various digital features) with state-of-the-art user
experience that will become a future cornerstone for the bank’s in-
vestment business.
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Waterfall approach
Waterfall is a process to effectively guide product development and
launch project through distinct phases, followed by management
decision points (called gate reviews) which can either move the
project forward or stop it based on phase outcomes.
• Innovation Board aims to qualify,
select and prioritize strategic product
concept and manage roadmap
• Innovation Board is chaired by
strategy to ensure alignment with all
Line of Business
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New products
Existing
products to
launch in other
countries
Product
evolutions
A2P SMS
SMS FW
SMS GW
Managment
Strategy
Operato
rs
Partner
s
Opportunity
study
Design Develop
Deploy &
Launch
Manage &
Review
Strategy /
Idea=on
M0 M1 M2 M3 M4 M5
Innova&on
Board Product & Marke&ng Board
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Opportuni
ty study
Design Develop
Deploy &
Launch
Review &
Manage
• Validate ini&al
ideas and
product concept
• Select and
posi&on
products in the
commercial
roadmap
Time To Go Time To Market
• Define & design
product
func&onality
• Perform Feasibility
Study & Impact
analysis
• Outline Business
Model
• Confirm roadmap
• Develop product
• Perform
technical
acceptance and
test
• Validate media
plan, campaign
and UI
development
• Deploy
marke&ng tools
• Opera&onal
process ready
• Launch review
and correc&ve
ac&ons
• Improve or stop
products not
achieving
planned results
Time To Value
2-4 weeks 1-3 months 3 weeks 1-2 weeks 1-3 months M0 M1 M2 M3 M4 M5
43. PMILebanonChapter
Opportuni
ty study
Design Develop
Deploy &
Launch
Review &
Manage
Time To Go Time To Market Time To Value
2-4 weeks 1-3 months 3 weeks 1-2 weeks 1-3 months
Innova&on
Board
Product &
Marke&ng
Board
Product &
Marke&ng
Board
Product &
Marke&ng
Board
Product &
Marke&ng
Board
Product &
Marke&ng
Board
M0 M1 M2 M3 M4 M5
Qualify & select
strategic product
concept to be further
studied
Manage all aspects of product development, validate product readiness, validate commercial
launch and review results of market launch
44. PMILebanonChapter
Opportuni
ty study
Develop, Deploy & Launch
Review &
Manage
• Generate ini&al ideas
and product concept
• Select and posi&on
products in the
commercial roadmap
• Perform Feasibility
Study & Impact
analysis
• Outline Business
Model
Time To Go Time To Market
• Develop product
• Perform technical acceptance and test
• Validate media plan, campaign and UI
development
• Deploy marke&ng tools
• Opera&onal process ready
• Launch review
and correc&ve
ac&ons
• Improve or stop
products not
achieving
planned results
Time To Value
M1 M4 M5 M0