The gap in skills needed to compete in an increasingly digital world is a major issue for most organisations. Recognising this gap is one thing, doing something about it is a much bigger challenge.
This White Paper contains a structured approach that has been learned across different businesses over 17 years.
This Altimeter Group webinar explores the findings of our latest research report on digital transformation. Attendees will learn what digital transformation is, how companies are embracing change, the challenges and opportunities that emerge throughout the process, and how to refocus and reorganize teams to modernize, optimize, and integrate digital touchpoints.
Watch the webinar: https://www.slideshare.net/Altimeter/webinar-digital-transformation-with-brian-solis
Download the related report: altimetergroup.com/digitaltransformation/
Innovation and digital disruption in professional servicesTapmint
This is a presentation for http://tapmint.com which I gave internally at one of the world's largest professional services firms. It discusses digital disruption in financial services, professional services and accounting services.
Various models of corporate innovation are also highlighted. Case studies of 3 companies are provided - Suncorp Group, Sensis and Carsales. Finally, I provide some thoughts on implementation.
Digital technologies allow organizations to reinvent themselves – transforming the core of the business and finding and exploiting new sources of value. However, many organizations are struggling to reinvent themselves because they run up against a significant barrier – culture. Our research shows that culture is the number 1 barrier to digital transformation.
This edition of the Digital Transformation Review focuses on this critical, but neglected, topic:
How are large and traditional organizations tackling the thorny issue of digital culture?
What do digital-native firms do differently when it comes to digital culture?
What advice do leading academics have for organizations attempting to get digital culture change right?
We share the insights of key leaders and experts on this topic, representing the views of traditional companies, academia, and the Silicon Valley. We also outline Capgeminis’ point of view on how organizations can close the growing employee-leadership gap in digital culture, drawing on an extensive global survey.
Understanding digital transformation involves understanding the DNA of your company, your employees, and your customers to identify the best way to deliver value and increase organisations' positive impact on revenue, employee retention, and customer experience.
This requires a change management approach and to look at 5 key pillars:
1. The Business model
2. The Operational model
3. Leadership & Capability
4. Customer Experience
5. Technology
The Last Word: Enabling the Digitally Enhanced BusinessCognizant
For established companies, digital transformation isn't straightforward and simple. But by applying the following lessons, they can quickly embrace new thinking, strategies and skills that yield short-and long-term business results.
This Altimeter Group webinar explores the findings of our latest research report on digital transformation. Attendees will learn what digital transformation is, how companies are embracing change, the challenges and opportunities that emerge throughout the process, and how to refocus and reorganize teams to modernize, optimize, and integrate digital touchpoints.
Watch the webinar: https://www.slideshare.net/Altimeter/webinar-digital-transformation-with-brian-solis
Download the related report: altimetergroup.com/digitaltransformation/
Innovation and digital disruption in professional servicesTapmint
This is a presentation for http://tapmint.com which I gave internally at one of the world's largest professional services firms. It discusses digital disruption in financial services, professional services and accounting services.
Various models of corporate innovation are also highlighted. Case studies of 3 companies are provided - Suncorp Group, Sensis and Carsales. Finally, I provide some thoughts on implementation.
Digital technologies allow organizations to reinvent themselves – transforming the core of the business and finding and exploiting new sources of value. However, many organizations are struggling to reinvent themselves because they run up against a significant barrier – culture. Our research shows that culture is the number 1 barrier to digital transformation.
This edition of the Digital Transformation Review focuses on this critical, but neglected, topic:
How are large and traditional organizations tackling the thorny issue of digital culture?
What do digital-native firms do differently when it comes to digital culture?
What advice do leading academics have for organizations attempting to get digital culture change right?
We share the insights of key leaders and experts on this topic, representing the views of traditional companies, academia, and the Silicon Valley. We also outline Capgeminis’ point of view on how organizations can close the growing employee-leadership gap in digital culture, drawing on an extensive global survey.
Understanding digital transformation involves understanding the DNA of your company, your employees, and your customers to identify the best way to deliver value and increase organisations' positive impact on revenue, employee retention, and customer experience.
This requires a change management approach and to look at 5 key pillars:
1. The Business model
2. The Operational model
3. Leadership & Capability
4. Customer Experience
5. Technology
The Last Word: Enabling the Digitally Enhanced BusinessCognizant
For established companies, digital transformation isn't straightforward and simple. But by applying the following lessons, they can quickly embrace new thinking, strategies and skills that yield short-and long-term business results.
Digital Transformation: What it is and how to get thereEconsultancy
Digital Transformation: What it is and how to get there.
Authored by Econsultancy CEO Ashley Friedlein, this presentation on the topic of 'Digital Transformation', is broken down into six sections covering:
1. Digital Transformation - what it is and recent data and research on the topic
2. Strategy - what a digital strategy should include
3. Technology - the challenges of technology and the skills gap
4. People - looking at organisational structure, culture, roles & responsibilities, environment recquired
5. Process - how to address the speed, innovation and agility required
6. Business Transformation - how digital transformation is actually business transformation
The rise of new digital technologies
is one of the most exhilarating challenges facing
companies today. No sector or organization
is immune from the digital phenomenon,
which dictates its own pace and presence in
the management agenda. The question is no
longer when companies need to make digital
a strategic priority – this tipping point is past
– but how to embrace it and turn it to competitive
advantage.
The Rise of the Chief Digital Officer in 2015Nick Benson
From CDO to CEO:
What’s Driving the Chief Digital Officer to CEO Carer Path?
For fast-growing companies, the Chief Digital Oficer is emerging as the new “it” positon. Gartner predicts that 25% of busineses wil have a CDO by 2015.
Digital Leadership Interview : James Patterson, MVP and Head of Capital One LabsCapgemini
"Creating excellence at small scale is relatively straightforward. Doing so at scale is extremely hard. And that’s where most innovation centers struggle."
Beyond the CIO/CMO - The Rise of the Chief Digital Officer | CIO Perspectives...Dion Hinchcliffe
My examination of the evolution of IT, the growing CIO and CMO partnership, and what happening with the rise of the Chief Digital Officer. Includes case studies, examples, and what a CIO can do to make IT a profit center.
Business is changing: digital technology has permeated every facet of the enterprise, completely transforming the way we work. Digital has disintermediated markets, disrupted organisational structures, created new risks and new revenue streams, while fundamentally altering the way businesses engage with their customer.
There is no coincidence that the most influential companies of our age share a common ability to harness technology effectively. In these exciting and turbulent times, success is increasingly defined by the ability to respond to the fast changing digital landscape, it has become a key distinguisher between growth and obscurity.
DT 2019 contextualised key digital trends and explored the underlying process of organisational change. The conference was geared towards senior technologists and digital leaders, providing an insightful peer-led environment and a crucial forum for knowledge exchange, discussion and high-level networking.
This is the largest annual Digital Transformation conference held in Scotland - with over 300 attendees in 2018. The event is supported by ScotlandIS and is free for qualifying delegates to attend.
7 Ways to Lead Digital Transformation Without Being an IT SpecialistVistage UK
SMEs should be embracing the digital transformation to grow their businesses. This slideshare shows how non-IT business leaders can use strategic thinking and leadership excellence to drive innovation and change.
Digital Leadership Interview : Claus Von Riegen, VP and Head of BMI at SAPCapgemini
"Disrupt yourself before being disrupted by others. But to make this happen, you have to create a separate team with the explicit mandate to disrupt the business and make it a priority."
When you hear “digital” most people start to think about Google, Facebook or other technology companies. But now transforming into a digital company is the strategic objective for many companies across multiple sectors. We see digitisation as the driving strategy for many global business; GE’s strategy is to become the first digital industrial company and is moving its headquarters to Boston to be closer to MIT (Massachusetts Institute of Technology). Deutsche Bank wants to transform into a digital bank, and Sephora is digitising the world of beauty. The transformation is not just how these companies manage clients and deliver services through the web and smart phone apps, but back office processes, enhancing organisational agility, speeding up supply chains and recreating whole service offerings to make life easier or better for clients.
Human Capital Growth Webinar: Digital leadership growing leaders for the digi...Human Capital Growth
Leadership for the Digital Age: Framework and Capabilities, Growing Leaders who Thrive in the Digital Age
http://www.humancapitalgrowth.com/growing-leaders-who-thrive-in-the-digital-age.html
Transformation is not digital, it's constantAyal Levin
Many organizations focus on Digital Transformation as a key to success. There seems to be a belief that “Once we become fully digital, the transformation is complete”. However, the reality of today will not be the leading solution of tomorrow. This talk will focus on the reasons why it’s not about digital transformation, rather, it’s about building organizations that can support constant transformation -in culture, in working models, in strategic thinking, and in mindset.
This presentation explains the importance and the description of the role of a Chief Digital Officer in any organization. This was presented by me at DQ Live 2015 event organized by Cyber Media Group on 11th March 2015 at The Grand New Delhi in front of 400+ business and technology leaders. Post which i was interviewed by ET Now TV Channel as well and event highlights along with key people's bytes were broadcasted by ET Now.
Right at the top of the sceptical heap is the Board of Directors. You may have collated the necessary stats, analysed the opportunities and threats and identified the technologies that could transform how you do business. But all of this is for naught if you cannot convince the Board, for whom most of your arguments may be far outside their scope of experience.This is a communications challenge, not merely a strategic one.
So how do you persuade the board?
Digital Transformation - Beyond the Hype #DF13Capgemini
While there is increased recognition of digital’s role, the challenge remains for many to translate it into business value through innovation and competitive advantage. They are caught struggling for pace, and risk falling into the chasm between initiation and termination of transformation initiatives. Didier Bonnet's shares Capgemini Consulting's insight at Dreamforce '13 into the results of the landmark study with MIT on transformation trends, along with insight from an expert customer panel that will share experiences on how they address these challenges. This is the slide deck accompanying the session in San Francisco.
A Framework for Digital Business TransformationCognizant
By embracing Code Halo thinking and a programmatic approach to business process change, organizations can better engage with customers and deliver mass-customized products and services that drive differentiation and outperformance.
Businesses are moving beyond traditional industry silos and coalescing into richly networked ecosystems, creating new opportunities for innovation alongside new challenges for many incumbent enterprises.
Explore how organizations can thrive in a world of ecosystems by reading the full report: http://deloi.tt/2flFYxX
Presentation by Nirvesh Sooful on the topic of “The Emerging Role of the CIO: Leader or Technologist, Visionary or Implementer, Maverick or Collaborator” at the 2nd Annual CIO Challenge 2007 on 14&15 November 2007 at The Park Hyatt in Johannesburg. The conference was co-hosted with Deloitte.
What industries have been digitally disrupted? What are being disrupted? What types of digital disruption are there? Where should you focus your digital disruption/transformation efforts?
Just as Amazon changed how we buy things and
Netflix transformed how we consume videos,
companies like AirBnB and Uber have shaken up the
hotel and transportation industries. With new disruptive
technologies, products, services and business models
being introduced almost daily, CIOs need to take charge
of their organization’s response now to secure long-term
business success.
Digital Transformation: What it is and how to get thereEconsultancy
Digital Transformation: What it is and how to get there.
Authored by Econsultancy CEO Ashley Friedlein, this presentation on the topic of 'Digital Transformation', is broken down into six sections covering:
1. Digital Transformation - what it is and recent data and research on the topic
2. Strategy - what a digital strategy should include
3. Technology - the challenges of technology and the skills gap
4. People - looking at organisational structure, culture, roles & responsibilities, environment recquired
5. Process - how to address the speed, innovation and agility required
6. Business Transformation - how digital transformation is actually business transformation
The rise of new digital technologies
is one of the most exhilarating challenges facing
companies today. No sector or organization
is immune from the digital phenomenon,
which dictates its own pace and presence in
the management agenda. The question is no
longer when companies need to make digital
a strategic priority – this tipping point is past
– but how to embrace it and turn it to competitive
advantage.
The Rise of the Chief Digital Officer in 2015Nick Benson
From CDO to CEO:
What’s Driving the Chief Digital Officer to CEO Carer Path?
For fast-growing companies, the Chief Digital Oficer is emerging as the new “it” positon. Gartner predicts that 25% of busineses wil have a CDO by 2015.
Digital Leadership Interview : James Patterson, MVP and Head of Capital One LabsCapgemini
"Creating excellence at small scale is relatively straightforward. Doing so at scale is extremely hard. And that’s where most innovation centers struggle."
Beyond the CIO/CMO - The Rise of the Chief Digital Officer | CIO Perspectives...Dion Hinchcliffe
My examination of the evolution of IT, the growing CIO and CMO partnership, and what happening with the rise of the Chief Digital Officer. Includes case studies, examples, and what a CIO can do to make IT a profit center.
Business is changing: digital technology has permeated every facet of the enterprise, completely transforming the way we work. Digital has disintermediated markets, disrupted organisational structures, created new risks and new revenue streams, while fundamentally altering the way businesses engage with their customer.
There is no coincidence that the most influential companies of our age share a common ability to harness technology effectively. In these exciting and turbulent times, success is increasingly defined by the ability to respond to the fast changing digital landscape, it has become a key distinguisher between growth and obscurity.
DT 2019 contextualised key digital trends and explored the underlying process of organisational change. The conference was geared towards senior technologists and digital leaders, providing an insightful peer-led environment and a crucial forum for knowledge exchange, discussion and high-level networking.
This is the largest annual Digital Transformation conference held in Scotland - with over 300 attendees in 2018. The event is supported by ScotlandIS and is free for qualifying delegates to attend.
7 Ways to Lead Digital Transformation Without Being an IT SpecialistVistage UK
SMEs should be embracing the digital transformation to grow their businesses. This slideshare shows how non-IT business leaders can use strategic thinking and leadership excellence to drive innovation and change.
Digital Leadership Interview : Claus Von Riegen, VP and Head of BMI at SAPCapgemini
"Disrupt yourself before being disrupted by others. But to make this happen, you have to create a separate team with the explicit mandate to disrupt the business and make it a priority."
When you hear “digital” most people start to think about Google, Facebook or other technology companies. But now transforming into a digital company is the strategic objective for many companies across multiple sectors. We see digitisation as the driving strategy for many global business; GE’s strategy is to become the first digital industrial company and is moving its headquarters to Boston to be closer to MIT (Massachusetts Institute of Technology). Deutsche Bank wants to transform into a digital bank, and Sephora is digitising the world of beauty. The transformation is not just how these companies manage clients and deliver services through the web and smart phone apps, but back office processes, enhancing organisational agility, speeding up supply chains and recreating whole service offerings to make life easier or better for clients.
Human Capital Growth Webinar: Digital leadership growing leaders for the digi...Human Capital Growth
Leadership for the Digital Age: Framework and Capabilities, Growing Leaders who Thrive in the Digital Age
http://www.humancapitalgrowth.com/growing-leaders-who-thrive-in-the-digital-age.html
Transformation is not digital, it's constantAyal Levin
Many organizations focus on Digital Transformation as a key to success. There seems to be a belief that “Once we become fully digital, the transformation is complete”. However, the reality of today will not be the leading solution of tomorrow. This talk will focus on the reasons why it’s not about digital transformation, rather, it’s about building organizations that can support constant transformation -in culture, in working models, in strategic thinking, and in mindset.
This presentation explains the importance and the description of the role of a Chief Digital Officer in any organization. This was presented by me at DQ Live 2015 event organized by Cyber Media Group on 11th March 2015 at The Grand New Delhi in front of 400+ business and technology leaders. Post which i was interviewed by ET Now TV Channel as well and event highlights along with key people's bytes were broadcasted by ET Now.
Right at the top of the sceptical heap is the Board of Directors. You may have collated the necessary stats, analysed the opportunities and threats and identified the technologies that could transform how you do business. But all of this is for naught if you cannot convince the Board, for whom most of your arguments may be far outside their scope of experience.This is a communications challenge, not merely a strategic one.
So how do you persuade the board?
Digital Transformation - Beyond the Hype #DF13Capgemini
While there is increased recognition of digital’s role, the challenge remains for many to translate it into business value through innovation and competitive advantage. They are caught struggling for pace, and risk falling into the chasm between initiation and termination of transformation initiatives. Didier Bonnet's shares Capgemini Consulting's insight at Dreamforce '13 into the results of the landmark study with MIT on transformation trends, along with insight from an expert customer panel that will share experiences on how they address these challenges. This is the slide deck accompanying the session in San Francisco.
A Framework for Digital Business TransformationCognizant
By embracing Code Halo thinking and a programmatic approach to business process change, organizations can better engage with customers and deliver mass-customized products and services that drive differentiation and outperformance.
Businesses are moving beyond traditional industry silos and coalescing into richly networked ecosystems, creating new opportunities for innovation alongside new challenges for many incumbent enterprises.
Explore how organizations can thrive in a world of ecosystems by reading the full report: http://deloi.tt/2flFYxX
Presentation by Nirvesh Sooful on the topic of “The Emerging Role of the CIO: Leader or Technologist, Visionary or Implementer, Maverick or Collaborator” at the 2nd Annual CIO Challenge 2007 on 14&15 November 2007 at The Park Hyatt in Johannesburg. The conference was co-hosted with Deloitte.
What industries have been digitally disrupted? What are being disrupted? What types of digital disruption are there? Where should you focus your digital disruption/transformation efforts?
Just as Amazon changed how we buy things and
Netflix transformed how we consume videos,
companies like AirBnB and Uber have shaken up the
hotel and transportation industries. With new disruptive
technologies, products, services and business models
being introduced almost daily, CIOs need to take charge
of their organization’s response now to secure long-term
business success.
Organizational Change Management: A Make or Break Capability for Digital SuccessCognizant
To realize the full benefits of digital transformation programs, businesses must manage the impact of digital change on their operational structure, culture and employees.
Digital Transformation: A $1 Trillion Opportunity (Note: 2015 deck - somewhat...Ketan Kakkad
This is a 2015 deck - somewhat outdated but contextually still very relevant.
According to World Economic Forum, we are in the midst of 4th Industrial Revolution triggered by FUSION of technologies! Convergence of these Digital Technologies is already disrupting existing and well established business models! Please note that this deck has not been touched since early 2016 (uploading just now in mid-2017), so some aspects might be little bit outdated. I would love to hear your thoughts in comments, and do not hesitate if you wish to discuss specifics or engage in a deeper conversation on how we can help you shine through your Digital Journey.
Are you a Digital Transformation leader? Can you create a high-performance strategy in the digital age? Have you got what it takes to avoid the tumbling barrels of distracting digital tactics, over hyped technology or the belief that your market is immune to disruption? Have you allocated the right resources to deliver a focused plan of transformation?
Digital innovation leadership: How to master digital transformation in the fa...3gamma
In the new digital economy, long-established ways of doing business are quickly becoming obsolete and disruption is taking place across every sector. But what separates the digital frontrunners from the laggards and how can organisations stay ahead in a digitally transformed future?
Digital innovation leadership: How to master digital transformation in the fa...Jesper Nordström
In the new digital economy, long-established ways of doing business are quickly becoming obsolete and disruption is taking place across every sector. But what separates the digital frontrunners from the laggards and how can organisations stay ahead in a digitally transformed future?
On the Road to Digital: Practical EncountersCognizant
Even with digital initiatives entering the mainstream, many business and IT leaders are still encountering headwinds. Here are the five most common challenges organizations face and potential workarounds that can help captains of industry more quickly and effectively digitally enhance their businesses.
You’ve seen the future for your organisation and it's unquestionably digital. But then the questions start: Who goes on the journey? How do you lead them along? What direction? How fast? What’s the path? Is the journey the same for everyone throughout the business?
Embarking on a Digital Transformation (DT) strategy can seem daunting enough. But when you apply that strategy to large teams, the numerous complexities and variables can make the whole project appear just too exhausting a proposition to even bother taking the first step, let alone all those steps that must inevitably follow if it is to succeed.
So how do you bring your team on the journey?
Lehigh Valley Business_Digital TransformationGene Ferro
Digital transformation is the change associated with the application of digital technology in all aspects of human society, a definition rooted in a 2004 research project by Swedish scholars Anna Croon Fors and Erik Stolterman.
Digital transformation can be defined as a process whereby an organization shifts their business models, processes, and organizational culture with digital technologies to adapt to changing customer behaviors. They adapt to meet ever-changing customer expectations and engage with consumers in innovative ways. Transformational journeys require acurate assessments, learning, growth, and monitoring of:
1) People and Culture;
2) Capacity and Capabilities;
3) Innovation; and
4) Technology.
The Digital Transformation Symphony: When IT and Business Play in SyncCapgemini
Digital Masters, such as Starbucks, that leverage digital technologies effectively, differentiate themselves from their peers by consciously striving to build a close relationship between IT and the business. However, Digital Masters are exceptions. The IT-business relationship in most organizations is often a fractious relationship rather than a marriage of equals. Business teams often find the IT department’s high costs and long implementation timelines unacceptable. In addition, IT leaders are often faulted for not speaking the language of business. Leading CIOs take this disconnect head on and try and fix it. Our research shows that leading CIOs take three key actions to align the IT department with the needs of the business: 1. redesign the IT department to unlock digital innovation; 2. create strong digital platforms; 3. rationalize IT Infrastructure to fund digital initiatives. We explore each of these actions in this research paper.
The linking of computers around the world is going to have far reaching effects, and the spread of knowledge, the interchange of ideas and the dissemination of information are going to produce a revolution in our society. Digital business use technology to create new value in business models, customer experiences and the internal capabilities that support its core operations. The term includes both digital only brands and traditional players that are transforming their businesses with digital technologies. the more important benefits derived from developing a digital business include the ability of your organization to rapidly develop and move into new markets uncover and form partnerships reach new customers and expand your brand with new and existing customers as an innovator, among many others. Digital business is about the creation of new business designs by blurring the physical and digital world. It is about the interaction and negotiations between, business, and things. A. Karthik | M. Karthikeyan | P. H. Gopikannan "Digital Business" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-4 | Issue-6 , October 2020, URL: https://www.ijtsrd.com/papers/ijtsrd33644.pdf Paper Url: https://www.ijtsrd.com/management/marketing/33644/digital-business/a-karthik
Similar to Step up to the digital skills challenge (20)
Remote sensing and monitoring are changing the mining industry for the better. These are providing innovative solutions to long-standing challenges. Those related to exploration, extraction, and overall environmental management by mining technology companies Odisha. These technologies make use of satellite imaging, aerial photography and sensors to collect data that might be inaccessible or from hazardous locations. With the use of this technology, mining operations are becoming increasingly efficient. Let us gain more insight into the key aspects associated with remote sensing and monitoring when it comes to mining.
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
As a business owner in Delaware, staying on top of your tax obligations is paramount, especially with the annual deadline for Delaware Franchise Tax looming on March 1. One such obligation is the annual Delaware Franchise Tax, which serves as a crucial requirement for maintaining your company’s legal standing within the state. While the prospect of handling tax matters may seem daunting, rest assured that the process can be straightforward with the right guidance. In this comprehensive guide, we’ll walk you through the steps of filing your Delaware Franchise Tax and provide insights to help you navigate the process effectively.
India Orthopedic Devices Market: Unlocking Growth Secrets, Trends and Develop...Kumar Satyam
According to TechSci Research report, “India Orthopedic Devices Market -Industry Size, Share, Trends, Competition Forecast & Opportunities, 2030”, the India Orthopedic Devices Market stood at USD 1,280.54 Million in 2024 and is anticipated to grow with a CAGR of 7.84% in the forecast period, 2026-2030F. The India Orthopedic Devices Market is being driven by several factors. The most prominent ones include an increase in the elderly population, who are more prone to orthopedic conditions such as osteoporosis and arthritis. Moreover, the rise in sports injuries and road accidents are also contributing to the demand for orthopedic devices. Advances in technology and the introduction of innovative implants and prosthetics have further propelled the market growth. Additionally, government initiatives aimed at improving healthcare infrastructure and the increasing prevalence of lifestyle diseases have led to an upward trend in orthopedic surgeries, thereby fueling the market demand for these devices.
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
Attending a job Interview for B1 and B2 Englsih learners
Step up to the digital skills challenge
1. How can you step up to the Digital Skills
challenge in 2015?
Academy of Digital Business Leaders
Apprentices
In partnership with
2. Apprentices
In partnership with
There seem to be more questions than answers
when it comes to becoming Digital. And just as one
question is answered, another one comes up.
The skills gap exists across all levels of an
organisation. How does an organisation acquire a
base level of knowledge and skills? It can’t simply be
solved by hiring in digital experts.
How do leaders know the right questions to ask
about digital? The skills agenda is changing so quickly
that this month’s latest insights are out of date very
quickly.
Howdowestayuptospeedwhendigitalopportunities
are changing? One-off training programmes will be
short-lived if not part of a longer term programme.
What can senior leaders do to address these
challenges?
The gap in skills needed to compete in an increasingly digital world is a major
issue for most organisations. Recognising this gap is one thing, doing something
about it is a much bigger challenge.
This White Paper contains a structured approach
that has been learned across different businesses
over 17 years within the Blenheim Chalcot Group:
• Digital skills are now an imperative
• Get left behind at your peril
• To keep up, digital capacity needs to be
developed and embedded across your
organisation, not just in a silo
• We have developed a practical 7 element
framework to evaluate your digital capacity
• For each element see where you sit on a three
stage progression
• Depending on where the gaps are you will have
clear priorities as a business
• We have developed a set of solutions to address
the capability component of each of these
priorities
Contact us to find out how they can help you.
Charles Mindenhall
Co-Founder and Chair the ADBL and Blenheim Chalcot
Ben Rowland
Co-Founder Arch Apprentices
3. Digital skills are now an imperative
“We always overestimate
the change that will
occur in the next two
years and underestimate
the change that will
occur in the next ten.”
Bill Gates
When we first got involved in the world of
“the internet” in the late 1990s, the promise of
digital far outstripped its reality. Like many, we
got carried away with the potential that online
technologies - and the convergence of devices,
broadband, and applications - would have to
change the way we bought and consumed
products and services and the way in which
companies would serve us.
However, as many of us remember, the
potential got hyped up, expectations weren’t
met, disillusion set in, investors were burnt, and
digital became “another” area that became part
of business as usual. For quite some time reality
lagged behind the potential.
What is remarkable about the last two to
three years is the way in which the reality has
suddenly stormed past the potential of the late
1990s, often leaving the rhetoric in its wake.
Bill Gates once said “We always overestimate the
change that will occur in the next two years and
underestimate the change that will occur in the
next ten.”
This has been undoubtedly the case, with the
convergence of smartphone and tablet growth,
broadband, low cost application development
and infrastructure leading to disruptive
innovations across industries.
4. Apprentices
In partnership with
86%
of 1,322 CEOs
86% of CEOs realise they need to
champion the use of digital technologies
for their enterprises’ digital investments
to succeed.
More enlightened, forward thinking companies
have long realised how they can use technology
to enhance the ways in which they operate and
compete. The travel and dating industries, for
example, are now almost inconceivable as ‘off line’
industries. Now the general ‘mass’ of businesses are
scrambling to catch up, driven by a growing sense of
urgency around the need to adopt digital.
So too are a growing number of charities and
Government organisations. PwC’s 18th Annual
Global CEO survey of 1,322 CEOs found that 86%
of CEOs realise they need to champion the use
of digital technologies for their enterprises’ digital
investments to succeed.
But this urgency is often driven by a fear of being
Get left behind at your peril
left behind rather than an informed understanding.
This means that many companies who want to
become digitally savvy are unprepared for, or even
simply unaware of, the impact digital can now
have on their businesses. There are pockets of
good practice in many companies, and individuals
who are capable and knowledgeable, but to grasp
and execute the opportunity that digital presents
requires a fundamental rethinking of the skills
across an organisation.
5. Apprentices
In partnership with
“Businesses,
governments and
populations in general
need better digital and
programming skills…
it’s just as important to
recruit Maths Men as it is
Mad Men.”
Sir Martin Sorrell
In our experience, the simple fact is that digital
is not an institutionalised capability, in the
way that, say, finance or management is. That is
understandable in that it is only now that “digital” is
being viewed in the same light, as a capability that
needs to exist across organisations and not just a
specialist silo. In the same way that a great HR
department cannot make a company a great place
to work, a great IT or digital team cannot make a
company a great digital company.
We have seen this most often to be the case in
areas such as marketing and sales - where the digital
impact can be huge, but relatively few companies
have a full understanding of how they can harness
this. One of the problems is the multi-disciplinary
nature of the opportunity - which cuts across areas
To keep up, digital capacity needs to be developed and embedded across your
organisation, not just in silo
such as marketing, sales, IT - which have not always
been comfortable bed-fellows.
None of this is a surprise given the pace at which
digital has developed. Companies increasingly
recognise that one of the major barriers they face is
the lack of skills. Martin Sorrell of WPP recently cited
skills as one of the five key ‘principles’ for the digital
age: “Businesses, governments and populations in
general need better digital and programming skills….
it’s just as important to recruit Maths Men as it is
Mad Men.”
6. Apprentices
In partnership with
HR Directors and L&D departments can play a key
role in responding to the need for a step-change in
an organisation’s digital skills. They are the ones who
are best placed to articulate requirements and turn a
fear of being left behind into a practical programme
for skill acquisition.
But how do you tackle the (significant) transition
that is required and put together the steps that
need to be taken along the way?
The ADBL was founded by leaders from the
Blenheim Chalcot group which has built a portfolio
of over 20 successful digital businesses, ranging
from a 2,000 person outsourcing business to a 10
person music channel on Youtube.
We have developed a practical 7 element framework to evaluate your digital
capacity
The ADBL uses a 3 level Digital Skills “Maturity
Model” across 7 linked elements to help businesses
manage the transition of their own digital skills
agenda. We have used and refined this model across
the Blenheim Chalcot portfolio with companies that
have been facing and handling the challenges of
digital transformation.
On the back of this success, we have turned this
into a capability we are offering, to assess and
analyse companies and then put in place a set of
actions to move each business up a level.
The solutions are delivered in conjunction with
Arch Apprentices and Captured, an online
personal development tool, both part of the
Blenheim Chalcot group.
7. Apprentices
In partnership with
Innovation Capacity
IMPLEMENT THE RIGHT CHANGE WITH
CONFIDENCE
IT Responsiveness BUILD EFFICIENT & RESPONSIVE SYSTEMS
Talent Acquisition RECRUIT THE RIGHT TALENT
Learning & Development NURTURE EXPERTISE
Board INFORMED LEADERSHIP
Senior Management
EMPOWER CONFIDENT STRATEGIC
DECISION MAKING
Middle Management
EQUIP WITH DIGITAL SKILLS AND
UNDERSTANDING
331 2 3
1 2 3
1 2 3
1 2 3
1 2 3
1 2 3
1 2 3
For each element see where you sit on a three stage progression (see following pages for details on each)
8. Apprentices
In partnership with
Innovation Capacity
LEVEL 1
Growing understanding of a need to become more
digital, but no mechanism for prioritising and making
it happen; fear of change.
LEVEL 2
Growing understanding of what is right for the
business, emerging confidence to pick initiatives and
to push through change; change is seen as exciting
but daunting.
LEVEL 3
Confidence and experience around picking the
right digital projects to pursue, strong programme
and project structures (from Board down) to make
change happen; change is seen as ‘business as usual’.
LEVEL 1
Occupied primarily with fire-fighting and maintaining
usefulness of legacy systems.
LEVEL 2
Some projects and initiatives, mainly ‘bolt ons’ to
‘core’ systems.
LEVEL 3
Focus on continuous evolution of core systems to
generate new business benefits via well designed
projects and programmes.
IT Responsiveness
9. Apprentices
In partnership with
Talent Acquisition
LEVEL 1
Reliant on pockets of self-declared expertise and
bought-in consultants.
LEVEL 2
Emerging strategic digital hiring, some assessment
of digital capability across recruitment, piloting new
talent acquisition programmes.
LEVEL 3
Workforce/succession planning and recruitment
have digital as a core component; growing
reputation as a good ‘digital employer’; established
and continuously developing graduate, intern and
apprenticeship programmes
LEVEL 1
Training for digital business not offered or provided on
a formal basis.
LEVEL 2
Some ‘pilot’ courses and/or in response to bottom up
demand.
LEVEL 3
Systematic programme tailored for all levels.
Learning & Development
10. Apprentices
In partnership with
Board
LEVEL 1
Some knowledge of new platforms; unable to question
or challenge.
LEVEL 2
Able to ask good questions but unable to make strategic
recommendations or lead.
LEVEL 3
Able to challenge, suggest and lead.
Senior Management Middle Management
LEVEL 1
No formal digital knowledge or experience; lacking
confidence in asking questions and making decisions
(deferring to ‘experts’ in the business or consultants).
LEVEL 2
Experience gained from initiatives within the business,
able to recognise ‘good’ when they see it, little or no
structured training.
LEVEL 3
Significant experience, able to shape and lead strategic
initiatives, growing amount of formal training/ education.
LEVEL 1
Some managers have expertise in one or two areas;
people assume/hope IT and/or marketing have got it
sorted.
LEVEL 2
Growing recognition of “digital” as a core skill, recognition
of the breadth of skills required, some formal training.
LEVEL 3
Systematic embedding of digital e.g. in appraisals and
training.
11. Apprentices
In partnership with
Innovation Capacity
IMPLEMENT THE RIGHT CHANGE WITH
CONFIDENCE
IT Responsiveness BUILD EFFICIENT & RESPONSIVE SYSTEMS
Talent Acquisition RECRUIT THE RIGHT TALENT
Learning & Development NURTURE EXPERTISE
Board INFORMED LEADERSHIP
Senior Management
EMPOWER CONFIDENT STRATEGIC
DECISION MAKING
Middle Management
EQUIP WITH DIGITAL SKILLS AND
UNDERSTANDING
3
Depending on where the gaps are you will have clear priorities as a business.
We have developed a set of capability development solutions to address each of these priorities and to move from where you
are to where you need to be
Apprentices
Apprentices
12. Capability Solution What it Delivers
Equip your management team with the tools
and techniques they need to transform and
grow a business in the digital age
A rapid and immersive course to get your
management team up to speed on the critical
tools and essential skills
Collaborative and immersive 6 month course
for Digital marketing leaders
Embedded corporate understanding of how to
use Digital to enhance marketing and sales
Broad based and ‘bottom up’ understanding
of how the key tools and systems for online
business work
Open your talent acquisition strategies to
fresh new employees and / or upskill young
employees
Ongoing capturing and sharing of key learnings
for Personal Development, developed in
partnership with Sir Clive Woodward
The ADBL Diploma in Digital Business
Leadership
The ADBL Rapid Immersion
Squared Online
IDM Professional Diploma in Digital
Marketing
Online CAM and CIM
Arch Digital Business Certificate
Arch Digital Apprentices
Captured CPD platform
Apprentices
The Academy of Digital
Business Leaders has
developed and proven these
different solutions that
support organisations to make
their digital transformation
transition across the 7
Elements.
Ongoing access to the latest Digital thinking and
learning
Dot Native subscription service for
digital marketing bite sized training and
up to date information
13. Apprentices
In partnership with
Next Steps
You’ve taken the first step, would you like to learn more about how to
implement digital transformation in your business, and hear first hand from
experienced leaders?
The ADBL is a platform for digital business leaders to
share knowledge and experience to help other leaders
learn and transform their businesses.
The ADBL has assembled the resources, insights,
qualifications and many years of experience from our
founder business leaders, to empower anyone who is
approaching business from a digital perspective.
Please call our team on 020 7173 5901 to find out more about how our learning
tools and professional qualifications can equip your company to succeed in the
digital age.
Visit www.theADBL.com
or email us on info@theADBL.com