IIC Partners examines the role of the Chief Digital Officer (CDO) and the skills, requirements and leadership qualities companies looking for when hiring a CDO.
The 75% Challenge - Capgemini and WooBoardBen Gilchriest
Digital Transformation
Companies across sectors in Australia have begun to look to ‘digital transformation’ to improve business performance or reach. Getting this right is important; the companies that do outperforming their peers in every industry that we have studied. However, few firms have yet to truly capturing the benefits of digital transformation.
Digital transformation is the ultimate change management challenge as it impacts every aspect of an enterprise. From the fundamentals of the business model through to how daily tasks are performed. People are at the centre of this. However, it still remains a real challenge with over two thirds of companies stating that culture is a bottleneck for digital transformation. How do you overcome the 75% challenge?
How to Build Digital Culture in Your OrganisationFilip Baranski
A few useful tips how to deal with transition to digital marketing in big organisations. Pure but often forgotten basics for digital wannabies. Embrace three, key factors and brace yourself!
HxRefactored 2015: Lisa Welchman "Digital Governance"HxRefactored
In this talk, Lisa Welshman gives an overview of best practices in digital governance and starts a conversation about the maturity of digital management in the healthcare sector. She focuses on the structure of your digital team and how to determine who is accountable for establishing overall digital strategy, policy, and standards.
The digital revolution is changing everything. To succeed in this rapidly changing world, businesses face the dual challenge of transforming their organisations whilst staying ahead of the competition.
Brilliant Noise help organisations create the strategy and embed the mindset and behaviours needed to lead and succeed in a digital world.
In this deck we cover:
- The imperative for transformation
- Good and bad examples of change leadership
- Simple diagnostic and evaluation models
- Culture change planning
- Actionable tools and approaches
Digital Leaders - Integrating digital into leadership programmes at the Unive...Jisc
Pecha Kucha - AM 4
Integrating digital into leadership programmes at the University of York.
Susan Halfpenny, Teaching and Learning Manager, University of York; Michelle Blake, head of relationship management, University of York
TMA World Viewpoint 23 Digitally Resonant Leadership in the Borderless WorkplaceTMA World
New horizons for developing leadership influence are emerging in the borderless workplace. What were once seen as peripheral capabilities like leading virtual teams and remote knowledge workers are now central to the talent development agenda of the future.
This presentation examines the habits, mindsets, behaviors and skills that leaders require to thrive in the digital workplace.
To find out more about this topic, contact us today: enquiries@tmaworld.com
Lenwood M Ross, Founder and & CEO of Accelery, Inc. reviews five questions that digital transformation leaders should ask before beginning their net digital transformation project.
The 75% Challenge - Capgemini and WooBoardBen Gilchriest
Digital Transformation
Companies across sectors in Australia have begun to look to ‘digital transformation’ to improve business performance or reach. Getting this right is important; the companies that do outperforming their peers in every industry that we have studied. However, few firms have yet to truly capturing the benefits of digital transformation.
Digital transformation is the ultimate change management challenge as it impacts every aspect of an enterprise. From the fundamentals of the business model through to how daily tasks are performed. People are at the centre of this. However, it still remains a real challenge with over two thirds of companies stating that culture is a bottleneck for digital transformation. How do you overcome the 75% challenge?
How to Build Digital Culture in Your OrganisationFilip Baranski
A few useful tips how to deal with transition to digital marketing in big organisations. Pure but often forgotten basics for digital wannabies. Embrace three, key factors and brace yourself!
HxRefactored 2015: Lisa Welchman "Digital Governance"HxRefactored
In this talk, Lisa Welshman gives an overview of best practices in digital governance and starts a conversation about the maturity of digital management in the healthcare sector. She focuses on the structure of your digital team and how to determine who is accountable for establishing overall digital strategy, policy, and standards.
The digital revolution is changing everything. To succeed in this rapidly changing world, businesses face the dual challenge of transforming their organisations whilst staying ahead of the competition.
Brilliant Noise help organisations create the strategy and embed the mindset and behaviours needed to lead and succeed in a digital world.
In this deck we cover:
- The imperative for transformation
- Good and bad examples of change leadership
- Simple diagnostic and evaluation models
- Culture change planning
- Actionable tools and approaches
Digital Leaders - Integrating digital into leadership programmes at the Unive...Jisc
Pecha Kucha - AM 4
Integrating digital into leadership programmes at the University of York.
Susan Halfpenny, Teaching and Learning Manager, University of York; Michelle Blake, head of relationship management, University of York
TMA World Viewpoint 23 Digitally Resonant Leadership in the Borderless WorkplaceTMA World
New horizons for developing leadership influence are emerging in the borderless workplace. What were once seen as peripheral capabilities like leading virtual teams and remote knowledge workers are now central to the talent development agenda of the future.
This presentation examines the habits, mindsets, behaviors and skills that leaders require to thrive in the digital workplace.
To find out more about this topic, contact us today: enquiries@tmaworld.com
Lenwood M Ross, Founder and & CEO of Accelery, Inc. reviews five questions that digital transformation leaders should ask before beginning their net digital transformation project.
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?
Meetup HR Digital Leaders. Digital Company, Digital People.The Key Talent
Presentación de Vodafone con una visión general del journey del talento dentro de su compañía. Realizada en el tercer MeetUp HR Digital Leaders, organizado por The Key Talent y Vodafone.
The RH-Way enables your Organisation to find its own framework to a sustainable Innovation Culture. To that end, it enables to find answers for the following questions.
On November 15, 2017, Tom Haak of the HR Trend Institute (https://hrtrendinstitute.com) conducted a workshop for the HR Team of P&G IMEA, in Dubai. These are the slides he used.
Beyond the First Click: How today’s volunteers build power for movements and ...MobLab
If movements and organizations invest in and cultivate supporters who are doing substantial and meaningful work, then does their reach, impact and odds of success increase?
That’s the question we set out to explore.
We wanted to look under the hood of organizations doing a great job engaging top-tier supporters and volunteer leaders. These organizations are creating opportunities for supporters and volunteers to make decisions and act on behalf of the organisation.
We sought to uncover insights, patterns and best practices that we could share with our colleagues in the nonprofit sector.
We interviewed 35 organizations and experts in eight countries. Beyond the First Click is a project of Capulet, Change.org and the Mobilisation Lab at Greenpeace.
Do organizations have the right skills for the digital age? How can they plug the digital skills gap? Assess your digital skills maturity with a quick DIY assessment
Digital is not only cash or technology in first of all human. And you have no innovation without intelligence. What is the HR main evolution to the digital ?
Presentation given at the Enterprise 2.0 Meet-up in Paris, Oct 16th. The objective was to trigger discussion about social collaboration, adoption, obstacles, approaches.
Growing & Grafting New Organisational Tissue: HR’s Role in ChangeLee Bryant
Main stage talk from HR Tech Europe 2015 in London about how and why HR should take a leading role in digital transformation and create an agile, people-powered coalition for change.
The One Hour Digital Transformation ProgrammeMax St John
This is a one hour workshop delivered for the Chartered Institute of Housing's "Housing Goes Digital" #hgd14 conference. If you'd like to hear more about it, get in touch with me via Twitter @maxwellstjohn
The disruption currently being caused by new technologies and digital communication is huge. Whole sectors such as publishing, financial services and retail are experiencing seismic change with many long established brands falling by the wayside as they struggle to adapt to the new market context.
The challenge facing the not-for-profit sector is no less real and pressing, and it is the responsibility of leaders within the sector to fully embrace the need for change and transformation that digital engenders. ‘Digital transformation’ is not an operational process. It is a cultural shift in the human behaviours, relationships and capabilities that already exist within an organisation.
Nick Torday, MD of Sift Digital and Adam Fisher, Head of IT of Sue Ryder spoke at an event in February 2016, talking about the perfect storm that faces the sector, the key areas of focus for leaders and the cultural change that is fundamental to building a sustainable future for your organisation.
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?
Meetup HR Digital Leaders. Digital Company, Digital People.The Key Talent
Presentación de Vodafone con una visión general del journey del talento dentro de su compañía. Realizada en el tercer MeetUp HR Digital Leaders, organizado por The Key Talent y Vodafone.
The RH-Way enables your Organisation to find its own framework to a sustainable Innovation Culture. To that end, it enables to find answers for the following questions.
On November 15, 2017, Tom Haak of the HR Trend Institute (https://hrtrendinstitute.com) conducted a workshop for the HR Team of P&G IMEA, in Dubai. These are the slides he used.
Beyond the First Click: How today’s volunteers build power for movements and ...MobLab
If movements and organizations invest in and cultivate supporters who are doing substantial and meaningful work, then does their reach, impact and odds of success increase?
That’s the question we set out to explore.
We wanted to look under the hood of organizations doing a great job engaging top-tier supporters and volunteer leaders. These organizations are creating opportunities for supporters and volunteers to make decisions and act on behalf of the organisation.
We sought to uncover insights, patterns and best practices that we could share with our colleagues in the nonprofit sector.
We interviewed 35 organizations and experts in eight countries. Beyond the First Click is a project of Capulet, Change.org and the Mobilisation Lab at Greenpeace.
Do organizations have the right skills for the digital age? How can they plug the digital skills gap? Assess your digital skills maturity with a quick DIY assessment
Digital is not only cash or technology in first of all human. And you have no innovation without intelligence. What is the HR main evolution to the digital ?
Presentation given at the Enterprise 2.0 Meet-up in Paris, Oct 16th. The objective was to trigger discussion about social collaboration, adoption, obstacles, approaches.
Growing & Grafting New Organisational Tissue: HR’s Role in ChangeLee Bryant
Main stage talk from HR Tech Europe 2015 in London about how and why HR should take a leading role in digital transformation and create an agile, people-powered coalition for change.
The One Hour Digital Transformation ProgrammeMax St John
This is a one hour workshop delivered for the Chartered Institute of Housing's "Housing Goes Digital" #hgd14 conference. If you'd like to hear more about it, get in touch with me via Twitter @maxwellstjohn
The disruption currently being caused by new technologies and digital communication is huge. Whole sectors such as publishing, financial services and retail are experiencing seismic change with many long established brands falling by the wayside as they struggle to adapt to the new market context.
The challenge facing the not-for-profit sector is no less real and pressing, and it is the responsibility of leaders within the sector to fully embrace the need for change and transformation that digital engenders. ‘Digital transformation’ is not an operational process. It is a cultural shift in the human behaviours, relationships and capabilities that already exist within an organisation.
Nick Torday, MD of Sift Digital and Adam Fisher, Head of IT of Sue Ryder spoke at an event in February 2016, talking about the perfect storm that faces the sector, the key areas of focus for leaders and the cultural change that is fundamental to building a sustainable future for your organisation.
Winning over and keeping the new ‘always-on’ consumer has become the business imperative at the digital frontier. In the new era of digitalization it is a substantial challenge to reach the multitasking, screen agnostic and much more demanding customer. Recognizing this trend and aiming for digital growth is now a key factor for success.
Our discussion paper shows the importance of digitalization for businesses – B2B as well as B2C. It provides insights about how to exploit new potentials by using globeone’s tools ‘Digital Performance Leadership Measurement’, ‘Digital Consumer Journey’ and our ‘Corporate Website Evaluation Model’.
The Digital Leadership Forum is a boutique conference for marketing, communications and digital managers from Europe taking place in Vienna, 15th and 16th May 2017.
A talk delivered to Youth to Business, part of AIESEC's International Congress and 65th year celebrations.
What are the challenges and opportunities for Gen Y in creating a better world? How does technological innovation, changing education paradigms and new forms of leadership provide a platform for positive change?
Online strategy: A shift towards the millennial generationJorn de Vreede
As a case description, this presentation covers the creation of the extensive online platform for CNV Vakmensen, a dutch Labour union. The chosen strategy, solutions and lessons learned.
The presentation was given as a webinar on www.sitecoresummerschool.com.
These are tips for being a great leader. Do you wonder how to rally your team? Are there times when you feel like you could be doing some basic management things in a more effective way? Do you want to be a better manager? This is the presentation for you!
Leadership talk designed to engage Generation Z and Millennials and understand what they believe is important. Relevant now more that ever in the run up to the election.
The 2012 Kelly Global Workforce Index (KGWI)
brings together the findings from almost
170,000 respondents from 30 countries. It
shows the results of diverse forces impacting the
contemporary workplace, including generational
and geographic diversity, the impact of mobile
technologies, employee empowerment,
and the widespread use of social media.
This third installment of the 2012 KGWI examines
the issue of leadership in the contemporary
workplace from the employee perspective.
It explores the way that workers think about
the quality, direction, and style of leadership,
and the degree to which they share the goals
of those who head their organizations.
The paper examines the leadership issue across
industry sectors, and globally, across
the Americas, APAC, and EMEA regions.
It also includes a generational perspective,
with a focus on the three main workforce
generations—Gen Y (age 19–30), Gen X
(age 31–48), and Baby Boomers (age 49–66).
The 5 Immutable Laws of Attracting MillennialsBrent Kelly
By 2025, 75% of the global workforce will be made up of Millennials. Is the term Millennial overused? Yes, but that doesn't underscore the importance of understanding how to attract and sell to the most important generation since the baby boomers.
An overview of 2013 Q1 millennial research results
This research was conducted using mobile ethnography, meaning each participant received questions and assignments via their smartphone.
Participants responded to the assignments through video, which allowed for more personal, candid and sometimes shocking responses.
Millennial Misconceptions: Dangers of Getting The Millennial Generation WrongKevin Snyder, Ed.D.
As has been repeated in practically every article about the Millennial Generation, also known as Generation Y, Millennials have become the workforce majority demographic in 2015. Meaning, there are more Millennials working in the United States than Baby Boomers and Gen X.
Yet why such a negative stigma against the Millennial generation? Why is the conversation about this tech-savvy generation deflating rather than uplifting?
Most companies are getting the Millennials wrong ... and this is dangerous for business and leadership. Companies and organizational leaders that understand the needs and expectations of Millennials will separate themselves apart.
* This PowerPoint will address "Millennial Misconceptions" and it is a portion from one of my customized keynote presentations that I tailor for each group I speak to. This particular audience is called FENG (Financial Executives Networking Group). Contact me for more information about Millennials: Kevin@KevinCSnyder.com (KevinCSnyder.com)
Progressive leadership in a disruptive digital age - #FRO16Edo
This session will look at the perfect storm that faces the sector, the key areas of focus for leaders and the cultural change that is fundamental to building a sustainable future for your organisation.
The disruption currently being caused by new technologies and digital communication is huge. Whole sectors such as publishing, financial services and retail are experiencing seismic change with many long established brands falling by the wayside as they struggle to adapt to the new market context.
The challenge facing the not-for-profit sector is no less real and pressing, and it is the responsibility of leaders within the sector to fully embrace the need for change and transformation that digital engenders.
The First Word: Digital Reinvention Requires a Radical CIO MakeoverCognizant
To lead digital transformation, CIOs need to go beyond technology prowess and develop new work styles, people skills, and political savvy to energize the organization for change.
How to Win at Digital Transformation: Insights From a Global Study of Top Executives
Forbes Insights and Hitachi surveyed almost 600 executives across industries and geographies to learn about their digital maturity. IT and business leaders revealed the complexities, roadblocks and gains they face as they transform their organizations to digital enterprises.
What actions can leaders take to confirm their digital investments deliver and sustain value? The practices and performance of global companies, drawn from the experience of nearly 2,000 business and technology executives.
Séptima Encuesta Mundial del Coeficiente Digital de las empresasPwC España
La Séptima Encuesta Mundial sobre el Coeficiente Digital en las empresas se ha realizado a partir de entrevistas a casi 2.000 directivos y líderes de IT de empresas de diez sectores en 51 países (entre las que se encuentran 70 compañías españolas). El informe mide el grado de digitalización de las compañías entendido por cómo estas afrontan, valoran e integran las tecnologías digitales en su organización -lo que hemos denominado el coeficiente digital- a partir de diez comportamientos digitales clave.
A shift in organizational approach to digital over the past five years indicates that companies have become increasingly aware that they must eliminate structural barriers to realize the opportunities
Driving digital transformation new skills for leaders, new role for the cioPeerasak C.
EXECUTIVE SUMMARY
Digital acumen is essential for business leaders in today’s hyper-competitive, technologyenabled
world. But most companies lack the knowledge and skills needed to succeed in the digital
aspects of their business, according to a new survey of 436 business leaders by Harvard Business
Review Analytic Services.
The global survey found that while CEOs generally understand the strategic opportunities and
threats of digital business, many have yet to build and communicate a vision for their companies
or to develop a strategy to make that vision a reality. And most organizations’ functional leaders
lack the skills and knowledge they need to execute a digital strategy, even if there’s one in place.
Digital Maturity AssessmentTM of the Sports and Entertainment IndustryStratford Managers
The assessment which was conducted for the Sports and Entertainment Alliance in Technology (SEAT) conference held in San Francisco this past July 19-22, 2015, was completed by digital and technology leaders from the National Hockey League, the National Basketball Association, Major League Soccer, Major League Baseball, National Football League as well as college sports and venues. SEAT is the largest Sports and Entertainment technology conference held annually in the U.S. and Europe.
The survey demonstrated that:
• The majority of the teams and venues have a strong digital strategy but only 13% said there is an enterprise digital vision, owned and communicated by the Executive team.
• 69% say there is a high level of partner integration to improve customer service and fan experience but many teams (58%) are still struggling with platform integration and legacy systems.
• The current inability to have a single view of the fan/ customer is as a key barrier to improved business performance for many organizations.
Building a common vision with organization-wide collaboration is the number one challenge in driving digital performance according to the leaders in the Sports and Entertainment Industry
As organizations seek their footing in a turbulent business environment, they require strong leaders at the helm. The rapid changes associated with digital disruption can be disorienting, so many of us assume the leadership handbook must be completely rewritten for the digital age.
Is it possible the leadership challenges of the digital world are more the same than different but we are overly focused on what’s different because we are so alarmed by the threats to the status quo?
Jenni Field spoke at PRFest 2018 and looked at research from Gatehouse and VMA Group, which told different stories. Find out what the focus for 2018 is in internal comms. For more information about PRFest visit www.prfest.co.uk
Similar to The Rise of Digital Leadership and the CDO (20)
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
"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
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➢ 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."
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
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Kyiv PMDay 2024 Summer
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Youtube – https://www.youtube.com/startuplviv
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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.
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This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
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Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
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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/
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.
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.
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Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
2. Methodology
WHO HOWWHERE WHEN
501 Senior Executives
70% Managing Director
Level or above
23% Female
77% Male
Online Survey
15 minutes
33 questions
Qualitative Survey
43 Countries
EMEA: 250
Americas: 134
APAC: 76
23 March 2016 -
17 May 2016
8 Weeks
3. According to a survey of 501 global business leaders conducted by IIC Partners
Executive Search Worldwide, 3 out of 4 survey respondents (76 percent) said they
did not have a Chief Digital Officer in place to own their digital transformation
strategy. 80 percent of senior executives stated that they believe investment in digital
transformation within their organisation is very or extremely important to future
success. In contrast, however, only a third of survey respondents said they plan to hire
a Chief Digital Officer within the next two years.
Companies that do not have a Chief Digital Officer said the CEO, CIO and CMO
roles serve as the primary leadership figures responsible for managing the vision and
implementation of digital transformation, alongside their other responsibilities.
Ruth Curran, Managing Partner of MERC Partners based in Dublin and Global Chair
of IIC Partners Executive Search worldwide commented: “Senior executives recognize
the importance of investing in digital transformation for future success. However, as
technology evolves and digital continues to disrupt business units and industries,a
CEO who has primary oversight for this mandate will diminish their capacity to
effectively manage the rest of the organisation and lead their teams. Management of
digital transformation is best directed by a devoted leader who can competently own
and execute a comprehensive strategy.”
The survey found that respondents were divided when asked which functional
background best qualified an executive to fill the role of Chief Digital Officer. 45 percent
of executives surveyed said the ideal Chief Digital Officer should have experience
within the Technology or IT function, while 43 percent said he or she should have a
Marketing or Sales background.
I d e a l C h i e f D i g i t a l O f f i c e r i s e q u a l
p a r t s t e c h n o l o g y l e a d e r a n d m a r k e t e r .
IIC Partners Executive Director, Christine Hayward, commented on this divided
perception: “The schism we are seeing in the ideal functional background of a Chief
Digital Officer speaks to the hybrid nature of the role. He or she should possess an
innate understanding of technology accompanied by a firm knowledge of employing
digital transformation and strategy to support organisational growth. This cross-
functional skillset will drive continued innovation and programs across the enterprise
from a central visionary perspective,” Ms. Hayward said.
“The qualities sought after in a Chief Digital Officer are rooted in the softer skills of
management,” said Curran. “A successful CDO must exercise and exhibit persuasive
leadership tactics to garner the buy-in and support of other senior leaders across the
organisation. Companies are not only looking for a candidate to identify valuable
opportunities for digital transformation to work for the business, but lead through
influence and instill confidence from other key stakeholders critical to its success.”
Management of digital transformation
strategy is best directed by a devoted
leader who can competently own and
execute a comprehensive strategy...
“
”
5. For companies that do not have a Chief Digital
Officer in place, the CIO, CMO and CEO are the
primary leadership roles responsible for overall digital
transformation strategy and implementaion.
1 in 2 survey respondents agreed that ownership of
digital transformation strategy should be managed by one
leader.
38% of survey respondents said they spend 10% -
30% of their time managing their company’s digital
transformation strategy.
Top 5 Skills Sought After When Hiring a CDO:
1. Ability to influence across an organisation
2. Innovation (products / services / channels / markets)
3. Experience with digital channels (web, mobile and
social media)
4. Process orientation (digitally streamline internal
processes)
5. A “Nimble Thinker” - able to predict trends and
digital needs of business
Finding A CDO
6. Companies that have a Chief Digital Officer identified the
top 3 responsibilities of their CDO:
1. Ensure digital assets are working harmoniously
across business units
2. Articulate strategic vision to fellow leadership
teams
3. Champion increased business value through the
use of digital assets
Survey respondents were divided when asked which
functional background serves a Chief Digital Officer best
- 43% reported marketing and 45% reported technology.
31% of survey respondents plan to hire a Chief Digital
Officer in the next 2 years.
Only 24% of companies reported they had a Chief Digital
Officer in place to manage digital transformation strategy.
Hiring The Ideal CDO
46% of survey respondents reported they find their
executive digital talent by partnering with executive
search firms.
7. 87% of survey respondents said that digital transformation
greatly informs and influences the strategic direction of a
company’s future.
1 in 3 companies (34%) said they did not have the
right structures or processes in place to leverage digital
transformation.
80% of survey respondents deemed investment in digital
transformation as critical to a company’s future success.
The top 3 barriers cited for implementing digital
transformation strategy within the organisation were:
1. Perceived shortage of digital skills internally
2. Perceived financial costs
3. Fear of change by the organisation
Digital Influence
49% of respondents scored their company a 7/10 or higher on
digital transformation initiatives.
9. Companies without a Chief Digital Officer
identified the CIO, CMO and CEO roles as the
primary leaders responsible for overall digital
transformation strategy and implementation.
38% of respondents spend between 10% - 30%
of their time managing their company’s digital
strategy. They expect that to increase on average
by 27% in the next 2 years.
+ 2 7 %
72% of organisations
understand the implications
of digital transformation to
enable effective decision
making.
7 2 %
Finding A CDO
10. Top 10 Skills Sought After When Hiring a CDO:
Ability to influence across an organisation
Innovation (products / services / channels / markets)
Experience with digital channels (web, mobile and social media)
Process orientation (digitally streamline internal processes)
A “Nimble Thinker” - able to predict trends and digital needs of business
Ability to implement solutions that are scalable
Ability to enlist support of other senior executives
Analytical competency
Process orientation (external initiatives and strategy)
Ability to attract and retain digital talent
75% of digital initiatives undertaken
have had anticipated impact.
2
1
3
4
5
6
7
8
9
10
Finding A CDO
11. 1 in 2 survey respondents agreed
that ownership of the digital
transformation strategy should be
managed by one leader.
said they don’t have a strong digital
transformation strategy but plan to implement
one in the near future.
4 2 %
Finding A CDO
13. 39% said they had a Board member
responsible for oversight of digital
transformation strategy. 45% reported they
did not have a Board member responsible
for oversight and 16% said “Unsure”.
39%
Where do you find your digital talent?
OtherWithin
the
Company
Executive
Search
Firm
Employee
Referrals
LinkedIn Online
Candidate
Database
4 6 %
1 6 %
1 4 % 1 2 %
9 %
3 %
Hiring The Ideal CDO
14. The ideal Chief Digital Officer is equal parts
technology leader and marketer.
Key Responsibilities of a Chief Digital Officer
Ensure digital assets are working harmoniously across business units
Articulate strategic vision to fellow leadership teams
Champion increased business value through the use of digital assets
Drive continued innovation across the business
Create and maintain onboarding programs across the enterprise
45% Technology
background
43% Marketing
background
13% Other
Hiring The Ideal CDO
15. Only 24% of companies reported they had a
Chief Digital Officer in place to manage digital
transformation strategy.
31% of survey respondents plan to hire a
Chief Digital Officer in the next 2 years.
2 0 1 8
2 4 %
Hiring The Ideal CDO
17. 87%87% of organisations surveyed said
digital transformation greatly informs and
influences the strategic direction of the
company’s future.
4 out of 5 respondents deemed investment
in digital transformation as critical to the
company’s future.
Digital Influence
18. Top barriers that impede implementing digital
transformation strategy within the organisation:
Shortage of digital skills internally
Financial costs
Fear of change by the organisation
Concerns about data confidentiality
Technological limitations
Irrelevance of digital transformation to overall
organisational goals
2
1
3
4
5
6
2 in 3 companies (66%) said they had the right
structures or processes in place to leverage digital
transformation.
X
Digital Influence
19. 78% say social
media as very
important to DTS
84% view a mobile
website as very
important to DTS
66% believe a
mobile app is very
important to DTS
71% think big data
is very important to
DTS
Social MediaP
E
R
C
E
I
V
E
D
A
C
T
U
A
L
66% see cloud-based
software as very
important to DTS
Mobile Website Mobile App Big Data Cloud-based Software
-16%
79% have
implemented in
DTS
57% have
implemented in
DTS
50% have
implemented in
DTS
41% have
implemented in
DTS
53% have
implemented in
DTS
-30% -13%-27%+1%
*DTS = Digital Transformation StrategyDigital Influence
20. Digital transformation has had the largest impact on Technology and
Marketing departments and the least impact on Human Resources
and Legal departments across organisations.
77% of respondents said “Enabling
Remote Workforces” is very important
to digital transformation strategy.
7 7 %
Digital Influence
Largest Impact
Medium Impact
Least ImpactSales
Operations
Research &
Development
General Executive
Finance
Technology
Marketing
Human Resources
Legal
21. 49% of respondents rated their company as 7 out of 10 or higher when asked where their organisation
matched on digital transformation initiatives. 10 represented being highly digitalized and 1 represented not at
all digitalized.
1 2 3 4 5 6 7 8 9 10
1 9 % 1 7 % 2 2 % 1 7 %7 %5 %3 %< 1 % 6 % 4 %
*Percentages rounded to nearest whole percent.
Digital Influence
26. Demographics
70% of participants are Managing Director
level or above
77% of respondents were male
Average age: 49
43 countries represented
43
23% of respondents were female