This is the first in a series of at least four posts about Kanban, evolutionary change and organizational maturity. In this first post in the series, I look at the psychology and impact of traditional large scale managed change initiatives and how evolutionary change differs. As a consequence, evolutionary change is more likely to succeed with lower maturity organizations.
It is widely accepted that big data has the potential to transform performance, but, not surprisingly, businesses have adopted it into their strategy at varying speeds, as data, big or small, is not consistently seen as a strategic asset across all industries. On a positive note, from recent investigation, it seems that we are finally seeing more and more organisations looking into the quality of their data and thinking strategically about how it is managed. As these figures show, accurate data is becoming ever more important, and it being moved to the heart of business operations.
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If accurate self-reflection is the mark of a mature man, then we are collectively still boys when it comes to big data, according to an AtScale report unveiled today that detected a significant discrepancy between how we describe our big data prowess versus our actual capabilities. The report uncovered some interesting nuggets that highlight where customers stand at this stage in the game. When AtScale asked about cloud deployments insome users said they were looking into it.
By John Karren and Carolyn Lee. Some companies boast sophisticated, comprehensive programs, but others might be relatively new to these endeavors—and may not know how they can improve. Now, this is not an area in which we tally up winners and losers.
The recent spike in mergers and acquisitions, the Internet of things IoT and technology-centric business transformations have organizations moving faster than ever to achieve strategic initiatives. To keep pace and effectively execute against operational goals, a strong workforce is essential. As one-third of human resource HR leaders note a worsening skills shortage within their organization, many are underway with plans to upskill their current workforce and retain key players.
We refer to this inflection point as the beginning of the subscription business paradox —the same initiatives meant to grow recurring revenue instead can drive complexity and cost into the organization. The great news is that you can avoid this phenomenon. They have a relatively simple business model and can manage their smaller scale and lower level of complexity quite efficiently with their existing processes, people, and technology.
More digitally mature organizations innovate faster and more confidently. Source: Shutterstock. By Soumik Roy 11 June,
Commercial insurance broking is ripe for transformation in the face of a new generation of ever-evolving customers, technological innovations, and unprecedented volumes of data. The insurance industry spends billions of dollars a year seeking to streamline back-office processes, enhance the services and products offered, and create new value. Given the high stakes, brokers should evaluate their investment choices wisely.