Every technology wave calls the role and value of IT into question. More than a dozen years ago it was cloud technology raising the question “Does IT Matter?” Today, digital transformation is calling the role of IT in to question. This requires the CIO and IT to write a new story about themselves and the value they bring to an organization. Before we can talk about the new story, it is important to think about past tales of IT.
Mark McDonald, a year-after-year favorite WTN Fusion speaker, created a compelling case for Information Technology’s next revolution at the recent Fusion 2017 conference. Mainframe computers, the first innovation, made Information Technology (IT) a specialty that enabled organizations to scale their operations. Client Servers, the next innovation, and the software they deployed allowed processes to be dramatically improved and automated – think ERP systems, on-line purchasing, and Human Resource systems. Next came mobile computing and the digital transformation of businesses that greatly enhanced customer experience. All of these stages were ones of mechanization, with hardware and software replacing previously manual activities.
With the start of a new year, it’s time to rethink your organization’s culture and not just its goals. Here are best practices for leveraging your culture to create business success.
Winnow your list of values
Across the street from my house sits a welcoming red-tile-roofed Catholic grade school campus with bright white adobe walls. The children wear navy blue uniforms, and the well-kept Catholic Church at its center has the charm only decades can bestow. School leaders recently placed banners naming the school’s values on the wire-fenced wall enclosing the playground: Sharing, Stewardship, Respect, Service, Gratitude, Empathy, Cooperation, Celebration, Building peace
There’s been a positive change in the enterprise computing business of late; more product announcements truly are focused on how technology can help a company do business.
I wish I could go back in time and figure out when the IT sector made the transition from being product driven to concept focused. I guess it’s like trying to figure out when we stopped being a kid or when we realize that we are “old”.
If you aren’t delivering on-time results, these 5 factors may be preventing your success.
How would you rate your leadership brand? If timely results aren’t part of your identity, five significant roadblocks may be stopping you.
We ask clients these questions: Are they delivering on-time results? If so, are the results completed without sacrificing other factors like quality, or alienating their peers or co-workers?
You might want to reframe your thinking about the first level of interaction at your company. It’s your first-line supervisors who are directly responsible for the happiness of your customers and your bottom line.
Are you continuously improving or sliding backward?
What makes one organization successful in driving high performance while another stutters and stalls?
At our Chicago-based Executive Coaching firm rd&partners, we answer these questions with two words, “Performance Chemistry.” We base this answer on experience working with many companies over the past 15 years, including several Fortune 500 firms and research with close to 100 companies around the world, including many considered high performers within their respective industries.
Epic CEO and founder Judy Faulkner took the stage at the company’s Verona campus Tuesday in neon checkered socks, a red velvet overcoat, a bright green vest, and a top hat festooned with a flouncy ribbon.
Like other users group meetings in years past, she was going to give her executive address in costume — this time as the Mad Hatter.
“I bet you thought I was going to be the rabbit,” she chortled.
P&G leader Arthur Jones once said, “All organizations are perfectly designed to get the results they get!”
This truism should be tattooed on every leader’s chest so that one glimpse in the morning mirror reminds them of the CEO’s responsibility. If they don’t like their organizational results, they must change the underlying design that created them.
After closing 40 stores last year, Macy’s recently announced it plans to shut down another 100 this year. Its CEO blamed a change in the retail environment, taking no responsibility himself for Macy’s poor showing. Hmm. A CEO that increased Macy’s borrowings to buy back its stock, as the corporation did last year, has a lot of explaining to do.
Business-to-business apps tend not to get the plaudits that consumer products and services do, which is a shame. There is innovation happening in the B2B space that can have far-reaching implications.
Take MyiTalent, which launches today from iTalent Corporation — a digital transformation services company founded in 2005 that provides tools, resources, and consultants.