Tackling “domino disruption”

Phil Darby·15 July 2020·The Case For Digital Transformation

...The property company Hammerson, one of the UK’s most prominent owners of shopping centres, have been going through a bit of a rough patch lately.  Their CEO, David Atkins, announced his resignation, they revealed that they only managed to collect 37% of rent due in the second… Read More...

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Overcoming transforminertia in the post-Covid marketplace

Phil Darby·14 July 2020·The Case For Digital Transformation

...Transforminertia: it seems whoever I speak to lately it’s never long before we find ourselves discussing the reluctance of business leaders to get stuck in to transformation. I refer to this as transforminertia. It was a significant issue prior to the COVID crisis, but in the past few months it… Read More...

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Never waste a crisis – how the sudden switch to remote working could enable the shift to truly digital organisations

Lee Bryant·13 July 2020·People & Change

...What and where is the fabric of your organisation? How would you describe it? When the buildings are empty and the conference rooms are silent, what actually *is* the organisation? Some might argue it is the sum of conversations, or processes, value chains or organisational structures. But where is it… Read More...

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Coronavirus didn’t kill your business. You did!

Phil Darby·13 July 2020·Customer Engagement

...Every day for the past few months we’ve heard stories of well-known businesses folding and there are legions of smaller businesses experiencing the same fate. They tell us it’s a result of the COVID crisis, but is this realistic or is it, in fact, the COVID-cop-out many business leaders were… Read More...

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To drive change forward, you first need to build a shared purpose. Here’s how.

Greg Satell·13 July 2020·People & Change

...A shared purpose. On September 12, 1962, President Kennedy addressed the nation from Rice University. “We choose to go to the moon,” he said. “We choose to go to the moon in this decade and do the other things, not because they are easy, but because they… Read More...

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13 Reasons Why – #4 Cost

Karen Ferris·13 July 2020·People & Change

...I recently did a series of short videos on LinkedIn entitled 13 Reasons Why exploring why every organisation needs to invest in building and sustaining a workforce that is resilient in the face of constant, uncertain, complex, volatile and ambiguous change. I received positive feedback on the series and… Read More...

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“Good Security Governance” is not a piece of useless consultant jargon

JC GAILLARD·8 July 2020·Cyber Security

...It is an essential protective layer for any organisation. Irrespective of what many of us may say or write, the cyber security agenda remains dominated by products and technology. Of course, the problem has a technical dimension and the protection of any firm against cyber threats will require the application… Read More...

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Distressed consumers’ trends in the post COVID-19 recovery

Tony D'Onofrio·8 July 2020·Customer Engagement

...Consumer spending accounts for roughly 70% of USA economic growth in the United States. In a short amount of time, COVID-19 has become a brutal disruptor of traditional buying patterns. Research indicates that it takes 66 days or roughly two months for a behavior to become an automatic… Read More...

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An Agenda for Business Ecosystem Leadership – Part 3 of 4

Roland Deiser·7 July 2020·Strategy & Innovation

...In an effort to structure the largely uncharted arena of business ecosystem leadership challenges we identified twelve key issues executives need to be aware of. They represent, in no particular order, the essence of the numerous inputs we received from expert conversations, a mini think-tank, and the results of a… Read More...

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13 Reasons Why – #3 Be Prepared

Karen Ferris·6 July 2020·People & Change

...I recently did a series of short videos on LinkedIn entitled 13 Reasons Why exploring why every organisation needs to invest in building and sustaining a workforce that is resilient in the face of constant, uncertain, complex, volatile and ambiguous change. I received positive feedback on the series and… Read More...

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I don’t want a new Normal

Sergio Caredda·6 July 2020·People & Change

...The New Normal has been a trending topic in the last weeks, as commentators of many different kinds have been trying to foresee what could happen after Covid19 pandemics settle. The language of a ‘new normal’ is being deployed almost as a way to defeat any uncertainty ushered in by the… Read More...

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5 activities to improve the culture of Agile DevOps teams

Isaac Sacolick·1 July 2020·Delivery

...It’s getting close to summer months and many Agile DevOps teams are working hard to close out their Q2 commitments. The summer months are a great time to bring people and teams together to recalibrate on priorities and revitalize their commitment to collaboration. So this week I’d like to share… Read More...

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