Organizations that engage in transformational projects would do well when their leaders employ six cardinal rules for successful execution. These include, making communication the top priority; engaging and empowering people; setting value targets and making people accountable for achieving them; giving people the success they need; staying positive; and staying on course.
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Organizations that are keen to train their executives need to employ coaching and mentoring at different stages based on the needs of their executives. Also they must understand that coaching is not synonymous with training. And training can be one component of a larger coaching initiative. Mentoring can, by definition, be more abstract. Mentoring also happens largely through relating the anecdotes of the mentor.
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Commoditization of software is a constantly debated topic in IT industry and there are not many buyers for the one size fits all approach. Constant discussion has led to realignment of enterprise offerings. Smarter organizations are keen to realign services in sync with business of their customers using technology as a tool rather than employing it as an end objective.
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Enterprises embracing this approach report incredible results within teams and managers. This facilitated a sea change in the functioning of organizations and the way they responded to challenges and handled complexities. Apart from motivating employees, this approach helps managers to think in an unconstrained manner to solve complex issues.
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In business model reinvention, future success depends on selective destruction of past practices and making way for the new. Applying the same logic in the IT field does not hold good as legacy applications support operations of billions of dollars of profitable business. In IT sector, for better alignment with business goals, past investments have to be seen in the context of the present and present investment in the context of the future.
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BPO executives have long morphed from bottom-line cavalry to top-line samurai and strategic players, who are well versed in the art of fueling growth. If enterprises are willing, BPO service providers can offer a wide array of services that help organizations attain their goals faster. Shorter time-to-market is just one of the benefits. New market penetration and successful M&A services are just two of the areas.
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New approaches to innovation and new business opportunities test enterprise ability to attract and retain the best talent. Given the enterprise mandate for cost containment and attaining top line growth, the new business environment with economic challenges, evolving technologies, regulatory requirements and rapidly changing workforce makes talent an important differentiator. In this juncture, the function of Human Resources towards business success, achievement and growth is paramount.
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Advances in data visualization and analytics offer executives intriguing opportunities to shape team behavior. Viewed in a positive light, they enhance real-time awareness on key performance measures; leveraging positive and negative feedback systems. In a less optimistic tone, one wonders where Big Brother is lurking.
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In the IT world, knowledge management necessitates associates to record their knowledge assets in a structured manner and share it securely with colleagues. This poses a challenge to enterprises, especially in protecting substantial investments in intellectual property rights. Learn how Epistemology, Ontology, Information and Security Architecture can bridge the gap.
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Tech geeks today will need to keep their ears and eyes wide open so that they can spot opportunities, observe business and market scenarios and learn from beyond their own shop to achieve a Henry Ford-like success.
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Smart leaders adopt holistic thinking for evolving strategies to beat competition. They evaluate value chain from four perspectives – quality, cost, quantity (volume) and cycle time. This helps in addressing the weak links in a value chain.
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Boardroom discussion on innovation and transformation seem to have relegated focus words such as optimization and efficiency to the back seat. But optimization is much like good cholesterol; its absence is felt more acutely than presence. It provides a whole new dimension to user engagement and co-creation.
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The process of harnessing knowledge assets is more than just deploying technology or standard procedure for data collection. It is about creation of a knowledge environment that makes it natural for employees to create and share tacit and explicit knowledge.
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