Opinion & Analysis

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The Science of Winning in Banking: Competing on Analytics

  • Opinion & Analysis
  • Read Time: 4 min 

Many financial firms in South Africa are investing in analytics technologies and human capital to build capabilities that strengthen customer relationships and set the stage for long-term growth through data-driven services.


Management’s Digital Future Has Arrived

The impact of digital technology on how businesses design and produce goods, interact with their supply chains, manage internal communication, and connect with customers is a rich topic that has been, and continues to be, broadly addressed in both commercial and academic business media. But as the digital revolution enters its next phase, we find ourselves confronting a new set of questions about the relationship between technology and management. These questions go to the core of the organization.


A New Era of Corporate Conversation

Social media technology is changing how managers and employees communicate and is breaking down traditional corporate heirarchy. To gain advantage from this trend, executives must recognize the value of dialogue and employees need to know that their leaders won’t punish them for expressing dissenting opinions. Executives will also need patience and a thick skin — but leaders who invest in truly open dialogue with their workforce will reap the long-term benefits.


Executive Assistants for Everyone

Smartphones and cloud technology work in tandem to provide a prized perk to managers lower on the corporate ladder: The ability to pass repetitive, tedious scheduling tasks off to someone (or in this case, something) else. As digital agents become ubiquitous, their input will greatly enhance collaboration.


Predicting a Future Where the Future Is Routinely Predicted

The ability of artificial intelligence to sift through mountains of data and identify patterns — and problems — in real time is its key value for business. Using AI to predict failures and take action to prevent them will become commonplace in the very near future. But it can also offer insights into human behavior to help managers improve customer service and employee relations.



Why Digital Transformation Needs a Heart

Digital innovation is transforming every part of the company, from customer experience to business models to operational management. But it’s people who make companies work. The digital economy shouldn’t be one where automation squeezes workers — and managers — out, but one where computers help employees to collaborate fluidly, make decisions scientifically, and manage better with automation than they ever could without it.


Unleashing Creativity With Digital Technology

In business, it’s costly to try something new, especially if it doesn’t work out. But in the digital era, technology can be deployed to augment the creative abilities of people and organizations. Today’s digital technologies have reached a level of maturation that enables cheap and rapid iteration to make new, invaluable forms of innovation possible.


The Three New Skills Managers Need

As digital technologies evolve, managers and employees will need to learn three important skills: partnering with new digital “colleagues,” creating a mindful relationship with omnipresent digital technologies, and developing empathy for the varying technology preferences of their human coworkers. Organizations, for their part, will need to design processes to support these efforts, and managers will need to be both flexible and thoughtful in how they respond.


Digital Today, Cognitive Tomorrow

Digital transformation is happening all around us, but it’s the foundation for a much more profound transformation still to come. With huge challenges facing humanity on many fronts — climate, disease, population, food and water — we need cognitive technologies to augment human problem-solving capabilities. And those technologies are almost here.


When Strategy Walks Out the Door

Managers should be skeptical consumers of external strategy advice. External strategy advice can be costly — and wrong. The best sources of insight about strategy tailored for your company can lie dormant within the company itself, in its employees. Ironically, companies often expend significant resources on obtaining flawed external advice while the employees with the best strategy ideas are ignored — and thus may walk out the door.




IoT and Implications for Organizational Structure

  • Opinion & Analysis

In this webinar, James Heppelmann, president and chief executive officer of PTC, discusses how IoT is transforming companies’ organizational structures. He illustrates the new need for companies to coordinate across product design, cloud operation, service improvement, and customer engagement, and some of the models for making the transition to a new structure, including centers of excellence and steering committees.


Using Artificial Intelligence to Set Information Free

Artificial Intelligence is about to transform management from an art into a combination of art and science. Not because we’ll be taking commands from science fiction’s robot overlords, but because specialized AI will allow us to apply data science to our human interactions at work in a way that earlier theorists like Peter Drucker could only imagine.


In Boardrooms, the Same Is a Shame

Corporate boards around the world present a uniformly white, male face — and this is a problem when it comes to how firms approach the global marketplace. When too many people at the top look at the business landscape through the same lens, they are likely to miss both impending problems and potential opportunities. Institutional biases that suppress diversity in the C-suite create a hidden risk factor — one that boards can address by taking a long, hard look in the mirror.


The Lost Art of Thinking in Large Organizations

Making the transition from management to leadership requires managers to exercise skills in strategic thinking — skills they don’t often get to practice in the action-oriented environment they know best. Managers moving into senior leadership must learn to embrace ambiguity and uncertainty and learn the importance of taking time to think things through.


Managing the Bots That Are Managing the Business

We are just at the beginning of the transformation from an economy dominated by human workers to one dominated by electronic workers. The great management challenge of the next few decades will be understanding how to get the best out of both humans and machines, and understanding the ins and outs of who manages whom.

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