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Barbara Goose, CMO at John Hancock, cites thinking like a startup and encouraging employees to pursue “hybrid roles” as key to the organization’s successes at digital transformation.
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Santa Ono, the University of British Columbia’s president and vice-chancellor, details his personal social media strategy and some ways universities can better prepare students to join the workforce in today’s digital era.
Colin Schiller, president of Everwise Corp., explains how the company’s mentoring solution improves employee development.
John Glaser, vice president of population health at Cerner Corporation, discusses the opportunities and challenges presented by health care data.
“Work groups,” scalable, self-forming teams that encourage continuous learning, provide a new organizing model for project teams.
Dr. John Halamka, chief information officer at Beth Israel Deaconess Medical Center in Boston, MA, explains how technology projects are conceived and scaled through the organization.
Humanyze tracks technology and facility use (anonymously) to help partner organizations motivate their workforces and increase efficiencies.
IT alignment can produce inertia — unless it’s accompanied by the right culture. Sure, closely aligning IT with the rest of a company’s strategy can cut costs and improve the ability to collect data, facilitating the creation of early-warning systems and operational dashboards. But a less regimented approach has its place, too, allowing responses to changing business and economic conditions that are swift and creative.
Box subscription companies are growing dramatically, using a high level of personalization and artificial intelligence algorithms to keep customers satisfied and eager for more. Their astute use of social media and influence marketing has also contributed to their startling success.
When faced with an emerging technology, many companies have trouble responding — not because they don’t recognize how it impacts their business, but because they have difficulty managing the uncertainty around the new technology’s competitive viability. And when the technology significantly disrupts the company’s existing business, it can create structural impediments to pursuing opportunities.
What’s happening this week at the intersection of management and technology: Three stages of digital transformation; questions for digital disruptors; IoT and blockchain in the supply chain.
Early adopters of software robots exemplify how companies generate tangible benefits via service innovations in three ways: (1) by developing an approach to service automation supported by top management, (2) by initiating effective processes that deliver value to customers and employees, and (3) by building enterprise-wide skills and capabilities. Managers interested in capturing the benefits of service automation need to pursue all three avenues.
The combination of new analytical capabilities and burgeoning data assets are being used to form value-added “data products.” Such products have powered rapid growth in the value and success of online companies, but the expansion of analytics means the standard model for developing these products needs to evolve. An updated model needs to reflect new “time to market” expectations and input from a variety of stakeholders.
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.
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.
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