This week I'm joining the Co-Creator of Skype, AWS and others in Riga to address leaders from Scandinavia's top 200 firms at the Nordic Strategy Forum. If you're at the event, I look forward to meeting you. If you're not, get a glimpse of it with me on Twitter.
The fourth industrial revolution is an exciting time and innovative start-ups are proving size doesn’t matter when you know how to put new technology to good business use. Meanwhile, some incumbent camps are falling victim to The Great Digital Illusion.
To ensure that all parts of a company operate in sync, any digital transformation requires a holistic approach, which begins at the strategic level and extends through product offerings, the value chain, organisational structure, and mindset.
There’s huge enthusiasm for platform strategies these days. Entrepreneurs pitch their startups as the next Uber, while executives in established firms re-tool strategies around platforms to compete digitally. But the road can be fraught with potholes.
If you're serious about transformation (and not just fixing the past) you'll invest time exploring what the right innovation process is for your firm. To help you do that, here's a new Design Thinking reading list from the Potsdam School of Design near Berlin.
Any customer-experience programme should start with a list of customer needs, commitment to governance, a grouping of journeys, the potential impact of improvement on satisfaction, and their cost to deliver.
Having a close link between strategy and execution is vital. A strategy is your promise to
deliver value, while your execution occurs in the thousands of decisions made each day by people at every level across your enterprise.
Having a workplace environment in which feedback is given and received productively is critical to performance, but it can be difficult to cultivate that culture. Here's how behavioural tactics can help managers deliver more effective feedback.