Updated: Apr 29, 2019
A blueprint for C-suite executives on developing an agile business, a digital transformational approach.
The pace of change is accelerating to meet the constantly evolving customer and market needs. Organisations that want to be truly agile must shift their people, assets and technology in response to the evolving customer and market demands.
Historically business were organised in verticals. This set up made functions like product research and development, production, distribution, customer service, tightly bundled together. With the emergence of new digital technologies and globalisation, this has helped bring about those elements which turned these functions on their side and were unbundled.
But what exactly is functional unbudling and how does it affect entire industries? This free, 20-page, discussion paper looks at the why and how organisations should develop a blueprint for agile business approaches and culture to remain competitive and relevant in the digital age.
With the advent of organisational unbundling organisations have been seeking to take advantage of the opportunities created by the digital era, i.e. rapid technology change, innovation and communications. Because of this, another approach to the development of business and IT strategy is needed.
Strategy is traditionally all about change management: going from what the organisation is today to what it wants to be tomorrow, typically to keep up with competition and industry developments. But what if those developments never stop evolving?
In this paper we will discuss the why and how companies need to embrace an agile approach. At the same time, it will give a roadmap that includes:
How to Embrace a Culture of Innovation
Model Adaptive Behaviour
How to be a Digital-First Organisation
Streamlining Your Processes and Practices
How Organisations Can Do Well, and Do Good
How to Measure if the Organisation is Achieving Its Strategic Goals
‘Enterprise agility’ is challenging because it requires continuous adaptation. Like any long-term programme, it can start to feel like strategy is a never-ending process, which of course it is. You may develop strategy development fatigue when it feels like you've been through the same sequence repeatedly. This paper will address some strategies to help combat this.
The paper will also address the teams.
How to involve front-line workers and new members of staff in the strategy development process. Re-energising people across the organisation by helping them to continually realign their personal and team goals with the goals of the organisation
You'll need a combination of short-term and long-term analyses to know if you're helping your organisation reach its strategic goals. The paper will suggest ways of tracking
softer milestones of ongoing changes, such as organisational culture and breakthrough innovations, which don't show up easily on a spreadsheet.
About the Author
Kuldip is a C-level Digital / IT Transformation and Change Programme delivery specialist. He brings over 23 years of experience working in IT across public and private sectors. Internationally, he has worked with PwC CIO Advisory, TCS, HP Consulting, Reuters, and the UK Ministry of Defence.
In addition, he has worked with multiple renowned clients including RBS, Citigroup, Saxo Bank, State Street, AIA, Aviva, Scottish Widows, EDF Trading, Bank of Tokyo Mitsubishi, First Data Corporation, Slaughter & May, Coventry City Council, University of London International Academy, University of Cambridge, and Durham University; and vendors such as HP, CA, BMC & Microsoft, and IT managed service providers.
He is passionate about delivering Digital/IT change to enhance the engagement of customers and to deliver efficiencies and improve IT maturity across major sectors.\