It is useful to think about investments in digital as essentially investments in change. It includes changes in how an organization interacts with its customers, citizens, or patients; in operational processes; in business models; in supply chain relationships; and in how employees use information to generate insight.
One tool that I have used to great effect to improve the likelihood of a successful result from digital investments is the benefits dependency network (BDN). This tool seeks to get managers to identify and map all the changes that they will be required to make if expected benefits and outcomes are going to be delivered. It also illustrates very clearly how this change will be enabled and shaped by digital technologies. The resultant network shows how each of the expected benefits will be delivered through a combination of technology and business changes and how these are related to each other.
Our Big List of 21st Century Skills The Global Digital Citizen Foundation has given hundreds of presentations to educators and administrators in several countries over the years. Each time we’ve spoken, we have asked them what they feel are the most important 21st century skills students need above all others. The answers that we’ve recieved most often are narrowed down below. This list comes from our book Literacy is Not Enough (Crockett, Lee et. al.; 2011). You’ll be able to see that these points correlate rather well with both the New Zealand’s capabilities list and the IB Learner Profile. They certainly cover the Common Core’s bases, too. It’s good to know we’re all on the same page, isn’t it? That’s great news for our students! So, according to the folks we’ve asked, the consensus is that students need to acquire transparency-level skills in the following areas:
Problem solving Creativity Analytic thinking Collaboration Communication Ethics, action, and accountabillty
Plusieurs des présentations et tables rondes auxquelles j’ai assisté lors du Ouishare Fest s’intéressaient au travail et à comment la collaboration le transforme en profondeur. Les modes collaboratifs peuvent-ils fonctionner dans des entreprises qui demeurent hiérarchiques, pyramidales ? Et si ce n’est pas cas, comment mieux distribuer la gouvernance, l’organiser ? Epouser une culture de la collaboration nécessite-t-il de la pousser jusqu’au bout, jusqu’aux modes d’organisation et de partage du pouvoir qu’est l’organisation du travail elle-même ?
Via DigitalSocietyForum, Eric Laurent
Perhaps we have so closely tied worth and value as a human being with the title Leader that to say that someone does not have leadership is to dehumanize them to some degree. But whatever we decide to call it, there will always be some people who take charge and inspire change. And there will always be a team of people that take some responsibility in making that change happen. Let’s start appreciating people for who they are and recognize their contributions. Everyone has talent. But we all don’t have to have the same talent.
Digitization trends are reshaping the industrial world. The risk of disruption brings with it significant opportunities. BCG’s Digitization Strategy Framework provides companies with the tools needed to capture new digitization opportunities. The framework consists of a diagnosis phase that helps industrial organizations set the basis for strategy development through understanding global trends, customer needs, and competitors' activities, and to evaluate current capabilities and gaps. Organizations can then employ a set of building blocks to develop a successful digitization strategy:
Like other industries before it, financial services finally has awakened to the reality that it is not sheltered from the urgent need to rethink its business model, as well as the experience and engagement of its customers.
Recently, Graham Waller and I ran a couple of online Gartner webinars about digital business leadership. As usual for those sessions, we operated several live polls of the online audience, interspersed within the hour of presentation.
The best way to organize corporations—it’s a perennial debate. But the discussion is becoming more urgent as digital technology begins to penetrate the labor force.
Although consumers have largely gone digital, the digitization of jobs, and of the tasks and activities within them, is still in the early stages, according to a recent study by McKinsey Global Institute (MGI). Even companies and industries at the forefront of digital spending and usage have yet to digitize the workforce fully
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