Knowing who is performing well in your organization — and why — are important factors in knowing what to do to improve. Traditionally, organizations have relied on subjective measures to answer questions of what is working and why it works. While sports and music are examples of the very few areas where it’s possible to isolate the contribution of an individual to the success of the “system”, the link between action and outcome is much murkier in most other areas. As Stefan Henningsson and Christian Øhrgaard point out in their recent article, Follow the Digital Trace: Turning Digital Artifacts into Digital Capital, most people contribute to success through a complex system of influencing conditions that Read more
Tips on being a better leader and creating great leaders within the organization.
Many companies boast about having a culture of innovation, but, as Cutter Consortium Fellow Steve Andriole writes, they in fact don’t. Instead of breaking free of their cultural constraints to truly innovate, they continue innovate in the past; that is, toward business models, processes, and technologies that are anchored solidly in the 20th century. To break through and become truly innovative Andriole advises organizations study what the best innovators have done and try to repeat their successes by following the formulas that have worked for the most successful innovators. So what do the best companies do? How do they make the list of most innovative companies? In The Heart of Innovation: Best Practices from the Read more
Last week, I wrote about Gustav Toppenberg’s research on digital talent, the importance of cultivating that talent in your organization, and sounded the alarm that if you’re not creating opportunities, you’ll soon be watching your digitally talented employees walk out the door. No matter how cutting edge your organization’s work is, it’s the people who make it successful. Bob Furniss offered four ways to put your people first and build relationships that will directly impact your success in the Cutter Consortium Advisor, Putting People First. Cast a vision and communicate it at every level. What is your vision? What is your mission? It has to be more than something that is in a frame on a wall Read more
While your organization may understand the impact digitalization could have on its future, and be undertaking some strategies to seize the opportunity, it’s important to consider your strategy for grooming and/or hiring digital talent. Without the right skills across the enterprise, both on the tech side and the business side, you won’t be able to fully define and fulfill a digital transformation strategy. And here’s a warning: be aware of the fact than any employees or executives who aren’t getting digital career opportunities may be honing their resume. In a series of Cutter Consortium Executive Updates, Gustav Toppenberg fleshed out the idea of creating a digital backbone to ensure that each transformation effort connects and leverages Read more
For well over a decade, leaders around the world have been encouraging software teams to embrace Agile development practices. The success of many of these teams has moved some leaders to extend their Agile approach to other parts of their organizations, allowing them to achieve true Organizational Agility. That’s the good news. The bad news is that in numerous industry surveys, issues related to Leadership have been identified as some of the top reasons that many Agile transformations have struggled. In the more successful transformations, Leadership has often been credited for being a major part of the success. So what can be done to help more leaders engage in successful transformations? An upcoming issue of Read more
There’s hardly an organization that doesn’t strive to be innovative. But even well-managed companies struggle with it. Cutter Senior Consultant Borys Stokalski and Bogumil Kaminski report there are typically two points of failure for establishing a working innovation engine: Point of Failure 1: Lack of Clear Innovation Governance According to Stokalski and Kaminski, while companies think hiring creative people will automatically result in innovation, that is seldom the case. Instead (in addition?), you need to ask questions about the type of innovation that is required by your business strategy, that is, you need to engage in innovation governance. Innovation governance is critical to organizing for efficient innovation. How do you do it? Consider questions like, Read more
From time to time Cutter Senior Consultant Jens Coldewey talks with middle managers who started their Agile journey some years ago and are unhappy with the results. Here’s his advice: If you start changing an organization toward an Agile mindset, there’s no real end. Agile is about creating an organization of continuous learning and the transformation is done when there is nothing new to learn, which will probably be never. This puts an enormous challenge on middle management. In most organizations, lower management is responsible for actual delivery, upper management is responsible for keeping the organization prepared for the future, and middle management is responsible for stabilizing the organization. Now continuous learning means that Read more