C.V. Ramachandran discusses what it takes to institute digital transformation successfully by engaging a holistic approach that provides support for every part of a company’s value chain.
Big data, machine learning, connected vehicles, industry 4.0, robotic process automation, blockchain … No matter what industry you are in, you have surely come across these popular buzzwords in recent years. These are the phrases that define digital transformation, a modern industrial revolution that has the potential to dramatically transform companies and economies all over the world.
A variety of companies are leading the way, with Amazon, Netflix, and Walmart being some of the first to spring to mind. But these are major corporations in information intensive industries, who have been leading the charge in digital disruption. More broadly, according to a recent McKinsey survey, only about 30% of digital transformations actually succeed.
Read the full article, Digital Transformation: It Takes a Village, on LinkedIn.
David Burnie’s company blog provides a plan for post-merger integration to help ensure a smoother process.
A post-merger integration or PMI is what happens following a merger or acquisition. PMIs are the complex process of combining and rearranging the merged businesses to find efficiencies and create synergies.
Points included in the article:
1: What makes a good PMI plan?
2: An example PMI plan
3: Common mistakes in a Post Merger Integration plan
Read the full copy of the Post Merger Integration Plan from the Post Merger Integration Knowledge Hub on The Burnie Group’s website.
Luiz Zorzella moves beyond the buzzwords to explain how a razor-sharp vision, strategy, and plan inspires buy-in and achieves results.
If your organization is not delivering the results you expected, maybe one factor holding it back is a lack of razor-sharp precision.
Most business leaders would benefit from sharpening their strategies: employing more clear language (calling a sword a sword), more accurately defining strategic priorities and objectives. But few actually do it. For example, most financial services companies profess to be “client-centric”, but very few actually explain what that looks like. And if you survey the organization and ask how this principle of “being client-centric” applies to practical matters, you will obtain very different answers.
Read the full article, Your Business Needs Razor-Sharp Precision, on the Amquant website.