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Whenever any new technology emerges that challenges the way people and businesses have been doing things for years or even decades, the initial excitement is often overshadowed by uncertainty and reluctance to try something new. In the early days of the cloud, it was almost inconceivable to think that it would lead to such a profound shift in how businesses operate. More recently, the drive toward digital transformation has caused even greater anxiety in some organizations.

In this age of digital transformation, all industries -- from manufacturing and banking to hospitality and retail -- are evolving. This means that decision makers must identify key business issues, not technology issues, that digital transformation can tackle. Companies need to not only harness the power of the latest digital technologies and platforms to stay relevant and competitive but also course-correct their business models based on evolving customer demands.

This type of transformation should be seen as a journey, not a destination. It is a cycle of change and progress, both from a technological and organizational standpoint. It’s about constantly reassessing opportunities to do things better, faster and with greater scale in the evolving environment in which one’s business operates.

Your digital transformation is doomed to fail unless you empower employees with a digital workplace. Here’s how to craft a workplace that boosts engagement and agility.

Learn more / En savoir plus / Mehr erfahren:

http://www.scoop.it/t/21st-century-learning-and-teaching/?&tag=Digital+transformation

Faced with organizational challenges, more and more companies are hiring an executive to manage their digital transformation.

A successful digital transformation requires making trade-off decisions. Here’s how successful CEOs guide their business’s reinvention.

Myth #1: Every company should digitally transform.
Myth #2: Digital transformation leverages emerging or disruptive technologies.
Myth #3: Profitable companies are the most likely to launch successful digital transformation projects.
Myth #4: We need to disrupt our industry before someone else does.
Myth #5: Executives are hungry for digital transformation.

Championing digital transformation, particularly in the public sector, is hard. It takes risk, commitment and the right leadership to see it through. In the UK public sector, the digital shift is already well underway with the Government Digital Service at the helm. Here, Dan Searle, Director of Digital Transformation and Advisory at Hewlett Packard Enterprise offers his top 13 tips for leading the digital revolution.

There are many factors that affect the success of a transformation effort; you only have to look at how many change management books have been published in the past decade to see that.
It’s safe to say that every transformation effort is unique and so the factors that influence success vary. However, having led digital transformations for the UK and Australian governments, I can say that there are a handful of things that will increase your chances of success.

We have entered a new Digital World of Work, a world which will dramatically change the way we manage.” We are at the edge of a technical revolution

As we move to a technology-centric society, Dave Ulrich could well have been right when he included being a ‘technology proponent’ as a key part of HR Business Partnering concept. I didn’t quite grasp the significance of what he was saying at the time, but now I do, with alarming clarity.

Many HR functions are desperately trying to convince the C-Suite to invest in people systems that deliver a whole new host of data led reasons to drive better strategic actions.

What are the key benefits and what are the pitfalls of moving towards a fully serviced Digital HR approach ?

What’s hard about change management for digital transformation projects? Rahul Gupta of Capgemini explains.

When plotting strategy, leaders should worry less about solutions and more about identifying the precise problem they are trying to solve.

Risk aversion, weak customer focus, and siloed mind-sets have long bedeviled organizations. In a digital world, solving these cultural problems is no longer optional.

This report introduces each of the six stages as a self- contained phase, offering a narrative and a checklist to guide your journey. While presented in a linear format, our research shows that companies may span multiple stages at once depending on their goals, resources, and overlapping initiatives. Use this framework to validate, benchmark, and map your company’s progress toward digital literacy and leadership, but know that you may find yourself revisiting and overlapping stages throughout program and strategy deployment.

The speed at which technology changes is relentless.

¿Y si simplificamos? Digitalizar un negocio, producto o proceso es adecuarlo para responder a las nuevas pautas de consumo.