Transformation is personal. Always. Think about it. Organizational change is brought about one individual at a time. A change of behavior or a change of outlook by one individual in an organization is the cellular basis of achieving transformation. Individual transformation of employees is (at least) as important as any organizational transformation. Without it, the chances of any transformation succeeding are low. Without it, the chances of an organization continuing to evolve and respond to new changes are almost non-existent.
Disruptive technologies like blockchain and artificial intelligence are powerful catalysts for change — they can change not just how a company works, but what it’s possible for it to do. Consider the case of Interac Corp., Canada’s largest digital payments company, which partnered with an energy company to change consumer habits through a blockchain-powered incentive program that saved the energy company money and created more efficiency throughout the system. This case offers a few lessons for leaders: 1) tech like blockchain can transform sectors, 2) collaboration is an efficient way to experiment, 3) enterprise-wide engagement builds momentum for innovation, and 4) social purpose is a powerful driver of change.
Sustainability Indicators to Assess Infrastructure Projects: Sector Disclosure to Interlock With the Global Reporting Initiative
Infrastructure projects have great potential to impact the sustainability of cities due to typically being large-sized projects and having a high level of intervention. Thus, evaluating the sustainability of these projects through sustainability reports is highly relevant, mainly regarding their impacts on the environment, public health, and the local economy.
In 1878 Leo Tolstoy released what would become one of his most acclaimed works, the novel ‘Anna Karenina‘. The book started with a quote that over the centuries has transcended disciplines: ‘Happy families are all alike; every unhappy family is unhappy in its own way’.
When taken literally, the quote is a good reflection on family life and family conduct. But as a metaphor, the quote has found application in different fields, from anthropology to ecology, and from philosophy now to business.
"Life will never be the same after COVID-19.”
You hear that a lot these days. For many organizations, life will indeed be different after the outbreak as it had a severe and long-lasting impact on its ecosystem. For some organizations, there were even more immediate pressing concerns. A question about survival.
Firms need to develop an appetite for innovation, leverage knowledge about customers, and adopt agile ways of working.
Even though the literature on business transformation is enormous, managerial and organisational appetite for change tends to be limited. Leaders of organisations that are remotely successful are not inclined to change things. Transforming the business is not the same as implementing incremental change or improvements in processes, operations and products. We argue that transformation refers to an organisation achieving a sustainable quantum-leap improvement in performance while transforming the mindsets of employees and thus the culture of the organisation.
Most organizations are not well prepared to deal with a serious crisis. The end result of a crisis can either help transform the organization or leave it in a very dangerous position. Crises can emulate fight-or-flight conditions, which are physiological reactions in response to perceived danger, attack, or threat to survival. In animals, as well as humans, this is a natural response mechanism that helps keep us alive.
Blockchain is emerging as a foundational technology, but there is still groundwork to be done on standards development and the governance of change — and doing that work is critical to enterprise strategy
Blockchain technology is among the most disruptive forces of the past decade. Its power to record, enable, and secure huge numbers and varieties of transactions raises an intriguing question: Can the same distributed ledger technology that powers bitcoin also enable better execution of strategic projects in a conservative sector like construction, involving large teams of contractors and subcontractors and an abundance of building codes, safety regulations, and standards?
Blockchain and the Chief Strategy Officer: How Distributed Ledger Technology Will Change Strategy Design and Delivery
This research looks at blockchain technology’s impact on enterprise strategy and the role of the chief strategy officer. It discusses new elements of strategic design and delivery—shared ledgers, smart contracts, and tokenized assets—and develops the concept of strategic liquidity, the degree to which an enterprise can maneuver in a competitive environment and dynamically reallocate resources and access capabilities.
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