Signaling change with symbolic acts that embody the new culture is a good way to activate leadership characteristics quickly. For example, companies can designate meeting-free days to emphasize greater focus on action over planning, or they can give engineers a cash allowance to buy their own desktop equipment to demonstrate trust. Sometimes even a bold move, such as firing people whose behavior is antithetical to the new culture, is warranted. To signal change at Cisco, executives in certain divisions gave up their offices so the company could create team rooms; the company also started allowing employees to choose the workspace and tech tools that best fit their individual roles. The CEO of the North American software provider cited earlier began sending notes to employees who are praised by name in customer reviews. Such acknowledgment serves as an example of how company leaders can reinforce the customer-first mindset that’s central to the company culture.
And more leadership tactics from BCG.
Original source: It’s Not a Digital Transformation Without a Digital Culture
Creating the process itself is agile. Also, a chart with activities and a suggested timeline.
Original source: Taking Agile Transformations Beyond the Tipping Point
Companies commonly make one of two mistakes when selecting a product owner. Often they tap a junior employee with limited experience and therefore a limited understanding of how the project fits into the larger mission. Product owners need enough seniority to inspire and motivate peers across multiple business units. By earning the respect of teams in customer experience, enterprise architecture, and risk and compliance, for example, the product owner can help ensure that projects move smoothly without costly bottlenecks. Other companies err in the opposite direction, selecting a senior executive who is too harried to devote adequate time and may not adapt well to the highly responsive, iterative nature of agile development.
So what should companies look for when appointing product owners? In our view, the key is to find people who think and behave like entrepreneurs.
Much of the advice here falls under the category of “if you do good things, good things happen”:
success comes from simply managing a sound process: conducting market research, understanding the customer’s needs, identifying where the product will create the most value, prioritizing the most important features, testing ideas, capturing customer feedback, and continuously refining their vision over time.
The tasks is setting up and environment, processes, even “culture” that encloses and rewards good behavior like this. And the protecting that structure from corporate barbarians. That’s a job – and the responsibility – of management. So, perhaps it’s good to get some management consulting advice on what good looks like.
Source: Agile Development’s Biggest Failure Point—and How to Fix It
The young people account for 20% of of the $180bn US auto insurance market. Here’s some trends in their buying behavior a la a BCG infographic:
- That nearly 40% are willing to buy from Amazon, Google, and others should put traditional insurance vendors in full on freak out mode.
- Once The Kids start the long (up to two weeks!) research process, they’re 70% more likely to switch than The Olds. So, it’s probably a good idea for incumbents to heavily get involved in research, pointing to native content sponsored “third parties” and providing their own research.
- As one of our Pivotal customers, Allstate, put it: “Everybody is going to disrupt the insurance industry. It hasn’t been disrupted in eighty-plus years.”
Source: bcg.perspectives – How Digital Switchers Are Disrupting US Auto Insurers
A nice overview of what you’d use analytics fit in investing:
Armed with these advanced techniques, digitally forward asset managers can gain a significant information advantage over peers who rely mainly on traditional data sources and analytical practices. They can crunch through vast quantities of data; scour video and satellite imagery to gauge a retailer’s Black Friday prospects; extract insights from social media, texts, and e-mail to divine market sentiment; and parse a CEO’s comments during an earnings call to estimate the potential impact on the next quarter’s results. They can discern how unexpected weather disruptions might affect their portfolio, and even disprove long-held beliefs about how markets work. Smart, dynamic investment technology also helps managers assess their own performance to see whether they may be making the right decisions at the wrong times, buying too late, or listening to “influencers” who push them in the wrong direction.
There’s also a good overview of how to introduce new approaches like the above into the organization without it be Big Bang projects, likely to fail:
In experimenting with new technologies, firms should prioritize a small number of targeted initiatives that can deliver immediate tangible benefits in a focused, resource-constrained way. In doing so, they should resist two temptations: the “esoteric science experiment,” whose focus is so narrow that the initiative can’t yield scalable results; and the “big bang rollout,” whose scope is so ambitious that it has a daunting price tag and takes too long to demonstrate value.
Source: How Asset Managers Can Succeed with Advanced Analytics