Digital transformation has typically been associated with incidents of customers, employees and partners being disrupted. There still remain smart tactics to survive this purge, and even thrive in it. The MIT Sloan Center for Information Systems Research has conducted a thorough data warehousing operation over the past four years, to come up with specific pointers to this end. There are four transformational paths towards this final goal. The first one, is about ensuring the operational efficiency. Then, the brand needs to focus on the customer experience. Both these two need to be addressed via iterative steps. Finally, a future- ready organization needs to be curated from scratch by breaking away to a fresh entity. The first stage is known as the Decision rights, followed by new ways of thinking. The third stage within the organizational explosions curve is to possess a platform mindset. And lastly, there needs to be an organizational surgery.

Source:https://mitsloan.mit.edu/ideas-made-to-matter/business-leaders-gird-organizational-explosions

Uploaded Date:14 August 2019

Decision making is oft a time consuming and messy affair. At the root of this problem, lies the categorization on decision to be made. To ease this process, an ABCD of decision making has been designed. A is for Ad hoc decisions. These arise suddenly and their impact on the broader organization depends upon the frequency. Such occurrences are infrequent and unfamiliar. B stands for the Big- bet decisions. These are the ones that alter the corporate strategy from the very top. There is a broad scope and impact in them while also being an unfamiliar happening. The third category is the C which goes with Cross- cutting decisions. Their scope is broad, are frequent in occurrence, while the stakeholders concerned are fairly familiar with such. Lastly with D are the Delegated decisions. While their impact remains narrow, their occurrence is also frequent.

Source:https://www.mckinsey.com/business-functions/organization/our-insights/untangling-your-organizations-decision-making?cid=other-eml-ttn-mkq-mck-oth-1712

Uploaded Date:29 July 2019

Companies worldwide have been trying to grapple with the challenge of improving its level of business innovation. Several studies have now confirmed, what was long suspected. It is the company culture that end up driving its innovation quotient. Accenture is one company that has already implemented such norms to ensure complete equality and transparency within the organization. People tend to be more motivated to work in companies that value creativity and innovation. A study anchored by Accenture found out that a mere ten percent rise in the innovation mindset, uniformly across all the countries in the world, will raise global productivity by eight trillion dollars. Gender equality is one of the key pillars within this framework of equality. Some elements have been uncovered that lead to a healthy innovation mindset. There must be autonomy in the operations. The team members’ purpose needs to be aligned with the overall corporate strategy. The right resources and tools need to be provided to the concerned personnel. An adequate amount of inspiration needs to be added periodically. A sense of collaboration has to be built across the hierarchies. And finally, experimentation needs to be rewarded, so that employees are not risk- averse.

Source:https://www.accenture.com/gb-en/about/inclusion-diversity/gender-equality-innovation-research

Uploaded Date:29 July 2019

Company culture has long been seen as one of the key drivers towards business success. Till now, it was seen as something unquantifiable. But now, a system has been devised by the leading talent recruitment and management platform Glassdoor. It has carried out this study of measuring culture, by collating the insights of over a million employee reviews. The aid of Machine Learning (ML) was taken up during this study. Post all this data collection, the analytical study identified nine values that a positive company culture ought to possess. The first of them is agility. Another is collaboration. The third is a customer- centric culture. Diversity, business innovation, quality of execution, integrity, performance and respect make up the rest of the list.

Source:https://sloanreview.mit.edu/culture500?utm_medium=social&utm_source=twitter&utm_campaign=Culture500

Uploaded Date:03 July 2019