Motivating employees is a key leadership attribute. Hence, when morale is flagging, leaders take to the podium to deliver an inspiring speech and hope for the best. The question one may ask is ‘Is this effective? Are there better ways of inspiring staff?’
An article by Professor Adam Grant(*) suggests that it is often more effective for the leaders to ‘outsource inspiration’ to those people, who benefit from the organisations products and services – the end users. This recognises the power of leaders’ actions to speak louder than their words. By relating to end users, leaders help bring more meaning to the work and employees understand their contributions. Continue reading “Outsorcing Inspiration”
In the increasingly digital world, the pace of change, of both technology and business, is accelerating. The speed at which businesses need to respond is also increasing. Most IT functions are stuck in the first gear. They are just not able to keep up. Many businesses are side-lining IT during digital projects. Continue reading “Get a Second Gear for your IT!”
Mobile technologies have become the most rapidly adopted technology in the history. Mobile technologies are changing lives everywhere. Globally, the mobile technologies have become a main engine of economic growth. High R&D, declining costs and explosion in available applications is driving this growth.
“Mobile penetration is increasing, the costs of access and devices are coming down, and more and more people in both developed and developing economies are using the mobile Internet as their first—and often their only—means of going online.”
Continue reading “Mobile Technology Boosts Ecomony”
Most of the IT projects impact the way work is being done in the organisation. In order to get value or benefits from these changes, it is necessary that these system or process improvements are actually utilised and become part of the new way of doing work. This requires change management.
Transformation projects such as core systems replacement or even major outsourcing have a significant impact on the way business operates in an organisation. Here, change management becomes integral to the project success. While most IT and other senior executives understand the need for effective change management, in reality many projects fail to deliver the full potential due to the mistakes in change management. Continue reading “Why Change Programs fail?”
A large amount of money is spent on Information Technology each year. Organisations regularly attempt to improve IT efficiency and get a better return on the money spent. According to a January 2014 article by PWC, businesses still are unsure if they are getting the most from their IT investments. CEOs and business leaders ask, “What are we getting from our IT investment?” and “are we spending the right amount to get the outcomes?” CFOs ask, “How do we know whether we are getting the value we expected?” The CIOs struggle with answering the questions, “How do I better explain to the business what it takes to run IT?” and “how do I get the business to understand how it affects the IT budget?”. The marketplace is becoming more dynamic and competitive and product life-cycles are becoming shorter. Organisations are seeking to become more agile. Making changes to the interconnected legacy systems is complex and takes too long. When the business asks for rapid change, IT cannot deliver. Hence, IT appears to be of lower value. Continue reading “Ensuring IT Value for Money”
In a recent TED talk by BCGs Yves Morieux suggested six simple rules to manage complexity and improve agility and effectiveness. These rules are worth sharing. The world is getting increasingly complex. There are more demands from customers, shareholders and regulators. There is ever-increasing competition. The change is occurring faster and it is getting difficult to create value. Organisations typically respond by adding more rules, structures and scorecards. This, in, turn just increases complexity and makes it harder for the staff to actually do the work. Managers often spend 40% of time writing reports and the remaining time in coordination meeting of one type or another. They often have several performance criteria to meet. Boston Consulting Group (BCG) complexity index has gone sixfold since 1955. Continue reading “Six simple rules to manage complexity”