A CEO’s Guide to Leading Digital Transformation
Digital transformation requires not just technology but new ways of working. For many companies, the scarcest resource is not technological know-how. It’s leadership.
Digital transformation requires not just technology but new ways of working. For many companies, the scarcest resource is not technological know-how. It’s leadership.
CEOs are victims of information overload and overreliance on fast thinking. Six principles can help them rediscover the art of reflective thought.
Digital does not change the principles of organizational design and governance. But because the capabilities and cadence of digital and traditional ways of working can be so different, leaders must approach digital thoughtfully.
Companies can generate sustainable gains using a structured approach that includes a comprehensive definition of capabilities, critical practices, and explicit support from leaders.
Making Agile Work
Too often, agile remains confined to software development.
By 2030, the nature and quality of work will be irrevocably altered. How? That depends on the rate of technological change, the evolution of learning, and the mobility of talent.
The labor market is changing, and to remain both employable and professionally fulfilled, workers must change with it. Companies, policymakers, and individuals all have a role to play.
These two complementary technologies are the brawn and brains of performance. Companies can gain quick wins through RPA while strategically introducing AI for sustainable benefits.
Ranging from automation to demographic shifts to the rise of the freelance economy, these forces are revolutionizing the global market for talent. Is your company ready?
BCG CEO Rich Lesser chats with Martin Reeves, founding director of the BCG Henderson Institute, and Carlos Ghosn, chairman and CEO of the Renault-Nissan-Mitsubishi alliance, about building strong and adaptive organizations in this time of rapid technological change.
As digital transformation continues to disrupt the workplace, companies must begin now to hire, train, and retain new pools of skilled digital talent.
As head of digitalization for Shell, one of the world’s largest oil and gas companies, Alisa Choong is at the forefront of the company’s initiatives to reshape the future of energy.
Putting people in the driver’s seat creates innovative thinking and faster response times that energize change efforts.
The New New Way of Working
A wave of change is coming that will soon make the way we work almost unrecognizable to today’s business leaders.
Companies won’t have balanced workforces unless they approach diversity like any other business priority, with clear metrics to understand the gaps and targeted interventions to fix them.
Want to generate inventive new ideas that can win in the market? Build management teams comprising people with the widest possible range of backgrounds and perspectives.
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