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How to Transform Your Company into a Digital Leader

Skip Prichard

An organization that is nimble has the modernized and matured their practices related to people, processes, technologies, ecosystems, and strategy such that they can seize opportunities as they present themselves and stave off issues that present themselves more readily, as each will be presented more quickly than in the past.

Company 101
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How to Meet Customer Expectations when Demand is High

Strategy Driven

A lot goes into running a business, and you have to separate your core competencies and other services that boost productivity. When you concentrate on tasks your business is not built for, you lower productivity and demotivate the workforce. You can entirely focus on the core business. What is your main focus?

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What’s Your Leadership AQ?

Lead Change Blog

AQ is defined as “the ability to adjust course, product, service, and strategy in response to unanticipated changes in the market”— and indeed, the Harvard Business Review characterised it as “the new competitive advantage.” There are many examples of companies that have failed to extol the virtues of an AQ mindset.

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Competing in the Age of AI

Leading Blog

As an increasing portion of the processes and tasks that deliver customer value are digitized, the advantages increase to create a much more scalable enterprise, capable of delivering an unprecedented scope of products and services, all characterized by an impressive rate of improvement and pinpointed targeting.

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Peter Skarzynski and David Crosswhite: An interview by Bob Morris, Part Two

First Friday Book Synopsis

His experience cuts across industries and includes technology, consumer products & retail, healthcare, energy, financial services […]. He advises large, global organizations on strategy, innovation and organizational change and is recognized as a leading expert in enabling organizational renewal and growth through innovation.

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Leap: How to Thrive in a World Where Everything Can Be Copied

Leading Blog

I N TODAY'S competitive environment, where latecomers can copy almost any product or service, companies can no longer just be good at what they do. Steinway & Sons spiraled into decline “in large part due to its myopic obsession with craftsmanship at the expense or technological advancement and automation.”

How To 166
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Beyond Core Competence

Harvard Business Review

But it got stuck in its core competence of traditional film products and missed the rise of digital photography and printing. It sold this money-losing division systematically evolved itself to become, once again, a respected technology competitor. And the ability to do that may become a new core competence.