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I didn’t know much about jellyfish (apart from the fact that they are squishy!) till I come across one episode in the documentary series ‘Hostile Planet’ premiered on the National Geographic channel. Despite the controversy, I am fascinated with some amazing facts about the creature.
Jellyfish have inhabited the earth’s oceans for over 650 million years, and that is more ancient than dinosaurs. Whilst the dinosaurs went extinct about 65 million years ago, jellyfish continue to expand their habitats and even threaten to dominate the ocean. They are some of Earth’s most ancient animals that are still alive today and there is a reason for it.
As a matter of fact, some useful lessons can be drawn from how jellyfish survived the harshest environment to help organisations to improve their business agility and thrive in today’s rapidly changing market.
CONTINUOUS GROWING
Jellyfish never stop growing and some species can become monsters with a diameter of 7ft 6in and tentacles of 120ft long. In the business management context, it is important for organisations to continuously facilitate staff learning and transform themselves. It is also known as the ‘growth mindset’ to develop people’s learning and capabilities for greater accomplishment. Just like jellyfish can clone itself and reproduce, organisations in their transformation process can always pilot with a self-development team and then roll out the success to the remainder of the organisation.
UNPARALLELED FLEXIBILITY
Despite the wide range of sizes, Jellyfish’s umbrella-like bodies allow them to pulse upwards and downwards without expending much energy. Organisations embrace an Agile way of working enable great flexibility in product development and reduce wasted effort by instant testing and modification. Being Agile does not only help organisations to improve product quality and speed to market through rapid iteration and experimentation, but it also enables the organisation to focus on value creation for clients, optimise process flow and reduce handovers across functions.
EFFECTIVE ‘NERVE NET’
Jellyfish have no brains, instead, they use nerve nets to sense changes in the environment and process sensory information such as light and movement in the water and coordinate response. For an organisation to be successful, the teams must be able to operate and cooperate effectively. Agile organisations establish and sustain a scalable network of empowered teams to organise efforts. These teams operate with high standards of responsibility, collaboration, transparency and alignment, and are able to react instantly to changes.
SIMPLE STRUCTURE
Jellyfish don’t have lungs, stomachs or intestines, their bodies are composed of only two cell layers – the external epidermis and the internal gastrodermis. The simple body design enables the jellyfish to absorb oxygen, consume food, expel waste, and exchange reproductive materials – just enough to get work done. Heavy organisation hierarchy can be counter-productive, whilst the right level of governance and control is required, a streamlined organisation structure and simplified system and workstream design can help teams to focus on what really matters.
ESTABLISHED RESILIENCE
Jellyfish is perfectly suited to today’s transforming oceans, resistant to increasing temperature, decreasing oxygen, changing salinity, rising acidity, and plastic pollution. When it is injured or cut in half, it can regenerate and grow new organisms. It is increasingly important for organisations to improve business agility and become more resilient in the volatile market. Agile methodology offers an invaluable solution to streamline organisational structure, optimise systems and workflow, integrate business and IT, enhance alignment in people, process and technology and boost flexibility and scalability of the business.
In summary, I have introduced some fascinating facts about jellyfish in this article. If organisations can exhibit these characteristics and continue to scale the Agile way of working, it will help them to become more effective and responsive to changes, enhance team collaboration, improve product quality and throughput, and outpace their competitors to deliver value to clients faster.
Leadership Tribe specialises in assisting organisations’ Agile transformation. Find out more about our Agile Transformation services here.
The social media explosion has made us present to human phenomena; the emergence of self-organising groups. Be it on Facebook, Twitter, Instagram, etc, we get to see people converging and organising into groups based on common views, affiliations, interests, and relationships. These self-created virtual spaces facilitate shared ideas and realisations. I am sure most of us follow or participate in online self-organised forums that have been created with a common interest and a shared world view that even you subscribe too. The intent seems clear, teams are founded on shared ownership perform better. But what is exactly the technology behind this? Is it all about setting corporate goals and giving freedom to motivated members enough to generate high performing teams? Let us examine the issue:
THE STRUCTURE OF HIGH PERFORMING TEAMS
A high performing team is first and foremost a team. Alex van der Star in his article on Characteristics of High-performance teams list eight fundamentals:
In a team:
Leadership is fulfilled by shared leadership roles (in a working group, leadership is strong and clearly focused);
Members have individual and mutual accountability (in a working group, accountability is on an individual level);
The purpose motive comes from a specific team purpose that the team itself delivers (in a working group, the purpose motive is the same as the broader organizational mission);
People work on individual and collective work products (as opposed to a working group, where members only work on individual work products);
Performance is greater than the sum of the individual bests of the team members (in a working group performance is the sum of the individual bests of its members);
The meeting goal is to have an open-ended discussion and active problem solving (in a working group it is efficiency);
The focus of the meeting process is on the discussion, decisions and real working together (in a working group these are discussion, decisions, and delegation), and;
The measurement of effectiveness is directly done by assessing collective work products (in a working group it is indirectly measured by its influence on others).
Based on the above, a self-organising team would be dependent on:
A specific team purpose that the team itself created
Mutual accountability that each individual commits to. Each team member takes responsibility for the result obtained by the team as a whole.
Result Orientation where it is not the individual output, but the collective output that counts.
Open-ended discussion and decision making. On an established zone of trust and mutual understanding.
Sound inter-team communication. Team members give each other constructive feedback and collaborate. Conflict is a necessary occurrence borne from free-thinking and candour, hence dealt with as the desired output.
Agile mindsets create Self Organising and High Performing Teams by default. Due to its inherent practice and ideology, Agile transforms groups into highly efficient and vibrant teams due to the following accomplishments that get set:
Agile team members have a place where they can add the most value. Each team member aligns his personal goals with the team goal.
In Agile, leadership within the team occurs naturally; Agile demands shared leadership roles. It permits autonomy on the task at the functional level.
Agile allows extensive use of metrics and encourages objectivity in decision making. Agile allows effectiveness to be directly measured by assessing the collective work outcome.
In Agile teams comes up with improvement initiatives continuously. The team is willing to invest to become better.
Agile teams are iterative and depend on innovation and new thinking. Agile team members share their ideas actively and the team cares for relationships outside of the team.
Agile team members are collaborative in nature. There exist healthy attitudes within the team. There are established rules for their way of working and the team has frequent, fun, team building activities.
The agile team manages and examines its own performance. Team members are able to identify the constraints within the team and act on it, whether it is some process that does not work or a team member who does not perform. The team is able to solve inter-team conflicts as a matter of routine.
An Agile team has a will to be technically excellent and proficient.
As times get tough, working together intensifies. Agile enables every team member with a strong sense of loyalty, commitment and purpose towards the team.
There is more to leading a self-organizing team than exercising leadership and getting out of the way. Agile Leaders influence teams in nonintrusive and indirect ways. It is impossible for a leader to accurately predict how a team will respond to a change, whether that change is a different team composition, new standards of performance, a stringent selection system, or so on. Leaders will never have all the answers, but Agile ways of working help leaders address them in a more fulfilling and constructive manner. Agile creates empowered leaders, leading teams that are self-generating and fully integrated towards the achievement of high-performance tasks and goals.
Servant Leadership was first recorded between 570BC to 490 BC in the writing of Lao Tzu, an ancient Chinese philosopher, it gained popularity in the early 1970s as Robert K. Greenleaf coined the phrase, and has been inspirational to leaders worldwide ever since.
“The best way to find yourself is to lose yourself in the service of others.”
– Mohandas Gandhi
This article provides an overview of Servant Leadership, its application and benefits in the corporate world, and the key qualities of a Servant Leader.
In oppose to the ‘Power Leadership’ which involves the accumulation and exercise of power at the top of an enterprise, ‘Servant Leadership’ turns the traditional pyramid model upside down where the leader puts the need of others first and helps people to develop to achieve common goals.
Servant leadership is not merely a leadership style or technique that one adopts for a particular scenario, it is a means of working that is being embedded in one’s approach and practised over the long term. It shares a few similarities with transformation leadership and complements democratic leadership style which we will explore further in a dedicated article for various leadership styles. Robert Greenleaf regarded servant leadership as a “philosophy” which is a “set of practices that enriches the lives of individuals, builds better organisations and ultimately creates a more just and caring world”.
SERVANT LEADER
A servant leader ensures others’ highest priority needs are being served before one’s own. He/she engages all stakeholders, acknowledges and appreciates different perspectives; supports and empowers employees to unlock their potentials and meet their goals; promotes collaboration, trust and empathy in the workplace, cultivates a sense of community and improves corporate performance and innovation.
“The servant-leader is servant first… It begins with the natural feeling that one wants to serve first. Then conscious choice brings one to aspire to lead. That person is sharply different from one who is leader first, perhaps because of the need to assuage an unusual power drive or to acquire material possessions…”
– Robert K. Greenleaf
It is worth mentioning that individuals, as well as organisations, can be servant leaders, and as a matter of fact, Robert Greenleaf had great faith that servant-leader organisations could help to build a better society, creating more opportunities for its people, and changing the world.
HOW TO BECOME A SERVANT LEADER
So we have discovered what is a ‘servant leader’, its merits and how it differs from a leader in the traditional sense, the next question comes naturally is how to become one? There are a number of studies aiming to generalise the important characteristics and qualities of the servant leader, and a few key qualities are summarised below.
Key Qualities of the Servant Leader:
Lead with others in mind
Listen to and value different opinions
Cultivate a culture of trust and build community
Commit to both professional and personal growth of people
Develop long-term strategy
Persuade and encourage the team to take action
Able to self-reflect and course correct
Whilst the qualities of a servant leader help to portrait a targeted ‘role model’, the virtue and essence of servant leadership resides in our belief and practice, and it is a long-term commitment that one needs to devote oneself to in order to achieve the desired influence.
In summary, servant leadership is a powerful approach in which the leader acts to serve those who are led to achieving common goals. Servant leadership is a philosophy and set of practices that engage and empower individuals to build better organisations, communities and ultimately a better world.
Remember, you must be the change you want to see in the world.
In Leadership Tribe, our dedicated trainers and consultants can help you to transform your leadership at both individual and corporate level, please contact us or find out more about our transformation services.
Too often, when companies attempt to conduct an agile transformation their chances of success are greatly reduced thanks to a misconception of what Agile truly means. Some believe that the term refers to a distinct set of methodologies, whereas in truth, Agile is correctly used to describe a set of principles with which to discover methods of developing software in a way that helps others in an organisation to do it too.
The path to Agile Transformation is different for every business, meaning that a one-size-fits-all approach just won’t work. However, said transformation is carried out, it aims to discover and implement new ways of working that focus on better, faster, cheaper, happier employees, customers and that harness changes whenever they occur, to obtain a competitive advantage.
OTHER REASONS YOUR AGILE TRANSFORMATION MIGHT FAIL
So, we’ve addressed the general misconceptions that lead to the failure of Agile Transformations, but there are many other components comprised within a business. Here we look at some of the other reasons why transformations of this kind don’t succeed.
REASON #1 – A CLASHING OF VALUES
Sometimes there is a mismatch of what a company is and what a company wants to be. Though many companies may feel like they are agile, high tech enterprises, in truth what they have is a business culture with a strong command and control. This has its merits of course, but businesses that operate this way can find it difficult or simply don’t want to change their established core principles to those that Agile extol.
Takeaway: When an Agile Transformation is attempted, a will to change needs to exist.
REASON #2 – RESISTANCE FROM TEAMS
Teams within an organisation can often be complex, with their own set of motives, which can result in a resistance to change. It could be that one particular team might not want to share knowledge for fear of losing some of their authority or there could be a lack of trust within the organisation that is deemed to not respect its employees. Or it might even be that there is a high turnover of staff within an organisation or a lot of short-contract workers on the books, meaning that neither trust nor respect has time to develop.
Takeaway: For Agile Transformation to succeed, the will to implement change must run throughout the company.
REASON #3 – CUSTOMER RESISTANCE
What shouldn’t be forgotten is the fact that an Agile Transformation is something that will also affect the end-user of an organisation’s services, i.e. the customer. As well as convincing everyone in your organisation that Agile Transformation is the way forwards, in the event of customer resistance to change, some time also needs to be paid to selling the change to them too.
Takeaway: Don’t forget to consider the needs of your customers.
REASON #4 – RESISTANCE FROM LEADERSHIP
An important fundamental that needs to be considered is whether or not your organisation’s leadership are fully on board with your Agile Transformation. If those at the top are dubious, perhaps for reasons relating to cost, they might not have their full commitment in the project and as such might not be putting their full effort into training and the many other elements involved. Without the endorsement of leadership, the chances of a successful transition go down greatly.
Takeaway: Leadership need to be fully on board for your Agile Transformation to succeed.
REASON #5 – DEVELOPERS WHO DON’T PLAY WITH OTHER WELL
Another important factor in an Agile Transformation is the developer, who also needs to understand the need to collaborate both with customers and other members of your organisation. There are developers out there who got into the role because it afforded them a degree of autonomy in their work and as such, they don’t work well with others, whether talking about customers or even other developers. Use developers like these for your transformation and you’ll likely hit problems.
Takeaway: Your developer needs to be committed to the collaboration aspect of your transformation.
REASON #6 – UNCOORDINATED EFFORTS
There are some instances where separate teams within an organisation have implemented their individual Agile and whilst this can lead to those teams to improve their performance, having a disparate, uncoordinated strategy where no one is talking to each other will, more often than not, slow down the delivery of the product. For an effective enterprise agile transformation to take place, this disjointed arrangement needs to be replaced with a uniform one where everyone is on the same page.
Takeaway: All of your organisation’s teams need to be pulling in the same direction.
REASON #7 – RESULTS AREN’T BEING MEASURED
Whilst you may have implemented the perfect processes to make your Agile Transformation go smoothly, if you don’t have a way to measure your success, you’ll have no idea of how well it’s going. You need to have metrics in place, as well as a method of storing analysing this data, as, without this information, you lose the ability to make considered adjustments based on your results.
IN SUMMARY
Takeaway: Measuring success is vital if you’re to implement ongoing and continuous improvements to your processes.
The key to implementing an effective Agile Transformation is understanding exactly what’s involved and having every element within your organisation engaged, fully committed and working towards a common goal. It’s also a constant evolution and to be truly agile, you need to be set up to react positively to any changes, whenever they occur during the process. Fail to do so and you’re increasing the chances of poor performance significantly.
At Leadership Tribe, we have the experience and know-how to make your Agile Transformation achieve everything it should so that you can keep pace with your industry competitors. We have assisted many companies from a variety of industries to implement effective agile strategies tailored to the specific needs of their business.
To find out more information about how we could help you, you can either visit us online at https://leadershiptribe.com/uk, speak to a member of our team on 0207 096 0346 or fill out our contact form here and we’ll be in touch as soon as we can.
In some of the recent discussions with my fellow coaches, we shared some thoughts on what coaching is and is not. I have jotted down my two pennies worth.
COACHING IS A JOURNEY.
Coaching is many things, and most importantly to me, it is a journey.
Imagine you as the coach is in a car with your coachee, where the coachee is in the driver’s seat taking you to a new destination. He/she has the complete control on the final destination, direction to take, and speed to move forward. In this journey, the coachee will experience up-and-downs, traffic jams, rainy days, and even detours. You are there for the coachee throughout the journey – accompany, support, encourage, challenge him/her to reach the desired destination but not to steer the wheel on his/her behalf.
As a coach and throughout the journey, one needs to maintain curiosity and neutrality, listen actively and ask powerful questions to elicit introspection and insight and help your coachee to see new perspectives and hold him/her accountable to evoke changes.
COACHING IS NOT COUNSELLING.
I have come across scenarios where the terms of ‘coaching’ and ‘counselling’ are used interchangeably. This is a big ‘no-no’ and coaching is not counselling (also known as psychotherapy).
Some key differentiating factors are listed below:
It is important to point out that these are guidelines and the terms may have different definitions and meanings in different cultures.
One of the analogies is to think of a coach as an athletic trainer and a counsellor as a medical doctor specialising in sports. Whilst they share similar knowledge of anatomy, kinesiology, nutrition, the trainer focuses on improving fitness and performance, and the team doctor mainly treats injuries.
Whilst a coach may explore the coachee’s past to understand the client’s present and future, it is important is that a coach does not diagnose nor offer treatment. The coach needs to make a referral to the appropriate professional when the help their client needs go beyond their experience or qualifications. In the same analogy, the athlete needs to be referred to the team doctor if there is reason to believe he or she has an injury.
COACHING IS NOT CONSULTING, NOR MENTORING.
Human beings are born problem-solvers. Being a consultant for most of my career, I was well aware of the differences between a consultant and a coach at the beginning of my coaching journey. Consulting is where we leverage on an expert’s expertise to understand a particular problem and present solutions, and consultants provide their specialist opinions and advice to resolve professional or technical issues. This varies greatly from pure coaching, where the coaches do not provide any opinion and answers come from the coachees.
A mentor is experienced and trusted subject matter expert with knowledge in a particular field, who can share their experiences and provide options to help others to move forward. On the other hand, a coach is an expert on the development of people in general, he/she does not need the subject matter expertise to help the client.
Digital transformation refers to a journey of digital enablement that accelerates business activities, processes, competencies, and models leveraging on the opportunities brought by digital technologies. It is a culmination of coordinated, scalable change efforts diffused throughout all aspects of the business. To impact society in a prioritized way involving strategic moves by data-driven insights and digital business models allowing new ways to capture value by meeting customer expectations.
Digital Transformation has become a common buzzword used with vendors, third party suppliers and consultants. As the Digital Era continues to progress, the challenges for both leaders and organizations are increasing as transformation involves the integration of social and digital technologies into an organization’s operations.
Many CIOs are making sweeping organizational changes, reskilling employees, setting up innovation labs and experimenting with emerging technologies to meet strategic mandates issued by their CEOs and boards. The CIOs & strategic heads try and balance costs with value delivery bringing new skillset with a new workplace culture that changes rapidly through a dynamic strategy.
A Forrester Consulting research study done by Accenture Interactive shows that the key drivers of digital transformation are profitability, customer satisfaction, and increased speed-to-market.
WHY DO WE NEED IT IN FIRST PLACE: IDENTIFYING CURRENT PROBLEMS FACING ORGANISATIONAL HEADS?
It’s an exciting new era in Business Transformation, with major technology changes ahead. For example, an engaged finance team can elevate finance to an intelligence-led strategic instrument of growth and profitability for the enterprise. To achieve that new capabilities are essential. CFOs are increasingly beginning to invest in building skills such as predictive analytics, scenario building and experimentation which rely on humans trained on new technologies and data-based insights. Delivering those experiences requires proactively addressing the challenges presented by different regions, device types, and digital platforms.
Digital transformation provides a valuable opportunity for core business functions, such as finance and HR, to move away from manual processes and automate key areas like payroll, enabling leaders to focus on wider business opportunities. Rather than marginalizing workers, the influx of technology brings a new level of empowerment and engagement.
CHROs have a lot to grapple with the fact that AI will impact 100% of jobs as it becomes embedded into the workflows that make up those jobs. Therefore, the CHRO has to address a certain amount of fear and uncertainty present in the workforce. They must shift in day-to-day work patterns to an agile working method.
Many CEOs find it challenging to navigate the world of social media, which is growing 24/7daily and here to stay. And the COOs have to look into intelligent workflows that eliminate barriers in operations making organizations more responsive, reduce waste and identify new business models by connecting the dots between real-time operational events and work schedule.
WHY IS IT IMPORTANT TO EMBRACE DIGITAL TRANSFORMATION?
Digital disruption today has become the order of the day. Technology is fundamentally changing business and life in profound ways in breadth, depth and scale and, importantly, at an exponential pace. Businesses are now forced to rethink the way they organize themselves.
Since 2000, 52 per cent of companies in the Fortune 500 have either gone bankrupt, been acquired, or ceased to exist as a result of digital disruption (Harvard Business Review, July 2017).
To improve business processes and develop new capabilities and business models’ businesses across the globe are forced to digitally transform. In this economic reality where all industry sectors are disrupted, actionable intelligence has become the new currency. Companies find it difficult to innovate and grow due to fragmented technology landscape, constant product evolution and changing consumer preferences.
There is a lack of agility and insufficient competencies and a learning-friendly culture to generate innovation. Organizations have always worked with lines drawn around technologies, functions or processes. Try as they might want to optimize within these silos, the output is never quite as satisfying as it could be. There is an absence of self-assessment gauges that help assess the company’s delivery approaches balancing digital experience with web security. The results and recommendations will provide insights into your organization’s readiness for digital business success.
ISSUES AND CHALLENGES IN DIGITAL TRANSFORMATION
Google, Amazon, Facebook and such tech giants are driving high-quality digital transformation in consumer experiences making it difficult for digital companies deliver high customer expectations. There is an innovation barrier that needs to be crossed with new roles and action areas to be spearheaded Learning & Development (L&D) team who will act as a change agent, consultant and shaper of innovation culture. Especially in this VUCA environment, many leaders are struggling with promoting and maintaining safe and supportive work environments.
Businesses are not fully understanding customer needs and consumers are not giving businesses credit for the level of investments the companies are making. Digital transformations failing is often due to poor leadership, major disconnects between IT and the business, sagging employee morale and substandard operations, according to a report from MIT Sloan School of Management on digital transformation.
A research study was conducted of 800 executives and 800 consumers, across four industries banking, retail, utilities, and healthcare concludes that $4.7 trillion in investment dollars have yielded little improvement, of that only 19 per cent of consumers reported any significant improvement in the experiences offered to them. Then a $5-trillion question arises whether digital transformation budgets are well spent?
A QUICK REVIEW OF FEW KEY INDUSTRIES ON DIGITAL TRANSFORMATION
The ultimate challenge in change management happens to be Digital business transformation. It impacts not only industry structures but affects all levels of an organization. The leading companies have agile, customer-focused ethos recognizing that digital transformation is a cultural change, not just a technological change. Let us examine Finance, Media, Chemicals and Insurance industry trend.
As businesses of today are trying to adapt to Digital Era realities. The global banking industry is yet to realize financial returns from their digital transformation investment of over $1trn in new technology in the last three years. The analysis shows that the finance sector can automate 80 per cent of today’s transactional processes with the creation of an intelligent finance system creation. CFOs are trying to invest in digitally savvy finance teams along with chief human resources officer (CHRO). Together, they are trying to create a future-forward finance capability defined roles and empowering employees with intelligent technologies. As the nature of finance work changes, so will the makeup of the finance-related workforce.
Media and Entertainment industry emerges as a clear winner in the engagement game constantly evolving from your iPod Shuffle to iPhone XI. According to a PwC study, streaming services like Netflix and Amazon and Internet advertising will see the most annual growth. It’s expected that digital revenues will account for over 60% of total revenue in the media and entertainment industry by 2023. The global entertainment and media (E&M) industry revenues are expected to reach 2.6 trillion by 2023. China’s absolute growth in the entertainment and media industry is expected to exceed that of the United States with India coming third.
Digital technology also holds a tremendous promise for the Chemicals industry in driving its business value. The requirements in the process industries, oil & gas and chemicals in particular, are very different than in general manufacturing. The value drivers of process industry many of them are centred on improving work efficiency and avoiding incidents. For example, the use of Microsoft’s HoloLens technology to allows personnel on-site to contact remote experts about problematic plant equipment with the use of 3D printing use the “freedom of design” to improve the part.
Last year alone, more than $4 billion was invested in Insurance technology, and continuing to increase. Most focused on ensuring good user-experience. When a prospect becomes a customer, the carriers try and engage them further in new ways. Similarly, the acceleration of the underwriting process has been on machine learning and AI with chatbots and virtual digital assistants.
TECHNOLOGY IN EVERYDAY LIVING
Artificial intelligence systems have tremendous ability to comb through vast amounts of customer usage data and effectiveness of sales techniques and marketing strategies in search of useful patterns and other insights. Their study involves sales and marketing data not only from the end-consumer standpoint but also to determine the effectiveness of sales techniques and strategies themselves. Delhi air quality is one of the most talked-about issues, with innovative use of technology such as cost-effective IoT sensors across the city attached to street light can help measure and report air quality.
When today’s customer gets into an Uber he does not need to verbally communicate with the driver. The technology does all the work for him from directions to billing fare. Bangalore International Airport Limited (BIAL) airport check-in has set the benchmark making air travel so easy, comfortable, seamless and paperless.
Another example is the popular Airbnb which uses technology to facilitate sellers and users across the world to a come into comfortable arrangements without the search cost. Customers have now started expecting the same kind of experience that they have with technology in their personal lives in business too. Research by Walker predicted that by 2020 customer experience will overtake price and product as the main differentiator. As Millennials and Gen Z have become the majority of workers, they bring a desire for purpose-driven work.
87% of customers measure all products and services against Amazon and Starbucks (Wunderman, 2018)
Organizations have woken up and are increasingly deploying agile hybrid IT services and agile networking and getting the user experience right as a critical part of business transformation. Involving both usability’s of applications for external customers, as well as for internal employees through IT training and upscaling capabilities.
STRATEGIC PARTNERSHIPS HOLD THE KEY TO FUTURE
Since competition within the industries is extremely fierce and demands from customers forever increasing, the organizations are now getting increasingly reliant on each other, be it suppliers, distributors, sub-contractors or specialized consultants, producing a diverse range of products and services that interest customers. As managing these partners requires document-based communication, a process which was earlier viewed as time-consuming is now faster through technology. A streamlined workflow transparent, timely and accurate with an eSignature system is used.
The businesses that thrive in the future will be those that reposition themselves to deliver seamless, satisfying experiences through the perfect mix of human and machine intelligence. Intelligent workflows are right at the heart of this evolution towards becoming a Cognitive Enterprise.
DEVELOPING NEXT-GENERATION LEADERS
In this digital era, many roles that exist today won’t exist in the future. And the new roles that no one has yet envisioned will emerge. Without a crystal ball, CEOs must invest in continuous learning for their team. Employees need to be rated according to their mastery of new skills rather than how much time they put into the learning process. In many cases, this accelerates the whole procedure.
A comprehensive workforce strategy will unleash new sources of value, greater speed and agility, and the creation of more valuable strategic services for the business. While new technologies remain an impetus for change, the number of leaders who expect customer experience to drive change in their organizations jumps nearly three-fold. 55% of customers are willing to pay more for a good experience (Think Jar, 2017).
Next-generation business is looking at the convergence of technology like artificial intelligence (AI), automation, Internet of Things (IoT), blockchain and 5G to reshape business architecture. An evolved Enterprise transforming from the inside-out bringing together data, smart people and technology together.
LEADERSHIP TRIBE UK I USA I INDIA I CHINA I SINGAPORE I UAE I
We are present in all 5 continents having clients and partner offices in more than 15 cities in over 7 countries, we have a truly global perspective plus the ability to collaborate on particular matters with international consulting firms. Please contact us to see how we can help you and your business:
LEADERSHIP TRIBE: HOW ARE WE HELPING ORGANISATIONS?
1. We enhance your leadership skills to create and lead business transformation initiatives in your organization.
2. Equip you with the understanding of strategic drivers of digital transformation, data, analytics and, technology, to lead your organization to grow.
3. Help you to build the capabilities to understand the business frameworks for value creation and innovation to lead transformation initiatives for a sustainable competitive advantage
4. Advice on AI leverage to provide personalization and effective compelling customer experiences.
5. Apply AI to increase efficiency and effectiveness to your core business process.
6. Apply Deep learning models for better decision making and deriving insights
7. Building fluid work structures with cross-functional teams to promote autonomy and exponential learning
OUR SERVICE OFFERING:
We offer a wide range of consulting, training and coaching services to help our clients to build their internal capability and deliver their business transformation. The following are the typical areas we have helped our clients:
STRATEGY FACILITATION AND BUSINESS PLANNING
We help our clients to plan to achieve their vision and objectives. We also advise on the appropriate processes, practices and tools on demand.
ORGANISATION DESIGN
We help our clients to identify dysfunction in their structures, systems and workflow and help them to become agile and customer-focused and develop plans to implement the new changes.
OPERATING MODEL
We work with our clients to streamline and restructure the way they do business and deliver value. We help client’s lower costs, build greater resilience, and improve performance.
ACCELERATED AGILE TRANSFORMATION
We help our clients to plan and execute Agile transformation. We assess their Agile maturity and readiness, address challenges and assist transformation with appropriate consulting and training.
TRAINING AND CERTIFICATION
We uplift our clients’ ability to learn, progress and innovate through IC Agile-accredited classes as well as certification courses in Agile, Design Thinking, Building High-Performance Teams, Leadership Training, etc.
CHANGE MANAGEMENT
We help our clients develop sustainable change and lasting results, achieve the required business outcome and realise envisioned benefits.
PROJECT MANAGEMENT OFFICE (PMO)
Our PMO practise helps the client to establish, lead, facilitate and deliver transformation programs.
CONSULTANTS ON-DEMAND
We help our clients to reduce the cost and risk in their transformation journey by helping them to source the most suitable candidates with the right skills and fit for the organization.
MENTORING AND COACHING
We help the client’s team to acquire new knowledge and skills, embed them in practice, and enhance the overall performance via mentoring and coaching.
TRAINING FOR LEADERS
Understand the big-picture context for digital transformation efforts and identify maturity level and find a digital strategy on track for the long term.
TRAINING FOR TECH LEADERS
Dive into technologies that are driving digital innovation-cloud computing, big data and data science, machine learning and AI, blockchain, and IoT.
Help transform mindset shifts at organizational and individual levels. Increase digital literacy and learn how to work and collaborate in new, more productive ways.
We also give support on the learning path with numerous other courses related to digital transformation, including agile project management, change management, design thinking, and how-to courses on today’s digital collaboration tools.
You can drop us a line on hellouk@leadership-tribe or reaching us through contact us
