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Farid Mheir
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Modern AI can figure out patterns, classify objects, make decisions and evaluate the results. It can learn and adapt to new situations using feedback loops. It’s awesome software. You don't need to pay someone to make an analysis then pay someone to create a piece of software then pay someone to validate the outcome then realize it’s not doing what you expected then go back and tweak the software. That whole cycle can take years in large organizations, yet a properly designed process powered by artificial intelligence can do that in a matter of days. It can recode itself, roll the changes out, and verify if it’s actually moving the needle in a direction that you want — all at an accuracy and speed beyond human ability. Quite powerful. Quite threatening.
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Farid Mheir
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Many brands going through a digital transformation struggle to structure their teams. This framework can act as a guideline.
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Farid Mheir
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L’avènement de l’industrie 4.0 modifie les façons de faire des entreprises. Le numérique vient non seulement transformer les systèmes et les processus, mais apporte aussi des changements au sein des différentes fonctions de gestion d’entreprise. Afin de rester concurrentielles, tant les PME que les grandes organisations doivent se tourner vers les nouvelles technologies.
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Farid Mheir
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Companies need to increase revenues, lower costs, and delight customers. Doing that requires reinventing the operating model. A simple way to visualize this operating model is to think of it as having two parts, each requiring companies to adopt major changes in the way they work: - The first part involves a shift from running uncoordinated efforts within siloes to launching an integrated operational-improvement program organized around customer journeys (the set of interactions a customer has with a company when making a purchase or receiving services) as well as the internal journeys (end-to-end processes inside the company). Examples of customer journeys include a homeowner filing an insurance claim, a cable-TV subscriber signing up for a premium channel, or a shopper looking to buy a gift online. Examples of internal-process journeys include Order-to-Cash or Record-to-Report.
- The second part is a shift from using individual technologies, operations capabilities, and approaches in a piecemeal manner inside siloes to applying them to journeys in combination and in the right sequence to achieve compound impact.
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Farid Mheir
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In a nutshell, senior executives must move the company—and themselves—away from outmoded command-and-control behaviors and structures that are ill-suited to today’s rapid digital world. They must redouble efforts to overcome resource inertia and break down silos, because independent teams can’t overcome these bureaucratic challenges on their own. They must direct teams to the best opportunities, arm them with the best people, give them the tools they need to move fast, and oversee their work with a light but consistent touch.
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Farid Mheir
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Many of the companies I work with are undergoing some form of a “Digital Transformation” to ensure they stay competitive and relevant into the future. These big, transformational changes are very hard and require far more than an investment in new technologies. They require a clear and solid strategy for how technology can be used to transform the business and provide better customer experiences, a culture that embraces change and collaborates heavily, and the technology capabilities to execute the strategy quickly and efficiently. Otherwise, these digital transformation initiatives will end up just like the failed ERP projects of the past we’ve all heard about or been a part of.
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Farid Mheir
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Last month’s story about organizations exposing passwords and other sensitive data via collaborative online spaces at Trello.com only scratched the surface of the problem. A deeper dive suggests a large number of government agencies, marketing firms, healthcare organizations and IT support companies are publishing credentials via public Trello boards that quickly get indexed by the major search engines.
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Farid Mheir
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The ecosystem of third-party partners is only getting more complex as technology proliferates: creative, media, digital, research, communications, management consulting firms, data partners and marketing/advertising technology vendors. With so much choice, CMOs worldwide outsource a good number of marketing services, according to Newbase’s January 2018 survey.
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Farid Mheir
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In this paper, we seek to provide an introduction to AI to policymakers and other stakeholders in the wider Internet ecosystem.
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Farid Mheir
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Machine learning systems, like those used in self-driving cars, can be tricked into seeing objects that don't exist. Defenses proposed by Google, Amazon, and others are vulnerable too.
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Farid Mheir
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Directors need to rethink their roles and their attitude to risk.
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Farid Mheir
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La Stratégie numérique du Québec est un projet de société qui vise la cohérence de l’ensemble des actions gouvernementales afin d’accélérer l’essor, dans tous les milieux, d’une véritable culture numérique. Cette stratégie a été élaborée en collaboration avec les citoyens, les experts, les entreprises et les organismes, selon leurs préoccupations, leurs besoins, leurs réflexions et leurs idées. Le ministère de l’Économie, de la Science et de l’Innovation a également travaillé de près avec plusieurs autres ministères pour définir les objectifs et les cibles de la Stratégie.
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Farid Mheir
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Over the past several years, Gowling WLG has been at the forefront of the blockchain space. In that time, we’ve leveraged our sophisticated understanding of both the technology and the surrounding legal context to help numerous clients navigate this complex area. We look forward to building on that reputation by continuing to advise businesses, institutions and other organizations on their blockchain strategies.
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Farid Mheir
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The annual reports released by public corporations to their shareholders are known for being among the driest and dullest documents known to humanity. They’re usually full of tiny print, never-ending financial statements, and inscrutable charts. But Estée Lauder just released its 2017 report and it is a thing of beauty.
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Farid Mheir
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The dawning of the digital era is the latest in a long series of innovation-led disruptions, and, as with past disruptions, it is the board’s responsibility to decide which skills and competencies to add in response, and how best to do so.
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Farid Mheir
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Board members should raise nine critical questions when discussing technology strategy with IT and business managers. A McKinsey & Company article.
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Farid Mheir
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Christine Outram, a human-centered smart city and big data strategist, wrote a very keen blog post about What Starbucks Gets that Architects Don’t. …
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Farid Mheir
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DRIVE BUSINESS TRANSFORMATION WITH DIGITAL CUSTOMER EXPERIENCES Digital customer experience has become a key business differentiator, and application development and delivery (AD&D) leaders of front-office, web, mobile, and digital development must step up to support their firm's initiatives. A broad focus on digital customer experiences carries great risks for your firm: too much experimentation for not enough return; too much duplication and waste; and too little use of data to drive and measure business results.
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Farid Mheir
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IT strategy is a business question with a technical answer. Digital business strategy is a digital question, with a business answer, which may include non-digital solutions, such as getting into different businesses, or changing strategic posture. A classic example is logistics companies such DHL, UPS, FedEx getting into financial services for their clients, based on digital (informational) capabilities.
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Farid Mheir
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Price battles may lead customers to believe that little separates one public cloud vendor from another. But there are surprising differences in the services Google, Amazon and Microsoft offer customers.
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Farid Mheir
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This post originally appeared on LinkedIn. When you start out as an entrepreneur, it's just you and your idea, or you and your co-founder's and your idea. Then you...
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Farid Mheir
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Leading CIOs see the move to a leaner IT structure as a natural response to changing IT economics and new consumer-based technologies. A lean IT organization is created through a process of addition by concentrating on the resources in areas where IT expertise can add value.
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Farid Mheir
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While the C-suite sometimes seems too crowded today, it's also clear that technology is underrepresented in the leadership circle as digital in all its forms deeply infuses the modern organization.
The reality is that organizations will do both of these things: Add more C-level executive oversight to digital while they also attempt to broaden their technology adoption base internally on the ground (making everyone part of the IT department, essentially, just like everyone is part of the social media team.) While this might have been somewhat controversial even a year or two ago, it's now clear that this is the likely route for most companies, even as they have to vigorously compete with many digital startups trying to displace them with a purer and more savvy approach not hindered by their legacy constraints.
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Farid Mheir
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Broadly, firms fall into one of three states with regards to their response to increasing opportunities fostered by digital. - Already fundamentally digital.
- Making inroads towards building a truly digital DNA.
- Yet to wake up to the digital future.
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Curated by Farid Mheir
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WHY IT MATTERS: this is quite useful framework to help guide the strategic planning process and measure its progress.