Unless the basic components are in place, then there is the risk of a serious mismatch in expectation between the provider and receiver of innovation.
It perceives the emergent trends of digital leadership, provides advice on how to run a digital organization to unleash its full potential and improve agility, maturity, and provide insight about Change Management. It also instructs the digital workforce on how to shape a game-changing digital mindset and build the right set of digital capabilities to compete for the future. Here is a set of “Unless” (II) quotes in “Digital Master.”
Innovation is a buzzword that can easily be misused unless you have a clear goal on what you want to get out of it. Is it cost savings, efficiency, better go to market strategy, improved IT agility in supporting new business, etc.
Innovation is useless unless there are real, measurable benefits in the quantitative or qualitative way: Faster time to market, productivity gains, higher efficiency.
Unless the basic components are in place, then there is the risk of a serious mismatch in expectation between the provider and receiver of innovation.
Unless the persons whom you wish to change see the benefits of the change, no change is possible. So you have to demonstrate the intended change with results!
Until and unless there is a mutual agreement between both management and staff as to a vested and balanced approach to the goals and vision of the organization, the performance management process will most likely remain an adversarial relationship.
Any strategy and model have limited utility unless each individual decides to change, owns the process of change, and takes the adventure into inner landscapes.
You cannot consider culture as one element of the strategy execution unless you can identify the dominant cultures, subcultures, and the layers of those cultures.
Unless there is naïve behavior, the impact of an overspending is rarely significant to most organizations. The last area where you could identify failure is that the business outcomes have not been achieved.
Innovation is useless unless there are real, measurable benefits in the quantitative or qualitative way: Faster time to market, productivity gains, higher efficiency.
Unless the basic components are in place, then there is the risk of a serious mismatch in expectation between the provider and receiver of innovation.
Unless the persons whom you wish to change see the benefits of the change, no change is possible. So you have to demonstrate the intended change with results!
Until and unless there is a mutual agreement between both management and staff as to a vested and balanced approach to the goals and vision of the organization, the performance management process will most likely remain an adversarial relationship.
Any strategy and model have limited utility unless each individual decides to change, owns the process of change, and takes the adventure into inner landscapes.
You cannot consider culture as one element of the strategy execution unless you can identify the dominant cultures, subcultures, and the layers of those cultures.
Unless there is naïve behavior, the impact of an overspending is rarely significant to most organizations. The last area where you could identify failure is that the business outcomes have not been achieved.
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