Andrew Webster

Recent Posts

How To Use Storytelling To Drive Successful Business Transformations

by Andrew Webster

70 percent of organizations reporting that they have a digital transformation strategy in place or in development, according to a 2018 Tech Pro Research survey. Yet the results continue to be unimpressive. In the finance and retail industries, only 30 percent of transformation projects deliver successful outcomes, according to a 2018 Fujitsu survey. Other industries, including transportation, manufacturing, and healthcare, see even lower returns on these efforts.

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Human-Centered Design: Your Competitive Advantage in an Always-On Transformation Era

by Andrew Webster

“Transformation” is the defining buzzword of business in 2018. Whether companies are going through a digital transformation, an organizational restructuring, or just changing the way they serve their customers, the “T word” topped every executives’ list of strategic goals for the year.

But as with so many buzzy priorities, saying you need to transform and knowing how to make it happen it are very different things.

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Building Agile Leaders

by Andrew Webster

How to adapt traditional leadership development programs in disruptive times

Corporate leadership academies have become a mainstay for global organizations, teaching generations of leaders how to be successful based on the skills, insights and lessons learned from those who came before them. This was a fine approach to building leaders in slow moving economies, but it no longer works today in a time of constant transformation for organizations, industries and people.

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Acceleration and Inertia

by Andrew Webster

How great change initiatives die when leaders are afraid to take risks

Fast and furious — that’s the goal for business today. The relentless pursuit of agile transformations, the desire to be disruptive, and the need for rapid iterative deliverables is all tied to speed. It all comes down to being innovative, and if organizations hesitate in this process or move too slowly, they miss perishable opportunities to grow their business and generate more customer value.

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Many Companies Say They Are Customer-Centric — Most of Them Are Wrong

by Andrew Webster

Ask any c-suite executive about what they are doing differently to drive value for the organization, and they will almost certainly say “putting the customer at the center of everything we do” (or some version of that). It is the latest trend in the quest to become more agile and innovative. As companies deal with the speed of change in technology, a customer base with more options than ever, and ever-decreasing time to focus, making decisions that consistently delight their customers and attract new ones is the only way to stay relevant. The trick is how to do it.

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