Strategy and culture are among the primary levers at top leaders’ disposal in their never-ending quest to maintain organizational viability and effectiveness. The approach provides clarity and focuses on collective action and decision making. It relies on plans and sets of choices to mobilize people and enforced by both concrete rewards for achieving goals and consequences for failing to do so. In this session, we suggest that culture can be managed to maximize its value through commonly used social and behavioral models.
How to profitably deliver services to customers has become a defining challenge for businesses today. There are several reasons for this. One is because customers don’t just expect more; the expectations themselves also change quickly, radically shifting profits. The other is that executives face an increasingly complex landscape of technologies, methodologies, and both regulatory and compliance pressures to ensure that new processes are standardized and traceable. That is calling into question how businesses work, build skills, and deliver customer experiences.
§ Identifying core competencies in digital business
§ Building a digital model with a cadre of people
§ Hire, train, and retain talents through performance metrics
§ Understanding automation potential by analyzing work activities
§ Considering deploying automation with the cost of labor and related supply-and-demand dynamics, factoring issues on regulatory and social-acceptance
§ Examining technical feasibility with technologies automating occupational activities