Quoted Serendipity

Transformation, unlike change management, doesn’t focus on a few discrete, well-defined shifts, but rather on a portfolio of initiatives, which are interdependent or intersecting. More importantly, the overall goal of transformation is not just to execute a defined change — but to reinvent the organization and discover a new or revised business model based on a vision for the future. It’s much more unpredictable, iterative, and experimental. It entails much higher risk. And even if successful change management leads to the execution of certain initiatives within the transformation portfolio, the overall transformation could still fail.

The professional triber is "the Hollywood model dispersed across the general workplace," says Tankersley. Just as Hollywood studios don’t themselves hire the individual cinematographer, editor, scriptwriters, and actors to make a movie, neither will companies of the future want to hire individual components of a team to get a job done.

The point is this: If the opposite of your core strategy choices looks stupid, then every competitor is going to have more or less the exact same strategy as you.

That's the irony about digital transformation, it doesn’t work when in of itself technology is the solution. Technology has to be an enabler and that enabler needs to be aligned with a bigger mission.

When people can build an identity with your product over time, they form a natural loyalty to it.

Simplifying frontline processes is another key priority, for it not only gives employees time to perform more effectively at moments of truth but also reinforces the vital sense of empowerment.

The Internet of Things is not just machines talking to machines. Fundamentally, the success of the IoT will depend less on the connection of technologies and more on the humanization of the technologies that are connected — intuitive technologies whose user-centric design intersects with artificial intelligence to produce a solution that measurably impacts and improves something (e.g., productivity or quality of life).

Strategy Execution Feature Enterprises fail at execution because they neglect the most powerful drivers of effectiveness: decision rights and information flow.