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Financial insecurity, the unpredictability of regional and global situations, environmental threats, and advancements in technology have caught organizations off guard.  Consequently, many leaders have ended up turning to Scenario Planning to generate potential possible scenarios, in contrast to planning and devising strategy for a single possible circumstance.

Scenarios include plausible, yet unforeseeable situations and challenges.  They encompass various permutations of facts and anticipated s

Necessity to accelerate Innovation, is not restricted to a certain industry.  Existing businesses in a variety of industries are acutely aware of the competitive threats posed by their inadequate Innovation chains.  In addition, they are aware of the speed with which startups might adopt new technology.

This understanding spawned the Open Corporate Accelerators (OCA) model, which requires less capital commitment than the standard Corporate Accelerator approach.

Typically, a single business initiat

Selecting ground-breaking new projects for additional investment and expansion is risky and difficult, as new ideas are fraught with technological and market uncertainty. There will always be winners and losers in the process of evaluating Capital Investment projects for funding, but no one wants to be the decision-maker who missed a fantastic investment opportunity.

According to research, project selections can go wrong as a result of the following 5 issues within the expert panel formed to sele

Disruptive change has put a tremendous strain on organizations and their IT departments.  The capabilities of the IT talent is declining due to inadequate technical education and aging workforce.  Legacy systems and diverse IT applications are frequent across most organizations.  Mergers and Acquisitions have become a norm, pushing vendors to form alliances.  Mobile devices, tablets, and social media have been quite common across employees of almost all organizations.  Cloud Computing and softwa

Most people believe that the value and impact of the C-level leadership originates from the number of meetings conducted, having the ability to plan for long term, and make key strategic decisions collectively.  However, in reality, the C-level seldom works in unanimity to make collective decisions.  They often have animosities with each other and lack collaboration and mutual trust.

The real impact and success of the top team emanates from the informal and social networks of its members, their r

Majority of pharmaceutical companies are persisting with decade old processes and routines.  They have transactional relationships with suppliers, lack of concerted efforts to progress ahead, and no vision to reap productivity rewards.  The reasons for continuing with these traditional practices include tax regimes, regulatory hurdles, and stable revenues from customers dependent on existing industry offerings.

Disruption—spurred by technological Innovation, fluctuating customer demand patterns,

Potential opportunities always surround leaders.  It is up to them to pounce on those or regret overlooking them, when someone else takes advantage of them.

Leaders’ personal beliefs and assumptions often clash reality.  The trait is categorized as “confirmation bias” in Psychology, where individuals pick the data that supports their existing opinions and approaches and doubt information which defies their mindsets.  Leadership needs to develop themselves to the level to consider the slight hints

Agile is a robust approach to value creation.  More and more organizations are adopting Agile Software Development approach.

Becoming Agile is imperative to meet and exceed customer expectations and emerging business trends.  Implementing the Agile approach to Software Development leverages significant benefits, including:

• Rapid design and development of new product and service offerings
• Revolutionizing processes
• Managing talent
• Reforming organizations

However, Agile alone is not enough.  Agile Transf

Accelerated pace of technological disruption has forced organizations to change.  It has triggered leaders to think of the ways they must adopt to survive in these challenging times.

Organizations are confronting this scenario by embracing digital technologies.  Traditionally, the focus of the organizations in these Transformation initiatives has remained on speed of change.  To get the most out of their initiatives, they are making drastic changes, to include:

• Creating Agile Teams
• Introducing Mobi

Improving Product Development competencies in designers and developers is a concern for senior leaders in the Manufacturing sector.

The approach most organizations take in developing Human Resources does not go beyond staffing the cream of the crop from leading global educational institutes.  Talent Development to them is, typically, sending their people to attend workshops and keeping up with employee annual training hours’ goals, and that’s it.  Companies usually spend more on acquiring latest

A traditional Value Chain involves a linear sequence of activities—from conversion of raw materials into components which are assembled into products.  The products are then distributed, marketed, sold, and serviced.  Management plans and execute strategies and operations based on this sequence.

This set of activities worked well for organizations in the past.  However, this linear progression does not encourage Innovation and provides little protection from the risk of being outperformed by riva

Survival of a business in this digital age largely depends on its ability to timely embrace Digital Transformation. Digital Transformation entails using Digital Technologies to streamline business processes, culture, and customer experiences.

In order to compete today—and in future—and to enable Digital Transformation, organizations should work towards fostering a culture of continuous learning, since Digital Transformation depends on learning and innovation.  The organizations that holistically

COVID-19 is shaping a “New Normal”—a Low Touch Economy that requires a strategic response.

The world is changing. Forced isolation and social distancing restrictions have been put into place with the advent of the COVID-19 health crisis. This is not expected to end soon but is expected to have a lasting effect on the world. In fact, a new generation of consumer behaviors is already being shaped.

The new world will not be better off or worse. It will be different. During this period of influx, some

Chemical manufacturing companies are continuously coming up with concerned initiatives to assist against Coronavirus which is submitting to extreme highs with hopes of abatement. With rising number of cases, the demand for essential chemical feedstock required in the healthcare industry is showing an incredible surge, compelling the indulged companies to scale up the supply. Stressing this issue, WHO has also asked chemical companies to ramp up the production of personal protective equipment mat

Organizations today are spending money on the latest technologies and working hard to solve problems as they arise. Yet, sad to say, this is simply not enough.

Today, to get on top of today’s fiercely competitive business environment, organizations need to take a strategic move: Develop an Innovation Mindset. What is an Innovation Mindset? What does it take to develop an Innovation Mindset? Often, this can be mindboggling as we get confused as to understanding what is an Innovation Mindset. Devel

Today’s C-suite is making a significant investment in new technologies.  Yet, it is failing to achieve full value. Technologies are being deployed in pockets or silos without a Strategy for scaling the Innovation from these technologies across the enterprise. Unable to scale their Innovation, organizations are not realizing the full benefits of their technology investments.

An Innovation Achievement Gap exists. What is the Innovation Achievement Gap? This is the difference between potential and r

Gordon Moore, Intel co-founder, observed that the number of transistors in a dense integrated circuit doubles about every two years.  He projected that this rate of growth would continue for at least another decade.

His observation, termed the “Moore’s Law,” has correctly predicted the pace of innovation for several decades and guided strategic planning and research and development in the semiconductor industry.  Moore’s law is based on observation and projection of historical trends.

In 2015, Gor