Celonis: Building a lean digital ecosystem

In this note, I offer a framework to help business leaders cope with the duality of geopolitical conflict and stakeholder scrutiny. CEOs increasing...

With organizations of all sorts facing increased urgency and unpredictability, being able to ask smart questions has become key. But unlike lawyers...

How can innovative solutions to address societal grand challenges be cultivated in a pragmatic and impactful way? In this article, we propose the “...

While a CDO can offer substantial benefits in steering digital transformation, fostering innovation, and achieving competitive advantage, organizat...

History, values and traditions provide family businesses with a competitive advantage, motivating and guiding their entrepreneurial activity. They ...

No company can grasp the potential of AI until it has set up a data-driven culture enabling employees to create value from the insights that emerge from data analysis. This means that before setting up an AI strategy, organizations must transform and prepare their infrastructure and culture for the AI age. This case study discusses the initiatives developed and rolled out by Marianne Galvin, initially Head of Data Office and then VP of Digital Transformation, as she worked to turn Civilia Engineering into a data-driven company. The case explores what Marianne put in place over her first 22 months with the company. This included: Governance structures and an educational program that proved to be highly popular. As the initiatives took root, Marianne and her team began to gain acceptance of use cases and dashboards for data-driven decision making but there were still several challenges to overcome, in particular how to work with an IT team more focused on architecture and improving legacy systems. The case closes as Marianne looks ahead to 2024, outlining what still needs to be done to gain digital and data maturity. The case provides a comprehensive understanding of the critical aspects of building a data-driven organization, particularly focusing on the interplay between value, data, and people. Through this case, learners will develop a nuanced understanding of the three pillars that sustain data-driven organizations, how to create a data-centric culture, how to avoid pitfalls in data-science projects and the nuances of digital transformation in non-digital organizations. They will be equipped with the knowledge and skills necessary to effectively lead and contribute to the building of data-driven organizations, fostering an environment that embraces data-centric decision-making and successfully navigates the complexities of digital transformation in an increasingly data-driven world.

It is increasingly common to encounter individuals with “Fractional” in their job titles. On Linkedin alone, there are over 110,000 people who iden...

Venezuela is engulfed in a political and economic crisis, which has forced over 6 million people – some 20% of the population – to flee the country...

As the bellwether digital coin reaches a record high of $69,000, why a spring event known as “the halving” is expected to propel prices higher stil...

How ready is the financial services industry to benefit from digital disruption? Findings from the Global Center for Digital Business Transformatio...