Upping your mergers and acquisitions game with network analysis

shutterstock_522883132_loPosted by Tiffany McDowell, Ami Louise Rich, India Mullady, Kate Hipwell, Dany Rifkin, and Sonia Singh on January 21, 2020. If you’ve ever found yourself navigating a major acquisition or divestiture, you know there is a long road of unknowns – a winding path of critical decisions that rarely feel like they’re made based on complete, quality data. This only becomes more apparent when thinking about the organization – how it’s structured and led, how to retain and engage key employees, and how work will get done in the short and the long term.

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Transforming the supply chain for health care providers Part 2

Part 2: Unlocking critical capabilities in supply chain through an operating model transformation

Posted by Eileen Radis, Lynn Gonsor, Paul Atkins, and Kurt Banas on January 15, 2020. 

In Part 1 of our series, we looked at how supply chain is rapidly becoming a key strategic function across the health care provider ecosystem. Today, we discuss unlocking critical capabilities in the supply chain through an operating model transformation.

Only 38 percent of executives say they are very or extremely confident that their supply chain organization has the capabilities it needs today.[i] This fact is garnering significant attention in the health care sector, as more business leaders begin to understand the strategic significance of supply chain as a powerful way to impact the bottom line and prepare for the Future of Work. As a result, savvy supply chain executives should be focused on developing high-performing, adaptable teams to be able to create and deliver more-advanced supply chain capabilities and drive value. This often requires reorganizing the function from the top down through an operating model transformation, which we loosely define as ensuring the right skills, in the right place, in the right amounts, at the right time. Basically, you can’t drive innovative and leading-edge approaches through ineffective decision rights, structures that are dated, and a view of supply chain that is merely transactional.

To provide executives with an overview of what a supply chain operating model transformation might entail, this post touches on three topics: (1) supply chain capabilities needed in the future, (2) operating model components that should be considered in times of transformation, and (3) the factors that can  make a supply chain transformation achieve the expected results.

 

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What powers Exponential Professionals? Exponential technologies

Posted by Darryl Wagner, Sourabh Garg, and Callum Humphrey on January 10, 2020. As the writer Elbert Hubbard once said, “One machine can do the work of 50 ordinary men. No machine can do the work of one extraordinary man.”1 Your company may be filled with dozens, hundreds, or even thousands of professionals with extraordinary potential, but they are often spending their time doing mundane, time-consuming tasks when they should be applying their potential to higher-level, human cognition challenges. Exponential technology makes that leap possible, creating the opportunity to transfer the “machine work” to machines and augment and expand the role of the professional.
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On the road to digital maturity: The way of the agile master

Posted by Shannon Murtha, and Akhand Singh on July 1, 2019.

More than ever, organizations are embracing digital transformation, focusing on increasing agility across processes, operations, and technologies. Our 2016 survey on technology implementations revealed that over 80 percent of the 550 companies responded were already operating on both agile and traditional waterfall methods while only 16 percent had not applied agile.1 Highly mature agile organizations, which are those using agile methods for all IT projects, have all seen significant improvements in quality, speed, risk reduction, and ROI. But for organizations to truly embrace agile requires very different organizational structures. Organizations must be prepared to not just transform their IT or I&O (infrastructure and operations) departments, but also transform their entire organization, from culture to governance to operations.
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Prediction 10: HR will take its own medicine in boosting capabilities


Posted by Denise Moulton on January 24, 2018.

Changes driven by advanced technologies and shifting workforces are creating unprecedented opportunities for transforming the workplace. At the same time, the very nature of the relationship between a business and its workforce is changing. Old, top-down management paradigms are fading away. Teamwork, mobility, innovation, and inclusion are taking center stage, along with redefining work with creative applications of technology.

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