The strategy is rarely where transformation breaks down. The real test begins when the PowerPoint ends and the organization has to change how it actually works. Transformation has become one of those words that can mean almost anything. A new operating model. A digital overhaul. A cost program. A customer-experience …
The most expensive transformation projects aren’t always the ones with the biggest budgets. They’re the ones that solve the wrong problem. Digital transformation has become one of those phrases that can mean almost anything. Replace a legacy system? Digital transformation. Move a process to the cloud? Digital transformation. Deploy AI …
A practical question that can determine whether transformation creates lasting value—or simply delivers another project. There is a question leaders should ask much earlier in a transformation than they often do: Are we actually running a project, or are we changing the way the business operates? It sounds like a …
The AI pilot is live. Employees are using it. The demos are impressive. The usage dashboard is climbing. Everyone agrees the technology has potential. Then someone in the leadership meeting asks the question that tends to change the mood: “So… did it actually pay off?” Suddenly, the answers get less …
There is a familiar sequence in corporate AI projects. Someone identifies an exciting use case. The business case gets built. A vendor is brought in. The demos look impressive. The model answers questions, generates content, finds patterns and appears to understand the business. Then the project meets the data. Suddenly, …
When COVID-19 hit last year, it disrupted the whole world. Life ceased to be business-as-usual. But nobody knew it would last this long and affect so much. The economy took a hit and life became anything-but-normal. The impact of the pandemic has been far-reaching, with economies all over the world …
Why the first three months of a transformation often determine whether adoption becomes a habit—or quietly becomes another abandoned initiative. There is a familiar moment in almost every transformation. The launch has happened. The training sessions are complete. The new platform is live. Leadership has communicated the vision. Early usage …
A transformation can have a sponsor, a steering committee, a PMO, and a hundred people working on it—and still have no one truly accountable for making it stick. That’s the uncomfortable question more leadership teams should be asking. Because when organizations talk about transformation, they tend to focus on the …
Offshoring rarely fails because the offshore team cannot do the work. More often, it fails because the organization has tried to move work before it has understood the work. That distinction matters. For many companies, the first attempt at offshoring follows a familiar pattern. A leadership team identifies a cost …
When NASA came calling, we eagerly responded. NASA-Marshall Space Flight Center was in need of some Microsoft SharePoint solutions and we were privileged to be selected to be the solutions-provider. In what stands to be one of our most rapid deployments yet, the Cybaxis team was onsite in no time, …
