Technology initiatives rarely fail because of the technology. Software and other technologies can and often do work as intended for thousands of users. So why does the degree of success vary so much from one implementation to another? Why do some businesses struggle to merely install a solution, while others successfully and profoundly transform?
Those who succeed usually adhere to the following key guiding principles...
Open concepts, glass walls, and the freedom to move about the work environment are some of the hallmarks of modern day work spaces. Long gone (for some) are enclosed spaces, hallways upon hallways of doors and offices, and heavy wooden furniture. In the recent multibillion-dollar evaluation of WeWork and other collaborative workspaces, the trend towards a more humanistic and creative minded workspace is a concept here to stay.
Last week, the California Tourism Safety and Security Association hosted their annual training conference.
Axellium Principal, and President of the association Adam Coughran coordinated and hosted the event. Coughran partnered with Stacey Escalante, of Escalante Media Management, to present this intensive four-hour course.
Content creation takes time. Lots of it. And time is something most executives and subject matter experts have precious little of. Yet companies now realize the absolute necessity to get in the digital content game. The question is: are they doing it as well as they could? And the answer is: apparently not so much…
Things at work and in business are changing, fast. Jobs, careers, companies and employees aren't what they used to be. Whether cause or consequence, the "independent economy" is taking hold at an increasing pace. We discussed the impact of this and other related trends on corporate business practices, and the opportunities and challenges it is creating for businesses and the independents that help them.
Project Management as a career path rarely seems to start as a well informed decision. How many of us who hold or once held the “Project Manager” title actually got into the position with a full understanding of what it meant to be one, how to do the job, or with the knowledge and experience required to be credible and effective? I’m afraid not many.
Industry buzzwords such as “Risk Management” and “Risk Mitigation” seem to echo in the hallways of virtually every office building in America. From industries such as Insurance where quantifying and qualifying risk is a staple, to Main Street America where risk is simply selling enough product to make monthly rent, we are faced with risk every day.
Business transformation involves and affects every part of an organization. There rarely is such a thing as "localized" transformation as most processes nowadays are often co-dependent and cross-functional. As the scope of transformation broadens, perhaps to include international locations, cultural differences play an increasingly significant part also. When things go well, individuals and teams learn from each other and everyone benefits from the experience. But when things don't go so well, the intended transformation can fail, leaving in its place a trail of frustration, a massive expense tab, and significant collateral damage.
In this context, I am not talking about building physical structures spanning across roads or rivers. This is all about making sure your employees and teams, arguably the most valuable assets your business has to drive value and success, are connecting and communicating in meaningful and impactful ways.
Never before has Darwinism been so alive and well. I'm not referring to the survival of the species, but to the survival of corporations. As new technologies transform the business landscape, companies increasingly need to adapt or get left behind. We've already seen this happen in a number of industries.
As a consultant, I spend most of my time working with executives to identify, quantify and eliminate business inefficiencies. Like most others, I used to view inefficiencies as a bad thing. But over the years my views have changed. I now see inefficiencies as opportunities. Let me explain.
Nothing is more important to a business than its employees. Period. Buildings, computers, machinery and other capital assets sometime play a critical role in enabling the business, but they can’t do much without being built, installed, configured, used and maintained by conscientious and meticulous individuals who care about what they do, and about the success of the business who employs them.
I use an app to track the calories I eat and the more challenging ones I have to burn. One of the premium features of the app analyzes behavioral trends and provides insight into patterns that may (or may not) be helpful in achieving your objectives. One such insight recently flashed on my screen as an attempt to get me to subscribe to the premium version. It said something like this: “we’ve noticed that on days when you drink more coffee you tend to eat less fat and fewer carbs". It then recommended I drink more coffee as a way to lose weight faster.
Just what is a Growth Lever, and why are they so interesting to me? Thinking back on when I've had the most fun and success in my career, the common theme was that we had found the primary lever to dramatically grow the business.
Merging their businesses was the right thing to do for Patrick Boulard, President & CEO of Axcelysis and Robert Kelle, President & CEO of Trullium. Both had over 20 years of corporate experience as senior business and IT executives, and both had spent a number of years developing and operating successful but independent consulting firms.