Stop. And Think.
This Is How Design Thinking Really Works
Let’s take a traditional brainstorm session and turn it upside down–and then take it for a walk around the block. This is exactly what we did when we attended a Design Thinking Workshop at the Harvard Extension School. Our mission? To experience a new, more collective way to problem-solve and expand our knowledge. Continue reading
From the Backroom to the Boardroom: The Rebranding of Finance and Accounting
New technologies are increasingly being used today to perform repetitive tasks faster and more accurately than humans ever can. If you’re an accountant who once performed these tasks, the implications are profound. Cloud computing, data analytics, robotic process automation (RPA), artificial intelligence (AI) and cognitive learning (CL) are disrupting your profession and transforming your role from back office accountant to strategic adviser.
Uncharted Territory: The Org Chart of the Future in the New World of Work
The org chart isn’t dead. It’s a living, breathing and ever-changing symbol of corporate structure. Its beauty is in its fluidity. So grab a whiteboard, a marker and a very big eraser. It’s time to draw the org chart of the future. Reinvention is the key to relevancy in the New World of Work. Continue reading
5 Work Disruptions to Watch in 2017
It seems that every day you hear about a new innovation that is disrupting the workforce. How can you be sure your company is maximizing the benefits of digitization? How can you leverage robotic technology and enhance satisfaction of your workforce at the same time? How can you stop operating with an old hierarchical organization structure and keep ahead of the business transformations and disruptions that are changing the way we work today?
Change is Changing: The Future is Different This Time
It’s easy to put off the future until tomorrow. Heck, for many companies, waiting is a part of their strategy. These are industry followers who consciously sit back and watch their competitors implement new technologies and operations. They don’t want to be on the “bleeding edge,” or so far out in front of the leading edge that they make mistakes. Continue reading