1h 0m ·
Published
09 Dec 08:00
The Buzz: A silver bullet can be defined as an infallible means of attack or defense; a simple remedy for a difficult or intractable problem; any simple but sweeping solution to a complex or virtually insurmountable problem; a bullet made of silver, usually in the folkloric belief that such bullets are the only weapons that can kill a werewolf; or any straightforward solution perceived to have great effectiveness or bring miraculous results. Besides the one in folklore, is there ever an effective silver bullet? Many solution provider organizations are shifting the fundamentals of their business from project-based to recurring revenue-based – a massive transformational challenge with many levers to pull, push and turn on the journey. We’ll ask SAP's Charles Bennett, Dave Hartley and John Scola about those levers and the silver bullet that may be a core foundational principle for every successful recurring revenue business on The Silver Bullet for Cloud Economics: Customer Success.
1h 0m ·
Published
09 Dec 08:00
The Buzz: A silver bullet can be defined as an infallible means of attack or defense; a simple remedy for a difficult or intractable problem; any simple but sweeping solution to a complex or virtually insurmountable problem; a bullet made of silver, usually in the folkloric belief that such bullets are the only weapons that can kill a werewolf; or any straightforward solution perceived to have great effectiveness or bring miraculous results. Besides the one in folklore, is there ever an effective silver bullet? Many solution provider organizations are shifting the fundamentals of their business from project-based to recurring revenue-based – a massive transformational challenge with many levers to pull, push and turn on the journey. We’ll ask SAP's Charles Bennett, Dave Hartley and John Scola about those levers and the silver bullet that may be a core foundational principle for every successful recurring revenue business on The Silver Bullet for Cloud Economics: Customer Success.
1h 0m ·
Published
25 Nov 08:00
The Buzz: “When digital transformation is done right, it’s like a caterpillar turning into a butterfly, but when done wrong, all you have is a really fast caterpillar.” (George Westerman, MIT Sloan) Digital Transformation in business has become a fundamental cornerstone to help satisfy customers’ escalating expectations, adapt to Covid-19 pandemic-driven workforce and workplace changes, and provide competitive differentiation. Generations who grow up with digital technologies expect companies they work and interact with to keep pace. How do you leverage it to improve your business? Are you a pacesetter or follower? When should you embark on transformation projects? How can you ensure your change management projects succeed? How can you seize the opportunity to also drive the ‘’greater good’’? We’ll ask SAP’s Cathy Daum, AGILITA’s Sandra Voeller and Islet’s Janina Luoto for their take on Driving Technological Change: Cornerstone of Successful Business.
1h 0m ·
Published
25 Nov 08:00
The Buzz: “When digital transformation is done right, it’s like a caterpillar turning into a butterfly, but when done wrong, all you have is a really fast caterpillar.” (George Westerman, MIT Sloan) Digital Transformation in business has become a fundamental cornerstone to help satisfy customers’ escalating expectations, adapt to Covid-19 pandemic-driven workforce and workplace changes, and provide competitive differentiation. Generations who grow up with digital technologies expect companies they work and interact with to keep pace. How do you leverage it to improve your business? Are you a pacesetter or follower? When should you embark on transformation projects? How can you ensure your change management projects succeed? How can you seize the opportunity to also drive the ‘’greater good’’? We’ll ask SAP’s Cathy Daum, AGILITA’s Sandra Voeller and Islet’s Janina Luoto for their take on Driving Technological Change: Cornerstone of Successful Business.
1h 0m ·
Published
18 Nov 08:00
The Buzz: “Adaptability may be your most essential skill in the Covid-19 world.” [WaPo] When a global health pandemic is added to volatility, uncertainty, complexity and ambiguity, does previous knowledge count more than the ability to navigate the unknown? When health concerns require millions to work remotely in a two-dimensional online experience, how do they learn and create meaning for themselves? Deluged by a flood of information and answers within instant reach, how do we focus on what matters to us, our families, communities, companies, the world? The many facets of these pressing issues include the paradigms of knowledge, competence and behavioral change; what it means to be a conscious and social learner and active agent in the world; and what neuroscience tells us about the capabilities of humans vs machines to innovate with purpose and meaning. We’ll ask SAP’s Darragh Power and Axel Ferreyroles for their insights on The Wisdom of Learning: Facing an Unknown Future.
1h 0m ·
Published
18 Nov 08:00
The Buzz: “Adaptability may be your most essential skill in the Covid-19 world.” [WaPo] When a global health pandemic is added to volatility, uncertainty, complexity and ambiguity, does previous knowledge count more than the ability to navigate the unknown? When health concerns require millions to work remotely in a two-dimensional online experience, how do they learn and create meaning for themselves? Deluged by a flood of information and answers within instant reach, how do we focus on what matters to us, our families, communities, companies, the world? The many facets of these pressing issues include the paradigms of knowledge, competence and behavioral change; what it means to be a conscious and social learner and active agent in the world; and what neuroscience tells us about the capabilities of humans vs machines to innovate with purpose and meaning. We’ll ask SAP’s Darragh Power and Axel Ferreyroles for their insights on The Wisdom of Learning: Facing an Unknown Future.
1h 0m ·
Published
04 Nov 08:00
The Buzz: “There is no better approach to solving challenges than the famous saying ‘Two heads are better than one.’…Strategic partnerships benefit everyone: businesses, employees and customers.” [theglobeandmail.com] Do we underestimate the power of partnerships? As a consumer, how important is having a good experience? Can purpose and profit co-exist? No single company has a lock on selling any product or service. Because we can get what we want or need from multiple sources, we can be highly selective and weigh multiple factors – product quality, company reputation, brand alignment with our values (i.e., “green” business) – when choosing where to spend our money. We prefer to connect with companies that deliver consistent, quality experiences because we see and feel their commitment in each interaction. We’ll ask SAP’s Chief Partner Officer Karl Fahrbach and COO of the SAP Global Partner Organization Emer Neville to share their expert insights on The Power of Partnerships.
1h 0m ·
Published
04 Nov 08:00
The Buzz: “There is no better approach to solving challenges than the famous saying ‘Two heads are better than one.’…Strategic partnerships benefit everyone: businesses, employees and customers.” [theglobeandmail.com] Do we underestimate the power of partnerships? As a consumer, how important is having a good experience? Can purpose and profit co-exist? No single company has a lock on selling any product or service. Because we can get what we want or need from multiple sources, we can be highly selective and weigh multiple factors – product quality, company reputation, brand alignment with our values (i.e., “green” business) – when choosing where to spend our money. We prefer to connect with companies that deliver consistent, quality experiences because we see and feel their commitment in each interaction. We’ll ask SAP’s Chief Partner Officer Karl Fahrbach and COO of the SAP Global Partner Organization Emer Neville to share their expert insights on The Power of Partnerships.
1h 0m ·
Published
28 Oct 07:00
The Buzz 1: “It’s just like driving a car faster: At some point there becomes a speed where you can’t go through the twists and turns responsibly anymore.” fastcompany.com The Buzz 1: “Staying innovative is vital to remaining alive and successful. But innovation is not only about having good ideas, it is also about cultivating the best conditions in which top teams can perform.” imd.org The Buzz 3: “Innovation for innovation’s sake isn’t always a good thing.” advantexe.com Yes, innovation! To get ahead of the competition, enterprises moved to cloud-based solutions to open the door to innovation opportunities. But in their eagerness to discover as many “shiny new pennies” as fast as possible, some businesses ended up with a compromised infrastructure, end-to-end process failures, and new security risks. We’ll ask Tom Roberts at SAP, Kamal Ahluwalia at Eightfold.ai, and Mani Pirouz at SAP for their insights on Innovating with Abandon: The Perils of Too Much, Too Fast, Too Soon.
1h 0m ·
Published
28 Oct 07:00
The Buzz 1: “It’s just like driving a car faster: At some point there becomes a speed where you can’t go through the twists and turns responsibly anymore.” fastcompany.com The Buzz 1: “Staying innovative is vital to remaining alive and successful. But innovation is not only about having good ideas, it is also about cultivating the best conditions in which top teams can perform.” imd.org The Buzz 3: “Innovation for innovation’s sake isn’t always a good thing.” advantexe.com Yes, innovation! To get ahead of the competition, enterprises moved to cloud-based solutions to open the door to innovation opportunities. But in their eagerness to discover as many “shiny new pennies” as fast as possible, some businesses ended up with a compromised infrastructure, end-to-end process failures, and new security risks. We’ll ask Tom Roberts at SAP, Kamal Ahluwalia at Eightfold.ai, and Mani Pirouz at SAP for their insights on Innovating with Abandon: The Perils of Too Much, Too Fast, Too Soon.