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Digital transformation presents a huge opportunity for procurement to increase value, efficiency and performance, but we must be aware of perceived value loss. Any transformation planning effort must address this risk and outline steps to mitigate it.
100 years ago, nearly 40% of all US jobs were in agriculture. Today, the figure is less than 2%. The same dynamic happened in manufacturing, which in the 1950s dominated the jobs, but since then has consistently dropped as a mass employer. Technology made both trends happen then, and new, disruptive
Many of today’s most powerful business models put the customer at the center and drive scale by offering an incredible value proposition that’s simply too good to resist. Amazon’s ecommerce model gives customers the ultimate in price, selection and availability...
Nearly 20 years ago I had a meeting with Jim Champy, to whom, in an act of self-adulation I had sent a copy of my first book with a note saying that we had a lot in common. Jim had just published Reengineering the Corporation, one of the best-selling business books of all time.
By instrumenting the human and socializing the machine, we can redesign business processes to optimize the blend of human-machine participation and interaction — and complete tasks far more efficiently than either could individually.
As with most labels that we use liberally, “Digital Transformation” means many things to many people – and much of that depends on where an organization is to begin with when it comes to creating, capturing, and leveraging digital assets.