Profile cover photo
Profile photo
Business Learning Institute
1 follower
1 follower
About
Business Learning Institute's posts

Post has attachment
According to Autodesk CEO Carl Bass, “The factory of the future will have only two employees: a man and a dog. The man will be there to feed the dog. The dog will be there to keep the man from touching the equipment.”


Post has attachment
Some great advice...
1. Calm your mind - take time for reflections amid the busyness.
2. Log moments of joy - notice this moments of joy and happiness.
3. Wish other people happiness - pay it forward, practice civility, volunteer, etc.

Post has attachment

Post has attachment
Ash Noah of the CGMA makes some excellent points here. I agree with the big three areas of Data Analytics, People Management, and Disruptive Technologies which leads me to say the critical skill is one we have been working on, anticipation. He doubles down on "success skills" , when he says "Leadership, people, and business skills are absolutely crucial to the future of the CFO function.

The most profound insight for me is the acknowledgement that we are in a new normal where value creation is fundamentally shifted which means CFOs have to be adept at business models, innovation and managing risk in a "transient advantage" economy (per Rita McGrath). 

Post has attachment
You simply can't beat the machines, but you can succeed by building on your strengths and theirs...

"At MIT’s Center for Digital Business, for instance, Erik Brynjolfsson has long argued that computers, while great at pattern recognition and repetitive tasks, are “lousy general problem solvers” and, for all their speed, have “little creative ability.” While they may someday chauffeur us to the office in driverless cars, they “are lost when asked to work even a little outside a predefined domain...

In the future, becoming a policeman, plumber or doctor will not require beating out a computer for the job, Mr. Brynjolfsson writes in his 2012 paper “Race Against the Machine.” It will involve knowing how to use technology to maximize one’s performance."

Post has attachment
How to make the "shift change" in your business model?

The pressure to innovate when you face strong headwinds of competition and disruption can cause you to make a bad move in search of revenue. Start with your "why" and begin to look deeply for what your true strengths are and how they can be redeployed to your customer base and adjacent customers and markets. 

"You can grow profitably and sustainably only from a position of strength. If your enterprise is struggling to maintain its economic lifelines, then foundational work on strategy, organization, cost optimization, or other factors is needed before any new growth strategy can succeed. Companies that enter new businesses to escape a weak position generally become weaker still, because they move into markets where they lack the capabilities needed to succeed...

The art of continuous growth involves reconciling activities that only seem to contradict one another. Combining them will yield a capabilities-driven strategy that will generate continuous growth."


Post has attachment
Are you making the "shift change" in your business model? 

According to research from OpenMatters, with analysis by Deloitte, CFOs need to go digital or face putting their company’s future at risk.

"The bottom line: The organizations that are most effective in delivering company performance and enterprise value are allocating their capital to growing business models that serve today’s empowered and digitally connected customers...

If business models drive value, then what drives business models?

The answer is, the “mental model” of a company’s CFO, his or her management team, and the board of directors. Mental models drive capital allocation, meaning people invest in what they believe has value. For example, leaders of asset builders believe that value resides in developing and owning (or leasing) hard assets, which can be used to manufacture, distribute and sell physical things. Leaders of Service Providers care about hiring people and selling services (including billable hours). Technology Creators focus on developing and selling intellectual property, such as medical technology and software. Network Orchestrators’ top priorities are building and operating social and commercial networks that foster interactions and co-creation with their customers."


Post has attachment

Post has attachment

Post has attachment
This article sums up the idea of our new VUCA (Volatile, Uncertain, Complex, and Ambiguous) world well along the four dimensions of Macro, Ecosystem, Customer, and Technology. The Kodak story captures the challenges facing many legacy enterprises, including us as Associations. We would all be wise to take heed of the "wheel of change" described by Bain and the need for a collaborative approach to strategy and decision-making as no one person can possibly have all of the answers.

What will you do to prevent your Kodak moment?

Wait while more posts are being loaded