As value pools shift in all industries, a fierce fight not only for competitive advantage but also for outright digital supremacy is under way.

Companies first should determine their position in the matrix presented in Exhibit 3 by understanding their industry’s evolution and conducting an honest appraisal of the company’s maturity.

They should pay special attention to resolving the AI paradox and focusing on unicorn opportunities—those with at least $50 million to $100 million in potential.

Agile is also generally a less costly and faster way to work than traditional command-and-control approaches because more people are doing real work and fewer are simply coordinating.

Likewise, at arecent annual meeting of top executives at Turkish conglomerate Koç, CEO Levent Çakıroğlu focused on successful recent projects, and they “all were related to data and analytics,” said Murad Ardaç, the digital transformation leader at the company.

At a high level, transformations require a committed leadership team, supportive culture and organization, the right talent, an outsized role for HR, and disciplined change management.

They will properly balance centralized and decentralized activity, embed data scientists in the right places in the organization, ensure effective collaboration in the IT, analytics, and business functions, and align overall business objectives.

It’s Time to Change the Paradigm of E-Learning – Rethink Your LMS (5 Tips)

The e-Learning ecosystem has already undergone a visible transformation in recent years, but the platforms have not fully embraced the very fragmented style of learning that today’s workforce uses.

Today’s workforce aspires for a challenging work environment and deems personal and professional growth a major contributing factor in achieving job satisfaction.

An intelligent LMS should be able to leverage data and analytics to aid decision-makers in bringing about effective improvements towards achieving business and learner goals.

The traditional approach will have to go out the window to create an innovative, intuitive and future-proof LMS that combines flexibility, personalization, responsive UI and machine learning for a successful L&D strategy.

Innovation and personalization have ushered in a new era of digital learning and a multi-dimensional approach is essential to seamlessly incorporate learning into your employee’s everyday life.

Here’s how you can transform the learning ecosystem of your organization: Smartphone users are increasing by the second and there is a large employee cohort you can reach and engage by implementing mobile learning and microlearning.

Individual learners must be allowed to trace unique learning paths based on their pace and proficiency.  Here, data and analytics play a major role, this personalization can be easily achieved with the help of artificial intelligence, as the usage data can help the machine to assess learner preferences and recommend more specific courses.

A greater level of personalization is attainable through this as advanced learners are offered content tweaked to their proficiency level while beginners are walked through basics before moving on to complex bits.

Moreover, an AI-powered voice assistant can be developed to set reminders, recommend courses, and share content with peers so as to reduce human interaction and administer greater control to learners over the entire learning process.

The antiquated approach to eLearning no longer meets the modern learners’ needs and effective learning techniques must be thought of and implemented to keep online learners interested and engaged.

How to reconstruct your business’s value chain for the digital world

You have always pivoted for economic and market shifts, and you have a deep knowledge of your operations, suppliers, and business model.  But along come digital technologies, and everything changes.

The real problem most CEOs are trying to address is the potential of digital technologies to disrupt a value chain that, in the past, has been foundational to their business’s success.

Guy Hadari Uber, for example, destructed an analog value chain — you go into the street, put your arm up, the taxi driver sees you, you get in, you pay the driver — and reconstructed it as a real-time online demand-supply match.

But instead of constructing a new value chain, they go to the CIO and say “bring me artificial intelligence” without understanding the new value chain they need to create in the digital world.

Between Teva and the patient there are four intermediators who take a cut from the value chain — a pharmacy benefits management company, wholesalers, retailers, and insurers — until the drug leaves the plant and lands in the hands of the patient.

  With PillPack, the patient’s doctors write multiple prescriptions, and instead of sending them over to a pharmacy, where the patient picks them up, the doctors send the scripts to PillPack.

Pillpack receives the scripts electronically, it enters that data into a robot, the robot prepares the pills in a user-friendly box that has clearly marked compartments for the week, and it ships the box to the patient.

Every time a patient takes a puff from the inhaler, the chip connects to an app that connects to a data lake, which will report on whether the patient took the puff correctly.

Instead, you have a view into the inventory across multiple suppliers.  The CIO has a unique and critical role in digital transformation, as long as they don’t fall into a few common traps.

One such trap is when the CEO throws money at you and tells you, “Bring me this shiny new technology.” The CIO has to hold the line and drive a business discussion about where the company wants to be in the value chain.

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