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Presenting our ‘State of Consulting – Digital Transformation’ Analysis

Presenting our ‘State of Consulting – Digital Transformation’ Analysis

August 17, 2016
Over the past year, there has been a sudden increase in the popularity of the term “digital transformation”. Studies have shown that there is a direct link between digital transformation and a company’s ability to survive in this evolving market with changing customer expectations. A quick search on Google Trends reveals just how popular digital transformation has been over the past few months, reaching peak popularity this month. State of Consulting:Digital Transformation Over the last two months, we have been hard at work trying to understand this relationship better in the consulting industry so that we can provide the most relevant insight for your own transformation. Today, we are proud to present to you our first-ever ‘State of the Consulting Industry’ report where we have compiled inputs from more than ninety industry leaders working in a variety of consulting roles. The survey, administered between July 2016 and August 2016 [...]
Participate in our State of Consulting – Digital Transformation Interview

Participate in our State of Consulting – Digital Transformation Interview

July 11, 2016
According to a study conducted by Arthur D. Little, eight out of ten companies are lagging behind when it comes to digitization and are executing reactive, rather than active, digital strategies. While the vast majority of organizations agree that digital technologies are “here to stay,” the path to digital transformation remains unclear. Did you know that as many as as two-thirds of digital transformation projects fail? Our look into the State of Consulting- Digital Transformation will explore how digital is impacting the consulting industry.  David Moschella, Research Director for CSC’s Leading Edge Forum explained in this article – Digital disruption is inevitable – but different forces in different industries mean the pace of change varies by sector. Typically, when a new disruptive model emerges, many companies dismiss it as immature and irrelevant to their industry. However, as the same technology evolves and begins to reap benefits for the organization, business leaders can’t [...]
Gotcha – Overview Of The Entity Lens (Series Of 9, Part IX)

Gotcha – Overview Of The Entity Lens (Series Of 9, Part IX)

February 11, 2013
Let’s face it. Lawyers scare people. With their fancy suits, technical jargon, and sometimes-assertive personalities, this is not the most pleasant group of individuals in the business world. Or, maybe, the public’s perception has been distorted by the very active, very small minority of lawyers who have successfully shaped the public conscious. Regardless of perception, legal matters can be quite troubling with all the techne, jargon, and baffling grammar. (Ever try putting a contract in understandable language?) While some find legal matters unsavory, organizations still have to consider the legal implications of their business. That is where the Entity lens comes in. This lens examines the contracts of the organization, the intellectual property of the company, and liability and risks for everyone. Since this involves legal matters, it is quite technically focused because even the slightest error could mean significant liabilities. It might seem like this is merely an attempt to trap [...]
Let Them Eat Cake? – Overview of the Governance Lens (Series of 9, Part VIII)

Let Them Eat Cake? – Overview of the Governance Lens (Series of 9, Part VIII)

February 6, 2013
Governance is one of those things that businesses typically don’t notice until something has gone terribly wrong. When everyone is completely focused on getting their job completed, questions about how the board is composed are forgotten and sometimes it seems that no one has time to develop robust accountability measures. The governance lens requires consideration of practices, principles, and structures. The practices define how the entire company is governed. If the practices are ill defined or poorly structured, one of two extremes can develop. Requirements can become so onerous that they cause bottlenecks in the company and impede business. Alternatively, practices can become so lax that stakeholders, including employees and customers, find themselves compromised. These practices are guided by governance principles that provide guidelines for conduct. And finally, governance structures help explain who has control of what in the company. Are leaders sufficiently accountable? While some might think this [...]
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