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The Case For A Digital Maturity Assessment

The Case For A Digital Maturity Assessment

August 22, 2017
For some companies, the digital transformation journey has only begun, while others have been working to go digital for years. In fact, because digital transformation can be a long process without a clear end in sight, it helps to think of the process as less of a one-time transformation and more of a continuous digital maturation. Whether a business is assessing its own maturity or consultants are incorporating assessments into their suite of services, it’s critical to run regular a digital maturity assessment to pinpoint where a company is in the digital transformation journey. Increasingly, it’s consultants that are driving the assessment process as businesses fill gaps in their analytics capabilities with outside expertise. Regardless, it is clear there is a significant appetite for data to inform digital maturity and the digital journey.   Here are six specific reasons why companies on the road to digital transformation and their [...]
5 Ways To Improve Change Management Models

5 Ways To Improve Change Management Models

August 11, 2017
Digital transformation requires not just the adoption of digital tools, but a complete change of mindset throughout the organization. Employees need to approach problems differently, communicate and collaborate differently, and measure success differently. Ultimately, an organization’s operations, revenue model, and organizational structure will change. And to add to the complexity, digital transformation will look different for every organization. Consequently, change management models are becoming an increasingly popular tool to help navigate and indeed drive the success of digital transformation projects. Change management efforts are some of the most complicated projects to deploy largely because so much of the success of the project is based on a series of seemingly intangible drivers. The Harvard Business Review has diagnosed this as a lack of data because most change efforts are more of an art than science. The second issue directly related to the lack of data is weariness to change. [...]
Does Your Organizational Assessment Measure Engagement?

Does Your Organizational Assessment Measure Engagement?

July 26, 2017
An organizational assessment is a systemic approach for consultants to discover how well their client organizations are performing and where they could improve in order to perform better. They are invaluable to organizations in a number of ways. Not only can they identify problem areas, but they can serve as the basis for any number of change management initiatives- organizational diversity, operational performance, leadership effectiveness, employee retention efforts, and digital transformation to name a few. Conducting organizational assessments allows internal and external consultants to ground their guidance in data, introduce new insight to their client, and identify areas that will have the most impact in their engagement.  Organizational Assessment Process The pattern for conducting organizational assessments is generally consistent, the consultant or internal team conducts discovery, analyzes the data, and produces key recommendations for performance improvement. Best practices for organizational assessment largely focus on the process of the assessment. [...]
Are You Measuring The Right Consulting Metrics?

Are You Measuring The Right Consulting Metrics?

July 19, 2017
Although many consultants are embracing digital business strategies that benefit their clients, few are using these same digital methods to better their own firms. The leaders of these firms are missing out, digital methods present an opportunity to track and measure new sophisticated consulting metrics. A digital approach will help consulting firm leadership make better decisions on capital allocation, competitive strategy, client engagement, and productization of intellectual property. Part of the reason why consultants are not measuring these metrics may be because many still largely measure their success by the number of billable hours they can accrue. Because they measure success by utilization, they are less focused on accomplishing more work with fewer resources and more interested in maximizing the use of their available human capital. The problem is that technology has shifted client expectations; whereas previously, clients were content to invest in consulting engagements that involved months of [...]
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