Turn Big Data into True Business Benefit

Every day, we create 2.5 quintillion bytes of data – so much that 90% of data in the world today has been created in the last two years alone. When data sets get so big that they cannot be analysed by traditional data processing application tools, we have ‘Big Data’. Today, Big Data are woven into every sector, used to creating transparency, enabling experimentation, improving innovating, supporting decisions, increasing segmenting, etc. However, although organisations may hold an enormous amou

Read More »
Source from:
July 2017 Business SCAN
Transform Your Customer Experience with Augmented Reality

Augmented reality, or AR, has the ability to overlay the physical world with digital information, and have the two interact in real time. Pokémon Go is a famous recent example, but AR is more than a game. If used well, AR may have the capacity to deliver far-reaching strategic, service improvement and cost saving benefits. Whether in the private or public sector, AR is providing new opportunities for businesses and organisations to engage with customers, present and promote products and services

Read More »
Source from:
June 2017 Business SCAN
Balance the Human-Computer Partnership to Enhance Creativity

Computers are great at processing, storing and letting you search through huge amounts of information, but not so great (yet, anyway) at empathy, emotion, and being creative without human assistance. Digital tools offer the potential to exploit a range of different media or share information with people who can’t physically join a brainstorming session, but do these advantages out-weigh the potential downsides, including the time needed to learn new tools and their operational requirements.

Read More »
Source from:
May 2017 Business SCAN
Build Resilience: Be crisis prepared, not crisis prone

A recession, a supply-chain disruption, a technology break-down, an industrial accident. These are all examples of crises that may have negative implications for organisations. Crises have been defined as low probability events that have severe consequences, generating ambiguity and decision-making time pressures for businesses. For this reason, the response of an entrepreneur or management team to a crisis can mean the difference between business survival or failure.

Read More »
Source from:
April 2017 Business SCAN
Harness the Neuroscience of Leadership

Cutting-edge research in neuroscience is highlighting the mechanisms underpinning decision-making and corporate performance. Neuroscience is an exciting, expanding field providing valuable insights into how the mind operates. The big question is: What are the practical takeaways for executives and great leaders?

Read More »
Source from:
March 2017 Business SCAN
Transform your Services with ‘Servitization’

Some industries are experiencing a switch from focusing on products and production, to service and holistic solutions for their customers, clients, citizens, etc. This focus is offering a new way to be financially sustainable and yet, despite this growing recognition, the adoption of servitization is still moving quite slowly. In part, this is because it involves not only business model innovation, but also organisational change and new technologies to be adopted.

Read More »
Source from:
February 2017 Business SCAN
How to Develop the Climate for Innovation

When looking to embed high performance and change, and improve areas such as creativity and innovation, there are important distinctions for leaders to make between climate and culture.

Read More »
Source from:
January 2017 Business SCAN
Leading Digital Transformation

Researchers from London Business School emphasise the significance, especially for established firms, of developing a new digital mindset to stay competitive. They describe it as a ‘fast/forward’ mindset. Fast, in this context, means alert, agile, experimental and capable of decisive action. Forward means proactive and searching, and it also means seeking to create a meaningful connection with customers and other business partners.

Read More »
Source from:
January 2017 Special Issue Business SCAN
Innovation Forecast: Are we prepared for M2M?

Machine-to-machine (M2M) communications refer to autonomous communication between devices or machines. Advances in these areas are well underway, and they bring major new and different leadership and management challenges.

Read More »
Source from:
December 2016 Business SCAN
Crowdsource Innovation: New Tools to Leverage the Wisdom of Crowds

Although open innovation can help companies tackle complex business problems that they can’t solve on their own, pushing problems to a vast group of strangers can seem risky to many managers. But excluding crowdsourcing from the corporate innovation tool kit could mean losing a great opportunity.

Read More »
Source from:
November 2016 Business SCAN
21st Century Leadership. For Innovation and Purpose Led Transformation

In business, many people say that it is impossible to predict the future; that all we can do is prepare for uncertainty. But what if managers could now acquire the skills to make some predictions of the future, to better defend or create their organisation’s competitive advantage? According to researchers at London Business School (LBS) this is possible.

Read More »
Source from:
November 2016 Special Issue Business SCAN
Power of Being Divisive. How a Bad Reputation Can Foster a Stronger Corporate Culture

While public relations and communication professionals have often focused on how to repair a damaged reputation, October’s Guest Expert, Dr. Thomas Roulet, looks beyond defensive perspectives with his statement: “there may be no point repairing a bad reputation when it is actually an asset for an organisation and a driver of change.”

Read More »
Source from:
October 2016 Business SCAN
Use Creative Techniques in Agile Design for Better Business Processes

“Agile” techniques usually make little reference to established creativity theories and techniques, and integrating creative thinking into agile processes is a challenge.

Read More »
Source from:
September 2016 Business SCAN
Use Behavioural Strategy for Better Strategic Decisions

Cognitive biases are often a result of our attempt to simplify information processing. They are rules of thumb that help us make sense of the world and reach decisions with relative speed. These personal rules are very often unconscious.

Read More »
Source from:
August 2016 Business SCAN
Innovate from the Bottom-Up

Research suggests that creativity is less mysterious than we seem to believe. In any population, the distribution of creativity follows the normal curve. It is an ability that can be developed and, therefore, taught. This means that in a given context, creativity can be shut off — or turned on, if the environment dampens or supports creativity in the right way.

Read More »
Source from:
July 2016 Business SCAN
Win with the Superpower of Persuasion

Persuasion has received some bad publicity over the years and, for many, persuasion conjures up images of manipulation, deceit, or brainwashing. However, the superpower of persuasion is directly relevant in all of our day to day experience and even more to those leading change and transformation.

Read More »
Source from:
June 2016 Business SCAN
Use Networks for a Better Innovation Strategy

Social network analysis provides the capacity to map and understand the patterns of linkages between individuals, projects, project teams, departments, business functions, entire organisations, or even documents, databases and regulations.

Read More »
Source from:
May 2016 Business SCAN
Deliver Excellent Customer Experience

Today, trust is the basis for every business exchange and all customer behaviour. Creating customer loyalty puts customer value, rather than maximising profits and shareholder value, at the center of business strategy.

Read More »
Source from:
April 2016 Business SCAN
Build Resilience against Cybercrime

In the current turbulent environment, many organisations are prioritising risk management as never before. However, according to the newly released Global Risk Report 2016, organisations are still not fully internalising cyber security risks. Despite cyber‐dependency being stated as one of the most important trends shaping global development over the next 10 years, organisations are only just waking up to the technological risks involved.

Read More »
Source from:
March 2016 Business SCAN
Make Radical Innovation Happen

Successful radical innovations are rare – and most attempts at them fail. High uncertainty and the risk of failure lead many senior managers to stay in their comfort zone: they resist radical innovation and instead focus on incremental improvements to existing offerings.

Read More »
Source from:
February 2016 Business SCAN
Innovation Governance

Effective governance is essential for steering, managing and sustaining a complex, cross-functional and multidisciplinary activity like innovation. Innovation governance itself can be thought of as “a system of mechanisms to align goals, allocate resources and assign decision-making authority for innovation, across the company and with external parties”.

Read More »
Source from:
January 2016 Business SCAN
The Next Big Thing

Like products and services, management innovations have their own lifecycle: they’re new and exciting at first, but their decline is inevitable. In their prime, they may be perfectly relevant – but this can’t last as situations and environments change over time.

Read More »
Source from:
December 2015 Business SCAN
Build Your Personal Knowledge Infrastructure to ‘Stay in the Know’

As senior executives grapple with the size, pace and complexity of modern organisations, it’s their job to stay abreast of all the important matters and developments going on around them. To make the best decisions, executives need to be masters at acquiring, organising, and applying useful knowledge – whilst filtering out the noise.

Read More »
Source from:
November 2015 Business SCAN
Implement Innovation

Why do some organisations repeatedly bring brilliant innovations to fruition, while others flounder and fail? On the surface, these innovation leaders seem infallible – but the truth is that even they fail sometimes too. However, they understand one thing more clearly than firms that repeatedly miss the mark: what matters more than great ideas is what you do with them.

Read More »
Source from:
October 2015 Business SCAN
View more Hot Topics