Leadership

Australia’s consumers are digital leaders but its business leaders are laggards. That’s our key take out from an interview yesterday with Frank Farrall lead Partner at Deloitte Digital. While local consumers frequently rank in the top five in the world for social media adoption, online shopping adoption and tablet adoption,

Virtually every key stroke you make online, every wireless transaction between a car and a tolling point, a credit card and an EFTPOS terminal, even the very action of people with smartphones entering and leaving electronically monitored buildings, sets off a slew of information flows.  These pieces of information generate

Most professionals rate their company’s enterprise social networking effort as a fail according to a new report by Deloitte and MIT Sloan. The study is a follow up from an earlier effort in 2011. The better news is that the latest results show progress, but that progress is still painfully slow.

Most banks will process the majority of their transactions in the cloud within three years, 3D printing will upend multichannel retailing models but also generate huge $100 billion IP losses in some sectors, and insurers will abandon almost half of their customer facing mobile apps by 2016 due to poor

Innovation, it seems, is a rather slippery term to nail down. Few business leaders would admit to being poor innovators, and yet ask them to define exactly what it means (and as headhunters that’s exactly what we do!) and you will get a wide variety of responses. The problem is

Do not let a thousand flowers bloom. Not if you want your organisation’s digital transformation to succeed. Instead, all the evidence suggests that change needs to be driven from the top and companies should designate a specific executive or executive committee to spearhead efforts. That’s the finding of a new

The pace of digital transformation and the lack of a shared vision are two of the biggest problems large companies run up against when trying to drive digital change throughout their organisation, according to Capgemini Consulting. Which-50 recently described how a comprehensive Capgemini global study quantified the economic benefits to companies of

Volatile, uncertain, complex and ambiguous. Welcome to VUCA – the new normal and the consequence of five dramatic shifts driving change in the world over the very long term, according to management consultants McKinsey and Company. Actually the term was originally a military idea and has been co-opted by business

This is what success looks like for global market incumbents: growing revenues, higher profits and stronger valuations. Last year a comprehensive study by Capgemini and MIT Sloan quantified the digital delta. It found that large organisations which marry digital intensity with transformational excellence outperform their peers across all industries in

The transformational power of technology in the digital economy keeps products and services in constant tension. In such a state, the war for talent is endless. And in a fiercely competitive landscape, rare skill sets are keenly sought, while it is harder than ever to retain your talent. These two