Peter Bendor-Samuel

Organizational exhaustion is the deadliest enemy of companies undertaking digital transformation. It may be hard to believe, but one reason this happens is that companies do a lot of work to prepare for an unknown objective. Therefore, they effectively dissipate their commitment, resources, money and energy in areas that don’t bring value. This exhaustion

Unfortunately, two common situations in digital transformation cause CIOs (or others leading the transformation) to deliver little or no business value. An Everest Group study last year found that 73% of the digital transformations that we studied failed to provide any value whatsoever, and 78% failed to achieve their business objective. Put another way,

Leading service providers in India are going through substantial change due to executive leadership churn. The question is: is this bad? To answer, let’s look at what’s driving the churn and how long it’s likely to continue, and why. Take Cognizant, for example. The firm has gone through leadership change for some time. First,

The need to change is coming to the HR world, and it’s happening quickly. It will necessitate substantial changes in the HR mind-set, the way HR groups are organized, the supporting technology and the amount of resources invested in HR. What is driving this incredibly changing universe of HR? And what does it mean

When companies undertake digital transformation, it’s crucial that they keep executive and organizational support throughout the multi-year journey. An effective strategy for getting and sustaining that support is to focus on the “moments that matter” to the executives and/or users. Those are the moments (or events, decisions, actions) that comprise the most important issues

Historically, vendor management teams built strong skill sets in acquiring services at low/competitive unit-cost prices and measuring vendor performance. But the world changed, and there is a growing misalignment between the purchasing and vendor management and the business units they serve. Businesses say the vendor management teams buy things cheaply but don’t buy the

There is a useful framework or construct for activities and issues that are critical to an organization’s success. We call these issues “moments that matter.” By focusing on the activities in moments that matter, an organization can ensure that employees and managers are effective in their jobs; it’s also a way to differentiate between

The number of shared services centers is growing, and enterprises are also expanding the size of their existing centers. Why? A key driver is that digital transformation enables shared service centers (also referred to as “Global in-house Centers” (GICs)) to deliver a new wave of business impact to their parent organizations. Digital technologies such

A major frustration between business units and their enterprise IT organizations is the issue of employee churn. The same issue affects relationships between enterprise IT and third-party service providers. Let’s look at how a company’s talent model affects whether the results of the IT work are consistent with the needs and desires of the

Historically, many companies have gone through channels to communicate about services and products with potential consumers. Insurance companies are a great example of this, as they typically go through broker-dealers, agents or wholesalers. But in today’s world where millennials and younger generations want to engage themselves in the buy, exclusively going through channels is