This is the first of seven chapters in our ‘Disruptive Forces’ series that will examine 79 primary drivers of a disruptive future, as well as consider the wider implications for society and organisations. Let’s look at first 5 of those forces.
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Disruptive forces: part 1
Disrupting The Future
As leaders, focusing on the future and building for it today, has never been more critical if your organisation wants to grow and sustain enterprise value.
4 Keys for a ‘good’ strategic question
When developing or optimising a ‘good strategy’, you should start by framing the problem or challenge faced by the organisation in the form of a question.
7 Key Reasons to Phase your Strategy
Phasing your strategy into a number of time periods, which need not be of equal length, provides a number of benefits.
You need to manage algorithms
Algorithms are integral to everything that we do in business; whether we realise it or not.
It’s generally believed we are entering the algorithmic age, if we aren’t already well and truly there. So how do we ensure we optimise the benefits and reduce the risks inherent in their use.
Leadership and strategy are not the same
Be careful not to confuse leadership and strategy as they are not the same thing.
the keys to sustaining enterprise value growth
The APTIM-Solutions enterprise value growth model and surrounding frameworks.
5 common strategic errors
When organisations set about building their strategy there are several mistakes we commonly see.
Deep learning: strengths and limitations
The application of deep learning to real-world business challenges and opportunities.
data visualisation: the principles
The key principles of effective data visualisation to get the most out of your data.