Tuesday, November 9, 2021

g-f(2)642 THE BIG PICTURE OF THE DIGITAL AGE (11/8/2021), geniouxfacts, Gerald Kane - An Exceptional Producer of Golden Knowledge (GK)


VIRAL KNOWLEDGE: The “genioux facts” knowledge news

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"g-f" fishing of golden knowledge (GK) of the fabulous treasure of the digital ageDigital Transformation, The Fundamental Engine Is People (11/8/2021)  g-f(2)426 


OPPORTUNITY, geniouxfacts 

Gerald Kane - An Exceptional Producer of GK 


      • The fabulous treasure of the digital age offers us an extraordinary number of golden knowledge producers.
      • GERALD C. KANE, PH.D., is an exceptional producer of golden knowledge in Digital Transformation in containers of different types: for example, books, reports, articles, videos, podcasts.
      • g-f(2)526 THE BIG PICTURE OF THE DIGITAL AGE (9/29/2021), MIT SMR, The Digital Superpowers You Need to Thrive
        • Opportunity, The Digital Superpowers You Need to Thrive, MIT SMR
        • More and more executives are coming to view disruption and transformation as continuous processes. In a 2021 Deloitte survey of 2,260 private- and public-sector CXOs in 21 countries, 60% of the respondents said that they believe disruptions like those seen in 2020 will continue. The resulting challenge is underscored by another of the survey’s findings: Seventy percent of the CXOs do not have complete confidence in their organization’s ability to pivot and adapt to disruptive events.
        • The research we conducted during the pandemic suggests that the companies that are most successful at meeting the challenge of continuous transformation are those that innovate through disruption.  
          • They achieve this by developing four key organization capabilities that overlap and operate in concert. We think of them as digital innovation superpowers.
          • Each of these superpowers is supported by digital technologies — cloud computing, data analytics, machine learning, cybersecurity, and others — but they extend beyond the adoption of technology per se. More important is how companies wield the technologies to transform themselves in response to disruption.


      Genioux knowledge fact condensed as an image



      The Technology Fallacy: How People Are the Real Key to Digital Transformation





      Disruption as a Platform for Continuous Innovation





      GERALD C. (JERRY) KANE, PH.D.


      • Professor of Information Systems at the Carroll School of Management of Boston College;  
      • Faculty Director of the Edmund H. Shea Center for Entrepreneurship at Boston College; and
      • Visiting Scholar, Harvard Business School
      • Senior Editor, MIS Quarterly.
      His research explores the role of digital technologies in business strategy, organizational culture, and talent development.

      Teaching Boston College’s Tech Trek program, he prepares and takes undergraduate students to visit technology companies in San Francisco, Silicon Valley, New York, Boston, and Dublin.  His groups are typically called “the best prepared students we see all year.” 

      He has worked with companies such as Walmart, MetLife, Allstate, Caterpillar, Liberty Mutual, Partners Healthcare, among others to help executive teams understand and respond to digital disruption.

      Dr. Kane has received grants from the National Science Foundation (CAREER) and from the US Army for his research.  He has twice been nominated by Boston College as the US Professor of the Year. 

      His published research has appeared in such academic journals as MIS Quarterly, Information Systems Research, Organization Science, Management Science, Marketing Science, Harvard Business Review, and MIT-Sloan Management Review, among others.  

      Dr. Kane received his Ph.D. from the Goizueta Business School of Emory University and his M.B.A. in Computer Information Systems from Georgia State University.  


      Extra-condensed knowledge


      OPPORTUNITY, Gerald Kane


      NEW BOOK - THE TRANSFORMATION MYTH: LEADING YOUR ORGANIZATION THROUGH UNCERTAIN TIMES 



              • When COVID-19 hit, businesses had to respond almost instantaneously--shifting employees to remote work, repairing broken supply chains, keeping pace with dramatically fluctuating customer demand. They were forced to adapt to a confluence of multiple disruptions inextricably linked to a longer term, ongoing digital disruption. 
              • This book shows that companies that use disruption as an opportunity for innovation emerge from it stronger. Companies that merely attempt to "weather the storm" until things go back to normal (or the next normal), on the other hand, miss an opportunity to thrive.  
              • The authors, all experts on business and technology strategy, show that transformation is not a one-and-done event, but a continuous process of adapting to a volatile and uncertain environment. Drawing on five years of research into digital disruption--including a series of interviews with business leaders conducted during the COVID-19 crisis--they offer a framework for understanding disruption and tools for navigating it. They outline the leadership traits, business principles, technological infrastructure, and organizational building blocks essential for adapting to disruption, with examples from real-world organizations. Technology, they remind readers, is not an end in itself, but enables the capabilities essential for surviving an uncertain future: nimbleness, scalability, stability, and optionality.



              Condensed knowledge




              Opportunity, MIT SMR 

              g-f(2)526, The four digital innovation superpowers


                1. Nimbleness: The ability to quickly pivot and move. (“We used to do this, and now we do that.”)
                2. Scalability: The ability to rapidly shift capacity and service levels. (“We used to serve x customers; we now serve 100x customers.”)
                3. Stability: The ability to maintain operational excellence under pressure. (“We will persist despite the challenges.”)
                4. Optionality: The ability to acquire new capabilities through external collaboration. (“Our ecosystem of partners allows us to do things we couldn’t do previously do.”)


                Some relevant characteristics of this "genioux fact"

                • Category 2: The Big Picture of the Digital Age
                • [genioux fact deduced or extracted from Gerald Kane + MIT SMR]
                • This is a “genioux fact fast solution.”
                • Tag Opportunities those travelling at high speed on GKPath
                • Type of essential knowledge of this “genioux fact”: Essential Analyzed Knowledge (EAK).
                • Type of validity of the "genioux fact". 

                  • Inherited from sources + Supported by the knowledge of one or more experts + Supported by research.


                References


                “genioux facts”: The online programme on MASTERING “THE BIG PICTURE OF THE DIGITAL AGE”, g-f(2)642, Fernando Machuca, November 8, 2021, blog.geniouxfacts.comgeniouxfacts.comGenioux.com Corporation.


                ABOUT THE AUTHORS


                PhD with awarded honors in computer science in France

                Fernando is the director of "genioux facts". He is the entrepreneur, researcher and professor who has a disruptive proposal in The Digital Age to improve the world and reduce poverty + ignorance + violence. A critical piece of the solution puzzle is "genioux facts"The Innovation Value of "genioux facts" is exceptional for individuals, companies and any kind of organization.




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