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My 3-part series of blogs on CIO's changing priorities have focused on the recent CIO Survey 2016 published by Harvey Nash & KPMG, which has described how the role of the CIO is changing.
There is growing awareness of a skills shortage in Security and Resiliency. 41% of CIO’s define Big Data, along with the increased probability of a Cyber-attack, as a critical priority for them
Fifth Step attended a pre-Monte Carlo Rendez-Vous briefing during which a number of topics and themes were raised that touch on areas of interest to our clients. The first speaker at the conference, for example, outlined the challenge of change and the importance of managing disruption in the 21st Century as being a critical business asset.
The recent CIO Survey 2016 published by Harvey Nash & KPMG has described how the role of the CIO is changing for the better. Yet with more CIOs becoming board members, the impact of projects failing on their watch has never been more of a risk.
Change is coming to the London insurance market but not everyone is receptive to uncertainty and the unknown. How do change management professionals bring on board people that are affected by change that may not always be in their own individual interests?
VUCA was introduced by the U.S. Army War College to describe the more Volatile, Uncertain, Complex and Ambiguous multilateral world which resulted from the end of the Cold War. The common usage of the term VUCA began in the 1990s and derives from military vocabulary. It has been subsequently used in emerging ideas in strategic leadership that apply in a wide range of organisations, including everything from for-profit corporations to education. VUCA is moving into the business environment, which includes, of course, insurance and financial services.
In my last blog I outlined a number of questions that all came up at a recent breakfast seminar I led where all the participants discussed the complexities of solving tame, crisis and wicked problems and the VUCA (Volatility, Uncertainty, Complexity and Ambiguity) approach for general conditions and solutions.
It is fairly safe to say that we live in interesting times. More than that, we live in rapidly changing times. All Change Management professionals and Project Management Office teams are asking themselves the same questions. How can we keep pace with rapid business transformation, tectonic shifts in the economic and finance environment (starting in the UK post Brexit) and almost bewildering societal change? These questions all came up at a recent breakfast seminar I led where our panel of change management experts and audience of insurance sector participants discussed the complexities of solving tame, crisis and wicked problems and the VUCA (Volatility, Uncertainty, Complexity and Ambiguity) approach for general conditions and solutions.