If you’re planning a digital transformation, try the following techniques to embrace the spirit of change and guide your team through the process.
A common misconception is that evaluating the impact of a culture change initiative is best done when it’s completed, not in the middle of implementation. But we believe this prevalent belief needs to be challenged, because evaluation isn’t as simple as a box you can check at the end of the initiative.
Dave Vasko, director of Advanced Technology for Rockwell Automation discusses topics from artificial intelligence (AI) to the next-generation workforce with guest Keith Larson, group publisher and vice president of content for Putman Media.
Dave Vasko, director of Advanced Technology for Rockwell Automation, talks with Robert D. Atkinson, president of the Information Technology and Innovation Foundation (ITIF). They explore how robotics, machine learning and artificial intelligence will affect the next-gen workforce.
In this podcast Dave Vasko, director of Advanced Technology for Rockwell Automation, talks with Tim Biernat, senior software architect, about why blockchain is a growing part of the conversation in manufacturing and industry, how it can make supply chain more efficient and secure, and limitations that can hinder a company’s adoption.
About 80% of U.S. and European CEOs surveyed by McKinsey say they worry about ensuring that their companies have the right skills mix to thrive in the age of AI and automation. Those leaders come from a variety of industries, and they’re smart to be thinking about talent at a strategic level.
Experts foresee more change in the next 5 years than we’ve experienced in the previous 50. The World Economic Forum declares this “the 4th Industrial Revolution,” with artificial intelligence, robotics, the Internet of Things, and nanotechnology pushing industries — and the workforce — in new directions.
Across our society and in all industries, leaders and their organizations are racing to unlock the value of data, tech-enable business processes, and create better, more digitally-enhanced experiences for customers, clients, and employees. They are working to disrupt their own businesses before somebody else does. This cannot be done without substantial investment in talent.
Many organizations have embarked on the journey of digital transformation over the past several years to sustainably reinvent themselves. The first lessons learned have been challenging to isolate and capture -- until recently. Here's what we know so far.
Business leaders of established companies have come to understand that digital technologies are upending traditional business models. Once you have surrendered to that reality, it’s time to define a business strategy that is inspired by the capabilities of digital technologies.