August 6, 2019
The Evolution of Modern Work: Enterprise Business Outcomes
Thank you for checking out Part 4 of our Evolution of Modern Work series. If you’re just tuning in, check out Parts 1, 2, and 3 where we have walked through the history of work to arrive at the conclusion that the only way to master modern work is through the intelligent integration of best of breed systems, including an Operational System of Record.
We’re here at our last stop in this journey – why do I need to master modern work? We’ll start with why and then we’ll meet some of the organizations that are on their “A-Game” in mastering modern work.
Enterprise Business Outcomes
Surging consumer confidence and record-breaking market milestones have been the norm for the last few years. But leading expert predictions and economic indicators are signaling a downshift. Pair that with an increasingly chaotic political environment and heading into a Presidential-election year: in 2019-2020, we may not see the same upward curve.
Organizations that enter this uncertainty excelling at the essentials will be able to devote scarce resources to innovation; competitors, mired in the chaos of undisciplined modern work, are already struggling and most certainly won’t be able to keep up.
With the virtuous circle created by intelligent integrations of best of breed systems, including the Operational System of Record – where strategy, operations, and tactics are all tightly aligned, an organization can drive and achieve enterprise business outcomes:
- Increase operational efficiency, reduce operational spend
- Infuse innovation and digital change into the business
- Create a hard-to-replicate competitive advantage
- Enhance customer experience and employee satisfaction
- Maximize return on investment and shareholder value
Meet the A-Gamers
There are organizations already on their journey to mastering modern work through the intelligent integration of best of breed systems to drive enterprise business outcomes. In the public and private sectors, these organizations are at the top of their game – they’re the A-Gamers, bringing the A-Game.
With an executive champion and full C-suite support, the A-Game Enterprise is fully integrated and marching in unison toward enterprise business outcomes. The CIO likely leads the charge; with enterprise reach, deep insight into the technology landscape and ecosystem, and increasing demand in an environment of shrinking budgets, the CIO is uniquely positioned to bring the A-Game to fruition. These same organizations will likely be the early-adopters of a new C-suite role we’ll see emerge: the Chief Work Officer – a role dedicated to the invaluable asset of work.
A-Game Organizational Units
With a departmental champion, the A-Game Organizational Unit is fully integrated and marching in unison toward departmental goals that support enterprise business outcomes. Any organizational unit can be A-Game and even without initial enterprise buy-in, the A-Game Organizational Unit soon stands out – with strategy, operations, and tactics aligned, and actionable insights gained through the Operational System of Record, the A-Game Organizational Unit emerges as the most prepared, the most responsive, the most productive, the most resilient – a master of modern work.
Even if the enterprise or organizational unit hasn’t adopted the A-Game, the A-Game Leader forges ahead. He or she knows the value of the A Game and champions the cause in his or her world of work. Portfolio / Program / Project Management Office Leaders are examples of A-Game Leaders.
Check out some of the A-Gamers LeapPoint has had the privilege of partnering with throughout their A-Game journey.
Thank you for joining us for our Evolution of Modern Work series. Want to know more about mastering modern work and the A-Game? Join us on our 13-city tour – The A-Game, Powered by LeapPoint; find out more at www.leappoint.com.