Within any organization, groupthink can be detrimental if it stymies creativity and innovation, discounts individual opinions, inhibits engagement, and undermines moral. While the semantics may appear to be similar, having a cohesive mindset is something quite different. Ensuring your organization shifts its old identity to the new identity takes some effort. Here we discuss a framework to promote success.

Some business tools are so simple, it’s easy to be suspect of their effectiveness. RACI, a responsibility and decision clarification matrix that brings both structure and accountability to projects and processes, is one of them.

Strategy is all about choice. At its foundation, business strategy comes down to decisive prioritization of what your organization will and won’t do in order to achieve its desired goals and outcomes. Landing on the choices and priorities that underpin any strategy requires insights inherently formed by a number of factors including the integration of competitive intelligence, which in our experience is often neglected or even discredited.

Beyond upgrading and reducing redundancies of an IT Infrastructure that is outdated, incorporating any (or all, if appropriate) of our recommended foundational areas into your IT infrastructure-layer strategy promises greater agility, scalability, cost-effectiveness, and security, while also helping your business deliver on its down-selected imperatives.

Newly merged cultures have the very real potential to negatively impact employee morale, stymie collaboration, and far worse, diminish the quality of employee interactions with customers, vendors, and others outside the organization, impacting business results. So why is merging corporate cultures more challenging today than it’s ever been?

Simplifying and thereby becoming more strategic with your IT is a multi-year, enterprise-wide effort that incorporates standardization, optimization, automation, and, as appropriate, virtualization and cloud migration of an organization’s infrastructure, application, and business process layers. The goal is to boost performance efficiently while mitigating compliance and security risks, facilitating new strategic capabilities, and freeing up budget for more strategic spending.

Obtaining organizational buy-in for major transitions in any organization is a Herculean endeavor, but it can be achieved with a thoughtful approach that considers many factors, including change definition to bi-directional dialogue,  multi-faceted guiding coalitions and communications leads, and incentives. Before you take on the next major change effort, consider these elements.

During an acquisition, the most effective and efficient way to ensure everything that needs to happen does is quite simple: a checklist. Or rather, in this case, two: a Take Control Checklist and an Integration Checklist.

There are many IT risks a business can and will face. Among them, cybersecurity incidents have the potential to severely diminish customer trust and destroy reputations, and can have profound effects within and outside an organization.

If you’re approaching an M&A activity, or you’ve already done your due diligence, read here for some behaviors you should be aware of–and avoid.