Sponsor: Quickbase

2020 is a year that’s caused seismic shifts in how global executives run their businesses and envision their growth strategies for the future. Disruptions caused by the Covid-19 pandemic are at the heart of what’s prompting business leaders to make fundamental changes to internal operations, as executives continue digitization and automation strategies that were underway prior to the outbreak of the pandemic.

In this Harvard Business Review Analytic Services report, learn about the impact Covid-19 has had on digital transformation efforts, and how the true leaders in digital transformation are investing in resiliency and agility to stay ahead.

Digital transformation has become the watchword—or, some would say, buzzword—in corporate suites for much of the past decade. The drive to leverage digital capabilities comes as operational agility is seen as the answer for innovating new business models and serving rapidly shifting customer demands.

Research by Harvard Business Review Analytic Services explores why IT leaders are embracing dual-track transformation, the impacts on their businesses, and how they are implementing rapid-cycle innovation to support this strategy.

In this report, learn about the data that reflects input from over 400 IT leaders, and why it’s never been more important for organizations to get more out of their technology and people and build the solutions they need that connect their data and systems.

In this age of agility, businesses must operate under more pressure than ever before – competing with cloud-native companies, addressing increasing customer demands, and responding to market volatility at a global scale.

Companies know that they must pursue digital transformation as a priority but have to re-think traditional transformation strategies or risk falling behind. To ensure that your organizational culture is ready to take on these key digital transformation efforts, and become a more flexible and adaptable business, organizations can take steps to improve their culture from the top and throughout the organization.

In this eBook with Quick Base, learn more about the governance model that is supported by a Center of Excellence, and ensure that your systems and processes will be successful for your business to remain resilient for the long-term.

If you’re like most people with a job at the front lines of the business, you’re likely spending at least part of each day searching for data or manually compiling it from across your organization’s core systems.

Despite how frustrating it is, many professionals have grown so used to this situation that they’ve just accepted it as the status quo. Luckily, there is a better, faster, and easier way to simplify, collect, share, and report on data needed on a recurring basis.

In this Quick Base eBook guide, learn about the five steps of process automation and data consolidation, and how it can enable you to automate processes and workflows, compile reports that save time, deliver real-time insights, lower risks, and ultimately advance the success and competitiveness of the business.

When Daniel Sullivan started Sullivan Solar Power he had one goal in mind: to transform the way the world generates electricity.

At the time his company launched in 2004 it was one of few in the San Diego area that installed solar power systems. Since then not only has Sullivan Solar Power grown tremendously, so has the industry itself.
But the company’s fast growth was hindering their ability to deliver. Sullivan Solar Power needed to find a way to stay ahead of the competition. Company leaders quickly identified that they needed a better way to manage an exploding volume of sales leads.

The company’s spreadsheet-based system for tracking leads was inconsistent and impossible to report on making it difficult to know the actual number of leads. The team turned to Quick Base to quickly build a centralized system to manage sales leads and other key company information. They have since leveraged Quick Base to streamline multiple processes and functions, from multiple business functions like HR, Purchasing, and IT.

Digital transformation has become the watchword—or, some would say, buzzword—in corporate suites for much of the past decade. The drive to leverage digital capabilities comes as operational agility is seen as the answer for innovating new business models and serving rapidly shifting customer demands. The Covid-19 pandemic has only intensified the need for organizations to move quickly to prepare for the next large-scale crisis or seize a new opportunity.

Quick Base has sponsored this research by Harvard Business Review Analytic Services to explore why IT leaders are embracing dual-track transformation, the impacts on their businesses, and how they are implementing rapid-cycle innovation to support this strategy. In this survey, you’ll see data that reflects input from over 400 IT leaders, as well as crucial insight from chief information officers at some of the largest companies in the world.

Process is the lifeblood of every business, and yet too many organizations suffer from processes that are inefficient and unsustainable. Whether your organization is stuck navigating a snarl of unwieldy spreadsheets and emails or painstakingly customizing large, complex systems with part-time support from overworked technical teams, the result is the same: a bogged-down business with frustrated employees, customers, and shareholders.

It doesn’t have to be this way.