In the final installment of this series on talent management for digital transformation, we’ll explore the root cause of change resistance, why organizations must address it, and three key elements of successful change-agility frameworks.

Feeling a little stuck, uninspired, or perplexed over your digital transformation efforts? Sometimes one light-bulb moment is enough to reignite the process, which is why we’ve compiled this list of our favorite digital-transformation resources for leaders.

In part II of this series on talent management, I’ll break down the reasons why digitally-transforming companies should proactively invest in their existing talent pool and share best practices for nailing that endeavor.

The terms Digital Transformation, Business Model Transformation, and Operating Model Transformation are often used interchangeably, but in reality they each represent distinct yet interconnected concepts that are pivotal drivers of change in growing organizations. Here, I define each term and reveal why it's rare – even impossible – to take on any one of these without the others.

If you're at the helm of an organization with a product management practice, today's share from our friend Janna Bastow will lend some rich insight into the Product Operations role and why all digitally-transforming companies – both large and small – should embrace it.

It’s no secret that the digital world has altered the way businesses attract, develop, and retain talent, but doing it well requires a sound strategy and loads of intention. In Part I of this series on talent management for digital transformation, we’ll explore the crucial inputs to consider when defining a robust strategy that aligns talent with your organization's digital goals.

Let's dive into the essential Key Performance Indicators (KPIs) you’ll need to consider if you want to stay on track to achieve a successful and lasting digital transformation.

There’s one characteristic that tends to be present among all the rockstar product people I’ve worked with (especially those in tech). Learn what it is and how to cultivate it so that you look like a natural in your role, and create better outcomes at work.

If you’re a leader at the helm of Digital Transformation, you can’t afford to ignore the signs that something is seriously off. Most of these symptoms can be traced back to one root cause, and they need to be addressed so you can get the ROI on your Transformation.

In this article, we explore the driving forces and challenges behind digital transformation for healthcare, as well as promising services that might revolutionize patient care and the healthcare ecosystem as a whole.

When you’re evolving to a product-led operating model, should the product function sit with business or technology? As someone who specializes in Operating Model Transformation, I can argue both sides because there are pros and cons to each, but before I reveal my pick, here’s a rundown of those considerations.

If you’re driving Digital Transformation in your org, you likely have a handle on WHAT you need to transform, but are you thinking about HOW you transform? Your answer to that question determines if you’re going to get the ROI on your Digital Transformation investments in the long term and achieve the results you’re seeking.

Product Managers are no strangers to exploring customer needs, but managing stakeholder feedback can be a more delicate – and dare I say tension-filled – story. If these interactions fill you with existential dread, then you’re in need of a stakeholder communication tune up. Here’s what that entails.

Just as it is in business, Transformation in life is necessary to evolve, adapt, and grow. Learn why we started Tuckpoint, and how we’re changing the way companies Transform.

If you think digital transformation is simply about adopting new technologies and digitizing your offerings, you’re missing a huge piece of the puzzle. In fact, Digital Transformation actually has very little to do with technology. What actually moves the needle is a lot more complicated and can be summed up in three core truths.

The best way to get people excited about transformation and encourage them to come along for the ride is to take a storytelling approach. To get internal buy-in, you need to convince people that change is worth their time, focus, attention and precious energy. And guess what: people do not like change. Here’s how you combat change fatigue and resistance with a powerful story.

Most companies know why they should transform, but fewer understand why they need to keep going even after they roll out a new feature or invest in a new technology. What happens when some C-suite folks start asking, “when are we going to be done?” This two-step guide will help the team recalibrate and recommit to the initiative.

In this article, we explore digital transformation within the financial services sector, examining its key drivers, challenges, and industry-specific overview of digital transformation services that are propelling the sector into a new era of innovation and efficiency.

Company culture is critical to digital transformation. Use these three evaluation criteria to examine the truth of your current company culture, find the existing nuggets that can actually be leveraged to your advantage, and understand the gap between where you are and where you want to be. Only then can you build a bridge between the two.

When it comes to transformation, an organization's biggest asset is its people. That’s where the Design Sprints and think tanks are firing, and where the change agents and early adopters exist. But without a cultural baseline of trust, vulnerability and curiosity, there’s little chance you’ll be able to activate your talent for the work ahead.