Juggling a full-time role while studying part-time is challenging, and especially so when the content is self-driven. Because completing a Nanodegree program requires a lot of commitment, discipline, and focus, your learners deserve to be recognized for their hard work when they graduate.
Implementing Robotic Process Automation (RPA) in your organization may at first seem like a double-edged sword. While it offers the promise of cost savings and business growth, executives and employees are understandably concerned about the threat of job destruction. On the contrary, automating your employees’ mundane tasks through RPA can improve productivity and transform your workforce.
Working a full-time job while simultaneously upskilling through our Nanodegree programs isn’t an easy task. To make the most out of your learning journey, you should set goals before starting your Nanodegree program. If you don’t have a target to shoot for, your time and effort will be a waste of energy. However, focusing on clearly-defined objectives can help you align your priorities, expand your skill set, and grow your career.
Automation is top-of-mind for executives who strive to streamline workflows and improve efficiency. In particular, businesses are increasingly turning to Robotic Process Automation (RPA) to eliminate tedious tasks and free employee time for higher-value work.
According to Forrester, RPA’s fast-growing market, while only valued at $250 million in $2016, is expected to grow to $2.9 billion in 2021. The faster your organization can leverage RPA’s potential, the faster it will gain a competitive edge.
As business leaders fill more Artificial Intelligence, Cloud, and Data Analytics positions in their organizations, the need to ensure alignment between tech and other functions is being recognized as an urgent priority and gap in many enterprises.
Today, where most companies are product-centric companies, the Product Management function must collaborate with almost every other team in the organization. The role of Product Management is therefore becoming more critical than ever.
In our latest playbook for a Great Product Team webinar, Aubrey Cattell, Vice President of Product at Adobe, shared his insights on the evolving Product Manager role with Cary Fulbright, our Head of Enterprise Marketing.
Customers today are adopting technologies at an exceptional pace. For example, while the telephone took 75 years to reach 100 million users worldwide, Instagram took less than three years. In order to keep pace with ever-changing customer needs, organizations must center their innovation strategies around their products. They must create a culture of product-centered innovation by leveraging their most important resource — their employees.
Organizations often claim to encourage risk-taking, but are typically reluctant to greenlight experimental innovation efforts for fear of failure. What’s more, by the time an “experimental” project is set to launch, layers of management will have likely reviewed and approved the “risky” project in advance.
The issue is that there’s always going to be a natural failure rate when taking risks. Expecting 100% success only rewards safe bets. Not only is this approach stale and uninspired, but it also discourages employees from implementing new ideas that could lead to positive business outcomes.
While there is no silver bullet for building a culture of experimentation, one way executives can help spur innovation in their organizations is by practicing servant leadership.