Pradeep Henry
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Opinions expressed by ICN authors are their own.
Currently an independent consultant, Pradeep Henry is known for his contribution to the fast transformation of a promising venture into Cognizant Technology Solutions, where he was previously employed as director. His contribution (1996-2007) involved devising and executing three strategic themes, which included software practice innovations that delivered differentiated customer value.
Henry is the creator of a method for strategy translation in software projects. He has written a book (draft) on strategy translation and contributes to international strategy conferences. A member of the Strategic Management Society, Henry received executive education at Columbia Business School, and that included Rita McGrath's program "Leading Strategic Growth and Change."
Since 1987, Henry has been been engaged in various roles in more than 500 software projects executed for more than 150 organizations, including the likes of AAA, DHL and IBM.
Henry is recognized for advancing software practice (at company, national and industry levels) through his innovations and change initiatives. He’s been interviewed by CIO India, TrendHunter Canada, Forrester Research USA and several media organizations. His works have received favorable reviews by ACM, IEEE and other organizations.
You can find Henry's website at www.PradeepHenry.com, and he can be reached at PHenry08@gsb.Columbia.edu.
The opinions expressed in this blog are those of Pradeep Henry and do not necessarily represent those of IDG Communications Inc. or its parent, subsidiary or affiliated companies.
The process-or-outcomes debate returns: 3 things to do today
Revisiting the debate in the context of today’s strategic initiatives.
Seeing the big picture in digital initiatives
Why and where to look.
How to map people performance to financial performance
The link is clear in strategy-driven initiatives.
Strategic opportunities are waiting to be found. Are you ready?
Five categories of opportunities you can find and exploit to generate strategic outcomes.
Starting with prototyping? Wait
By jumping straight into prototyping, you reduce or eliminate strategic outcomes.
Spills and cleanup in tech initiatives
The risks of not putting the first thing first.
Digital initiatives should exploit innovation opportunities available in encapsulated processes
It’s not just the processes surrounding tech; processes present in tech too offer opportunities to make strategic contributions.
When UI is about experience – and when it is not
The same objectives driving 'higher' level steps of strategy translation must drive all steps right until the end. The steps include the task of designing the user interface (UI) architecture.
3 must-ask questions while evaluating vendors for digital initiatives
Capabilities that determine whether or not your initiative will have strategic potential.
Design in digital initiatives
In today’s digital projects, boundaries span multiple processes that encompass multiple business elements, particularly tech elements. Have we made the needed changes to our design approach?
Digital success: 3 areas where you need to broaden your horizons
Organizations such as Allianz look far beyond the boundaries that defined traditional tech projects
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