IT Governance and Executive Strategies
This is part 5 of the blog series on Digital Transformation (DX). To catch-up on any previous parts you may have missed in the series, please see the "Related Content" on the right side of the page. This blog focuses on one of the three strategic priorities for the enterprise – Digital Business at Scale, creating an operating model to run new businesses at scale.
Digital Business is Superseded by Digital Business at Scale
When enterprises began their digital journey, their primary focus was to make business operations more responsive by leveraging digitally connected products, assets, people and partners. Recently, this has grown into a realization and appreciation for the need to scale digital operations to deliver hyper-personalized and cost effective digital services.
Recently work at Emirates NBD and a large private bank in Asia around blockchain…
Welcome to Part 4 of this 5-Part blog series on Digital Transformation (DX). This blog focuses on one of the three strategic priorities for the enterprise – Data Monetization, the leveraging of data to create new digital revenue streams.
Data as a Competitive Advantage is Superseded by Data Monetization
Two years ago, the opportunity around data was largely seen as swiftly responding to opportunities and with superior intelligence. Today, organizations see the potential data holds in creating new revenue streams.
The Data Economy
Creating new revenue streams by leveraging data will require evolving your business model. Schindler Elevator is a great example of how an internal operational transformation has led to new digital…
Welcome to Part 3 of this 5-Part blog series on Digital Transformation (DX). Picking up from where Part 2 left off, this blog focuses on one of the three strategic priorities for the digital transformation of the enterprise – Experiential Engagement, the blending of digital and physical in consumer engagement.
Omni-Experience Superseded by Experiential Commerce
Up until this point, the number one goal of enterprises has been omni-channel transformation.. Leading organizations have worked towards bringing together internet, mobile, brick and mortar channels to create a single view of the customer. As innovation envolves and consumers crave more integration, convenience, and immediate gratification, so do expectations for the enterprise. Leading organizations are now setting their eyes on blending…
59% of Worldwide organizations are stuck in stage 2 or 3 of their digital transformation.
While organizations are running digital projects, and making progress, they are not digitally transforming their overall business. Enterprises must make the digital transformation needed to become digital native – i.e. an organization where disruptive innovation is “business as usual”.
While challenges around legacy culture, process and financial incentives has been widely identified as impediments to…
Welcome to Part 2 of this 5-Part series on digital transformation (DX) in the enterprise. Read on to learn the new IT capabilities required for DX and how enterprise leaders can help implement them.
In Part 1 of this Digital Transformation (DX) blog series, the strategic priorities of a digital strategy were introduced. Today's strategic priorities help you drive innovation at scale by innovating, integrating, and incorporating digital platforms into existing systems and service capabilities.
New IT Capabilities for DX and the Leadership Role
Whether IT is leading the digital transformation or not, IT brings several critical elements to the table:
1) Recommending emerging…
The new blog series from IDC will inform IT and business leadership teams of the priorities of a digital transformation strategy and required digital capabilities. Part 1 identifies the top goals of digital transformation for enterprise executives and their leadership teams.
Big Bold Bets
Over the past three years, organizations have toiled away on their digital strategies. They have placed big bets, evolved their cultures, and laid the foundations for new business models. We see evidence of this labor with brand name companies reinventing themselves before our eyes:
- Under Amour has invested close to $800 million over the past two years in health and fitness applications to build the world's largest digital health-and-fitness community.
- BMW, through its…
As the business world becomes more global, complex, and sophisticated, IT organizations are challenged to simplify and expedite their processes. Several advisory firms recommend simplifying IT by implementing a bimodal, or two-speed, approach. This approach may seem like a good kick-start in the short term; however, it is impossible to sustain. Bimodal IT takes us back to the era of black and white photography — creating limited output, yet promising that a full spectrum of colors will be added down the road.
Simplification is not about ignoring complexity or reducing the value of the digital universe. To the contrary, it involves making a highly sophisticated system easy to use, easy to change, and welcoming to consumers.
Digital transformation(DX) requires organizations to scale up their mastery of the 3rd Platform and accelerate their DX journeys. IDC predicts that by the end of 2017, two-thirds of the CEOs of Global 2000 enterprises will have DX at the center of their corporate strategy. At the same time, more connected consumers, automated processes, and sophisticated analytics place unprecedented demands on IT functions. Many IT organizations are struggling to respond to the need for speed and a high level…
As enterprises move to the third platform of computing, an era where mobile, social, big data/analytics, and cloud come together to create intelligent solutions and ultimately intelligent enterprises, there are broad implications for CIOs and IT organizations. IT organizations will move from managing a portfolio of systems to managing a portfolio of services. As a strong link between IT and business develops, IT agility is replaced with business agility. And the role of the CIO shifts from managing information to driving innovation in the organization.
As enterprises move to the third platform of computing, an era where mobile, social, big data/analytics, and cloud come together to create intelligent solutions and ultimately intelligent enterprises, there are broad implications for CIOs and IT organizations. IT organizations will move from managing a portfolio of systems to managing a portfolio of services. As a strong link between IT and business develops, IT agility is replaced with business agility. And the role of the CIO shifts from…
I attended IBM's centennial celebration at the T.J. Watson Research Center in Yorktown Heights, NY last week. In attendance was IBM's CEOs Sam Palmisano, along with former IBM CEOs Lou Gerstner and John Akers. Some other notable attendees included IBM's senior management team, key IBM alums, and the Watson family. IBM took the opportunity to review its accomplishments over the past 100 years, revisit its core values, and look towards the future.
In recognizing the role innovation has played at IBM over the years, the Directors of several IBM research and development labs spoke. Some current work being undertaken includes projects in healthcare and natural resources. IBM's Haifa research center is involved in creating a system that recommends treatments for patients suffering from HIV. They believe the same system can be applied to patients with other conditions such as hypertension and cancer. IBM's research and development…Read More
I spent two and a half days with about 40 CIOs this week at GDS International's CIO US Summit in Miami, FL. As master of ceremonies for the event I found the discussions to be extremely consistent and centered on the following:
IT as a Partner to the Business to Drive Innovation. In a break out group of 20 CIOs, we had an extensive discussion on how to make this a reality. We found ourselves on this conversation path after presenting IDC data showing only 19% of IT budgets go to new projects – leaving little money on the table for IT to play the role of innovator. This leaves IT organizations in the same old role as steward of a growing IT budget that needs to be contained and ultimately reduced. While we all…Read More
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