Technology Strategy & Implementation Insights
Boost business success via insights on emerging trends in digital transformation and IT strategy; practical frameworks you can apply; and guidance from the world’s experts in leadership, IaaS, investment prioritization, operational excellence, sustainable innovation, change management, enterprise agility, and applying emerging technologies.
A Maxim for the Times:
When a digital innovation that could destroy your current business model becomes economically viable, that business model will be destroyed.
Any business model in use exists because it fulfills a need. Destruction of that business model does not mean the need goes away; rather, it is fulfilled by different means.
Leaders who implement digital transformation through a top-down approach, consultant-led approach, or IT-led approach often ignore the conditions that prompted the need for digital transformation in the first place. They decide how to solve the problem without considering the organizational dynamics, behavioral habits, and culture that created the problem. In a rush to make a significant change, leaders decide to postpone dealing with human issues until after critical decisions are made and the transformation is underway. This approach spells failure. If your organization is rife with weak managers, a wholesale talent upgrade will be required. Digital transformation is a waste of time until you clean house. If you have good managers whose decisions have, nonetheless, created problems, then an understanding of the environment that led to those decisions is in order.
The PIE Model: How C.In.O.s Can Plan, Implement, and Evaluate Business-Driven “Innovating Innovating”
In this article, we explain how established firms can benefit from appointing a chief innovation officer (CInO) to lead a meaningful and sizable innovation department. We focus on the changing nature of innovation — what we have called “innovating innovating” — and discuss the nature of the innovation age, why innovation is critical, and the role of the “digital force” that drives much of 21st-century innovation. Next, we share the PIE model, with its three phases of planning, implementing, and evaluating, as a mental model for innovation management. We use the process of strategy making as an example of the changing nature of the 21st century’s digitally driven organizations. Finally, we show how CInOs can use the PIE model to effect transformation from the strategic, tactical, and personal perspectives.
This article presents a business-driven framework for digital transformation. This framework draws on contemporary thinking around the socialization of technologies, as well as practical experience from a large multinational corporation (Dell EMC) that is currently undertaking business-driven digital transformation via the introduction of a Global Business Services function.
Achieving Digital Business Transformation through Strategic Acquisitions: The Role of Enterprise Architecture
Here we illustrate how an EA capability can contribute to an acquisition process by preparing the firm so it is ready to acquire, identifying value-creating possibilities, engaging in direct integration efforts, and monitoring the progress of work. Through our research and practical experiences, we’ve come to appreciate the value of enterprise architecture as an activity or action (the process of architecting) over that of a static framework (the concept of architecture), thereby focusing on the outcomes and impact of EA rather than the idea.