Strategic advice to leverage new technologies
Technology is at the heart of nearly every enterprise, enabling new business models and strategies, and serving as the catalyst to industry convergence. Leveraging the right technology can improve business outcomes, providing intelligence and insights that help you make more informed and accurate decisions. From finding patterns in data through data science, to curating relevant insights with data analytics, to the predictive abilities and innumerable applications of AI, to solving challenging business problems with ML, NLP, and knowledge graphs, technology has brought decision-making to a more intelligent level. Keep pace with the technology trends, opportunities, applications, and real-world use cases that will move your organization closer to its transformation and business goals.
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The business environment is changing at a faster rate than ever before. One of the drivers of change is clearly technology, which is disrupting business at multiple levels. Within the organization, technology is disrupting business processes and the roles people play. Outside the organization, technology is enabling new business models, leading to new forms of competition. Today’s customers have much more access to technology and devices, and they expect to use those to interact with businesses. They also expect businesses to offer more sophisticated, smarter products and services tailored to their needs and preferences.
In this article, I discuss key drivers for adoption of digital business, propose a framework organizations can use to guide their digital transformation efforts, and consider the value digital transformation is delivering in areas of healthcare, travel, and government.
This article examines the impact of digital technologies, including virtual reality (VR), on the sharing and archiving of life events and explores the potential business opportunities that are apt to arise from these technologies. It also seeks to illustrate, through exploring the impact of disruptive technologies on the photographic industry, the lessons to be drawn when either tackling the technological challenges in a long-established traditional business or seeking to create a new market opportunity enabled by disruptive technologies.
Business people judge services by making sense of what they experience relative to their needs. Most business decisions about IT are, and will continue to be, made in this way. This is in contrast to the current IT delivery model and the product-centric process of “define, build, and operate,” which will become less relevant as future technology and increased complexity make defining and testing product requirements difficult, if not impossible, except at runtime.
The information dysfunction endemic to politics does not stop or start with politics. It is deeply rooted in our human behavior. It is present in every aspect of our lives, starting with our own inner monologues that make up our consciousness, and extends to our families, our friends, our social networks, our organizations, our countries, and yes, to our global village.
Digital transformation requires investing early in digital technologies and involves organization-wide changes that pose significant challenges and uncertainties to business leaders. There are many research reports available today on digital transformation technologies, business models, and potential strategies. This Executive Update complements such efforts by assessing the enabling factors, organizational readiness, and skills gaps in Asia-Pacific for 2017. This research was undertaken in conjunction with the IT Conclave organized by the SP Jain School of Global Management in Mumbai, India; Dubai, the United Arab Emirates (UAE); Singapore; and Sydney, Australia, in February 2017. The survey involved more than 150 leaders and business professionals from over 120 organizations. The results were further discussed at IT Conclave events, and inputs were considered in drafting this Update.
Cutter Consortium has been conducting a survey to gain insight into how organizations are adopting — or planning to adopt — blockchain technology. We are also seeking to identify important issues organizations are encountering or foresee encountering in their blockchain efforts. This Executive Update, Part I in a series, examines initial survey findings pertaining to the general status of blockchain in the enterprise as well as whether enterprises have dedicated groups to lead the blockchain initiative.
IT is often highly complex and difficult for nonspecialists to understand, yet it is crucial for business executives to understand enough about IT to make far-reaching strategic decisions. IT portfolio management (ITPM) forges a critical link between the strategic planning process and the PM process, enabling management to reach consensus on the best use of resources by focusing on projects strategically aligned with the goals of the business.