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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Tools and methods can work in some contexts but not others. If you have your own principles and mindset, then you can adapt or create your own methods and tools to fit your context. Once we realized this, we made a mental leap from a focus on methods and tools to a focus on principles and mindset.
Although many organizations have developed digital strategies, far fewer have managed to implement them successfully. As we explore in this Executive Update, creating a “sense of urgency” is often seen as a top challenge for digital transformation due to general unawareness of the opportunities and threats to the core business. Furthermore, many organizations consider a lack of skills and competencies as major challenges on their digitalization journey.
In a recent survey, Cutter Consortium asked organizations whether their customer experience (CX) practices and technologies are meeting or beating company expectations. We also sought to answer the following question: can organizations that have deployed these CX practices and technologies deliver a better customer experience and journey?
Business architecture is a critical — and typically missing — bridge between strategy and execution. Organizations should leverage it to translate strategies and other business direction and collectively architect, prioritize, and plan actions to be taken from a business-driven, enterprise-wide perspective. Indeed, business architecture and business architects contribute unique value across the strategy execution lifecycle, as well as connect other teams and help them be more effective.
Transforming all the data we generate into insights requires many steps. For someone to have the confidence level to use the resulting information and insights, these data manipulations must be trusted. In this Advisor, we review these steps.
As we explore the idea of “making a digital shift,” it’s important to examine the ways to keep up the momentum and stay on track in managerial, not technical, terms. The premise is that, as with a paint job, meticulous preparation is essential to success. From the earliest days, partial successes and outright failures litter the history of digital shifts, with write-offs running into 10 figures on some government projects.
In this Advisor, we take a closer look at another type of important COVID-19 data: secondary data, which can help with future pandemic predictions.
The volume of data available within an enterprise — and externally to it — is phenomenal. As a consequence, the role of information architecture has evolved, from the passive structuring and managing of data to a smarter, more active role of information effectiveness.