t cht lk
effectively will, in contrast, start to develop
tighter integration and collaboration across
initiatives that are being played out across
the business. Digital teams start to realise
that the fundamental skills, approaches
and execution methods they need to learn
are the same across different company
departments for different use cases.
The harder part of learning digital is
understanding how it will change the
business in the short, medium and long-
term. Firms will need to do that in order to
be able to scale new digital work methods
organisation-wide.
User eXperience (UX) strategies
The proliferation of digital platform
technologies throughout the operational DNA
of contemporary organisations has meant
that it has become a key element in how User
eXperience (UX) strategies are formed.
“
ON THE ROAD
TO DIGITAL
TRANSFORMATION,
A NEW
FOUNDATION
STARTS TO
DEVELOP
AROUND WHICH
THE BUSINESS
CARRIES OUT ITS
CORE FUNCTIONS.
resurgence of the importance of enterprise
data and its quality and quantity, we must
also work hard to ensure we reduce technical
debt and the presence of legacy platforms
that are unfit for current and future purpose.
We must also now engineer our business
models to enable continued adoption of
commoditised cloud services.
Within this area, we need to engineer for
digital with enough precision to enable the
use of microservices that will deliver discrete
chunks of application logic for faster and
more intelligent systems.
Chris Pope, Vice President of Innovation
at ServiceNow
Forward thinking CxOs now regard digital as a
key front-line operational topic, much like they
have regarded issues such as cybersecurity
since the turn of this decade. The creation
of smart spaces and digital workspaces has
become more mainstream as a method
used to improve employee and customer
experience, and will feature prominently in
the next evolution of Smart Cities.
But digital as a discipline comes with some
responsibilities. As we now focus on the
78
INTELLIGENTCIO
Positive results come from thinking, doing
and working digital. Within a defined
timeframe we get to a point where we
can deliver on customer and employee
experiences, quicker and better, and
organisations on this digital journey start to
shift from project delivery to product delivery.
No more knee-jerk reactions Digital business allows us to start a new
process of re-engineering. We start to see a
foundational transformation of traditional
IT departments that used to be driven by
top-down organisational change. Instead,
there is a new bottom-up architecture and
infrastructure evolution with a focus on pace,
agility and people.
The presence of the Internet of Things (IoT),
edge computing layer and all the smart
‘things’ inside any given organisation’s own
digital universe starts to coalesce inside a
new data analytics fabric. That fabric allows
us to be intelligently predictive across all
departments, rather than work with the
knee-jerk reactive standards of the past. Digital business also allows us to welcome
the ‘no-collar’ workforce. The rise of smart
machines means that many traditional
roles can be automated. This means that
the organisation of the future may need
to rewire talent management for the new
workforce and build a culture for increasingly
unbounded and virtual teams.
www.intelligentcio.com