TALKING

Cloud computing makes global scale more achievable , while modular architecture and APIs support the flexibility that allows for localisation .

The technology is so flexible that you can build things centrally and make it relevant for local brands or business units – something that was not as easy to do ten years ago .

# 5 Delivery excellence

Daan van Ginneken , Partner , Bain &

Company Amsterdam

Other trends are shaping the market for top technology labour . Many companies have overinvested in watchertype roles such as project managers and business analysts , which tend to be more expensive and create less value than thinker or doer roles .

# 4 Global scale , local traction

In the past , there was a tension between executives who advocated for localisation to appeal to

Adopting agile ways of working , in teams and at scale , is an essential first step in improving the company ’ s ability to deliver quickly at the highest levels of quality . Another important action is implementing software engineering best practices , automated testing and release , and best practice for code writing and review .

Advances in AI can help here as well . Adopting best practices in software engineering can boost developer efficiency by 25 % to 50 %, increase quality and stability of code by 20 % to 40 %, and deliver products 5 to 10 times faster .

# 6 Elevation of technology

How to generate value from technology

• Senior executives are frustrated that , while ramping up investments in technology they are not getting the payback they expected in cost-effectiveness .

• Executive teams have to stop thinking of technology function as a cost centre and begin to see it as a place where the company generates value .

• Outcomes changes the relationship between business and technology , elevating technology leaders to become thought partners .

• Accountability grows , ideas flow in both directions , delivery speeds up , and quality increases .

• The central theme in any operating model upgrade is to adopt the product model rather than project-based work .

• The company assigns persistent budgets to product teams and holds them accountable for delivering outcomes .

• Companies have overinvested in watcher-type roles which tend to be expensive and create less value than thinker or doer roles .

• At companies that say they are getting returns from technology investments , the relationship between technology and business has evolved from service provider to thought partner .

• One indicator of this is the number of companies that are raising their technology leaders to the C-suite .

Finally , and in line with a shift in mindset , at companies that say they are getting their expected returns from technology investments , the relationship between technology and business has evolved from service provider to thought partner .

One indicator of this is the number of companies that are raising their technology leaders to the C-suite . Ten years ago , only 10 % of leading consumer packaged goods companies had their technology function in the C-suite ; today , it is about half .

Successful efforts select one or two areas for initial focus , build on success , and move on to other traits in sequence . Nearly everyone is looking for stronger results and more value from their investments in technology .

At the same time , cost pressures are leading most senior technology leaders to increase their scrutiny on technology spending . Evolving the technology operating model is an essential journey for technology leaders and their companies to achieve their goals . p

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