Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

Technology Can’t Solve Disruption Challenges Alone - Enterprises Need Better Strategies

161 views

Published on

As enterprises concern themselves with the companies that have been disrupted over the past decade, new competitors are rising. According to a study by Washington University’s John M. Olin School of Business, 40% of the Fortune 500 companies from 2014 won’t exist by 2024.

While Fortune 500 turnover has been the result of mergers, acquisitions, and bankruptcies, the driving force behind these changes has been failure to adapt to disruption.

Emerging disruptors have the freedom to leverage technology to capture market share. Meanwhile, many incumbent executives are failing to recognize their blind spot for the speed with which technology is changing business.

Full write-up: https://by.dialexa.com/technology-cant-solve-disruption-challenges-alone-enterprises-need-better-strategies

Published in: Technology
  • Hello! Get Your Professional Job-Winning Resume Here - Check our website! https://vk.cc/818RFv
       Reply 
    Are you sure you want to  Yes  No
    Your message goes here

Technology Can’t Solve Disruption Challenges Alone - Enterprises Need Better Strategies

  1. 1. Technology Can’t Solve Disruption Challenges Alone - Enterprises Need Better Strategies by Russell Villemez https://by.dialexa.com/technology-cant-solve-disruption-challenges-alone-enterprises- need-better-strategies
  2. 2. Dialexa We are on a mission to make every company a great technology company. We work with organizations to define and execute digital transformation strategies to improve business operations and customer experiences. Our services include: • Multi-Year Technology Roadmap • Platform Engineering • User Experience Design • Custom Software Development • Hardware Prototyping /IoT
  3. 3. As enterprises concern themselves with the companies that have been disrupted over the past decade, new competitors are rising. According to a study by Washington University’s John M. Olin School of Business, 40% of the Fortune 500 companies from 2014 won’t exist by 2024. Get the full write up of this slideshare HERE
  4. 4. While Fortune 500 turnover has been the result of mergers, acquisitions, and bankruptcies, the driving force behind these changes has been failure to adapt to disruption. Get the full write up of this slideshare HERE
  5. 5. Emerging disruptors have the freedom to leverage technology to capture market share. Meanwhile, many incumbent executives are failing to recognize their blind spot for the speed with which technology is changing business. Get the full write up of this slideshare HERE
  6. 6. Even the companies that recognize a need to change face challenges. Changes in the marketplace, competitors coming into the market from new angles, new product strategies - things are moving too quickly for enterprises to always build new technology internally. Get the full write up of this slideshare HERE
  7. 7. Instead, they turn to mergers and acquisitions or try to work differently with partners to incorporate new capabilities in their organizations. Get the full write up of this slideshare HERE
  8. 8. The problem with this approach to change is that it creates discontinuities in business operations - both today and in the future. Get the full write up of this slideshare HERE
  9. 9. Each piece of technology was built with a specific set of business operations in mind. Stacking them on top of each other increases complexities that become so intertwined that it’s almost impossible for enterprises to reach their intended operational future. Get the full write up of this slideshare HERE
  10. 10. CIOs can’t just solve these multifaceted problems by implementing more technology on top of old technology or planning a single project within the course of a budget cycle. It takes time to unravel the complexities and realign enterprise technology to achieve ongoing success with digital transformation. Get the full write up of this slideshare HERE
  11. 11. Solving the operational discontinuities and enterprise technology complexity requires a strategy that is more deliberate and ongoing compared to the typical short-term approaches executives take. Get the full write up of this slideshare HERE
  12. 12. Instead, CIOs should develop integrated, multi- year roadmaps that simultaneously address both complexity and disruptive innovation as a way of life. This mindset has implications on everything from business renewal to budgeting to architecture to software development. Get the full write up of this slideshare HERE
  13. 13. RECOGNIZING THE NEED FOR A NEW ENTERPRISE TECHNOLOGY STRATEGY Get the full write up of this slideshare HERE
  14. 14. Start-up disruptors have an inherent advantage over their incumbent competitors - they are unhindered by enterprise technology complexities. Get the full write up of this slideshare HERE
  15. 15. If enterprise executives could spend their money on innovation rather than dealing with these complexities, it would be easier to spot the white space available to earn revenue, rather than thinking of how to increase profits in the existing market. Get the full write up of this slideshare HERE
  16. 16. The reality of enterprise technology complexity forces CIOs to go on the defensive, addressing only urgent symptoms and easily-fixed operational problems with new technology, thus adding to the ongoing issue. Get the full write up of this slideshare HERE
  17. 17. It can be difficult for CIOs to get their business partners to recognize the need for a newenterprise technology strategy - these partners want quick wins and fast results, not a 3-year plan for massive investment. Get the full write up of this slideshare HERE
  18. 18. Education and timing is very important to obtaining the buy-in necessary for changing the way IT strategy and innovation is done. From a timing perspective, many scenarios exist. But some of the most common are: Get the full write up of this slideshare HERE
  19. 19. Mergers and Acquisitions As discussed, mergers and acquisitions for short-term tech capabilities lead to long-standing complexity. So many enterprises are still using mainframes, client server systems, or are still largely in a web environment because those were the technologies that were state of the art at the time of the acquisitions. However, tech is now cloud-centric and trending toward micro-services. Get the full write up of this slideshare HERE
  20. 20. Get the full write up of this slideshare HERE Mergers and Acquisitions Cont. During periods of organic growth, it’s easy to see the wisdom of just stabilizing and scaling. But mergers, acquisitions, consolidations, etc. represent some of the best catalysts for resetting the strategy for transforming the enterprise landscape. These are great opportunities for attacking operational complexity, preventing technology sprawl, future-proofing against ongoing disruptions and capitalizing on faster innovation cycles.
  21. 21. To read more you can find the full article at https://by.dialexa.com/technology-cant-solve-disruption- challenges-alone-enterprises-need-better-strategies
  22. 22. Get the full write up of this slideshare HERE New CIO Hired When a new CIO is hired, he or she may be from outside the company and must quickly come to terms with what they’ve inherited. For example, amidst rapid business change, CIOs can face two types of challenges -  concrete organizational challenges and softer challenges surrounding culture and talent. 
  23. 23. Get the full write up of this slideshare HERENew CIO Hired Cont. Meanwhile, business partners want a quick fix to their problems, which are often caused by the lack of attention to complexity in the years leading up to the exit of prior CIOs. An outsider perspective could be the perfect time to recognize the macro-level issues and educate the business partners on how instrumental they are to addressing root causes.
  24. 24. Get the full write up of this slideshare HERE Eroding Margins MCFO’s often look at the technology function as an indirect or SG&A cost. So when margin pressures force a cost reduction exercise, the technology function is scrutinized for excessive expense. Salaries, bonuses, travel, training, software licenses, etc. are all on the table. The CIO’s challenge is to demonstrate an alternative: that is, the role of technology in driving out costs in the rest of business, which should be a force multiplier compared to straight up budget cuts.
  25. 25. The first step is to establish the relationship between excessive business operations complexity (and cost) and technology spending. The CIO is often the only executive that has visibility into existing redundancies and inefficiencies since they are always manifested in duplicative systems. Get the full write up of this slideshare HERE
  26. 26. The second step is to establish the benefit of reducing this complexity - not only in terms of business costs, but also in terms of technology leverage. Get the full write up of this slideshare HERE
  27. 27. Having problems defining and executing your real -world digital transformation strategy? Download or free eBook: https://by.dialexa.com/enterprise-technology-for- business-outcomes
  28. 28. Attacking this complexity in the technology function frees up incremental IT investment spending for disruptive innovation. Incremental funding for new areas may still be required, but it’s important to exploit every possible avenue for turning the technology function into an operational lever instead of being a consumer of corporate expense. Get the full write up of this slideshare HERE
  29. 29. And the inverse is also true. Incremental funding by itself cannot eliminate the sources of complexity. It requires a business/ technology partnership. Get the full write up of this slideshare HERE
  30. 30. The bottom line is that enterprises must understand that what they think they want (silver-bullet technology to fix an immediate problem) is what causes the macro-level complexities that hinder digital innovation. Get the full write up of this slideshare HERE
  31. 31. There will always be tactical problems, which is why a business-driven technology strategy isn’t just a 3-year strategy to invest heavily in on overhauling enterprise technology - it’s a multi- year plan that lays out both tactical and long- term expectations. Get the full write up of this slideshare HERE
  32. 32. PROPERTY OF DIALEXA LLC ©2018 - CONFIDENTIAL & PROPRIETARY Thank You Doug Platts VP of Marketing marketing@dialexa.com If you are looking to undertake a digital transformation initiative, contact Dialexa today and see how we can help make your company a great technology company. Get the full write up of this slideshare at Technology Can’t Solve Disruption Challenges Alone - Enterprises Need Better Strategies

×