Business history suggests that there are many benefits to doing something unexpected. Zag when others zag, get higher when others get lower, and don’t move too much on the road.
The pandemic has caused massive economic shocks for businesses and public sector organizations across Europe, and it is amazing that those facing an existential business crisis have entered their shells and relied on shifting cultivation strategies. It’s not that. Over the years, many CIOs have been asked to do more at less cost. As IT budgets have been wasted and top-line costs have entered the firing line, we are now required to do more at lower costs.
The natural instinct of many CEOs during a crisis is to break through the hatch and focus on reducing costs, rather than trying to make new speculative investments. Very often, rough leadership behavior means that IT is treated entirely like its peers. But what is interesting is that, despite this background, there are often lessons learned from such seismic events, and smarter and more creative strategies emerge.
For example, the recession in the early 1990s caused a surge in PC purchases from clone vendors, a move to general-purpose x86 servers, and a surge in application outsourcing. Companies like Dell have been booming by making lemons from lemonade, but hardware giants such as IBM and Digital have flagged and the market pays a premium price for the badges of well-known brands of commercialized products. I never returned to that.
What we saw people ledTTransformation studies show that the events of the Covid era have prompted companies around the world to embrace change. For example, 84% of global decision makers say they are accelerating their digital transformation plans as a result of a pandemic.
Obviously, there is a need for more sympathetic financing options, but we are also accelerating the push towards a “cloud as a service” model where operational spending is prioritized and costs are diversified and upfront capital investment is denied. .. Again, in our research, 86% of global decision makers find that the cloud is more flexible, and more than two-thirds say that enterprise applications will be fully cloud-based over the next two years. He says he is expecting it.
In addition, since office workers are forced to become remote workers, efforts toward a flextime system are also in progress. So far, as expected, but other more interesting changes are underway.
According to our research, enterprises respond to user demands for more freedom to access IT from anywhere, better collaboration tools, and more automation to reduce workloads. , Planning and innovation is getting faster.
Doing nothing is costly, and the inertia and failure to face change is the quiet and passive murderer of corporate growth.
In this crisis, and across Europe, people-led transformational research enables global decision makers to enable remote work flexibility, facilitate collaboration, increase employee productivity, and meet customer demands. Revealed that it is focusing on investing in innovation for. This can be seen as a bold or stupid move, especially among mid-sized businesses that don’t necessarily have huge budgets, but according to our research, businesses build a simple and intuitive user interface. We are focusing our investment on automating, accelerating workflows, and enabling users. To communicate with enterprise applications using preferred tools such as Slack and WhatsApp.
That sounds like a paradox-why invest now? But doing nothing is costly, and the inertia and failure to face change is the quiet and passive murderer of corporate growth. The CIO must be bold and leading. IT is still a relatively small part of business transmission, to eradicate costs and create watertight business cases for new projects that lead to better, more adaptable options with clear ROI. There is one opportunity in your career. .. Find opportunities to be proactive yet creative. You might be surprised at the approval hit rate, as nine-tenths of those cases go ahead. However, make sure you have a clear focus on positive activities and with the help of an expert. This is not the time to increase the burden on the managers of existing teams who are exhausted from firefighting.
This is a new era. We were moving towards it anyway, but now we are seeing great progress and those changes are progressive and positive. Anyone who sees lock-in as a vendor strategy will not want to repeat that experience. No one wants a monolithic software slab if elegant microservices and federation’s best of bleed services can deliver better results faster and with minimal risk. CIOs have the potential to become elastic business strategy architects and enablers, and today they are relatively free from the usual bureaucratic formalism of everyday commuting and office life, seeking strategic options. Talk and think with your peers. They grab the day and don’t go back.
Tom Dehook is President of the European region so Unit 4
Surprise Factor: Why It’s Time to Invest in IT Innovation
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