As companies race to adopt new cloud computing technologies and systems to effectively compete as digital enterprises, they quickly discover that with new systems, applications and processes comes monumental new complexity.
Companies are reminded on a daily basis of the necessity to adopt and deploy new digital technologies in order to maintain or enhance their competitive viability. Of less focus is the necessity to identify and develop the “next generation of skills and capabilities” needed to successfully leverage those new technologies.
Have you lost control over how you spend your time? Talk to anyone working today whether in a startup or a well-established Fortune 500 company, and they will tell you the same thing – “I’m working so hard but there aren’t enough hours in the day for me to do my job.”
Is your competition learning faster than you are? The main theme of Walter Isaacson’s biography of Leonardo DaVinci is “the ability to make connections across disciplines – arts and sciences, humanities and technology – is a key to innovation, imagination and genius.”
Is your customer journey an enjoyable experience? According to a recent Epsilon study, 80% of consumers are more likely to do business with a company that offers them personalized experiences and 90% find personalization very appealing.
In the July IDG survey, 53% of CIO respondents said that their top digital business objective was to “maintain overall revenue, given market shifts.” 53% also sited the need to “drive new revenue” up from 48% in 2018. CEOs and Boards are increasingly looking to digital technology as the primary source of new business growth and profitability.
As I said in my previous blog, (link to August blog) the big “aha moment” for C-Suite leaders occurs when they realize that while power generates performance, performance consumes power. This means that if the company continues to overweight investments in current businesses to deliver short-term performance, it will eventually liquidate the company’s long-term power to grow.
What if everything you were taught about creating and sustaining competitive advantage is no longer true? Most leaders of well-established businesses were taught that the key to creating sustainable competitive advantage was erecting large barriers to entry into their markets by scaling the size and reach of their companies.
When the coronavirus pandemic forced most office employees to work remotely, managers were convinced that productivity would collapse. They thought the multiple…
Historically, once a company sold a product or service to a customer, it was up to that customer to make sure they got their money’s worth. Now with the advent of “anything as a service” (AaaS), the burden of customer success has shifted back to the vendor.
