Documenti di Didattica
Documenti di Professioni
Documenti di Cultura
Part III
Digital
Business
2020:
Getting there
from here!
The Last Word
The 50-Year Journey to
Digital Business
The 50-Year
Journey to Digital
Business
By Bruce J. Rogow
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Cognizanti 59
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A cyclical-industry manufacturer:
When this company realized it could not
gain on the competition in favorable
economic times, it spent a decade using
leading technologies and processes to
reduce its break-even by over 30%.
It applied big data analytics to better
forecast demand, improve supply chains
and rationalize piece parts. These efforts
drove totally new product engineering,
manufacturing engineering, shop floor,
fabrication, robotics and materialshandling approaches. At the end of the
next recession, the company was the only
major player left standing.
A transportation company: This
company understood that the key to its
success was based on end-to-end performance guarantees and economics based on
cross-industry transactions, assurance of
on-time delivery and real-time alternative
sourcing. Therefore, it rebuilt its business
model to establish a digitally based crossindustry platform that integrated with the
systems of a galaxy of specialty logistics
stakeholders. The company also realized
that information about and insights
revealed by the transactions would be as
important as the shipments themselves;
therefore, it worked to become a master
of analytics and has gone on to industry
domination.
A consumer-focused financial
advisory services company: Rather
than build a supermarket of financial
products, this company rebuilt its business
model around the vision of how a specific
class of consumers work and live. It spent
over a decade building the enabling infrastructure, client life experience services,
business partner extensions, consumerfriendly analytics and seamless interactions that ultimately became a hub for its
clients. Today, this companys services are
embedded in the lifestyles of all targeted
clients.
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Lesson 1:
Focus efforts on a specific
vision and the essential
purpose of enablement.
In most cases Ive seen of successful digital
change, someone (typically in a leadership
position below the CEO) emerges as a
passionate visionary and leader, with an
overall business-based idea for what the
enterprise could become. All efforts were
then related to that vision. The initial vision
doesnt need to be anything more than a
drawing on a napkin, and it usually requires
major adjustments over time as reality shapes
the journey. The visionary (or visionaries)
nurtured the acceptance and adoption of
the vision over time, as well as the enabling
capabilities to make it a reality.
The visions were broken down into typically
one-, three- and five- to 10-year horizons.
Within each of those horizons, each company
determined what the enabling capabilities or
essential purpose would be and then delivered
on them. The manufacturing company in
the example above established that group
systems technology analysis was the process
it would commit to mastering in the first year.
The process which enabled the company to
substantially reduce its manufacturing costs
by lowering its piece parts from over 100,000
to about 15,000 became the foundation of
the next decades focus.
Once companies established the enabling
capabilities, they developed the what, how,
who and when, as well as the sequence of
priorities. The economic issues costs and
investments required, ROI, budgets, shifts in
resources, cash flow and financing could then
be more realistically determined and achieved.
Lesson 2:
Continuously balance and
adjust the Rubiks Cube of
persistence and enablement.
The faster track to a radically beneficial
new business model requires constant readjustment of three sides of a cube. The
first dimension includes the elements of
relentless persistence and passion related to
the corporate vision, horizons and enabling
capabilities. Despite setbacks, re-assignment
of individuals and inadequate resources, the
level of momentum and passionate belief that
the people involved are making a difference
must be sustained at a believable level. Overor under-hyping can be fatal.
Secondly, the enabling capabilities must
be broken down into incremental steps,
resources, timeframes and outcomes. How
many times have you seen an unwieldy scope
kill a good idea or heard the phrase we tried
to boil the ocean. For the manufacturer,
appropriate increments were determined by
engineers, using techniques of modeling and
load balancing. The financial services firm,
meanwhile, applied its sixth sense to determine
how high it could jump in response to the
elevated expectations of its relentless CEO.
The third dimension relates to the differences between the existing and future state,
Lesson 3:
Follow the vision,
not the season.
Multi-year or decades-long transformation
journeys will inevitably transcend economic,
regulatory and master business platform
cycles. All too often, business-IT leadership
confuses a change in these cycles with the
vision of the new business model.
Cognizanti 61
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Equally critical is the realization that the management styles, focus, enablement and skills
The Seasonality of
Business and IT
Digitally
Enhanced Business
Re-Platform
Big-picture thinking
Endeavors
Innovation
Consolidation
Reliance on internal
knowledge
Redundancy identification
Recent Recession
Yield
Better use
Greater returns
Core Business
Figure 1
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Outside developments
Incentives to encourage
new ideas
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Issue
Yield
Consolidation
Re-Platform
Innovation
DIRECTION
Top-down
Across
All three
Bottom-up
KEY HORIZON
Action/task/outcome
Project
Endeavor
Discontinuity
OTHER HORIZON
Budget
ROI
Program/project
Plateau
FUNDING SOURCE
IT budget savings
Business unit
CEO
Business unit
FUNDING AMOUNT
Medium
Small-medium
Massive
Initially small
STARTING POINT
Existing assets
Existing systems
Platform kit
New POV
BENEFICIARY
IT
Business unit
Enterprise
Innovator
ROLE OF STANDARDS
Decree
Practical
Platform defined
Little
ARCHITECTURE
Critical
Loose
Inherent
Separate
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TECHNOLOGY
MATURITY
Industrial
Pragmatic
Weak
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KEY SKILL
Business decomposition
problem-solving
Process analysis,
endeavor management
Multi-disciplined
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KEY CHALLENGE
Resistance
Identification
Scope, change
Momentum, value
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STYLE
Near dictatorial
Detailed
Impresario
Loose creative
Figure 2
Cognizanti 63
Footnotes
1
Enabling the Digitally Enhanced Business, Cognizanti, Volume 8, Issue 1, 2015. This
article suggests that the most commonly used examples of digital businesses are those that
were designed and managed from the start based on new, digital technologies, processes,
products and people. Legacy enterprises must modify their business models, operating
models, products, markets, processes, skills and cultures over time to take advantage of what
digital technologies can do. The article suggests a more realistic aspiration is to be a digitally
enhanced business that makes the transition over time.
Over the past 49 years, I have had the opportunity to work with and learn from my work
at IBM and Nolan Norton & Co. with over 200 major clients, and as head of research at
Gartner. These lessons learned come from that work and the insights of outstanding thought
leaders such as Drs. Nolan and Norton, Dr. Peter Keen and Dr. Marianne Broadbent.
Bi-modal IT is a term used by Gartner and many others to describe the need for two distinct
approaches to managing IT: one for traditional, industrial-strength IT and another for more
agile and rapidly adapting IT.
Keep on SMACking: Taking Social, Mobile, Analytics and Cloud to the Bottom Line,
Cognizanti, Volume 6, Issue 1, 2013. This article describes master business and master IT
platforms, which are the fundamental building blocks of todays industrial structure. They
both undergo disruptive and new cycles, through growth, full value, maturity and then obsolescence.
Antonio Vivaldi was an 18th century Italian Baroque composer whose most famous works
were a set of four violin concertos. Each concerto was written to depict a season of the year.
Business-IT leaders who can adjust to and function across seasons of business and IT are
sometimes called Vivaldis; https://en.wikipedia.org/wiki/Antonio_Vivaldi.
Author
Bruce J. Rogow is a Principal at IT Odyssey and Advisory in Marblehead, Mass. Known as the counselor to
CIOs and CEOs on IT strategy, Bruce has for the last 15 years conducted independent, face-to-face interviews
with thousands of C-level executives. Previously, he spent five years as Executive Vice-President and Head of
Research at Gartner Inc. Prior to that, he was Senior Managing Principal at Nolan, Norton & Co. Bruce can
be reached at Bruce@ITOdyssey.com.
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