Emergence is on cut loose
The industry is on a continuous run of finding opportunities to grow and expand. The reason behind the same is a multifold i.e., millennial generation, long overdue, latest explorations, business innovation and constant demand from consumers looking for changing ways of business. Threats & opportunities are emerging at pace and can come from everywhere, which is demanding need of emergence across all verticals, platforms, and horizontals. An aerospace manufacturer’s CIO said, “It’s not about innovation — it is about business benefit versus the cost.” And an IT consultant added, “Innovation is just about achieving your business objectives. There is no unique measure of being innovative.” But CIOs do successfully use metrics to track innovation. Does the evaluation or revolution in launching newer and better platforms becoming the modern geek in the market or it the filtration behind the process and ensure right fitment and a need exists.
Various analysts are launching one after another hype, radio & sonar trends, and the variance is a significant year on year. What is bullish in one quarter or year, could show much bearish flow or even exit out in the next phase because of too many players or early release. The industry has taken an approach to doing Minimal Viable Product(MVP) and let the end state user figures out the changes, adoption, and enhancement required. Organizations are ready for failure because of risk appetite and early entry to the market to gain share. Digital is the new mantra which is backed by every industry vertical around building experience, operations and handling the product lines. It has been a most common and rehearsed word which is gaining the momentum and market share.
Defining a business case for emerging technologies based on features and functions will lead to fragmented and unbalanced results. Equally, establishing a business case for developing techniques based solely on an IT "problem" will not garner business attention and support. To increase the impact of investments and to increase IT credibility, IT leaders must work with business peers to build a business case for a business strategy, which is then supported by emerging technologies. They must also consider the unique market, business forces, and significant impact areas.
Evaluation of emerging technologies requires a staged filtration process to ensure it’s a right fit and has a business case backed by it with scorecard matrix proving the desired results. The process of evaluating emerging technology is not unique or different than any other evaluation process of technology. The difference varies by the scale, size, and demand in which the filtration happens. Since not all emerging technologies are created equal, leveraging experience, best practices, service integration and having a right business case takes a precedence in the evaluation of the same.
Is the business ready
Dictating the evaluation in two-prong approach process of strategic and tactical thinking plays a more significant ball in checking if the industry is prepared and if yes do I have the right change process to go ahead and execute them same tactically.
Change management process and having persistence governance & cadence becomes the center focal point around the evaluations as well as the execution of the technologies. Based on recent surveys done by a couple of analysts and report its been found out that 70% of customers have the digital strategy blueprint ready however they are looking for help on execution. Since change is the only constant, it is equally painful to accept and move on with it. It is imperative while the business strategy through the process is planted, it needs to be well planned and thought through the end user perspective and insight management on how the execution with play to have the right success of the program.
Journey from zero to one
In a race of acquiring and evaluation, it is essential to have the current state and future business strategy roadmap laid out well. Since it’s a journey of change, adaptability, and acceptance which does not allow multiple hops. A classic example of customers trying to adopt cloud, the block chain IoT digital operations are still following the discrete style of infrastructure and building native applications in three-tier architecture, however, do have the aspirations to change day one and be on the end state of nirvana.
The Cloud Is a Journey; Not a Destination is famous proverb used by many cofounder and analyst across the industry. ‘Cloud is a journey, not a destination’ says Google’s head of Cloud Professional Services, João Rufino. It takes a lot of effort, analysis and thought the process in building and laying a roadmap on how the evaluation, adoption, movement, and sustenance will happen from one to other technology. It all boils down to the business case and what rigor and critical elements need to be allowed to define the strategic and tactical roadmap for program success. The Gartner allows not to delve into the analysis of current state vs. future state however it is paramount to know the current state as the move and following of Gartner five Rs of (retain, retire, rehost, re-platform and rest) will demand the analysis. It is much simpler for newer demands and environment to gel well with future thinking process of technology, however, adoption stays equally challenging as the current state. The recommendation is to evaluate behaviour, change and define a strategic roadmap with business justification to avoid falling in the same traps of older technology and have enough justification to kill the request to be hosted or not adopted to latest technologies.