Conclusion: Organisations building new products and services need new tools and skills to reinvent old business offerings or build completely new business products and services. To be successful, organisations and key decision makers need to be continually assessing the environment for tools and techniques that can be introduced to assist in providing creative thinking and service design activities. Rather than focus on volumes of detailed assessments and documentation the new approach for tools and techniques is creative and visual. Combined with a culture that supports innovation and change, these tools assist organisations to confirm their service and value direction or to identify and build new value for their customers and their organisation. Having staff who have the right skills and the right aptitude to be creative will be critical even if an organisation partners with a specialist business.
Governance & Planning
Conclusion: Return on investment is the touchstone of business investment success. Within marketing and in practice its use and definition is imprecise. The lack of precision is a challenge for marketing to the degree that it is difficult to assess its value in various dimensions.
Marketing and IT business case managers need to establish the baseline rules for return on investment and put them into practice for the long term.
Conclusion: Many organisations looking to transform or innovate their existing business find it difficult to think about it in a completely new way as the past is always present. One way to approach the common strategic planning activity is take the perspective used by start-ups and build a business model for the future which re-evaluates current paradigms. Existing business models can be dissected into key elements and each element can be critically examined and evaluated in terms of its contribution to the desired value proposition.
Conclusion: Most organisations have an unbalanced ICT investment portfolio where back-office systems (including ICT operations) consume more than their fair share of the ICT budget and capability. Consequently, emerging initiatives may fail to gain organisational support relevant to their potential business and organisational benefits.
Conclusion:Within the ICT industry new technology is deferred to as the catalyst of innovation. While this is partially true at the current time and over the next 3-5 years, the shifting structure of the wider economy is the more likely agent of transformation, and even perhaps of disruption, which will be seen through the adoption of various technologies.
Conclusion: To achieve workplace assimilation of new or replacement business systems, staff must be well trained and convinced it is in their best interests to become proficient operatives. For assimilation to become a reality a comprehensive workplace change management program, that includes a systems training strategy, must be developed.
Conclusion: The standard method to assess the future is through the type and function of technologies. The starting point is the way new technologies modify processes and thereby rebalance requirements and outputs. An alternative approach is to examine how executive management will adapt to technological innovation because management maintains longstanding principles and objectives which are noteworthy in the implementation of technologies.
Conclusion: Industry discussion regarding Cloud based IT business models, have found it easy to claim a level of expertise simply by publishing high level observations and unsubstantiated predictions. Unfortunately, while interesting, these observations and predictions have offered little assistance to IT executives looking to design a future IT service based on Cloud. Should an IT executive choose to change their business model, there has been little or no advice on how to proceed.
Several CIOs have expressed concern that research advocating downsizing is negatively impacting their credibility. Faced with a plethora of information and recommendations, many will struggle to maintain ongoing financial and cultural support from within their own organisations.
This Compass is a companion document to IBRS’ Master Advisory Presentation (MAP) “Delivering Digital Business Transformation” which outlines business and management issues and provides guidance on delivering an effective digital business transformation.
Conclusion: To grow their business and deliver sought after online services, organisations must provide error free systems supported by robust IT infrastructure. When unable to deliver one or both of these consumers will seek other suppliers that provide better online services.
To meet consumer expectations online systems must be comprehensively tested and error free before making them publicly available, and operated on IT infrastructure that can be ramped-up when needed to meet consumer demands. The inability to provide quality services when required could put the organisation’s reputation at risk.