Services for Digital Disruptors – Taming the Digital Dragon

CIOs today need to build teams equally capable of building new digital operating models as well as maintaining existing legacy IT systems.

Our services for ‘Digital Disruptors’ are equally applicable to large enterprise organizations as well as dynamic new startups.

Indeed you could argue it’s far more important for large, traditional organizations to embrace the trend or face becoming the next Blockbuster or Kodak – Firms that have existed comfortably for decades but fail to recognize and adapt to the massively changed world we now live in, and are entirely obliterated by companies that have existed for less than a decade and are a fraction of their size.

Our guide explores the spectrum of technologies that both small startup and large enterprise can harness to more rapidly author new online capabilities, like Serverless Computing, and also a number of industry scenarios, such as Banking, Media and Gaming, and how they face being disrupted by innovations such as the Blockchain.

Taming the Digital Dragon

McKinsey capture this challenge in their article ‘Can IT Rise to the Digital Challenge?

They describe the core challenge most if not all enterprise IT organizations face: The conflicting tension between the demands of defining and implementing a dynamic new digital operating model, with a team that is skilled for and spends all of its time maintaining the existing legacy estate, two contrasting capabilities.

In their 2014 CIO Agenda report Gartner describes how ‘Taming the Digital Dragon’ (12 page PDF) is key to digital transformation strategies, with the hybrid cloud platform model as the enabling technology blueprint and business model. It’s also shared through this online presentation.

This has since been followed up with their 2017 briefing, where they describe:

“There’s no pre-cut pattern for 21st-century business,” says Bard Papagaaij, research vice president at Gartner. “Safe pathways to success will be unknown and difficult to predict or even reliably test. CIOs must be armed with powerful adaptive capabilities and harness disruptive technologies and concepts to outmaneuver rivals.”

However despite this obvious threat, not all organizations are catching on. HBR reports in 2017 that:

“the average investment in emerging technologies (as a percent of total technology spending) grew just 1% over the 10-year period. In our most recent survey, executives say they look to digital initiatives primarily to increase revenue and reduce costs. These are worthy goals, of course, but it also means there’s less priority being placed on innovating and implementing the latest technologies into their products.”

Even more alarmingly when identifying IT’s Future Value Proposition McKinsey reveals that:

“Just 12 percent of all respondents say their IT organizations are very effective at leading digital transformations across their business, and only 8 percent say IT is very effective at the design of e-commerce and online experience.”

This would suggest that we’re likely to see more big name casualties and the opportunity for aggressive digital disruption is still ripe.

Our Services for Digital CIOs enables IT executives to embrace a more senior business role, ‘Taming the Digital Dragon’ to avoid this fate, through evolving from a traditional IT Service Management approach to a new Cloud Native DevOps model.

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