This site uses cookies to improve your experience. To help us insure we adhere to various privacy regulations, please select your country/region of residence. If you do not select a country, we will assume you are from the United States. Select your Cookie Settings or view our Privacy Policy and Terms of Use.
Cookie Settings
Cookies and similar technologies are used on this website for proper function of the website, for tracking performance analytics and for marketing purposes. We and some of our third-party providers may use cookie data for various purposes. Please review the cookie settings below and choose your preference.
Used for the proper function of the website
Used for monitoring website traffic and interactions
Cookie Settings
Cookies and similar technologies are used on this website for proper function of the website, for tracking performance analytics and for marketing purposes. We and some of our third-party providers may use cookie data for various purposes. Please review the cookie settings below and choose your preference.
Strictly Necessary: Used for the proper function of the website
Performance/Analytics: Used for monitoring website traffic and interactions
Specify metrics that align with key business objectives Every department has operating metrics that are key to increasing revenue, improving customer satisfaction, and delivering other strategic objectives. That gives CIOs breathing room, but not unlimited tether, to prove the value of their gen AI investments.
Organizations that continued full speed ahead with their digitaltransformation initiatives during the COVID-19 pandemic are able to ruminate on what went right and what they would have done differently, with the benefit of hindsight. But there are lesser-known, less obvious attributes of a successful digital program.
So if you are seeking to lead transformational change at your organization, it’s worth knowing the 10 most common reasons why digitaltransformation fails and what you as an IT leader can learn from those failures. Resistance to change Change is hard, and digitaltransformation requires a lot of it.
CIOs perennially deal with technical debts risks, costs, and complexities. After all, a low-risk annoyance in a key application can become a sizable boulder when the app requires modernization to support a digitaltransformation initiative.
Digitaltransformation has become an essential part of business success. According to TEKsystems’ 2023 State of DigitalTransformation , 41% of organizations’ digitaltransformation (DX) initiatives have failed to achieve their desired outcomes. That’s not digitaltransformation. Others agree.
The great news is that technological progress and sustainability can go hand in hand—and joint solutions from industry leaders like Equinix and Dell Technologies are helping organizations accelerate their digitaltransformation and business growth, sustainably.
Are you thinking about initiating a digitaltransformation campaign in your company? Boston Consulting Group conducted a digitaltransformation study in 2020 to find out why such projects are missing the mark. Lack Of Expert Assistance How hard can digitaltransformation be? “I Let’s get started.
For CIOs leading enterprise transformations, portfolio health isnt just an operational indicator its a real-time pulse on time-to-market and resilience in a digital-first economy. Understanding and tracking the right software delivery metrics is essential to inform strategic decisions that drive continuous improvement.
With the increasing sophistication of cyber threats and the accelerated pace of digitaltransformation, organizations must be more proactive in identifying and mitigating risks. CIOs need to align operations with these new use cases while ensuring their teams can support enterprise-wide digitaltransformations.
Regardless of where organizations are in their digitaltransformation, CIOs must provide their board of directors, executive committees, and employees definitions of successful outcomes and measurable key performance indicators (KPIs). As a result, outcome-based metrics should be your guide.
Aligning IT operations with ESG metrics: CIOs need to ensure that technology systems are energy-efficient and contribute to reducing the company’s carbon footprint. CIOs must stay informed about emerging solutions that reduce the energy demands of AI and blockchain while maintaining their operational benefits.
Afterwards, we spent some more time discussing his extensive track record with digitaltransformation, including how to set up digital initiatives for success. Dan Roberts: People refer to digitaltransformation in so many different contexts that the term has almost lost all meaning.
Mainframes hold an enormous amount of critical and sensitive business data including transactional information, healthcare records, customer data, and inventory metrics. Bringing mainframe data to the cloud Mainframe data has a slew of benefits including analytical advantages, which lead to operational efficiencies and greater productivity.
In today’s digitallytransforming world, time is of the essence. As you seek to boost agility and speed your organization’s digitaltransformation, there are some proven principles you can apply. In the process, they can break down the silos that stifle digitaltransformation.
By centralizing container and logistics application data through Amazon Redshift and establishing a governance framework with Amazon DataZone, EUROGATE achieved both performance optimization and cost efficiency. This batch-oriented approach reduces computational overhead and associated costs, allowing resources to be allocated efficiently.
In todays fast-paced digital landscape, the cloud has emerged as a cornerstone of modern business infrastructure, offering unparalleled scalability, agility, and cost-efficiency. This serves as a baseline to drive cloud adoption and getting started with a shifting mindset on how to make money with cloud and not just cost savings alone.
But speaking to many IT leaders, there are often gaps between how IT runs Scrum, Kanban, or other agile practices and what CIOs need in order to achieve digitaltransformation objectives. Their comments offer insights as to what to do if your teams are “doing agile” but aren’t agile enough to deliver digitaltransformation results.
SaaS is a software distribution model that offers a lot of agility and cost-effectiveness for companies, which is why it’s such a reliable option for numerous business models and industries. This results in more flexibility and upselling opportunities, and lower customer acquisition costs. 3) The Growing Need For API Connections.
Moreover, undertaking digitaltransformation and technology modernization programs without an architect can lead to delays, technical debt , higher costs, and security vulnerabilities. Product managers then propose digital KPIs and other metrics highlighting the business benefits delivered.
Organizations are increasingly investing in digitaltransformation as a way to maintain or grow a competitive advantage. A tried-and-true way to approach digitaltransformation is to understand the relationship customers have with the product and the brand, where that relationship currently falls short, and how it can be improved.
Developers, data architects and data engineers can initiate change at the grassroots level from integrating sustainability metrics into data models to ensuring ESG data integrity and fostering collaboration with sustainability teams. However, embedding ESG into an enterprise data strategy doesnt have to start as a C-suite directive.
What Are the Benefits of Data Analytics in Staffing? The Forbes Research Council showed that there are a lot of great benefits of leveraging big data in human resources. These benefits include the following: Improving workforce planning. Reducing staffing costs. This reduces costs considerably.
Mark Brooks, who became CIO of Reinsurance Group of America in 2023, did just that, and restructured the technology organization to support the platform, redefined the programs success metrics, and proved to the board that IT is a good steward of the dollar. One significant change we made was in our use of metrics to challenge my team.
For some organizations, shifting to the cloud has been a relatively quick race toward highly publicized benefits, such as scalability. Following the merger, the energy company began its digitaltransformation by unifying the three networks under one ERP system, SAP, with plans to eventually evolve to SAP’s S/4HANA SaaS-based model.
Over the past decade, CIOs have invested significantly in digitaltransformation initiatives in an effort to improve customer experiences, build data analytics capabilities, and deliver productivity enhancements with automation. Unfortunately, the business impact of many digitaltransformations continues to fall short of expectations.
At Astrazeneca, Kurt Zimmer explained that data, “ provides a massive opportunity to drive all sorts of levers, such as to lower cost and to drive things like speed of execution, which has a tremendous impact on the ability to bring life-saving medicines to the marketplace.” GE formed its Digital League to create a data culture.
When organizations buy a shiny new piece of software, attention is typically focused on the benefits: streamlined business processes, improved productivity, automation, better security, faster time-to-market, digitaltransformation. It can help uncover hidden costs that could come back to bite you down the road.
Leaders see the cloud as a path to modernize their IT infrastructure, so they can achieve greater flexibility and agility, lower costs of operations, faster time to market, and heightened competitive advantage — just to name a few. However, for each of these major benefits, there’s also an inherent set of obstacles.
One thing is clear for leaders aiming to drive trusted AI, resilient operations and informed decisions at scale: transformation starts with data you can trust. As a leader, your commitment to data quality sets the tone for the entire organization, inspiring others to prioritize this crucial aspect of digitaltransformation.
As digitaltransformation evolves, and more businesses begin to harness the power of digital technologies, the rate at which we are creating data is rising by the second. Not to forget, to squeeze the most value from your business’s most valuable data across touchpoints, it’s important to analyze it as it unfolds.
Eight years ago, McGlennon hosted an off-site think tank with his staff and came up with a “technology manifesto document” that defined in those early days the importance of exploiting cloud-based services, becoming more agile, and instituting cultural changes to drive the company’s digitaltransformation.
CIOs are under even more pressure now to deliver practical business benefits,” Schlesinger says. She says they’re responding with competitive work benefits and other ways to retain young staff in particular. . Demand transparency on everything — especially on metrics — and be transparent back. Focus on value as well as cost.
Some have managed to derive meaningful, rapid and repeatable business outcomes from their IoT data streams and analytics using Business Outcomes-as-a-Service (Atos BOaaS), developed by Atos , an international leader in digitaltransformation. Already, Atos customers have reported positive experiences.
Here are some key hurdles and strategies to overcome them: Foster an automation culture by involving employees early and showcasing benefits. Apply business-centric thinking: Manage deep automation as a business transformation, prioritizing agility and resilience over mere cost optimization.
Marketing is becoming digitallytransformed through the adoption of new cloud-based marketing applications. In times of scarce digital and marketing skills availability, this is a seriously important benefit. This is expected to rise to an almost ubiquitous level of 96% by 2026.
Managed service provider business model Managed service providers structure their business to offer technology services cheaper than what it would cost an enterprise to perform the work itself, at a higher level of quality, and with more flexibility and scalability.
In our latest episode of the AI to Impact podcast, host Monica Gupta – Manager of AI Actions, meets with Sunil Mudgal – Advisor, Talent Analytics, BRIDGEi2i, to discuss the benefits of adopting AI-powered surveillance systems in HR organizations. How do you track and report the impact of these metrics on key business outcomes?
We’re now able to provide real-time predictions about our network performance, optimize our inventory, and reduce costs. Ultimately, our use of AI is all about being a reliable supplier to our customers, and it’s working: last year, we had our highest ever customer experience index metrics. How did you do that?
The strongest business cases cite multiple benefits, and it isn’t unusual for application modernization projects to add value in three or more related categories of benefit. All leaders will want to concern themselves with financial, operational, and business benefits to ensure alignment with business outcomes and strategy.
But, with all this growth comes new potential costs. Amid a fast-changing landscape, contact center executives have a critical task: Keep pace and grow while also reducing costs and driving efficiency. Let’s look at four key decisions that can fuel effective cost management in contact centers.
The benefits? Drive cost efficiencies and make headway on meeting corporate environmental, social, and governance (ESG) targets, for starters. It may not drive them to many new behaviors, but it gives them additional support for initiatives that have sustainability benefits as well, such as power and thermal monitoring.”.
Cybercrime cost U.S. Enterprises want to autonomously automate their platforms for the variety of benefits they will obtain, including easier management, substantially more efficient use of IT resources, lower CAPEX and OPEX, sustainability, and self-learning capabilities for continuous improvement. . businesses more than $6.9
Meanwhile, the digital twin market is set to grow at a 50% compound annual growth rate, reaching $184.5 For businesses like the McLaren Group, these two trends are at the core of the conglomerate’s digitaltransformation and competitive strategy, on and off the track. . billion by 2030. A Competitive Differentiator.
Gone are the days of the CIO being a back-office IT cost manager,” declares Chris Scheefer, vice president of intelligent industry at technology services and consulting firm Capgemini Americas. Today’s CIO must adapt and become a business strategist, a digital innovator, and an orchestrator for business.”. Build business value.
We organize all of the trending information in your field so you don't have to. Join 42,000+ users and stay up to date on the latest articles your peers are reading.
You know about us, now we want to get to know you!
Let's personalize your content
Let's get even more personalized
We recognize your account from another site in our network, please click 'Send Email' below to continue with verifying your account and setting a password.
Let's personalize your content