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By Bryan Kirschner, Vice President, Strategy at DataStax From the Wall Street Journal to the World Economic Forum , it seems like everyone is talking about the urgency of demonstrating ROI from generative AI (genAI). We know with the benefit of hindsight that under-investing in digitaltransformation meant leaving money on the table.
Digitaltransformation has brought significant adoption of new technology and business models, including cloud solutions, e-commerce platforms, smart devices, and a significantly more distributed workforce. It also enables a greater ROI on your current tools and technology, bringing them into play as part of the orchestration process.
But the partnership seeks to go beyond Cognizant’s internal use, with Microsoft and Cognizant teaming up to promote generative AI use across Cognizant’s global client base through the advisory and digitaltransformation services arm of Cognizant’s business.
Like most CIOs you’ve no doubt leaned on ROI, TCO and KPIs to measure the business value of your IT investments. Of late, concerns about the public “cloud-first” approach have emerged to challenge business value and skewer ROI, TCO and KPIs. Maybe you’ve even surpassed expectations in each of these yardsticks.
Three years ago, IT leaders were squarely focused on how to adopt fledgling AI techniques and approaches into their business models in service of digitaltransformations that included plans for shifting some workloads to the cloud. How do you future-proof your business in the face of so much uncertainty?
In this episode of AI to Impact, Jitendra Jethanandani, Director, Enterprise Tech at BRIDGEi2i, discusses how the current COVID-19 pandemic spreads waves of uncertainty across businesses and their customer base requiring a renewed focus required on customer engagement. COVID-19 and Changing Facets of Customer Engagement. JJ: Yes, Anushruti.
But as digitaltransformation efforts have intensified in recent years, CIOs have had fewer opportunities to pause and reevaluate IT’s financial situation. Economic uncertainty, increased competition, sustainability concerns, shareholder expectations, and regulatory challenges are also top of mind. But it’s not the only one.
These circumstances have induced uncertainty across our entire business value chain,” says Venkat Gopalan, chief digital, data and technology officer, Belcorp. “As Not only has the project delivered on expected results, Gopalan says it has also led to the digitaltransformation of R&D. Reimagine business processes.
During the last decade, I have led digitaltransformation initiatives which added two lac hours of productivity for various organizations. Ultimately, all our projects are driven with business and not the IT agenda, and hence need to be backed up with robust ROI calculations. DigitalTransformation
Agility also calls for automation, smart deployment of digitaltransformation technologies, and a willingness to explore new business models and innovations. There is uncertainty, too, around the business climate in many urban areas of the US in the wake of the damage done by rioters and looters.
He explains that automation and innovation have become critical as the world experiences supply chain disruptions, inflation, extreme weather events, worker shortages, and uncertainty. However, analysts say that 30% of digitaltransformation projects fail to deliver on their expected outcomes due to fragmentation in existing systems.
A lot of IT organizations are being asked to minimize risk and focus on projects that deliver a definable and maximum ROI. Betadam: I think there is definitely a slowdown in innovation activities, especially during times of economic uncertainty. DigitalTransformation, IT Leadership
For IBM, Think is all about how we support organizations in their digitaltransformation and help them compete in their markets via the use of technological innovation. The potential to realize up to 470% ROI over three years is possible. Another client saw a 250% increase in transactions lending volume over three years.
Most admit uncertainty around ROI and nearly half struggle with adequate insights from their data. With data and AI playing a critical role , these CEOs are integrating sustainability into their digitaltransformation, and reshaping fundamental aspects of their organizations.
He says generative AI’s “potential is great; it will transform many industries. But it should be noted that digitaltransformation is complex and time consuming; it’s not like a firm can just take a GAI ‘black box’ and plug it into their business and achieve increased efficiency right away.
In the digitaltransformation era, organizational change is constant. Its up to IT leaders to ensure the changes their digital initiatives bring to business workflows are absorbed and acted upon by the users impacted by them. Leaders must also be aware of the risks theyre taking to ensure those risks are reasonable.
These core leadership capabilities empower executives to navigate uncertainty, lead with empathy and foster resilience in their organizations. Success depends on understanding data needs, measuring ROI, fostering organizational AI fluency and partnering with ethically aligned ecosystems.
While EA leaders have long been positioned as key enablers of digitaltransformation, the rapidly shifting business landscape of 2025 presents new pressures. Mistake #3: Lack of Financial Acumen The Problem: CEOs and CFOs are increasingly focused on maximizing ROI from digital investments.
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