Digital health solutions, especially those built on emerging technologies, face a conundrum of high investments and low returns in the near term. Crossing the chasm requires an understanding of key market factors. rn
To address the challenge of dark data, use artificial intelligence to unlock unstructured data, deploy modular and interoperable digital technologies, and build traceability into core design principles.
Rapid technological advances are a sign of our time. They have enthralled users and given us access to an expanding and exciting digital bounty, but they’ve also left many IT departments scrambling to deliver IT and business transformation projects as quickly as possible in order to stay relevant.
Digitization is a global megatrend, causing shock waves across a myriad of industries. Around the globe, boards of every enterprise are concerned about the impact of digitization on their company’s market position and ability to compete. However, many organizations struggle to move beyond the rhetoric and convert acknowledgement into action. Estimates are that 70% of change programs fail to achieve their goals – primarily due to employee resistance and lack of management support. While much attention is typically given to strategy and technology, all too often little is devoted to the cultural part – which is an equally critical success factor. The article decomposes the ingredients of a successful transformation program and gives guidance how to become a digital champion. It includes contributions from Dr. David Bray, CIO U.S. Federal Communications Commission, and Dr. Daniel Cable, Professor and Chair, Organizational Behavior at London Business School.
Marketing and digital teams have little trouble shaking free the budget to build new apps and software services for external customers. But what happens when a line-of-business manager asks for more money to upgrade workforce technologies to better serve internal customers? Nothing good, according to research.
Buffalo Wild Wings has implemented a keg monitoring system in conjunction with integration software and APIs to curb beer comps at 1,200 locations, boosting revenue and increasing operational efficiency.
IT faces two realities: a legacy environment and a digital environment. When your company commits to a digital future, your legacy environment doesn’t go away. But adopting a bimodal strategy is not successful. Here’s the reality: Digital transformation is a game changer that requires changing your business model; therefore, you must drive change into both environments.
As digital technologies continue to disrupt entire industries, IT departments should be entrusted with the responsibility of spearheading their organization’s digital transformation argues NTT America’s Jeffrey Bannister.
The Cold War is often cited as the starting point for the scientific work around natural language processing (NLP) that has since evolved into computational linguistics, an artificial intelligence (AI) technology now in commercial use. The story goes, the phrase “The spirit is willing, but the flesh is weak” once used to test the work that had been done, translated to Russian and back to English as “The vodka is strong, but the meat is rotten.” To say this technology’s earliest forms had challenges is quite an understatement, but the reality is we have come a long way since then. Businesses today inform risk, operations, and performance decisions in the same way we had, with limited success back then, aspired to inform diplomatic, political, and military actions. This article explores the evolution of computational linguistics, and provides current and practical applications for enterprises today.
A look at the opportunities and challenges of the platform disrupter: Transportation As A Service (TaaS). While some may think that it does not impact CIOs and IT organizations directly but I believe it does. Definitely something CIOs need to keep an eye out for or help their business stakeholders do so even if it is a distant blip on the horizon right now.
Data becomes information through communication. We want as many smart people to have easy access to rich data. Enterprise analytics is a control for leaders to avoid indulging in 'elaborate rubbish'. For every task there is a tool and this holds true for the data management market. This is about establishing the basic requirements for safe exploration and genuine discovery.
Amid the emergence of enterprise social networking (ESN) platforms over the past decade, creating a "Facebook-in-the-enterprise" became a kind of short-hand exhortation by vendors and customer aspirants alike: Could we recreate the success of the world's largest social network within the internal confines of an organization? Now that Workplace by Facebook has more than a year under its belt, we can begin to answer that question.
Many innovation leaders need to carefully navigate the waters between too much resistance to innovation from corporate antibodies and, conversely, too much enthusiasm for innovation from those wishing to put on theater.
The banking industry as well as the high-tech industry is continuing to experiment with the art of the possible, particularly around the digital-physical blur of payments and redesigned business processes. After more than 65 years of traditional credit cards, 50 years of cash machines, and nearly 20 years of contactless payments, almost everything is up for reimagination.
While discrete technology trends often get all the attention in New Year's lists, this coming year will be highlighted by organizations taking a more holistic focus on digital transformation with an increasing number of "world-firsts" as vertical industries refine their mastery of digital business.
Platform business models can be a powerful ecosystem for value exchange and innovation. Here is a primer on the definition and benefits of platform business models and some go-forward strategy recommendations for executives and managers.
Today, the market for innovation management software is highly fragmented and centered on the idea-management portion of the innovation life cycle. Here are five areas where today's software needs to evolve over the next few years to best support continuous digital innovation.
Professor Sanjay Sarma is best known for his ground-breaking work with Kevin Ashton and David Brock in co-founding the MIT Auto-ID Center. It was during this period back in 1999 that the term “Internet of Things” was coined and “things” truly started to get connected to the Internet.
When deluged with so much information, and stark differences in opinion, it’s worth looking at the facts and formulating a go-forward approach which is appropriate for blockchain’s relative maturity in the market and your organizations appetite for risk.
Just as there's a dominant technology platform for digital business, comprised of a set of foundational emerging and disruptive technologies, there's also a dominant new business model emerging in the form of digital business ecosystems.
If you're managing any aspect of innovation for your organization, particularly innovation workshops or other initiatives in support of targeted ideation, here are some steps to ensure your activities pass — and even exceed — the litmus test in terms of "lean" principles.
More than just the IoT and big data/fast data/data analytics, the real potential of the Industrial Internet and Industry 4.0 will be realized by the holistic combination of a key set of technology enablers to deliver “dynamic, real-time optimized, self-organizing value chains”.
Here's a list of nine key questions to ask of your next digital business initiative — not just on the vision, value proposition and differentiation of the product or service itself, but on your entire business model and how you intend to go to market.
In 2016, as the race to digital transformation progresses, we’ll start to see the leaders separate themselves from the rest of the pack by setting a firm pace that’s fueled by five essential ingredients.
With all the interest in digital transformation in the business world, what can the world of Formula One, where results are measured in thousandths of a second, teach us about emerging technologies and how to manage, combine and optimize them to deliver competitive advantage?
Every three to five years the map of the world in terms of innovation is redrawn as organizations change strategic direction, bring in new leaders and/or respond to market threats and opportunities. Here are five critical pillars of innovation management capability that need to be a part of any large-scale initiative.
How should an organization think beyond the strategy and get to transformative execution and outcomes for digital business? Here are six steps for digital transformation that you can take to progress from innovative strategy development, to an architectural framework, to practical execution.
Exactly why is digital business so disruptive to traditional business models and traditional notions of industry competition? A useful way to analyze the situation is by looking at Porter’s model of the five forces of industry competition and exploring how digital business is impacting each of the various forces.
When it comes to the digital workplace, the popular opinion, and fear, is that machines are encroaching upon human work activities and taking an ever larger percentage of this work away for good, Fortunately, this doesn’t take into account the realm of possibilities created when work processes are reimagined in the context of mutual human-machine collaboration.
When it comes to IoT security, it’s the Wild West out there. One of the main problems is that security is often an afterthought, bolted onto solutions after the fact, once issues arise. Here are some steps to help you do things better.
Many organizations are harming their customer’s digital experience – and in some cases their safety – on a regular basis, as evidenced by the recent issues around limited access to personal data and the ability to digitally sabotage connected vehicles. What we need is a Digital Customer Experience Bill of Rights, along the lines of the Consumer Bill of Rights, which spells out a set of essential rights and protections for consumers in terms of their dealings with product and service providers.
Corporate innovation programs need to be living, breathing, socially connected entities. They need to constantly adapt to their environment, evolve as the target business outcomes of innovation evolve, follow natural rhythms in terms of event-based and ongoing ideation, and be highly attuned to your corporate culture and its appetite in terms of ability assimilate change.
When it comes to your personal information, which industries do you trust most, or least, with your data? How do some of the recent, highly publicized breaches affect your opinion in terms of which industries are most vulnerable, and how does this compare to reality?
Apple’s recent announcement at its Worldwide Developers Conference of giving shoppers even more ways to pay via its Apple Pay service is an interesting example of a set of eight classic (digital) business strategy moves the company has executed over the course of launching its service.
The business strategies and options regarding how and where to play in the future value chain are the same strategic decisions that organizations have needed to make for decades. What’s new and different is the magnitude of potential business disruption and transformation that's achievable via today’s fresh new wave of disruptive technologies.
By implementing a multi-modal ideation approach, with both event-based and ongoing ideation vehicles, your organization will be well-poised to maximize the innovation potential across your diverse ecosystem of employees, customers, suppliers and partners in a systematic manner and equally able to mobilize ideation sessions as, where and when opportunities arise.
Mastery of digital services is going to become a key competency for organizations to grow their business and build sustainable competitive advantage in the years ahead. It’s no longer sufficient to have an innovative set of products or services, you have to be a master of how you design, develop, deploy, manage and continually evolve your digital services as well.
In one form or another, most organizations have had a corporate innovation program for many years now. Today’s innovation objectives, however, are all gravitating towards digital transformation. So how should an existing corporate innovation program change or be fine-tuned to most effectively support digital transformation both now and in the years to come?
While shortcuts are often the goal in re-thinking and re-designing business processes to create process efficiencies, cost savings, and an innovative and highly convenient new digital customer experience, every business model and process innovation must still carefully navigate the waters surrounding legality, privacy, security and safety.
Hybrid IT is perhaps the mirror image of digital business. As digital business continues its march towards digitizing physical business models, processes, products and services, then hybrid IT responds by providing a palette of technology options for optimizing how this work is achieved.
Many of new SMAC-enabled digital business models have the intrinsic potential to be more transformative than they would at first appear to CEOs as they re-think and re-design their traditional, existing business models and processes in the context of today’s disruptive technologies, the consumerization of IT, ubiquitous low-cost computing, and our globally connected society.
So many of our everyday consumer business processes — finance, healthcare, etc. — are now online. They’ve become de-facto mission critical computing processes. We need them constantly accessible, available and secure.
In today’s fast-paced environment, where digital transformation creates opportunities to literally re-wire how business gets done, the concept of a totally software-defined data center is vital to enable the speed of change required for organizations to stay competitive and react to ever-changing customer needs.
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