For most technology leaders, the recent prominence of Digital Transformation as an executive-level topic has been exciting and perhaps a combination of frustrating and amusing. Most of us have been around technology for the preponderance of our careers, and have often felt like lonely voices advocating technology as a means to achieve, accelerate, and enable broad business and strategic transformations. Suddenly, we find ourselves surrounded by colleagues, board members, and other new “tech evangelists” shouting from the rooftops about the power and potential of Digital Transformation.
Transforming Today’s Business versus Tomorrow’s
Historically, much of our work as tech country wise email marketing list leaders has been incrementally improving our current business. Complex and powerful systems might streamline and speed business processes and ultimately allow our company to scale well beyond what would be possible without technology.
In the past decade, the time for an emerging technology to reach market acceptance and maturity has shrunk. Technologies from VR, to drones. To AI that were wildly expensive and complex become children’s holiday gifts in months rather than decades. Computing power that only a handful of governments could once access can now be purchased.
A Simple Model for Transformation
There are dozens of models and cultural similarities to the united states rubrics for separating current business from future, potentially transformative business. As is often the case, a simple view can be the most helpful, and most companies can be decomposed into 3 building blocks:
- Customers/Market
- Products and Assets
- Business Model(s)
Transformation usually requires something new in at least one of these areas.
Even more importantly
You’ll focus your organization’s discussion whatsapp phone number on the impacts of transformative technologies on your business. With this mindset, many companies discover that they’re underinvesting in true transformation.