This is a summary of a free analysis report that's available at www.mwdadvisors.com/digitalenterprise
We constantly hear industry commentators talk about cloud computing, social business, mobile computing, big data or analytics. We also hear talk about how customers’ expectations are changing and how businesses need to deliver more joined-up, high-quality customer experiences. Often not explained, though, is how all these things are connected – and why the big change vectors driving everything are creating new business-technology capability requirements for enterprises. A shift to a new ‘Digital Enterprise’ operating model, which takes a ‘digital first’ approach to building, improving, linking and managing business capabilities wherever they may be, is happening. Digital Enterprises are fundamentally more economically efficient than others. You can see this as an opportunity or a threat; but you can’t ignore it.
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The Digital Enterprise Shift: Why it matters, and how you can avoid being sidelined
1. The Digital Enterprise shift
Why it matters, and how you can avoid being
sidelined
Neil Ward-Dutton
Founder, Research Director
MWD Advisors
mwd
advisors
helping you get business improvement from IT investment
18. Opportunity is everywhere!
• Quick, flexible ways to connect people,
information, knowledge, resources
• Quick, flexible ways to build operational
capabilities
• Ways to get smarter about operational reality
and opportunity, and act on insight quickly
and flexibly
31. @neilwd
neilwd@mwdadvisors.com
Digital technology is the biggest disruptive
force in business. Where can it take you?
Get the free in-depth report at
www.mwdadvisors.com/digitalenterprise
mwd
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Notes de l'éditeur
Because everything’s interconnected, customers, partners, suppliers and COMPETITION can come from anywhere.The other thing that’s important to realise is that because each business is so “close” to others, this speeds up the pace of change – ideas spread faster.When traffic volumes get high and cars get close together, you get “bunching” effects – the proximity of one car to another creates systemic behaviour change. Drivers can’t react fast enough to keep traffic flowing smoothly.
In 1975, around 17% of the market value of the S&P 500 was attributed to “intangible assets” by firms’ own published accounts; by 2005 this had risen to 80% and is holding steady.The average lifespan of a company listed in the S&P 500 index of leading US companies has decreased by more than 50 years in the last century, from 67 years in the 1920s to just 15 years today, according to Professor Richard Foster from Yale University.Today's rate of change "is at a faster pace than ever", he says.Professor Foster estimates that by 2020, more than three-quarters of the S&P 500 will be companies that we have not heard of yet.
Digital transformation started at the edges of businesses, and now it’s seeping into the very core of how organisations workRather like how coffee interacts with a sugar cubeFirst the coffee just colours the outside of the cubeOver time though the coffee breaks down the structure and the cube dissolves.Digital transformation is breaking down established organisational structures and patterns of getting things done.
BYODShadow IT redux
In 1975, around 17% of the market value of the S&P 500 was attributed to “intangible assets” by firms’ own published accounts; by 2005 this had risen to 80% and is holding steady.
These things all used to be known and predictable. Now they’re not – or if they are, you should be looking for ways to change them – to lower costs, increase customer satisfaction.