There has never been a more interesting time to think about identifying and selecting your digital portfolio of technology platforms and solutions. Most CIOs are in a state of frenzy as they try to come to terms with the plethora of tooling available to them across all areas of the digital landscape (cloud, data analytics, mobile, social, CRM etc.).
Because of this, few have carefully selected the precise set of technologies that fits their organization’s strategy as they transition to a digital business. In fact, most CIOs end up making rash decisions in a vacuum and building their digital portfolio in a reactive and disjointed mode, instead of taking a measured approach that focuses on aligning technology with the organization’s overall digital business strategy.
In addition to considering strategy, it’s important to make sure the technologies in your organization’s digital arsenal are balanced. The portfolio should touch one or more cloud, data analytics, application modernization, business analysis and strategy, mobile/web, social, CRM, and ERP platforms and, ideally, establish a connected digital enterprise across all of these. It is also important to ensure that CIOs are not forcing technology decisions based on competitive pressures or to please key organizational stakeholders. If a social or cloud solution is not merited, it should not be forced into the digital portfolio just for the sake of having it.
The best way to achieve this is to focus on how the portfolio can help prioritize revenue generation activity and better serve the customer through optimized responsive web and mobile platforms that combine with a rich user experience to create a holistic, immersive experience.
However, it’s also important to ensure that portfolios are built on a strong technology and infrastructure/cloud foundation and have a solid, comprehensive integration and data analytics platform to create a seamless digital enterprise to power the omni-channel immersive brand and customer experience.
Finally, organizations must align their portfolios to prioritized programs/projects, growth strategy, cost factors, and resource availability, as well as the scalability, risk, maturity, and viability of each platform.
Clearly, the big-bang approach to creating a digital portfolio is not the right one. What’s needed is a methodical approach to building a portfolio over time, based on the business’s investment strategies, growth goals, and objectives.
Fecha de publicación: 24/07/2016