AGILE DIGITAL
sure there is consideration of the tools , platform and business processes right up front . Agility also leads a business towards realising the projects are not just about technology to incrementally improve the status quo , but an entire approach that – from the outset – aims towards optimisation and transformation . A key part of this is developing an agile culture – the freedom to have ideas . Too many employees are scared of ‘ crazy ’ ideas being shot down or putting a black mark against their name . For digital agility to lead to transformation , challenging of the norm must be built in to how the business thinks .
“Businesses tend to assess digital projects with a focus on either customer , supply chain , internal efficiency or people - those are the four main drivers for digital ”
PHIL LEWIS , VICE PRESIDENT , SOLUTION CONSULTING EMEA , INFOR
What is driving the transition to digital agility ? Businesses tend to assess digital projects with a focus on either customer , supply chain , internal efficiency or people – those are the four main drivers for digital . These are often organic and arise from an ongoing ‘ how can we do better ’ attitude . This has been accelerated by concerns of competition as companies are now fearful of being left behind competition and disruptive entrants . There is palpable fear around being digitally relevant and this is promoting digital agility .
What have been the cornerstone technologies that have furthered digital agility , and what do you see emerging as a cornerstone technology ? It is all about how attitudes towards data have changed . It was previously seen as a necessary evil but is now the number one asset in a business . Typically this drives an obsession with big data labels but it is what you do with the data that matters – using the likes of AI / BI / IoT etc to turn that data into a truly valuable asset . The automotive industry is the prime example
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