Es gibt aktuell reichlich Gründe, pessimistisch in die nähere Zukunft zu blicken. Ich habe für mich persönlich akzeptiert, dass wir uns momentan sprichwörtlich in einem Erdbeben befinden. Basierend auf dieser Annahme macht es recht wenig Sinn, ständig schockiert über neue Risse in der Wand zu sein. Schockstarre bringt uns nicht weiter, es ist vielmehr die Zeit gekommen, endlich Dinge zu hinterfragen, Bestehendes neu zu denken und Ideen wachsen zu lassen.
In part one of this two-part post I hypothesized that many organizations are approaching digital transformation from the wrong direction. Instead of taking the opportunity to rethink their value creation practices many organizations appear to be simply applying digital technology to what they already do.
I’ve often thought that the term ‘Digital Transformation’ is the wrong way around. What is actually unfolding is an increasingly exponential ‘transformation’ of business and society.
Grupo Nacional Provincial (GNP) is one of Mexico’s largest insurance companies. GNP has set a goal of leading the insurance industry in innovation by 2022. Enrique Ibarra, its director of systems, describes the journey, the challenges, and the early results of a digital transformation in an article on I-CIO, Fujitsu’s digital platform for the elite of information technology management.
Over the last few months we have been working hard with our Fujitsu colleagues to bring more structure to our vision. But as with everything in life these days, the future is not created by closed communities working in isolation behind closed doors – it is created through conversations, shared goals and an ability to discuss ideas with a broad ecosystem of customers, partners and colleagues. The world is now more connected than ever.
Sometimes organizations struggle to succeed in their Digital Transformation because they lack the knowledge of the new technologies available, the vision of how to use them, and the skills to implement them. In the traditional approach to IT, most managers think they have to replace their main system spending huge budgets in a risky “big bang” project.
Welcome to the third and final episode of our Hybrid IT blog series! The first two episodes are about integration as the key to Hybrid IT, how companies must begin with technology integration and then move toward capabilities integration.
In an ever changing world of “Hybrid IT”, the major challenge businesses face is maintaining business continuity while simultaneously transforming for the digital future. In this series of posts Chris Parker, Senior Business Development Executive at Fujitsu, offers a new perspective on the way in which hybrid IT and business ecosystems can help you successfully navigate this shift.
With an increasingly rich ecosystem of cloud services available across many different business and technology categories there has never been a better time to transform businesses using next generation ‘outsourcing’ and automation. But keeping an existing business running while transforming the underlying technologies is a little like trying to drive your car while simultaneously changing the wheels and tires.
We are now well into 2017 and the buzz around digital transformation is louder than ever… and as expert digital problem solvers we know that digital transformation is about much more than technology; it’s about improving the competitiveness of your products and services by transforming processes and experiences to better meet peoples’ needs! But how do […]
MIT Sloan Management Review and Deloitte recently published a report titled “Aligning the Organization for Its Digital Future“ which aimed to explore which strategies are successful for enterprises on their way to digital transformation. For this report, they surveyed more than 3,700 business executives, managers, and analysts from organizations around the world.
The Internet of Things (IoT) is opening up huge new opportunities to connect information and processes from end to end – enabling people to challenge a whole range of assumptions about how the world works. But it also brings a huge new array of risks – from technical issues of scale and security up to fundamental issues of business model disruption. So how can we make sure we approach the opportunities of the IoT in a way which makes us winners in the new hyperconnected age?
Many people continue to see the cloud as a technology phenomenon, missing the fundamental business shifts that result from its ability to drive deep, connected digitization. But how do we re-architect our pre-digital organizations to thrive in the new digital era? Technology has undoubtedly transformed our personal lives, with an incredible selection of services, devices and options changing the way we live.
Lean principles help value flow more effectively by optimizing end to end value streams. But together the Web and digital platforms are creating a huge number of new connections – connections that can be exploited to make value flow faster and transform business models. We see the word ‘lean’ applied to many different disciplines these days – almost always with a positive feeling of speed, efficiency and value.
Maximilien Moriceau, Sales Engineer at Fujitsu RunMyProcess, sums up the case study breakfast RunMyProcess hosted together with Cirruseo, on March 11, with a testimonial from Joseph Bejjani, CIO of Zodiac Marine and Pool. Leadership is not about being the biggest group: it’s about being the fastest moving organization
Gareth Thiveux, our leading presales consultant, discusses his work on the I Heart Studios project and the event that took place on 25 February, 2014. Last Tuesday, the RunMyProcess team had an amazing opportunity to host a client testimonial event at the I Heart Studios, right in the center of London, a few blocks away from Tower Bridge.
Hyperconnectivity is allowing all sorts of resources to be connected in new and novel ways. But how do we leverage this broader form of „integration“ to create new opportunities for technology simplification that unlock powerful new value for our business and its customers?
How will evolution lead to Darwinism and the Rebirth of Outsourcing in IT and business? What effects will evolution have on the way we work, the way IT is supplied and the structure of those companies who provide it?