Forbes Archive

Today, nearly all companies invest in assembling digital platforms as a source of significant efficiencies and competitive advantage. Platforms enable a data-driven world and allow companies to create new business value in improving experiences for customers, employees and partners. Multiple platforms and other software components usually comprise the platform a company assembles. For example,

The possibilities promised in taking full advantage of the new digital IT environment characterized especially by agile, DevOps, automation and cloud, are exciting. However, service providers struggle to deliver digital services at their customary profit levels, and customers aren’t prepared to buy the new digital environment because they’re stuck with their existing purchasing/contracting vehicle.

Increasingly, there has been a push by firms purchasing services to move towards consumption-based pricing. Accompanying this move is an additional desire to reduce the length of contracts. Ideally, you should only pay for what you use; and when you stop using it, you stop paying for it. Although this is what traditional contracts

One of the remarkable IT trends in 2017 is the increasing size of digital transformation projects. I recently blogged about this phenomenon, especially as evidence refuting Gartner’s claim of these projects hitting a trough of disillusionment. The reason this growth in projects in the digital space is remarkable is that we saw no evidence

We’ve moved from a point of the media talking about the digital transformation’s promises and opportunities to a point of media pointing out many digital transformation projects are underperforming in expectations. Adding fuel to that fire is Gartner’s recent claim that digital transformation is going through the trough of disillusionment. But the facts belie

Too many transformation initiatives aiming at breakthrough performance hit critical roadblocks that can quickly spiral into costly delays or even a failed initiative. Why is that? The primary problem that afflicts initiatives is the knowledge gap in leaders’ understanding of the nature of the transformation journey and what it requires. The usual focus of

Many multinational companies are taking action to turn their vision benefits from digital transformation to reality. Going on that journey in a company with global operations is even more beneficial – but also more complicated. Far-reaching, thorny issues involved in changing a company’s business model and status quo operations become even more disruptive on a global

Do digital transformation initiatives start with a leader having a vision for the future and making the case for that change? Sometimes. But that’s rarely the case. At most companies, it happens like this: People at many levels in the company realize that things in the business world are changing. Dramatic change can be

The disruptive turmoil of the digital revolution is felt in all corners of the world, particularly among India’s service providers. In several blogs, I’ve discussed the differing tactics third-party IT and business service providers are using to address the steep challenges in the changing market. The steps they’re taking to clamp down on the

If your company only wants to achieve an incremental outcome from your change initiative, it is fine to maintain your current business model. However, achieving breakthrough performance requires a fundamental change in the company’s business model. That kind of change is difficult. But given the enormous benefits that are available for companies in customer