Redesign for digital age with customer centricity
The impact and changes over the last 18 months have been all-pervasive and felt by businesses of all sizes. One of the definitive and earliest changes in the wake of the pandemic was a shift in the working model, as overnight organisations moved to a remote or hybrid model. This proved to be a viable and efficient solution for organisations as they were able to leverage the latest technological infrastructure to serve their customers efficiently.
A definitive change in the wake of the pandemic was a shift in working model, to a remote or hybrid
For instance, through the hybrid cloud, businesses were able to unify their environments and scale their working model to align with their business needs. Employees were able to respond to new work challenges and remain engaged contributors in their organisations.
Digital transformation, hence, is more than a disruptive technology. It represents value, flexibility and innovation in legacy systems. It is a key driver for building a data-powered business, a new revenue source, and a necessity in today’s digital era.
The customer experience is increasingly becoming important. Optimising end-to-end customer journeys, operational flexibility and innovation are key to remaining competitive. Legacy systems can hold organisations’ back, and agility is crucial in these times of fast shifts. There needs to be a fluidity between IT and other functions within the organisations.
Optimising end-to-end customer journeys, operational flexibility and innovation are key to remaining competitive
Restructuring needs to happen not just across technology but also from top to bottom, including culture and people, to be able to embrace and adapt to these changes successfully. It is really about redesigning the organisation for the digital age and focusing on customer-centricity. Having the ability to leverage data-driven insights to make rapid changes in response to market fluctuations will be necessary for regional organisations moving forward.
Chief Information Officers, CIOs, when prioritising infrastructure are increasingly looking at three main factors, namely value, people and optimisation. They want to know the value the upgrade will bring to the customer, how it will empower their workforces, and how best an organisation can adapt and optimise their assets for long-term returns and sustainability.
CIOs when prioritising infrastructure look at three main factors, namely value, people and optimisation
Current and future shifts are often a result of several factors, often occurring simultaneously and require immediate attention. Before undergoing an overhaul, however, decision-makers need to be flexible and adapt to a new way of business by adjusting their digital agendas in terms of priorities to respond to and be open to embracing a culture of change in today’s fast-evolving market dynamics.
Decision makers need to be flexible and open to embracing change in today’s fast-evolving market dynamics
Moving forward, organisations need to reimagine their business models to adapt to the post-pandemic world. This involves continuing their investments in digital and workforce transformation, with a simultaneous focus on customer-centricity. While this has been key during the pandemic, keeping the momentum for digitisation will ensure agility and resiliency moving forward.
Incorporating updated cybersecurity and technologies like Cloud, Anything as a Service, XaaS, storage and Artificial Intelligence will remain priorities. Additionally, agile working models for workforce transformation are essential at maintaining productivity and business performance, as is utilising data and analytics for better-informed decision making and solutions.
Restructuring happens across people, culture and technology to leverage data-driven insights and make rapid changes in response to market fluctuations.
