Restructure the way IT functions every 2-3 years

The 2022 hurdles are no newer ones but have been around for some time now: securing top talent, bolstering security, seamless hybrid employee experiences and robust work environments. Moreover, there has been immense pandemic driven burnout that resulted in challenges that technology leaders are still having to deal with and plan to aggressively address in this year.

The pandemic has clearly accelerated customer engagement trends. CIOs have to focus on business transformation, given the increasingly significant role that IT plays across the entire business function, operations and the production of higher revenues from additional customer services.

Moreover, the widespread acceleration of digital transformation initiatives has led to increased technology adoption. IT leaders certainly need to re-arrange the organisational structure and work across cross functional teams that use data and technology to collaboratively make effective decisions and achieve positive business outcomes.

With a strategic outlook of 2-3 years horizon, every organisation should identify milestones that map successes and course corrections, restructuring the way IT needs to function.

In today’s complex and disrupted business environments, businesses must be collaborative connected, contextual and seamless to drive promising outcomes. The right systems and communication tools will enable effective cross-communication and collaboration.

IT and business leaders must have a clear vision on the mission of the business, maintain open lines of communication and extensive cross-team bonding to drive better business outcomes. Speaking of this, digital experiences platforms provide entities with an integrated suite of tools needed to enable effective and seamless communication resulting in successful business ecosystems.

Organisations and companies with a strong vision and ethics have the chance to contribute and provide value to customers, communities and employees through technology.

The market is competitive, consumer preferences continue to shift, technology continues to evolve, and markets continue to move. The market dynamics are constantly changing with many new opportunities arising in the digital experience space. Clients, across the public and private sector who strongly believe in elevated digital experiences are making significant investments in rich authenticated and seamless experiences. They are looking to drive superior, personalised and memorable in-person and digital experiences across all touchpoints.

Over and above, customer experiences, clients are also investing significantly in rich and engaging employee experiences. According to a report published by CMS Wire, 77% of organisations consider digital workplaces extremely important in terms of organisation’s priorities.

In companies such as Liferay, we have the opportunity to create working environments where diversity, inclusion and career opportunities are a key part of successful business while giving back to the communities through EVP programs Employee Volunteering Programme.

Additionally, employees have an open-door policy that encourages learning and growth within the company based on individual interests as well industry transformations.

Technologies such as Liferay’s Digital Experience Platform, are witnessing increased adoption as a foundation to customer centric approaches. Scaling experiences on cloud is another area where we see immense opportunities as it enables organisations to reduce the complexity of managing infrastructure and empowers them to create experiences with enhanced benefits of cloud, further enriching capabilities and scaling digital experiences.

Principal challenges for decision-makers

• Talent and skills game

This is an area that remains critical to the technology leaders’ agenda as roles continue to evolve in the diverse, fast changing and increasingly digital economy. A deep understanding of where the gaps lie and how they need to be sewed up will help tackle this issue. Not having the right people in place puts pressure on how fast any company can move regardless of if you have the budget. If you don’t have the talent, you can’t move.

• Hybrid work environments

While ‘flexibility’ is an advantage, longer work hours burnout is a bigger disadvantage. Moreover, striking a balance between in-office and remote employees is another area that needs to be addressed.

• Increased personalisation

Hyper-personalised experiences continue to take centre stage and entities need to gather a much more accurate understanding of their customers, anticipate customer behaviour and constantly learn, improve and deliver to stay abreast of customer expectations. Moreover, entities cannot keep experiences purely digital or physical; long gone are those time. Organisations also need to embrace augmented experiences.

• Driving and guiding change

The challenge of managing, mobilising, understanding, and leading change means that being a successful change leader isn’t easy. It requires knowing how to mitigate consequences, overcome resistance to change, and deal with team members’ reactions to change.

Key Takeaways 

• Over and above, customer experiences, clients are also investing significantly in rich and engaging employee experiences.
• 77% organisations consider digital workplaces extremely important in terms of priorities.
• With an outlook of 2-3 years, every organisation should identify milestones that map successes and course corrections.
• IT and business leaders must have a clear vision on the mission of the business, maintain open lines of communication to drive better business outcomes.
• Digital experience platforms provide entities with an integrated suite of tools needed to enable communication resulting in successful ecosystems.
• Organisations with a strong vision and ethics have the chance to contribute and provide value to customers.
• The market is competitive, consumer preferences continue to shift, technology continues to evolve, and markets continue to move.
• The market dynamics are constantly changing with many new opportunities arising in the digital experience space.
• Enterprises, across public and private sectors who believe in elevated digital experiences are making investments in seamless experiences.

With a strategic outlook of 2-3 years, organisations should identify milestones that map successes and corrections, restructuring the way IT functions.