Nothing can be a solid insurance for digital transformation. Whatever looks outstanding today might look basic a few years from now. IT leaders are not only tasked with driving the digital transformation, but they are also responsible for adjusting quickly to the environmental changes during the journey. Peter Bendor-Samuel, in writing for CIO.com, says that there are three key decision-making areas that can determine the success of a breakthrough if handled with a future-proofing mindset:
- Ensure technology extensibility.
- Build for an increasingly interconnected world.
- Document intended business outcomes.
Keep the Technology Heat
It is good to catch up with the trends and produce something that is relevant to what’s currently going on, but transformation decisions should not be a one-and-done effort. Instead, transformation is all about going on a long-term journey to achieve a vision and creating values that last through different times. Think about Titanic and why the movie remains among America’s favorites on screen for decades. We’ve seen dozens of other romance movies, but there’s something about Titanic that creates its legacy and keep its firm standing for years. We can do the same to our products or services—start building things that we don’t have to throw away in three or five years. Create tools that have the ability to persist future technologies, even though this means you would need to use more market-leading tools and infrastructure platforms for software development.
Another important direction for preserving transformation effects is finding ways to acquire and retain customers:
Digital technologies such as analytics and artificial intelligence will play a role in engaging more effectively with customers and minimizing the cost of improving the customer experience. On the infrastructure side, cloud capabilities facilitate communications and stable data transfer for anywhere/anytime connectivity that is not dependent on a data center that can’t scale on demand.
The last but not least thing you need to do is to make sure that you clearly describe and communicate your vision for the breakthrough performance to your team, and create a strategic intent document that includes the benefits of the changes. This document ensures the continuity and ongoing commitment of participants during the transformation. Don’t create something on the spur of the moment only to ask yourself, “Why am I doing this?” a few years later. Good things take time to accomplish, but they are worth all the thought and effort.
You can view the original article here: http://www.cio.com/article/3183091/cio-role/how-to-future-proof-your-transformation-project.html