Digital enterprise – Virt Ent http://virtent.com/ Thu, 02 Dec 2021 22:22:43 +0000 en-US hourly 1 https://wordpress.org/?v=5.8 https://virtent.com/wp-content/uploads/2021/10/icon-23-120x120.png Digital enterprise – Virt Ent http://virtent.com/ 32 32 Multi-million pound plans for a digital business hub https://virtent.com/multi-million-pound-plans-for-a-digital-business-hub/ https://virtent.com/multi-million-pound-plans-for-a-digital-business-hub/#respond Tue, 02 Nov 2021 13:49:30 +0000 https://virtent.com/multi-million-pound-plans-for-a-digital-business-hub/ GOVERNMENT money is expected to be used for a new multi-million pound digital business center in Warrington. The Labor-led council cabinet is expected to approve the government’s submission of the business case for the facility, as part of Warrington’s Town Deal program, next Monday. It would be located at St James’s Business Center, off the […]]]>

GOVERNMENT money is expected to be used for a new multi-million pound digital business center in Warrington.

The Labor-led council cabinet is expected to approve the government’s submission of the business case for the facility, as part of Warrington’s Town Deal program, next Monday.

It would be located at St James’s Business Center, off the Wilderspool Causeway.

The council submitted the city’s investment plan containing seven transformation projects totaling £ 26.56million.

As a result, the authority was informed that Warrington had received a Town Deal worth up to £ 22.1million from the government’s Towns Fund.

The lack of funding, due to the demand for £ 26.56million, has forced each of the seven projects to cut their respective budgets on a proportional basis. This resulted in a reduction in the initial £ 3.5million funding for the digital enterprise hub from £ 800,000 to £ 2.7million.

In his report to the members, Cllr Tom Jennings, member of the Council for Economic Development and Innovation, says that a digital business hub is a physical space designed to support innovation and collaboration for businesses using digital and disruptive technologies, such as artificial intelligence, big data, virtual reality, e-commerce and logistics automation.

“Warrington’s digital enterprise hub will also focus on the gaming industry,” he adds.

“The space created by the digital business hub will also encourage knowledge sharing and support for local digital entrepreneurs. ”

The report states that the hub is funded by three main sources.

Cash from the European Regional Development Fund (ERDF) totaling £ 1.856 million has been secured.

Meanwhile, the Town Deal proposes to allocate £ 2.7million and Wire Regeneration Ltd offers to invest its own funds for a total of £ 3.1million – creating a total project budget of £ 7.656million. of pounds sterling.


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It’s much more than digital https://virtent.com/its-much-more-than-digital/ Sun, 31 Oct 2021 07:00:00 +0000 https://virtent.com/its-much-more-than-digital/ Leading in the 2020s: it’s all about the team, getty What does it take to lead the evolving digital organization of the 2020s? Digital know-how is of course part of the equation, but being or becoming a leader in today’s and tomorrow’s businesses is more about inspiring people. To explore the qualities needed to lead […]]]>

What does it take to lead the evolving digital organization of the 2020s? Digital know-how is of course part of the equation, but being or becoming a leader in today’s and tomorrow’s businesses is more about inspiring people. To explore the qualities needed to lead in the digital 2020s, I reached out to business leaders and thinkers, to share some of their observations below and in future articles.

There is no doubt that leaders and future leaders need to understand the power of technology and how it can transform their businesses. “Leaders don’t need to become tech gurus, but they need to become aware of the applications that make the biggest difference in productivity gains for their organization, and then help their organization adopt the few critical applications,” says Michael Timms, executive leadership coach and author of How Leaders Can Inspire Accountability. “Executives shouldn’t leave decisions about what tools to provide to their employees entirely up to the IT manager. They can be the eyes and ears of the IT manager to bring him ideas to take into account.

Knowing how to use productivity software, communications software and tracking software “is absolutely necessary,” says Travis Jackson, CEO of Health Karma. “You need to be able to use the communication tools within your business, the sales tracking tools, understand what systems are in place and run your business. Having a general understanding of what you have, how it works, and the value it brings to your business allows for more in-depth discussions about future technology investments and even to have an informed discussion of whether another solution could be more effective.

In addition to understanding the power of technology, leaders and aspiring leaders need to understand that perhaps the biggest change in the job market in recent decades has been “the shifting of the balance of power from employers to employees. Explains Timms. “Employees feel they have more options and don’t have to stay in an organization that puts profit before people and purpose. “

Another change seen this decade is that employees are not afraid to speak up. “In the past, you would just ask for something and not explain why,” says Jackson. “The new generation entering the workforce isn’t afraid to ask why. It makes me think and think a bit more before I act and have this answer to the why question ready. It benefits both myself, the person I’m asking for the job, and ultimately the business.

At least 70% of employee engagement “is a direct reflection of the leadership capacity of their managers,” continues Timms. And leadership capacity these days is a reflection of a desire to learn, rather than a fierce ambition to climb the corporate ladder, he emphasizes. “Successful leaders today seek the advice of those they lead instead of trying to sound like they know all the answers. “

The most important role of a leader in the 2020s is “to raise the voices, capacities and confidence of those he leads, and to remove the organizational and operational constraints that hold them back,” explains Timms.

Technology can help facilitate, if not amplify, the ability to collaborate and include the voices of colleagues. “The ability to communicate with your employees and your team on Slack or to interact in Salesforce or the myriad of other tools used to manage projects, communicate and run your business offers many opportunities for learning, team building. and trust, ”says Jackson. “As a CEO, I gain a lot more insight by interacting with the team and then having a report on my desk. “

The organization of the 2020s may look different from its predecessors, but certain timeless qualities are still needed to lead it. “As I have achieved higher levels of leadership over time within companies, it is often not the most educated or prominent person, or the one with the best resume, who achieves this advancement. ‘business,’ says Jackson. “This is the person who knows how to work. The person who will ask the questions, put the time, and then bring things to fruition that rises above the rest. With that, there is a sense of excitement that comes with a leadership role, which is contagious. “A positive and enthusiastic approach to work that can be shared with others can make seemingly impossible tasks and goals achievable,” he adds.

Do not deny the benefits offered by formal education, as this is extremely important in career development. Advanced degrees such as an MBA “are useful because they provide credibility and because they often teach students to write and present more convincingly,” Timms emphasizes. Add to that a wealth of experience. “The best way to develop their talent is to get them out of their comfort zone. CEOs often tell me about a difficult assignment that has given them experiences few others have had. Aspiring leaders shouldn’t wait for their employer to provide them with development experiences. They should ask for them and suggest ways to take baby steps outside of their comfort zone, further into their growth zone. “


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How IBM Consulting meets the needs of the digital business https://virtent.com/how-ibm-consulting-meets-the-needs-of-the-digital-business/ https://virtent.com/how-ibm-consulting-meets-the-needs-of-the-digital-business/#respond Tue, 26 Oct 2021 04:03:54 +0000 https://virtent.com/how-ibm-consulting-meets-the-needs-of-the-digital-business/ IBM announced that IBM Consulting is the new brand of its global professional services business, previously known as IBM Global Business Services. In a conversation with CXOtoday, Kamal Singhani, Country Managing Partner – India / South Asia, IBM Consulting explains how this decision opened the door for many organizations in India and around the world, […]]]>

IBM announced that IBM Consulting is the new brand of its global professional services business, previously known as IBM Global Business Services. In a conversation with CXOtoday, Kamal Singhani, Country Managing Partner – India / South Asia, IBM Consulting explains how this decision opened the door for many organizations in India and around the world, looking for people and business partners to help them co-create, co-execute and cooperate in their future operations. Extracts.

What does this change to IBM Consulting add to the larger IBM brand?

Today more than ever, companies are looking for people and business partners to help them co-create, co-execute and cooperate in their future. As a result, they are leveraging hybrid cloud and AI to transform all aspects of their operations, cope with change with speed and agility, and transform the ecosystems in which they operate. As a result, IBM faces a unique opportunity to be business transformation oriented and technology driven.

With a newly refined focus, IBM Consulting is poised to seize this significant market opportunity and more clearly establish our presence in the consulting category. Our ambition is to establish a distinct brand reinforced by the main IBM brand.

How is IBM Consulting different from IBM Services or IBM Global Business Services?

IBM renamed its Global Business Services unit to IBM Consulting and marketed it as a flagship brand. IBM Consulting is our way forward with a sharper focus, helping our clients thrive as modern businesses built on modern IT. We bring end-to-end capabilities, ecosystem partnerships, and the understanding that modern businesses need to scale quickly and with heightened empathy in the market. It means recognizing that customer expectations are higher than ever. Customers want to engage with companies that bring them value in new and different ways, value trust and transparency, and have meaningful purpose and values ​​that they align with.

IBM’s full spectrum of consulting services include strategy, experience, business process design and operations, data and analytics, systems integration, application modernization, cloud management hybrid and application operations. With this brand launch, the names IBM Services and IBM Global Business Services will be discontinued in the market. In addition, all of our external and internal content and presence will be renamed IBM Consulting.

What does this mean for all things?

The new IBM Consulting brand signals our commitment to our clients. We will navigate the present and the future together in an open and collaborative manner and leverage all the capabilities of IBM software and infrastructure as well as our strong ecosystem of partners. No other consulting provider offers the scientific advantage our clients derive from access to IBM Research and our close connection to IBM technologies such as the Red Hat hybrid cloud platform and AI software and automation from IBM.

IBM Consulting thus provides service and value at all levels of the IBM technology stack. This allows us to meet customers on their journey and makes it easier for them to consume different parts of our cloud and AI portfolio.

What is IBM Consulting’s go-to-market strategy in India?

India is at the heart of IBM’s growth and talent management strategy. At IBM Consulting, we understand what clients across the Indian business landscape need most. We help them create their business and process design for the digital world and develop cloud and enterprise applications using IBM’s hybrid cloud and AI technologies.

Our strategy is based on four key pillars;

  1. Design industry specific solutions and deliver assets that can help our clients with their digital transformation and process outsourcing initiatives
  2. Continue to invest in talent and develop skills in key areas such as hybrid cloud, AI, intelligent workflows, and application modernization. Then, leverage these learned skills to open up new avenues for business growth.
  3. Strengthen our ecosystem of business partners through strategic collaboration with hyperscalers as well as cloud solutions and service providers
  4. Continue to invest in customer relations and boost the hyper-growth of global captive centers (GCC). We have focused on Hybrid GCCs which are a combination of physical and virtual formats through which digital transformation is delivered and supported by leveraging the latest IBM technologies and solutions through our ecosystem of partners.

In India, we are the digital transformation solutions partner for some of the biggest brands including Parle, State Bank of India, Amul, IOCL and others. As a result, they harness the immense capabilities of hybrid cloud and AI. Our BFSI, Retail Centers and Global Captive Centers (GCCs) are currently the fastest growing focus areas for IBM Consulting in India.

How will this decision contribute to IBM’s overall corporate strategy?

IBM brings a rich heritage of technological innovation, purpose and trust. IBM Consulting builds on this, focusing on engagement, openness and accelerating the results that come to life through our people. It is at the top of the stack in IBM’s strategy backed by Red Hat Hybrid Cloud Platform, IBM Software & IBM Infrastructure as a base. IBM Consulting is a growth vector for the company. We work directly with our clients to apply hybrid cloud and AI technology to achieve their digital transformation goals.


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Three building blocks for creating a successful digital business https://virtent.com/three-building-blocks-for-creating-a-successful-digital-business/ https://virtent.com/three-building-blocks-for-creating-a-successful-digital-business/#respond Thu, 14 Oct 2021 08:30:18 +0000 https://virtent.com/three-building-blocks-for-creating-a-successful-digital-business/ Companies have started to see their tech stacks differently since the arrival of Covid-19. As digitization has become essential to current resilience and future relevance, they recognized that IT is more than just the engine that powers day-to-day operations – elevating its position from a back-office role to an essential asset for the company. While […]]]>

Companies have started to see their tech stacks differently since the arrival of Covid-19. As digitization has become essential to current resilience and future relevance, they recognized that IT is more than just the engine that powers day-to-day operations – elevating its position from a back-office role to an essential asset for the company.

While all eyes are on the recovery, many are now looking to accelerate post-pandemic growth by investing in new hardware, software and systems. Global IT spending is expected to grow significantly to $ 4.2 trillion in 2021, 8.7% more than last year, Gartner says, and will continue to grow 5.5% through 2022 .


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Aragon identifies corporate learning as a critical asset for the digital enterprise https://virtent.com/aragon-identifies-corporate-learning-as-a-critical-asset-for-the-digital-enterprise/ https://virtent.com/aragon-identifies-corporate-learning-as-a-critical-asset-for-the-digital-enterprise/#respond Thu, 07 Oct 2021 15:03:39 +0000 https://virtent.com/aragon-identifies-corporate-learning-as-a-critical-asset-for-the-digital-enterprise/ The Aragon Research Globe ™ for Enterprise Learning, 2021 Companies need to take a step back and examine their current shortcomings in providing a strong training and learning environment PALO ALTO, Calif. (PRWEB) 07 October 2021 Aragon Research identifies eighteen major vendors in its tenth Aragon Research Globe for Corporate Learning, 2021, released today. The […]]]>

The Aragon Research Globe ™ for Enterprise Learning, 2021

Companies need to take a step back and examine their current shortcomings in providing a strong training and learning environment

Aragon Research identifies eighteen major vendors in its tenth Aragon Research Globe for Corporate Learning, 2021, released today. The report states that the corporate learning market is growing as the need for learning has become a critical part of employee engagement in the post-pandemic world.

The learning market has evolved and is now focused on mastering skills and knowledge. Part of the commitment is to integrate and improve the professional skills of an individual. For this reason, corporate learning, more than any other talent management ability, is truly poised to be part of what Aragon calls an employee engagement platform.

One of the fastest ways to improve organizational performance is to improve the operational knowledge of the workforce. This makes learning much more strategic than it ever has been, and that’s why more and more organizations are realizing that they need to invest more in learning, not less.

The report describes five business learning paths that need to be addressed. These include:

  • Integration
  • Basic skills
  • Job-specific learning paths
  • On work experience
  • Micro-learning

“Companies need to take a step back and examine their current shortcomings in providing a robust training and learning environment,” said Jim Lundy, CEO of Aragon Research. “Knowledge is a catalyst for employee engagement and operational excellence. ”

Vendors assessed in this Globe report include: Axonify, BenchPrep, Blackboard, Cegid, Cornerstone OnDemand, CrossKnowledge, D2L, Degreed, Docebo, Gyrus Systems, Inkling, Meridian Knowledge Solutions, NovoEd, Oracle, PeopleFluent, Qstream, SAP SuccessFactors and Skillsoft / Total sum.

Businesses should use this Globe report to help them start evaluating in-company training providers and understanding where the market is heading. Aragon clients can access The Aragon Research Globe for Corporate Learning, 2021 in the AIN client community or at aragonresearch.com.

About Aragon Research

Aragon Research provides high-impact visual research, consulting and advisory services to provide businesses with the information they need to make better technological and strategic decisions. Aragon Research serves business and IT leaders and has a proven team of seasoned analysts. For more information, visit https://www.aragonresearch.com/.

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Key objective of the digital enterprise https://virtent.com/key-objective-of-the-digital-enterprise/ https://virtent.com/key-objective-of-the-digital-enterprise/#respond Fri, 01 Oct 2021 07:00:00 +0000 https://virtent.com/key-objective-of-the-digital-enterprise/ This is the third in a series of nine articles on the digital enterprise. In the first post, we talked about the digital enterprise extending its borders outward to channel providers, partners and customers, and other ecosystem players through an open architecture. In the second article, we discussed the importance of actively building trust between […]]]>

This is the third in a series of nine articles on the digital enterprise. In the first post, we talked about the digital enterprise extending its borders outward to channel providers, partners and customers, and other ecosystem players through an open architecture.

In the second article, we discussed the importance of actively building trust between ecosystem partners, reassuring them of your Win-Win-Win (Company-Channel-Client) intention; and provide the political support to strengthen the mindset of digital collaboration.

In this article we will talk about experience. Once trust is established, the challenge of large-scale execution follows. A digital business that extends its footprint beyond its own borders will be faced with the challenge of effectively using digital tools with a greater scale and complexity of its ecosystem.

How do you train the large number of ecosystem participants, many of whom are not that tech-savvy? The opportunity to solve this problem comes from the design of systems based on experience. It should be so intuitive, so enjoyable, that you don’t have to train the users.

Focus on experience avoids the need for training

To live:

The experience is an upside down waterfall

  • If your employees don’t have efficient and effective processes, how can they serve your channel well.
  • If your channel is not connected effectively, how are you going to provide a great experience for your customers?

The effectiveness of your digital initiatives should focus on experience; which will also help you overcome trust issues. Is the experience only about the design of your screens and the quality of the visual elements of your user interface? No. The experience begins with understanding the needs of your stakeholders.

The experience should start with the design – use the Design Thinking process to capture the expressed and latent needs of your stakeholders.

You can start with the Design Thinking process to reverse engineer the needs of your stakeholders, understand their visible and latent needs, and design your systems and workflows around it.

For example, in food delivery or e-commerce, there is constant competition in terms of the experience they provide to the customer. It’s not just the app experience, but the holistic experience – the cancellation and return experience, the support experience, the delivery person experience.

Silos: The Enemy of Experience

But why struggle with the obvious – experience? It’s the silos, idiot!

The traditional conception of the organization was focused on the processes and not on the customer. For example, in the automotive industry, you have huge sales, service, and parts departments. All serving the same client and sometimes at odds with each other.

To create a great experience, we need to break organizational silos and connect all the departments that collectively contribute to the customer experience. We need to become integrators by connecting these silos to bring them together. For example, forming little cross-functional boards and running a common agenda or sometimes including a reseller in your discussions of how you’re going to design your CRM systems, and that kind of gives you a health check.

One of the most difficult experience designs across various silos is the employee onboarding process. Admin, HR, Function, IT, etc. – there are many functions that need to come together to provide a great join experience for new hires. This requires not only the orchestration of the systems, but also the physical elements – seat allocation, provision of a laptop, etc. As well as experiential elements such as a bouquet, a prior call for membership of the manager, presentations after membership and assimilation.

If you want to experience the challenge of delivering an exceptional experience firsthand, look no further than a new hire onboarding experience or a new customer onboarding experience. It has all the elements of human interaction, physical dimensions and digital empowerment.

Designing for experience is all about adding value to everyone in the chain and communicating effectively and proactively about why we are doing it rather than following.

Please leave your comments here, or start a discussion on the post in the author Linkedin publications. Soon we will cover the technical debt. This is mainly the challenge of building a skyscraper on the foundations of a four-story building. This is, I would say, the least focused aspect of digital transformation.

The article was written by Jagdish Belwal, Founder and CEO, Jagdish Belwal Advisory


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Developing the digital business: trust https://virtent.com/developing-the-digital-business-trust/ https://virtent.com/developing-the-digital-business-trust/#respond Fri, 24 Sep 2021 07:00:00 +0000 https://virtent.com/developing-the-digital-business-trust/ Last week, we covered what a digital business means, especially in a B2B2C scenario, how a business should extend its digital footprint to its partners, then to its customers, then to the ecosystem. However, with this comes an immediate challenge and insecurity on the part of stakeholders. This is the first and biggest challenge of […]]]>

Last week, we covered what a digital business means, especially in a B2B2C scenario, how a business should extend its digital footprint to its partners, then to its customers, then to the ecosystem. However, with this comes an immediate challenge and insecurity on the part of stakeholders. This is the first and biggest challenge of digital transformation, TRUST.

Everyone is worried about the impact of your brilliant digital transformation on them in person.

  • Employees are afraid of losing their jobs.
  • Partners are afraid that you will go or sell directly to customers.
  • Customers are afraid of how you will use the more comprehensive information you have now.

For example, in an auto company, if the dealership doesn’t trust you, why would they participate in what you are trying to transform with your customers. This also applies to other industries. I learned this the hard way when we were making the best and biggest CRM in the industry about 20 years ago.

Read also: The journey to a digital business

There was everything good about the program, but the dealers were concerned that we might have the information, use it to control it, lose their customer data to OEMs, and so on. I have personally organized communication sessions all over India, often in partnership with my regional leaders to communicate a win-win-win image; as well as providing assurances and evidence of data security and confidentiality to our partners. I don’t think the program would be successful without such trust efforts. But why do you need it more today – digital disintermediation.

Digital disintermediation shapes market models

Digital channel disintermediation is now commonplace. Sector after sector, the first digital players own customers and disintermediate companies and distribution partners; dictate terms and change market dynamics. It is about concentrating power in the hands of platforms and removing intermediaries from the value chain. Some examples are:

  1. Taxi services: Travel agencies are disappearing as Uber and Ola create countless options for people to travel short and long distances.
  2. NoBroker.com: It excludes real estate brokers and connects the lessor and the tenant together, and provides all the intermediary services.
  3. Food delivery services own customers and impose onerous conditions on partner restaurants.

Trust: threat of internal disintermediation

Companies that are expanding their digital footprint are working with the good intention of empowering channel partners. However, in the current market context focused on digital disintermediation, this risks raising the partners’ eyebrows; if the intention is not well communicated and if the change is not well managed.

People have watched the digital footprint move away from middlemen, and they view your digitization efforts with suspicion.

I once booked a vacation with a travel company using their website. I still had to go to the local office to give my passport and other documents. I was shocked at the differential treatment I received, probably with the label I wore – via a digital channel. It was very evident to me from the way my transaction was handled that I was not welcome.

The answer will likely lie in policies and processes. If that travel agency does not offer portal-based lead incentives at its local offices (which handle the physical part of transactions); digital customers will face discrimination – as I have experienced. Likewise, if you don’t offer incentives to your resellers for such portal opportunities, will they treat customers well? These examples show the importance of communication, change management, and explicit efforts to build trust. You need to create the policies and limits for digitization. For example, “we will not sell directly to customers. We will activate the platform where the customer will buy from my resellers ”. It can be a statement from a business with existing channel partners, which creates a platform for customers to buy directly. It obviously doesn’t want to prevent its channel partners from serving digital customers well and therefore needs to provide explicit policy clarity. Or you can offer additional incentives to your resellers for portal or app-based opportunities – to shape your own digital future.

As a corollary, in the absence of such policies, you will find digital customers receiving differential treatment, simply because you haven’t created enough trust.

So your policies, processes, incentive programs should reflect your focus on digital and instead give better treatment to your customers who go through digital channels.

The article was written by Jagdish Belwal, Founder and CEO, Jagdish Belwal Advisory


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The journey to a digital business https://virtent.com/the-journey-to-a-digital-business/ https://virtent.com/the-journey-to-a-digital-business/#respond Fri, 17 Sep 2021 07:00:00 +0000 https://virtent.com/the-journey-to-a-digital-business/ I recently spoke at a Cybermedia webinar on the digital business, which I’m converting into a weekly column series in Dataquest. This is the first of the next 9 articles in which I will share my experiences on – The evolution of a digital business; The challenges of trust and experience; Break the silos first; […]]]>

I recently spoke at a Cybermedia webinar on the digital business, which I’m converting into a weekly column series in Dataquest. This is the first of the next 9 articles in which I will share my experiences on – The evolution of a digital business; The challenges of trust and experience; Break the silos first; Technical debt – Build the foundations; Architecture for digital; Partnerships; Culture; Leadership and risk.

In this first article, let’s try to define the Digital Enterprise in an evolving continuum. The starting point of a digital business is the automation and optimization of processes to improve efficiency and reduce costs. A digital business doesn’t stop on its own and expands its information footprint. The progress of digitization can be explained by the following steps:

The transformation started at the level of business processes, and partly at the level of the employee experience, such as to activate business processes, increase efficiency, connect business processes to financial accounting under the form of ERP and various internal systems. Analysis can also improve your decision support during this phase.
In the first digital expansion, the company engages partners such as suppliers and dealers, on supplier e-commerce, channel integration or CRM platforms. Empower their employees with mobile apps and tools to better sell and serve customers. For example, giving a mobile application to service advisers that allows them to inspect the vehicle without paper or pen, and also to be able to take pictures. Next are customers and products – collecting real-time information on performance, usage, and issues with the product and customer experience. This is where things get complicated. So let’s segment them.

Complexity of B2B2C companies

There will always be two types of organizations – B2C like banks, retail, etc. And channel-driven organizations like automotive, CPGs, FMCGs, etc. B2C companies will be faced with high volumes, privacy issues, experience, etc. difficult to expand the digital footprint – because the more actors we add, the more diversity it adds to the ecosystem. So let’s focus on B2B2C, for example. Automotive.

The goal is to build customer loyalty. But often in B2B2C industry models it is difficult to define your customer. For example, in the truck industry, try to identify the customer: does the finance company own the vehicle? Or the fleet owner who operates the vehicle? Or the logistics company with which the vehicle is operated under contract? Or the driver? Or the customer of the logistics company who needs to know the location of the shipment?

Then there are other players, such as parts retailers, small mechanics, application aggregators, who are not part of the formal ecosystem. But we still have to serve them all. And remember, we are enriched with data if we serve it.
This is where the ecosystem connection – the holy grail of digital transformation – comes in to serve all ecosystem participants, regardless of who is who.

The holy grail of digital transformation is to engage and serve all participants in the customer ecosystem with the required data and information.

The next aspect to reaching the ecosystem is the performance of the product. Mobile applications connecting to products, for example an application controlling a fan; or vehicle connected by telematics. This data treasure can provide intelligent information to the product owner regarding performance, usage patterns, driver behavior, etc.

Digitization is about connecting the real user and the value added product / asset.

This is how a digital business reaches everyone its products and services reach. We need to see where we are as a business beyond the ERP stage. Have we connected our suppliers, resellers, assets, customers and end user ecosystem? What stage are you at?

Please leave your comments here, or start a discussion about the post in the author’s Linkedin posts. Coming Up – The digital enterprise is an outward journey. If the employees are not happy, how will the partners be happy? If the partners are not satisfied, how will the customers be satisfied? The quality of a digital business is determined by data, information and the value added by technology to each of the stakeholders – the stakeholder experience.

Coupled with experience is trust – does your business ecosystem trust you not to disintermediate them? How do you approach stakeholder experience and trust – we’ll talk about that in the next article.

The article was written by Jagdish Belwal, Founder and CEO, Jagdish Belwal Advisory


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What is the buzz of the autonomous digital enterprise? https://virtent.com/what-is-the-buzz-of-the-autonomous-digital-enterprise/ https://virtent.com/what-is-the-buzz-of-the-autonomous-digital-enterprise/#respond Sat, 21 Aug 2021 16:35:41 +0000 https://virtent.com/what-is-the-buzz-of-the-autonomous-digital-enterprise/ Going digital is probably one of the best decisions a business can make. It becomes all the more critical when we have to deal with uncertain and extreme situations like that of the pandemic. This is where the concept of digital transformation comes in. Today we see many organizations making their way in transforming their […]]]>

Going digital is probably one of the best decisions a business can make. It becomes all the more critical when we have to deal with uncertain and extreme situations like that of the pandemic. This is where the concept of digital transformation comes in. Today we see many organizations making their way in transforming their businesses by adopting and integrating digital technologies and services to continue their operations. The pandemic has paved the way for us to review the digital transformation efforts and strategies in place. All of this must be taken into account without compromising customer needs. On that note, organizations have continually shifted gears to embrace the very concept of Autonomous Digital Enterprise (ADE) through which organizations can evolve into Digital Autonomous Enterprises.

First of all – What is ADE? Simply put, the Autonomous Digital Enterprise (ADE) is a growth driven company that aims to deliver value in solutions and enable greater agility as well as flexibility of operations. In addition to focusing on the customer experience, ADE pays equal attention to the feedback provided so that it can incorporate actionable information based on that feedback.

Yes, automation and digital transformation are dominating the world, without a doubt. But, what makes ADE so asked? Considering the fact that the pandemic has brought about a radical change in the work culture – from the culture of in-person work to the remote culture, the adoption of virtual conferences using the data-sharing capabilities of the cloud infrastructure n isn’t a big surprise. It has now been more than a year and a half since the pandemic struck, but the demand for virtual communication and collaboration continues to increase. It has further enabled organizations to reinvent their IT teams and infrastructure management. In short, the rapid change in work culture has been a driving force for the accelerated transformation of the company. The need to sustain and move towards success has been one of the main reasons why organizations are nowhere behind when it comes to becoming an EDO.

An ADE is a great way to ensure that the balance between employees and customers is always maintained – by making sure employees are engaged and customers cared for. What is happening here is that such an organization may very well harness automation and apply intelligence exactly as it is needed to achieve both goals – developing growth with customer-centric strategies and using actionable information that makes it much easier to achieve success.

Highlighting the Benefits – Well, there is not one, nor two, but many benefits associated with automation. Some of the main areas that one can achieve by leveraging automation are – the execution process is done with less errors, organizations will not have to pay large amounts as the costs incurred would be considerably lower in the days to come, employees now have less stress to deal with as they no longer have to stress out for mundane tasks and customer interaction is also improved and taken to a whole new level. Overall, the benefits that ADE would derive from it are numerous!

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Lyons announces the new Deloitte Digital Enterprise Assured Skills Academy https://virtent.com/lyons-announces-the-new-deloitte-digital-enterprise-assured-skills-academy/ https://virtent.com/lyons-announces-the-new-deloitte-digital-enterprise-assured-skills-academy/#respond Mon, 16 Aug 2021 07:00:00 +0000 https://virtent.com/lyons-announces-the-new-deloitte-digital-enterprise-assured-skills-academy/ Economy Minister Gordon Lyons today launched an Assured Skills Digital Enterprise Academy, in partnership with Deloitte, offering 30 high-quality training places for graduates. Deloitte Digital Enterprise Academy of Assured Skills The Assured Skills Academy is the third in a series of academies and will see participants receive eight weeks of industry-relevant training with South Eastern […]]]>

Economy Minister Gordon Lyons today launched an Assured Skills Digital Enterprise Academy, in partnership with Deloitte, offering 30 high-quality training places for graduates.

Deloitte Digital Enterprise Academy of Assured Skills

The Assured Skills Academy is the third in a series of academies and will see participants receive eight weeks of industry-relevant training with South Eastern Regional College (SERC). Successful completion of the Academy guarantees participants an interview for a position within the Technology and Business Performance team at Deloitte.

Emphasizing the timeliness, the minister said:

“I am happy to announce another Assured Skills Academy with Deloitte. This is a great opportunity for graduates who want to start or change careers in the digital business services industry.

“Assured Skills Academies has a proven track record of providing people with high quality training while helping employers access the skilled people they need to grow.

“These training locations, funded by my department, will put participants in a strong position to compete for a job with Deloitte in this exciting industry and I encourage all eligible to consider applying.”

Jackie Henry, Office Senior Partner at Deloitte in Northern Ireland and Managing Partner for People and Purpose at Deloitte UK, said:

“To grow our economy and remain internationally competitive, Northern Ireland must continue to invest in improving digital skills to ensure that workers can make the most of new technologies and the benefits they bring. to productivity and innovation.

“Our Deloitte Digital Enterprise Academy offers graduates exciting opportunities to develop new skills in areas such as technology design, data analysis and digital business management. The program offers a wide variety of creative and technical challenges and will provide graduates with a fantastic opportunity to receive training to develop the skills sought after by businesses in Northern Ireland.

Ken Webb, Director of SERC, said:

“This new partnership between South Eastern Regional College and Deloitte represents an excellent opportunity for graduates of all disciplines to develop relevant skills in the key area of ​​digital business. The digital sector will play an important role in the economic growth of Northern Ireland and this training, delivered by the Assured Skills Academy, will not only provide a solid foundation for a future career, but also a guaranteed interview for a job at Deloitte. .

Due to the pandemic, training can be a hybrid of on-site and online learning via a virtual classroom provided by SERC.

Applications for the Deloitte Digital Enterprise Assured Skills Academy are open now and will close on Sunday, September 5, 2021.

Applicants must have a minimum 2: 2 degree in any discipline.

Applications are still open for the Deloitte Cloud Engineering Assured Skills Academy and the Deloitte Digital Assured Skills Academy. The application deadline for these academies is as follows:

  • Deloitte Cloud Engineering Assured Skills Academy – Sunday August 22, 2021 at midnight.
  • Deloitte Digital Assured Skills Academy – Sunday August 29, 2021 at midnight.

For more information on any of these academies and to apply, visit the Assured Skills Academies page.

Notes to Editors:

  1. Assured Skills is a pre-employment training program managed by the Ministry of the Economy. More information is available on the Assured Skills Program page on the Department’s website.
  2. Follow us on twitter @Economy_NI
  3. For media inquiries, contact the Economics Department press office at pressoffice@economy-ni.gov.uk.
  4. The Executive Information Service operates an after-hours service for media inquiries only between 6 p.m. and 8 a.m. Monday to Friday and weekends and holidays. The permanent press attaché can be contacted on 028 9037 8110.

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