Driving Digital Transformation.

Digital transformation is no longer optional. Companies that want to remain competitive must quickly, and effectively adopt emerging technologies. We cannot just place our toes in the water. Either we commit to rapid and immediate technology adoption or lose ground in this digital race.

Driving Digital Transformation.

Any good technology adoption process should be aligned with a company’s competitive strategy. A well-developed corporate strategy will determine how much risk an organization is willing to take, what types of technologies they need to become successful, and how much budget they’re willing to allocate. Changes in technology adoption will ultimately stem from a combination of innovative thinking from a company’s ground troops as well as from their generals looking to capture additional market share.

Fortunately, data suggest that many companies have already accepted the inevitable. The adoption of technology have changed before, but this time the changes are integral to digital transformation. They’re also permanent if companies wish to remain competitive. So what drives these companies to make such a big change to their organization?

Accelerating consumerization of technology.

Everyone has stories about how personal technology made its way into their companies. The explosion and availability of technology capable of solving countless personal productivity and business problems forever changed the technology adoption process. Consumerization is about a technology repertoire enabled by large and small vendors that sell—or sometimes gift—technology directly to individuals.

Consumers adopt these technologies on their own and share them among their friends and colleagues. But the difference today is that consumerized technologies can now solve business problems quickly and cost-effectively. Often to the chagrin of the IT team, consumerization is now as much a part of technology acquisition and delivery as the go/no-go due diligence teams that filled conference rooms for decades.

IPhone Mockup
Consumers are accelerating adoption of technologies.

Instead of endless vendor presentations about just how great their technologies are, consumers now routinely try-and-buy technologies quickly and cheaply from the consumerized infrastructure and applications marketplace. App stores are the greatest technology delivery platforms in the world. These trends are accelerating. More and more of the technology hard at work inside (and outside) companies are embedded in smartphones and tablets. Advertisers, friends, bloggers and family all keep the lists current: look at the number of times new technology is identified by friends versus the number of times it’s identified by IT departments.

Employees vote their digital preferences with laptops, tablets, smartphones and applications that make them productive—not from directives from their technology managers. They go to the cloud to store documents and data, host digital meetings and find productive applications. Sometimes these clouds are part of their company’s  delivery infrastructure—but often they’re not. The same employees are also seeking advice in the crowd where opinions, expertise and problem-solving are instantly and continuously available.

Power of emerging technologies available for immediate adoption.

Twentieth century technology adoption models were predicated on the diagnostics of business requirements and technology maturity. The assumption was that technology and business requirements evolve at a pace that justifies phased adoption.

Early deployments were assumed to be risky, costly and therefore unnecessary. Well-defined business requirements were prized. An enormous industry was created around requirements analysis, requirements modeling and requirements validation. Books, articles, conferences and workshops were available everywhere. The prevailing wisdom was that business requirements modeling and validation were prerequisites to technology adoption, and that structured pilot demonstrations were necessary to justify deployment. Technologies also had to integrate and interoperate with existing technology infrastructures and architectures.

Run a usability test
Analysis and technological requirements were previously used to justify technology deployment.

If it failed to cost-effectively integrate, adoption was often halted. If it did integrate, then a transition period was defined to test and deploy the new technology before the technology went into production. Finally, new technology—just similar to an old technology—required continuous support and expensive refreshes, though today both are often achieved through cloud partners.

"Early deployments of technology were assumed to be risky, costly and therefore unnecessary. However that is not the case anymore as adoption is driven by employee and consumers."

As mentioned before, technology adoption (and digital transformation) is very different today. Requirements are often undefined and adoption is driven by employees–consumers who adopt technologies to solve a variety of known and unknown problems with technologies that are acquired—and sometimes even supported—way outside of the corporate firewall.

Consumer-driven requirements analysis, exploration and discovery are the mainstay of rapid and immediate technology adoption. Also note that what was previously described as controlled pilots are today largely ad hoc opportunistic experiments that sometimes quickly turn into technology deployments—with or without the approval of corporate IT

Rising competitive fear.

Research suggests that competitive fear is also an important motivator for rapid technology adoption. The pace of technology and business change is so rapid that many companies have no choice but to pilot and deploy technologies that are far from vetted (according to twentieth century due diligence standards). By definition, digital transformation should move fast. There is no question that the number of technology-driven disruptive business models over the past 10 years has fueled this fear especially within traditional industries such as transportation, insurance, health care, entertainment, hospitality and manufacturing.

Senior caucasian man holding blank empty banner covering mouth with hand, shocked and afraid for mistake. surprised expression
Fear of being left behind in digitalization is a great motivator for technology adoption.

We at Magnus Code recognize the need for digitalization in this day and age. We pride ourselves in quality of our service.  Our team of developers apply latest technology and industry best practices to ensure you get best possible value for your organization. With highly skilled developer, we offer reliable, secure, and technologically advance solution towards your technological needs. By modernizing your system through Magnus Code, you can integrate technology faster with less risk and enables you to find new insights and operating models for competitive advantage.

Talk to us now to ensure your business is always ahead of the digital curve.