Recently, I had published a post about an organization’s digital competency,
which prompted to ask questions about digital infrastructure, besides other
market drivers. One of the problems that organizations often face is the fact
that digital investment decisions are evaluated and measured under the same
parameters as the other more traditional initiatives. Digital experience,
measurement and analytics require much faster turn-around, which is almost
impossible in current monolithic IT and Support functions.
To further emphasize
the “rethink,” I wanted to share a great McKinsey article on how organizations can address a dichotomous decision making
process, one for traditional business imperatives and the other for digital
projects. Here are the key takeaways:
- Digital products need to be developed at a faster tempo and the projects supporting digital thrusts need to be evaluated at a faster speed separate from the rest of the IT budget approval process
- Digital investments are to be treated as strategic imperatives and short-term fix mentality needs to be abandoned
- Organization needs to establish “digital product management” to be accountable for agile development and release cycle
No comments:
Post a Comment