Like the rest of us, each of diginomica's partner companies has had to deal with a year like no other. It's been a time in which the enterprise tech sector has had to rise to the challenge to keep customers up-and-running and looking ahead to a post-COVID world. Here's some of the best thought leadership from our partners.
Cloud ERP customers expect a different kind of partnership with their VARs. The choices for VARs are: modernize or become irrelevant, with a trail of underperforming projects in your wake. The next question is the make-or-break: how do you get started? How can a traditional VAR change to meet the requirements of this new paradigm and the modern customer of today. The first thing we must do to change an entrenched behavior and culture is to acknowledge who must drive the change. We need to look to the VAR Principals, Owners, or Executives (POEs).
These aren't your grandmother's users anymore. Today's users have nearly two decades' worth of being accustomed to consumer-grade user experiences outside of their day jobs, possessing nearly omniscient mobile devices in their hands and feeling more comfortable than ever manipulating their digital environments. (As technology professionals, shouldn't we actually be celebrating this?)
There's arguably never been a more urgent moment for the procurement community to come together, share real-time learning and data through phone calls, conversations, webinars, systems-based bulletin boards and the power of community intelligence. Many leaders are already working together. They are not only helping their companies but are also collaborating to help the community at large, via timely initiatives such as jointly sourcing much needed safety supplies and equipment for all.
FinancialForce - 3 steps to get you on track for a 360-degree view of your customers
Modern ERP solutions are making it easier and quicker to perform analytics and make data-driven decisions without the burden of expensive data warehouses or unwieldy spreadsheets. Even if this means adopting a new ERP solution, cloud implementations are relatively short projects and can be done in stages to deliver some early ‘quick wins’. But you need to choose wisely.
When I talk to CEOs and CIOs, they're commonly worried about how to get into the business of digital operations and how they develop the capacity to enter that ecosystem. At this point in time, companies are facing a digital imperative like never before. But you need the data backbone to make that happen. For us, it's IFS software that drives this Blue Data Thread data exchange with our airline customers who are using IFS Maintenix software to manage engineering, maintenance, and supply-chain activities.
Without having to worry about the physical infrastructure of hardware and security, companies can rapidly deploy new end-to-end solutions to support major shifts in business models as they respond to market pressures and seize unfolding opportunities. Cloud solutions are in high demand among the industries hardest hit by the pandemic. Innovation is their survival tactic.
Neptune Software - Digital transformation? Let's keep it real and do it right
Typically, the public conversations about digital transformation — especially at C-level and in the media — center around fundamental changes of a company's business model (*-as-a-Service) or its business operations (reducing complexity/costs of complex system landscapes.) The projected outcomes; be it new revenue streams or frictionless business processes; are the type of stuff that grabs C-Suite attention. It's the vision of gaining a competitive edge through technical or process-related superiority that drives the high technology industry. It's the gas that fuels enterprise software sales.
One thing is for sure, without the right tools, technology and processes in place, trying to implement any kind of strategy to balance short-term agility and long-term development will be near impossible. With so many distractions, businesses need to focus on their foundations to ensure they are working from a source of truth, and using that information to sustain, adapt or expand their operations.
A business leader wakes up one morning, looks around, and discovers that his or her company is surrounded by competitors that are all moving faster. So they tap someone to lead a digital transformation initiative. So far so good. But all too often, that leader makes a mistake that seems rational at the time, but will prove costly. They set the wrong goals. They fall prey to a common misconception: that digital transformation is about adopting new technology. It's not. Real transformation is about using technology to improve business outcomes.
What planners and operators need are modern AI-powered systems to create and manage demand and inventory plans in such times. They need the help of sophisticated AI inference engines crunching billions of data points to recommend actions, focusing on those SKUs that are predicted to have the greatest financial impact.
While we've validated the effectiveness of a remote workforce, we're now faced with a stressed and burned out workforce that's battling significant mental health challenges. A new study that surveyed over 12,000 employees across 11 countries found that the COVID-19 pandemic has negatively impacted the mental health of 78% of the global workforce, and they're turning to both technology and their employers for help
Continuous Planning flows from a simple concept. Business is continuous, so planning should be too. Fully realized, Continuous Planning is a modern approach for financial planning and decision-making in business — it's both a vision and a culture. It recognizes that business plans are disrupted constantly by changes in market conditions, and with companies now needing to course correct weekly or even hourly, remaining agile and flexible is critical.
Plex Systems - The future of work – an automation boom is closer than it may appear, and manufacturing is leading the way
Businesses that were just dipping their toes into remote work, and the technologies to support that model, were thrown into the deep end in March when the pandemic reached the United States. In the typical office environment, this normalized quickly. Working from home, communicating with clients and co-workers via video conferencing, and collaborating through work management platforms went from a novelty to a business must-have overnight.
Most innovation is not cheap. Making digital investments to support innovation can create significant budget challenges. CIOs often spend as much as 90% of their IT budget for ongoing operations and enhancements, leaving as little as 10% of the budget for investments in new technologies and innovations that support C-level goals of competitive advantage and growth. Such a budget model is no longer sustainable.
No longer using the rearview mirror to navigate the way forward, the trailblazing CFO 3.0 is a finance leader who leverages unprecedented volumes of data, artificial intelligence, financial automation, and new-breed predictive analytics to anticipate what will happen and determine the actions to take that avoid threats and mitigate risk.
While there will always be unknowns, we can expect businesses to increasingly look to technology to help them survive, recover and grow. Flexibility will be key to delivering the digital-first experiences that customers demand. Access to data and Artificial Intelligence (AI) tools will help companies to revolutionise their customer experience. What’s more, in 2021 customers will increasingly expect companies to deliver demonstrable positive impact on the communities they serve.
When the COVID-19 pandemic emerged at the beginning of this year, service leaders were forced to rethink priorities faster around how they would manage their external and internal relationships. In addition, many saw an opportunity to change parts of their business model, which would require having the right data and systems in place to make confident decisions. To move toward these new business models during their digital transformation journeys, field service organizations must focus on collecting asset data, removing data and decision-making silos, and open data access to customers.
ServiceNow - Navigating the unknown in the new COVID-19 economy
Have no doubt, businesses across EMEA are acutely aware that they need to digitally transform. If this wasn't at the forefront of the CEO's mind already, then it is now. Business leaders know they need greater business resilience, more direct customer relationships and the agility to navigate 2021. They're also not looking at quick fixes. The conversations I'm having with CEOs are not only about what next year looks like, but also year two, three, four and beyond. Businesses are looking and planning for the long term.
We are well on the way to creating a digital world that not only mirrors the physical world, but that lets us manage and control the former to a degree or precision unimaginable a few short years ago. But, and it is a big but, whereas we may have 35 billion interconnected devices now, with exponential growth forecast, there are billions of analog devices that are not connected. We have a smart digital world coexisting beside a much larger mute, unconnected analog world. Think of the global business value lying around in the form of unconnected devices just waiting to be picked up.
Customer experience is foundational to competitive advantage. And this has never been more true than for SaaS vendors. You have to demonstrate your value to your customer each day. Customer communities and personalized journey frameworks are critical to your value proposition.
Every organization will have a unique strategy to map to its facilities and workforce requirements. Planning return to work amid a pandemic is a whole new challenge for chief human resource officers and their companies. Having the right data and the right mindset will enable companies and local leaders to make the right decisions, and then adjust if needed.
Without a doubt, getting a functioning tech stack in place was priority number one for many companies in the early days of this once-in-a-century pandemic. But now that we're a couple of months into our new normal, it's time to look beyond the tools and shine a spotlight on culture. Why? Because unless you have proactive plans for building trust and accountability within your workforce, and unless you have a robust digital infrastructure to tie individual effort to high-level business strategy, your tech solutions will only take you so far.
As we consider and create this hybrid state, we have to ask: What are the trouble points? How do we get from here to there in terms of the hybrid state? Companies are actively re-evaluating the use of real estate. How do we come to a place where we know how to use space, how much space you need, the role of space, and what shared space will mean in the near and medium term? In some places, creative architecture will utterly reinvent our image of co-working.
The premise is simple. In places that will be most affected by radical urbanization, like India, for example, broadband is more than strong enough across the country to support remote work for people in rural areas. We need to encourage strong and self-reliant local communities and economies everywhere. I believe the present downturn is going to challenge a lot of assumptions about the nature of work. Its effects will be long-lasting and will reshape the world.