The COVID-19 disaster prompted many firms to redouble their DX efforts, usually with appreciable success. How can IT leaders sustain the momentum?

by Amos Ferrari, Digital Advisor, Hewlett Packard Enterprise

and Yara-Yasemin Schuetz, Digital Advisor, Hewlett Packard Enterprise

For those who’re nonetheless catching your breath from the wave of accelerated digital initiatives prior to now eighteen months or so, you’re not alone. In accordance with a latest McKinsey report, responses to the COVID-19 disaster have “speeded the adoption of digital applied sciences by a number of years – and lots of of those modifications may very well be right here for the lengthy haul.”*

This transformation surge, and the continued must maintain it, has secured IT leaders’ participation on the highest ranges of enterprise decision-making. However how can they construct on that momentum, select amongst an ever-expanding vary of digital choices and keep away from ‘evaluation paralysis’ transferring ahead?

I supply some solutions in a brand new CIO.com article, 3 Key Classes from Accelerated Digital Adoption within the Previous 12 months, primarily based on insights from our HPE Digital Advisors on the market within the subject, working with firms to maximise the worth of digital transformation.

Learn the article to be taught why organizations ought to:

• Embrace acceleration and a strategic structure. The time for digitalization is correct now. A strategic structure will help you uncover and anticipate new enterprise alternatives. You don’t want to attend for the enterprise to border its necessities, or for the subsequent business disruption.
• Leverage transformation rules to supply guardrails in your transformation. Agreed basic rules will help to maintain your digital initiatives on observe and transferring in the correct route. Contemplate know-how transformation rules, such because the drive to grow to be extra edge-centric, cloud-enabled, and data-driven; and enterprise transformation rules, similar to the necessity to construct resiliency and sustainability into the core of your initiatives.
• Create a scoped, targeted minimal viable product (MVP) narrative. As firms proceed to concentrate on enterprise continuity, restoration, and future-readiness, there’s a heightened emphasis on agility. The idea of MVP, from agile product growth, is a strong instrument that will help you advance alignment, prioritization, and communication

Study extra about know-how companies consulting from HPE and the way we assist you to take your digital transformation to the subsequent degree.

Learn extra about HPE Pointnext Providers and the way we allow you to remain forward of what’s subsequent.

*McKinsey: How COVID-19 has pushed firms over the know-how tipping level – and reworked enterprise perpetually

Providers Consultants
Hewlett Packard Enterprise

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