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Driving value and business growth through digital reinvention

Sri Narayanan | Aug. 9, 2017
How can companies extend the capabilities of existing enterprise applications to realise new potential?

Aslan Zainal Abidin, Managing Partner, Global Business Services
Azlan Zainal Abidin, Managing Partner, Global Business Services making the case for digital reinvention

Are you realising new value and business growth from your digital transformation efforts? Do you believe your business is ready for the digital economy? Can you identify the how and why your organisation must digitally reinvent itself to harness the potential of a digital future?

For the modern enterprise, this 'reinvention' goes beyond digital transformation. Enterprises must recognise the immense possibilities of their enterprise applications for digital reinvention. Either digitally reinvent themselves or face irrelevance and extinction as their businesses decompose around them.

Addressing these challenges, CIO Asia in partnership with IBM hosted CIOs and IT leaders to  an executive lunch cum discussion on 1 August 2017 at the Tao Chinese Cuisine, InterContinental Hotel, Kuala Lumpur. A panel of experts provided insights on how companies could extend the capabilities of existing enterprise applications to realise new potential.


Going beyond digital transformation

In his opening comments, Azlan Zainal Abidin, managing partner, Global Business Services at IBM Malaysia, drew a distinction between digital capabilities necessary for reinvention as opposed to the much touted digital transformation experience. He highlighted how digital reinvention was a better definition of transformation and included innovative technologies that offered new experiences, not just to customers but all their stakeholders.

If deployed correctly, technology can keep their businesses ahead of the competition, help devise new ways of working and collaboration, and build new expertise along the way. The key was recognising the impact of disruption and tackling it head-on.

In response, several participants at the luncheon noted the disruptive forces at play in their industries. Among these were lack of capabilities to adopt and deliver the transformation outcomes, scarce financial and personnel resources to execute the projects and limited understanding of how to reinvent their business models to survive disruptions.

Azlan proposed several steps enterprises could now take to assist the process of digital reinvention. These included employing design thinking and visualising scenarios, agile development and testing of prototypes, deepening capabilities to build and deploy apps that support new operating models and support systems, and finally, moving being point solutions with a holistic vision to guide the reinvention process.

If organisations could muster the skills and talent these steps will demand of them, the organisation will feel empowered to embrace disruption, not avoid it. Combined with enabling technologies, they can achieve their full potential and be fluent in agile, analytics, mobility and cognitive capabilities.


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