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Five key things we talk to senior leaders in business about when considering their change

Disruption Day - The Five Keys to Unlocking the Software Driven Enterprise

Through this series I've considered the changes disruptive technology is having on traditional models, the routes businesses are taking to embrace transformation and the skills challenge they are facing as a result. It's clearly a complex and all-encompassing challenge for business leaders, but here I try to boil it down to the five key things we talk to senior leaders in business about when considering their change; from legacy, to next-generation, software-defined businesses:

  1. Establish the vision and acquire a mind-set for change. There's no point trying to transform randomly - new business models need to be assessed and discarded or embraced through a rigorous evaluation process, forecasting, customer insights and testing and beyond. The leadership of the business needs to enable teams to carry out these exercises efficiently and effectively.
  2. Plan meticulously for change - in technology, people and processes. The biggest challenge is almost always in getting the organisation as a whole to accept any changes that seem necessary. Finding the best journey for the business will help take the business on, and bring your teams with you.
  3. Source the talent - internally and externally. Winning the talent to support with the change program and help in the new world order is increasingly competitive. Building a reputation for innovation and finding the right partners to facilitate the change will be vital to your success.
  4. Apply a sense of urgency. As I said in my first post in this series, disruption day is coming sooner than you think. Start-ups with solid propositions in every sector are springing up every day, are often surprisingly well funded and will steal the march on you given the opportunity.
  5. Take the journey gradually. Despite the urgency, these sorts of transformation prove the truism "the more haste, the less speed." Change on such a massive scale requires careful planning and orchestration, and a rush to see returns in three or six months may have unintended and unhelpful side-effects.

We've seen lots of customers undertake these changes, some at a more fundamental level than others. We worked with B&Q to develop its online proposition, getting it to 10% of revenue in just three years from a standing start, which shows the impact these changes can have.

I hope you've enjoyed this series of posts. To hear more from me and other EMC and industry experts, make sure you join our #HybridCloudChat on ‘Disruption Day & The IT Circus' on the 9th of September at 4:00pm (BST). We'll discuss the changing needs of the enterprise as we move to a world of innovative and more agile businesses and look at how companies can juggle traditional and experimental IT to support the software-driven business.

If you have thoughts on other areas of focus, agree or disagree with any of the points I've made or have other examples of businesses you've seen, work with or lead that you'd like to share, I'd love to hear them in the comments, or on Twitter or LinkedIn.

Do also keep an eye out for a couple of upcoming posts where I take a deeper look at bi-modal IT and the third era of enterprise IT.

More Stories By Dinko Eror

Dinko Eror is Vice President of EMC Global Services for the EMEA region. He is responsible for EMC’s consulting & technology professional services, and its award-winning customer support organizations, and for helping clients drive business value through IT innovation. Dinko is passionate about how technology is disrupting and revolutionizing business models – particularly through the enabling power of the software-defined enterprise.

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