Skip to main content

Open Digital Transformation: Industry Expertise Matters

Digital Business Transformation is at the center of new commercial growth strategies. Advances in IT technologies and associated accelerators are transforming whole industries and represent the largest driver of technology investment for the foreseeable future.

Furthermore, most C-level business leaders agree that industry expertise matters, when choosing a strategic vendor partner that's capable of offering meaningful and substantive insights or guidance that will stand the tests of time.

Introduction to the Digital Transformation Taxonomy

Assisting decision makers to reach their goals, International Data Corporation (IDC) announced their "Digital Transformation (DX) Taxonomy" across industry verticals -- represented by 14 Digital Missions, 60 Strategic Priorities, 160 Programs, and over 450 specific Use Cases.

IDC now estimates that the economic value of DX strategies to be $20 trillion -- or more than 20 percent of global GDP. IDC's DX maturity benchmark of over 1,600 companies indicates that 67 percent are in the early stages of their transformation as "digital explorers" or "digital players," meaning less than 5 percent of companies are fully transformed.

According to the IDC assessment, the full disruptive impact of DX has not yet been realized, but it's going to fundamentally change business markets and the way that organization pursue a Digital Growth agenda in the future.

IDC's DX Taxonomy provides structured guidance on how industry and government verticals are creating and enabling digital transformation success in the digital economy. While the taxonomy is an extensive representation, it is not exhaustive and will evolve over time as technology matures and opportunities present themselves.

The DX taxonomy is a four level model:

  1. Digital Mission (one per industry) - The digital mission is the business organization's overarching aspirational goals and objectives. Each industry has its own unique mission.
  2. Strategic Priorities (several per digital mission) - There are several strategic priorities that describe what organizations expect to accomplish over an extended time period in order to achieve their digital mission.
  3. Programs (several per strategic priority) - Supporting each strategic priority are several programs. Each represents a long-term plan of action to achieve the strategic priorities through a series of use cases.
  4. Use Cases (several per program) - Under each program are a set of use cases. These are discretely funded efforts supporting a program objective. Use cases can be thought of as specific projects employing line of business and IT resources including hardware, software, and IT services. Each use case is organized by the use case name, current situation, business goals and objectives, key technologies used to enable desired business outcomes, and a summary of the results.

IDC analysts believe that for technology buyers, this collective body of expert guidance identifies where and how to craft a winning DX business strategy and execution road map for the journey ahead.

In contrast, for savvy IT vendors, the taxonomies provide an understanding of how and where key software, hardware, and IT services enable superior DX business outcomes.

Moreover, a demonstrated knowledge of current workloads, industry context and the regulatory environment, all matter greatly in selecting a qualified strategic partner. Achieving an Open Digital Transformation is the key to DX success. Make sure your Cloud platform works for you, choose wisely.

Popular posts from this blog

Mobility-as-a-Service Creates Disruptive Travel Options

Building on significant advances in big data, analytics, and the Internet of Things (IoT), more innovative transit service offerings aim to increase public transport ridership and reduce emissions or congestion within metropolitan areas. By providing these services through smartphone apps, the transit services also significantly increase user convenience, providing information on different human mobility offerings -- including public transport, ridesharing, and autonomous vehicles. Mobility-as-a-Service Market Development According to the latest market study by Juniper Research, Mobility-as-a-Service (MaaS) subscribers will generate $53 billion in revenue for MaaS platform providers by 2027 -- that's rising from $5.3 billion in 2021. Let's start with a basic definition. MaaS is the provision of multi-modal end-to-end travel services through single platforms, by which users can determine an optimal route and price. The study identified a monthly subscription model as key to incr

Robocall Mitigation Solutions to Halt Criminal Threats

If you answer the phone and hear a recorded message instead of a live person, it's likely a robocall. A robocall is a phone call that uses a computerized autodialer to deliver a pre-recorded message. In 2020, the U.S. Federal Trade Commission (FTC) received 2.8 million consumer complaints about robocalls. Offering solutions to robocalling and associated fraudulent business practices, computerized mitigation platforms are an integral part of the solution. Platforms that are focused on actionable systems to disrupt unsolicited and potentially criminal phone calls help telecom service providers and industry regulators. Issues of whether one-size-fits-all developments are sufficient to be effective across the spectrum need to be addressed, and whether a single telecom network operator working unilaterally with a third-party platform could compromise desired or mandatory industry-wide standards. Robocall Mitigation Market Development According to the latest worldwide market study by Jun

Why a Distributed Workforce will Raise Productivity

While most senior executives at progressive organizations have already evolved their human resource policies to accommodate employee desire for flexible working models, others still resist change. Unfortunately, many of the laggards are now experiencing the "Great Resignation" phenomenon. The global pandemic required business leaders to rethink when, where, and how their knowledge workers and front-line employees perform their work. Yet even with the ongoing pandemic recovery slowly underway, some organizations are still trying to determine their workforce approach. According to the latest worldwide market study and recent survey data from International Data Corporation (IDC), stability and geography will likely define the balance of future work strategies. Distributed Workforce Market Development On a global basis, physical office sites are expected to be the dominant location for work as legacy organizations eventually find themselves in a more stable environment. However,