Never let a good crisis go to waste! It is a perfect time to embrace the next practices that companies will need to thrive when the upturn is there: create meaningful innovation, cultivate thick value, drive bottom-up engagement and become more Googly! To know more, read Sogeti's IT Journal #4.
Read all about it , and more, in our IT Journal no 4.
Is there any future in work? How will it be organized and how will companies, their partners and employees interrelate tomorrow? What will the technological, economic and financial environment look like in the coming years? In such troubled times, these are burning issues. Companies’ survival in the next decade will depend entirely on the outcome of today’s decisions. Without looking into a crystal ball, a few existing avenues can be explored, providing thinking matter for the basis of work in the future.
Widespread use of the new information and communication technology and the implosion of our banking systems will undoubtedly have a ratchet effect. Moreover, crises often accelerate the process under way. Web 2.0, and the social media, blogs, chats and instant transfer of data in its wake are already ramming the rigid organization in place, centred on a strong chain of command and unwilling to jettison even the tiniest bit of power.
Read all about it , and more, in our IT Journal no 3.
Innovation is a vital source of energy and driving force for any company. Marketing pressures the company to proclaim every new product and service “innovatory”, and consumers and users have to make sense of it all. However, it is patently obvious that some 40% of the products we use every day were created less than 20 years ago. For once the analysts agree: the technology frenzy still has a long way to go.
Innovation is synonymous with success. Examples abound. According to the World’s 50 Most Innovative Companies, published annually by the Boston Consulting Group and Business Week, Apple, Toyota and Virgin stand out among others as companies which have made a leap forward by adapting technology to particular requirements. Countries act likewise. India, for example, aims to become a technology giant on a par with the United States and Europe. But the aim to innovate does not suffice. Companies must have the capability of both innovating themselves and exploiting the innovatory ideas of others. Read all about it, and more, in our IT Journal no 2.
Transparency is a sign of the times. The development of new technology, and Web 2.0 in particular, delineates yet unknown horizons for transparency. Hence, states, enterprises and people are now demanding greater clarity both for themselves and for others. The public at large is challenging the authorities, at every level, to make the processes of decision-making, budget management and access to documents concerning them much more transparent. Companies –themselves subject to ever increasing regulatory constraints, forcing them to change their structures and therefore their IT systems– are being driven by consumers to apply a code of ethics. And the very same people, who are driving transparency, and who are even digitally exhibitionist in their blogs, are reticent to accept transparency when their daily behaviour is tracked and their privacy threatened.
Information technology plays a key role in forcing states, sometimes against their will, to adopt more transparency. For example, utilisation of the Internet to develop new forms of e-government is prompting politicians to change the way they speak and act, forcing companies to transform their internal processes and fostering exposure of individuals. Can our society be completely transparent? Are we moving into a world with no secrets? Read all about it, and more, in our IT Journal no 1.