IT'S ALL ABOUT SPEED There are examples in this book showing how hard it is to predict the speed of technological advance or its effect on social or commercial life. Space travel. Cloning. Cures for cancer. The search for clean, renewable energy sources. The sense of apprehension in the last days of 1999 arose from the fact that while most experts believed the "Y2K bug" would not shut down computer systems, no one really could be sure. Several years into the future, when we can look back on the early in the 21st century, we may determine that "speed" is the one word that stands above other possible descriptors for this time. -
Speed, as in the rate at which new ideas are transmitted to every corner of the globe. -
Speed, as in the rapidity with which markets change, new markets are created, and old ones abandoned. -
Speed at which corporate decisions are made or not made. -
Speed, as in the ever-shortening product to market cycles. -
Speed at which new technology is developed and implemented. -
Speed, as in the rollout of new business ventures. -
Speed, as in the accelerating rate of technological change. -
Speed at which IT is required to develop and implement new business solutions. -
Speed kills the competition. -
Speed is vital to the digital economy. -
Speed is a new currency. Speed is also the one word which best describes the key business drivers influencing the management of information systems. Speed in business demands flexibility in management and technology to respond to rapidly changing market conditions. Speed. Flexibility. Responsiveness. We heard these words over and over from senior IT executives. These executives are typically charged with responsibility for helping their organization make effective use of information technology. Speed and time are the new currency of business. As the balance of power continues shift more rapidly from producers to consumers, the next wave of e-business will surface, characterized by the realignment and redefinition of entire industries. In wave three, enterprises will attempt to build dynamic e-businesses capable of rapidly accommodating and participating in a range of value chains with a variety of new partners. In the process, organizations will face a series of challenges centered on what customers will pay for and how best to align the business to meet their changing demands. This will require launching some major initiatives: -
Migrating existing businesses and operating models to a defensible competitive position. -
Applying brands across multiple businesses and industries. -
Assessing prospective economic opportunities (and threats) from emerging technologies. -
Leveraging next-generation technologies to create competitive advantage. -
Gaining customer acceptance and loyalty. |
