Posted on February 2, 2015 by

Designing and Managing a Multichannel Architecture

2014 was the year when digital became a significant priority for organisations, for the first time customers were becoming more advanced in the use of technologies and with this came a greater level of expectation. Customers (Including me) expected things in digital to be quicker, and just work. However most were left disappointed (including me) when trying to achieve something using their preferred mode, only to be told you need to visit our store or when in store, that’s only available online

Digital commerce has changed the way we shop forever – it’s no longer enough for brands to limit themselves to one channel when it comes to attracting and keeping customers

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Posted on December 8, 2014 by

Understanding and owning the customer ecosystem

The world of digital is changing the face of the business landscape. Established household names are now going toe to toe with new kids on the block, and in some cases their customers are becoming the competition. The product is no longer the differentiator, it is about owning the eco system, and it is the organisations that can tap into it that will be the ones that will maintain market leadership.

We have technology, finally, that for the first time in human history allows people to really maintain rich connections with much larger numbers of people.

Organisations are not designed for adaptive change

Most established organisations are not designed for an adaptive digital environment. Rigid processes and silo based business functions make quick adaptive change based on the needs of the business almost a military exercise. The abilities which are required to make digital possible are delayed, or in some cases not even delivered due to an operating model which is not designed to deliver incremental integrated changes. Read More

Posted on November 5, 2014 by

Staying relevant in the digital economy

Organisations are fighting for relevance in a larger market place where brand names and size are less of a factor. Customers are now looking for the products and services which deliver the outcomes they need, regardless of who provides them. Being able to meet these demands at speed and scale will be fundamental in achieving continued growth and relevance in the customer’s eco system.

Organisations struggle to prioritise areas for change

Organisations are acknowledging that they need to be adaptive and responsive to change, but most struggle to know how to start or where to focus. Balancing the demands of running and evolving the business against a background of uncertainty makes the prioritisation of the outcomes that make a difference a constant struggle. Strategies are formed based on perceived priorities that often miss the outcomes that will deliver the most value. Read More

Posted on August 18, 2014 by

Organisations pursue the complete solution

Technology is playing a much bigger role in customer’s lives, and is changing the way senior management view the IT department. Historically the CIO’s role was to keep the lights running, now however, IT is considered to not only be the key to unlocking new revenue, but also a way of keeping up with the competition. This shift is almost causing management to expect IT to build the perfect solution, which will solve every problem vs. the ones which offer the most value.

Information technology and business are becoming inextricably interwoven.

Late to market

Organisations that mount technology projects hope to achieve some significant results never before achieved. Management look to successful technology companies as the benchmark, but only focus on the end product or services rather than the minimal viable steps they took to get there. Very quickly, assumptions are made and the sheer size these projects grow to results in severe delays. This causes significant brand impacts, and in some cases results in the loss of customers and overall market share. Read More

Posted on April 14, 2014 by

Designing for Emergence

The world around us is becoming more complex, it is almost accelerating away from us. Being able to plan in this ever evolving world is becoming even more difficult as time passes.  New technology, and approaches almost appear daily, which makes planning for these events, almost impossible.

Linear approaches to design are no longer the right thing to do in this ever moving world. Human needs are changing almost daily due to the changes in the economy, and advances in technology.

The irony is that organisations have stayed static, the business, which is exposed to the customer through the various engagements needs to be agile, but yet the organisation, which delivers the abilities still appears to be static.

We don’t want to be late to the party with a solution, when everyone else has already changed

Organisations still attempt to force best practices, and approaches, almost forcing constraints in the system, which hinders innovation, and forces organisations to be linear. Read More

Posted on January 6, 2014 by

Taking the right path

In 2013 we saw the rise, and in some cases the rebirth of analytics and were told of the importance of using data to get closer to our customers.

The growth of social media and the birth of the omni channel has meant that understanding your channels and the related data is going to be the major challenge for organisations in 2014.

The ability to analyse and act on this data is becoming increasingly important to businesses. The pace of change requires companies to be able to react quickly to changing demands from customers and environmental conditions.

Due to this complexity we have seen the rise of new technologies such as Big Data.

“Data is the new science. Big Data holds the answers”

The term “Big Data” became the buzz word of 2013 it almost seemed the answer to all our problems.  The ability to manage all our data, report on it, and present it in various different ways. Read More

Posted on October 7, 2013 by

Taking new steps

As the world becomes more complex and interconnected we are told more and more, that we must become innovative.  We must try and break new boundaries and almost make the impossible, possible.

Without creativity, there would be no progress, and we would be forever repeating the same patterns

We need to think outside the box, create new offerings, new business models and continually grow.

Why is it that so many organisations fail, regardless of how good the idea is, and why do our teams struggle to deliver no matter how clever they are.

Is this because we don’t have right mix of people, is management failing us, or is it just that the wider business does not get it, and we should just accept it. Read More

Posted on September 10, 2013 by

Bridging the IT Gap

Over the last 10 years and possibly longer there has been a goal of achieving business and IT alignment.  In some respects this has become a core comptency in some jobs which are advertised.

As someone who works in technology I always ask why?

Technology now plays a significant part in our lives

The intent of technology was to make our lives easier and help us achieve jobs much more efficiently. However as technology has become more advanced it seems to have become its own organisation, within an organisation. You start to hear technology teams use terms such as “the business“.

Management also look at technology as the nerdy people who make things work, as long as they are happy, we are happy. Read More

Posted on August 12, 2013 by

Bringing order to complexity

Design is all around us.  The products that catch our eye are driven by how they look and also how they make us feel, the complexity is hidden away from us as consumers. We are presented with something that is so simple that we almost forget how hard it must have been to define this level of simplicity.

“There is a profound enduring beauty in simplicity, in clarity, in efficiency”

The organisations that harness this simplistic approach are able to deliver products which seem to have always been in our lives and as users we are just able to use them, even if we have never used them before.

I always wonder why this same approach cannot transcend to business process and business design.

Why do we seem to make organisations so complex? Read More

Posted on July 8, 2013 by

Communicating the value of your offering

Writing this post is somewhat a walk down memory lane for me.  Many years ago I started my career in a sales and marketing department for a small software house.  It always fascinated me how they were able to attract some of the biggest customers, yet they were no where near as big as their competition.

Some how they were able to tap into what made them different but then deliver exactly what the customer had bought. What was more impressive is how the sales and marketing team tapped into the data it retained on its customers and were able to bring this unique offering to a wider, but yet specifically targeted new audience, by spotting trends in data and identifying new prospects.

Anyone in the marketing field who is reading this is probably now shouting “this is marketing and its common sense” and I completely agree with you.

However lets fast forward many years to the current day.

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