How do enterprises realize this journey The approach should be well calibrated to continually drive value across Business and Technology operations helping enterprises address current needs while establishing new capabilities taking all the CXO offices along in this exciting journey: Maturity assessment and Partnership ways of working The journey across the various parts of the organization will have to be nuanced to augment/replace/retire as needed making sure the existing investments are well leveraged. The capabilities need to be baselined across various teams and the new capabilities need to be planned and executed for each team in close coordination with them with a clear line of sight to continuous value. Enterprise Capabilities COE A central team with a broader enterprise blueprint which continuously establishes and baselines capabilities as composable and reusable services that could be federated across the enterprise is foundational to realize the journey. This is a critical intervention to ensure all the capabilities are well architected and are “Built for enterprise”, “Built to scale” & “Built to Operationalize”. The COE also needs to have a R and D function to continuously keep pace with industry developments (Digital twins, Metaverse, Gen AI Biz apps etc), evaluate, build POCs & enable adoption of new capabilities through strategic use cases measured by realized value. The COE needs to optimize/retire tech debts on a continuous basis. Governance A 2-tier governance council needs to be established comprising a strategic layer and execution layer to measure ROI on an on-going basis. The strategic layer needs to bring in executive sponsorship from the CXO offices across Business, Tech and Operations to drive advocacy and measure outcomes across all parts of the enterprise. The execution layer needs to have a pod structure comprising leadership teams across Biz, Tech and Ops for each of the domains and they need to have defined metrics to measure ways of working and adoption to establish the culture of managing to a strategic direction while addressing the respective needs. The value realization across Innovation, Revenue, Cost, Speed, Scale, Compliance needs to be continuously measured through a well-defined charter for each of the change management initiatives.
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