How CEOs can adapt to new marketing channels and technologies
Top of the list of things that keep mid-market or enterprise CEOs awake at night is likely to be business uncertainty. You see, the problem with the future is that more things might happen than will happen. Today’s managers are faced with a bewildering array of uncertainties as their business environments change at an increasing rate.
As technologies change, practically at the speed of light, it’s vital for companies to innovate or be left behind — but many CEOs started their careers and businesses before a lot of these technologies even existed!
All business enterprises are inevitably subject to uncertainty.
This includes internal and external threats arising from technical, management, operational, and commercial issues. But uncertainty can also be positive. It can lead to opportunities — opportunities that can only be exploited if they’re recognised early enough.
Of course it can also be argued that business exists to take risks (avoiding threats while exploiting opportunities), since rewards can only come through successful risk-taking.
However, consider that, in a single generation, businesses have had to adapt to a set of entirely new marketing channels (web and social), decide how to invest in and utilise new technologies, and compete on a global stage.
It is no wonder then that some CEOs are awake at night pondering these new skill sets and wondering where the resources can be found to address these issues.
The same could be said for monitoring business performance. Most business people are not experts in how to develop key performance indicators (KPIs), how to avoid the key pitfalls and how to best communicate metrics so that they inform and help the decision making.
The key to monitoring overall business performance lies in tracking business processes but in most cases companies rely on overly simple finance indicators that just clog up the corporate reporting channels.
Not every CEO would realise that lack of oversight can mean a missed opportunity for process improvement.
Having the ability to use real time business activity monitoring and streaming analytics tools gives them visibility into process execution, tracks process performance against SLAs and timeouts. It could even connect business intelligence tools for summary reporting and analysis.
So instead of relying on historical-based reporting CEOs could gain insight into the current status of business processes with application dashboards consisting of real-time analytics to see what areas are succeeding and what areas need improvement.
Every CEO’s agenda is focused on how best to manage the company toward its goals, and how to determine where his or her firm is headed.
As technologies change, practically at the speed of light, it’s vital for companies to innovate or be left behind — but many CEOs started their careers and businesses before a lot of these technologies even existed!
CEOs could gain insight into the current status of business processes with application dashboards consisting of real-time analytics.
In a single generation businesses have had to adapt to a set of entirely new marketing channels, decide how to invest in and utilise new technologies, and compete on a global stage.
Capitalise on the opportunity
For resellers, this position reveals a set of opportunities for them to further cement their role as being a trusted advisor to clients and help users develop digital and IT strategies that address emerging business needs for frictionless customer experiences and service excellence.
To mitigate the risk of potential digital disruption this co-creative approach will help clients ‘disrupt themselves’ and adjust to their constantly re-shaping markets through innovation and a transformative process that can deliver business value by identifying new and evolving technology capabilities.
In turn this will provide business-outcome-based solutions and ‘as-a-service’ models that will unlock the power of data to draw out game-changing insights.
At the same time, working with innovative suppliers versed in the skills required to integrate business processes with technology can then unlock the potential of the business rather than just add to the user CAPEX budget.
Gamma innovation, thought leadership, longevity in the market and sound financial stability are proven so why not work with us to develop these opportunities.
Gamma innovation, thought leadership, longevity in the market and sound financial stability are proven so why not work with us to develop these opportunities.
