Digital transformation means different things to people and pursuing a strategy won’t necessarily equate to future success. JONAS BOGOSHI believes if businesses incorporate key ingredients into their transformation strategies, success will follow.
Digital transformation is having a huge impact on every aspect of the way we work, live and learn. Big data, social, cloud computing and developments in mobile technology have already drastically altered the landscape of business, education, entertainment and government.
Whole businesses have been built on cloud and big data, while existing companies have used the technology to diversify into new areas of business. And any company that is not paying attention to social media and mobile innovation is frankly living in the dark ages.
The pace and scale of change that digital technology is enabling means organisations must adapt to remain relevant. And they must use digital technology to do so. In short, digital transformation is now a business imperative.
The form this takes will vary widely, but the majority of enterprises will overhaul their digital customer interfaces, along with the customer engagement systems behind them. Customer services will also become increasingly personalised, with IDC predicting that doing this at scale will be a “complex enterprise-wide digital transformation initiative”.
In addition, IDC predicts that in the next two years, two-thirds of Global 2000 CEOs will put digital transformation at the centre of their growth and profitability strategies while the scale-up of digital business strategies will drive more than 50% of enterprise IT spending within the next 24 months, rising to 60% by 2020.
However, most organizations are still in the early stages of digital maturity, working on isolated projects that lack coordination. Even where digital transformation has taken place, it’s not always been a success: IDC found that less than half of such initiatives achieve their goals. This is often down to IT departments failing to deliver the speed or quality needed to chase new markets, respond to competitive threats or increase profits.
In contrast, the handful of organisations that fully understand enterprise-wide digital transformation are making increasingly-rapid progress, disrupting industries and leaving competitors behind in the process.
Digital transformation clearly means different things to different people and that pursuing a strategy won’t necessarily equate to the changes that are needed to ensure future business success. But if businesses are able to incorporate some key ingredients into their digital transformation strategies, success will more than likely follow.
What follows is a summary of the considerations exchanged in a series of discussions with more than 150 high-level IT executives from different industries across Europe about digital and IT transformation, highlighting what’s really needed to help CIOs thrive and overcome obstacles on their journey, from roadmap definition to multi‑phased implementation across applications, infrastructure and operating models.
Adopt a risk-taking attitude
Transformational change is often difficult to achieve as existing IT systems, organizational setup and culture create an inertia that is hard to break from. A culture of ‘if it ain’t broke, don’t fix it’ persists in many organisations, to the detriment of change.
Businesses must be prepared to take risks and move away from the way things were done in the past if they are to achieve IT-driven innovation. Essentially, they should try new approaches that will help pave the way for digital transformation across the entire organization.
This could mean putting open innovation and dev ops programmes in place or assigning IT teams to specific business units. Looking at the talent side of things, a hiring programme focused on millennials would bring in native digital skills to support the new way of doing things.
Put data at the heart of things
Data is the fuel for innovation and should be used for value creation, prediction and process optimisation. Success in creating new services and ways of working depends on the data pipelines that flow in and out of organisations.
Some organisations have taken this seriously by appointing a Chief Data Officer who will have an overview of company data and how it should be classified. They will look at the rules and regulations for various data classes to ensure they are used in the most appropriate way.
Big data and analytics are critical in this, as they provide the capability to extract more value from data than ever before, slicing and dicing information in new ways that can provide new and useful insight that could be used to enhance digital customer experience and targeted marketing.
Create a modern datacentre
This secular shift requires and is propelled by a fundamental IT transformation, which embraces cloud as a primary IT architecture and consumption model, to manage millions of devices and the data deluge associated with them, to create large data lakes and enable ‑ for example ‑ predictive services. This all creates the need for a modern datacentre architecture to overcome the information siloes and rigid IT infrastructure that limits transformation and the implementation of a hybrid cloud IT infrastructure.
Hybrid cloud infrastructure is in fact a key enabler of digital transformation as it supports mobile and cloud‑native workloads as well as the existing business-critical and legacy workloads. At the same time, it supports innovative projects initiated by the business.
It is important that CIOs evaluate which workloads and data should move to the cloud so that the benefits of scalability, agility and service-based IT delivery are maximised. A strong business case should always be developed before data is moved between environments to ensure that it is being moved for the right reasons.
Foster closer ties between IT and business innovation
Business innovation initiatives are often limited in their success by being separated from the infrastructure, systems and processes required to support them. This siloed approach means business departments and IT aren’t aligned, making it harder for IT to deliver exactly what is needed.
Effective digital transformation requires an IT organization that acts as a strong partner with the rest of the business that provides the necessary tools and infrastructure to support specific projects. Bringing together the skills and talents from across business and IT will ensure transformation projects deliver the intended impact.
This is particularly important given that long term stable digital transformation requires continuous innovation and integration.
Choose the right tech provider
The final element needed for effective digital transformation is a technology provider that matches the ambition of the business and will be relevant in the long term. To be effective and successful partners to their customers, technology providers must provide support for a strategy and governance framework that spans operating model, infrastructure and applications, delivering measurable results in each phase of implementation to then also transform leadership and customer experience. This will truly help CIOs to thrive in the digital era.
Huawei Mate 20 Pro matches camera benchmark record
A benchmark by DxOMark sees the triple-cam handset tie with the P20 Pro for best smartphone camera on the market.
The Huawei Mate 20 Pro has come out top in a camera benchmark test that assesses all aspects of smartphone camera performance.
DxOMark, which conducts rigorous hardware testing and is trusted as an industry standard for image quality measurements, has just released the results of its in-depth analysis of the Huawei Mate 20 Pro smartphone camera.
The Huawei Mate 20 Pro is the Chinese manufacturer’s latest top-end device. Building on the P20 Pro’s camera technology, the Mate 20 Pro comes with a Leica-branded triple-camera setup, but swaps its stable-mate’s monochrome camera for a super-wide-angle module, offering a 35mm-equivalent focal length range from 16 to 80mm—the widest of all current smartphone cameras.
The handset is in direct competition with the Apple iPhone XS Max, the Google Pixel 3 XL, the Samsung Galaxy Note 9, among other. How does it fare?
“With a total photo score of 114, the Huawei Mate 20 Pro ties the record-setting score of its cousin, the P20 Pro,” says DxOMark. “The overall Photo score is calculated from sub-scores in tests that examine different aspects of its performance under different lighting conditions.”
The Huawei Mate 20 Pro achieves a photo score of 114 points. In stills mode, the Mate 20 Pro’s triple camera captures images with good target exposure and a wide dynamic range, recording both good highlight and shadow detail even in difficult high-contrast situations. Noise levels are well under control down to low light levels, and the camera’s white balance system and colour rendering settings produce a pleasant colour response in almost all circumstances.
At 97 points, the Mate 20 Pro is very close to the best for video as well, thanks to a fast and smooth autofocus system with good tracking performance, accurate white balance as well as pleasant colour rendering, and low levels of noise, especially in bright shooting conditions. Our testers also liked the exposure system’s ability to adapt quickly and smoothly to changes in illumination.
It was not all good news. DxOMark also had some criticism for the device.
Click here to read about the drawbacks of the Mate 20 Pro camera, and other positives.
SA car wins
The final stage of Dakar 2019 drew to a close at the bivouac in Pisco, Peru, and saw Toyota Gazoo Racing South Africa’s Nasser Al Attiyah and Mathieu Baumel bring home their South African-built Toyota Hilux for
The Qatari driver ensured his French navigator, who turned 43 years old on Thursday, 17 January, received a great birthday present, when the pair arrived at the final time control of Dakar 2019 with teammates Giniel de Villiers and Dirk von Zitzewitz in close formation. The two Toyota Hilux crews completed the entire stage together, as De Villiers / Von Zitzewitz waited nearly 55 minutes for the leaders to start the stage, in order to shadow them to the finish.
The emotions bubbled over for Team Principal Glyn Hall, who found himself without words as his two crews drove into the media area after the time control. “This victory was long overdue,” he finally managed, before being swamped in a sea of well-wishers.
The winning driver, however, was much more vocal: “We are so happy to win the Dakar – not only for ourselves, but also for Toyota and the entire Toyota Gazoo Racing SA team. Everyone has worked so hard for so long, and really deserve this. Thank you for letting us drive this car.”
Toyota Gazoo Racing SA led Dakar 2019 from the first to the last stage, with Al Attiyah/Baumel drawing first blood, before handing the mantle to De Villiers / Von Zitzewitz during stage 2. But then a disastrous Stage 3 saw the Qatari retake the lead – a lead he didn’t relinquish despite some of the toughest stages yet seen on any South-American Dakar.
“When we first heard that the rally was going to take place only in one country, we were skeptical,” said Hall after regaining composure. “But the organisers made sure that this year’s race will long be remembered as one of the toughest tests in the last decade.”
Al Attiyah / Baumel’s victory at Dakar 2019 means that Toyota Gazoo Racing has now won both of the world’s toughest automotive races – the 24 Hours of Le Mans, and the DakarRally.
Click here to read Glyn Hall’s comment on winning the Dakar Rally, as well as the rankings.