In a slight twist on the Future Gazing topic, this post considers Future Gazing not in terms of specific technologies but on how organisations should be managing the disruption that these technologies bring to their environment.
The world is in the midst of a revolution – one dominated by the rise of digital. The digital age delivers exponential change to the way that people live, work, interact with each other and the environment around them – all driven by new and innovative technology.
Looking to the future, this rate of change will increase at pace as technologies develop, grow and mature. The rate of this changes has huge implications on organisations across all sectors looking to improve their customer offerings, increase their operational efficiency and keep pace with “competitors” and future-proofing their success. This transcends the concepts of public and private sector, as well as industries - a consumer’s best experience in one industry quickly becomes the benchmark across others.
This places pressure on government organisations to look at areas where they can digitally transform the services that they are offering – alongside the frequent pressure of funding cuts or the need to make savings. It often seems to safer to stick with legacy systems and siloed ways of working that don’t (at this point!) have any additional cost outlay and seem to “do the job”. They don’t know what they need to transform, where to start, why they are transforming and how best to implement this – so they don’t. By taking this “safer path”, not embracing change, organisations are making it more difficult for themselves to operate efficiently and productively, make savings and provide the best standard of customer experience that they can. This way of operating is not future proof and will ultimately cause more problems in the longer term.
It is well documented that the risks associated with a digital transformation programme are considered high. This makes undertaking a digital transformation frequently a daunting task – although an essential one for all organisations that wish to survive in the digitally revolutionised world.
The question then is to how to look to the future. This is not best done by focussing purely on the technologies available. Organisations need to ensure that the things that sit alongside a technology – skills, culture, mindset and processes – are in place to make whatever choice of technology a success. Government organisations need to think commercially.
Key goals of commercially driven organisations include generating value for their stakeholders, balancing their books and improving their organisation’s efficiency – either in terms of operating costs or employee productivity. The key to this is the commercial relationships that they have with their customers and supply chain – putting the right contracts in place to deliver what they need, understanding exactly how those contracts are performing in real-time with easy, accurate oversight.
On the topic of future gazing – the future is now.