{"id":2306,"date":"2018-04-02T12:23:00","date_gmt":"2018-04-02T12:23:00","guid":{"rendered":"http:\/\/localhost\/projects\/horsesforsources\/it-lacks-talent_040218\/"},"modified":"2018-04-02T12:23:00","modified_gmt":"2018-04-02T12:23:00","slug":"it-lacks-talent_040218","status":"publish","type":"post","link":"https:\/\/www.horsesforsources.com\/it-lacks-talent_040218\/","title":{"rendered":"It’s not all about mindset: The lack of IT talent is the biggest roadblock to reaching the Digital OneOffice promised land"},"content":{"rendered":"
If I had a dollar every time an executive bemoaned their firm’s inability to “change their mindset”, to do anything differently to escape their habitual ways of running operations. And if I had a further greenback for every advisor who bemoaned how idiotic their customers are, because they “just don’t have the deep expertise to fix their underlying data structure”, I would have long retired to the Trappist Order to brew very strong beer for connoisseurs with beards (that doesn’t actually taste very nice, but it’s just so beardy).<\/p>\n
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Surely the perfect desired outcome, even if it tastes like crap<\/em><\/span><\/p>\n It’s all about bringing the operations closer to the customer, and lacking IT talent is a major impediment to achieving it<\/strong><\/p>\n Getting to the point here, it’s one thing demanding your employees change how they approach<\/em> their jobs to benefit your firm from deploying advanced automation and cognitive tools, but entirely another if you don’t have the technical expertise<\/em> to put them to work. It’s one thing to design a leading-edge digital interface with your customers, but it’s rendered pretty useless if you don’t have the capability to integrate it with your operations to provide customer support, get your products and services to them and harvest their data to keep making smart marketing decisions to stay ahead of demand. It’s one effort to redesign processes around your customers, entirely another to redesign your operational infrastructure to make it actually happen<\/em>. <\/p>\n We recently interviewed 100 C-Suite executives from major enterprises and split the discussion across both business and IT leaders. While the industry obsesses about whether C-Suites know where to where to invest, what are their desired outcomes etc., we don’t focus nearly enough on the impediments<\/em> preventing them from achieving these goals. We focus far too much on firms’ short-term spending on tools, and not enough on defining the ultimate outcomes and drawing up real investment and change management plans to get there. As we recently discussed<\/a>, if we only focus on the means, we will never arrive at the end. To address this, we presented the OneOffice Concept<\/a> to understand what is holding back both business and IT leaders from reaching the promised land of perfect real-time symmetry of their business operations staying ahead of their customers’ needs:<\/p>\n <\/a><\/p>\n Click to Enlarge<\/a><\/em><\/span><\/p>\n