Articles tagged digital transformation

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The usual big plans and big vendors mean big delays and big expenses for the content management initiatives of today’s big businesses.

To cross an ocean, you must lose sight of the shore. For a business to change, it must embrace the unfamiliar. Many of the rollouts for large enterprise content management systems, like Adobe’s Experience Manager (AEM), don’t meet their potential because those rollouts are rooted in the familiar: Massive planning with massive partners and not enough focus on pragmatic approaches to deliver value quickly. It’s the exact opposite of digital business. And if you are a large marketer with multiple brands and businesses in your portfolio, that means literally hundreds of web sites to manage and a range of content to disseminate across many digital channels and platforms.

On its face, AEM represents all the value of next generation content and digital asset management. It can give enterprises the foundation they need to act nimbly and in real-time by integrating enterprise content marketing with analytics, audience segmentation, and personalization at scale. However, for many customers who have acquired and implemented it in some form, change has still been slow and disaster feels like it’s lurking behind each code deployment or content update. Even with all this new potential; the problem, the proposed solution, the lack of results…it’s all too familiar. Your transformation journey hasn’t really left port.

Taking advantage of the opportunities that AEM provides requires making some unfamiliar choices. For instance, harnessing the technology requires experts with deep experience in the specific platform as opposed to technology generalists learning AEM for the first time. The ability to configure, control, and manage complex AEM environments comes out of front-line experience from server-side teams that have created their own tools and hardened processes for automating operational tasks. Properly configured automation reduces deployment errors and downtime. And that takes focused, nimble innovators, which are hard to find in monolithic vendor organizations.

The teams you rely on - whether internal or external - to help you deliver transformation cannot themselves require transformation. Many legacy vendors suffer from the same need to overhaul their cultures as the clients they are attempting to serve. That’s why smaller SWAT teams, coming more often from startups than from the Fortune 500, often represent the enterprise’s best chance for change. You are trying to cross an ocean, not boil one, and to do that, you’ll need the small, swift guide boats that can help you navigate AEM’s tricky waters.

Smaller partners also help you focus more squarely on time-to-market over everything else. When industry dynamics and customer behavior were stable, over-planned corporatist initiatives made more sense. Now, they almost never do. Company-wide AEM solutions, while academically appealing to many consultants, lack the pragmatism that should be the first principle of any project that hopes to result in greater business agility. Fostering individual business-unit creativity should be the goal, not the obstacle. Platforms like AEM can support those individual business units looking to get to market more quickly with innovative ideas, but doing so requires lean development models, and an approach to code and component sharing that doesn’t rely on overwrought development.

Embracing the unfamiliar is the only path to transformation. It’s in that unfamiliar space that you will find the innovative tools and processes that really untie the platforms in which the company has invested so much. Choosing smaller, less familiar partners to work on them is going to bring the new thinking, the energy, and the technical wherewithal to help you achieve the change you want. And by focusing on the speed of individual business units, the journey toward transformation becomes an achievable one, mile-by-mile, with value delivered at each leg of the voyage, meaning you can say bon voyage to the old shore, and hello to the new one.

Michael Colombo is the founder and CEO of Maark where he oversees the overall direction and development of the agency as it continues to build its brand as a leading marketing and innovation engine for its customers. He has served as the executive lead in programs including corporate rebranding, solution marketing, sales enablement, digital transformation, and new product design for Fortune 500 companies around the world.

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Photo credit: Cooper Smith

You ever get that feeling, as you spin through vast libraries of media and information at the twitch of a finger, shuttling between the supercomputer in your pocket to the one on your wrist to the paper-thin one that hinges shut on your desk, that things just aren’t, I don’t know, better?

Well, according to The New York Times, things aren’t. At least not economically. From the article:

For several years, economists have asked why all that technical wizardry seems to be having so little impact on the economy. The issue surfaced again recently, when the government reported disappointingly slow growth and continuing stagnation in productivity. The rate of productivity growth from 2011 to 2015 was the slowest since the five-year period ending in 1982.

The piece contrasts two ideas. The first is that today’s digital innovations aren’t yielding the economic increases that the big-time inventions of yesterday did—electricity, modern transportation, medicine. The opposing idea is that the only thing we can blame today’s digital depression on is for making us more impatient since most industries have not fully embraced the transformation yet and will need to before gains can be realized. That’s the way all technology is, proponents of this side argue.

Meanwhile Silicon Valley continues to find investors and is every day closer to finishing that valley-sized spaceship so they can leave the Earth and all of us suckers behind.

Seriously, though, The New York Times piece is an interesting read. Although its hope vs. cynicism ping-pong tournament seems to fall a little more on the latter scale (cynical pieces always make for more interesting, more cathartic articles for some reason). But whether we haven’t fully committed to digital transformation or we are mistaken about assumptions of ever-marching technology progress, one thing is for certain…hold on, just got an app notification.

Photo credit: David Ingram