We often feel we are caught up between two worlds, the one in which we live and the pull created by advancing technologies. This is not anything new but one that has existed since the birth of applied industrial electronics.
In the present day, we are driven by change by necessity. It is not so much a matter of technology but an opportunity. Digitisation became one such case in which a natural transition from data processing led to self-supporting constituents connectivity. At the same time, the industrial revolution, widely known as IR4.0, brought about a rich tapestry of interconnected considerations to further embellish digitisation.
The challenges
In the present case, digitisation became the answer to many inefficiencies and bridged the cap created by physical presence being required. To overcome this situation, enterprises reached out to technology as a way to resolve constituent-related issues. While ambitions became set, challenges that were much more difficult to resolve existed. As with dramatic paradigm changes that must be addressed, we must contend with resource issues; time, money and human capital). Where do we get these scant resources?
It is imperative to understand that all three resource issues must be balanced. When they are unstable, progress remains a goal and less of a reality. Digitisation shows a degree of improvement, but it remains fragmented islands where pervasive cohesion remains a far-off ambition.
To efficiently manage IT systems, large organisations employ cloud technology to transport data and increase scalability, redundancy, and flexibility.
The reach Is not without worries
The harsh reality is that digitisation is unlikely to be expediently deployed unless our organisation has slack human capital. It becomes a long road to goal attainment, and as a result, time will become your digitisation enemy because of the ongoing barrage of global changes. Most organisations' ongoing sustainment needs for their legacy (IR3.0 Data Processing) service applications.
This means we must look for other ways to achieve our goals without making it a long and drawn-out exercise. As institutions, we are more than likely faced with money constraints, and we must face the hard question of the extent of digitisation that we can afford to undertake. These limits will affect the range of services that become digitised as well as the IR4.0 service elements that will be utilised (digitisation design). This leaves us with the question of the speed at which digitisation must be achieved within. Unless you are facing regulatory mandates, this remains a challenging aspect because estimations are simply a time pulled from the sky. Time estimates must consider the scope, resources and risk to which a prudent and reliable outcome can be produced.
Plan B
If we look beyond ourselves, we can consider the use of outsourced services. Outsourcing is not simply a solution for digitisation but can also be used for legacy sustainment. This leaves digitisation efforts as a self-directed initiative and is usually based on risk.
The challenges of Plan B, the use of outsourcing, deal with some unique factors. These involve a shift from a data process application-centric mindset to a digitisation effort that will embrace multiple cohesive technologies. For example, an application that supports customers will involve the Internet of Things (IoT) while also engaged with Big Data, Cloud Computing, Cyber Security and Analytics. But it may also provide instigative actions/reactions with Artificial Intelligence (AI), Simulations, Co-Existing System Integration, Additive Manufacturing and Robotics. Because of this, we must establish a tactical design mindset that represents our present and future ambitions.
Much of what we are talking about is closely held and guarded secrets. To this extent, we must consider how much exposure we feel comfortable with and consider it prudent. Behind-the-scenes practices, norms, limits, protocols, habits and behaviours now become embodied in technologies. This is pervasive and not limited to just one IR4.0 service element. Therefore we must think long and hard about the degree to which we expose ourselves.
Our concerns for providing intellectual protection are real and ever-present. We also must face the matter of knowledge in undertaking digitisation. We must know about the deployment of technologies but are also challenged by being strongly suited to design the tactical digitisation framework. Poor and non-existent design thinking that relies heavily on technical deployment will fail and cost dearly over the years to come. Design thinking needs to shift from a micro-level mindset to a macro one that embraces collective cohesion (a trait promoted by IR4.0). Consideration must be given to preparation, incremental transitioning and collective sustainment.
The hard questions
This brings us to the question of whether there are outsourcing service providers that have the requisite traits to undertake digitisation. One cannot assume that this represents a doable testimony for you because they have done digitisation for their business. It simply means that they understand what the effort entails but will require extensive familiarisation with your enterprise to achieve commendable results.
So what is involved with client familiarisation? Listed below are a few elements that require attention.
None of these is a simple and quick effort. Even with enterprise personnel actively involved, you are looking at a new way of doing the same thing, only with a much richer result. These will unlikely affect a window-dressing approach to old practices and representation. Characteristically, what was once handled by words and paper now becomes an exercise in digitisation.
There is no conclusion
This is not to infer that the knowledge shared is without purpose. Rather is a case that digitisation is here, real, alive and constantly challenging our enterprises. If we aren’t digitised, our efforts will be challenged, resulting in higher costs monetarily and in action. Because of this, we must step boldly forward and avoid ducking in fear of digitisation.
If you are not there yet, your first step is to educate yourself and engage with those who know digitisation and the available Interconnective services. Establish your digitisation scope and sketch a service design supporting your ambitions. This will lead you to make critical decisions about the extent of disclosure and options available in delivering the digitisation plan. All of these preparatory steps lead us to the point of ACTION. Action is not without the necessity for proactive oversight, adaption, resolution and the ultimate qualification of acceptability.
Outsourcing enables a way to harness specialised talents and utilise cutting- edge technology.
Digitisation is the lifeblood of all enterprises. It provides fuel for others as well as value for us. These are the most obvious services found in IR4.0, a whole other level of consideration remains to be given. Blockchain, hyper-automation, sliced data integration, edge and quantum computing, and virtual (VR) and artificial (AR) realities are but a few examples that must be dealt with in the pursuit of digitisation.
About the Author
Jerry Durant is Chairman and Founder of The Clarity Group Global, an established advisory consultancy committed to technological and organisational advancement. Clarity Group is also engaged in various progressive ventures involving the recovery of challenged enterprises, intelligent philanthropic investments, and greenfield research.
