As digital transformation disrupts the workplace, one factor more than any other will determine which companies turn digital to their advantage. That critical element is people: the talented employees who are able to use existing digital technologies and adapt to evolving methods and new approaches. Without these employees, companies will struggle to benefit as they should from the latest advances—everything from Industry 4.0 and robots to artificial intelligence, data science, virtual reality, and new digital business models.
The matrix shows the profile group (finance, for example), the subprofiles within the group (such as controllers, accountants, and treasurers), the top digital skills each subprofile needs, and the maximum skill levels that could be required. The matrix also includes the number of full-time employees in each profile, which allows the company to see how many employees will be needed and what kind of skill building each function will require.
Many alternative strategies are possible to achieve business goals, but the effectiveness of any single business strategy is increasingly dependent on technology. Pervasive technology use measured by business results requires the development of business strategy that fully integrates technology capabilities and innovations; Forrester calls this BT strategy.
In enterprise storage, we released an enhanced version of OceanStor V3, the industry’s most competitive storage equipment, to support SAN/NAS activeactive failover, all-flash drives, and deduplication and compression. We also got a head start in launching the most cost-effective entry-level storage equipment that uses Huawei-made CPU. As many customers around the world continue to upgrade mechanical hard drives to solidstate drives (SSDs), we launched the next generation flash array Dorado V3, which is an industry leader for its capability to deliver 150,000 IOPS.
A helpful way to think about this is depicted in the exhibit The Innovation Landscape Map.” The map, based on my research and that of scholars such as William Abernathy, Kim Clark, Clayton Christensen, Rebecca Henderson, and Michael Tushman, characterizes innovation along two dimensions: the degree to which it involves a change in technology and the degree to which it involves a change in business model. Although each dimension exists on a continuum, together they suggest four quadrants, or categories, of innovation.