Which one is the right one for you? Lately all of us have been trained to say that we have or will, if we are “traditional” software company, be a “Software as a Service” company with a “SaaS” business model. Sure, that has become the de facto and comfortable response. But what is a business model? Most of us assume that we know, but have you asked yourself that question lately if you are a software company or a software startup?
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You are a small or medium-size business in the midst of a global pandemic that is constricting your business as governments order “non-essential” businesses to shutdown and growing consumer angst crush business activity and demand. What do you do? What can you do to survive and thrive? For many industries, surviving will require businesses to dramatically rethink the notion of business model, go-to-market approach, supply chain, sales channels, people and modality of work. All of this needs to happen with the consideration of the health and safety of employees and customers against the persistent threat of the coronavirus pandemic.
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We have come a long way in a short time since COVID-19 emerged from Wuhan, China late last year. The virus has stealthily yet rapidly evolved from a provincial epidemic to a pandemic that is suffocating the largest and the smallest of economies around the globe.
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The evolution of 5G infrastructure will not be homogenous. Operators will be deploying islands of 5G across a sea of 4G and 3G. They will be faced with the challenges of developing, deploying and managing services across hybrid infrastructures that will be comprised of a fragmented mix of the old and the new. In order to accelerate returns on 5G investments operators will need a common, integrated toolchain that allows service providers to scale operations and services across a mixed portfolio of technologies and operating environments.
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As businesses face increasingly rapid and volatile dynamics of change, business leaders are challenged to continuously shift and (re)position their organizations for survival. With change coming from a multitude of different vectors, what can leaders do to “future-proof” their organizations and win in a digital economy?
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Agile, Adaptable, Innovative, and Efficient – these are key attributes of organizations that will thrive in the rapidly changing, highly competitive environment that is the digital economy. Sustaining this kind of continuous reinvention requires a well-conditioned organization that is comfortable being uncomfortable. The question for today’s leaders is, what does it take and how can you ensure your organization – and workforce – is up to the challenge?
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Special guests from IBM joined neXt Curve to discuss the future of digital, their thesis on “Digital Reinvention” and what comes after Digital Reinvention in the final installment of this 3-part webcast series.
Continue readingSpecial guests from IBM joined neXt Curve to discuss the future of digital, their thesis on “Digital Reinvention” and how organizations need to take a different approach to their business, culture and leadership models to ready themselves for Digital Reinvention in part 2 of this 3-part series.
Continue readingSpecial guests from IBM joined neXt Curve to discuss the future of digital, their thesis on “Digital Reinvention” and what enterprises need to do as they look past digital transformation to capitalize on new opportunities to reinvent their businesses and their industry in this first installment in a 3-part webcast series.
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There is a lot of noise today about the use of Agile in digital business. In my experience leading Agile development projects, helping early “eBanks” innovate their web development and operations and advising some of the leading digital enterprises today with their transformation and innovation initiatives, I have come to realize that there is an fundamental misunderstanding of Agile as it pertains to “digital business.” Furthermore, there is a pervasive misconception that Agile practices somehow translate into business agility and adaptability. Not true.
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