• April 12, 2016

The Speed of Value: Remove Barriers to Boost Enterprise Momentum

Information moves at the speed of light. But for most enterprises, barriers in the data collection and decision-making processes slow time to value, putting enterprises at risk of lagging behind their competition. Addressing these roadblocks and accelerating innovation are essential to thriving in this digital environment.

Speed Bumps and Roadblocks

Most enterprises approach innovation simply by tweaking old innovation models, says Rikin Patel, Hewlett Packard Enterprise Chief Technologist, Health and Life Sciences, Enterprise Services. “In the old model, you might have a supplier talking to IT talking to shared services talking to the business,” he says. “This means the value the business seeks is delivered three layers away. This significantly impacts how rapidly we can take an idea to deployed solution.” The key, Patel insists, is to fundamentally transform innovation models from the ground up.

Rigid IT environments are another impediment to achieving accelerated time to value. Sometimes decades old, these structures often feature complex, poorly understood application suites and architectures assembled in layers in reaction to enterprise needs. They often have data structures that cannot be easily migrated to agile systems with flexible, scalable infrastructures.

“It’s often easier to just keep building over the top than it is to strip everything out and start again with a new, clean foundation,” says Andrew Clarke, HPE Enterprise Services Vice President, Applications Services, Asia Pacific and Japan.

The process of adding to this complexity makes a radical shift more costly, difficult, and risky, adds Clarke. “The Big Bang replacement seems like betting the company. So it’s avoided, put off for another year. It takes a bold organization to undertake such re-invention.”

Yet it’s not just the architecture itself. The IT organization—people, vendors, and partners—can be just as rigid. Put simply, people with a vested interest in the present are a barrier to enacting the future.

Automate, Transform, Predict

To break this stalemate, enterprises need to standardize and automate as much as possible. Start by determining the core processes that differentiate your business in the marketplace. The noncore processes are prime candidates for standardization, automation, and cloud migration. IT can then enable transformation on the core of the business, allowing IT organizations to propel innovation.

“As IT shifts from being reactive to identifying the next-generation services they will deliver, the IT organization must align with what’s core and noncore,” Patel says. “Driving transformation strategies for those processes facilitates the IT transition from containing costs to creating value.”

These transformed IT organizations can then accelerate time to value by generating predictive customer patterns, for example. These patterns enable the enterprise to predict a customer need before the consumer is even aware of it. “Predictive customer patterns accelerate the time to decision,” says Clarke. “If you can anticipate something the customer wants and present it in a way that eases an immediate decision, you will see value much faster. If you can predict, you will trigger.”

Future States

The transformed enterprise continuously focuses on making decisions and processes better and faster. It relentlessly seeks to collapse the time to deploy solutions. The current state of each organization is unique, and the future state it imagines is unique as well. “The future state is continuous transformation,” concludes Patel. “It’s a journey, not a destination. Businesses must rapidly adapt to the changing needs of their industry. They have to leverage IT in very different ways to deliver nimbleness. And value.”

Learn more about removing barriers in “Securing the internet of things: The conversation you need to have with your CEO” by The Economist Intelligence Unit.

For more on real-world transformation with Hewlett Packard Enterprise, click here.