• February 29, 2016

Striking the Balance or Striking Out: Delivering Integration and Visibility

Most modern enterprise leaders recognize the need to transform their organization’s technology in a way that ensures what works today will also work tomorrow—no matter how much the enterprise changes during that period of time.

But understanding the requirements for future enterprise success can be difficult, particularly as it pertains to integrating traditional technologies with new ones that will power more transparent, modular, and continuous transformation. There’s a delicate balance of legacy and cutting-edge technology, of the needs of different business units, and of ideals and realities.

So, how can your organization get there? And what are the success factors that will drive outcomes faster with more impact?

3 Necessities for a Highly Integrated Transformation

Enterprise transformation can come in many forms, but there’s one common thread that must be present in any transformation project: alignment. More specifically, René Aerdts, HPE Chief Technologist of Enterprise Solutions On Demand, says enterprises must create alignment in three key areas:

  • Current business and IT environments
  • Future business and IT roadmaps
  • Existing technology and future capabilities

Ultimately, Aerdts says transformation will only be successful if enterprise leaders have a clear vision for how those three factors will be woven together.

“It’s nice to upgrade products, services, and infrastructure, but making those upgrades without considering business value is a mistake,” Aerdts explains. “Integration of the old with the new is absolutely critical. You have to know that if you transform ‘X,’ that it will deliver ‘Y’ value from an IT perspective and ‘Z’ value from a business perspective.”

Integrating User Experience During Transformation

Even when many enterprise leaders consider the three areas above, they often fail to take into consideration how their transformation initiatives will impact user experience.

In a world where customers—whether they’re B2B or B2C—are more likely to demand better user experiences than they are to worry about cost efficiencies, Sukhi Gill, HPE Technical Directorate-EMEA, says that’s a big problem.

“Because of the impact of consumerization of the enterprise, you can’t just look at transformation from a capex and opex perspective,” says Gill. “You have to think about how it will directly impact your users. Will it meet their current and future needs? And will it integrate with the technologies they rely on well into the future? You have to think ahead—envisioning and modeling how integrated transformation will empower stronger user experiences, rather than hinder them.”

What True Integrated Transformation Looks Like

Historically, enterprise transformation has been incredibly resource- and time-intensive—typically, year-long (or longer) mega-projects that attempted to update and upgrade every piece of technology in the organization. Thankfully, Gill believes that approach is a thing of the past.

Instead, transformation will be incremental—occurring in shorter, more iterative steps that allow organizations to fail fast, realize business benefits more quickly, and leapfrog competition through smarter, more strategic investments.

“The goal is no longer to make one big bet every few years,” Gill says. “It’s to become leading edge in the functional areas that differentiate the business, one area at a time, and modernize the organization on a faster, more granular level. This approach creates a clear competitive advantage by tackling integrated transformation in lockstep with customer demand.”

Aerdts agrees.

“The very best enterprise organizations still care about cost and efficiency,” Aerdts says. “But those aren’t the only things driving transformation. These organizations base success on an intelligent combination of faster time to delivery, highly automated environments, fully optimized user experiences, and clean integration with critical business systems and services. When those ingredients are all present, business outcomes are significantly improved.”

Learn more about what the integrated transformation journey looks like in this report from the Economist Intelligence Unit: “The Path to Self-Disruption: Nine Steps of a Digital Transformation Journey.”

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