Digital capabilities are the lifeblood of small and medium-sized enterprises (SMEs) of the future.
Rising costs from labor and materials, customer expectations for more sophisticated product and service offerings, increasingly complex supply chains, and employee demands for flexibility all point to an economy that is defined by digital transformation.
Yet, the Wall Street Journal recently reported that gains from technological innovations are mostly dominated by the largest firms . Similarly, at MIT, we discovered that many organizations are less sophisticated than they perceive in Model-Based Systems Engineering, a key area of technological capability . Clearly, digital transformation is challenging.
Despite the obstacles, is digital transformation possible?
Enterprises were on the edge of the digital industrial revolution when I started at a global industrial manufacturing company over fifteen years ago. Computing moved from desktops to the cloud. Meetings became teleconferences. Barcoding transformed manual warehouse processes. Data, interfaces, and automation formed the foundation for today’s digital future. I was navigating the chaos on the front lines, configuring tools and practices that propel information-driven business.
Leveraging digital technologies in today’s business environment is even more complicated than it used to be. If you’re a leader, or even if you’ve worked at all, then you already know the usual advice. Everyone has already been told to establish trust, set expectations, and create guidelines. However, something is still missing in this information age.
Digital strategy is relatively straightforward to define, but much more challenging to implement well. Disruptive technologies with the greatest potential are difficult to diffuse throughout the organization. Legacy systems get in the way and human routines can be resistant to change. The internal customer approach of partnering with the business is breaking down. It is no longer enough to operate technology and business organizations separately. Enterprises of the future need leaders with technical fluency who are embedded in the business and equipped to accelerate digital transformations.
Of course, there is a dizzying amount of available information about digital transformations.
At Mergence Systems, we bring sanity to a world of digital transformation by architecting and implementing business systems, composed of technology and processes, that scale digital capabilities within enterprises and across existing teams.
Daniel Mark Adsit, Principal at Mergence Systems, has completed business systems projects in almost every functional domain at organizations ranging from Fortune 500 companies to startups, including Intel, Eaton Corporation, Altera, and Hubspot agencies, and top-tier universities such as MIT. He has earned engineering and management degrees, in information science and systems disciplines, from both MIT and Cornell. Daniel is publicly recommended by CEOs, general managers, distinguished educators, founders of boutique consulting agencies, retired military officers, and senior leaders at global organizations and is a published author in the domain of systems by the IEEE.
At Mergence Systems, we believe that leaders in this futuristic time need practical, specific, straightforward, and unbiased solutions.
Most people understand either the technology or the people. We understand the dynamic interactions that link them together.
- The Problem With Innovation: The Biggest Companies Are Hogging All the Gains, The Wall Street Journal (https://www.wsj.com/articles/the-problem-with-innovation-the-biggest-companies-are-hogging-all-the-gains-1531680310)
- Model-Based Systems Engineering Uptake in Engineering Practice, IEEE (https://ieeexplore.ieee.org/document/8465998)