The Independence Of Ict Service Providers

Published Date: 02 Nov 2017

What is the problem with that? Connectivity is now commoditized; and voice is going to be for free. If ICT service providers companies do not bring new revenue streams on top of that, they are left behind.

The key element becomes the ability to monetize the loads which are growing up at a much faster rate than the revenues. Which is a nice way of saying that if they do not change they do not survive. And this requires solving the equation of how to really accelerate the speed of service delivery. With speed of services, it is not about connectivity; it is about how they bring capabilities to their customers.

The ability to hide technology complexity is given with cloud computing models. The ability to bring that data center to life and when we rethink about cloud it is not just the data center or a public data center; it is the ability to put that data center anywhere in the network; it is processors, combined with storage, combined with applications, combined with services.

What changed? Market transitions, innovation opportunities, and how the goals of the CEOs will make those companies survive in the future change. Obviously, this issue is of primary concern for ICT service providers, but not only. This phenomenon linked to a kind of innovation management penetrates increasingly also in corporate companies and becomes a pressing issue that their internal IT organizations must tackle.

When you talk to the top leaders, the number one thing on top of their mind is new revenue growths and protecting existing revenue streams. Number two is cost efficiency and productivity. Number three is how does they perhaps take advantages of new ideas like cloud, and not just deploy and deliver that technology, but begin to really earn their customers, their employees, their commercial partners and consumers’ confidence about how they can provide to them not just the right key capabilities but the connected infrastructure that allows them to change the way they work, live, learn and play.

The technology changes have never occurred at a faster pace than they are occurring right now. As a consequence, IT organizations can either bring their organization or their company to the top very quickly, or they can fall from grace.

Company's ICT staffs should focus on two main things for sustainable differentiation. That is primarily a fanatic approach to catch the market transitions, and secondly being "customer driven". Customers being either internal to the company – other departments or employees in general – or external customers with which trading relationships are established.

We are in a hyper connected world, where everything is becoming obsolete within 3 to 5 years. From a technology position, there is a tremendous explosion of cloud and video, social networking capabilities, and the Internet of Things.

The speed of change is a key takeaway. How do the organizations build up the capability to drive the productivity at a tremendous speed? CIOs do not speak just about technologies; but about how they drive productivity, how they expect growths, and how they expect cross-selling of their products and services.

IT managers need to react, as well as CxOs that will be forced to consider the strategic consequences of their computing infrastructure and communications. They should start by upgrading the role of the CIO. Rather than a cost factor under the wing of the CFO, the CIO must be a vector of innovation that identifies what new technologies can bring to the company and shows the way forward for implementing.

Along with the cloud computing megatrend are emerging rising expectations, and roles that are changing within the enterprises. SMAC (Social, Mobile, Analytic, and Cloud) technologies are shifting employee and customer expectations and business processes.

There is a culture of changes, a culture that listen to both employees and customers; this culture is happening in a much more concrete and distinguishable way altogether with the emergence of technological megatrend like cloud computing.

What would have happened if you did not change your business model, if you did not move on the data, if you did not move on the voice over IP, if you did not move on the video? And now, what might happen if you do not move to the cloud? Any device can do any content, and now with The Internet of Things, when you suddenly realize you can connect everything in a city, everything in a company, everything from a security point of view, everything in terms of the ability to transform … how do you capture this?

It is all about the ability of organizations to capture the potential value of this technology transition. It is about if they do not change, they are just left behind. It is how CEOs and CIOs introduce into their organization a culture that is willing to change, but also one that is building an architecture which allows them to make this change at a dramatic different speed in order to meet the business requirements.

The point is that market transitions wait for no one. Along the time, the winners and looser are known. Agility and flexibility are key factors, and cloud computing can deliver such capabilities to organizations in amazing ways.

Many analysts already agree to a great extent that cloud and mobile computing will create a larger and more lucrative impact on companies than the Internet through greater involvement of customers, faithfulness, and employee productivity and commitment.

While with cloud computing, CIO, technologists, and other IT managers and professionals are becoming more deeply involved in the business, meanwhile business executives are becoming more techs savvy and conscious of the potential behind cloud-based businesses.

Cloud computing demands a variety of skills and a level of understanding by executives, internal legal bodies, and other business functions. The set of skills can be as diverse as the species of mosquitoes in a tropical rainforest. Therefore, hiring managers must settle and figure out what skills are must-haves, and HR professionals need to understand and learn about the challenges in balancing technical job profiles versus non-technical resumes.

Aside those concerns specific to skills and resources, the externalities directly bound to HR functions along the value chain are numerous, as it has been given the opportunity to discover it throughout the realization of this project and writing of this paper; or by wading through its reading.

Thus, it leads to assert and to rule that the role of human resources management in supporting change is fundamental regarding a transition to cloud computing by the enterprises. HRM can contribute to value maximization in many activities along the firms’ value chain all along a transition to cloud computing, as well as during the readiness phase of its uptake and over its overall lifecycle. This should lead executives to embed the HRM organization as strategic partner and as key stakeholder when it comes to go towards such a technological paradigm.

Folks from IT and HR, as well as executives will need to draw closer together as organizations build their growth on technology via cloud-delivered services. A tight collaboration between IT and HR is becoming increasingly critical to success.