To succeed with digital transformation, it’s imperative to start small, learn and scale fast—transforming legacy technology and business in the process. Change is not discrete, it has to be continuous and ubiquitous.
Digital is impacting every aspect of the banking industry: how consumers research alternatives and access services, how products are delivered and purchased, and how the financial market operates.
The opportunities for innovation are today greater than ever but so are the challenges. Technology and society are evolving faster than most organisations can adapt – causing digitally immature organisations with institutionalised systems who can’t change quickly enough to be replaced by agile companies adapted to the new ways of doing business.
In the new digital economy, long-established ways of doing business are quickly becoming obsolete and disruption is taking place across every sector. But what separates the digital frontrunners from the laggards and how can organisations stay ahead in a digitally transformed future?
Successful companies leverage technology integration to create a competitive advantage. Technology integration, strategically deployed and executed with discipline, can be an enabler of cost reductions, improved customer relationships and digital innovation.
Successful IT organisations focus on the customers’ needs. They create a truly service-oriented organisation that is supported by the right technical pre-requisites, a well-tailored delivery model, and stringent fit-for-purpose delivery methods. Most importantly, it is their communication across teams and with their customers and stakeholders that truly sets them apart.
Accelerating technological disruption is impacting IT organisations that must develop new capabilities to meet ever-changing business requirements. 3gamma has defined five essential capabilities that we consider to be the pillars of a modern IT organisation.
3gamma works closely with several clients to define and develop the required capabilities to support the increasing need for innovation. Frequently, this involves setting the necessary conditions to support two-paced operations and creating a separate innovation organisation that is free from the chains of operational excellence.
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