An interesting phenomenon has occurred within the corporate environment. While a number of companies have adopted a fresh look at enterprise mobile solutions, others are still trying to absorb the challenges associated with the trend. In some cases, it has led to the creation of a new position – the Chief Digital Officer.
This doesn’t acknowledge the role data now plays for the next generation business. Data is not only collected, it’s mined and stored for future use as key personnel turn this data into business intelligence. As data grows in importance, it also needs a leader, a C-level executive ready to dictate how the company will use this data for the greater good – the Chief Data Officer.
A recent Inside Tech Talk post highlighted this trend and how CIOs now have to share the spotlight with both CDOs. At the same time, Chief Marketing Officers (CMOs) enjoy larger IT budgets to respond to developing trends in the digital business. The digital revolution has brought together industries that once had clearly defined dividers.
Companies as basic as the local Walmart and complex as Apple (News - Alert) have to take a distinct look at consumer trends, buying behaviors, purchasing habits and market influencers to understand the next move a customer plans to make. This information is found in data collected through a variety of channels and stored for the sole purpose of developing key business intelligence.
According to Gartner (News - Alert), technology spending outside of the IT world will increase from 20 percent of the total in 2000 to nearly 90 percent by 2020. Sharing its own predictions, IDC (News - Alert) suggests that 80 percent of new IT investments by 2016 will directly involve Line-of-Business (LOB) executives. LOBs will serve as the lead decision maker in half or more of these investments.
The Chief Digital Officer has a unique role to play as so many activities and initiatives within the organization will point back to this role, including enterprise mobile solutions. Users will rely on digital in general, as well as big data in particular, highlighting the urgent need to be innovative in the approach to harnessing and managing data across all potential channels – including mobile.
Supporting mobile channels alongside fixed approaches to communications management is a challenge that continues to ebb and flow as new innovations bring new challenges. At the same time, policies that worked yesterday may not support a new focus on Bring Your Own Device.
The corporate strategy has to find a healthy balance between the demand for mobility, the desires of the customer base and the usage trends among the employees. Knowing how to leverage them all for the benefit of the organization will make this leader that much more valuable in the long run.
Edited by Rachel Ramsey