This morning was up and on my mountain bike at 5:50 am, before Sunrise, the best time of the day for exercise.
Yesterday I’d decided to replace an axel on my rear wheel; 5 minutes into my ride, I’d realised it had failed.
Last weekend, I decided to replace my disc brake pads, a routine change, it failed; I noticed it was a problem when a Nun quickly overtook me on her pushbike!
You’re probably thinking, what does this have to do with Technology Value Creation?
When it comes to fixing my bike, I can do what I like. I can try, fail, or even take it to the mechanic.
You might recognise the similarities between this and how Tech leaders execute technology transformation programmes. Technology leaders are often tinkerers by nature, ‘Tinkering may be a great way to solve a problem, sometimes by accident’ (Castel, 2020).
The tinkering try, test, fail, and repeat method might eventually work for me and my bike. But it’s not a sustainable approach to value creation for enterprise technology programmes.
That’s probably why 84% of tech transformation fails.
And why operating partners avoid working with their technology leaders, with <30% of all value creation being tech-led.
Technology has become an essential element of value creation for those who know how to leverage it
Some things to consider.
How easy or difficult is it for someone to disrupt your business using technology? How much would disruption impact you? How can you make it even more complicated?
Opportunities to leverage technology can be both offensive and defensive.
Value creation that involves technology needs to reduce the friction of change.
Doing this right alongside other value creation strategies could mean a step-changes to EV.
Keep leading. It matters.
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