“Transformation. Change. Disruption: Scary words, the subjective meanings and operational implications of which have for many come to endow them with the spectral menace of Freddy Krueger,” said Graham while he took the stage. “And why is this? It boils down to the real-world contradictions that so many frustrated business leaders encounter every day. Changes driven by technology have never moved as quickly, yet the pace at which organisations are changing to deploy and operationally harness technology has in many cases, never been so slow.”
Drawing several parallels to Nightmare on Elm Street, both Graham and Ben illustrated some of the conditions and fears inhibiting transformation:
- Sleep, and you die, or in other words a slightly more compelling ‘you snooze, you lose.’
- “We have to do something and fast” often drives irrational decision-making.
- The transformation “nightmares” don’t just occur in traditional IT and platform environments. The classrooms, bathrooms and even prison cells in the film can represent the increasingly diverse digital touchpoints of an organisation.
- Seeking familiar answers to new problems is one of the key inhibitors to digital transformation services. Executives often need to truly know what they don’t know in order to become catalysts to lead and inspire change from the top.
- The decisions and mistakes of the previous generation are causing real suffering today. Legacy architecture, processes and even resource allocation are all potentially inhibitive to the transformative process.
- And finally, success and growth will only come by confronting and moving past fear
“In almost every organisation I’ve worked with over the last several years, the blockers are common: Systems that are difficult to update. Slow quarterly releases,” said Ben Pitman. “The great divide between development and operations and managing existing infrastructure. These (and other common legacy pain-points) all slow down the pace of [digital] transformation.
Establishing cause-effect, breaking-down silos, deploying microservices and moving to continuous delivery as well as aligning incentives, tools, processes and culture are all catalysts in turning disruptive technologies from threats into core strengths.”