There is still time to urge decision

[rakhirhif8963]

Renewed geopolitical tensions in Europe and Southeast Asia have also begun to have a clear impact on the data landscape. Some of the effects are indirect, such as supply chain disruptions that slow down data-intensive industries in the automotive, aviation, and manufacturing equipment sectors. Others are more direct and profound: the collapse of multilateral (WTO-style) norms has been reflected in a rapid resurgence of trends toward Internet fragmentation. Old nationalist and protectionist sentiments have been given new energy and support under the banner of “sustainability.” Clearly, if data flows are restricted internationally (for national security reasons, for example) and reorganized along the lines of a fractured Internet (with Russia and China developing their own set of secure servers and domain name registries), there will be a significant number of duplicates and data providers.

Last but not least, the return of inflationary fears contains the seeds of stagflation. With data flows not delivering as much productivity as before, the “too much cost for too little value” conclusion will begin to emerge. The possibility of a “K-shaped recovery” (i.e. one in which some industries, organizations, and professional profiles benefit greatly while others suffer greatly) after COVID takes on a new – and worrying – dimension. makers to recognize the threats described here and take action to prevent the worst.

The annual drama of digital transformation
08.09.2022
InformationWeek interviews Eric Warness, chief ghana mobile database officer at Micro Focus, on why digital transformation is so dramatic and what you need to consider to succeed.

Autumn has arrived in the Northern Hemisphere, and many companies are entering the planning cycle for the new financial year, and with it, questions about digital transformation. What really needs to change? What can we avoid? What will be our strategy next year? Can we afford it? So many questions, so much drama, because of two well-known words in IT – digital transformation.

This is nothing new. In the early days of digital transformation, organizations threw everything they had at it. But they quickly discovered that ripping out one technology and replacing it with another is almost never a recipe for success. (According to McKinsey, 70% of all digital transformations fail.) Then came the pandemic. Organizations were forced to transform many of their systems — at least to some extent — to accommodate a new remote workforce, market trends, and buying patterns that changed virtually overnight. Once again, they discovered that they couldn’t simply replace their existing systems. There was too much inherent value in the IT systems they already had. But they were able to adapt and minimize much of the resulting drama.