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A Z K R e s e a r c h W h i t e P a p e r
December 2017
DIGITALTRANSFORMATION
SERVICES ARE CRITICAL TO BUSINESS SUCCESS
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Z K R e s e a r c h | D I G I T A L T R A N S F O R M A T I O N S E R V I C E S A R E C R I T I C A L T O B U S I N E S S S U C C E S S
TABLE OF CONTENTS
Introduction: Digital Success Depends on IT Modernization 3
Exhibit 1: Digital Transformation Is Widely Adopted 4
Section II: The Challenges Associated with Becoming a Digital Company 5
Exhibit 2: Digital Technologies Are Creating a Growing Skills Gap 7
Section III: Introducing Digital Transformation Services 8
Exhibit 3: Business Outcome Services Life Cycle 13
Section IV: Cisco Is the Right Services Partner for the Digital Era 16
Section V: Conclusion and Recommendations 22
Exhibit 4: Digital Transformation Services Offer Many Benefits 23
ABOUT THE AUTHOR
Zeus Kerravala is the founder
and principal analyst with
ZK Research. Kerravala provides
tactical advice and strategic
guidance to help his clients in
both the current business climate
and the long term. He delivers
research and insight to the
following constituents: end-user
IT and network managers; vendors
of IT hardware, software and
services; and members of the
financial community looking
to invest in the companies that
he covers.
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Z K R e s e a r c h | D I G I T A L T R A N S F O R M A T I O N S E R V I C E S A R E C R I T I C A L T O B U S I N E S S S U C C E S S
Introduction: Digital Success Depends on IT Modernization
Digital transformation is now a critical initiative for almost all companies. The ZK
Research 2017 IT Priorities Survey found that 84% of organizations now have digital
initiatives underway (Exhibit 1). Company and IT leaders recognize that business
disruption is happening faster than ever, and those that can move quickly have an excellent
opportunity to sustain market leadership. However, those that can’t do so will fall behind and
struggle to survive. Indeed, a recent report from SAP found that 80% of companies that have
undergone digital transformation efforts reported an increase in profitability, compared to
only 53% of other companies.
Digital disruption will affect every industry vertical, including the market leaders. In fact,
business leaders responding to a 2017 survey from IMD felt that four out of the top 10 compa-
nies in every vertical will be disrupted within the next five years. This is why businesses must
focus on becoming a digital company. Waiting will only cause them to fall behind their more
aggressive peers.
It’s important to understand that success in the digital era does not need to come from
intimidating “moon shots”; rather, it can come from a series of smaller initiatives that trans-
form the business over time. For example, an established retailer does not need to become
Amazon overnight. It can start by implementing guest WiFi and a mobile application and then
Digital disruption
will affect
EVERY
industry vertical,
including the
market leaders.
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Z K R e s e a r c h | D I G I T A L T R A N S F O R M A T I O N S E R V I C E S A R E C R I T I C A L T O B U S I N E S S S U C C E S S
digital signage to comple-
ment it. These changes are
non-disruptive to the busi-
ness, can be implemented
quickly and can be part of
a larger digital mandate.
However, this piece-
meal approach is difficult
to implement with legacy
IT infrastructure and pro-
cesses. If businesses are to
succeed in the digital era,
their technology infrastruc-
ture needs to be mod-
ernized and skills upgraded. This undertaking can be quite daunting even for the largest, most
technically savvy companies.
Digital transformation services are a new category of services that can help companies of
all sizes evolve from what they are today to successful, thriving digital businesses capable of
competing both now and into the foreseeable future.
Yes
Does your organization currently have adigital transformation initiative underway?
13%
3%
Unsure
No
84%
Exhibit 1: Digital Transformation Is Widely Adopted
Source: ZK Research 2017 IT Priorities Survey
If businesses are to
SUCCEED
in the digital era, their
technology infrastructure
needs to be modernized and
skills updated.
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Z K R e s e a r c h | D I G I T A L T R A N S F O R M A T I O N S E R V I C E S A R E C R I T I C A L T O B U S I N E S S S U C C E S S
Section II: The Challenges Associated with Becoming a Digital Company
Although digital transformation efforts appear to be well underway, several barriers are pre-
venting companies from moving faster. During the last 12 months, ZK Research has conduct-
ed one-on-one interviews with more than 50 business and IT leaders to better understand
the status of their digital initiatives and what their main challenges are. The following are the
issues that came up most often:
LACK OF IT AGILITY | This was by far the most common concern reported by interview-
ees. In the digital era, companies must be able to experiment quickly and roll out new services
to keep ahead of their competition. Legacy IT infrastructure and processes are far too rigid to
enable organizations to achieve the level of dynamism required by digital businesses. There-
fore, they must focus on modernizing the underlying infrastructure to realize the level of agility
required today.
INABILITY TO WORK ACROSS BUSINESS AND IT SILOS | In today’s businesses, the lines
of demarcation separating responsibilities are clear. Lines of business, application develop-
ment, IT operations, network engineering, security and others each exist in their own silos.
Businesses need to strive for line-of-business outcomes where everyone in the company is
responsible for the success of digital initiatives. However, this is difficult to do when every
Lack of agility was the
MOST COMMON concern reported by
interviewees.
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Z K R e s e a r c h | D I G I T A L T R A N S F O R M A T I O N S E R V I C E S A R E C R I T I C A L T O B U S I N E S S S U C C E S S
department is looking at the business through its own lens. A common set of data is required
to ensure every group has the same view of the key performance metrics that fuel the compa-
ny’s success.
RISK AVERSE | Digital transformation can be intimidating to many companies, as is the
fear of spending money on new technology and not knowing what the return on investment
(ROI) will be. This happens when a company lacks data and the ability to analyze processes
before and after implementation. A lack of data leads to a lack of insights, which increases the
level of risk that businesses encounter regarding digital transformation.
LACK OF TALENT AND SKILLS | The skills and technology required to run a digital busi-
ness are significantly different from those needed in the past. A recent IDC report found that
69% of businesses lack the right people, knowledge and technology to transform. The danger
for businesses is that the rate of technology innovation is accelerating, which is widening the
complexity chasm (Exhibit 2).
CYBERSECURITY | Historically, securing a business meant implementing high-perfor-
mance firewalls and other devices at a well-defined boundary between the internet and the
enterprise. However, the ZK Research 2017 Security Survey found that 90% of security spend
69% of businesses lack the right
people, knowledge and
technology to transform.
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Z K R e s e a r c h | D I G I T A L T R A N S F O R M A T I O N S E R V I C E S A R E C R I T I C A L T O B U S I N E S S S U C C E S S
is still focused at the perimeter even though only 27% of breaches occur there. New digi-
tal-enabling technologies such as the Internet of Things (IoT) and the cloud are creating new
entry points that hackers are exploiting at a furious pace. Also, the increased complexity of IT
En
dp
oin
ts o
n th
e N
etw
ork
Time
Internet of Things
Digital Transformation
Containers
Complexity Chasm
IT Budgets
DevOps
Mobility
Cloud
Virtualization
Source: ZK Research, 2017
Exhibit 2: Digital Technologies Are Creating a Growing Skills Gap
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Z K R e s e a r c h | D I G I T A L T R A N S F O R M A T I O N S E R V I C E S A R E C R I T I C A L T O B U S I N E S S S U C C E S S
has made it significantly more difficult to secure the environment.
LACK OF BUDGET | The ZK Research 2017 IT Priorities Study found that 83% of IT bud-
gets are used to maintain the current environment, leaving only 17% for innovation—far too
little to modernize the infrastructure. If businesses are going to become digital organizations,
it’s imperative that they reduce the overall cost of running the infrastructure so more budget
can be allocated to modernization.
Section III: Introducing Digital Transformation Services
As the name suggests, digital transformation services are a set of technical and professional
services focused on helping businesses become digital organizations. While legacy services
are geared more toward maintaining the status quo, digital transformation services are de-
signed to optimize the current environment to maximize investments in current infrastructure
and accelerate the journey to becoming a digital company.
“Digital transformation services” is an umbrella term for two categories of services that fo-
cus on business outcomes and technical expertise. The combination of the two can close the
widening skills gap that companies are facing with respect to transforming themselves.
Business Outcome Services
These services can be thought of as the evolution of optimization services that tackle the
Digital transformation services
are a set of technical and
professional services
FOCUSED
on helping businesses become
digital organizations.
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Z K R e s e a r c h | D I G I T A L T R A N S F O R M A T I O N S E R V I C E S A R E C R I T I C A L T O B U S I N E S S S U C C E S S
challenges associated with continually optimizing performance, securing the environment
and accelerating the transition to new technology. Additionally, the services will reduce the
operational expenses (opex) associated with running the IT environment, which is badly
needed by many companies. For example, ZK Research has calculated that opex accounts for
60% of the overall total cost of ownership (TCO) of running a data center. Therefore, if compa-
nies want to allocate more resources to innovation, the first step is to lower their opex.
Outcome-based services are a broad set of services that enable businesses to both maximize
the value of their infrastructure via alignment to business outcomes and prepare for the future.
ANALYTICS | IT infrastructure generates massive amounts of data, and it’s critical that or-
ganizations are able to interpret the data to gain new insights. However, the process of man-
ually inspecting data is too slow because of the volume being generated today. Therefore,
machine learning should be used to monitor key performance indicators (KPIs), set baselines,
monitor anomalies, view trends and correlate data. Analytics services should include access to
experts who can help interpret the data and relate it to business outcomes. The insights gen-
erated by analytics services can be used to create a common set of data that all departments
in a company can leverage to tear down the silos. Also, analytics can be used to help measure
the success of digital initiatives, alleviating the risks that so many businesses fear today.
Machine learning
should be used to
MONITOR
key performance indicators
(KPIs), set baselines, monitor
anomalies, view trends and
correlate data.
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Z K R e s e a r c h | D I G I T A L T R A N S F O R M A T I O N S E R V I C E S A R E C R I T I C A L T O B U S I N E S S S U C C E S S
AUTOMATION | Digital businesses require IT to operate faster and with more accuracy.
Given that 35% of downtime is due to human error, according to the ZK Research 2017 Network
Purchase Intention Study, it’s not realistic to expect the IT staff to do the same tasks in a shorter
period of time with fewer errors. Instead, businesses should automate the critical tasks associat-
ed with supporting the infrastructure. This includes creating trouble tickets, testing infrastruc-
ture and alerting operations of issues. Automating day-to-day tasks improves the agility of the
infrastructure and frees up time for IT and network engineers to develop new skills.
COMPLIANCE AND REMEDIATION | Complying with industry and internal company
regulations can be a slow, painful and arduous process for most organizations. Companies
need a set of services that automate audits and associated remediation for software upgrades
and configuration changes, as well as enable businesses to meet regulatory and indus-
try-standard compliance and security requirements.
ARCHITECTURAL SERVICES | Digital transformation does not need to revolve around
large “moon shot” projects. Instead, companies should focus on tackling smaller projects that
can improve a specific process. For example, a bank could use video terminals to allow remote
agents to talk to specialists located at the company headquarters. IT operations needs to
make sure the technology foundation is ready—and that requires taking an architectural ap-
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Z K R e s e a r c h | D I G I T A L T R A N S F O R M A T I O N S E R V I C E S A R E C R I T I C A L T O B U S I N E S S S U C C E S S
proach to deploying the infrastructure. It’s important to note that there isn’t one “super archi-
tecture” for all of IT. Rather, there should be architectural services for different domains such as
the cloud, data center, campus network and wide-area network (WAN). The right architectures
can improve security and IT agility and lower the overall cost of running the infrastructure.
SECURITY SERVICES | The ZK Research 2017 IT Priorities Survey found that cybersecurity
is the top IT and business initiative. This should not be a surprise, as breaches are now highly
publicized and can damage a company’s reputation. Simultaneously, securing the environ-
ment is becoming more difficult as the number of exploitable entry points into a business
has grown by an order of magnitude. Security services can ensure the right technology is
deployed in the right places, which can decrease the overall cost of security but also shorten
the time to detect and remediate breaches. Services can augment an organization’s current
security staff and fill in gaps where talent may be lacking. It’s important to note that although
security is listed as a separate bullet here, it’s a component of all the services.
TRANSFORMATIONAL SUPPORT SERVICES | At the 2016 World Economic Forum in
Davos, Switzerland, Dan Schulman, the CEO of PayPal, was quoted as saying, “The biggest im-
pediment to a company’s future success is its past success.” With regard to digital transforma-
tion, the more successful a company has been, the harder it is to disrupt its current processes.
“The
BIGGEST
impediment to a company’s
future success is its past
success.”
—DAN SCHULMAN, CEO, PAYPAL
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However, organizations should always be challenging the status quo and finding newer and
better ways of operating. Transformation support services use industry and other best practic-
es, combined with a proven methodology, to develop digital services and drive them through
completion quickly and successfully. By putting a digital transformation plan in place, these
services can bridge the widening gap that exists between lines of business and IT as well as
the different IT silos.
Business outcome services should be thought of as a set of iterative services that start
with the infrastructure foundation, then enable business agility, and then set a transformation
agenda. It’s critical to understand that digital transformation is not a one-time event; these
services constitute a continuous life cycle (Exhibit 3) that constantly optimizes infrastructure
to support new digital initiatives. Also, the services should be customized on a per-company
basis. Historically, services organizations used a set of standardized offers for every customer,
but digital services need to be personalized today.
Digital Technical Services
Technical services that focus only on product support are no longer sufficient to support digital
businesses. Digital services are highly dependent on infrastructure—particularly, the network—to
be successful. Therefore, digital technical services must evolve beyond traditional support to offer
prescriptive and proactive services options at the software, system and network level.
Digital services are
HIGHLYdependent on
infrastructure—
particularly, the network.
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TECHNICAL SOFTWARE SERVICES | This area likely has the largest technical talent gap
in most organizations. Network professionals in particular have worked very little with soft-
ware over the years. Technical software services provide the necessary support required to
build out software-defined networks and optimize the use of software tools in the areas of
the data center, collaboration, security and others.
INFRASTRUCTUREFOUNDATIONAL
SERVICES
BUSINESSACCELERATION
SERVICES
DIGITALENABLEMENT
SERVICES
Source: ZK Research, 2017
Exhibit 3: Business Outcome Services Life Cycle
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Z K R e s e a r c h | D I G I T A L T R A N S F O R M A T I O N S E R V I C E S A R E C R I T I C A L T O B U S I N E S S S U C C E S S
TECHNICAL SYSTEM SERVICES | System support services address the needs of a data
center that is becoming increasingly converged, hyper-converged and virtualized.
TECHNICAL NETWORK SERVICES | These services are required to understand the end-
to-end network rather than just the individual components, which include the data center,
campus, WAN and wireless network.
By moving past basic technical support, these advanced services bring together technolo-
gy innovation and deep expertise to help companies drive better business results specifically
by accomplishing the following:
> Maximizing infrastructure uptime
> Resolving complex problems
> Masking the underlying complexity of IT infrastructure
> Enabling the shift to an increasingly software-centric world
Many choices are available to businesses looking for a digital transformation services part-
ner. A partner must be able to deliver the following five components to meet the demands of
a digital organization:
Advanced
SERVICES
bring together technology
innovation and deep
expertise to help companies
drive better business results.
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Z K R e s e a r c h | D I G I T A L T R A N S F O R M A T I O N S E R V I C E S A R E C R I T I C A L T O B U S I N E S S S U C C E S S
BROAD AND DEEP EXPERTISE | Partners should have broad expertise that includes
applications, systems and the network, but also the ability to go deep in each of these levels.
Having both is necessary to optimize the performance of digital services.
PROVEN METHODOLOGY | Closing the talent gap requires an experienced services
partner that has “been there, done that.” A proven, repeatable methodology is needed to en-
sure predictable results so the return on investment that is expected is actually achieved.
PERSONALIZED SERVICES | Although a repeatable methodology is necessary, the services
partner should have the ability to personalize services for each company. A standardized foun-
dation with personalization for the unique needs of each customer will yield the best results.
STRONG SECURITY CAPABILITIES | Regardless of the digital initiative, security will be a
key component. The services partner needs to have best-in-class security skills to ensure that
the business, its employees and its customers are protected.
SUBSCRIPTION PRICING | A wide range of pricing models are available, but subscrip-
tion pricing brings a level of predictability to help companies budget better—leading to
consistently strong results.
Subscription
PRICINGbrings a level of predictability
to help companies budget
better.
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Z K R e s e a r c h | D I G I T A L T R A N S F O R M A T I O N S E R V I C E S A R E C R I T I C A L T O B U S I N E S S S U C C E S S
The right services partner can deliver digital transformation services that enable compa-
nies to become digital organizations quickly while minimizing security and business risks.
Section IV: Cisco Is the Right Services Partner for the Digital Era
Cisco is best known as a provider of IT infrastructure. However, it also has a strong services
business that is currently used by more than 75% of the Fortune 100, and the vendor has
more than 12,000 expert engineers, architects and advisors with over 87,000 collective hours
of experience. Its services organization operates in more than 180 countries and has 170 labs
across every region of the globe.
Cisco utilizes automation across its portfolio of services and currently performs more than
16,000 system checks to quickly diagnose, resolve and preempt problems. The vendor has
won 30 TSIA STAR Awards from 2011 to 2016 and has 10 consecutive years of J.D. Power certi-
fication for excellence in customer service.
Recently, Cisco evolved its services to meet the ZK Research definition of digital transfor-
mation services with the introduction of its Business Critical Services and High-value Services.
Cisco Business Critical Services
Business Critical Services are built on Cisco’s network optimization services but now
focus on the transformation of business operations by delivering even more capabilities in an-
Cisco currently performs
more than
16,000 system checks to quickly
diagnose, resolve and
preempt problems.
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Z K R e s e a r c h | D I G I T A L T R A N S F O R M A T I O N S E R V I C E S A R E C R I T I C A L T O B U S I N E S S S U C C E S S
alytics, automation, compliance and security. The services provide baseline deliverables and
customizable capabilities to accomplish the following:
> Deliver near–real-time analytics and continuous visibility
> Speed case submission from hours to minutes without human intervention
> Quickly test and deploy features to IT environments with new automation capabilities
> Automate compliance and remediation for recommended software and configuration
upgrades
> Drive fast emergency response during a breach as well as proactive defense
Cisco segmented the Business Critical Services deliverables into the following three
themes:
> Foundation services deliver innovative capabilities to help strengthen the founda-
tion, increase availability and securely stabilize the network. Key components include
the following:
>> Foundational Analytics
>> Compliance and Remediation
>> Threat Mitigation
>> Reliability Engineering
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> Acceleration services provide core capabilities to help speed up the business by
ensuring the infrastructure designs are compliant and ready for the future. Key compo-
nents include the following:
>> Design Engineering
>> Application Support
>> Security Protection
>> Orchestration and Automation
> Transformation services ensure the architecture aligns to meet short- and long-term
goals so customers can be ready to change the way they do business. Critical capabili-
ties include the following:
>> Adoption Strategy
>> Transformation Engineering
Business Critical Services are focused on more than just Cisco technology and are mul-
tivendor in nature. They can be used by companies of all sizes to augment their current IT staff
and fill in the talent gaps.
Business Critical Services can
be used by companies of
ALL SIZES
to augment their current IT
staff and fill in the talent gaps.
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Cisco High-value Services
High-value Services focus on the technical challenges associated with running infrastruc-
ture. These services build on Cisco’s industry-leading product-support services and add addi-
tional analytics, automation, expertise and scale. They deliver more proactive and prescriptive
services options at the software, solution and network levels to accomplish the following:
> Improving efficiency via better decision making through analytics, best practices and
tailored guidance
> Assuring business continuity by maximizing uptime with proactive support and faster
issue resolution
> Unlocking IT value through expertise to close the talent gap, improve technology
adoption and more effectively use technology solutions
The High-value Services portfolio includes the following offers:
> Software Support maximizes uptime and helps users integrate new technologies to
ensure they are taking full advantage of software capabilities. Key components include
the following:
>> Designated experts for case and change management
>> Software consumption analysis to drive greater technology adoption
>> Workflow integration, proactive notifications, onboarding and training
High-value Services
FOCUS
on the technical challenges
associated with running
infrastructure.
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> Solution Support delivers centralized support across Cisco solution ecosystems. Cus-
tomers have access to a team of Cisco engineers who are experts in specific solutions
and are the primary point of contact. Key components include the following:
>> Accountability for case management and resolution, no matter where it
resides
>> Onboarding sessions to accelerate adoption of this service and new
technologies
>> An average of 43% faster issue resolution versus product support alone
> Technical Services (TS) Advantage improves customer network management to
increase operational efficiency and minimize disruption. Tiered offerings are built to
support operational outcomes. Critical capabilities include the following:
>> Customer benchmarking, which includes peer-to-peer key performance
metrics to ID differentiators and areas to drive operational improvements
>> KPI scorecard, which tracks performance trends by time period
>> Service-level agreements (SLAs) for response and restoration times to
help maximize uptime
> Service Provider (SP) Advantage helps service providers extract more value from
Technical Services (TS)
Advantage improves customer
network management to
INCREASEoperation efficiency and
minimize disruption.
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Z K R e s e a r c h | D I G I T A L T R A N S F O R M A T I O N S E R V I C E S A R E C R I T I C A L T O B U S I N E S S S U C C E S S
their voice and data networks, lower costs, and drive simplicity and profitability.
Critical capabilities include the following:
>> Designated and dedicated experts who provide problem resolution and
incident review
>> Actionable analytics, customer benchmarking and KPIs to improve
efficiency
>> SLAs for response and restoration times to help maximize uptime
> Managed Services provide Cisco-led proactive monitoring, management and optimi-
zation of IT infrastructures and processes for the customer network, collaboration, data
center and security operations. Key components include the following:
>> Dedicated expert technical staff that supports multivendor technologies
>> Predictive network analysis, remote monitoring and automated incident
detection
>> Technical adoption, onboarding and high SLAs/service-level objectives
(SLOs)
These Cisco services cover every element of Cisco’s broad portfolio including collabora-
tion, data center, Internet of Things, networking, service provider and security.
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Z K R e s e a r c h | D I G I T A L T R A N S F O R M A T I O N S E R V I C E S A R E C R I T I C A L T O B U S I N E S S S U C C E S S
One unique feature of the High-value Services is that Cisco offers benchmarking where
the digital solutions can be compared to those of peer organizations. This capability can be
used to facilitate continuous improvement and enable better business decisions and compet-
itive differentiation.
Cisco’s Business Critical Services and High-value Services are available directly from Cisco
or through one of its many channel partners.
Section V: Conclusion and Recommendations
The digital business era has arrived, and it has forced organizations to be more agile and
adapt to market changes quickly. Those that become dynamic organizations capable of rec-
ognizing industry transitions and moving faster than the competition will be able to sustain
market leadership. Those that cannot will struggle to survive, and many will likely be acquired
by stronger companies or even go out of business.
Making the shift to a digital organization certainly requires a change in company culture, as
digital initiatives need the support of corporate leaders, line-of-business managers and the IT
organization. However, many companies risk failing with respect to digital transformation—not
because of a lack of will, but more because of a lack of IT agility, a shortage of IT skills, security con-
cerns and other issues that can be hard to overcome without the assistance of a services partner.
The best way to address the barriers to digitization is to use digital transformation ser-
THOSE that become dynamic
organizations capable of
recognizing industry
transitions and moving faster
than the competition will be
able to sustain market
leadership.
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Z K R e s e a r c h | D I G I T A L T R A N S F O R M A T I O N S E R V I C E S A R E C R I T I C A L T O B U S I N E S S S U C C E S S
vices. These services are composed of business outcome services and digital technical services
that together close the skills gap most organizations are experiencing today, enabling them
to rapidly become digital companies. Businesses that choose to leverage digital transforma-
tion services will realize several business and technical benefits (Exhibit 4).
The adoption of digital transformation services should be a top priority for IT and business lead-
ers. To help companies with this transition, ZK Research makes the following recommendations:
> Make digital transformation a top priority. Change is difficult, particularly for com-
panies that have had a high level of success. However, change is happening faster than
TransformThrough
Innovation
IncreaseROI
IncreaseSecurity
MitigateRisk
CloseTalent
Gap
LowerComplexity
Source: ZK Research, 2017
Exhibit 4: Digital Transformation Services Offer Many Benefits
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Z K R e s e a r c h | D I G I T A L T R A N S F O R M A T I O N S E R V I C E S A R E C R I T I C A L T O B U S I N E S S S U C C E S S
ever, and it’s critical that all organizations embrace the concept of digital transforma-
tion, challenge the status quo and change faster than their competition.
> Augment current skills with digital transformation services. No organization can
acquire the skills necessary to become a digital business overnight. Digital transfor-
mation services can be used to augment the current skill set so the shift can be made
quickly, securely and with minimal risk.
> Strive for constant improvement. As the organization implements digital initiatives,
it’s important to develop benchmarks, conduct periodic measurements and strive for
constant improvement. If the company does not have the skills to tackle these tasks,
leverage a digital transformation services partner, such as Cisco, to accomplish them.
Learn more about Cisco Services.
© 2017 ZK Research: A Division of Kerravala ConsultingAll rights reserved. Reproduction or redistribution in any form without the express prior permission of ZK Research is expressly prohibited.
For questions, comments or further information, email [email protected].