A significant outcome of digital transformation is when companies create platforms for each functional area to enable running their business differently using the. The implications of building the capabilities in operational platforms are fairly profound, especially if companies build their own platforms. This blog discusses decision-making aspects and implications in building a digital platform.
Over time, the foundational vendors attempt to absorb or add the complementary functionality. For example, Salesforce is launching Einstein, a component that applies generative AI to the inbound Salesforce ecosystems and allows users of Salesforce to benefit from that technology. The foundational vendors, on the other hand, seek to expand their foundation and add more components because of the opportunities to add revenue and profit. They attempt to become more compelling by adding components that become their own foundational layers.
Most companies have a wide variety of vendors involved in assembling or building their platforms. However, platforms evolve to meet the changing business needs and must ensure that decisions that govern or drive that platform forward become more aligned with the business objectives and key results. This need for persistent teams extends to offshore talent, which is why there is now significant growth in captives or GIC startups and expansion. Vendor teams need to maintain continuity just like the customer’s internal persistent teams so that they can bring all learnings with them and can better integrate and manage the new pieces that fit onto ever-growing platforms.
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