WHAT IS IT?
Business organisations are settled in an environment which is always in flux. In today’s businesses with increased levels of digitalization, environmental changes seem to appear in a more radical, disruptive, frequent and faster manner.
Drivers of any kind of environmental changemay be internal or external to organisations, but in order to cope with change, concepts of ‘strategy’have historically functioned as framework for setting targets and designing plans at different corporate levels. Until today, strategies have been key for corporations’ development in alignment with environmental change.
Business organisations are settled in an environment which is always in flux. In today’s businesses with increased levels of fast-paced evolution of information technology, environmental changes seem to appear in a “VUCA” (Volatile, Uncertain, Complex, and Ambiguous) manner.
Drivers of environmental change like digitalisation may be external to organisations, but in order to cope with change, internal concepts of strategy have historically functioned as framework for setting targets and designing plans at different corporate levels. Until today, strategies and the proper management of those have been key for corporations’ successful development in alignment with environmental change.
The notion of strategy has slightly shifted to come along with innovation-intensive times of digitalisation. Strategies that ensure the sustainable competitiveness are emerging, and especially newcomers seem to continuously disrupt existent markets’ status-quo while opening up new markets with cutting-edge innovations enabled by the digital age. In turn, incumbent market players feel this threat and they are forced to strategically react to this new magnitude of environmental change.
No matter what strategic path a business organization embarks on, dimensions of time-to-market, competition, value chain and organization remain indispensable for the success of a strategy. In current times, the adequate external knowledge and the ability to push new digital innovations into markets seem to be crucial. The idea to meet and establish unmet markets needs in terms of creating the future with digital business opportunities is disrupting many industries’ status quo.
In much greater depth, however, sustainable success in terms of having the right strategy in place is more than seizing or creating business opportunities. It is also about an organization’s internal abilities and disabilities in terms of strengths and weaknesses as the underlying factors to efficiently perform in a market. In other words, organizations should have a constant awareness of their own capabilities, assets and habits to be changed as well. Sometimes new capabilities need to be built whereas old ones should be developed or divested.
Detecon incorporates dedicated consulting areas and experts, which have been evolved from a more than 40 years history in information technology consulting. Many solutions and approaches have been practiced internally before preaching it to clients. Today, Detecon itself is 4.0 from a technological as well as organisational perspective, and hence, Detecon also understands to help other organisations of any size finding their individual path to a sustainable digital business.
In this regard, Detecon has a proven record of accomplishment in strategy development and implementation projects worldwide. Detecon has proven a deeper understanding of technical requirements for digital strategizing than classic strategy consultancies while being more pragmatic and agile, with lower overhead than big IT consultancies. According to the client’s needs, Detecon is still able to offer a full strategy consulting scope where partnership models can range from analytically designing target strategies up to accompanying the implementation in terms of closing the capability gaps.