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Digital Blurring… and How to Survive It By @ABridgwater | @CloudExpo #Cloud

Aligning the ‘new Agile business’ is only possible if we are able to provide an accurate ‘data audit’ of ourselves

There's no point in Googling the term ‘digital blurring' because it doesn't really exist. Except that it does... and we all have a pretty good idea of what it means.

The bad news is that there are several kinds of digital blurring going on. The good news is that they are all digital and so they are all characteristically of the same genus and species.

Chief Digital Officer fragmentation-blur
We see digital blurring currently distorting the boundaries between IT and the business function. As a result we find that firms are staring to create new ‘Chief Digital Officer' roles in an attempt to provide a bridging point across the business to connect its otherwise potentially fragmenting parts.

But this ‘fragmentation' is not always a negative if we consider it in the same tone as ‘componentization.' This ‘breaking apart' of business elements can lead us to more efficiently serve individual business units and their functions with cloud-based services, which, in themselves can be attuned to new business components in a more efficient way, for less CapEx capital expenditure.

It's digital blurring harnessed and controlled for competitive advantage, if we get it right.

Is it real or Memorex?
We also see digital blurring between digital assets and physical resources. Again this is okay; it's all part of the move to using virtual machines, cloud computing and software-defined data center resources.

The challenges here center on tasks such as orchestration and management. That is to say, knowing what data and what applications we have where at any one time is no simple task; aligning the ‘new Agile business' is only possible if we are able to provide an accurate ‘data audit' of ourselves at any one moment in time.

From that point we can orchestrate for competitive advantage, if we get it right.

Chief Operations Officer: "So great news, we're going to virtualize our procurements systems and put them in the cloud."

Chief Technology Officer: "Great indeed! Which systems, at what capacity, for how much throughput, at what level of data resiliency and privacy, over what migration period and for which business units?"

You get the idea, until we have dynamic clarity inside any technology architecture; we are shrouded by a kind of digital blurring. It's almost like somebody decided on the ‘what' factor without thinking about the who, why, when, where and how factors.

The CIO as a protector
Most of the change that blurs us is inevitable in the face of technology innovation, i.e., we have to go through it. What we need is the CIO (or the CTO as above) to act as a guardian and protector over the corporate digital asset base. We need protection from cyber threats at any time, but during a time of change while there is ‘blur' around, we arguably need it even more acutely.

Try as hard as we might, just when you thought you'd tied down all the digital blurring on the horizon... another change comes around the corner.

Suddenly the business has to align itself to a new adoption level of touch-based technologies. Suddenly the business has to align itself to bring new virtualized sales mechanics into the core operational model. Suddenly the business has to align itself to use of new mobile devices not previously part traditional business practices. It's all digital blurring - and we need Agility with a capital A to get around it.

From that point we can work with digital blurring for newly previously unseen competitive advantages, if we get it right.

This post is sponsored by KPMG LLP and The CIO Agenda.

KPMG LLP is a Delaware limited liability partnership and is the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative ("KPMG International"), a Swiss entity. The KPMG name, logo and "cutting through complexity" are registered trademarks or trademarks of KPMG International. The views and opinions expressed herein are those of the authors and do not necessarily represent the views and opinions of KPMG LLP.

More Stories By Adrian Bridgwater

Adrian Bridgwater is a freelance journalist and corporate content creation specialist focusing on cross platform software application development as well as all related aspects software engineering, project management and technology as a whole.

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