Browse our research by topic

Digital Business Priorities

Organisations tend to orient their consideration of / investment in digital technologies around one or more specific business priorities.

  • Employee Engagement. Digital technologies can be used to improve the ways that individuals work together in an organisation to share knowledge, and to improve the ways that individuals are encouraged to align themselves and their work to organisational goals.
  • Customer Experiences. Digital technologies can be used to improve the ways that organisations understand, provide information to and serve their customers (and partners) – in increasingly complex and unpredictable market environments, working across engagement channels.
  • Operations. Digital technologies can be used to improve the ways that organisations co-ordinate internal resources in order to increase the flexibility, transparency, efficiency and scalability of business operations.
  • Products and Business Networks. Digital technologies can be used to build and service new kinds of products and services, and create new business networks that co-ordinate market resources in new ways.

Digital Enablers – Technologies and Techniques

These are the technologies and techniques that are particularly relevant to MWD Advisors’ field of research.

  • Agile and Lean Practices. In order to deliver new technology-enabled capabilities at the pace required and with the flexibility required, organisations are adopting new practices.
  • Collaboration. Collaboration technologies and practices enable individuals and teams to engage more effectively with each other across distance and time to achieve results together.
  • Social. Social technologies that bring individuals’ profiles, interests, connections and skills into the digital work environment are very frequently associated specifically with collaboration tools and practices, but their applicability to work platforms and styles is broader than that.
  • Mobile. Mobile technologies create new ways for individuals to work with information, connect with each other, co-ordinate tasks and more, regardless of their location and the availability of ‘traditional’ desktop IT access.
  • Cloud. Cloud platforms and cloud-based services create new opportunities for organisations to acquire new capabilities quickly, align their investments with returns from new technologies over time, deliver capabilities to distributed user bases and work across organisational boundaries.
  • Data and Analytics. New, cheaper platforms for managing very large volumes of data with varying levels of structure, from various sources, combine with easier-to-use analytics tools to create new opportunities to drive work automation and augmentation through software, as well as driving greater service personalisation.
  • Internet of Things. Smart, connected devices and infrastructure create new opportunities for improving the ‘situational awareness’ of operational procedures and staff, as well as providing insights that can improve product and service quality.
  • Process and Case Management. Platforms that enable smarter work co-ordination at scale are increasingly the foundation of digital operations initiatives; and they can also power service transformations in customer-facing business functions as well as being ideal environments for agile application experimentation.
  • Content Management. Platforms that enable individuals, teams, organisations and supply chains to work together to manage knowledge and records at scale are becoming indispensable in ever more scenarios as the value of ‘digitally co-ordinating work’ becomes more widely understood.

Article Types

We explore how digital technology changes work from three angles.

  • Strategies. How fast are technologies changing, in what direction are they moving and what kinds of benefits and challenges will those changes introduce for organisations?
  • Case Studies and Leader Interviews. How are organisations reacting to and adopting these new capabilities? What kinds of skills and capabilities are they having to build? What challenges do they come across? What kinds of results are they achieving?
  • Technology and Vendor Analyses. Which vendors are moving in which directions, and what does that mean for organisations looking for technology partners?