The Ris­ing Era of Dig­i­tal Fi­nance Or­ga­ni­za­tions

The ‘3rd Plat­form’ has emerged as strong bait for busi­nesses to ex­pand, in­no­vate and en­dow sig­nif­i­cant op­por­tu­ni­ties. Even­tu­ally, the C-suite of the com­pa­nies en­deav­ors to trans­form the work­ing style. How dig­i­ti­za­tion of busi­ness mod­els can lever­age these

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Gart­ner calls them the “Nexus of Forces.” IDC says they con­sti­tute the ‘3rd Plat­form’ for in­no­va­tion and growth. No mat­ter how you de­fine it, cloud, so­cial, mo­bile and big data are chang­ing the com­pet­i­tive dy­nam­ics of the global econ­omy and cre­at­ing sig­nif­i­cant value for com­pa­nies that know how to cre­ate busi­ness mod­els lever­ag­ing these tech­nolo­gies.

Ac­cord­ing to new re­search by Deloitte and OpenMat­ters, the shift to dig­i­tally en­abled busi­ness mod­els is also 44 www.dqin­ in­flu­enc­ing share­holder val­u­a­tion strate­gies. In­vestors are pay­ing more for com­pa­nies with busi­ness mod­els that em­brace and em­pha­size “in­tan­gi­ble as­sets” such as cus­tomer, hu­man and in­tel­lec­tual prop­erty as well as lever­age the wis­dom of crowds to co-cre­ate prod­ucts and ser­vices.

CFOs who con­tinue to al­lo­cate their com­pany’s cap­i­tal to tan­gi­ble as­sets while uti­liz­ing pre­vi­ous gen­er­a­tions of tech­nol­ogy in a sup­port­ing ca­pac­ity are putting their com­pany’s man­age­ment and share­hold­ers at se­ri­ous risk. The

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