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Three Ways to Step up to Continuous Change

It’s a truism that the only constant in a souped-up digital economy is continuous change, and it is more helpful to look at how individual industry leaders are responding to the challenge. There are three stellar examples I picked out (from many) on the DXC website that illustrate how businesses are deploying digital infrastructures to be not only resilient to change, but also to be agents of disruption.

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Cheese seller James L. Kraft’s enterprising spirit of rapid innovation, speed to market and knack for capitalizing on opportunities lives on in Mondelēz International, Inc. and Kraft Foods Group, Inc., spin-offs from their parent company. The split, executed in 2012, called for separate IT infrastructures for the two retailer start-ups, supplied chiefly in the shape of dedicated private clouds by HPE, now DXC.

“To be able to stand up an entire company’s infrastructure from scratch in just a few months is mind-boggling,” says Jan Ziskasen, CTO, Kraft Foods Group. One facet of the new infrastructure is a trouble-shooting facility, the Enterprise Command Center. It provides a forum to quickly address issues without waiting until something bubbles up and businesses are suffering.

Another sector leader that has used digital to get on the front foot is New York-based Guardian Life Insurance. It identified administrative difficulties faced by many of its business customers, including the timely collection of premiums from their employees, and has provided simpler and more flexible billing options to drive growth.

Introducing a technology solution that can handle both billing and collection administration functions while also providing worksite customers with a consolidated bill has made life easier for customers. The insurer also prioritized finding a solution with more flexibility to work with customers of all sizes, by offering a wider variety of insurance products in multiple lines of business.

Maintaining cost-efficiency and reducing capital expenses is imperative in the automotive industry. For the Matador Group, an automotive system supplier serving the Slovak Republic, the Czech Republic and the Russian Federation, it is the means by which it achieves its mission: using internal research, development and design capabilities to continuously develop new products and services, and become the first choice for customers.

Outsourcing IT functionality is a good way for Matador to avoid new capital expenses (CAPEX), transform IT costs to operating expenses (OPEX), and maintain a state-of-the-art infrastructure at the same time. Moving to an ‘as-a-service’ model allows the company to consume services only as needed, saving money. Matador acquires or starts a new company approximately once a year and can get a new location up and running under the Matador Group banner in under eight weeks.

So there you have three examples of digital supporting continuous change through three different approaches: a flexible infrastructure that can adapt to acquisitions and divestitures; as-a-service consumption of IT and digital capabilities that keeps costs low and enables rapid integration of new innovation and acquisitions; and simplification of processes for customers that make product purchase a no-brainer.

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Helen Beckett

Author: Helen Beckett

Helen Beckett is the Community Manager of the Business Value Exchange. She has been a writer and editor for over 20 years and takes a particular interest in the challenges facing the CIO in today’s business climate.