ISG Leader Tells NASSCOM Forum Convergence Requires Consistency of Process, Technology, Data and Culture

Rhea-AI Summary

The Chief Data and Analytics Officer of Information Services Group (NASDAQ: III) emphasized the importance of achieving maturity in processes, technology, data, and organizational culture for successful data convergence at the NASSCOM Technology and Leadership Forum 2022.

Kathy Rudy outlined three stages of convergence maturity and highlighted the need for executive and employee buy-in to realize benefits. She noted that digital transformation accelerated by COVID requires organizations to engage employees early in the planning process to enhance customer experience and operational efficiency.

Positive

• Emphasis on achieving maturity across processes, technology, data, and organizational culture.
• Highlighting the need for executive and employee buy-in, indicating strong leadership engagement.
• Identification of three stages of convergence maturity, providing a clear framework for organizations.

Negative

• Acknowledgment of challenges due to rapid technological changes and COVID, which may delay convergence efforts.
• Dependence on employee engagement and buy-in could pose risks if not achieved, impacting operational success.

Executive and employee buy-in are key to data convergence success, says ISG Chief Data and Analytics Officer

STAMFORD, Conn.--(BUSINESS WIRE)-- The Chief Data and Analytics Officer of Information Services Group (ISG) (Nasdaq: III), a leading global technology research and advisory firm, told participants in a global NASSCOM leadership forum earlier today that enterprises can only realize the benefits of data convergence after achieving maturity across their processes, technology, data and organizational culture.

In the Leaders’ Discussion: Riding the Convergence Tide - Processes, Data, Technology, and Cross-Industries at the NASSCOM Technology and Leadership Forum 2022, ISG Chief Data and Analytics Officer Kathy Rudy identified three stages of convergence maturity—process, technology and data—and urged enterprises to seek buy-in from internal and external stakeholders throughout the convergence life cycle.

“Convergence that truly enhances customer experience and increases operational efficiency has long been a goal, but efforts to achieve it have been made more complex by explosive increases in technologies and data,” Rudy said. “At the same time, COVID sped up digital transformation by years for many industries that did not have the in-house technology talent they needed to meet the rapid transformational timelines. Organizations that want to be successful in pursing convergence in processes, technology and data should bring employees into the planning process at the outset.”

During the discussion, which was moderated by Pradeep Menon, managing director and head of HSBC Technologies, and included Ravi Chhabria, managing director, NetApp India, Rudy said process convergence, the first step towards convergence maturity, is exemplified by today’s automobiles, which have evolved from a means of transportation to become sophisticated entertainment and communications platforms.

“If the processes followed by manufacturing, design and software engineers at an automobile manufacturer are not consistent and aligned to the same risk and reward structure, those enterprises will struggle to deliver business results,” she said. “Consistency is equally important for the culture, goals, risks and rewards of each team. Enterprises should ask if their culture is ready to converge, and if their engineers are ready to work together in an agile way.”

Rudy said technology convergence, the second step towards maturity, enables organizations to drive advances in new technologies such as artificial intelligence, machine learning and the Internet of Things, and requires leaders to ensure they have the right technologies in place. This could include edge computing, appropriate data storage and cloud capabilities. Lastly, and equally important, are methods for delivering and analyzing data to support the business in a meaningful way, Rudy said.

To win executive-level buy-in for data convergence, the final stage of maturity, Rudy said IT leaders should communicate the value proposition for connecting data across processes, platforms and infrastructure and match the resulting efficiencies and improvements to customer engagement, margins and revenue targets.

For both enterprise leaders and employees, Rudy said earning buy-in is the key to success. “If you don’t show them why, they won’t want to comply,” she said. “The people element is too often an after-thought in data convergence. As talent is more in demand and employees increasingly know their value, most successful organizations are bringing organizational change management, learning and development and team engagement into the planning and decision-making process much sooner.”

About ISG

ISG (Information Services Group) (Nasdaq: III) is a leading global technology research and advisory firm. A trusted business partner to more than 800 clients, including more than 75 of the world’s top 100 enterprises, ISG is committed to helping corporations, public sector organizations, and service and technology providers achieve operational excellence and faster growth. The firm specializes in digital transformation services, including automation, cloud and data analytics; sourcing advisory; managed governance and risk services; network carrier services; strategy and operations design; change management; market intelligence and technology research and analysis. Founded in 2006, and based in Stamford, Conn., ISG employs more than 1,300 digital-ready professionals operating in more than 20 countries—a global team known for its innovative thinking, market influence, deep industry and technology expertise, and world-class research and analytical capabilities based on the industry’s most comprehensive marketplace data. For more information, visit www.isg-one.com.

View source version on businesswire.com: https://www.businesswire.com/news/home/20220217005614/en/

Press Contacts:

Will Thoretz, ISG

+1 203 517 3119

will.thoretz@isg-one.com

Erik Arvidson, Matter Communications for ISG

+1 978 518 4542

isg@matternow.com

Source: Information Services Group, Inc.

FAQ

What did ISG's Chief Data and Analytics Officer say about data convergence on February 17, 2022?

Kathy Rudy emphasized that enterprises must achieve maturity in processes, technology, data, and culture for successful data convergence.

What are the stages of convergence maturity identified by ISG?

Rudy identified three stages: process, technology, and data convergence.

Why is employee buy-in important for data convergence according to ISG?

Employee buy-in is crucial as it drives engagement and compliance, ultimately influencing the success of data convergence efforts.

How has COVID impacted digital transformation and data convergence strategies for ISG?

COVID has accelerated digital transformation timelines, increasing pressure on organizations to adapt quickly, often without sufficient in-house technology talent.

What role does organizational culture play in data convergence according to ISG's insights?

A consistent organizational culture aligned with convergence goals is vital for successful implementation, as highlighted by Kathy Rudy.