Retailers need to think about developing a network, rather than introducing individual structures, in order to cope with peak demand, creativity and scale at a rapid rate, and meet ever – customer demands. On a network, every company operates. This platform is made up of systems, supplier partnerships, store layout, customers, and countless other business components. A platform 15 years into the lifetime of a company is almost certainly not something that was anticipated, but it evolved as the company expanded. The platform is reviewed as companies grow. Anything as easy as founders recruiting their first employee needs teachable processes and separated roles.
When it can be updated frequently and securely, the business and technology platform can provide the flexibility and creativity that a modern organization needs. To do this, a business must do something different. It involves beginning with a technology strategy directly linked to a business strategy that emphasizes increasing investments are required for capabilities. For structuring technology organizations, it also includes a new paradigm such that teams are equipped with the autonomy to create the right items. This is a modern strategy and it’s going to change the whole business. Ultimately, leadership needs to see that technology is crucial to a company’s success and that business and technology teams need to have the courage to admit to each other that no one will predict what the future holds. The strategic asset for responding to all the uncertainties the environment holds is a forum.