Technology disruption is impacting us like never before. Almost everything is connected, and devices and machines that are not yet connected, are soon getting there.
Everyday we read about adoption or usage of AI, blockchain, digitization, sensorization, 5G, vision-based computing, augmented reality, virtual reality, immersive experience... the list goes on.
These technologies are driving changes in business models, allowing new entrants into the market within a shorter timeframe, and helping new competitors to emerge. New skills are required to manage this adoption and disruption.
It is obvious that these wide-ranging changes are going to challenge both the old ways and the old lens through which we look at the way we work technologies and manage projects.
We are working with technologies that are clearly horizontal in nature. As their adoption has increased, customization to the specific needs of the vertical industries is growing. In simple terms, technologies need to solve problems by morphing themselves to address the unique problems that customers in each domain face. One size does not fit all — and it cannot be truer than in the case of technology.
Additionally, there is the dimension of "ROI of digitization." This is a question a large number of customers are contemplating while they increase their budgets and wrap their arms around the "digitization-led spend."
Therefore, we as practitioners in the field of project management have to now: