Technology innovation and transformation will help your company achieve greater business resiliency, agility, customer experience and return on investment. Digitalization is already a must and an integrated strategy behind technology is becoming more and more important.
Bring together business strategy and technology to set the growth ambition, using technology to drive innovation. By leveraging the power of products and scalable platforms, they can reshape business models enabling distributed production and personalized consumption.
Develop your own technology portfolio, practices and processes to be balanced and focused on your business targets.
• Recruit qualified talent.
• Retain transformative and value generator talent.
• Train your employees for higher qualification positions.
• Cooperate with the ecosystem to train specialized talent in your areas of activity and in the future needs of your sector, i.e. universities, training centers...
To approach a global business accounting in a company, key performance indicators and metrics are needed. In the case of technology transformation, implementation or innovation processes, achievements should be measured to justify the investment in technology.
Account your technology readiness level (TRL) and the impact will have in the market penetration. FVC provides you a framework of industry specific key performance indicators for your business model.
Is the technology matured enough on my go to market strategy? Do I need to deploy new markets for technology implementation? Do I arrive early, in time or late for a specific technological use case?
Technology has become a vehicle for transformation in every stage of our lives. Companies have profited from this transformation in their internal processes and have used the technology to improve and create new products and services. Therefore, technology accounting helps you to get full value from your technology investments.
Future technologies will allow you and your competitors to overcome market entrance barriers, e.g. economies of scale, product differentiation, capital requirements, cost disadvantages independent of size, access to distribution channels or government policy.
In FVC we help you to identify the right future technologies for competitive advantage in many different functional areas such as business development, productions, logistics, services, and marketing and sales.
Map the technology direction of your organization. The identified, selected and evaluated technologies can serve as threats or opportunities for the future of the company. Use FCV’s technology radar analysis to manage and make strategic decisions in which technology has a relevant role.
Identify, scrutinize, and sort large numbers of different technologies from the whole technology radar landscape, including those that are in their very early infancy. Refine them according to your projects needs and only the best, most viable technologies, will remain whilst the others are filtered out. As well as working out viability, it’s a great way of prioritizing technology objectives.
Draw your process of long-term planning of a project’s objectives in conjunction with your technology stack. It’s a visual representation of the technology choices mapped into your development strategy in a typical timeline view.
With technology deep-dive screenings you will get valuable insights from the technology applications and use cases that will help you understand the foreseeable future of your technological horizon. These deep-dive analyses will bring new product design opportunities and technological implementations in existing systems.
• Your technology managers would have a transparent agenda and know that all team members are aware of it
• Your functional leaders will clearly defined timelines and actions that will help them synchronize efforts across departments.
• Your staff and project teams will work in an environment with coherent objectives, milestones, and rules.
Agility is a strategic characteristic that is becoming increasingly important to successful companies. In this context, agility denotes the ability to implement changes in the company in real-time, including fundamental systemic changes to the company’s business model, for example.
The significance of advanced industry lies in the key role of information processing in enabling rapid organizational adaptation processes. The faster an organization can adapt to an event that causes a change in its circumstances, the greater the benefits of the adaptation.
The road towards advanced industry will be different for every company. It is necessary to begin by analyzing each company’s current situation and goals. Questions concerning the company’s current situation include what its strategic objectives are for the next few years, what technologies and systems are already implemented and how they operate within the company.
The maturity index approach is based on a succession of maturity stages, i.e. value-based development levels that help companies navigate their way through every stage in the transformation, from the basic requirements for advanced industry to full implementation.
Each structural area has two principles running across it that serve as a guide for its continued development:
• Information systems
• Organizational structure
The specific maturity stage of each capability may be different for different functional areas and the business processes contained within them. In the following sections, the vision of a learning, agile company is applied to the five functional areas: