Tech taking its rightful place at the boardroom table

Startups are exploiting big companies’ inability to respond to today’s digital world. Once they find a few weaknesses, it’s only a matter of time before their industry disruption begins to impact balance sheets in a meaningful way.

Corporate leaders know this, too, and that’s why the best leaders are trying to make their companies more agile. True leaders embrace the market fight and look for solutions from other industries. They know smart people are solving their current and future challenges … today.

Agility is an imperfect combination of balance, speed, threat recognition and strategic response. Businesses must identify potential threats as early as possible and have the agility to react quickly. If they can learn to be agile and play unconventionally, their company is much less vulnerable to emerging competition.

This trend is why technology has finally risen in the ranks of managerial importance to its current position as one of a company’s most important strategic executive levers.

Industry leaders understand that disruption and innovation create the path to agility, and they know technology is the vehicle.

Indiana’s recent success as an incubator for digital marketing firms reinforces this reality. The majority of business-customer connections are secured and cultivated digitally. Long gone are the days of cold calling to create general awareness.

It’s all about relevance and immediate value.

In business, agility is almost always inversely related to size, which is understandable. The larger a company gets, the harder it is to create and implement meaningful change, not to mention the extended time it takes for massive operations to go through that process.

But the game is changing, especially here in Indiana.

Companies were once forced to travel thousands of miles for access to innovation, racking up huge expenses for teams to spend time within incubators on the east and west coasts.

As the force driving Central Indiana’s recent economic growth, we in the tech community must take advantage of this opportunity to show how far we’ve come. Corporate access to disruption, innovation and, most importantly, agility is now just a short drive away for any Hoosier company.

Artificial intelligence, blockchain, automation, digital transformation. It’s all here. This is the technology driving future commerce, and it can mean the difference between success and irrelevance.

Modern IT leaders understand the need to adapt, and they have the ears of CEOs (and the CEOs’ advisers in the boardroom) now more than ever.


The article was originally published on Techpoint and is reposted here by permission.

Mark Ohrvall

Over 30 years of global leadership experience in solving business problems (Life Sciences) utilizing information technology capabilities. Significant experience partnering with executive management teams in developing strategic information technology roadmaps, plans, sourcing and successfully delivering programs that enable business growth and digital transformation. Retired early from Eli Lilly and Company where he spent 29 years in various roles of increasing responsibility at the company. His natural curiosity took him through many facets of IT at Lilly, managing programs and people in teams around the world. He tackled IT challenges for an organization with tens of thousands of users, working with executive-level leadership on projects ranging from Y2K preparations to the massive implementation of Microsoft Sharepoint to create LillyNet, an employee collaboration tool. By 2017, he was finishing his career at Lilly developing an enterprise-wide program in computer security. Significant technical experience with general infrastructure, SalesForce, SharePoint, ServiceNow, Box, Process Automation, Security Platforms and Enterprise Architecture. Mark is currently the SVP / Center Head for the Midwest driving regional sales and centers in Indianapolis, St. Louis and Sacramento.

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