The digital world runs on software. Applications are now a driver of business strategy—and this means they can no longer be monolithic and slow to change.
As businesses become increasingly dependent on software, they must turn to new application strategies. These strategies are platform-based, with reusable components (liquid); leverage the latest advances in cognitive computing and machine learning (intelligent); and are connected to a larger ecosystem of partners, suppliers and customers, as well as to the Industrial Internet of Things (connected).
And as companies embrace these new strategies, traditional boundaries are blurring, even disappearing—between IT and the rest of the enterprise, between the inside and outside of an organization, between talent and technology. At the same time, companies are reacting to varied market demands and the requirement to deliver technology at different speeds.
This has significant implications not only for IT operating models but for talent strategy and planning, particularly with regard to new roles needed across both IT and the business. After all, who will build the software that will run the borderless business?