Tata Communications on Ramping Up Adoption of More Effective Digital Strategies; To Contribute Towards Global Success.
The year 2040 may sound like an idea from some sci-fi movie—it is much closer to us than the origin of bitcoin. By the close of the next decade, which now happens to be less than fifteen years away, estimates say the world will have grown its way into a massive $221 trillion GDP; that is, it would have doubled in size economically.
That should stand as a spectacular demonstration of the kind of potential open to U.S. companies in the global market. The greatest risk right now for today’s CIOs, who consider themselves business innovators, is falling behind on international expansion because of lagging digital strategies.
There is so much to gain or lose. With a digital structure that is agile and well-aligned, CIOs are able to put their companies up front and center to help business achieve its goals. But an undirected or ineffective digital framework can bring about significant problems due to operational tensions, compliance issues, and lost chances.
Therefore, at the heart of the new global CIOs' agenda shall be producing a digital framework to combine all data and systems across multiple countries, with security and scalability.
“The digital infrastructure that organizations use goes above and beyond just being a support system for them, indeed,” shares Dino Trevisani, who is the Senior Vice President & Head of Americas Region at Tata Communications. “The way CIOs piece together platforms, tools, solutions, and knowledge is a leading factor on the delivery side presently and, even more, on the future growth side for the company.
Simplifying and integrating an organization’s existing technology setup is a huge challenge. Numerous CIOs manage infrastructures that can be termed as “hyperconnected,” made of complex networks with a variety of types, locations, and interfaces. Other IT leaders fight elderly legacy technology.
Trevisani talks about the fact that CIOs are quickening to keep up-to-date an architecture at a moment when normally they would take this time and leisure to be creating their digital frameworks to take advantage of what he called a more global future.
In the details, CIOs are thumping three big difficulties right now that might impede their companies' global goals at this point.
The first challenge is visibility — mainly the rising cost of not having it. Enterprises without the appropriate levels of network-based visibility, assured application performance everywhere, and rapid integration of new international sites into existing infrastructure will be outpaced by faster adversaries. At the same time, attempts at wading through the thick maze of cross-border regulations would prove an avenue by which to inject not just security-best practice vulnerability but also, through expensive compliance fines, more risk into organizations.
The second challenge puts a seemingly contradictory choice in front: as CIOs will try to become more consistent, at the same time they will have to make sure that there is not over-consolidation. Recent geopolitical events forced CIOs to break up their IT infrastructure hastily, moving away from concentration in one or few geographic areas. Though a very good defensive stand for survival, it brings in new shades of gray along with setting systems up in new places where quite often there are constraints in resources and expertise.
This is where the third threat arrives: the speed and complexity of technological disruption. “You could put together a long-term plan today which would be completely invalid by the end of the year because of how quickly and drastically the market has changed. This kind of unpredictability is driving CIOs away from traditional, relatively inflexible planning methods and toward more agile, less prescriptive ways of planning,” says Shane Guthrie, Vice President of Operations at F5, an application delivery and security company. In his words, “you don’t change the destination, but you may change how you get there.
It is in these moments that CIOs must proceed with a capable, experienced partner. They must do this with Tata Communications, acknowledged for its place as a tier-one global connectivity provider—the kind that has just the right amount of scale, reach, and expertise necessary for international expansion, going beyond just laying out the infrastructure to actively architecting pathways to digital success.
"Our network is directly responsible for carrying 35% of global Internet routes, counted as customer routes," he said. "With such an expansive reach, we bring an integrated platform to link our customers from more than 150 countries. This is a very attractive proposal, especially to U.S. companies looking to expand into international markets."
Tata Communications also has an in-depth knowledge of specific markets, especially in fast-growing Asian countries, supported by local teams helping customers to understand the national regulations, choosing vendors and dealing with local operators.
Some SIs and consultancies may go with a kind of copy-paste model for the digital transformation of a company, but what Tata Communications does is very, very different.invests time in understanding the enterprise and its goals. This approach based on humans will take CIOs to receive guidance that is more impactful and transformative.
By 2040, the path to successful global expansion will increasingly run through the CIO organization. Enterprises capable of building and maintaining robust, scalable digital infrastructures will be the winners in the long race, able to edge out competitors and capitalize on opportunities in developing economies.
