siliconindia | | October 20209ML, RPA, data platform modernization & cloud adoption strategies may lead to an outcome centered not just on the organization but also on the individual. During these chal-lenging times, organizations have moved through a series of phases and are prioritizing partnering with the right supplier as an initial response and recovery mechanism. They want more from their supplier - flexibility, speed to deliver for lost time, rigorous testing, and controls on de-liverables more than before, so there is a left shift in terms of time to market. Service providers not only need to help them adapt but also help them bounce back quickly when the business environment revives. More IT service pro-viders are moving towards managed services and verti-cal-specialized solutions. Both approaches are leading to outcome-based engagements with a higher risk-reward model. IT/ITeS industry has now graduated to a value-based model with a consultative approach around the best digital solutions on offer. Whether the aim is to develop new products, robust processes, or revamping old ways of doing business, you can utilize digital competencies to skillfully accelerate and adapt to unexpected shifts. In the post-pandemic era, new norms are creating new opportunities for IT and Dig-ital service providers - digital infrastructure, connectivity, communications, edutech, e-commerce, integrated digital platforms, and many more. The need for integrated digital platforms and digital engineering projects is vital for both B2B and B2C organizations that are focusing heavily on customer/user experience.Ultimately most digital transformation efforts fail to provide relevant business value and do not live up to cli-ent expectations. Digital is not just a technology that you can buy and plug into the organization. It is multi-faceted and not only a technology intervention - it also requires investments in relevant skills, projects, infrastructure, and sometimes a complete overhaul of the current IT infrastructure. It requires combining people, processes, continuous monitoring and intervention, to ensure that the transformation journey unfolds and evolves flexibly. While mapping the approach for a multiyear digital trans-formation project, it is important to stagger the project into short-term sprints and goals that can deliver measur-able results aligned with the vision and strategic intent of the organization.The gig economy is thoroughly disrupting the IT in-dustry- with rapid digitalization, companies are increas-ingly relying on freelancers and contractual employees for short-term projects. The COVID crisis provides a so-bering analogy: pressure on traditional staffing models is intesified by COVID-19. One of the most profound reali-ties of the pandemic is the fact that more than 30% of the workforce in developed markets has evolved to indepen-dent work, and this trend is now fast catching up in India. It will undoubtedly affect the talent strategy of many or-ganizations. On-demand staffing and contractual staffing will gain prominence in the coming days. Organizations planning to transform their business models to adapt to the current situation is creating some significant contrast in talent strategies.In conclusion, while the crisis brought about a pletho-ra of temporary changes, it has also presented some last-ing ones. It will be quite some time before we understand the full impact of the COVID-19 pandemic. But the his-tory of such upheavals has taught us two important things. First, even during severe economic downfall cyclic reces-sions, some companies can gain and retain a competitive advantage. Secondly, these successful organizations also relearn how to successfully develop a systematic under-standing of changing habits that have a far-reaching im-pact on their business foundation. Whether the aim is to develop new products, robust processes, or revamping old ways of doing business, you can utilize digital competencies to skillfully accelerate and adapt to unexpected shifts
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