Published: 29 March 2022
戦略的プランニングは極めて重要だが、ほとんどの企業は最長でも5年先までしか見通していない。エンタプライズ・アーキテクチャ／テクノロジ・イノベーションのリーダーは、思考を刺激するMaverick (型破り) なGartnerの仮説が描き出す、あまり知られていない状況の推移を見極め、さらに先を見通す必要がある。
デジタル・テクノロジの能力が急速に高まり、1つ以上のメタバースが登場する可能性があるが、社会的コストは高くつく。
ITや人工知能 (AI) の能力が進化しても、意思決定プロセスから人間が排除されることはない。
輸送テクノロジの変化によって、社会は新たな負担を強いられ、化石燃料からの脱却を目指す理由そのものが揺らぐ恐れがある。
人に関するさらに豊富なデータが得られるようになっても、ビジネスや顧客満足度の向上につながるとは限らない。
CTOを含むエンタプライズ・アーキテクチャ／テクノロジ・イノベーションのリーダーは、以下を行う。
5年以上先を見据えた戦略的ロードマップを作成し、将来の課題に対応できるよう企業の準備態勢を整える。
単に現状から推定したくなる衝動を抑え、あまり知られていない革新的な可能性や方策を見極める。
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