Where should you start when building a digital business platform?

1.3k views3 Upvotes7 Comments

CTO in Healthcare and Biotech, 11 - 50 employees
Talking with the Product Owner, reading thoroughly the product backlog & defining the product priorities to begin creating the architecture as well as the infrastructure needed for this digital business platform.
CIO / Managing Partner in Manufacturing, 2 - 10 employees
From an Enterprise perspective it has to start with the business need, what problems are we trying to solve, what benefit will it provide the company etc. Once that is clear we can start getting more specific about the details.
CEO in Services (non-Government), Self-employed
Start at the business outcomes to be achieved once the platform is complete, (future state) and work backwards. If you don't know what the result is expected to be, the technology features and functions may be grossly misaligned. 
CIO in Education, 1,001 - 5,000 employees
Talking to business stakeholders to understand the business strategy and business requirements first. Talk to your peers and other IT leaders to understand how they got started and ask about lessons learned, what worked and what didn't.
Director of IT in Software, 201 - 500 employees
Main driver is business strategy and vision and also company's position on market. Business requirements nad business case should be translated to technical and IT requirements, so  technical and IT people could understand it to propose and define proper solution for business need or problem. We also need to understand current IT architecture and processes, including business logic and application integrations  to be sure proposed solution will work well in our environment . After that we need good communications between business and technical people to define proper scope  and goals of new solution.
Senior Director, Information Technology in Software, 1,001 - 5,000 employees
Start with the business needs and help them with requirements and focus on areas with potential to raise customer satisfaction, increase revenue or reduce costs.   Once the business needs are defined, align the goals to a strategic objective and then assemble a cross functional team to build out the plan and timeline.
VP in Software, 10,001+ employees
With deep understanding of business values, and ability to expand with disruptive innovations, we companies can drive digital innovation. Just for sake of going digital, transformation of business processes does not yield long term results. Key questions why a company wants to do it, how it manages OCM and what can be the potential impact on its customer base needs to be analysed first 

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CTO in Software, 201 - 500 employees
Without a doubt - Technical Debt! It's a ball and chain that creates an ever increasing drag on any organization, stifles innovation, and prevents transformation.
Read More Comments
47.1k views133 Upvotes325 Comments

Too many active projects at once43%

Poor communication46%

Too many customizations47%

Misalignment with business priorities34%

Skills gaps31%

Lack of resources26%

Other (please list in the comments)1%


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