In today's company landscape, most HR departments lack an understanding and active involvement in business strategy development. Instead significant capacity is allocated for repetitive processes and commodity services such as HR management. In this blogpost, we outline strategies to transform HR from a cost-center into a primary strategy execution lever effectively eliminating administrative overhead.

IT systems exhibit a phenomenon very similar to the human ageing process. They become more cumbersome as they get older and lose the ability to adapt to changing market conditions quickly enough. The resulting challenges can no longer be met by approaches of classical enterprise architecture management. The technology management of IT systems must be established as a continuous and evolutionary architecture process in such a way that the necessary scope for innovation to increase productivity and quality is created without simultaneously increasing the complexity of the overall IT landscape.

Macroeconomic conditions, high regulatory pressure, and increasing customer requirements are driving impetus in operational IT management. Successful transformations require that technology management is understood as an integral part of a strategy and that strategic, organizational, and technological requirements are differentiated and taken into account in both the solution design and the control of measures. In addition, the pressure to change must be met promptly and more decisively than in the past.

Apple's strategy of enforcing an identity management system on local devices to store and reuse sensitive customer information is potentially disrupting the exponentially growing and highly profitable identity market. Possible cooperation and mitigation models are discussed in detail in our blog post "Apple Identity Wallet - Disruption as a catalyst for digital transformation".