IT services form an inseparable part of business processes and customer service. Consumer services are leading the way.
It is harder every day to draw a line between where companies’ employees or customers make use of IT services and where they don’t. This is why it may no longer be tenable to try to measure the market or functionality of IT services as a separate entity.
The effects of consumerization are clearly visible in the daily operations of Digia’s customers. Employees’ requirements for systems to be device-independent, accessible 24/7 and easy to use, thanks to containing the familiar logic of common consumer services, put pressure on IT management and their production of secure and controlled services.
The boundaries between consumer and business applications are indistinct. The demands of consumerization and the capabilities made possible by swift technological advances are driving the sector forward at a fast pace. This demands agility from service providers in order to meet demand.
Cloud services make it possible to adopt even large service entities with short turnaround times. On the other hand, they also make it possible to offer individual functionalities that used to be available as parts of larger systems as separate services. This allows small and medium-sized enterprises to make use of functions that were previously only available to large corporations due to the sizeable initial investments they required.
The provision of services is a form of generating value. Instead of offering a strongly technology-oriented model, there is a shift towards building innovative business models with a competitive edge. We are shifting from IT investments that aim to maintain competitiveness and create cost savings and efficiency towards IT purchases that provide new ways of standing out from the crowd. In this model the sales and purchasing processes are different from what they used to be. This requires a new kind of competence on both sides, as well as a deep partnership.