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digital-disruptorsWe have started a series of activities for new startup ventures, with a headline theme that now is an ideal time for them to become a ‘Digital Disruptor’, to harness new technology in such a way they create an entirely new business model that obviates their competition.

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Born-Global, Born-Virtual

One aspect of this is to encourage entrepreneurs to think as big as possible, to go global from day one.

Indeed this article describes this effect of ‘Born Global’. That entrepreneurs should start with the end in mind and begin immediately as a company conceived to be global, not simply grow into it over time.

This goes hand in hand with the central message about the business strategy potential for Cloud computing, and it sets up the message of this article which is that this disruptive planning isn’t limited only to startups.

In fact it’s only on a larger scale with more complexities, but fundamentally this is exactly the same role for the modern CIO too. No longer can they just keep operations ticking over and fix a few laptops, now there is a role at the boardroom table for leading transformational change, to harness these technologies in such a way even the largest of companies can become a Digital Disruptor.

For example check out this short case study of Ocado, and how they are using the Google Cloud to run an entirely online-only supermarket.

They have been ‘Born Virtual’, intended to exploit and ride the disruption that is happening that their competitors like Tescos must try and also ride but while also having one heavy foot anchored to their traditional business models of retail stores. Instead they operate entirely as a Virtual Enterprise.

As their executive says:

Ocado doesn’t operate out of physical stores. Instead, our customers place their orders online via our webshop and mobile applications. These orders are then picked and packed in huge automated Customer Fulfilment Centres (CFCs), the largest of their kind in the world. They are then delivered to customers’ kitchens in one hour delivery slots by our own delivery fleet.

Technology is at the core of almost everything Ocado does. We consider ourselves a technology company that also does retail. Our culture and make-up is much closer to that of Google than it is a bricks and mortar retailer. We started shipping orders in 2002 and over the past 12 years we have been engaged in a continual process of rapid innovation. Our solution is as unique as our business model and the fact that we own almost every line of source code in this solution means we can evolve it, optimise it and exploit it. 

We have a unique business model that is considered highly disruptive within the retail sector, due in part to the scale of automation that we employ.

We are entering a new era – One that the dot com boom hinted at and started, and one that the Cloud will now deliver on – Welcome to the era of the virtual enterprise.

The post The CIO as ‘Digital Disruptor’ appeared first on Cloud Computing Best Practices.

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