Emerging Computing Technologies – Creating an Innovation Engine | Pipeline magazine

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By: Stephen Watt

Keeping up with the latest technologies and emerging trends and identifying the right ones for your organization is not easy. Even the most seasoned IT managers will stumble without a consistent process for evaluating and adopting emerging technologies, leading them to ask questions like, “How can I identify the most promising technologies?” How can I align them with my organization’s long-term strategy? What steps can or should be taken to get the most out of my investments? »

Before embarking on managing the introduction of emerging technologies into your organization, leaders should first consider creating a specific team that will be responsible for driving the business toward its emerging technology goals. Given the speculative nature of emerging technology work, it is recommended that emerging technology teams work alongside existing product development or IT teams as peers rather than reporting to them. This helps maintain a balance between prioritizing new efforts and projects already established on a roadmap.

Typically, leaders in emerging technology groups are dedicated to guiding and managing their team while maintaining their own technical breadth. The teams themselves are often small and consist of a team leader who is responsible for architecture and prototype design, alignment with engineering and product management, or IT delivery and basic project management. Other team members include software engineers who find constantly working on new projects to be energizing rather than exhausting. Once an emerging technology team is established, the team can begin using a reproducible playbook to discover, align, develop, and commercialize emerging technologies, whatever technology they are exploring.

One of the most effective ways to discover new technologies is to identify the most credible voices that provide information about emerging technologies applicable to your industry. These voices can be found on social media, in blogs, at industry conferences, and by participating in sandbox projects within open source or industry foundations – anywhere your community members communicate and collaborate on topics relevant to your business. Of course, many of the best ideas will come naturally from your own company, so it’s important to make sure your emerging technology group is visible internally and that associates understand what channels can be used to present ideas to the group.

Once a technology has been identified, the next step is to evaluate it and decide if it is relevant to your current or future addressable market. In my experience, one of the best ways to start this assessment is to create what I call an Emerging Technology Viewpoint report. The point of view report offers your emerging technologies team and other internal stakeholders the opportunity to articulate and discuss various elements of new technology, including:

● The definition of technology

● How technology can or should be used for your business and your customers

● Your technology strategy

● The market view on technology

● Potential challenges

● Your initial approach

While your emerging technologies team is writing the viewpoint report, it is important to welcome input from as many parties as possible to understand where there is alignment and consensus and where more may be needed. of deliberation.

A point of view report should also outline the business case for what needs to be done to bring the emerging technology to market. This is an important validation step that justifies whether future work around the technology should take place. Many efforts to develop emerging technologies take longer than they should to fail


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