This Week We Focus On What Non-Executives Need To Know

This Week We Focus On What Non Executives Need To Know Regarding Techn

This week we focus on what non-executives need to know regarding technology. Especially in regard to innovation technology. Please note some key foundational factors that non-executives need to know and understand regarding technology. Also, note how non-IT departments interact with IT and how the change in the market will change how business is performed. Your response should be words. Respond to two postings provided by your classmates.

Paper For Above instruction

Non-executive managers play a pivotal role in leveraging technology to drive organizational success, yet their understanding of technology often remains limited compared to their IT counterparts. As technology continues to evolve rapidly, it is critical for non-executives to possess foundational knowledge that enables effective decision-making, collaboration with IT departments, and strategic adaptation to market changes.

Key Foundational Factors for Non-Executives Regarding Technology

First, understanding the core concepts of digital transformation is essential. Digital transformation involves integrating digital technologies into all areas of a business, fundamentally changing how organizations operate and deliver value to customers (Brennen & Kreiss, 2016). Non-executives should appreciate that this process is not solely about adopting new tools but about rethinking business models, customer engagement, and operational efficiencies.

Second, familiarity with emerging technological trends such as artificial intelligence (AI), big data analytics, cloud computing, and the Internet of Things (IoT) is vital. These technologies are reshaping industries by enabling predictive analytics, automating routine tasks, enhancing customer experiences, and providing real-time decision support (Manyika et al., 2017). Non-executives do not need technical expertise but should grasp the strategic implications of these trends.

Third, understanding cybersecurity fundamentals is crucial. With increased digitization comes increased vulnerability to cyberattacks. Non-executives must recognize the importance of cybersecurity measures, risk management, and compliance standards to safeguard organizational assets and maintain stakeholder trust (Singer & Friedman, 2014).

Interaction Between Non-IT Departments and IT

Effective interaction between non-IT departments and IT is vital for successful technology adoption. Non-executives should facilitate communication by establishing a common language with IT professionals and translating business needs into technical requirements. This collaboration enables tailored technological solutions that align with strategic goals.

Furthermore, non-executives should champion a culture of innovation and continuous learning within their teams. By understanding the strategic value of IT projects and supporting their implementation, they foster a collaborative environment where technological initiatives contribute significantly to business growth.

Impact of Market Changes on Business Operations

The dynamic market landscape, characterized by rapid technological advancement and shifting customer expectations, necessitates agility in business operations. Non-executives must recognize that digital agility— the capability to rapidly respond to market changes—is now a key competitive advantage (Toran & Selamat, 2020).

Automation and data-driven decision-making enable organizations to quickly adapt strategies, optimize supply chains, personalize customer interactions, and launch new products faster. For example, the COVID-19 pandemic accelerated digital adaptation, emphasizing the importance of cloud platforms and remote working solutions (Brynjolfsson et al., 2020).

In conclusion, non-executives must build a solid understanding of fundamental technological concepts, foster effective collaboration with IT, and adapt to rapid market changes. This integrated approach ensures that technology acts as an enabler of strategic objectives, driving sustainable growth and innovation.

References

  • Brennen, S., & Kreiss, D. (2016). Digitalization. The International Encyclopedia of Communication Theory and Philosophy, 1-11.
  • Manyika, J., Chui, M., Bisson, P., Woetzel, J., Dobbs, R., Bughin, J., & Aharon, D. (2017). A Future That Works: Automation, Employment, and Productivity. McKinsey Global Institute.
  • Singer, P. W., & Friedman, A. (2014). Cybersecurity and Cyberwar: What Everyone Needs to Know. Oxford University Press.
  • Toran, J., & Selamat, M. H. (2020). Digital agility and business performance: The role of organizational culture. Journal of Business Research, 122, 764-774.
  • Brynjolfsson, E., Horton, J., Ozimek, A., Reinsel, D., & Van tutti, A. (2020). The Digital Pivot: How COVID-19 Accelerated Digital Transformation. MIT Sloan Management Review.

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