Five Reasons Your Digital Experience Management Strategy Could Fail
You can be sure your CEO has digital experience on his or her radar. According to Gartner’s 2017 CEO Survey, CEOs are more focused this year on how technology and product innovation drive company growth. In the last few years of Gartner’s CEO survey, technology has never ranked so high on the list of CEO priorities. So the pressure is on IT to deliver excellent digital experiences. But this is easier said than done. Here are five reasons why your digital experience management strategy could fail.
1. Application complexity
Although Gartner’s survey shows that CEOs are relying on technology to drive growth, it also shows that they rank technology impediments as the #2 internal constraint to growth. How can technology be both a driver of growth and an impediment to it? Application complexity is one major reason. Application performance management is more challenging than ever before.
- Applications must scale based on demand and remain highly responsive 24/7 across geographies. Innovative applications interact with legacy applications, so IT must support the full portfolio—web, mobile, apps running in the cloud, on virtual infrastructure, and legacy client-server environments.
- End users and customers no longer interact with static applications at discrete times. They interact continuously with applications whose architectures have evolved to become modular, distributed, and dynamic.
2. The expanding population of end users
End User Experience Management is also more complex. Customers aren’t the only ones whose digital experience matters. The Gartner definition of Digital Experience Monitoring also includes employees, partners, and suppliers. If that weren’t enough of a challenge, the advent of IoT requires IT to ensure an excellent digital experience for machines as well!
3. Different teams have different goals
According to a recent EMA Digital Experience Management report, 59% of enterprise leaders agree that IT and the business share the responsibility for Digital Experience Management. Although they share responsibility for ensuring excellent digital experience, groups within IT and the business have specific needs which vary greatly, depending on their roles.
- Business executives must ensure they meet goals for revenue, customer satisfaction, and workforce productivity.
- IT executives need to staff their teams efficiently to architect and support digital business initiatives, ensure technology investments are made appropriately, and hold IT vendors accountable to SLAs that meet customer objectives.
- IT and Network Operations teams must ensure the network and infrastructure can support new services, identify and resolve issues quickly, and understand the impact of problems on digital experience.
- DevOps teams must release new apps and digital services quickly, identify and resolve issues in test and QA, and ensure excellent application performance perform in real-world environments.
- Cloud architects need to plan, design, and implement the infrastructure to support new services, and scale up and down as demand changes.
- End User Services teams require visibility into the digital experience of customers, employees, partners, and suppliers to identify and triage issues before users call to complain.
4. A variety of analytics are required to measure success
“You can’t manage what you can’t measure.” Management expert Peter Drucker’s famous saying applies equally well to tracking the success of a Digital Experience Management initiative. With varying responsibilities, each group in IT and the business requires different metrics and analytics to indicate their progress in achieving their Digital Experience Management goals.
Digital Experience Monitoring tools must therefore supply a broad set of business and technical analytics, such as application performance, network performance, infrastructure capacity analysis, and end user productivity across the extended enterprise.
5. The IT monitoring visibility gap
As IT organizations respond to CEO priorities and roll out new services to drive growth, they need a cross-domain understanding of applications, the networks and infrastructure on which they run, and the impact they have on end user experience.
But the typical enterprise has from 4-15 different network monitoring tools, which complicates troubleshooting, change management, and other aspects of service level management. While these tools provide insight into the performance and availability of their particular domain, they lack visibility into the actual digital experience of customers, the workforce, partners and suppliers.
Addressing Digital Experience Management challenges
An effective Digital Experience Management approach closes this visibility gap and enables you to measure the end user experience of the entire population of end users. Each group within IT and the business gets the metrics and analytics they need to ensure a successful digital experience outcome.
When it comes to meeting or exceeding your CEO’s expectations for driving growth, the key is to ensure you have an effective Digital Experience Management strategy. Failing to do so could mean lost revenue, lost productivity, and even irreparable damage to a company brand. In the next few weeks, we’ll extend this Digital Experience Management series to show you how Riverbed SteelCentral can help.