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How to Build a Dedicated AI Team in 7 Strategic Steps

How to Build a Dedicated AI Team in 7 Strategic Steps
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Customer-obsessed, future-fit firms grow almost 3x faster

Customer-obsessed, future-fit firms grow almost 3x faster According to Forrester, CIOs and technology leaders guiding their firms through the challenges of the 2020s must enable technology-driven innovation and deliver on the goal of customer obsession if they hope to compete in a post-pandemic marketplace. New research shows those who apply what the company describes as future-fit technology strategies grow 2.7 times faster than their competitors. Forrester defines its future-fit technology strategy as “a customer-obsessed approach to technology that enables a company to quickly reconfigure business structures and capabilities to meet future customer and employee needs with adaptivity, creativity and resilience”. Forrester believes that dealing with lagging tech strategies in a world that is beset with change requires CIOs, chief technology officers and chief data officers to re-imagine their approach to tech.

Customer-obsessed companies grow much faster

May 20, 2021 CIOs and technology leaders guiding their firms through the challenges of the 2020s must enable technology-driven innovation and deliver on the goal of customer obsession if they hope to compete in a post-pandemic marketplace. This is according to Forrester, which unveiled new research showing those who apply what it describes as Future Fit Technology Strategies grow 2,7-times faster than their competitors. Forrester defines its Future Fit technology strategy as: “A customer-obsessed approach to technology that enables a company to quickly reconfigure business structures and capabilities to meet future customer and employee needs with adaptivity, creativity, and resilience.” The researcher believes that dealing with lagging tech strategies in a world that is beset with change requires CIOs, chief technology officers (CTOs) and chief data officers to re-imagine their approach to tech.

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