We are searching data for your request:
Upon completion, a link will appear to access the found materials.
The factor technological readiness (technological preparation), understood as the agility with which the economy is able to adopt existing technologies to improve productivity, is one of the twelve pillars of the competitiveness of each country.
To say it is the Global Competitiveness Index 2012-2013 drawn up by World Economic Forum, according to which Italy is in 40th place (out of 144) among economically agile nations.
Another of the parameters measured by the GDI and the level of absorption of new technologies by companies, a ranking in which Italy ranks instead in 104th place.
We are a bit rigid and with little desire to learn, where is the problem? Nowhere but alone the strategic use of technological solutions it can help to make significant organizational changes and improve efficiency and productivity levels; two things that represent a crucial challenge for our country.
The digital technologies they are a strategic development lever, but in Italy it seems that we do not notice them: why? A survey conducted by the market analysis company Vanson Bourne on behalf of CA, an IT multinational, reveals that 100% of IT managers interviewed in Italy (the study was conducted in a corporate setting) believes that the scarce digital literacy top management is an obstacle.
What does it mean? That sometimes we don't look beyond our noses. Although the top management demonstrates an absolute familiarity with the most sophisticated technological tools, now considered indispensable in daily operations, the research shows that the ability to intuit the innovative potential of Information Technology for the company's business it is still limited.
In this scenario it is not surprising that, according to what emerges from the research, only 40% of IT managers who work in Italian companies are called to participate in the decisions of top management, and consequently to contribute to the definition of the digital strategic thinking in the management team.
All this is not good. The cultural delay on the part of company management with respect tostrategic use of information technologies it can in fact generate important consequences on the business: lack of business opportunities, loss of market share in the face of more dynamic competition, disaffection from customers, poor responsiveness to market demands and time-to-market inadequate.
What is missing to interest top management in Information Technology, and to convince top management to involve IT managers in decision-making processes? The answer is one more constructive digital culture, which gives top management the ability to identify, organize, understand, evaluate and analyze information using new technologies.