Sheldon Anthony IO

A business that makes use of digital tools and anywhere operations to enable a variety of customer and employee experiences is what should be referred to as the "future distributed enterprise". The concept of a distributed enterprise has existed for a long time when you think about it. Think about a retailer that has its head office and many branches. Even though remote working and distributed enterprises are not new ideas, it took a pandemic to show us the value and business sustainability of the concepts. We are now witnessing a far more distributed enterprise than the one we were used to.

It should be referred to as the "future distributed enterprise" so that we don't confuse it with the traditional distributed enterprise or take on the comforting thought that we already own the concept of a "future distributed enterprise". A distributed enterprise without digital tools and anywhere operations should not be compared to or even be closely matched with a "future distributed enterprise". The "future distributed enterprise" is near to its employees and customers allowing them to operate from anywhere using digital tools and technology.

The legacy tools and technologies which we used to operate need to change or should be updated to support the "future distributed enterprise". Many of the tools that companies are trying to use to adapt to the increasing distribution of their IT assets are designed for an outdated model. The future distributed enterprise poses significant challenges for organizations attempting to use those legacy technologies as-is. The technology just was not designed to match the complexities present in the "future distributed enterprise". It's not just another technology fad that is trying to get businesses to spend more on new technology tools but in most cases, it is proving to devalue their IT assets if not taken seriously or recognized quickly enough. 

By holding on to these legacy technologies and outdated business models you might be letting new opportunities in your industry go unnoticed. By not taking notice of these opportunities as you should, you allow your competitors to overtake your market share. The "future distributed enterprise" is a digital enabler and by far outpaces any legacy distributed enterprise in terms of productivity and customer satisfaction. You can think of it in terms of the usual taxi/cab or bus industry vs Uber. Both are distributed enterprises but only Uber has the digital tools and is in essence a truly anywhere operation. Uber is not only servicing its customers and providing work for its employees but gathering much-needed data and analytics that it will use to its benefit in the future. It can adapt to changes more responsively and mitigate business risks faster. In the near and far future companies that have enabled these digital tools and truly embraced anywhere operations will by far outperform companies that didn't.

To make the "future distributed enterprise" thrive we need sustainable and reliable power. We also need communication channels that are mobile and more affordable. Without these two pillars in a future distributed enterprise, it will be a continual struggle to migrate to and embrace its benefits. It's challenging us each day to let go of legacy systems we own and to connect our disconnectedness to digital systems. It can be tempting to view the "future distributed enterprise" as just an extension of the legacy distributed enterprise, but that would be a mistake. A competitor’s convenient digital tools or perfectly running anywhere operation can lure away some of your customers very easily. In order to stay competitive in the new digital economy, businesses have to abandon legacy technologies and outdated business models to be able to capitalize on the tremendous opportunities the future distributed enterprise will and is providing us.

In conclusion, the world we live in has experienced considerable transformations, and it's crucial for us to determine whether to cling to our traditional approaches or adjust to the shifts. Regrettably, we don't have the authority to regulate the pace of change or the decisions made by others. Nonetheless, it's imperative to welcome the notion of reconsidering the potential implications of a distributed enterprise for our organizations, without allowing fear to hinder our progress.