Prashant Kelker
We should move to a conversation play across industry value chains, and then we can always bring it back to architecting and design.
Now this comes with the with a downside Paul. I think that because you're tracking conversations continuously, you can't plan for three years down the line. So, what does this do through three- or four-year programs? What does it do for large implementations?
That's where I think we should start going from capital “A” Agile to small “a” agile, thinking agile not in terms of doing Agile, but thinking agile in terms of funding and shipping continuous business outcomes. Tracking such conversations across industry value chains is going to move us towards a small “a” agile.
Paul Gottsegen
Maybe that's a way we can close out because these three megatrends seem all related. And this concept of agility or composability, being on a journey rather than looking for the huge milestone, maybe not going down blind alleys too much. So why don't you just conclude our talk by kind of tying it all together: If I'm a Global 2000 company trying to gain a competitive advantage, trying to, you know, win more customers, keep my customers happy, how does industry cloud, servitization, green tech, all roll into sort of one mindset moving into next year and how I approach the business?
Prashant Kelker
And that mindset, given that no one can predict what happens over the next four, six quarters in this market, I think that the right way to do this is to remain flexible on how you achieve the outcome, but not give up ambition.
As you do that, do not try to do everything on your own, but partner. Partner within your industry value chain. Your client could be your provider. Your provider could be your client; your provider could be your channel. Which is leading to questions like:
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How do you give up millions of revenue or costs to a provider?
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Do you sign up for reciprocity?
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As you do that, is your current provider actually your indirect channel?
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What does this mean to your marketing and channel play?
This world is just going to get a little more complex than we were used to. I think the days of large programs are over, the days of partnering are in. Muscles like architecting and designing will help us, but we need brand new muscles for this future and that is partnering, listening and, at best, shipping continuously.
Shipping and continuously achieving business outcomes. That would be my summary.
Paul Gottsegen
Thank you, Prashant. No one ever said it would be easy, but to gain your insights is really helpful. I know I always learn a lot in these sessions, and I trust everybody else did as well.
So, thanks for the big three megatrends and taking us through that and look forward to talking to you again soon.
Prashant Kelker
Likewise, Paul. Always a pleasure.
About the authors
Paul Gottsegen
Prashant Kelker
Prashant Kelker is Chief Strategy Officer of ISG, Partner of ISG Americas Consulting and a member of the ISG Executive Board (IEB). He was named to the IEB in January 2023. Prashant was appointed Chief Strategy Officer in 2018, responsible for developing the firm’s three-year strategic blueprint, and he was instrumental in the development of our highly successful ISG NEXT operating model in 2020.
In January 2023, he was named to the expanded role of Partner, Americas Consulting, bringing together all our advisory capabilities in the region to support our commercial and public sector clients in response to the growing convergence of digital technology and enterprise operating models, business processes and revenue-generating connected products and services.
Prashant joined ISG in 2012 from Accenture, initially working for our DACH business and based in Germany. He moved with his family to the United States in 2018. Prashant earned his MBA from the Indian Institute of Management in Bangalore and a BE in electronics from Bangalore University in India.
