What is business technology? A slow but relentless revolution that is important to the digital executive.

We live in a world where simply trying to align technology with business units is becoming difficult or even impossible to achieve. Savvy business staff (via the Cloud and other means) can select, fund and enable technology without the traditional IT function.

Developing effective business strategy today requires us all to blend technology strategy and business strategy in the development stage of planning, not after the fact. Technology should be fundamental to all we do as we develop business strategy.

A slow but relentless revolution in which traditional technology management, historically delivered only by an IT organization, is changing to be pervasive technology use managed increasingly outside of IT's direct control and measured by boosting business results. --Forrester Research

I think characterizing this as a "revolution" is right!! The digital executive drives a partnership with all parties, technology, marketing, sales, communication, customer service, etc. The digital executive isn't independent but is open and interdependent.

The mobile war, transforming customer expectations and business capabilities ...

The Mobile War CEOs should be aware of an approaching tech war -- because its outcome is going to change their customers.  As the Web becomes the AM radio of digital, the mobile App Internet will rise. This market will be dominated by two or three ecosystems -- semi-closed worlds built on a closely fitting set of apps, phones, tablets, computers, operating systems, and partners. An ecosystem owner will possess extraordinary market power -- able to dictate terms to content providers, customers, and application developers. It doesn't matter what you sell -- insurance, pills, cars, energy, bonds -- you'll be reaching many of your customers through these ecosystems in the future.

Social Media Has Transformed Customer Expectations At Every Step Of The Customer Journey After moving to a new apartment, do you need to get a new TV. The first instinct may be to gather information from a few sources. Do you browse online retailers to get an idea of prices, and look atoked at manufacturers' marketing content to understand the latest technologies like 3D TV. After all of that, you may turn to consumer reviews and discussions to get a feeling for whether you would actually find those features valuable. (For example, some customer reviews may help you confirm that you don’t want 3D TV.)

Where did you find those reviews? Everywhere -- there are star ratings and comments on product pages at retail sites (like John Lewis and Amazon.com), technology media sites (like CNET) and manufacturer websites. Interestingly – you get the feeling that the manufacturers still aren't entirely comfortable with the transparency that social media brings. They'd like to put a spin on the message, even if they can't entirely control it -- For example, Panasonic's UK site has a page that promotes "5 Star Reviews Of The Month". Can you think of a situation when you’d want a firm to guide you only to the most positive reviews of its products. Can you?

Business Capabilities Are The Strongest Foundation For Tech Strategy In developing a technology strategy for your organization, what will be your basis for deciding which technologies to pursue, when to pursue them, and how to implement them? In other words, what will be the foundation for your technology architecture and strategy? In considering this question, I assume we agree that technology strategy should directly support improvement of business outcomes, both now and over the long haul. To provide for the long haul, your technology architecture and strategy must be crafted to support a continuous stream of business change, both small incremental steps and large radical shifts.