As digital transformation continues to tighten its grip, so does the significance of the circular economy model, with carbon reduction and sustainable benefits quickly becoming a vital part of the technology sector.
Accessibility, knowledge and innovation are already tenets of what the Technology Channel has to offer, and in an ever-changing and adaptable market, the need to grow further through sustainability pledges is paramount.
Therefore, Channel leaders, organisations and service providers must equip themselves with the motivation and strategies necessary to find a way to balance productivity and flexibility, whilst being agile and offering resilient business models. In the face of innovation and industry change, this formula for bravery and resilience becomes an irresistible bedrock, as no one can fully prepare for what the future will hold. Uncertainty can flood Channel leaders with a degree of resilience, but this should only be sourced by priming the ‘unknown’ in a direction of courage.
Make Channel strategies bold
It’s evident that the Technology Channel is growing from strength to strength and has positioned itself as a transformational sector for innovation and change, accumulating revenues exceeding $446 Billion in 2018, and steadily growing ever since. Despite unprecedented changes in recent years, with the COVID-19 pandemic, and sectors sensitised from growing sustainability pledges, the industry’s resilience has been foreshadowed by its growth of 1000% between 2010 to 2020. However, in order to be in control of this exponential growth, Channel leaders have to be both consistent and bold in their channel strategies.
Bravery consists of embracing the unknown and moving forward with a sense of resilience that takes into account variables that can change, question and even improves the current infrastructure of the Technology Channel. Change has been inevitable during the last few years, and only Channel leaders who led their organisations, and team members with resilience were able to navigate themselves in the midst of the turbulence. This involved adjusting pre-existing business models to include new initiatives and pledges that support the advancements in sustainability and digital transformation.
Inevitable change can therefore only be accommodated if leaders are able to finetune their mindsets, so that adaptability comes to the forefront. Channel partners must take heed to increase their digital transformation and display the grits of bravery and resilience, as this means they will be more likely to optimise their digital transformation efforts.
Infrastructure should not hinder innovative efforts
An organisation’s infrastructure ultimately becomes the heart of the business, as it circulates the principles of accessibility, knowledge and innovation within its DNA. In order to strategically deliver business goals, Channel partners ought to ensure that brave steps towards innovation are taken instrumentally, by constructing strong rapports within an organisation and building capabilities internally. Establishing core competencies from the bottom-up will not only help deliver revenue streams but also offers the potential in curating another layer of resilience through competitive differentiation.
Building resilience
Resilience, when implemented effectively, can be a formidable asset for Channel partners. When upheld by an agile infrastructure that does not hinder innovative efforts, Channel partners, CEOs and employees from the bottom-up need to understand that resilience and bravery become the backbone of the organisation. This ethos becomes formulaic for collaboration, where Channel partners communicate and cooperate effectively, which will ultimately help businesses become successful channel players within the industry.
This can be achieved by implementing the correct strategies and motivation to help balance productivity and flexibility in the workplace. Motivating teams with adequate resilience training, inspiring creativity and embracing a tangible set of capabilities and behaviours will naturally embed agility and resilience into the organisation’s culture. This will ultimately alter its response to change and ensure the company is prepared for digital transformation moving forward.
To conclude, the formula for success not only relies on the position of a Channel partner within the industry but how they mobilise themselves through resilience and bravery, as change is inevitable. Training team members to collaborate and effectively communicate not only makes the workplace culture more resilient, but it ensures capabilities are internally instrumentalised. Adaptability can only be achieved from the bottom-up, and as the Technology Channel begins to gear away from unprecedented changes, Channel leaders ought to ensure they prime into such unknowns by adopting a ‘dare to be brave’ resilient mindset.
About the Author
Richard Eglon is Chief Marketing Officer at Agilitas. Agilitas IT Solutions provide flexible and scalable inventory solutions and value added technical services that integrate seamlessly into critical service support delivery programmes. Specifically developed for customers supporting business critical hardware our solutions equip customers with control over inventory expenditure, optimised spare parts availability, and enhance the ability to consistently deliver high performance against SLAs.
