The Silicon Review
Companies in the digital age are looking for ways to continue to drive innovation while balancing those innovations’ side effects. The challenge might not seem unique because every company out there is dealing with the same tension. The only difference is the new variables that are achieved to mix both digital and physical worlds together. The global information technology segment is all set to reach new heights, and the growth of new technologies is powering the waves of innovation builds. Digital technologies have risen to such prominence that it has become a critical determinant of economic growth, international competitiveness, and national security. One of the overlooked factors in IT is “going green.” For most IT people, going green means just two things: helping the environment and saving electricity. Going green is much bigger than that, and it creates a bottom line for the company.
IT is the heart of every successful business, and it is so pervasive that it has moved to center stage for many companies in their pursuit of environmentally-helpful practices. Business IT is one of the most innovative business groups, specializing in high-tech services, with a presence in several Latin American countries. The company has a team of more than 130 first-rate professionals for the execution of your projects. Business IT was founded in 2009, and it is based in Ecuador. Green IT enables organizations to reduce their operational costs, increase efficiency, and improve productivity through sustainable and environmentally friendly IT practices. These sustainable practices are based on cloud technologies, Business IT is one of the main providers in Latin America of the most secure public cloud in the world: Microsoft Azure.
In conversation with Boris Arciniegas, Founder and CEO of Business IT
Q. Explain your strategy in brief. How this Strategy has taken the company ahead and made it a market leader?
The Strategy has several edges that have led Business IT to be a leader in the IT segment:
The first is our ability to change faster than our competition. Charles Darwin summarizes this ability in one sentence: “It is not the strongest of the species that survives, nor is it the smartest that survives. It is the one that adapts the fastest to change”.
The second quality is to analyze the best practices of the most successful companies in the world: Google, Amazon, Tesla, Microsoft, etc. After we analyze these practices, we adapt them to our reality and then quickly implement them as new processes. For Example, we use the same Google system to manage the company’s objectives, called OKRs.
The third quality is what we call interfaces. It is to create bridges between internal and external. We have a large number of algorithms and automated workflows that allow you to bring all the external information flow to the right internal people in a timely manner. This allows us to scale rapidly with minimal resources.
Q. Many organizations risk complacency once their current product offerings have reached success. They deny investing further. Do you think such move can hinder the pace of innovation?
Yeah, that’s right. Complacency is one of the worst enemies of innovation. The important thing is not to innovate a day, a week, or a month; innovation must be part of the company culture. Everyone internally must understand that being # 1 is only sustainable over time if we constantly keep creating disruptive solutions. A phrase that summarizes this way of living culture would be: the only competitive advantage over time is the ability to innovate faster than your competition.
Q. Even the most competent of organizations tend to face market competition. What are the strategies employed by you to thwart this competition, and what according to you are the company’s key differentiating factors?
There are several strategies to get ahead of the competition. First, to move and change faster than our competition. Second, to have the competition close, that is, we are constantly monitoring them to determine changes in their portfolio, new competitive advantages they are taking out, key personnel they are incorporating, etc. Third, and mainly, use “EXPERIMENTATION” a lot, that is, we can have several ideas on how to optimize ourselves internally, but we need to test the hypotheses and constantly experiment with controlled risks. Traditional organizations try to scale in efficiency and predictability, creating static (controlled growth) environments with the belief that they will reduce risks.
Q. What is your advice to the future entrepreneurs who want to make it big in the market?
Entrepreneurship is not an easy task and is not for everyone. In Latin America there is a high rate of entrepreneurship but also the failure rate is higher than other regions such as Asia-Pacific or North America. Therefore, my main advice would be to undertake at the right time, when they have met a series of requirements:
Q. Do you have any new services ready to be launched?
Before the pandemic, every three months, we updated our portfolio with new services. Currently, we can do it every three weeks. This means reorienting the company in all its areas towards a new direction; now more than ever, the plan must have constant adjustments because we are living in an environment of high uncertainty. For example, these days we are launching a whole new Cybersecurity offer implemented on world-class platforms such as Microsoft Azure and Microsoft 365 that provide full integration with many Systems, providing information security, agility and global coverage to organizations.
Meet the leader behind the success of Business IT
Boris Arciniegas is the Founder and CEO of Business IT. He is a Leader who seeks the personal and professional growth of people within the organization. He planned to build from day 0 an organization that generates a positive impact on the environment and society, not just financial profitability.