The sponsorship management platforms are designed to facilitate and optimize the sponsorship process, enhancing collaboration and maximizing ROI for both brands (organizations) and brand representatives. It serves as a centralized hub for initiating, managing, and analyzing sponsorship agreements, enabling brands to strategically select and partner with representatives who align with their marketing goals. For brand representatives, including content creators, ambassadors etc., it offers tools to find relevant sponsorship opportunities and manage contracts ensuring transparency and efficiency in partnerships. This platform streamlines the entire sponsorship process, from discovery and negotiation to fulfilment and impact assessment.

Sponsorship Management Platforms

3D Print Service Bureaus

3D Printing Workflow Software

4G and 5G Private Mobile Network Services

4PLs

5G Enterprise Data Services

5G Network Infrastructure for Communications Service Providers (Transitioning to CSP 5G Core Network Infrastructure Solutions ; CSP 5G RAN Infrastructure Solutions)

A/B Testing Tools

AI Avatars

AI Code Assistants

AI Offerings in CSP Network Operations

AI and Data and Analytics (D&A) Service Providers

AI in CSP Customer and Business Operations

AI-Augmented Software-Testing Tools

AI-Enabled Interview Intelligence

AI-Enabled Translation Services

AIOps Platforms

API Management

API Protection

Absence Management Software

Access Management

Account-Based Marketing Platforms

Account-Planning Tools

Accounting Practice Management Software (APMS)

Accounts Payable (AP) Recovery Audit Services

Accounts Payable Invoice Automation Solutions (Transitioning to Accounts Payable Applications)

Active Metadata Management

Ad Tech Platforms

Ad Verification Tools

Adaptive Project Management and Reporting

Advanced Analytics Service Providers for Marketing

Advanced Contract Analytics

Advanced Distribution Management Systems

Affiliate Marketing Platforms

Alternative Legal Service Providers (ALSPs)

Analytics Query Accelerators

Analytics and Business Intelligence Platforms

Analytics and Decision Intelligence Platforms in Supply Chain

Anti Money Laundering (AML) Software

Applicant Tracking Systems (ATS) (Transitioning to 'Talent Acquisition (Recruiting) Suites')

Application Composition Platform

Application Crowdtesting Services

Application Delivery Controllers

Application Development Life Cycle Management

Application Integration Platforms

Application Platforms

Application Portfolio Management Tools

Application Security Posture Management (ASPM) Tools

Application Security Testing

Application Testing Services, Worldwide

Artificial Intelligence Applications in IT Service Management

Asset Investment Planning Solutions for Energy and Utilities

Asset Leasing Software

Asset Performance Management Software

Audience Intelligence Platforms

Audit Management Solutions

Augmented Analytics

Augmented Data Quality Solutions

Augmented Reality Development Software

B2B Customer Community Platforms

B2B Gateway Software

B2B Marketing Automation Platforms

B2B Profit Optimization Software

BPM-Platform-Based Case Management Frameworks

Background Check Software

Backup as a Service

Balance Sheet Management Software

Banking Payment Hub Platforms

Bankruptcy Software

Barcode Software

Benchmarking Services for Transportation Rates and Logistics Performance

Benefits Management Software

Blockchain Advertising Platforms

Blockchain Consulting and Proof-of-Concept Development Services

Blockchain Platforms

Blockchain as a Service

Brand Advocacy Services

Brand Compliance Software

Brand Protection Software

Brand Strategy Agencies

Breach and Attack Simulation (BAS) Tools

Business Continuity Management Program Solutions

Business Process Automation Tools

Business Process Management Platforms

Business Valuation Software

Business-Outcome-Driven Enterprise Architecture Consulting

CPS Protection Platforms

CRM Customer Engagement Center

CRM and Customer Experience Implementation Services

CRM in Life Sciences

CSP 5G Core Network Infrastructure Solutions

CSP 5G RAN Infrastructure Solutions

CSP Customer Management and Experience Solutions

CSP Revenue Management and Monetization Solutions

CSP Service Design and Orchestration Solutions

CSP Service and Network Assurance Solutions

Candidate Relationship Management (CRM) Software

Capital Investment Management Software

Carbon Accounting and Management Software

Carbon Offset Platforms

Cash Flow Management Software

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The pace of the business requests outpace our ability for us to keep up with the demand utilizing newer technologies.   We lack resources that are able to deliver solutions within the expectations of the business.    We then resort back to modifying the legacy platforms and continue to extend the technical debt.  At some point we have to draw a line in the sand and commit to the digital transformation with budget, resources, and support from the executive team.

Sponsership from management, building the right set of goals and objectives, and start buttom up with tasks that can show value in short amount of time and resources

Cost, change management, lots of small businesses do not see the value so is hard to them to make it happen. Training and lack of time to upagte knowledge is also impacting this acceleration.

Tops down sponsorship is key, as is having a team who know how to think differently.   Can’t get stalled by people saying “we used to do it this way”

Resistance to change, not receiving proper support from top management, budget limitations and not having the necessary skillset.

In my view, the number one roadblock is unclear framing or clarity of the problem we are trying to solve through digital transformation. Number two is the incorrect selection of metrics. As opposed to clear outcome metrics, we sometimes end up choosing input metrics. Number three is stakeholder's management

Lost of potential roadblocks exist, lack of board or executive support, a poor vision, lack of digital talent, lack of funding, poor strategy and prioritisation, poor change management, inability to execute

Not being a primary focus and poorly defined objectives are two main blockers.  Others may be a lack of executive management support and the proper amount of funding.

Inadequate budget, poor speed of change across leadership and organisation, not thought through change management and inclusion, inefficient processes, product limitations and debt.

Organisation lacking in IT stratregy. IT dept not aligned with organisation busniess strategy. Organisation it self lacks in thier strategic busniess goals. Managment still thinks IT services as cost to the company not a business enabler services. Sr. Management relactant to take IT as business enablers. 
All above mentioend points are directly due to resistance to accept change, lack of buy-in and support from Sr. management. Awareness amoung Sr. Management level on digital transformation.
Budget is the ultimate tool to accelarate all such initiatives.

Bureaucracy, lack of C suite support, and technical know-how are some of the roadblocks but there are a whole lot of other factors. 

What are the roadblocks to achieving digital business acceleration?

An enterprise architecture (EA) is a conceptual framework that specifies how enterprises should be structured and run. Determine how an organization can successfully accomplish its present and future goals by using enterprise architecture. 


The creation of a map or blueprint of an organization's operations may be one of the key objectives of enterprise architecture. Enterprise architecture will assist various departments in a company in comprehending the larger business model and articulating difficulties and potential hazards. As a result, enterprise architecture is crucial in integrating and harmonizing departmental activities within a business. The process of enterprise architecture entails analyzing, planning, designing, and ultimately implementing research on an enterprise. Since enterprise architectural concepts vary, each organization's version won't be exactly the same. The way an organization's various departments interpret EA may also vary. For instance, enterprise architectural plans are viewed in terms of the infrastructure, application, and management components that are under the authority of programmers and other technical IT specialists. Enterprise architects are still in charge of carrying out business structure analysis, nevertheless.

Ensure that EA is not just an IT function, needs complete business support and sponsorship, as mentioned by GW below.


Typical steps are creating a charter/framework that EA will operate within, followed by: 
1 - Capture current state, which generally uncovers duplicate systems or legacy technology that is no longer supported
2 - Proposed future state - ultimate state that business and IT would like to move toward
3 - Roadmap on how to get from current state to future state, generally has multiple steps to get there.

EA is the best place for policing and assessing the new additions to your enterprise architectural structure. Such as, EA can act as one stop to go for approvals for new application architecture or platforms. You can minimise the risk and provide a secure, sustainable and consistent architecture structure

In order to execute on your I&amp;T Strategy you need to have a target architecture in place. Both a target operating model and an application architecture. The biggest value I have found with an EA capability is the ability to create this target architecture and not only the technical layer (application/infrastructure/data) but also the business layer. The key is the EA was vital in generating the target architecture for where the business needed to get to in order to be successful. This was their mission. This ensured the EA didn't get carried away with lots and lots of EA for EA sake. Their purpose was clear - understand our end state so that we can look at gap between here and there and agree on a roadmap of initiatives. It's worth also noting that the EA needs to be agile. They need to be innovative and understand the changing landscape both from an opportunity point of view (business context) and art of the possible point of view (technical advances and new platforms).

Management buy-in is most important to have EA in place under the standard security framework.

I will develop a business case explaining that by implementing an EA strategy, the organization will stay on top of industry trends, emerging technologies and will be prepared for any disruptions by using sound architectural principles and practices.

EA will help the organization formalized and structure IT projects and policies to achieve desired business results, and to stay resilient and maintain a competitive advantage as the business and technological environments change. 

Emphasize that the EA strategy helps the entire business and not just IT, to ensure the business is aligned with digital transformation strategies and technological growth, which focuses on bringing legacy processes and applications together to form a more seamless environment that will ensure information between business and technology flow together.

We are starting our first Enterprise Architecture practice.  What would those that have EA in place, or have recently launched EA, found to be the most beneficial EA services you provide to help sell EA to the enterprise and gain support?

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My experience is about in working with  configurations, creation of policy, deployment the policy sets for the users. 

Elavato is a comprehensive tool that enables me to collect applications with ease, empower evaluation and pick the worthiest winners for all of my programs

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