Becky, please provide a brief overview of your role and expertise within Orium, particularly in assisting commerce and retail brands with their digital transformation journey?

I’m the VP Digital Programs at Orium, which means I’m the executive sponsor for all projects and programs that fall within this line of business. The duties of an executive sponsor on a project or program at Orium involve providing strategic guidance, oversight, and support throughout the project lifecycle, with specific internal and external duties. Here are some key responsibilities of an executive sponsor in this context:

l Program / customer alignment

l Leadership and support to clients, teams and internal stakeholders

l Strategic decision making

l Stakeholder management in programs

Risk management in programs

Could you elaborate on the key insights from the “Get MACH Ready” report regarding the importance of understanding the motives behind transitioning to MACH?

Making a move to a new tech stack — and especially to a new approach to how you architect and manage your tech stack — requires complete organizational buy-in. As with any investment, it’s not to be taken lightly. It will change not just the technology, but the ways in which teams are structured and how your organization operates, what skills your team members need and how you think about and approach challenges. Because of that, it is imperative that everyone is bought into the initiative from the start. And to secure that buy-in, you need to be aligned on why this matters.

How will making a move to MACH improve the function of the organization? How will it help teams in their day to day work? What impact will it have on helping everyone meet the strategic goals of the company? Understanding what you’re aiming towards is crucial. It’s often referred to as the “North Star”— that future-state of org-level functionality that means you are able to achieve what you want, how you want, when you want it.

How essential is it for organizations to garner support from all impacted departments before involving the C-suite in the decision-making process, as outlined in the report?

Gaining universal buy-in, especially when people are entrenched in the status quo, can be really challenging. By digging into the challenges of each department and helping them understand how a move to a MACH-based composable architecture can positively affect their day-to-day work and help them achieve what they need to, you can start to build a groundswell of support. The C-Suite, especially the CEO and CFO, are going to be extremely motivated by results that can drive revenue or decrease costs. When you connect directly with impacted departments, you can present real data about what to expect from the improvements that come with MACH.

To Know More, Read Full Interview @ https://ai-techpark.com/aitech-interview-with-becky-parisotto/ 

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