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Technology Congestion is a not a recent phenomenon but the urgency around Digital Innovation and Digital Transformation has brought it front and center. Technology Congestion is a point in the Digital Journey where multiple technology initiatives, executed in parallel become entangled with each in a state where none of the initiatives, hampered by inter dependencies, prioritization, and cost, is able to complete, make progress and deliver business value. Modern Experiences Require Multiple Technologies Building a consumer driven, customer centric experience that truly delights and moves business KPIs requires several technologies to come together in almost a magical experience. This means that not on boarding and deploying multiple technologies is not an option or possibility. Enterprises have to build competencies in multiple technologies (and they have multiple strategic options to do so) and this can be a daunting task. Managing Technology Dependencies Often, an app-centric methodology requires a complete focus on the user and customer's experience. Delivering that experience can requires technologies that leverage each other or are inter-dependent on each other. Inter-dependencies can be sequential i.e. Technology A is required to be installed and operational before Technology B can be initialized. Inter-dependencies can also be matrixed i.e. a service X might require service Y to be complete and Service Y requires Technology B. Inter-dependencies can also be circular where System M feeds information into System N and System N, in turn, provides feedback to enable System M to iterate and improve. Innovation To A Screeching Halt Technology congestion can stall innovation. Sorting out dependencies can delay innovation and new product development and cause the enterprise to become anti-app-centric. The net impact is lost time and energy in technology installation and deployment with less than ideal focus and attention on customer value and user experience.

When running any sort of physical production based business, you will often have stock on hand. Instead of only stocking for a short time, there will be a "backup" supply of products that can be called upon as demand changes. This is known as "just in case" manufacturing and is highly common in most industries. However, several decades ago, the rise of lean business gave way to the concept of "just in time" manufacturing. In a just in time, or JIT, system, products are made as they are demanded and there is little to (ideally) no back-stock at any time. Why go lean? The idea behind JIT manufacturing is that one can eliminate several kinds of waste by taking away the need to keep inventory of excess stock. From now on, equate "stock" to "excess stock" or the concept of having too much on hand, because in a JIT environment "stock" doesn't really exist outside of individual orders. When you don't have to keep inventory, employees free up their time for other projects and tasks. Also, you have less paperwork to manage, and can focus on other things, like workplace safety, new profitability angles and marketing strategies, etc. Another reason to go to a JIT model is that you increase accountability of management. Because you have no inventory to fall back on in a JIT situation, inventory cannot be used as a crutch to make up for other problems. Slow, inefficient production is often masked by a stockpile of inventory, making it harder to realize certain areas of production may need improvement - these may include machine functionality, worker habits, reliability, and inadequate space management. Another huge place you save by adopting this method is in transportation. Materials do not need to be stocked at various sites and you need to do much less transporting. You will eliminate time wasted in transit when there is traffic or road congestion, and you'll even be more environmentally friendly by reducing fuel burned for shipping purposes

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