Wolf&Grayson EditorialMost companies jump on technology trends without thinking through the basics first. They see AI, blockchain, or the latest digital tool making headlines and rush to adopt it. Shyam Nagarajan, who leads operational strategy at Hedera, has watched this pattern repeat itself countless times across organizations of all sizes. “I’ve always found that technology is an enabler for business transformation,” he explains. But here’s the thing – he’s not talking about transformation for transformation’s sake. He means real, measurable change that actually moves the needle for businesses.
Starting With the Right Questions
Shyam’s background spans early-stage companies, IBM, and now Hedera, giving him a front-row seat to how different organizations approach technology adoption. What he’s learned is that the context matters more than the technology itself. “Early startups are always finding that product market fit and the ability to scale. Large corporations are seeking to break away from the pack and looking at how to differentiate themselves from their competition,” he notes. During tough economic times, it becomes about cost cutting. Each situation calls for different technological approaches. The problem is that most organizations skip this context step entirely. They see what competitors are doing or read about emerging technologies and think they need to act fast. Shyam takes the opposite view. “Technology is not just for its own sake, but for business transformation.”
The Three-Step Framework
When it comes to practical steps leaders can take, Shyam keeps it simple:
- “Step one, get your strategy and goals right.” This might sound obvious, but it’s where most implementations go wrong. Companies often start with the technology and work backwards to find a use case.
- “Step two, explore technology enablers as well as differentiators that you can apply to operationalize the strategy.” Notice he says “explore” – not “implement immediately.” This is about understanding what’s available and how it might fit your specific needs.
- “Step three would be to execute, course correct and adapt.” The key word here is adapt. Too many organizations treat technology implementation as a one-time project instead of an ongoing process that needs adjustments.
Preventing Costly Technology Mistakes
Shyam has seen plenty of companies get burned by adopting trendy technologies without clear business cases. “I would always start with an outcome in mind and a clear ROI before employing the technology within the organization,” he says. This doesn’t mean avoiding innovation. “I think exploring and experimenting with new technologies is absolutely required so the organization understands what it is and what it enables.” But there’s a difference between experimenting and committing significant resources.
When evaluating new technologies, Shyam looks for three things: maturity of the technology, expected ROI with proof it can be achieved, and organizational capability to implement it properly. “I would be very wary of emerging technologies to solve existing problems,” he warns. The cost issue is particularly important. “Your cost of long-term adoption always beats the short-term gain,” Shyam explains. A technology might give you a competitive edge initially, but if maintenance costs spiral out of control, you’ve created a new problem instead of solving the original one.
Exploring Practical Technology Applications
Shyam’s work at Hedera focuses on blockchain technology, specifically how it can improve operational efficiency in multi-party business environments. “Blockchain is about bringing trust, especially in a multi-party business environment,” he explains. Since most businesses work with other businesses, this applies broadly. But he doesn’t position blockchain as a cure-all. Instead, he sees it as one tool among many – including AI, cloud computing, and business process improvements – that can work together to create competitive advantages.
Looking ahead, he believes decentralized technologies will play a bigger role in operational resilience. “The future of operational resilience is better enabled by decentralized technology,” he predicts. Through his work at Hedera, he’s helping enterprises integrate blockchain into their supply chains, payment systems, and operational frameworks. The key is maintaining focus on practical outcomes rather than getting caught up in technological possibilities. As Shyam puts it, the choice should be “based on outcomes and value, not on what’s the shiny toy out there that we can play around with and tell the market we are being cool.” For leaders looking to successfully merge strategy with technology, the message is clear: start with your business objectives, understand your options, and execute with flexibility to adapt as you learn.
Connect with Shyam Nagarajan on LinkedIn or via email to learn more about his approach to business transformation.
