This story was first told to the British Chamber in Hong Kong in May 2016. It's about a real business that wishes to remain anonymous. It is just a short teaser that begs questions and much more discussion, but it did generate lively Q&A on the day.
Please visit the Horses & Unicorns blog: http://horsesunicorns.blogspot.co.uk/
Designing Digital Change, Synopsis Hong Kong, April 2016:
In this session Mr. Nigel Green shares his experience of preparing organisations for the Digital World. He introduces key concepts that will help open-up the discussion of the implications, risks, and opportunities, of a digital strategy. Whilst the popular definition of “Going Digital” is often focused on digital channels for Marketing purposes, Mr. Green explains why it also impacts many areas of the organisation, and explains why it is not simply the CMO’s, CDO’s, or CIO’s challenge alone. He will also share tools and techniques used in the design & execution of the transformation to a digitally enabled business. In addition, he will discuss pragmatic next steps to take, and share ideas on how to contribute to a business-wide discussion on the subject.
This session should be of interest to anyone trying to get to grips with what “Going Digital” means to their organization, and how to start planning the change:
- The components of a digitally-enabled Business Model
- The implications & risks of adopting “Bi-modal IT”
- How to design for the protection of existing core business systems whilst embracing the new
- Dealing with an unknown future, and adaptive long-range planning
- The dangers of “Big Design Up Front”, and perhaps paradoxically, why “Adaptive Design” is ever more crucial
- The business and technology architecture implications - including a perspective on the applicability of a pattern adopted by the “born digitals” (e.g. Netflix, Google, and Amazon)
- Suggested subject matter experts to track, follow-up research material, and next steps to take.
Lost in Translation: A Handbook for Information Systems in the 21st CenturyCapgemini Media
Visit the website: <a href:"http://www.lithandbook.com">http://www.lithandbook.com</a>
Do you speak “business” or “IT”? Perhaps you speak a little of both. In today’s connected world, where business and IT are fused, chances are that if you’re a business or IT executive, or someone working to transform a business, you speak a little of both.
But what if there was a “third” language? A common language that was natural for both “business” and “IT,” straightforward enough to use, yet sophisticated enough to work in today’s connected world? What if such a language only comprised a handful of words?
With such a language, the “loss in translation” between the business and IT would happen less, because both would be using the same language. With such a language, business outcomes and transformations would become much more achievable.
This book presents a new language of Information Systems for the 21st century.
A Guide to Remote Work during COVID-19 | Constellation Research by Dion Hinch...Dion Hinchcliffe
Slides from my webinar today exploring how to avoid disruption in digital employee experience and maximize effectiveness as many of us suddenly become remote workers. Covers remote work foundation, line of business apps, comms and collaboration systems, digital skills/training, and shifting to a culture of distributed work.
4 External Forces Accelerating the Smart City ModelDialexa
Smart cities may seem like a novel idea for now, but they’re becoming more of a necessity than people might think. For companies looking to capture the potential of the IoT market, it’s essential to understand the forces driving the need for smart cities as well as the trends that will give rise to new market leaders.
Urbanization trends have created a ripple effect of external forces that will affect businesses moving forward. The following 4 external forces that will create tangible opportunities for smart city innovation in the coming years.
Full write-up: https://by.dialexa.com/4-external-forces-accelerating-smart-city-model
Software is changing the way traditional business operate. People now have smartphones in their pockets - a supercomputer that is 25,000 times more powerful and the minicomputers of the 1960s. This is changing people's behaviour and how people shop and use services. The organisational structure created in the 20th century cannot survive when new digital solution are being offered. Software is changing the way traditional business operate. People now have smartphones in their pockets - a supercomputer that is 25,000 times more powerful and the minicomputers of the 1960s. This is changing people's behaviour and how people shop and use services. The organisational structure created in the 20th century cannot survive when new digital solution are being offered. The hierarchical structure of these established companies assumes high coordination cost due to human activity. But when the coordination cost drops
The organisational structure that companies in the 20th century established was based on the fact that employees needed to do all the work. The coordination cost was high due to the effort and cost of employees, housing etc. Now we have software that can do this for use and the coordination cost drops to close-to-zero. Another thing is that things become free. Consider Flickr. Anybody can sign up and use the service for free. Only a fraction of the users get pro account and pay. How can Flickr make money on that? It turns out that services like this can.
Many businesses make money by giving things away. How can that possibly work? The music business has suffered severely with digital distribution of content. Should musicians put all their songs on YouTube? What is the future business model for music?
Unleash innovation on the Customer Success PlatformPeter Coffee
It's not about being just an "implementation partner." What the customer wants is a transformation advisor. On an enterprise cloud platform, the tech is part of the service -- which makes more time for more interesting things.
Peter Coffee (VP Platform Research at salesforce.com) keynote on harnessing disruption in Mobile, Social, and Big Data technologies using cloud services and predictive tools
Designing Digital Change, Synopsis Hong Kong, April 2016:
In this session Mr. Nigel Green shares his experience of preparing organisations for the Digital World. He introduces key concepts that will help open-up the discussion of the implications, risks, and opportunities, of a digital strategy. Whilst the popular definition of “Going Digital” is often focused on digital channels for Marketing purposes, Mr. Green explains why it also impacts many areas of the organisation, and explains why it is not simply the CMO’s, CDO’s, or CIO’s challenge alone. He will also share tools and techniques used in the design & execution of the transformation to a digitally enabled business. In addition, he will discuss pragmatic next steps to take, and share ideas on how to contribute to a business-wide discussion on the subject.
This session should be of interest to anyone trying to get to grips with what “Going Digital” means to their organization, and how to start planning the change:
- The components of a digitally-enabled Business Model
- The implications & risks of adopting “Bi-modal IT”
- How to design for the protection of existing core business systems whilst embracing the new
- Dealing with an unknown future, and adaptive long-range planning
- The dangers of “Big Design Up Front”, and perhaps paradoxically, why “Adaptive Design” is ever more crucial
- The business and technology architecture implications - including a perspective on the applicability of a pattern adopted by the “born digitals” (e.g. Netflix, Google, and Amazon)
- Suggested subject matter experts to track, follow-up research material, and next steps to take.
Lost in Translation: A Handbook for Information Systems in the 21st CenturyCapgemini Media
Visit the website: <a href:"http://www.lithandbook.com">http://www.lithandbook.com</a>
Do you speak “business” or “IT”? Perhaps you speak a little of both. In today’s connected world, where business and IT are fused, chances are that if you’re a business or IT executive, or someone working to transform a business, you speak a little of both.
But what if there was a “third” language? A common language that was natural for both “business” and “IT,” straightforward enough to use, yet sophisticated enough to work in today’s connected world? What if such a language only comprised a handful of words?
With such a language, the “loss in translation” between the business and IT would happen less, because both would be using the same language. With such a language, business outcomes and transformations would become much more achievable.
This book presents a new language of Information Systems for the 21st century.
A Guide to Remote Work during COVID-19 | Constellation Research by Dion Hinch...Dion Hinchcliffe
Slides from my webinar today exploring how to avoid disruption in digital employee experience and maximize effectiveness as many of us suddenly become remote workers. Covers remote work foundation, line of business apps, comms and collaboration systems, digital skills/training, and shifting to a culture of distributed work.
4 External Forces Accelerating the Smart City ModelDialexa
Smart cities may seem like a novel idea for now, but they’re becoming more of a necessity than people might think. For companies looking to capture the potential of the IoT market, it’s essential to understand the forces driving the need for smart cities as well as the trends that will give rise to new market leaders.
Urbanization trends have created a ripple effect of external forces that will affect businesses moving forward. The following 4 external forces that will create tangible opportunities for smart city innovation in the coming years.
Full write-up: https://by.dialexa.com/4-external-forces-accelerating-smart-city-model
Software is changing the way traditional business operate. People now have smartphones in their pockets - a supercomputer that is 25,000 times more powerful and the minicomputers of the 1960s. This is changing people's behaviour and how people shop and use services. The organisational structure created in the 20th century cannot survive when new digital solution are being offered. Software is changing the way traditional business operate. People now have smartphones in their pockets - a supercomputer that is 25,000 times more powerful and the minicomputers of the 1960s. This is changing people's behaviour and how people shop and use services. The organisational structure created in the 20th century cannot survive when new digital solution are being offered. The hierarchical structure of these established companies assumes high coordination cost due to human activity. But when the coordination cost drops
The organisational structure that companies in the 20th century established was based on the fact that employees needed to do all the work. The coordination cost was high due to the effort and cost of employees, housing etc. Now we have software that can do this for use and the coordination cost drops to close-to-zero. Another thing is that things become free. Consider Flickr. Anybody can sign up and use the service for free. Only a fraction of the users get pro account and pay. How can Flickr make money on that? It turns out that services like this can.
Many businesses make money by giving things away. How can that possibly work? The music business has suffered severely with digital distribution of content. Should musicians put all their songs on YouTube? What is the future business model for music?
Unleash innovation on the Customer Success PlatformPeter Coffee
It's not about being just an "implementation partner." What the customer wants is a transformation advisor. On an enterprise cloud platform, the tech is part of the service -- which makes more time for more interesting things.
Peter Coffee (VP Platform Research at salesforce.com) keynote on harnessing disruption in Mobile, Social, and Big Data technologies using cloud services and predictive tools
Avoiding the Bimodal Disaster - New Life for Enterprise ArchitectureJason Bloomberg
As enterprises around the world struggle with their digital transformation efforts, many are finding that innovative digital teams are moving much faster than their hidebound IT organizations. Rather than struggling to convince traditional IT to get with the digital program, executives are taking advice from IT research firm Gartner, and encouraging existing IT to continue in their desultory ways.
However, many CIOs are realizing the dangers of following Gartner’s advice. The central challenge with bimodal IT is that it encourages IT management to shift their transformation efforts away from 'slow' IT to 'fast' digital efforts.
Such bimodality is a recipe for disaster, as transformation efforts must be end-to-end. If IT governance remains buried in 'slow' IT, then 'fast' digital risks compliance breaches, security vulnerabilities and worse.
To help bimodal enterprises avoid such a fate, enterprises require professionals with an end-to-end view of the organization -- experts who understand the organizational, technological, information, and process challenges that digital transformation efforts must surmount. Who better than the Enterprise Architects to lead their organizations out of the bimodal quagmire?
Certus Accelerate - A Crystal Ball for Asset Intensive Industry by Scott PetersCertus Solutions
Over the past ten years asset intensive industries have had to learn to cope with disruptive influences including industry deregulation, changing customer demographics, rapid demand growth and environmental challenges. Whilst this change has been wide spread, at its core the digital revolution is primarily driven by consumer expectations and emerging technologies. Customers, both internal and external are now demanding better, more cost effective, portable services with the ability to personalise to their own specific needs.
¿Cómo definir el roadmap de transformación digital? En Paradigma llevamos más de 20 años ayudando a grandes compañías en su camino hacia la digitalización.
Ponencia de Pedro Moneo, Founder and CEO de Opinno, en el IV Congreso Internacional sobre Experiencia de Cliente celebrado el 3 de octubre de 2017 en Madrid,
Gemma Vallet y Óscar Dorda en el IV Congreso DECAsociación DEC
Ponencia de Gemma Vallet, Innovation Director at PHD Media, y Óscar Dorda, CEO at PHD Media, en el IV Congreso Internacional sobre Experiencia de Cliente celebrado el 3 de octubre de 201 en Madrid.
DevOps is not enough - Embedding DevOps in a broader contextUwe Friedrichsen
As the subtitle says, this talk tries to embed DevOps in a broader context. Therefore first briefly is sketched, how the state of IT is perceived by many people in IT. Additionally, DevOps is briefly defined by explaining the three ways as they were described in the book "The Phoenix Project".
After this short introduction the claim of the title is picked up: "Why is DevOps not enough?". In order to explain this claim, the history of economic markets and of IT are briefly explained. The bottomline is that almost all markets supported by IT have drastically changed in the years since IT became relevant for companies. Additionally, IT itself has changed dramatically in this period of time. Therefore, most of the common knowledge and best practices, we stick to in IT became counter-productive meanwhile because they solve a completely different problem, i.e., the problems of the times when the markets and IT itself were totally different.
The conclusion from the short examination of history is that we basically have to re-think IT as a whole, which is discussed briefly in the next section of the talk. This section first has a look at the new drivers that inflict change on IT. Then it derives the new goals of IT and shows some of the building blocks.
Having this new idea of IT at hand, the role of DevOps in it is finally considered. Starting with DevOps and its continuous pursuit of shortening cycle times in order to optimize outcome, DevOps can be used to drive the change of IT. This is exemplarily shown by starting with DevOps and then see, which question arise from that and what solutions it leads to. In the end of the example, many of the building blocks of the new IT are in place - just by starting with DevOps and continuously improving.
This is a very dense talk covering a lot of ground in order to lead to the final observation that DevOps can (and should) be used to drive the required change of IT and many detail have been left out. Also the voice track is missing of course, but I still hope that it provides you with some useful information.
What is digital transformation? An introduction to reflect uponJoël Krapf
What is digital transformation? This short presentation below is intended to help all those who have not been occupied with digital transformation intensively. First of all, the keyword "Industry 4.0" is introduced, which for many people is synonymous with digital transformation. Afterwards, a emerging technology is presented on each slide in a few sentences and explained with a short YouTube clip. Since the digital transformation does not only include this technological change, but also what we make of the technology, the presentation concludes with questions of reflection. The reader can pose those questions individually or in a group to promote his or her own digital transformation.
Certus Accelerate - User Centred Everything by Sam WilliamsCertus Solutions
Designing business success - Sam Williams
External and internal, customers are becoming far more discerning and now expect to have rich information at their fingertips, immersive mobile interactions with your brand and personalised digital experiences that are tuned specifically to their needs. Combining a deep data analytics capability with User Experience Design can deliver a truly immersive and personalised experience that will delight your customers and deliver lasting competitive advantage to your business.
Digital transformation for the next decadeSudipta Lahiri
In this talk, I cover the Digital Transformation trends that we will see in the next decade in the context of the changes that we can expect to see in the environment around us. We then talk about how do organizations need to prepare to be able to take advantage of these trends.
Future Tech: How should enterprise avoid the 'success trap' of the next big t...Livingstone Advisory
The rate of business and societal change fuelled by innovative, emerging and disruptive information technologies is well known, with impacts being felt in almost every facet of life. The forces driving the evolution and adoption of such technologies are complex, diverse and not always well understood. How can organisations predict the consequences of future tech? How should they fortify against the chaos of change while taking advantage of innovation?
This public lecture provides a concise perspective on the implications of emerging technologies and offers practical insights on how many enterprises and individuals survive, and also thrive, in a world of rapid technology-induced change.
Building a Business Case for Innovation: Project Considerations for Cloud, Mo...Fred Isbell
Breakout Session from the 2015 TSIA Technology Service World event in Las Vegas attended by 1,500+ service & support professionals. Provided insight into:
1.) The next wave of innovative technology and business solutions
2.) Key insights from industry influencers and experts to assist in building a business case
3.) Case studies from SAP projects & customers showcasing the results, business impact, and best practices to managing next-generation projects and solutions
The survival kit for your digital transformationrun_frictionless
To go digital, you need an IT organization, an enterprise architecture, IT processes, and tools that allow for new projects to go live tomorrow instead of next week. The ability to do this will give you a competitive advantage and it will also reduce costs. But how do you get there? This white paper will get you there.
https://runfrictionless.com/b2b-white-paper-service/
Avoiding the Bimodal Disaster - New Life for Enterprise ArchitectureJason Bloomberg
As enterprises around the world struggle with their digital transformation efforts, many are finding that innovative digital teams are moving much faster than their hidebound IT organizations. Rather than struggling to convince traditional IT to get with the digital program, executives are taking advice from IT research firm Gartner, and encouraging existing IT to continue in their desultory ways.
However, many CIOs are realizing the dangers of following Gartner’s advice. The central challenge with bimodal IT is that it encourages IT management to shift their transformation efforts away from 'slow' IT to 'fast' digital efforts.
Such bimodality is a recipe for disaster, as transformation efforts must be end-to-end. If IT governance remains buried in 'slow' IT, then 'fast' digital risks compliance breaches, security vulnerabilities and worse.
To help bimodal enterprises avoid such a fate, enterprises require professionals with an end-to-end view of the organization -- experts who understand the organizational, technological, information, and process challenges that digital transformation efforts must surmount. Who better than the Enterprise Architects to lead their organizations out of the bimodal quagmire?
Certus Accelerate - A Crystal Ball for Asset Intensive Industry by Scott PetersCertus Solutions
Over the past ten years asset intensive industries have had to learn to cope with disruptive influences including industry deregulation, changing customer demographics, rapid demand growth and environmental challenges. Whilst this change has been wide spread, at its core the digital revolution is primarily driven by consumer expectations and emerging technologies. Customers, both internal and external are now demanding better, more cost effective, portable services with the ability to personalise to their own specific needs.
¿Cómo definir el roadmap de transformación digital? En Paradigma llevamos más de 20 años ayudando a grandes compañías en su camino hacia la digitalización.
Ponencia de Pedro Moneo, Founder and CEO de Opinno, en el IV Congreso Internacional sobre Experiencia de Cliente celebrado el 3 de octubre de 2017 en Madrid,
Gemma Vallet y Óscar Dorda en el IV Congreso DECAsociación DEC
Ponencia de Gemma Vallet, Innovation Director at PHD Media, y Óscar Dorda, CEO at PHD Media, en el IV Congreso Internacional sobre Experiencia de Cliente celebrado el 3 de octubre de 201 en Madrid.
DevOps is not enough - Embedding DevOps in a broader contextUwe Friedrichsen
As the subtitle says, this talk tries to embed DevOps in a broader context. Therefore first briefly is sketched, how the state of IT is perceived by many people in IT. Additionally, DevOps is briefly defined by explaining the three ways as they were described in the book "The Phoenix Project".
After this short introduction the claim of the title is picked up: "Why is DevOps not enough?". In order to explain this claim, the history of economic markets and of IT are briefly explained. The bottomline is that almost all markets supported by IT have drastically changed in the years since IT became relevant for companies. Additionally, IT itself has changed dramatically in this period of time. Therefore, most of the common knowledge and best practices, we stick to in IT became counter-productive meanwhile because they solve a completely different problem, i.e., the problems of the times when the markets and IT itself were totally different.
The conclusion from the short examination of history is that we basically have to re-think IT as a whole, which is discussed briefly in the next section of the talk. This section first has a look at the new drivers that inflict change on IT. Then it derives the new goals of IT and shows some of the building blocks.
Having this new idea of IT at hand, the role of DevOps in it is finally considered. Starting with DevOps and its continuous pursuit of shortening cycle times in order to optimize outcome, DevOps can be used to drive the change of IT. This is exemplarily shown by starting with DevOps and then see, which question arise from that and what solutions it leads to. In the end of the example, many of the building blocks of the new IT are in place - just by starting with DevOps and continuously improving.
This is a very dense talk covering a lot of ground in order to lead to the final observation that DevOps can (and should) be used to drive the required change of IT and many detail have been left out. Also the voice track is missing of course, but I still hope that it provides you with some useful information.
What is digital transformation? An introduction to reflect uponJoël Krapf
What is digital transformation? This short presentation below is intended to help all those who have not been occupied with digital transformation intensively. First of all, the keyword "Industry 4.0" is introduced, which for many people is synonymous with digital transformation. Afterwards, a emerging technology is presented on each slide in a few sentences and explained with a short YouTube clip. Since the digital transformation does not only include this technological change, but also what we make of the technology, the presentation concludes with questions of reflection. The reader can pose those questions individually or in a group to promote his or her own digital transformation.
Certus Accelerate - User Centred Everything by Sam WilliamsCertus Solutions
Designing business success - Sam Williams
External and internal, customers are becoming far more discerning and now expect to have rich information at their fingertips, immersive mobile interactions with your brand and personalised digital experiences that are tuned specifically to their needs. Combining a deep data analytics capability with User Experience Design can deliver a truly immersive and personalised experience that will delight your customers and deliver lasting competitive advantage to your business.
Digital transformation for the next decadeSudipta Lahiri
In this talk, I cover the Digital Transformation trends that we will see in the next decade in the context of the changes that we can expect to see in the environment around us. We then talk about how do organizations need to prepare to be able to take advantage of these trends.
Future Tech: How should enterprise avoid the 'success trap' of the next big t...Livingstone Advisory
The rate of business and societal change fuelled by innovative, emerging and disruptive information technologies is well known, with impacts being felt in almost every facet of life. The forces driving the evolution and adoption of such technologies are complex, diverse and not always well understood. How can organisations predict the consequences of future tech? How should they fortify against the chaos of change while taking advantage of innovation?
This public lecture provides a concise perspective on the implications of emerging technologies and offers practical insights on how many enterprises and individuals survive, and also thrive, in a world of rapid technology-induced change.
Building a Business Case for Innovation: Project Considerations for Cloud, Mo...Fred Isbell
Breakout Session from the 2015 TSIA Technology Service World event in Las Vegas attended by 1,500+ service & support professionals. Provided insight into:
1.) The next wave of innovative technology and business solutions
2.) Key insights from industry influencers and experts to assist in building a business case
3.) Case studies from SAP projects & customers showcasing the results, business impact, and best practices to managing next-generation projects and solutions
The survival kit for your digital transformationrun_frictionless
To go digital, you need an IT organization, an enterprise architecture, IT processes, and tools that allow for new projects to go live tomorrow instead of next week. The ability to do this will give you a competitive advantage and it will also reduce costs. But how do you get there? This white paper will get you there.
https://runfrictionless.com/b2b-white-paper-service/
Digital disruption is a top-of-mind issue in the C-suites of every industry. Senior executives of traditional firms are looking over their shoulders and wondering if they are in the crosshairs of a digital insurgent.
ITCamp 2019 - Andy Cross - Business Outcomes from AIITCamp
Andy Cross, Director of Elastacloud, Microsoft Regional Director, Azure MVP and all round good guy, gives a session on how to successfully build or transform a business using AI technologies.
Over the last years, Elastacloud have delivered analytics projects to a variety of customers. The greatest challenges around AI are both technical and organisational. The existing landscape of process and strategy doesn't solve these challenges in combination, and the gap between causes friction and the failure of AI projects.
When modelling the outcome of actions that were informed by AI, possibly enacted by AI, the standard risk modelling approaches need to be transformed to include a factor that can change over time to represent the effectiveness of the AI solutions. Given that we should accept errors as part of the AI solution, and that errors are reinforcing of better future decisions, we need to project risk as a decreasing vector over time.
Blockchain, IoT and AI are foundational to the Fourth Industrial Revolution -...David Terrar
This is my keynote session at Channel Live on 12 September 2019. It covers Blockchain explaining what it is and isn’t. I cover why it is so transformational relevant for any Business Model. I go through real world case studies, not just proof of concepts.
I touch on what implementations and frameworks exist and should be considered? I then talk about what the future look like?
Blockchain is significant and business systems will evolve because of it. I move on to IoT (M2M), Industry 4.0 and why are they important. I explain the underlying factors and what the opportunity is for a reseller. I go on to demystify AI. What is it and why should you be interested now? Lastly I talk through why you should you factor blockchain, IoT and AI into your plans.
Agile Network India | Industry 4.0 - Digital Agility Vade Mecum | Atul JadhavAgileNetwork
Session Title: Industry 4.0 - Digital Agility Vade Mecum
Session Overview: Enterprises across the globe are struggling to leverage digital agility, the latest technologies and a plethora of options lead to an unconnected cognitive state.
Priority struggle between innovation vs safeguarding the current business. The traditional way of management to sacrifice hundreds of game-changing ideas in fear of one bad idea as the cost of failure is huge.
This session will not only highlight the challenges of implementing digital agility in the traditional business environment but we will also learn as technologists how we can help and enable these businesses to adopt the digital agility while balancing the PH Value between innovation & minimizing the risk of disrupting current running business.
Takeaways:
1. Industry 4.0 Evolution
2. Transformation Challenges
3. Data & Adoption Driven Digital Agility
4. Agility Impact - Top Line & Bottom Line
5. Vade Mecum - Identify, Analyse, Propose, Implement, Measure.
Technology and business both have the golden touch; they just don’t change into gold whatever they touch but something more valuable than gold. They are revolutionizing each and every element of our lives. The latest technological and business achievements have triggered unexpected trends with broader impact on very human aspect. And in 2019, we expect drastic exponential changes in every possible direction. Advanced tech like AI will transform the entire industries, making way for infinite business opportunities.
In this latest edition, we will focus on such future thinking companies and their revolutionizing services that are changing the face of business sector.
The Silicon Review “Super 30 Companies of the Year 2019.” These companies are not only distinctly ahead among the peers, but are helping other companies to gain momentum along with them. The companies that are enlisted provide most innovative solutions to solve IT industry’s toughest challenges and distinguish themselves by their ability to forecast future business and technology trends. In simple words, these companies are helping the people better understand the world.
Cognizanti Journal: XaaS, Code Halos, SMAC and the Future of WorkCognizant
This issue of Cognizanti Journal focuses on successfully transitioning to the Future of Work. Article topics include "everything as a service," the emerging world of Code Halos, anytime/anyplace models of work and how to harness social, mobile, analytics and cloud technologies, or the SMAC Stack.
Today, many established companies struggle with their digital transformation efforts. Being challenged by startups as well as big techs like Amazon and Google, they understand that in order to stay competitive, they need to turn into a truly digital enterprise. Obviously, this includes process automation ambitions, which is why Camunda is often at the heart of these transformation programs.
For years I have seen many successful projects drive digital transformation, as well as many failures, and I have come to understand which fundamental mechanics any organization needs to observe when they embark on this journey.
In a hyper-connected world, the agile data center helps grow the business by delivering the right services to users in a scalable, flexible and secure.
Businesses today compete at the speed of thought. Nobody can afford to stand still; if a company isn’t looking to render its best-selling products or services obsolete, somebody else will be—and that might be a known competitor or a stealthy startup.
At their best, IT departments are at the forefront of this change, enabling agile transformations of business service delivery to employees and customers. Unfortunately, while IT strives to deliver against its capabilities, too often those capabilities may be restricted because of legacy systems.
By 2020, 50 billion devices will be connected to the internet, creating $19 trillion of economic value. in this world of digital newcomers toppling traditional giants, it’s time to disrupt or risk being disrupted
Transcript: Selling digital books in 2024: Insights from industry leaders - T...BookNet Canada
The publishing industry has been selling digital audiobooks and ebooks for over a decade and has found its groove. What’s changed? What has stayed the same? Where do we go from here? Join a group of leading sales peers from across the industry for a conversation about the lessons learned since the popularization of digital books, best practices, digital book supply chain management, and more.
Link to video recording: https://bnctechforum.ca/sessions/selling-digital-books-in-2024-insights-from-industry-leaders/
Presented by BookNet Canada on May 28, 2024, with support from the Department of Canadian Heritage.
The Art of the Pitch: WordPress Relationships and SalesLaura Byrne
Clients don’t know what they don’t know. What web solutions are right for them? How does WordPress come into the picture? How do you make sure you understand scope and timeline? What do you do if sometime changes?
All these questions and more will be explored as we talk about matching clients’ needs with what your agency offers without pulling teeth or pulling your hair out. Practical tips, and strategies for successful relationship building that leads to closing the deal.
Software Delivery At the Speed of AI: Inflectra Invests In AI-Powered QualityInflectra
In this insightful webinar, Inflectra explores how artificial intelligence (AI) is transforming software development and testing. Discover how AI-powered tools are revolutionizing every stage of the software development lifecycle (SDLC), from design and prototyping to testing, deployment, and monitoring.
Learn about:
• The Future of Testing: How AI is shifting testing towards verification, analysis, and higher-level skills, while reducing repetitive tasks.
• Test Automation: How AI-powered test case generation, optimization, and self-healing tests are making testing more efficient and effective.
• Visual Testing: Explore the emerging capabilities of AI in visual testing and how it's set to revolutionize UI verification.
• Inflectra's AI Solutions: See demonstrations of Inflectra's cutting-edge AI tools like the ChatGPT plugin and Azure Open AI platform, designed to streamline your testing process.
Whether you're a developer, tester, or QA professional, this webinar will give you valuable insights into how AI is shaping the future of software delivery.
Connector Corner: Automate dynamic content and events by pushing a buttonDianaGray10
Here is something new! In our next Connector Corner webinar, we will demonstrate how you can use a single workflow to:
Create a campaign using Mailchimp with merge tags/fields
Send an interactive Slack channel message (using buttons)
Have the message received by managers and peers along with a test email for review
But there’s more:
In a second workflow supporting the same use case, you’ll see:
Your campaign sent to target colleagues for approval
If the “Approve” button is clicked, a Jira/Zendesk ticket is created for the marketing design team
But—if the “Reject” button is pushed, colleagues will be alerted via Slack message
Join us to learn more about this new, human-in-the-loop capability, brought to you by Integration Service connectors.
And...
Speakers:
Akshay Agnihotri, Product Manager
Charlie Greenberg, Host
Builder.ai Founder Sachin Dev Duggal's Strategic Approach to Create an Innova...Ramesh Iyer
In today's fast-changing business world, Companies that adapt and embrace new ideas often need help to keep up with the competition. However, fostering a culture of innovation takes much work. It takes vision, leadership and willingness to take risks in the right proportion. Sachin Dev Duggal, co-founder of Builder.ai, has perfected the art of this balance, creating a company culture where creativity and growth are nurtured at each stage.
Generating a custom Ruby SDK for your web service or Rails API using Smithyg2nightmarescribd
Have you ever wanted a Ruby client API to communicate with your web service? Smithy is a protocol-agnostic language for defining services and SDKs. Smithy Ruby is an implementation of Smithy that generates a Ruby SDK using a Smithy model. In this talk, we will explore Smithy and Smithy Ruby to learn how to generate custom feature-rich SDKs that can communicate with any web service, such as a Rails JSON API.
Accelerate your Kubernetes clusters with Varnish CachingThijs Feryn
A presentation about the usage and availability of Varnish on Kubernetes. This talk explores the capabilities of Varnish caching and shows how to use the Varnish Helm chart to deploy it to Kubernetes.
This presentation was delivered at K8SUG Singapore. See https://feryn.eu/presentations/accelerate-your-kubernetes-clusters-with-varnish-caching-k8sug-singapore-28-2024 for more details.
GDG Cloud Southlake #33: Boule & Rebala: Effective AppSec in SDLC using Deplo...James Anderson
Effective Application Security in Software Delivery lifecycle using Deployment Firewall and DBOM
The modern software delivery process (or the CI/CD process) includes many tools, distributed teams, open-source code, and cloud platforms. Constant focus on speed to release software to market, along with the traditional slow and manual security checks has caused gaps in continuous security as an important piece in the software supply chain. Today organizations feel more susceptible to external and internal cyber threats due to the vast attack surface in their applications supply chain and the lack of end-to-end governance and risk management.
The software team must secure its software delivery process to avoid vulnerability and security breaches. This needs to be achieved with existing tool chains and without extensive rework of the delivery processes. This talk will present strategies and techniques for providing visibility into the true risk of the existing vulnerabilities, preventing the introduction of security issues in the software, resolving vulnerabilities in production environments quickly, and capturing the deployment bill of materials (DBOM).
Speakers:
Bob Boule
Robert Boule is a technology enthusiast with PASSION for technology and making things work along with a knack for helping others understand how things work. He comes with around 20 years of solution engineering experience in application security, software continuous delivery, and SaaS platforms. He is known for his dynamic presentations in CI/CD and application security integrated in software delivery lifecycle.
Gopinath Rebala
Gopinath Rebala is the CTO of OpsMx, where he has overall responsibility for the machine learning and data processing architectures for Secure Software Delivery. Gopi also has a strong connection with our customers, leading design and architecture for strategic implementations. Gopi is a frequent speaker and well-known leader in continuous delivery and integrating security into software delivery.
2. It’s hard to recognise innovation until it’s
happened…
3. “If I had asked
people what they
wanted, they
would have said
faster horses.”
The familiar doesn’t always help us
understand the new.
4. Horses & unicorns
The familiar versus the exotic.
TRADITIONAL FIRMS BORN-DIGITAL FIRMS
5. Who behaves like
unicorns?
Think & behave disruptively.
http://www.mckinsey.com/Industries/High-Tech/Our-Insights/Grow-fast-or-die-slow-Why-unicorns-are-staying-private?cid=digistrat-eml-alt-mip-mck-oth-1606
“Since 2013, an increasing number of
technology companies have achieved
“unicorn” status: valuations upward
of $1 billion in private markets.“
- McKinsey, May 2016
6. Who behaves like
unicorns?
We’ve all heard of them,
but have they been…
http://www.mckinsey.com/Industries/High-Tech/Our-Insights/Grow-fast-or-die-slow-Why-unicorns-are-staying-private?cid=digistrat-eml-alt-mip-mck-oth-1606
“Since 2013, an increasing number of
technology companies have achieved
“unicorn” status: valuations upward
of $1 billion in private markets.“
- McKinsey, May 2016
NOW PUBLICY QUOTED
BUT STILL THINK LIKE A
UNICORN.
8. Hidden in plain sight?
Unicorn’s are living among the “horses” …
and eating their lunch!
9. Is this just the tip of the iceberg?
20% World’s unicorns
are from China
https://www.cbinsights.com/research-unicorn-companies
10. “a month ago, everyone was using their UnionPay credit cards, now
everyone is just tapping their phones”
Digital disruption in
China
http://www.economist.com/news/business/21660996-chinese-online-giant-looking-new-sources-growth-clicks-bricks
12. } Agility - development processes that used to take months now take weeks.
} Efficiency - reducing the amount of infrastructure required to run a given application
by 50%.
} Resiliency - avoid a single point of failure, very limited downtime, can scale
seamlessly on demand.
} Revenue - faster iteration and less downtime add up to more revenue.
Who isn’t looking for these?
13. 2016
will be shaped by
digital transformation
with
availability, capabilities, and business needs
being the biggest related issues
IT leadership will face.
IDC Predicts…
14. • General Electric
• Hewlett Packard
• Capital One Financial Corp.
• Goldman Sachs Group Inc.
• The Guardian Media Group (UK)
• Thomas Cook PLC (UK)
• William Hill PLC (UK)
• ITV (UK)
• Nike
… and many more..
Adoption is looking like a hockey stick…
The Horses are looking
for their inner Unicorn.
15. Over half of organizations across
the US, UK, India and Israel plan
to follow the Digital-native’s “way
of working” to improve their agility
in the next 12 months, according to
new research by IDG Connect –
March 15th 2016
http://www.businesswire.com/news/home/20160315005089/en/IDG-Connect-Microservices-Firms-Battle-Monolithic-Restrictions
Who else is
adopting?
Traditional firms are adopting
the unicorn’s way-of-working
16.
17.
18. Customer Service, Revenue, Cost, Merger &
Compliance challenges.
Mr. Black
the CIO
“Reduce IT
running
Costs”
“We must keep our
Regulator happy!”
“We need your
help to
modernise our
Retail stores”
“We plan to buy
the 2nd largest
firm. Be ready for a
merger – we want
one IT solution”
“Our
customers
need one great
experience – in
store & mobile”
Mr. Black joins ACME
(early 2015)
? ?
19. A hunch he could learn from the digital
unicorns – even though he was starting from a very different point..
What Would the
Unicorns Do?
20.
21. SaaS
IaaS
DevelopersPaaS
Do Work On
Use Resources Of
Build Solutions On
Users
Developers
Broadly adopted Cloud usage.
Cloud Mode 1: Horses
Outsourced IT
Firewall
22. XaaS XaaS
XaaS
XaaS
XaaS
XaaS
XaaS
Cloud Mode 2: Unicorns
Cloud Everywhere
http://internetofthingsagenda.techtarget.com/definition/fog-computing-fogging
Private Cloud(s)Public Cloud(s)
Everything’s a Service on the Cloud ecosystem.
Firewall
24. A much bigger change than Mainframe to
Client Server.
The New Compute
Platform
25. XaaS
Services everywhere: an ecosystem of
macro and micro services.
Services, services &
more services
“I like the simple
elegance of a
Cloud Services-
Everywhere
model”
“We can be
flexible on how
we source the
services we need
– externally or
internally”
Firewall
XaaS XaaS
XaaS
XaaS
XaaS
XaaS
Private Cloud(s)Public Cloud(s)
“We should
focus first on
the business
differentiating
services…”
“…and how to
establish
foundation that
will enable the
whole services
ecosystem”
26.
27. Business Unit Leads Analysts & UX specialists & Technicians
NEW SMEsENTHUSIATIC INCUMBANTS
A small team with one shared vision.
A new way of
working
The Progranme
Director
The
Consultant
The DesignerThe CIO
NEW LEADERSHIP TEAM
28. A culture of agile experimentation.
Unicorn culture
“…cloud-oriented architecture should be prototyped and
refined by small "innovation teams" that can perform a
scouting mission to specifically trailblaze how the organization
and culture can be adapted to the new cloud-based
world of software development. These missions should not
be throwaway projects, but a high degree of risk is implied, and the
culture of "fail fast and fail often" should be the mantra”.
IDC February 2016
Business Unit Leads Analysts & UX specialists & Technicians
NEW SMEsENTHUSIATIC INCUMBANTS
The Progranme
Director
The
Consultant
The DesignerThe CIO
NEW LEADERSHIP TEAM
30. Focus on the Customer & Revenue first.
The CIO’s strategy “Reduce IT
running
Costs”
“We must keep our
Regulator happy!”
“We need your
help to
modernise our
Retail stores”
“We plan to buy the
2nd largest firm. Be
ready for a merger
– we want one IT
solution”
“Our customers
need one great
experience – in
store & online”
• IMPROVED CUSTOMER SERVICE:
• Create an Omni-Channel experience, in store or mobile.
• Establish new levels of situation awareness through near real-time
analytics and use it to improve customer insight.
• Improve the in-shop environment: happier staff = happier customers.
• IMPROVED REVENUE:
• attracting new customers & retaining old through improved interaction
at all touch-points.
• ability to respond to new demands and new routes to revenue
through micro-marketing.
31. Demonstrate route to all four business
outcomes, within the 90 Days.
The CIO’s strategy “Reduce IT
running
Costs”
“We must keep our
Regulator happy!”
“We need your
help to
modernise our
Retail stores”
“We plan to buy the
2nd largest firm. Be
ready for a merger
– we want one IT
solution”
“Our customers
need one great
experience – in
store & online”
• AVOIDED COSTS:
• License cost reduction through the replacement of databases and
middleware with Open Source Software.
• Create a platform for rapid integration post M&A.
• EXCEED REGULATORY MANDATES:
• Open-up data and create process transparency through business
event-logging leading to exceptional process auditability.
32. Significant enough progress was
made within 30 days to gain the
support of the entire C-Suite.
The story continues…
34. EXPLORE THE
POSSIBILITIES
1. ASK “WHAT WOULD THE UNICORNS DO?”:
Take a lead of the “Born-digital” firms and tailor to your firm’s needs.
Recognise “The Cloud” is the next-gen compute platform.
Leverage Open Source Software & commodity Cloud services.
Create a route-plan to Cloud-Native Applications (e.g. Microservices)
Architecture.
Adopt an agile, adaptive & evolutionary approach.
35. TOP-LEVEL BUY-IN
GET TOP-LEVEL SUPPORT:
Define measurable, business relevant, principles …
…and then manage to them.
Show both tactical and strategic value to the business early.
Take C-suite on a journey of low-risk incremental steps that
demonstrate clear value-for-money that strengthens the
strategic business case.
36. FASTER THAN EVER
BEFORE
CREATE A FAST-PACED DELIVERY TEAM:
Use experts that understand the “vision” to get things started quickly.
Establish new ways of working through a separate expert-led team.
Demonstrate results frequently clearly pinned to business outcomes.
Create the “seed of change” and then propagate it.
Learn from the Unicorns, then be bold,
experiment, and manage risk.
37. ACME’s Hypothesis
ACME decided the risks were worth the reward
and to act now! (The risk of doing nothing was too big)
REWARD
RISK
COST
42. } Agility. By breaking down functionality to the near atomic level, development teams focus
on only updating the relevant pieces of an application. This removes a painful process of
integration experienced with monolithic applications. Development processes that used to
take months now take weeks.
} Efficiency. Far more efficient use of code and underlying infrastructure. Users report
significant cost savings— reducing the amount of infrastructure required to run a given
application by 50%.
} Resiliency. The dispersion of functionality across services can avoid a single point of
failure. The result is systems that perform much better with very limited downtime, and
can scale seamlessly on demand.
} Revenue. Faster iteration and less downtime add up to more revenue. User retention
and user engagement increase as your product continuously improves.
43. Omni-Channel
Select technologies & services which are appropriate for use by both retail store and online
channels.
Leading Edge Not Bleeding Edge
Use technologies & services which have been adopted by class leading digital businesses and
proven at scale in real world operations.
Design For Uncertainty
Design for flexibility which allows systems to be more quickly replaced and/or enhanced, to reflect
continuous customer feedback, and to enable strategic agility should there be a significant shift in
the market.
Right Time Information
Design for real time or near real time information as needed – avoid batch ‘end-of-days’.
Open Data & Interfaces
Design systems by default to allow all their data to be consumed in an open way, so that data can
readily be aggregated and used as a single version of the truth, internally and externally.
Scalable / Agile
All solutions must allow ease-of-scale, through replication and be highly agile, through ease of
configuration.
Available
All solutions must be highly available; able to deal with degradation of elements of the solution
without impacting operational capability or the end user experience.
Device & Channel Agnostic
Any solution must be able to work on any ACME device natively and available across the Internet.
ACME Transformation
Principles
44. ACME Transformation
Principles
Measurable business principles – understood
& supported by the Excom.
Reducing Cost Of Ownership
By choosing ‘open source’ or ‘cloud’ solutions’, which can run on minimum spec devices, and
allow retirement of legacy. By adopting a ‘rent don’t buy’ mantra and adopt an OPEX model which
is scalable (up and down) based on actual usage.
Smart Stitching
Utilise best of breed SaaS and/or ‘open source’ products where possible and focus on ‘stitching’
these solutions together.
Incremental Changes
Utilise a Microservices approach to allow gradual deployment of new capability towards an overall
vision, but without large scale transition states, and hence reduce business operational impact
Build for Competitive Advantage; Buy for Competitive Parity
Build tech/services that enhance or automate a capability that is a competitive advantage for
ACME. Do no re-invent functionality that can be provided by commodity services
45. Keep things simple to start and evolve.
Four outcome areas
FOCUS ON 4 KEY OUTCOME AREAS:
1. User Experience: make it tangible; show how things will
look and feel through rapid prototyping cycles.
2. Insight: demonstrate the insights created by knowing
exactly what business event has happened and when and
focus on issues that had been hard to fix in the past.
3. Integration: show how external services and internal apps
can be integrated, quickly without expensive middleware.
Demonstrate how this will simplify the integration of future
acquisitions.
4. Agility: deliver results in days rather than weeks or months.