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Three Finnish banks, one core IT platform
But if core systems are less of an advantage to any bank, where does the advantage now come from in competitive banking? According to Niemi, customer experience is becoming the key differentiator.
Digitaltransformation  book4  banking  Finland  COTS  links  via:Workflow 
24 days ago by cote
Pivotal Software: bring digital fluidity to bricks-and-mortar retail
The less time spent on logistics, logging product information (i.e. sell-by date) and/or ringing up simple orders, the more time can be spent helping customers on a personal level.
Retail  digitaltransformation  book4  links  via:Workflow 
24 days ago by cote
DICK’S Sporting Goods Poised to Continue its Successful Digital Transformation Journey
Another important aspect of the new retail experience is buy-online, pickup in-store. This is an easy way to bring consumer gratification that even free two-day shipping can’t match. Shoppers are using stores as pickup points at record rates during the holiday season, especially those on a time crunch or placing orders too late for on-time delivery.

Anticipating the percentage of e-commerce orders placed for pickup in-store would skyrocket as the holiday grew closer, DICK’S wasted no time revamping elements of its buy-online, pickup in-store option and began running them on PCF. Now, store associates spend less time running around and picking pack slips because the experience is integrated into an app on the mobile devices they carry known as “MerchSearch.”
Pivotal  dicks  omnichannel  retail  digitaltransformation  links  via:Workflow 
25 days ago by cote
Camera scanning vehicles result in big jump in parking fines
Before Amsterdam started using scanning vehicles in 2013, the Dutch capital issued 18.5 million euros in parking fines. Last year Amsterdam issued nearly 30 million euros in parking fines, an increase of 61 percent. Before using scanning vehicles, Rotterdam issued 177,895 parking fines in 2014. In 2016 that increased by 86 percent to 330,326, before dropping by 6 percent to 310,684 in 2017. AD did not receive more recent figures from Rotterdam.

Delft saw a 26 percent increase in paring fines, Utrecht saw an increase of 17.5 percent. In The Hague, the parking fines increased by half. Tilburg told the newspaper that its issued fines tripled since it started using scanning vehicles.
Digitaltransformation  numbers  parking  Amsterdam  proofpoints  govt  city  links  via:Workflow 
26 days ago by cote
Insurance giant Allianz opens up about how DevOps success is fueling its move to cloud
“You need your senior leadership and board to understand what you’re trying to do as you embark on this journey or as you continue to report on this journey, because DevOps is not easy. It’s well worth it and it absolutely should be done, but it’s not an easy thing and takes a lot of patience,” she said.

"So, if you have to explain your business case to your senior executives all the way, you’re not going to have enough time to focus on all the other important things. You need to get that out of the way early and get your senior leadership aligned.”
allianz  cases  book4  devops  digitaltransformation 
26 days ago by cote
Electric car charging interoperability is the next big thing in mobility
The arrangement doesn't mean EV owners need to run out and add a Hubject account. All of this should be invisible to the end user—Hubject's actual customers are the charging networks or utilities. Its platform provides an API that different charging networks can use to make that interoperability painless for drivers. "Our software is middleware that runs between network providers in a hub architecture," Glenney explained.

"For example, an OEM who wants all to be able to display charging stations on their smartphone app and infotainment system would connect to Hubject, and the driver gets real-time dynamic point-of-information of where chargers are, services around there, pictures of the charging station, and so on," he said. "It will also tell the user if the charger is available, being repaired, and so on. As you drive around, you can access different charging providers as long as they’re on the network."
Automobile  api  ev  standards  eu  digitaltransformation  book4  links  via:Workflow 
4 weeks ago by cote
Agile and DevOps are Failing in Fortune 500 Companies
What all of those “unicorns” have in common are flat organizations with small teams that are responsible for a product or feature, including receiving feedback from their customers and guiding the future of the product. ING decided to transform its business to be more agile.
Digitaltransformation  cases  ING  DevOps  book4  links  via:Workflow 
4 weeks ago by cote
Exploring New Ways of Working in New Zealand
Most, if not all, teams I have worked with (in the capacity as the Agile Coach in The Lab) do not know what truly matters to their customers. Through numerous planning sessions with key stakeholders from ‘the business’, they gather requirements for their product development. These plans sound great until you start asking a few questions, for example: ‘What are the biggest problems facing your customers?’, ‘How have you validated the requirements with your customers?’, ‘Will the proposed solution actually work in their context?’. Upon asking these kinds of questions, they quickly understand that the proposed backlog of work is frequently what the business wants, not what their customers need. Using design thinking approach and applying techniques for user research and validation, the teams had the opportunities to understand the need of real customers. Talking to a real customer isn’t that hard, but the insights can be quite profound.
cases  agile  digitaltransformation  bizITalignment  NZ  govt  links  book4  via:Workflow 
4 weeks ago by cote
How Dick's Sporting Goods' CTO untangles spaghetti silos
There's a level of empathy needed for those on the frontline when making business decisions, especially decisions related to IT. Effective leaders are concerned with making the right call, said Gaffney. Ineffective leaders tend to implement practices and approaches that take small incremental de-risking steps, "led by dates and budgets and not happy humans."
Digitaltransformation  leadership  cases  dicks  cio  links  via:Workflow 
7 weeks ago by cote
It’s Time To Transform Insurance Claims
Protecting customers in times of duress is the basic purpose of insurance, and yet only 57% of US online adults feel confident that their insurance company will treat them fairly when they have a claim.[1] Poor claims experiences have immediate business effect. In the UK, 71% of property & casualty insurance customers would consider switching providers if they had a bad claims experience.[2]
links  Forrester  via:Workflow  book4  Insurance  digitaltransformation  surveys 
9 weeks ago by cote
How to Guarantee Failure in Your Agile DevOps Transformation
It’s been great having everyone at the organization line up around the new transformation initiative, so you really should let go of the old concepts of requirements and quality management as you focus on your local agile and DevOps optimization. The scaled agile approaches like SAFe do seem to talk a lot about requirements, and the QA people are screaming more and more that the transformation is missing the controls that allowed your organization to deliver reliable software at scale in the first place—but it’s not how they do it at Netflix, so let’s not worry about that. Yes, Netflix has about 3,700 employees—and you have more IT staff than that—but clearly what they’re doing must correspond directly to your IT challenges.
antipatterns  agile  largile  digitaltransformation 
9 weeks ago by cote
Jamie Dimon: JPMorgan Employs 30,000 Programmers
Just this month[April, 2014], Jamie Dimon, CEO of JPMorgan, told the firm’s shareholders in his annual letter that JPMorgan employs “nearly 30,000 programmers, application developers and information technology employees who keep our 7,200 applications, 32 data centers, 58,000 servers, 300,000 desk-tops and global network operating smoothly for all our clients.”
enterprise  JPMC  developers  digitaltransformation  numbers 
10 weeks ago by cote
On policy and delivery
The benefits of ditching the paper driving licence have been clear for a decade, but because of a fear of change, fear of failure and, yes, fear of digital, it hasn’t happened. We’ve forgotten the art of the possible.
UK  govt  vision  digitaltransformation  leadership  links  via:Workflow 
10 weeks ago by cote
Banking Young people and their phones are shaking up banking
In such scenarios incumbents risk ending up as “dumb pipes”, holding bloated balance-sheets and originating products such as mortgages and loans that someone else sells to consumers. If they were to lose the ability to build a brand and the transaction data needed to understand their customers and cross-sell, their wares would become interchangeable. Margins would be driven down, even as they continued having to abide by onerous banking regulations and hold balance-sheet risk.
Banking  disruption  onlinebanking  digitaltransformation  links  via:Workflow 
10 weeks ago by cote
Users forge ahead with Cloud Foundry-Kubernetes integration
"There are a million solutions out there to your technical problems, but what we wanted was to solve the people and process problems,"
Cloudfoundry  Proofpoints  cases  platform  kubernetes  digitaltransformation  links  via:Workflow 
april 2019 by cote
Assessing IBM i’s Role In Digital Transformation
This is going to sound silly,” he says. “The hardest part isn’t necessarily the refactoring. The hardest part is convincing people to do this. Because, let’s be honest the upfront cost can be very scary, man. It can be frightening. The business is going to say, ‘We just put in X amount of dollars last year to support these kinds of environments.’ You kind of have to ask the question, what’s going to happen five years from now?”

While the legacy application may not be “broken,” forward-looking companies will consider the lost opportunity costs that are inherent when an existing system is not agile enough to support new opportunities and initiatives.

“You’re going to have to have the conversation where you can’t integrate with cloud at all, or you can’t integrate with data analytics, or you’ve failed to do cognitive system and your competitors are because RPG can’t support this stuff?” Kleyman says. “But just because it’s working doesn’t mean necessarily it’s bringing value back to the business.”

It’s easy for an executive to identify problems when servers are down, the application is throwing errors, and the day-to-day business is being impacted. It’s much harder for the executive to be able to identify the ways in which a legacy system could put hamper growth in the future.

“Honestly that’s one of the best approaches, when things aren’t on fire, to start asking some of these difficult questions,” Kleyman says. “It’s kind of like in a relationships. When everything’s going great, you don’t want to bring up any sore points. But realistically speaking, you don’t want to start arguing when everything’s wrong and you start bring up the pain points.”
Finance  digitaltransformation  modernization  legacy  IBM  Systemi  links  via:Workflow 
april 2019 by cote
Dick’s Tech Chief Goes All Out on In-House Software
“Don’t get excited about shipping a feature—get excited about when the feature turns into revenue and turns into profit.”
Cases  dicks  pivotalcustomers  retail  digitaltransformation  links  via:Workflow 
march 2019 by cote
The platform play: How to operate like a tech company
One of the global leading banks created about 30 platforms. One such platform was payments, which consisted of more than 60 applications that previously had been managed independently from each other. The top team decided to bring the 300-plus IT people working on development and maintenance of payments together with the corresponding people on the business side. Under joint business/IT leadership, this entity was empowered to move quickly on priority business initiatives, to modernize the IT structure, and to allocate the resources to make that happen.

The team shifted its working model and started running the payments platform as an internal business that served all the different parts of the bank (think payments as a service). This approach made it clear where to focus specific tech interventions: removal of nonstrategic IT applications; modernization and accelerated shift of the target applications into the cloud; connectivity to enable swapping solutions in or out easily; and, most important, a major step-up in feature/solution development for the internal business clients. This platform-based way of running the business was then progressively rolled out across the group. Prioritization is set by the top team (because empowerment does not mean anarchy), and all IT interventions are run the same way, to ensure consistency and replicability.
Digitaltransformation  banking  cases  McKinsey  platforms  links  via:Workflow 
march 2019 by cote
Digital, Strategy and Design
Strategy involves determining the company’s intent. Strategy is expressed in an understanding of the environment, an expression of ambition, decisions regarding the allocation of resources and plan of execution. Strategy provides a perspective on where and how the company will win from the inside out.
Design entails understanding and expressing customer intent. Expressed in terms of persona’s, needs, journey maps, touchpoints and prototypes. Design provides a perspective on how and why customers win from the outside in.
Strategy  Gartner  design  digitaltransformation  links  via:Workflow 
march 2019 by cote
Dirty Little Secrets of your System Integrator: Why Companies Still Go Over Budget
File under:

1) Enterprise computering considered difficult.
2) Be careful what wish-contract for.
3) Agility is expensive if your budget cycle is on years.
4) Maybe hire your own people?
Si  outsourcing  data  digitaltransformation  IT  links  via:Workflow 
march 2019 by cote
Exploring the “Unknown Unknowns” in IT-enabled Digital Transformation Estimates
These low-ball estimates are sometimes provided by consultants working to get their foot in the door, or by executive sponsors working to gain approval for their programs. Excluding low-ball estimates, the primary cause of poor estimates tends to be a lack of experience and background of the leader.
Digitaltransformation  finance  leadership  links  via:Workflow 
march 2019 by cote
Pie-charts and proactive app introductions
> Send in a mole: “Find one really smart engineering type in your IT organization and put them on a skunk works project with one engineer,” Martin-Flickinger advises. “You need to identify an IT person who looks and smells like a product engineer; it needs to be someone the engineering people like.” If you do this right, says Martin-Flickinger, that person will become your ambassador. “That way, when someone in engineering says, ‘what do you think of involving IT in this?’ the engineering team will be supportive.”

Persuading tech people to do things in new ways.
digitaltransformation  culture 
march 2019 by cote
Coaching CD change leaders
> Burke identified a few key architects who believed in the automated continuous delivery model and coached them to bring the vision to the rest of the team. “Through the influence of these leaders, the people who had been terrified to automate development were starting to get excited about it.”
digitaltransformation  culture  leadership 
march 2019 by cote
Agile Q&A: Is There a Place for Managers in an Agile Organization?
Seems like a budget luxury, but sure:

> In fact you have more time to focus on developing your team because you don’t have to spend so much time trying to figure out who is going to work on what this week. Your team is stable and dedicated, and they are the ones deciding the specifics of what they are working on in any given week.
> That frees you up to provide them opportunities to improve their technical skills through identifying resources to help them learn and put them in situations where they can try out new technologies and learn from each other. You can also help you your staff improve their problem solving skills by stepping back and letting them resolve issues that are within their control to solve.
> There are going to be situations where your team faces a challenge that is beyond their ability to address. And that’s where the other main thing that development managers do in an Agile setting - address organizational issues that get in the way of their team(s).
> You’re in a good position to address those issues because you have visibility into the impact of issues on multiple teams, you’re in a better position in the organization’s hierarchy to address the issues, and you can free up the team to stay focused on work to move their product forward. A key here is to know the balance of standing back when your team can address their own issues and when to step up to help the team address issues beyond their control.
> A final thing that you do as a development manager is provide air cover for your team. Keep unnecessary distractions away from your team so that they can focus on the product they’re working on. Providing air cover may be intercepting requests for information from others in your organization and redirecting requests for your team to work on something not related to the outcome they are currently focused on.
management  digitaltransformation  agile 
march 2019 by cote
Duke Energy leases Tompkins Hall in Charlotte
> Meant to be more funky and collaborative than typical uptown office space, about 400 Duke Energy employees will work at the former mill on a permanent basis, with about 100 more working there on a rotating basis.
labs  DukeEnergy  Duke  proofpoints  pivotalcustomers  digitaltransformation  immutableorg 
february 2019 by cote
Execs think more optimistically about app dev practices than reality
> The same HBR survey found that 61 percent expect software release cycles to be three months or less, but only 27 percent of their companies actually achieve that goal. The takeaway is that executives aren’t hands-on enough to know how much time software development takes. Without a deeper understanding, they are prime targets for salesmen pitching digital transformation nirvana.
devops  charts  surveys  digitaltransformation  google 
february 2019 by cote
Focusing on Business Outcomes at Barclays: Overcoming the "Urgency Paradox"
Spreading lean software in an enterprise:

- Get stakeholders to think in terms of the end-to-end value stream, not just piece parts.
- Break down big programs and strategies into smaller parts, down to a month.

Makes sense.
lean  cases  digitaltransformation  valuestreams 
january 2019 by cote
Switching Costs and Lock-In
“Lock-in” is about switching costs (a Simon Phipps put it long ago, “the freedom to leave”) and can thus be considered strategically, even financially, rather than numbing, stupefying FUD.
digitaltransformation  enterprisearchitecture  lockin  opensource 
january 2019 by cote
The U.S. Department of Defense on How To Detect ‘Agile BS’
Tips on finding good agile teams in large organizations:

> Are teams delivering working software to at least some subset of real users every iteration (including the first) and gathering feedback?
agile  digitaltransformation  govt 
january 2019 by cote
> We need to work with each other. To do that, we need to trust each other. The Air Force needs to have a generative culture, not a pathological one, for a software company to thrive. It has to be safe to talk openly about what we know today, even if it might change tomorrow, without fear of reprisal for “getting it wrong”.
execs  USAF  agile  devops  culture  digitaltransformation 
january 2019 by cote
Pairing at DBS
> There are various mechanisms and methods that we use to transform the skills of our incumbents. Dedicated classroom training programs is one way, but it is the least preferred option. Mostly, we believe in pairing employees who need to be trained with others who are native to those capabilities; we have found this to be one of the most effective methods of transforming people. We hire people with the required capabilities and pair them up with the incumbents, and the result is that those capabilities are multiplied across the organization. This is rooted in the simple belief that in order to learn something, you must experience and practice it rather than hear about it in a classroom setting.

Also, pacing the transformation:

> We started work on a new technology stack on cloud native architecture two years ago. Six months into the journey, we started to feel that the value of the truly Agile approach was not just in Agile rituals, but also in having a truly Agile architecture and development practice. One year into the journey, we started to realise the benefits of extremely high quality releases, minimal production support resources required for these platforms and more importantly, solutions that delivered superior user experience. Using platform-as-a-service (PaaS) such as Pivotal Cloud Foundry, we started to realise the benefits of developer productivity. The platform empowers developers with superior non-functional capabilities such as auto-scaling, self-healing and easy deployment, so that their time can be focused on creating business capabilities.
pairing  dbs  cases  digitaltransformation 
december 2018 by cote
Cloud Comfort Level is Growing, Survey Finds
> Cloud Foundry Foundation reported that more than 50 percent of companies it surveyed are developing at least 60 percent of their applications on cloud platform. That total is up sharply—13 percent—from the group’s last survey released in March.


> ClearPath Strategies conducted this wave of quantitative research as part of the Global Perception Study on behalf of Cloud Foundry Foundation from September 2 to 17, 2018. The survey consisted of 600 interviews of IT professionals and execs, covering 11 geographies (Canada, China, Germany, Hong Kong (SAR), Ireland, India, Japan, Singapore, South Korea, UK, US) and was offered in five languages corresponding to those geographies.
surveys  cff  cloudnative  digitaltransformation 
december 2018 by cote
COTS kills container cornucopia
> Where we are today, we have quite a bit of package software that we customize. And so we are paying license fee for a product that we can’t even get serviced on because it’s so customized. And so we have the worst of both situations and we have to work our way out of that…If you think about large companies making large scale transformations, you don’t make those buying package software. So, I wanted someone [as CIO] that had a skill set and a track record of specific design in this new age of cloud technology and open source arenas of technology.

Over the past year, I’ve been asked how the container bacchanalia helps with COTS. If the software can’t even be upgraded itself, there’s not much hope for savior-by-k8s.


> Leading retailers have modernized their technology platforms and advanced their digital capabilities through investment in software engineers and targeted acquisitions. However, at Lowe’s we have historically underinvested in talent and technology, opting instead to use off-the-shelf software packages and then heavily customising them resulting in poor integration, difficult upgrades and slow responses to business needs.
cots  enterprisesoftware  lowes  digitaltransformation  cases 
december 2018 by cote
Congress Votes For Better Government Websites, Digital Services
Make government apps that are actually useful on purpose: "Are designed around user needs with data-driven analysis influencing management and development decisions, using qualitative and quantitative data to determine user goals, needs and behaviors, and continually test the website or digital service to ensure that user needs are addressed."
govt  digitaltransformation  law 
december 2018 by cote
Where there's cake, there's success
I'm always trying to find a reference to Linda Rising's cake law. Here it is!
cake  digitaltransformation  changemgmt  leadership  food 
december 2018 by cote
Is CX the new killer app for ERP vendors? I seriously doubt it
All these analytics are nonsense if you don’t actually act on them, especially when it comes to customer service:

> I’ve filled out countless product registration/warranty cards over the years and only recently has one manufacturer ever reached out to me. Sadly, that outreach was a blatant money grab to sell me an extended warranty and new filters for my refrigerator. That’s not CX, that’s salesforce automation (SFA).

> Think about it. Did any manufacturer thank me for my purchase? Did they ever check in on me to see how I liked the performance, reliability, usability, etc. of the appliance? Did they ever try to get an advantage when I was in the market for newer appliances? Nope. They didn’t care about the customer experience as their interest faded away once the product sale occurred. Great CX isn’t needed in companies where amnesia kicks immediately after the sale.


> ...their CX offerings include little, discrete tools that customers can use to take a small portion of the online commerce friction out of the sales process. These tools don’t make the company more customer-focused. They just make the ordering of products easier. The company doesn’t change in these scenarios. The same indifferent, internal processes and people are there. It’s just a web app that’s changed.

> This is not transformative. This is an insult to customers who really want to be put front and center with the company and its interactions. These little, baby-step, piecemeal solutions aren’t solving much. They buy some time for the software customer but, in the end, they may just postpone the day of reckoning for the firm when its customers defect en masse to more customer oriented organizations. You can’t be putting ‘customers at the center of things’ if you’re actually avoiding them.
digitaltransformation  customerservice  ERP  analytics  cx 
november 2018 by cote
Enterprises to spend almost $2 trillion on digital transformation by 2022
> “Industry spending on DX technologies is being driven by core innovation accelerator technologies with IoT and cognitive computing leading the race in terms of overall spend,” said Eileen Smith, program director with IDC’s Customer Insights and Analysis Group. “The introduction of IoT sensors and communications capabilities is rapidly transforming manufacturing processes as well as asset and inventory management across a wide range of industries. Similarly, artificial intelligence and machine learning are dramatically changing the way businesses interact with data and enabling fundamental changes in business processes.”

> Some 75 percent of the total digital transformation spend will go to hardware and services. Chinese and U.S. companies together will account for more than half the overall spend.

What? No blockchain?
digitaltransformation  idc  marketsizing 
november 2018 by cote
Singapore Airlines employees urged to innovate, fail without fear
> There needs to be a place where you can fail and there's no implication to your career. [The innovation lab] is a safety net. Anyone in the company can take a day in a week to work with the team [at the lab] and innovate together and talk through the idea.
cases  singapore  digitaltransformation  airlines 
november 2018 by cote
It’s Not a Digital Transformation Without a Digital Culture
> Signaling change with symbolic acts that embody the new culture is a good way to activate leadership characteristics quickly. For example, companies can designate meeting-free days to emphasize greater focus on action over planning, or they can give engineers a cash allowance to buy their own desktop equipment to demonstrate trust. Sometimes even a bold move, such as firing people whose behavior is antithetical to the new culture, is warranted. To signal change at Cisco, executives in certain divisions gave up their offices so the company could create team rooms; the company also started allowing employees to choose the workspace and tech tools that best fit their individual roles. The CEO of the North American software provider cited earlier began sending notes to employees who are praised by name in customer reviews. Such acknowledgment serves as an example of how company leaders can reinforce the customer-first mindset that’s central to the company culture. 

And more leadership tactics from BCG.
digitaltransformation  BCG  leadership  culture  tactics  cases 
november 2018 by cote
The State of Agile Software in 2018
> The third thing that I want to stress is the importance of getting rid of software projects as a notion. Instead we want to switch to a product-oriented view of the world where instead of projects that you spin up, run for a while and then stop; you instead say, "Let's focus on things that are much more long-lasting and organize a product team around that." Another way of thinking about it is: what are the business capabilities that your organization has, and then organize the teams around those. These business capabilities will be long-lasting and will necessarily mean combining together technical people and the people who are on the business side of things into the same team.
product  digitaltransformation  agile 
october 2018 by cote
Software was important, but civics hacking is the real enabler
Techmeme’s summary is all you need to read:

> Three recent books argue that big tech became powerful not because of "software disruption" but by ducking regulation, squeezing workers, strangling competitors
startups  books  digitaltransformation  politics 
october 2018 by cote
Cyber Airmen fuel innovation
> Any problems discovered in the software can be more easily corrected, a small failure being preferable to correcting the shortfalls of an entire software suite. Changes requested by the customer can sometimes be delivered in just a couple days.

> Prior to Jigsaw, the tanker mission planners would use whiteboards to plot out their fueling rendezvous.

> “Rather than taking hours to run the calculations by hand for the hundreds of sorties scheduled each day to find a feasible plan,” Tatro said. “The program logs events in order to detect and report errors in scheduling.”

> It didn’t take long for the new software to start paying off.

> “Before Jigsaw was delivered to the tanker planners, they would be spending 8 to 12 hours a day with a team of five planning a day of tanker missions,” Maung said. “Now they only need three people and it takes them 4 to 5 hours, usually done before lunch.”

> Since the program was put into use in April 2017, Jigsaw has saved approximately $200,000 per day, just in fuel. There were other benefits as well.
usaf  PivotalCloudFoundry  digitaltransformation  cases 
october 2018 by cote
2018 Day One Recap: The “Project To Product” Movement Is In Full Swing
> It doesn’t matter if DevOps has accelerated development. You need to accelerate the entire lead time from concept to cash.
MarkSchwartz  devops  tasktop  digitaltransformation 
october 2018 by cote
Digital Transformation: Why Culture Is So Key
> Culture is the most important factor, way more important than technology, for example. By culture, we mean a set of shared values and beliefs that drive a change in behaviors. This has to be both a top-down and a bottom-up approach. The CEO and the C-level executives must embody the culture and the DNA of the brand so that employees change their behaviors to better serve their clients. A great example of this was shared by Frédéric Oudéa, the CEO of Société Générale, when receiving the 2018 prize (see picture below): He regularly (once a month) spends time learning how to code in order to understand IT/software issues and directly listen to clients and employees. Another example comes from C-level executives at Generali or Air Liquide, which spend time regularly to call back detractors themselves.
france  awards  Forrester  culture  digitaltransformation 
october 2018 by cote
Why Digital Workplace Apps Are Not Producing Great Customer Experiences
> 16 percent of respondents rate their digital experience offering in the top 25 percent.
> 26 percent rated digital banking experiences as in the bottom half of digital experiences.
> 49 percent rated digital government experiences in the bottom half.
digitaltransformation  surveys  gartner  design  ux 
october 2018 by cote
Square expands its bank-like offerings, letting sellers charge customers in installments
Disrupters gonna disrupt, loans edition:

> This type of loan is typically reserved for retailers who bring in more than $1 million in revenue, and requires a lot of paperwork.
lending  square  loans  banking  digitaltransformation  disruption 
october 2018 by cote
Air Force wants to make 'Kessel Run' standard in tech acquisition
“You're probably going to see maybe a directive from us that basically says every acquisition is going to have to have something that looks like Kessel Run from the primes. So you want to have [authority to operate] within three or four weeks, not six years.”
digitaltransformation  procurement  govt  USAF 
october 2018 by cote
USAF's plans for agile, DevOps, cloud
Brief, but some names of apps they’ve modernized and high-level thinking in the broader portfolio modernization.
digitaltransformation  USAF  devops  agile  cases  agileAF 
september 2018 by cote
Lessons from the UK Government's Digital Transformation Journey
It's probably OK:

> In any organisation that’s been around for a while, ways of doing things build up and often disconnect from the reasons they were put in place. Things are cited as "rules" which are really just norms. We had to get really good at working out the difference, and on pushing back on some of those rules to get to the core principles.

Get involved with the backend people:

> I know of one government project where the digital team couldn’t even add one extra textbox to their address fields, something users were complaining about, because the backend IT teams were too busy to make the change.

Working with the end user changes staff for the better:

> I’ve talked to a lot of teams in large organisations who have taken all the right steps in moving to agile but are still having trouble motivating their teams, and the missing piece is almost always being exposed directly to your users. Whether they’re end customers, or internal users, there’s nothing like seeing people use your products to motivate the team to make them better.
UK  agile  digitaltransformation  culture  govt 
september 2018 by cote
Barely a third of outsourcing deals are now safe: Window-dressing legacy engagements is over - Enterprise Irregulars
People want to change the nature of outsourcing:

> As this year’s State of Operations and Outsourcing study of 381 enterprise operations leaders across the Global 2000 reveals, only 30% of these relationships will continue to operate in the old model, while a similar number will stick with their service provider if they can have a shift towards business outcome pricing and a degree of automation applied. 27% have already given up on shifting the model with their current provider and have declared their attention to switch, while 17% want to end the misery and focus on bringing the work back inhouse, and look to simply automate it.
surveys  outsourcing  digitaltransformation  hfs 
september 2018 by cote
High churn rate in the S&P 500
Innosight's third study of company's ability to maintain leadership positions estimates that by 2018, 50% of the companies on the S&P 500 will drop off, replaced by competitors and new market entrants. Staying at the top of your market-heap is getting harder and harder.

This is often used to show how difficult the business world is now. It's hard enough to get to the top, and hard to stay there.
digitaltransformation  strategy  numbers  S&P500  business 
september 2018 by cote
Agile processes can transform companies from unexpected places: The VGZ success story
At the topic of agile, lean, DevOps, and all that “digital transformation” stuff is a renewed focus on customers and figuring out what they want to give you money for, then making the product as good as possible for them:

> VGZ decided to focus its efforts on improving the customer experience. The starting point was not a traditional customer segmentation — the leadership instead decided to focus on understanding and improving customer journeys, specifically the frequency of customer interactions and the impact on the life of customers.

Very “jobs to be done.”
jtb  digitaltransformation  agile  design 
september 2018 by cote
Why Starting With End-to-End Customer Journeys Isn't Good For The Customer
‘Here’s how to make the argument to a stakeholder on your team that really wants to see that end-to-end vision: If the idea is to get value out to customers as fast as possible, does it make sense to explore every customer touch point? The time spent doing that intensive research could’ve been spent building and delivering an MVP for customers and get them excited about. Repeating this cycle gets the team to “learn by doing” and is actually a faster way to truly understand the customer’s end-to-end journey. It’s also a lot more engaging work than research and makes the team stronger.’
digitaltransformation  design  agile 
september 2018 by cote
Taking Agile Transformations Beyond the Tipping Point
Creating the process itself is agile. Also, a chart with activities and a suggested timeline.
agile  digitaltransformation  bcg 
september 2018 by cote
Internal Product Management: the Good, the Bad and the Ugly — Black Swan Farming
For internal products, the “customer” is the enterprise, usually their strategy and execution, aka, “grind and stack.” Staff are, often sadly, meatware enablers in the value stream just like any technology. Optimize the VSM, make more paper.
digitaltransformation  product  productmanagement  strategy 
september 2018 by cote
Three imperatives for federal agencies to capitalize on digital transformation
Just getting some basic design-think in there would probably solve most problems: ‘Nine in 10 respondents believe their agency “needs to spend more time on improving the usability of technology, as opposed to the development of the technology itself.”’
design  surveys  govt  digitaltransformation 
september 2018 by cote
Project management vs. product management
‘That discussion starts with a very concise and useful distinction between project management (the world the government knows) and product management (the world it doesn’t). Project management, they write, is “focused on managing to a plan” -- such as managing schedule, budget, risk, policy compliance and then reporting status to stakeholders. “Success for a project manager is delivering a defined scope of work on-time and on-budget,” Johnston and O'Connor note. Product management, meanwhile, “is focused on delivering a product a user wants or needs.” Success for a product manager “is delivering a product that users love — and use to complete tasks (or in the private sector — a product customers will pay for).”’
prjmgmt  product  digitaltransformation  govt  agile 
august 2018 by cote
Defense Innovation Board unveils ‘Ten Commandments of Software’
“It seems to me that in our meetings so far we’ve seen many many helper-types — supporters, planners, document writers, and so forth,” he went on. “But it’s a very rare event when we have a meeting with what I would consider to be programmers. One of my most fun questions is to sit in a room with 20 executives, shall we say, and say how many programmers and it turns out there’ll be two — of which one is being transferred for some stupid reason to some other base.”
mil  digitaltransformation 
august 2018 by cote
Defense Innovation Board proposes new metrics for assessing DOD software development
"The metrics can be broken down into four broad categories — deployment rate metrics, response rate metrics, code quality metrics, and program management, assessment, and estimation metrics.  The DIB also provides general timeframes for what a “good” score looks like for each metric."
mil  metrics  DevOps  digitaltransformation 
august 2018 by cote
Media Availability with Secretary Mattis at DIUx, transcript
"And one of the ways you make certain that you don't have bad processes eat up good peoples' ideas is you make certain that you remove the bad processes and organize for success."
DIUx  mil  innovation  digitaltransformation 
august 2018 by cote
‘No longer an experiment’ — DIUx becomes DIU, permanent Pentagon unit
'“There is no doubt in my mind that DIUx will not only continue to exist, it will actually — it will grow in its influence and its impact on the Department of Defense,” Mattis said in a press conference.'
mil  DIUx  digitaltransformation 
august 2018 by cote
Army’s newest command looks to the future from downtown Austin
“For too long we have focused only on cost, schedule and performance,” Murray said Friday in his remarks. “We must now also focus on value. Value to the young men and women that will be operating the equipment we build, and utilizing the concepts we develop.”
mil  DIUx  digitaltransformation  austin 
august 2018 by cote
Investors Have Misdiagnosed Amazon’s Push Into The Pharmacy Business
“The preponderance of drugs in the U.S. is consumed by an older population, whose habits change slowly or not at all. Accordingly, it’s likely that Amazon’s online pharmacy will not significantly impact the existing drug industry.... Here’s why: Americans currently spend $450 billion a year on drugs. Walmart is the fourth-largest pharmacy in the U.S., with sales of $21 billion, or 4.6% of the company’s total sales. Let’s say that over the next five years Amazon gets to Walmart’s sales level of $21 billion. If the U.S. pharmaceutical industry grows 2% a year over that time, total drug sales will have increased by $45 billion, or the equivalent of two Walmarts (we are ignoring compounding here), to $495 billion. Walgreens, with its pharmacy selling about $70 billion a year, would barely notice Amazon’s presence.”
pharma  amazon  digitaltransformation  disruption  analysis 
august 2018 by cote
Think in Products, Not Projects
“In a high level, projects are local optimization efforts. We get a group of people who create new (or improve existing) functionality for our customers and then we pass that onto a team that has no idea why the change was made and how this change was solutioned/implemented. Very often, the quality is low and this Maintenance team needs to deal with the issues. This creates a culture of tolerating low quality, accepting that maintenance/operation teams will deal with problems created by delivery teams, not allowing delivery teams to learn from their mistakes and hence keep repeating them, allow budgets to be set without proper data, treat people like easy-to-replace objects, and so on. This culture is ok with low expectations and tends to increase debt in many aspects like technical, product, talent, innovation, etc. As such, these organizations often run in reactive mode and are constantly catching up with what the competition has brought to the market. Changes are expensive and take too long to get in the hands of the customers.”
digitaltransformation  product  outsourcing  agile 
august 2018 by cote
Digital operating mode
“So to apply this to a public service, first map your value chain. Identify those areas where you are just providing an intermediary role, which could be replaced by an internet enabled service, that adds little value and just slows things down. Design those roles out of the process, then assemble the tech needed to deliver the new services.... Too often transformation processes skip the value chain mapping element. This leads to fundamental misunderstandings about what benefits services actually deliver to users, and thus miss huge opportunities to improve user experiences and reducing the cost of service delivery. As I have said before, there's no shortcut around truly understanding the service you are meant to be delivering.”
valuestreammaps  vsm  digitaltransformation  govt 
august 2018 by cote
Farmers Insurance’s New CIO Sees AI Improving Claims Process
'Fast, easy interactions are key for customers who have become accustomed to the ease of use and personalization of e-commerce. For example, Mr. Wilson says he won’t buy from a website that doesn’t make it easy to see as many reviews as he can on a product, and to quickly order and check the status of orders, he said. He’s “pleasantly surprised” when a company knows enough about his past purchase behavior to suggest a product or service he might like, he said.... The ability to automate mundane processes for employees through artificial intelligence so that they can spend time working on more complex problems is one area of interest, he says. Artificial intelligence and automation could help make the claims process quicker for customers and take out much of the routine work for its more than 10,000 claims employees, said Rehan Ashroff, director of innovation lab and new ventures at Farmers, in a previous interview.'
Insurance  farmers  cases  digitaltransformation 
august 2018 by cote
Government CIOs Must Resist Transformation Hype and Focus on Digital Optimization
Some points:

- focus on using existing data more, in new ways.

- usually, it’s jus optimization

- good chart of types of projects.
gartner  govt  digitaltransformation  surveys 
august 2018 by cote
Employee Engagement In The Digital Age
“Communication is essential to employee engagement. We are all plugged in and on our phones; we are always looking for ways to connect with employees electronically.  In the workplace, it is the face-to-face that matters the most. The communication between a leader, a manager, or a supervisor and their employees is the most effective.”

Nessing explains that it can be difficult for people who are unaccustomed to engagement.

“If you are speaking to a line crew in the field about something they are not familiar with, you have to find a way to communicate in language that they can relate to.”
digitaltransformation  communication  leadership  vision  cases  energy 
august 2018 by cote
We need to talk about organizational change management
“Treat them with the same respect and reverence and results will follow. Treat them as a resource that needs managing like spare parts that can be replaced, and you’ll fail.”
studies  leadership  digitaltransformation 
august 2018 by cote
The tech project survival guide
“you must ask yourself whether your funky way of reconciling payments to the bank or your six-step invoice validation process is really the way to operate in an age where standard processes are well understood & can be automated.” Garbage in, garbage out.
ERP  digitaltransformation 
august 2018 by cote
Without a formal mandate
“In almost every case there are stakeholders who are moved by quantitative data (say the percentage of phone calls that could be avoided.) There are also other stakeholders who connect with qualitative human stories. The magic really happens when you offer both types of evidence. Telling the stories, and backing them up with data points for the cost or the impact of what is happening to people, this is evidence with impact. When you make it real for everyone, you can more effectively catalyze change.”

Also, a sort of case study of improving design in state government.
design  canada  digitaltransformation  govt  change  cases 
august 2018 by cote
Do you need a corporate vision in government IT?
“In an organisation like a local authority this is especially tough as they are such disparate entities. Think about it, in what strange universe does it make sense for a single organisation to collect taxes, deliver social care, pick up bins and operate transport? None of these and many of the other services councils deliver have much to do with each other, apart from the coincidence of local delivery... Coming up with a single vision or operating model for such an organisation is pretty tricky therefore, which makes it less likely that transformation teams are going to get one. So, without a clear destination, what should they be doing?... I think the key is to think of councils - and other similar organisations - as groups of individual businesses, rather than a single cohesive organisation.”
vision  strategy  govt  uk  digitaltransformation 
august 2018 by cote
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