I have written about DevOps recently on this blog. You can look at my DevOps introduction here, but to summarise the concept, DevOps refers to Development Operations. It is a combined set of software development practices that bring together the development of software with IT operations. The aim is to improve the systems development environment so the software lifecycle can be shorter – it’s bringing software development closer to the business that it serves.
far it sounds like DevOps is just focused on software development and the
environment used to build software systems – it’s all about coding and process.
So what are the skills needed to work in DevOps? Logically you might assume
that ‘hard’ subjects such as science, technology, engineering, and mathematics
(STEM) might dominate, but I read an article recently that turns this
expectation upside down.
magazine listed four key ‘soft’ skills that everyone
working in DevOps requires and none of them are focused on STEM skills. They
Collaboration and Communication
would these be the essential skills and not coding or process design? Well
think for a moment about what I said in the introduction – we are bringing the
software development process closer to the business that needs this technology
system. So some of the key skills will be focused on that process of getting
closer to the sponsoring business people.
with people outside the IT team will be essential and the ability to
communicate technical problems to non-IT professionals. Empathy implies more
listening – especially listening to the people who want the system built for
their business. Trying to put yourself in the shoes of the customer so you can
improve the customer experience is also an important skill that many people
ignore, and the ability to solve problems as they are thrown at you is
extremely valuable in any team.
would argue that these four skills are essential for any DevOps team. If you
can find people to join the team with all these skills then it is almost
certain they can learn the technical skills you need them to use. If you hire
for technical ability only then it will be much harder to create great
communicators or problem-solvers through training.
It may seem like the opposite to conventional wisdom, but sometimes the best team members in a technical DevOps team are the least technical.
I have often written
on this blog about the nature of outsourcing and how it is changing and
evolving – especially in Europe. For several years now I have been exploring
how modern delivery methods for software and IT services have been changing –
especially the way that enterprise software has followed consumer behavior
towards cloud-based services or systems available using a method similar to the
This isn’t a controversial view, unless you are still defending the traditional method of IT outsourcing, but it is always worth backing up an opinion with research. Scan the pages of the Deloitte 2018 Global Outsourcing Survey and you will see that outsourcing is not only changing because of delivery methods, but also because it is more often being used to drive transformational change.
The business case for
IT outsourcing today often depends on how disruptive a project can be. How can
we replace the traditional way of delivering a service and completely disrupt
The Deloitte research
involves feedback from over 500 executives and 86% of them work in companies
with revenue above $1bn a year, so this strategic use of outsourcing is
becoming mainstream in large organizations. It is becoming clear that
outsourcing is now seen as a highly strategic strategy for a number of reasons:
Skills; It allows access to expertise in emerging technologies such as cloud, RPA, and data analytics, without the client needing to redefine their own skills.
Innovation; Service providers are taking on a new role that is more explicitly about seeing the future – they are expected to not just deliver IT projects, but to offer ideas on how the client can operate in future.
Security; traditional structures never placed data security at the heart of an organization, but modern service providers can introduce these practices.
The use of
outsourcing is accelerating. In some industries it is dramatically increasing,
such as 39% of Finance managers now working with partners for technology
services compared to an expectation that 89% of them will soon be seeking a
One of the most
interesting findings from the Deloitte research is that the changing nature of
outsourcing is not just about finding a new partner. Most of the time companies
are using outsourcing to find a new solution – an entirely new way of working.
Often this does also require a new partner, but it doesn’t need to, especially
if IT companies, and others offering outsourced services, are proactive and
start offering new ideas and solutions to their clients.
At the end of the day
the changing nature of the outsourcing relationship is really being driven by
innovation. Companies today are finding that the competition they face next
year may not even exist today. It is possible for entrepreneurs to have an idea
and then to create a global service thanks to the scale offered by cloud and
Services such as
Transferwise, Spotify, or Uber would not be able to function without this kind
of IT infrastructure – and the ability to scale up so rapidly is dramatically
changing many industries forever. I think it will take a while for some
executives to stop thinking about outsourcing as a cost reduction strategy –
this is still how the business press largely talks about it. However, as the
cloud and RPA become more common and more important across all industries, it
should become clear to most management teams that their approach to outsourcing
is now strategically important for the future of their business. Transformation
is getting disruptive.
the last time you used cash or, to be more precise, had to use cash? Probably,
you had to think hard about a business in your daily routine that does not
accept NFC payments or bankcards. Five years ago, paying for a coffee with a
smart watch seemed like a futuristic fantasy – now it is daily occurrence for
millions of people.
World Payments Report 2018 by Capgemini and BNP Paribas finds that non-cash transaction
volumes continued to grow at double-digit growth rates during 2015–2016, reaching
482.6 billion. Non-cash transactions are estimated to accelerate at a compound
annual growth rate (CAGR) of 12.7% globally with emerging markets growing at
21.6% from 2016 to 2021.
contactless payments to a new level, offering a sensory branding suite to
merchants and partners in more than 25 countries. The suite includes sound,
animation, and haptic brand cues that occur with a Visa payment transaction.
All this helps signify to consumers that a payment has been made using Visa
whether in-store or online. The new sensory branding suite gives greater
dimensionality to Visa’s brand and lets the customers see, hear, or feel Visa
when they pay.
expectations evolve, and with IoT becoming more and more prominent in everyday
life, Visa expands its sensory branding suite across the globe, including
mobile first and in-stadium experiences, prominent technology, and retail
One of the
examples of such partnerships is the Tap to Phone solution created by Visa and
IBA Group. As an authorized Visa solution provider, IBA Group launched Tap to
Phone solutions in Ukraine and Belarus. Designed for small and medium-sized
enterprises (SMEs), the Tap to Phone technology is an evolution of the mobile
acquiring technology, enabling a smartphone with an NFC chip to work as a point
of sales (POS). To accept payments, one needs to install a transaction
processing application on a smartphone and have a bank account.
The way we pay continues to change, and it is extremely important that customer experience goes hand in hand with the emerging technologies.
People often talk of apps as something new – an area of IT development that has only been around since smartphones became commonly used, but that’s not right. At IBA Group we have been developing apps for over 25 years. Before your iPhone, we were developing apps that could run on mainframe systems – we have over 80 teams and over 100 products in this area.
Every year we bring
dozens of young people into our development team, often from those we see at
the various hackathons we organize. There are still many new ideas for how to
improve development inside mainframe culture.
It’s true that
mainframes often look like legacy systems. I know that’s how I felt when I
approached my first mainframe project three years ago. The infrastructure is
quite complicated and the qualifications to work on these systems are quite
specialized. It’s not an easy environment, but our teams are enthusiastic and
they embrace new ideas.
Some of the key
problems developing in the mainframe environment are:
DevOps pain; a lot of manual operations for code building, customization, and setup for various environments.
Development cycle; typically the cycle is between a week to a month – it’s not a rapid development environment.
Version control; we have systems to help, but nothing is integrated with the modern version control systems most development environments use today.
Poor visibility and control at all stages of development.
If you also work
with mainframe development then you might know about these problems already. So
what did we do in our own development environment to try addressing these
started using the UrbanCode family of tools to start automating some of the
integrated the UrbanCode processes with the Rational tools family – RTC
Rational Concert and RQM- Rational Quality Management.
we reduced the number of tools being used so we could focus on using the
remaining ones more effectively.
Pipeline; we built one project using the new DevOps methods and then assisted
all teams to develop their projects this way, so these methods scaled across
all development teams.
increased automation left gaps in security so we used DevSecOps to embed
I can talk in
detail about how we did all this, and the benefits we found, but for the sake
of this blog it’s better to just highlight the main benefits we found from this
approach to DevOps.
deployment; it’s faster to develop new processes and systems therefore your
business operations can be more efficient.
building this DevOps environment creates a culture of system thinking which
means that responsibility, transparency, and feedback are all improved. Systems
Thinking creates a much more focused team that works together.
Effectiveness; IT development is typically full of waste. People are waiting on
others to deliver and they cannot work until a specific part of a project is
handed over. Managing pipelines makes deliveries more predictable and allows
resource to be allocated more effectively.
We now have more tests, more automation, and User Acceptance Testing. We also
trust the pipeline. People are used more effectively and this also increases
the quality of deliveries.
We know from our own
experience that our team now spends 20% less time on unplanned work and
reworking problems. This has led to a 40x reduction in systems failure and the
team is 50x more satisfied with their work. Even when a failure occurs, we can
now recover 20x faster than before.
The list of benefits from
this approach is endless. If this blog has sparked your interest in what is
possible then please leave a comment here or get in touch with me. I can give
you more detail and also personal experiences of going on this transformation
Capital One bank in the US was recently targeted by a single hacker who managed to access the personal details of over 100 million customers, despite the bank having all the security you might expect of a large customer-focused organisation. The hacker was a former employee of Amazon Web Services (AWS), which hosted the bank database. They broke in by exploiting a poorly configured firewall, no doubt using some of their inside knowledge.
Once again we are watching as a major brand
faces a data disaster. Capital One should be able to absorb the millions of
dollars in fines and customer compensation, but for a smaller organisation this
type of data breach could be the end. European fines are much higher than those
in the US thanks to the European Union GDPR regulation, but why should
companies be more focused on this question of data security now?
Because of cloud computing. A recent report in CIO suggested that 96% of companies are now using cloud computing. This means that almost every new database will be in the cloud. Justin Fier, the director of cyberintelligence at Darktrace recently suggested that the general approach to securing networks – mainly with firewalls – has not yet woken up to the fact that everything is now in the cloud.
Network security managers have spent years
designing their systems with the concept of what is inside the organisation,
what is outside, and how to protect network entry points. Now we are seeing a
complete shift away from this structure to the cloud. Companies such as
Microsoft and Amazon are offering cloud services that allow their customers to
access unlimited storage and computing power.
But this also means that your personal
customer data will be outside the organisation and physically located on a
service managed by another company. Companies like Amazon have developed a
reputation for security and are probably better at securing their systems than
any old internal system you previously had, but what happens when a current or
former employee goes rogue and hacks into the database they used to manage?
As Justin Fier suggests, there are some new
approaches to data management and network security that are essential:
Better network oversight;
your development and support team can probably create and use new servers
instantly meaning that the security team often has no real oversight on the
network that is really being used. Give them better tools that allow them to
manage what is really out there on the network.
Look for malware; Capital
One only ever found out about the hack, three months after it happened, because
stolen data was seen online. Be proactive and seek out malware and other tricks
that hackers will use to break in.
Intelligence (AI); you often can’t prevent an insider launching an attack so
create some digital oversight. Use an AI system to monitor all network activity
so you can be alerted when any unusual activity takes place – and ensure that
nobody can turn off this AI police officer.
The bottom line is that cloud computing
offers too many advantages and opportunities for companies to avoid it. With an
adoption rate that is now almost universal there is no going back, but we
certainly need to consider how best to change and adjust network security for
the cloud computing era.
The border or the organisation is no longer
the office itself. People and their skills are sourced from suppliers and
databases will be located in the cloud. Both people and data now move in and
out of the central organisation in a porous way. Protecting this environment is
the challenge we face today. Questions about a cloud security strategy should
be amongst the first things any executive should be asking any potential IT
partner and if the supplier fails to have any intelligent answers then why
would you work together?
What is DevOps? If you don’t directly work on the development of IT systems then this might be a strange concept, but for any executive who needs to purchase new technology systems, or modify existing ones, this is an important concept to be aware of.
In short, DevOps refers to Development Operations. It is a combined set of software development practices that bring together the development of software with IT operations. The aim is to create an environment where the systems development lifecycle can be shorter and more features and updates can be performed – in general, it aims to bring IT development much closer to the business that is being served.
The broad goals span the entire lifecycle of
a software project:
Increased frequency of
Faster time to market on
the original delivery
Lower failure rate of
Shorter lead time between
business requests and fixes being applied
Faster recovery time when
failure does occur
By using a DevOps approach the IT team can
maximize the predictability of new releases. Efficiency and security are both
increased and the code becomes easier to maintain.
IBA Group has conducted research into the effect of using a DevOps approach to software development – although this research was focused on mainframe DevOps. These are some of the key findings:
20 x faster to recover
when software fails
22% less time spent on
rework to fix problems
30 x more deployments of
40 x lower failure rate of
50 x greater IT team
All this data comes from real mainframe client
projects at IBA Group. Deployment becomes more reliable and more frequent when
people work together using this type of framework. The IT team uses a form of
system thinking, which really means that they create a culture of shared
responsibility for the project. This culture encourages transparency and shared
responsibility – problems that one team member may have hidden in a regular
organization are shared and managed together.
Automation is also an important part of the
DevOps culture. The aim is to automate all the routine tasks a developer
usually needs to manage. This also creates a far more satisfied developer who
can focus on the more interesting and challenging parts of the project. This
naturally leads to better quality and performance – enhancing the reputation of
Most executives outside IT are not really
familiar with software development practices, but it is becoming more important
to understand because a different approach to the way that software development
is managed leads directly to business effects, such as better quality, fewer
failures, and a team with higher satisfaction in their job. DevOps is well
established as a practice with a decade of conferences and articles all
exploring how it can be used effectively. If you need to purchase any form of
software development from an IT company then how they are managing DevOps
should be one of the first things you ask.
The evolution of outsourcing is fascinating because it has evolved so quickly. Treated initially with some suspicion and largely considered to be a procurement exercise, outsourcing has matured into an important business strategy and most modern companies will work with suppliers to buy in their expertise. But have our attitudes changed?
To many managers, outsourcing is still a subject they avoid. Many have memories of failed projects or comparing suppliers and asking them to all compete over the price. Some aspects of procurement don’t seem at all strategic, but outsourcing has matured right?
According to PA Consulting data, it has. 64% of managers are using outsourcing as a way of driving business transformation – so the introduction of a partner allows them the opportunity to redefine how they do business. 35% of companies that are already outsourcing IT functions are planning to increase the work they give to their IT partner.
But the same study also finds that 69% of managers are using outsourcing to reduce costs. So is it still all about cost reduction or business transformation?
The reality is that working with a partner can now be both. Accenture has argued that we are moving to a business environment they call a “corporate marketplace” where many companies have relationships with many others – there is more of a value web rather than a value chain. This will also include on-demand work platforms, such as UpWork, where experts can be called on for very specific tasks for a short period of time.
It’s clear that outsourcing as a term is becoming dated. The corporate marketplace doesn’t sound much better in my view, but it is clear that companies will be employing a more fluid relationship with employees, individual subject matter experts, and suppliers with specific expertise in future.
Largely this is because of the service complexity. Look at customer service as a classic example of what has changed. A few years back a consultant would analyse your customer interactions and then lift and drop your entire contact centre from your business into a service company – possibly located thousands of kilometres away.
The ambition was largely to save on operating expense and to encourage suppliers to make capital expenditure (basic infrastructure required to deliver the service) in return for a long-term contract.
This approach seems quaint today. Look around at the fast-moving customer service environment and you will see that suppliers today need expertise in Robotic Process Automation, Artificial Intelligence, multiple service channels including social, emerging channels such as smart speakers, and an ability to analyse vast amounts of data in real-time.
None of this implies that a lift and drop solution to the other side of the world would be a satisfactory solution. The supplier today needs to offer deep expertise and an ability to help the client transform their business using the available technologies. They also need to be able to advise on the future – which trends might shape how the client does business next year?
Combine the supplier taking on this role as expert advisor with the more common use of individual subject matter experts and outsourcing looks completely different to how it was 10-15 years ago. It’s time for the business media and managers in general to change their views – for outsourcing in 2019 read partnership and transformation.
All CMPs need to provide lifecycle management – this is the ability to track cloud resources over a period of time – and data protection, in addition to the main functionality of controlling and automating cloud-based processes. John Webster, a senior partner and analyst at the Evaluator Group, managed the research published in ITPro Today. One of his main concerns when comparing the different CMPs was that not all of them are keenly focused on data protection – they are focusing mainly on basic functionality.
John explained: “Data protection and disaster recovery is an IT responsibility, a bedrock function, and I think that the vendors in this space have to really start looking at that seriously.” He added: “Vendors will likely provide these capabilities through extensions to data protection and disaster recovery applications that are already available in the market.”
The top ten list
of CMPs was created by weighing up several factors, including:
The quality of the user interface
Ability to manage various groups of users
Complexity of the service
is an important area of functionality that most customers want to use, but many
CMP vendors find it very difficult to offer because they are constantly
updating their products. The ability to create efficiency is much easier to
plan when the software is stable. If the CMP is constantly being improved then
there is an almost constant need to explore efficiencies.
that support for Artificial Intelligence (AI) is likely to be an important
capability in the near future. He said: “Support for cloud-native including
Kubernetes, and application migration will be key functions in cloud management
platform tools. AI assistance, or the assistance of artificial
intelligence, will become more and more important as time goes on.”
Some of the
CMPs on the market at present have been built from trusted and tested systems
that were essentially managing IT estates – they have been converted to
managing cloud-based systems, but others are built from scratch. It’s important
to be aware of this when selecting a supplier. The start-ups might move faster
and add more features all the time, but their platforms may be less stable and
less tested in real-life situations.
The ten CMPs are not listed with the best in
position one; they are just grouped as the ten best CMPs. This is because ultimately
the right choice of CMP will be based on the different priorities and needs of
each company. Follow the link to the article and you can read the top ten free,
providing you submit your contact details to the magazine.
“The market for RPA technology is becoming more complex, with highly competitive and evolving product offerings,” said Sarah Burnett, executive vice president and distinguished analyst at Everest Group. “The Everest Group Products PEAK Matrix is an unbiased assessment that uncovers vendor and product differentiators to identify the leaders in RPA technology based on research that goes deep into the vendors performance and product details, features, functionalities and more.”
The PEAK Matrix reporting
method summarises the 22 companies studied along two different axes. The first
is vision and quality, describing the ability of the company to successfully
deliver the products they promise. The second is the market impact, how is
their sales performance and impact on the wider RPA marketplace?
classified the main RPA technology vendors into three categories of Leaders,
Major Contenders, and Aspirants:
Leaders: Automation Anywhere, Blue Prism, NICE and UiPath
Major Contenders: Another Monday, AntWorks, EdgeVerve, HelpSystems, Jacada, Jidoka, Kofax, Kryon, Pegasystems, Servicetrace, Softomotive, Thoughtonomy, and WorkFusion
Aspirants: AutomationEdge, Datamatics, Intellibot, Nintex, and Nividous
AntWorks, Automation Anywhere, Datamatics, Softomotive, and UiPath demonstrated the strongest year-over-year movement on both market impact and vision-and-capability dimensions and emerged as 2019 RPA Market Star Performers. WorkFusion scored as high, or higher sometimes, on the vision and quality measurement as the leaders, but it was felt that they have not quite made the market impact to be categorised as a leader – yet.
takeaways from the Everest research include:
Automation Anywhere, Blue Prism, and UiPath are the top vendors in terms of RPA license revenue, closely followed by NICE. Pegasystems leads in terms of revenue from attended RPA (RDA) licenses
Softomotive has the highest number of RPA clients in the market, most of which are small-sized enterprises and SMBs. Witnessing almost 300% year-over-year growth in its number of clients, UiPath holds the second spot in terms of number of RPA clients
Automation Anywhere leads in North America, which is the largest RPA market, and Latin America. Blue Prism leads in the UK and MEA markets, while UiPath leads in Continental Europe and Asia Pacific
UiPath holds the highest market share by license revenue across horizontal functions such as F&A, procurement, and HR, while Blue Prism leads in banking and insurance industry-specific process areas. Pegasystems has the highest market share in the contact center space
Leaders have moved away from perpetual licensing to annual/monthly subscription-based licensing models. Advances in RPA technologies and increasing client maturity are fuelling the rise of more output-oriented pricing models such as flexible usage-based (e.g., per minute/hour) and per-process or transaction-based models
RPA solutions continue to evolve with a host of capabilities, such as computer vision, workflow orchestration, intelligent workload balancing, auto-scalability, and predictive SLA monitoring, to help enterprises achieve strategic business outcomes
Attended RPA / RDA continues to witness increased demand in the market. AI-based next-best-action recommendation and interactive UI for on-screen agent guidance, which enhance worker productivity and help improve customer experience, are among the key RDA differentiators
This new research from Everest Group is
comprehensive and insightful and was only just published in July 2019 so the
information is current. I recommend browsing their findings because it is clear
that RPA has moved beyond the hype cycle now and is becoming a serious strategy
for many company executives.
I introduced the concept of a Cloud Management Platform (CMP) in my last article here on the IBA Group blog and closed by saying that it’s a complex process to choose a specific platform. However, that’s exactly the decision that many managers are exploring right now and it can be even more complex when you need to buy a cloud, but it is your service provider that will actually be using it.
This white paper from the IT research firm Neovise gives some excellent advice on this particular issue. The white paper introduces the need for CMPs, as I did in my last article, but then it lists some specific questions you need to ask when determining the best system to use:
1. Business Requirements:
• What customers do you plan to serve, and what are
their requirements? How well will the cloud platform serve them?
• How much additional work is required for installation/configuration? Integration? Adding missing features?
• How quickly will the cloud platform let you get to market and start generating revenue?
2. Product Requirements:
• Does the platform enable the right compute, network
and storage capabilities?
• Are there specific hardware requirements for the platform? Or can you choose hardware from any vendor? Can you leverage existing
• How extensible is the product? Does it support federation with other providers?
• Does the platform allow you to seamlessly integrate new cloud services with your existing hosting services?
3. Support Requirements:
• Will it require significant resources and expertise
to deploy, customize and operate the platform?
• What do you do if you need help deploying or troubleshooting the platform? Is there customer support? Or just community support? Both?
• Does the platform receive ongoing enhancements? Are new versions difficult or disruptive to install?
These are quite detailed questions and there are
different types of CMP as I outlined in my earlier article, but if you go into
these questions with a clear outline of your specific capabilities, resource,
timeline, and strategy then you can achieve a successful outcome. It’s
recommended to include this information on any RFI or RFP process when
selecting a supplier so you can work with a supplier that supports your
preferences on CMP in addition to just agreeing on a cloud strategy.
Where you have not already deployed a cloud or CMP
then it would be preferable to outline your preferences and needs right from
the RFI – this way a potential partner can advise on the best cloud to use and
the best tools to manage it.
In the early days of cloud adoption, this was all easier. A client would just make requests directly to their supplier if more capacity or storage is needed, but as IT infrastructure has become more complex, and usually involves a mix of cloud and on premises equipment, it is essential to make the right choices about the system you use to manage your cloud – and manage it in a way that works with the needs of your supplier.
21 to June 23 this year, the 16th IBA Group’s tourist rally took place 70 km
away from Minsk. Over 1,000 people got together to enjoy nature and sports. The
participants of the rally ranged in age from several months to their 70s. The
organizers of the event did their best to meet the needs of such a versatile
IBA Group’s tourist rally is an annual tradition for the IBA Group’s community. It is a time when IBA Group’s employees, their families, and friends gathered to celebrate team spirit, endurance, nature, and sports. It is more than just an annual celebration. It is a spotlight on what these values mean to each IBA Group’s employee.
expectations from the event were far from being optimistic as the weather forecast
promised heavy rains and windstorm. That was the first challenge to overcome
for most of the participants. They got through the heavy rain on the way to the
venue of the rally and were rewarded by fantastic weather on the days to
tourist rally has longstanding traditions that developed together with IBA
Group. What started as an 87-people event in 2005, grew into a massive 1,000+ participant
rally. This year, the organizers welcomed a new participating team Lemmingi that defied such veterans as Pertsy, Dynamit, Dobry Vecher, Belki, and
Smarch Cats. The bike biathlon was added to the list of competition
categories. Other team categories included obstacle racing, mud racing,
volleyball, badminton, rock climbing, draniki (potato pancakes) contest, and
some individual disciplines such as ropes course and darts.
evening, to warm up and to dry up the atmosphere, a culinary draniki
competition was held under the guidance of an experienced chef. All
participants and viewers\tasters enjoyed every minute and bite of the contest. The
Mammoth team won the first place.
ceremony of the tourist rally took place at 09.30 am on Saturday. At the
opening ceremony, Sergei Levteev, IBA Group Chairman, made a welcoming speech. According
to the tradition, Alexei Tereschuk, the captain of Smart Cats, the last year’s
winning team, opened the rally by raising the flag.
program was diverse and manifold. Each participant found an occupation to his
or her taste, be it an athlete, a fan, a guest or a child. The program of
workshops was varied. One could opt for an individual pottery class, take part
in a tea ceremony, master a new style of calligraphy, make a nesting house, or
compete in funny duo contests. The strongest could go up against Vyacheslav
Khoroneko, the six-time record holder of the English Guinness World Records,
and a repeated world champion and a record holder in free weight lifting.
Other activities enjoyed by the rally participants included a ride on a trolley, a walk on the rope course, a wall climbing, and a ride in a BRDM-2 military reconnaissance vehicle. Everyone received a charge of positive emotions during a Fun Starts relay race. Wellness lovers could indulge themselves in saunas, bathe in a nearby lake, and get a Hawaii-like suntan.
Saturday, all participants and guests enjoyed breakfast and lunch.
the day, the kids danced and played with animators, took rides on catamarans
and canoes, played in an inflatable castle, rode a merry-go-round, and watched
cartoons in the karaoke tent.
evening and throughout the night, the teams had wonderful bonfire parties
accompanied by shashlik and guitar songs.
Everyone could unwind at the disco and demonstrate their vocal abilities
in the karaoke tent. The Saturday night also hosted Bez Bileta, a well-known Belarusian group, and the DeTroit cover band. That was one of many
moments when members of competing teams celebrated the company’s spirit and
feeling of being a part of IBA Group’s global family was somehow complemented
by the atmosphere of solidarity inside each team. Most of the teams comprised
colleagues of the same department. The tour rally for them is another chance to
strengthen the team spirit and extend the relationships beyond the working
Each team had a motto, a flag, and a designated territory. The teams’ captains did their very best to win the contests and to feed the teams. Each member of the team was assigned a task, the teams‘ cooks used their creativity and experience to appeal to the taste of each team’s member.
As the tradition has it, there are no ex-employees at IBA. Many retired and ex-IBAers come to the rally to feel themselves a part of the IBA Group’s family. They are the tradition keepers of the rally. On the other hand, we saw many new faces this year who have brought enthusiasm and changes to the company’s life. Tradition and innovation, youth and experience is what makes us so similar and so unique.
teams competed in the multiple categories, including obstacle racing, mud
racing, water relay race, rowing slalom, volleyball, bike biathlon, rock
climbing, and badminton. Rope course, darts, and weights lifting were available
for individual competition.
The award ceremony
took place on Sunday morning. Winning teams, Lemmingi, Dynamite, and SmartCats
and prizewinners in individual categories received medals and prizes. Gennady
Makeev, HR Director, made a closing speech where he summed up the results of
the rally and thanked the organizers and the participants.
You can get a glimpse inside the 16th IBA tourist rally by visiting our Facebook and Instagram.
Most people working in IT today know about the cloud and how cloud-based systems can offer immediate access to storage or computing power easily. Many companies now use a cloud strategy to ensure they can ramp up and down on available systems or storage – it’s a common theme of discussion when planning an IT strategy.
But what is a Cloud Management Platform and in particular how can one be useful to service providers offering IT services to their clients?
Cloud Management Platform (CMP) is a term coined by the industry analyst Gartner. The analyst firm wanted a way to describe products or tools that help companies to optimize and manage their cloud infrastructure for cost, security, and operations. A good CMP strategy should allow users to maintain control over dynamic and scalable cloud environments.
So it is really just a control system that allows the user to maintain dynamic control over their cloud system. Instead of frantically calling a service provider and asking them to quickly scale up storage capacity in their contracted cloud, the customer should be able to use a CMP to just scale their cloud – it should be as easy as sliding a bar on a control panel.
The major CMPs on the market today will all offer these different aspects of cloud management:
These are the three main areas where the customer can manage their cloud and cover more specific areas such as budgeting, rightsizing the cloud, compliance and monitoring, and creating alerts and other analytics.
CMPs are still quite new tools and so there are still different types of tool available. Some are very focused on specific issues, such as controlling security risk or optimising costs. Some allow the option to manage multiple clouds, so if you are using both Microsoft Azure and Amazon AWS then you can manage both clouds from a single tool. Some CMPs even allow the tool to manage a cloud and systems you have on site simultaneously.
Clearly this is an emerging area. There are many new tools solving problems that have only recently become apparent. It was only a few years back that companies started taking cloud-based services seriously and it has become clear that it can be difficult to control the various aspects of a cloud-based system – such as cost control and security. In addition, if a service provider is delivering services on a cloud that is owned and managed by the client then the client needs an easy way to manage areas such as security in partnership with their service provider.
CMPs are still new and it is therefore difficult to advise on which one is perfect for each client, but there is a clear need to work on CMP selection with your service provider as any chosen solution must work for both client and service provider. I’ll explore this question next time here on the IBA Group blog.
I have written in the past about how impressed I was when I visited IBA Group in person. They don’t really shout about it, but their Robotic Process Automation (RPA) team has a level of expertise that I was not expecting to find when I visited Minsk last December. I keep recalling this when I see some of the analyst and media coverage of RPA online because there is still a strange mixture of anticipation and hype in most of the analysis.
HfS Research has been one of the main critics of the hype around RPA. They have consistently called on other analysts to provide realistic market projections and to stop using the ‘robots are taking over’ myths that have grown in frequency in the past two years. Their Horse For Sources blog in particular has been scathing when individual analysts have made RPA claims that just cannot be supported by evidence or case studies.
HfS has documented that they believe the ‘big 3’ RPA companies – Automation Anywhere, Blue Prism, and UiPath – are creating a baseline for the entire industry. It’s messy out there because there are loads of companies that are trying to get a piece of the RPA hype and yet not everyone can succeed – not least because each system needs experienced people who can implement and use it. I believe that WorkFusion should also be on this list as they are not only creating a baseline, but they are disrupting the marketing by even offering basic RPA services free.
On March 3rd the Horses For Sources blog said this: “However, beyond scripts and bots and dreams of digital workers scaling up rapidly to provide reams of value, most enterprises are fast coming to the realization that they need an actual process automation platform capability that ingests their data, visualizes it, machine learns it, contextualizes it and finally automates it. ”
The blog goes on to say: “The implication is that for many companies the dream is over. They thought that RPA would work easily and yet they have found that it’s actually quite complex to integrate into their main business processes. You cannot just point an RPA system at a business and say ‘automate that’ in the same way that computer software doesn’t write itself – someone needs to understand how to code so the computer understands what you need.”
Go and follow the link above if you want to read the conclusion to what they think will happen next, although the short story is that they believe that there may be a new phase of RPA led by AntWorks with a more integrated approach to automation. In a way, we are seeing the process of automation becoming more automated.
I think there are two conclusions that can be drawn from what we are seeing in the RPA market at present. First is that most implementations are started to coalesce around the three top system suppliers and that’s a good thing because the market cannot tolerate the fragmentation that dozens of small systems creates. Second, the RPA story is not over yet. It remains quite difficult to implement and anyone making this process easier could well lead the next chapter in the RPA story.
I wrote recently on this blog about the use of SAP to create Digital Twins, a digital representation of a real system so it can be more easily monitored and controlled. As I mentioned earlier, this has been a common practice in aviation for several years. Engine manufacturers will always maintain a digital version of every engine they sell and ensure that the digital version is updated in real-time using sensors on the real engine.
In aviation the advantage of doing this is obvious – it allows for more efficient maintenance and safety procedures when the digital engine allows engineers to monitor real engines remotely. But I believe that the launch of SAP’s Leonardo system last year will really start accelerating the use of Digital Twins as a common business strategy.
It is a combination of technologies and strategies that are creating this possibility, but the three important ones are:
1. The Internet of Things (IoT); as the real world fills with sensors and connectivity as standard for almost every electronic device we will reach a point where systems such as a Digital Twin are essential just to stay on top of what is connected and what information it is reporting. In the home, this may only be devices such as a Kindle, iPad, Echo, phone, lightbulbs, or heating thermostat, but in the industrial environment it can easily be more complex and difficult to control.
2. Artificial Intelligence (AI); with so much data being created constantly by sensors we will need to apply AI principles to the data just to make sense of it all. For example, if your home thermostat detects patterns in the way that you prefer your home to be heated then it should be able to anticipate what you want before you change the settings.
3. Machine Learning (ML); the ability to look at every action and outcome by every sensor inside a network will allow the system to learn about the ideal outcomes and then to suggest recommendations in future based on earlier learning.
It is really the IoT that is at the heart of this development. Imagine the complexity of a modern industrial facility – a large brewery or car factory for example. Across the entire property will be doors, windows, pumps, and various robots that all need to be coordinated. Most companies with these facilities will already have some sort of control mechanism, but the Digital Twin makes an assumption that every component (pump, door, assembly-line robot) has in-built sensors. By taking a feed from all of these sensors we can build a complete virtual mirror of the plant.
The IoT facilitates this by ensuring that the real-time sensor data is available, then the AI system goes to work on spotting potential problems or just process flows that are unusual and alerting workers to places they need to check.
I have seen this type of system deployed for an office management system where every light, heater, door, and window is modelled in the system. I believe that we will see the Digital Twin concept growing much faster as companies find that they can create enormous efficiencies by improving what they do and spotting problems before they happen.
As Forbes magazine recently suggested, it will soon be impossible to plan any kind of digital transformation for your business without creating a digital twin first. The processes will be simply too complex for any one manager to understand from start to end. Not only do you need to map out all the existing components, you need to apply AI to oversee how the entire system is working.
Without these deep insights into the way your business functions at present any transformation plans will be impossible. Digital Twins are not just for those obsessed with being able to manage their existing IoT infrastructure, they are becoming an essential tool for managers who want to see how the future of their business might look.
Artificial Intelligence (AI) has moved from science fiction into the enterprise in recent years. Many companies are using AI systems today to intelligently analyse large volumes of changing data and to notice or predict patterns. Typical business uses today include examples such as:
Rail operators predicting train delays before they happen because the AI system can extrapolate from small delays to predict the impact on the entire network.
Customer service agents being advised on how to help customers by systems that know the answer to every question a customer has asked in the past.
Netflix knows which movie you might want to watch because they know your past behaviour and how similar customers have also behaved.
AI really is all around us today, in the enterprise and as consumers of services. In the present environment it would now be unusual for any company to not be exploring how AI can improve their business.
But AI does have one a fundamental flaw, it is always limited to working on a very specific problem. This means that you can have a very complex system that knows everything that your customer may ask when they call for help or the system may understand how to play chess or Go, but these individual tasks are all that it can do. There is no inherent awareness of the environment around the system – although we use the term intelligence, it’s not really aware or sentient. An AI system that can play Go cannot plan the best route on a map.
This means that the system can only solve the problems it was designed for. Some might argue that this is a benefit, because it means that however good our AI systems get, they never move into the realm of awareness and all the problems that a conscious system might create.
A recent experiment by IBM has demonstrated that AI is developing rapidly though. They demonstrated how an AI system could be asked a random question and it would then have the ability to debate that subject. For example, in the video clip that I watched the system was asked if pre-school facilities should be subsidised by the government. It gave a response, arguing why subsidies are useful for 4 minutes.
This system has been pre-loaded with information on millions of subjects and objects. It’s stuffed full of encyclopedia content and research. But even with all this data it is quite an achievement to turn that into information and then a coherent argument.
Essentially this system is starting to show that perhaps an Artificial General Intelligence might be possible. It would need to be pre-loaded with an enormous amount of general data, and then would need a Machine Learning system to continue learning, but it is looking more feasible than even a year or two ago when Elon Musk started warning that we are heading for an ‘AI apocalypse’ because the machines will eventually have more intelligence than the humans.
I don’t think we will be seeing many business case studies featuring general intelligence just yet, but AI in the form we already know it will certainly be more important. AI is offering companies a chance to identify patterns and trends they could never see manually and this will be a strong source of competitive advantage in the next few years.
The IBA team was there at the event because their expertise in areas such as Cloud Computing and Robotic Process Automation is highly in demand from the CX companies – hopefully they managed to strike a few new partnerships!
As mentioned in the IBA article, I was speaking at the event about the future of the customer experience – how can you profile and understand the customer of the future?
What I tried to do with this talk was to initially frame expectations. It is easy for people to make wild predictions about how customers will behave in future, but what they often forget is that social and technological progress is not always gradual. Sometimes an invention or innovation can completely change the way that people behave.
A good way to think of this is by considering how railways changed society. Before railways people were forced to live within walking distance of their workplace. Railways created the freedom for people to travel to work and this in turn created the concept of the suburb.
We have seen a similar change in the past decade. Since the launch of the Apple iPhone in 2007 and the subsequent explosion in the use of social networks, the way that people communicate with each other has dramatically changed. This has led to a radical change in the way that people communicate with brands and an evolution in the way that the customer journey works – this is the journey from first hearing of a product to learning more and then eventually buying it.
That customer journey used to be quite simple and was focused on advertising or marketing to create awareness and then a sales process followed by customer support. Now we can see brands that are not building customer service contact centres, they are building customer experience hubs. They are using a mix of human and digital technologies and building an ongoing relationship with customers that can last for half a century or more.
What is so interesting about the present day business environment is that there is so much potential for dramatic change in so many ways. A retailer planning strategy in the era of my parents would only ever be planning new store locations and sales promotions – nothing in the future was dramatically different to the past.
Look at the retail environment today. Not only is online retail creating a new era of competition, but the way that town centres are featuring retail is changing. Other huge factors may also change how society interacts with business, such as climate change, geopolitics and the dramatic rise of China, the creation of social inequalities, and the preference to rent experiences rather than owning products.
You can click the link to read through my slides for some more of the ideas I presented at CXOutsourcers, but I think that what we will see more often today is emerging business models and services driven by the online economy and the desire of the customer for greater convenience. Go-Jek in Indonesia started out as a ride-hailing service with motorbikes – like Uber with two wheels. They expanded into offering services such as medicine or food delivery by leveraging their network of riders and eventually they created such a wide array of services that they introduced their own in-app payment system. They now process more payments than any major credit card brand… they are now a financial service brand and they started out offering rides on scooters.
How might this happen in your industry? Think about it, your competition in 2020 may not even exist today or they may be working in a completely different industry. Now that’s scary because it means that we are moving faster than ever to stay ahead of business trends, but we are never going to be going this slow again in future.
I visited IBA Group just a few months ago and one of the most interesting interactions I had during my visit was with Dmitry Konevtsev, the SAP Department Director. In my own experience, attitudes to Enterprise Resource Planning (ERP) systems such as SAP have changed dramatically in the past few years. Systems that were once essential and heavily invested in have proven to be failures for the business. The reputation of ERP has been in decline, but what are real companies doing with ERP today?
I asked Dmitry for his views on how businesses are approaching ERP today. He said: “The implementation of ERP has been a matter of many discussions since the early days. People often feel uncomfortable about any changes to their business and ERP can often overhaul the operation of the entire enterprise. Therefore, employees are opposed to ERP, but the key is to approach it as a business task, not an IT implementation.”
Dmitry explained a recent project that IBA has been involved in implementing. He said: “We initiated the introduction of the newest SAP Profitability and Performance Management 3.0 technology at a major mobile operator. The customer aimed to develop a self-service analytics system that provides a comprehensive insight into the overall company performance. The project is one of the first SAP Performance Management for Financial Services (FS-PER) implementations in the world. The analytical solution is complicated, as it is designed to integrate and harmonize numerous heterogeneous data sources and involves millions of measurement units.”
Dmitry explained how IBA has experience across many different industries, including oil and gas, railways, and telecommunications. ERP is an important tool across all these industries and although the media image of ERP installations has been largely negative in recent years, the reality is that many companies still require ERP to manage complex logistics and supply chains.
The idea of a digital twin is a concept that many industries are growing, especially as Internet of Things (IoT) sensors become more common. The digital twin has been common in the aerospace industry for many years – an engine manufacturer such as Rolls Royce will maintain a digital version of every engine they deliver and it is updated in real-time from the real engine using a stream of data from sensors, capturing a complete digital twin of the real engine.
Tools such as SAP can deliver this concept for other solutions. Dmitry showed me an example of a building management system. Now I am not an expert on managing buildings, but I can imagine the complexity of managing every single power socket, lightbulb, fire extinguisher, window, and door in a large building. It used to require pages of maps and floor layouts in addition to constant inspections. Now the entire building can be coded into a graphical interface so the user can see everything in 3D on screen and sensors all over the building feed data into the SAP model. A fire extinguisher can send an alert if it has been used and is now empty. A power socket causing a circuit to short out can be identified the moment there is a problem. The model I saw looked stunning because the graphics resembled a video game – maintaining a building like this would clearly be far more efficient than the old system of only fixing problems after they happen. With real-time monitoring and sensors, some problems can be predicted before they happen – and then prevented.
Dmitry explained: “Digital twins are a development of the IoT concept. Earlier, IoT was viewed as a technology of passive sensors that receive and send data. Today, it is a concept of smart sensors that analyze data and make decisions locally based on the data they process. In 2018, Gartner suggested that this is a technology stuck in the hype cycle, but we can see real clients asking for projects like this using SAP Leonardo.”
It is clear that ERP has evolved. The integration of IoT is allowing ERP to not only represent process flows, but also to predict and make changes. We are now in an age of intelligent ERP and the failed installations of the past can now stay in the past. Solutions like digital twins using SAP are demonstrating that there is a bright new future for companies ready to explore how ERP can help them to redefine and manage their business processes.
It’s always great to see when the new issue of Intelligent Sourcing arrives. It’s updated all the time online, but there is still something nice about seeing a collection of news bound together in a real magazine. I know that’s old fashioned, but a quarterly business journal is like a collection of thoughts from that time.
The issue is focused on innovation and I contributed a column that you can read if you click the later link to the magazine. Although my article was a focus on Customer Experience (CX) innovation, as I read it again I noticed that so many of the specific innovations I was documenting require technology expertise.
This is quite a change from the days when customer experience was called customer service and involved nothing more than a contact centre full of phones. Handling interactions between customers and brands today is highly complex and operates across a number of channels. Here are some of the key areas shaping CX innovation today as outlined in the Intelligent Sourcing feature:
Customer expectations and journey; interacting with customers today takes place 24/7 across many different channels (including social) and involves thinking about a 50-year ongoing relationship with the customer, not just managing a single phone call.
Technology; almost every emerging technology you can think of is being applied to the customer relationship. To list just a few – Artificial Intelligence, Machine Learning, Augmented Reality, Virtual Reality, Robotics, location awareness, cloud computing, the app store. All these technologies are being shaped and influenced by the way that brands are using them to interact with real customers.
Automation; Robotic Process Automation (RPA) is being extensively deployed as a tool to make customer service agents more efficient. The blend between digital service and human service is now one of the most important areas of research in this field.
Customer-centricity; new companies can design their entire service around what customers want in an age of smartphones. There is no need to copy how a bank or insurance company operates – especially if they designed their processes many years ago. This is having an enormous impact on traditional brands that are being challenged by brand new companies that can deliver services better.
CX and Business Process Outsourcing is often presented as an entirely separate type of business that is unconnected to what IT service companies are doing, but I believe that most of the innovation taking place in CX is being driven by IT. In fact, many of the IT experts are now becoming experts in areas such as RPA and that means they are rapidly becoming CX experts. The market for technology services is changing and CX innovation is creating many of these new opportunities.
How does Robotic Process Automation (RPA) really change the enterprise? Naturally, there is a need to seek out the expertise of companies (like IBA Group!) that have expertise in all the main software systems – because it pays to bring in experts when delivering a completely new system, but what about the wider changes that continue after the implementation?
I think this is an interesting question. RPA has the potential to fundamentally change the way that workflows are organised inside many companies and yet I rarely see this discussed in most of the coverage. In fact, most RPA media coverage can be summarised as focused on the size of the market and how automation can replace employees.
Of course, the market size is important, and the potential for automation to replace people is also important – and scary. Many people are getting worried by media headlines suggesting that the robots are about to take their jobs.
Most of this reporting is irresponsible and doesn’t reflect how companies are really exploring the use of automated systems such as RPA. The current debate around RPA reminds me of the lump of labour fallacy. This was suggested by some economists who believed that the amount of work in the economy is fixed, so if you restrict the hours that employees can work then you will reduce unemployment. Work isn’t so simple and the amount of labour is certainly not fixed.
Why is RPA becoming so popular? There are demonstrable benefits that can be attributed to RPA projects. Some of the clear business benefits that can deliver a Return on Investment (ROI) include:
Faster time to market: products and services can be delivered faster when a part of the value chain has been automated, allowing quicker delivery and an improved time to market for new ideas.
Productivity boost: more can be achieved with fewer resources, so the same team can boost what they were delivering before automation.
FTE requirements: if a significant part of your business processes can be automated then logically the number of team members required to process this information can be reduced.
These are the initial short-term benefits. Naturally, the immediate benefits of an automation project will be that the processes work faster, allowing the same team to be more productive, but there are some additional longer-term benefits that should be considered beyond the initial boost.
First is the ability to transform your business. Many industries are experiencing a wave of rapid change at present. Change really is the only constant for almost every traditional business model. Look at banks becoming apps, or news publishers searching for a revenue stream. Many traditional industries are finding that they need to change in order to survive in a very different business environment. If a significant part of your business can be automated then this facilitates innovation in the rest of your processes. It could even be argued that a significant digital transformation project will never succeed if you cannot automate the repetitive processes in your value chain.
Streamlining the processes you have yet to automate is another significant advantage – expanding the scope of automation beyond what you can initially achieve. Once you can see just how much of your business can be automated, there is a strong temptation to increase the processes your business manages using RPA. It’s important to create a period of stability once RPA is initially rolled out, but after that expansion should be encouraged.
Automating many of your systems allows governance checks to be applied automatically by the system and all processes and actions to be recorded. This can help with compliance and governance by removing the opportunity for manual errors and ensuring that a comprehensive audit trail exists for all automated actions.
It won’t be easy to see all the potential benefits from RPA immediately because there are just so many software vendors and no single control mechanism. We are still watching the growth of a market that will transform how companies operate far more than ERP or CRM ever did. But questions remain about how to link RPA into other systems within the enterprise – the Internet of Things for example. Instead of building these links differently for every organisation why are we not building RPA systems like USB cables – able to just plug in anywhere?
RPA will fundamentally change how enterprises are designed in the next decade, but some important decisions will need to be taken along the way. Not every RPA vendor will survive, just as Betamax video was killed off by the market acceptance of VHS. It’s going to get interesting out there as more companies rely on automation to compete.
I wrote recently on this blog about my surprise at how sophisticated the RPA solutions offered by IBA Group already are. As I mentioned, they are offering solutions that are far from the typical vapourware offered by some IT specialists – they already have genuine case studies using all the major RPA platforms.
Forrester makes some bold claims. Principal Analyst JP Gownder said: “Automation will be central to the next phase of digital transformation, driving new levels of customer value such as faster delivery of products, higher quality and dependability, deeper personalization, and greater convenience.”
That’s strong support for RPA in 2019, but Forrester also notes that we are now reaching a tipping point for automation. The Forrester argument suggests that we will now start expecting professional employees to be augmented by automation. This alters the workforce and drives companies to focus on customer value.
In fact, this is a common theme in talks that I have given on automation. I believe we will see this being a much more pervasive change in the way that professionals work and are hired for their jobs. At present we still see RPA as a function of the technology department, but soon we will see job adverts on LinkedIn for HR professionals, credit analysts, and accountants all asking that the applicants have relevant RPA coding experience – that’s going to be quite a change.
· Government adoption will soar; governments always need to do more than less so they will be quick adopters of RPA.
· Less focus on headcount reduction; the focus for RPA will shift from saving cash to improving employee engagement and how employees work.
· Death of BPO; controversially they also predict the end of Business Process Outsourcing because RPA tools allow internal teams to create their own efficiencies.
· RPA blended with AI; put them together and you can create a wave of new intelligence – they each help each other.
· Growth will be bigger than you expect; despite many analysts predicting strong growth for RPA, the team at UiPath says it will be bigger than you expect in 2019.
I think that both UiPath and Forrester have some interesting insights here and I tend to agree with them both. I believe we really are at a tipping point and the effect will go far beyond the technology team. The adoption of RPA will affect just about every professional employee and will demand that they start adopting new skills and methods.
This is why UiPath can speak with such confidence. If the analysts are still focused on the ability of RPA to redefine processes that are defined by the CIO then of course there will be growth, but if we start to see every single business process being redefined and automated then the current growth projections will be nowhere near large enough. Let’s see what 2019 has in store for us all!
One of the biggest changes in recent years in the IT market has been the use of platforms to deliver solutions. Software development may have moved on from the old waterfall style developments to agile delivery models, but many projects still required analysts to design solutions, developers to build them, and engineers to then deliver the product.
Consider just these three types of platform and the change becomes obvious:
1. Cloud; the ability to use a system remotely without local hardware or storage requirements and usually charged on a pay-as-you-use basis.
2. App Store; developing systems for Android or iOS and releasing them to the App Store allows software to be globally distributed instantly.
3. Social and mobile; the success of games such as Farmville or Mafia Wars has largely been because they were designed to be social – play is integrated into social networks such as Facebook so friends can actively engage with your game or compete with you.
These are all major changes to the way that software is designed and released. Not least, one of the biggest changes because of these platform adjustments is that business line heads – rather than the CIO – will make decisions on new IT systems. If the IT tools can be delivered without affecting the infrastructure of the client company then this is much more likely.
In particular, the cloud is changing how enterprise systems are delivered. Business users can pay for systems on a subscription basis without the need to plan for infrastructure and this is radically transforming how many companies see their use of IT and supportive software systems, such as ERP or CRM.
But even the cloud is undergoing rapid change. Many developers are now suggesting that there are some key trends to look for in the cloud market in 2019, such as:
1. Multicloud; AWS, Google, and Microsoft are the cloud giants and all have their strengths, but many companies are now exploring how to reduce their reliance on a single cloud supplier – for security, resilience, and to gain advantages from the strengths of each one.
2. Migration; it will be more common to migrate across different clouds to take advantage of deals or strengths from specific suppliers. New tools will make this much easier.
3. Governance; many companies still have fairly weak rules governing their cloud use and this will get stronger in 2019.
These are interesting points and worth noting. It has never been a good strategy to get locked into a single IT supplier and now we are seeing the same caution with cloud suppliers. 2019 will not only be a year of opportunity for various platforms, it will be a year where we start auditing how these platforms are being used.
From January 24 to January 25, IBA Group hosted the Rocket.Build Local 2019 – Minsk, Belarus hackathon. For the first time, the annual event took place at the IBA Group’s High-Tech Park campus. Rocket.Build is a Rocket Software’s annual hackathon. This event brings together engineers and programmers from around the world to work in teams to develop new products that help Rocket customers solve their business and technology challenges.
IBA has been cooperating with Rocket Software since 2016, the primary area of cooperation being mainframe products. Rocket develops products in diverse fields, including analytics, networks, data, storage, and enterprise software. The firm’s products are designed to run on mainframes, Linux/Unix/Windows, IBM i, cloud, and hybrid/virtualized systems.
IBA Group specialists who are involved in Rocket Software projects took part in the hackathon. All 90 participants were divided into teams, each team consisting of two to four members. The teams came up with 26 various ideas to solve production issues.
Having finished working on projects, the participants presented their ideas to the customer. In a strictly limited three-minute presentation, the teams had to convey the value of the proposed solution to the audience and the customer, and to demonstrate its functionality.
Anjali Arora, Chief Product Officer at Rocket Software, chose the winner of the main prize, the CPO Award. The winning team is expected to travel to Boston to participate in Rocket Build Global to be held from June 9 to June 13 at Rocket Global Headquarters. In addition, a peer voting was held at Rocket.Build Local 2019 and three teams were selected as winners.
The hackathon was a delightful event for IBA Group employees, giving them an opportunity to demonstrate their skills in a friendly and innovative atmosphere.
Cloud computing has transformed how the enterprise uses both storage and applications. Local storage is no longer a requirement with remote server farms immediately managing any requirements and applications using cloud resources to cope with heavy loads – such as online retailers on particularly busy shopping days. All these benefits of the cloud have become normalised, but could we be achieving more with cloud-based services?
A recent feature in ZDNet suggests that we can – digital transformation. Most enterprises view digital transformation through the lens of a change in business model, for example a retailer with a focus on in-store sales shifting their attention to apps. However, the ZDNet research shows that enterprises with a requirement to quickly change business model or offer an improved digital service could be more effectively exploring cloud-based services.
The research group IDC claims that spending on digital transformation in 2017 topped $1.3 trillion, so this is a market where a lot of enterprises are spending, but are they getting the best value and results from that investment?
The problem in many cases is that the technology makes the problem look simple. The cloud, Big Data, the Internet of Things (IoT) – on the surface all these technologies are easy to understand. Executives can sit in the boardroom and proclaim that we need a business strategy that builds on the IoT, yet it is one thing to declare that you want to use a certain type of technology and another to figure out how to make that an integral part of your business in a way that delights your customers.
This is where ZDNet believes that a focus on the cloud can pay dividends. Too many enterprises do not have an efficient or well-structured IT department. There are disparate apps spread across different storage facilities and no easy way to share and analyse data across all the business applications being used. Rather than focusing on technology-led solutions, such as what can we do with AI or the IoT, it makes more sense to fix this central core of the organisation by using cloud-based services. Fix the platform and your applications and data use will naturally transform.
Secure cloud access is a proven technology and it is simple to deploy if you hire a good partner with cloud expertise. The initial focus can be on storage, but you can build out from there to centrally manage business applications and data.
This approach can drive digital transformation in your business, not because it is a radical change to manage storage or apps in this way, but because once you organise your systems around this central core, with strong business application support and the ability to share data across systems, you will be able to quickly design new solutions that could only ever work in this environment.
Sometimes it is better to build the platform and let the solutions arrive through innovation, rather than trying to build the solution on day one. Once you have a platform in place that allows data sharing, then the ideas will flow and your teams will automatically start exploring digital transformation options that are driven by business needs – not just technology.
I recently visited IBA Group in Minsk and I had the pleasure to speak with Andrei Lepeyev, the director of software development at IBA Group. As someone who studied software engineering at university myself, I’m always fascinated by the way that platforms such as cloud computing and the app store have changed what it means to deliver software, so it was really great to catch up with Andrei.
You can hear our conversation on the CX Files podcast by clicking here or search your favourite audio podcast provider, such as iTunes, Spotify, SoundCloud, or Stitcher. Because we were focused on CX we talked about some of the technologies and systems that Andrei is working on that have a direct impact on the quality of CX for the clients of IBA Group.
I had initially asked Andrei about how Artificial Intelligence (AI) is being used to predict customer behaviour, but he explained to me that IBA has gone further and created a product called APPULSE that offers a complete Level 1 and 2 support service for mainframe computer systems.
Andrei said: “APPULSE not only detects the system and finds problems, it uses Machine Learning to learn about the solutions so in many cases it can create a self-healing mainframe system. Mainframes are still really important and unbeaten in the range of directions they are deployed. They are the most stable and virus-free systems, but their user-interface is not usually so good.”
Andrei was talking about the importance of keeping mainframes running because they are often overlooked by most customers, yet your bank will be relying on those systems to be running if they want to offer a 24/7 online banking platform. Ensuring that the system can heal itself before problems even happen is an enormous improvement in the way that a traditional IT support operation would run – fixing problems only after they have caused a problem. That’s always a disaster for customers who need service now.
He said: “First we think about the support level of each supplier. Can they provide education or trial systems? Can they add specific requests to the software? Can they give extra information to a company like ours that may be implementing the solution?” However Andrei also added an interesting point which is not often discussed in the industry – sometimes it is just which software system is seen first by the customer. He said: “It is also important to see how each of the companies is marketing their product to the client. Often we will be approached by a potential client who already has a pilot system – developed free by the software vendor – and it can be very hard to move them to another system even if we think it could be better.”
Andrei mentioned Machine Learning when describing the mainframe support system and I asked him about the popularity of this in 2019. Are more and more customers asking how to make their systems learn about customers and systems automatically?
Andrei said: “Yes, many more clients are asking about it. The main reason is that there has been an evolution of hardware. A simple mobile phone allows almost every standard machine learning platform to work. Ten years ago this was impossible. We are not talking about huge brands like Google and Amazon – even smaller companies can deploy a machine learning system today – there is a very low barrier to entry now.”
When I asked Andrei about his priorities for 2019 he said that he wanted everyone in the industry to remember that none of these technologies exist in a vacuum – they all need to interact with other technologies and business processes. He said: “When we are talking about AI we cannot talk about it alone, it should be the business application of AI. We can’t talk about RPA without Machine Learning. We can’t talk about Cloud Computing without talking about the solutions that are built and deployed on the cloud. I’m looking forward to some projects in 2019 that involve AI using RPA and are delivered on the cloud.”
My conversation with Andrei provided a great insight into how some of these technologies are really affecting the customer experience. A large amount of media coverage is just hype, but as Andrei demonstrated, there is a great deal of substance here. These technologies can deliver game-changing systems, but the companies using them to interact with their customers need to have great products and services – it is not the use of an RPA or AI platform alone that will help them to be more successful.
When I recently visited IBA Group in Minsk I was expecting to hear about their Cloud Computing solutions and some of their more recent developments in Machine Learning, but I was surprised to hear exactly how developed their Robotic Process Automation (RPA) expertise is today. I was surprised because their approach to RPA is not typical. They have experience of delivering real projects to real clients in multiple countries using the top 4 RPA software platforms.
Now contrast this to the typical RPA story in the media. Robo-bosses, robots taking over, and other mentions of robots replacing humans. When reading about RPA we usually read hype and grand claims of digital transformation, often from experts or IT companies with very little track record in this area. Yet IBA has been quietly developing expertise in all the major RPA platforms all over the world and there is no hype at all. They have just been getting on with the job.
When I arrived at IBA, I never expected to hear such a solid RPA success story – case study after case study of real RPA deliveries. I did a detailed interview with Vjacheslav Mikitjuk, director of Internet Technologies, that I intend to publish in the new year.
The RPA world is full of hype. HFS Research has been a vocal critic of the RPA hot air and fake news for the past few years, but even they now acknowledge that there are real solutions being delivered that are adding value all over the world. I witnessed this up close when I went to visit IBA Group and it was not even something that I had expected. They have kept their RPA expertise fairly quiet, but I’m hoping to change that in 2019 by telling the world what they have been doing.
The life of the CIO has been like a roller coaster in recent years. The strategic importance of information was probably only really appreciated in the 90s, when the CIO became a more common term than IT Director. It was then that the value of the information, and what a company did with it, became more important than the technology itself.
But in recent years, the CIO has seen cloud-based systems take over. So long as business teams had access to the Internet they could subscribe to pay as you go business services offering everything from CRM to ERP to data storage – software as a service. It seemed like the IT department was offering little of strategic significance for many companies, other than ensuring the business teams can access their Internet-based services.
Now catch up into the present and it seems that some organisations are thinking again about their IT infrastructure because the strong core approach is becoming a popular way to approach the way that technology is organised inside the enterprise. But what is the core, beyond just offering a secure network?
The core approach offers security, but also APIs into all business applications that the company uses, a single way to share data across applications, and a stable environment where automation/bots and tools such as Robotic Process Automation (RPA) can be applied. In short, the enterprise creates a core for data and applications and benefits from being able to share data across teams. This also offers the opportunity to automate processes and create efficiencies that are impossible if each individual department is just deploying cloud-based business solutions.
The digital core should in fact be a core for driving improved customer engagement with the business. By creating opportunities to manage enterprise data more effectively, insights can be created and customers can experience a far more personal service – the enterprise finds efficiency, but the customer experience is also improved.
Building a core requires a consistent approach to building a central platform, sharing APIs, applications that can work together, and data that can be shared and analysed. It requires an enterprise-wide approach to managing data and applications, which sounds a bit like the old days of central control from the CIO office, but the insights and efficiencies that can be achieved from this approach should outweigh any loss of autonomy for individual business units. In fact, individual business managers can continue to select and deploy their own software solutions so long as they can be plugged into the core system. Flexibility should still be promoted.
We are moving back to an environment where the CIO matters once again. Have you explored the core in your own enterprise yet?
I mentioned in my last blog that the very nature of jobs and employment is changing today because of emerging technologies such as Artificial Intelligence (AI). Tools such as AI in business application support, are fundamentally changing how corporate processes function – and this changes the skills that people in professional jobs need. This change is prevalent throughout many parts of the modern organisational structure, but the most important area of change is probably enterprise decision support.
The problem is, how do we get from here to there? Many organisations are overrun with data. They have so much that they just don’t know what to do with it all. Some have tried to focus on data analysis, creating a data-driven approach to their business, but even those who have moved in this direction need to rely on the skills of their data scientists to try turning data into information.
As data analytics evolved, it was clear that enterprises were changing from a backwards-facing approach where they analysed past events and described what happened, to an ability to be predictive – trends and patterns that help to predict future behaviour could be found. A similar change needs to take place in enterprises using AI today.
Today, the possibilities for AI-enabled decision-making are more prescriptive, with AI providing enterprises not just a look into the future, but also key diagnostics and suggestions on potential decision options and their payoffs. Such highly evolved applications of AI can help businesses make decisions that can potentially exploit more business opportunities, while averting potential threats much earlier.
This is the real opportunity for AI in the enterprise. To create the opportunity for automated decision-making, but where the system is designed to learn, unlearn, and relearn as often as required. Insights from automated AI business application support should be powerful because the system is trained to learn where insights may be found.
I believe we will be seeing many more AI business application support systems in future – its no longer a technology of the future. These are systems that are already installed and in use in enterprises globally – have you explored what AI can do for you and your decision-making processes?
There are many emerging technologies that are not only changing the workplace, but changing the way that jobs are structured and the skills that modern (or future) employees need. I believe that three of the most important changes taking place at present include:
1. Artificial Intelligence (AI) in the workplace
2. Remote working
3. Creating tribes
There are technologies and systems emerging, such as AI in business application support, that are fundamentally changing how corporate processes function – and this changes the skills that people in professional jobs need. Employees need to become comfortable with the idea of AI delivering performance feedback, personal development, coaching and evaluation. This offers many advantages to both employee and employer, but it can still face resistance by some employees, especially when they feel it will change their job.
Forbes magazine recently published data from a study by the Center for Effective Organizations at USC Marshall School of Business. The study suggested that only 37% of employees would share innovation or automation ideas if they believed they would have to do different work as a result of such technology being implemented. However, when employees believed the technology would help make their job better, 87% of them said they would share innovation ideas with their employer.
Both AI and employees will help companies to reengineer their processes, but with AI exploring how to optimise systems there is an opportunity to change processes without the natural reluctance of the employees.
Remote working is increasingly a reality in many industries. Customer service companies are now actively promoting the Work-At-Home-Agent model instead of increasingly large contact centres. Companies with a large number of home-based employees can dramatically reduce costs for office estate and more easily scale up and down as the business requires.
The need to create tribes is partly related to the trend for home-working, but it is also linked to our increasing use of social networks. As we see people less in real life and more in virtual spaces, such as social networks, it becomes more important to be more methodical about socialising – both in person and virtually.
All these changes in the way we work are related back to the increasing intelligence of systems that can help us to perform more effectively at work. We are now reaching a point where coding skills are becoming useful for employees in almost any professional job – accounting, HR, and law companies will all be using AI business application support and this means that professionals need to learn how to manage their virtual tools.
A great change is coming soon. It’s not that every job will vanish as many are automated, but those that remain will become more interesting and more technical – the HR team needs to start coding soon!
Will citizen developers really take over software development from the big IT companies in future? The market for citizen development is growing fast and what are often called ‘low-code platforms’ allow people to develop software without much knowledge of software development. The market for these systems is currently worth over $4bn, but is predicted to grow to over $27bn by 2022 – that’s extremely rapid growth for any market.
But let’s take a step back to understand what is going on. In the early days of software development programmers would need to use machine language (or code) to get computers to do anything. This machine language is exactly as it sounds, essentially instructions that are directly manipulating chip functions and data. It was extremely difficult to learn how to do this and because the code was hard to read it was not only hard to create, it was hard to fix problems and maintain too.
These days, machine coding is still possible, but it is only really used where speed is essential or there is some other very specific requirement – such as being able to directly address the functions of a video chip. Most software developers now use a programming language, such as C, Java, or Basic – many are available and they are constantly evolving. These languages are much easier to read and use and the developer can either use a system called a compiler to translate the code into the required machine code, or they can use an interpreter that converts the software in real-time as it is running.
These languages have dramatically increased the productivity of software developers, but to use one of these languages is still a specialised skill. The software developer not only needs to understand the language they are using, but also has to be comfortable with many other basic programming principles, such as how to use variables to store and manipulate data. This is not something that an untrained individual can do easily. So what is low-coding?
Essentially it is software development, but at a high level so the focus is just on business processes or queries. The developer doesn’t need to think about underlying issues such as graphics or data storage, they just need to describe what they want the system to do. A good example might be a Human Resource platform that offers the user the ability to create a filtered interface – only show me candidates over 21 years old with a degree for example.
These queries are essentially basic coding and this will become an increasingly important skill in the modern workplace. It’s easy to argue that this is not really software development and therefore the companies offering software services can feel safe that their business is not about to collapse, but it does represent an important change in skills that will be required for jobs that are not traditionally connected to IT.
Automation is increasing across many industries, particularly Robotic Process Automation (RPA). This means that some basic coding skills will be required of accountants, credit analysts, lawyers, and HR professionals (to just name a few) if they want to be able to manage and control the software systems they are using.
So low-coding does not mean that citizen developers will be building the software that IT companies are now delivering. However, it does mean that almost all office-based professionals need to consider how they can learn about basic coding skills – their future employability depends on it!
Artificial Intelligence (AI) is quite a pervasive technology in the present-day environment. Even regular consumers with no technical knowledge are becoming aware of AI and are comfortable interacting with these systems. Examples are all around, from Siri on the Apple iPhone to the movie recommendations made by Netflix and song playlists on Spotify.
AI can also help to predict what people will do in the future. Facebook can tell if you are likely to take your own life based on recent posts. Stanford University trained a system to detect if you are gay or straight based just facial photographs. The HR system designed by IBM can predict who is likely to quit their job. The implications for these insights are fairly clear – imagine what an insurance company or government could do with this data.
Perhaps more positively, there are now investment algorithms that outperform regular investment managers and AI-powered disease diagnosis means that your virtual doctor will be aware of any relevant research and drug trials – even if it was just published yesterday.
Most consumers will be largely unaware of these developments, but there is one area where people are creating a huge demand for greater investment and research into AI systems and that is personalisation – the interaction between consumers and brands.
Years ago it was Amazon that really started this wave of personalisation by offering deals or recommendations based on the specific shopping behaviour of the individual customer. This was extremely innovative at the time because most brands could only ever offer the same deal to all customers at the same time. Now this is commonplace and expected. A clothes retailer needs to know what the customer likes, dislikes, their shopping history, and what they have browsed and lingered over in the past. All these insights would be impossible for a person, but an AI system can figure out what to offer the customer – either as a recommendation or as a special offer – and ensure that the offer is made at exactly the time that the customer is most likely to respond positively.
Now these personalised insights are not only becoming more common, but customers know that brands have the data so they are expecting greater personalisation. Customer demand is creating a wave of IT research and development. AI is moving quickly from being interesting and innovative to becoming essential for brands across many industries and it is customer expectation that is driving this change.
On September 2, IBA Group organized a family festival for its employees and their children to celebrate the beginning of the new school year. The celebration took place at Minsk Zoo, much to the delight of young visitors and their parents.
This year, IBA invited children, their parents, and their grandparents to spend a sunny Sunday at the zoo, where they could get acquainted with various animals in enclosures, as well as at the terrarium, aquarium, and exotarium. The icing on the cake was a show at the dolphinarium.
IBA Group’s management congratulated children on the beginning of a new school year. First graders received makeshift medals and gifts with the IBA logo. All attendees got lunch bags and could satisfy their sweet tooth with ice cream.
As a part of the entertainment program, children could see exciting chemical experiments and use a trampoline, an inflatable slide or a swan ride.
Digital Transformation today can mean a lot more than just changing the way your brand delivers a service online. In many cases, companies many need to entirely redefine their business model to keep up with a changing industry that is being shaken by new market arrivals and constant innovation.
In some cases this means old brands die and new ones takeover the market. Instagram is a good example. The entire business of taking and sharing photographs is completely different today and the entire infrastructure that involved cameras, films, and development facilities has almost entirely disappeared in the last 5-10 years. However, in some cases a digital transformation can mean a completely new way of working inside a business that, on the surface, appears to be doing what they have always done.
This Forbes case study of Lufthansa Technik Logistik Services (LTLS) is a good example. LTLS provides logistics, transport, and warehousing services inside the airline industry. LTLS is itself owned by Lufthansa Technik, which provides maintenance, repair, and overhaul services for airline engines. On the surface these businesses sound like traditional engineering and logistics companies that exist to help keep airlines flying safely.
This remains true and nothing has changed in that regard since LTLS started a major digital transformation project a year ago, but there are some areas of process that have changed dramatically, especially around warehousing. Around half their revenue comes from their warehousing service so any way that innovative digital technologies can help to improve these processes will directly impact on the success of the business.
LTLS has implemented nine different projects all focused on assessing digital technologies. These include: using optical character recognition in combination with AI software to automatically fill in input screens and eliminate paper in the receiving department by scanning 10,000 documents each day; smart, light weight, gloves with 2D scanners that allow for hands free picking; integrating their warehouse management system to smart watches; and the use of mobile logistics robots to reduce worker travel.
One of the critical aspects the LTLS highlight about their own digital transformation is the cultural adoption of new processes. They tested the robot technologies in warehouses by buying a single robot and testing it alongside the existing processes, building cultural support for a complete rollout and replacement of the old practices.
This is where your approach to culture can be critical. Not every digital transformation springs from nowhere and transforms the industry overnight. This can happen, as we have seen, but most plans resemble the LTLS approach. There is a clear need to improve the way the business functions and digital technologies can help to transform the business processes – there is a clear sense of where we are now and a future state for the business.
In all these transformations you will require the team to support the changes being proposed, or the implementation is likely to fail. LTLS were smart by slowly introducing changes that could work alongside existing processes and the workers could quickly see how their life would be improved if robots did most of the heavy work inside the warehouse. It’s an agile approach that not only allows for support to develop, it allows for process errors for be fixed during the implementation and avoids the potential disaster of switching from one system to a new one and finding that it is full of errors.
Clearly this approach is worth some extra consideration by any executive team currently studying the opportunities for digital transformation in their business.
Take a look at what the industry analysts are all saying about customer experience (CX). It doesn’t matter which industry you are focused on, it is typical to see that improving CX is now considered to be one of the most important strategic priorities – often it is more important than the more traditional revenue maximisation and cost reduction strategies that most CEOs focus on.
But when you explore what CX transformation really means, it is clear that modern CX is largely supported by IT systems. To create a modern CX environment requires not only a major investment in IT and communication systems, it requires an understanding of these technologies and how they can blend with your people and processes so CX is improved.
This requires multiple skills. Executives investing in the technology systems that are now being used to improve CX may know the technologies, but have no personal knowledge of CX or customer service principles in general. So it’s worth taking a moment to appreciate just how much the various technologies have changed in the past few years. Supporting CX today is no longer focused just on Customer Relationship Management (CRM) systems alone. This CMSWire article details five key areas where you might want to think again about the kind of technologies being used today – and where we were in the recent past:
Moving from websites to apps – it’s no longer enough to have corporate information on a website. If you really want to interact and build a relationship with customers then you need the interactivity of an app.
Moving from Web Content Marketing to Artificial Intelligence (AI) – online content is great for brands, but AI will allow brands to automatically share relevant content and to build their content library automatically.
Digital Asset Management (DAM) moving from a static repository to the centre of your digital assets – instead of just tracking all your digital assets using a spreadsheet, create a culture of sharing every digital asset, even photos and videos, and utilising the DAM database as a key asset throughout the business.
Moving from data use to help the marketing team to predicting what the customer will do next – don’t just use data on customers for marketing mailshots, study their behaviour and figure out what they will do next by using predictive data analytics.
Personalisation based on strict rules moving to AI – Machine Learning and AI allow you to get much closer to customers by creating a completely personal experience, not just the same experience every customer has. More and more customers are already insisting on this as an expectation.
Robotic Process Automation, Virtual Reality, Augmented Reality, Machine Learning, Artificial Intelligence, Cloud delivery and Data Analytics. The list could go on. All these emerging and complex technologies are being deployed in solutions that are specifically designed to improve CX, but as this list suggests there is also a need for executives to think beyond what they knew as cutting edge two years ago.
When selecting a technology partner for a CX initiative you should keep in mind that they need to have expertise in the specific technologies you want to deploy, but also talk to their team about how they see these technologies evolving. CX is driving so much investment into these technologies that none of them are static. You need to consider how best to plan for a solution that delivers today and can flexibly grow with the business in future.
The technology industry is in an interesting place right now. Industries across the world are facing a wave of digital transformation that is often redefining their entire business model and value proposition. In addition, the increased strategic focus on customer experience (CX) as a boardroom priority is creating a wave of investment in emerging technologies. There has never been a better time to be closely connected to the IT industry because IT is redefining so many industries at a scale that nobody has ever seen before.
Customer expectations have changed dramatically in recent years meaning that companies need to deploy every tool possible to increase both sales and loyalty. The Business to Business (B2B) environment research by Salesforce shows that 80% of customers are influenced by the way that a company is able to understand their individual needs. There is a clear need for organisations to explore how digital transformation and the use of more innovative technologies can create a better experience for their customers.
There are many examples of the changing digital environment and how emerging technologies are changing the interface between companies and their customers, for example:
1. Bots; intelligent chat bots are able to handle simple customer questions automatically deflecting calls that would need to be answered in a contact centre.
2. Automation; the use of Robotic Process Automation (RPA) to automate manual processes makes life easier for employees and increases productivity.
3. Data Analytics; the ability to personalise service for customers because the system knows exactly what they like, when they like to buy, and which channels they prefer. Companies can use data insights to show their customers that they understand exactly what the customer wants.
4. Immersion; Both augmented and virtual reality systems are being used for solutions such as allowing customers to experience a luxury hotel before booking and how to find products inside a store.
5. Self Service; customers are increasingly searching for help online before ever asking a company for help with their products so there is an increasing need to create intelligent content that answers customer questions in locations such as Google.
It’s clear that the combination of increasing customer expectations and the emergence of these new technologies is driving a wave of digital transformation. More than ever, companies are turning to their technology partners for answers. Technology is no longer just a service that supports the business, technology is rapidly transforming how organisations function and redefining business models. Technology is rapidly becoming the most important driver shaping how organisations function and define a business model today.
Digital transformation is a business strategy that has been increasing in importance in the past few years. The ubiquitous use of smartphones, access to fast mobile Internet, and the app store concept have all combined to create a platform where established companies can offer online services and new companies can go to market with innovative ideas extremely quickly.
In some industries, such as financial services, there is an arms race taking place. New companies are launching services that are free of the technical legacy a large company, such as an international bank, needs to manage. Freed from many of the traditional requirements – such as a chain of retail branches – these new services can offer better prices to customers and be entirely designed around the needs of the customer, not the legacy systems of an established company.
It’s clear that companies across all industries need to be exploring how digital tools can improve their service to customers, but digital transformation projects can be risky. If a company bets on the wrong type of service then they can quickly become irrelevant in their own marketplace. Alternatively, if a company fears the complexity of a major digital transformation and delays investment then they may find that entirely new market entrants steal their customers by offering a more customer-centric product.
There are some key areas of focus that should be analysed before commencing on a digital transformation project, both to mitigate against failure and also to increase the chance of success. New research published in Information Age highlights six key factors for success in digital transformation projects:
1. Leadership; is the company leadership really supporting change?
2. People; does your team have the skills you need?
3. Agility; are you able to change plan during the transformation?
4. Business Integration; how will the transformed business connect to the existing processes?
5. Ecosystem; what support do you have from suppliers and others in the value chain?
6. Value From Data; are you capturing the right data and analysing it at the right time?
These may appear to be obvious points that any executive team would consider before a major change, but it’s worth studying each factor in more detail because digital transformation projects do fail. Often the reasons for failure are clear – a lack of agility is a classic example. If your project is so large that it may take several years to implement then it is almost certain that the requirements in a couple of years will be different to now. Therefore agility is essential.
The increasing use of Artificial Intelligence is a good example why these six key factors are important. In the Information Age research 68% of respondents said that they had already had a positive experience of AI systems and 61% expected AI to be creating new jobs in the near future.
That 68% figure is quite high for a technology that is often talked about as a trend for the future. Technologies such as AI are becoming very important in the present-day business environment and many of these emerging technologies will lead to a fundamental change in business models and the competitive landscape. But digital transformation is not just about the integration of emerging technologies into your existing business processes, it is the enabling of new business models or services through the use of technology.
These six factors identified by Information Age really do speak to the way that a digital transformation project should be approached. Kodak was researching digital photography and yet they never saw Instagram on the horizon – digital transformation can completely change entire industries in a short period of time so this is an area of strategy that is essential to get right.
The growth in corporate robotics feels rather like an overnight trend, but automation using robots has been changing the manufacturing industry for at least three decades. The difference today is that robotics is no longer restricted to factory production lines. Automation today is far more advanced than a machine capable of spray-painting car parts.
The reality in today’s environment is that several technologies are blending together to create new possibilities and solutions. Robotics, machine learning, and Artificial Intelligence are naturally connected because automation no longer has to just be the simple repetition of programmed bots – we can now ask the system to learn how to get better.
The IBM Watson system is a great example of this. Watson is capable of reading 800 million pages of data a second. This capacity to absorb new information constantly makes it incredibly useful for complex environments that are constantly changing. Cancer diagnosis is a good example because a traditional doctor will train for many years and then will work with patients in a hospital so their capability to absorb new research is limited. By training real doctors to work with AI systems such as Watson we can support and enhance them – allowing doctors to access a second opinion that includes knowledge of all published research.
Softbank in Japan has connected their Pepper ‘general purpose’ robot to a Watson ‘brain’ creating the possibility for intelligent assistants that actually have a physical form. It’s easy to imagine nurses treating patients with Pepper offering additional advice, or a bank advisor explaining a mortgage to a potential customer and Pepper offering further information and automatically checking compliance to legal regulations.
But this convergence of technologies is not taking place at the same speed in every company, or even in every industry. EWeek magazine recently summarised five important trends that give a good oversight on the growing importance of robotics in industry today:
Most companies are not yet using Robotic Process Automation (RPA), but are noticing those that are using it; Capgemini research suggests that 39% of companies are already using RPA and many are talking of extremely positive results – such as a reduction in repetitive work and an improvement in quality. The companies that have not yet tried RPA are noticing these reports and will move quickly.
RPA works best when used to create a Centre Of Excellence (COE); RPA requires a cultural change so it helps to create a mindset that you are not just automating existing tasks, rather the plan is to improve how the company works.
Once companies explore RPA they deploy it everywhere; companies that have piloted RPA initiatives find that it is not just useful in the back office – automation can be deployed everywhere.
Human jobs are changed, not eliminated; as with the Pepper examples, in most cases RPA enhances and improves what humans can do rather than just eliminating their roles. In research published by McKinsey, they estimated that around 90% of work functions cannot be automated 100% – the role of automation is to increase quality and productivity, not eliminate humans from the workplace.
RPA plus AI will lead to new cognitive opportunities; by created automated systems that can learn we are entering a new cognitive era of business. Research by OpusCapita suggests that 81% of executives believe that this combination of RPA with AI will significantly change their business inside the next 5 years.
This highlights two extremely important – and opposing – points. Executives mostly (81%) believe that automation and AI is about to dramatically change their business, perhaps even their entire business model. However, only a minority (39%) of companies have already launched an RPA project.
It’s clear that this is where the future lies for companies across all industries so the future seems bright for service companies with expertise in both these areas. I even think that the 5-year time horizon is rather long – in my opinion this will all change before 2020. RPA and cognitive systems are about to change your business forever – are you exploring the possibilities today?
Why do companies really implement Robotic Process Automation (RPA)? The technology journals endlessly talk about robotics, framed by ‘Terminator’ images, but what are the benefits reported by those companies that have already explored RPA? According to the robotics consulting firm Symphony, these are the main benefits found after RPA has been deployed:
86 per cent say RPA significantly reduces costs
86 per cent feel RPA reduces risk and improves compliance
86 per cent believe RPA improves process effectiveness and efficiency
89 per cent believe RPA improves the quality of work
91 per cent say RPA saves companies time on repetitive tasks
As you might expect from a system that is focused on automation, the focus is on saving time, improving quality, and reducing risk. RPA is often talked about as a technology that can replace people, but it is smarter to think in terms of how it can help people to do their job better – to always remain inside compliance regulations or to consistently deliver processes without errors.
This feature in IT Pro explores several RPA deployments and asks why the projects were successful and whether the companies involved achieved what they expected. Examples include:
A car manufacturer offering a bot that could answer questions about their vehicle, such as what a light on the dashboard means. Additionally the messenger bot maintains a relationship with the customer and sends reminders such as when it is time for maintenance or tasks such as an oil change.
A recruitment company used a bot to analyse CVs automatically and submit only those meeting all the required criteria. This allowed the recruitment consultant to scan far more CVs than would be possible manually.
A bot that could add information on music concerts to a website focused on music events. Instead of manually Googling for information on events and then copying information to the database, the bot could just search and populate the database automatically.
What’s interesting here is that these are all very different projects, but they previously required a large amount of repetitive manual work – especially the recruitment and music examples. In these examples, people would be performing repetitive manual searches many times. The bot allows them to focus more on the search results, rather than wasting time performing the searches. The car example shows that with a little thought, an existing process such as sending reminders to a customer can be performed in a more interactive way that actually should help to build a closer brand to customer relationship.
HfS Research believes that the RPA market will be big – around $1.2bn by 2021 – but they also exercise some restraint. HfS believes that many of the predictions linked to RPA are ‘ridiculous’ and typical of the hype we see whenever a new technology becomes trendy. This is always a danger when new technologies become popular. They are often seen as a solution looking for a problem. Executives start asking why we don’t have an RPA strategy without identifying where RPA can actually help to improve their business processes. However, as the IT Pro case studies demonstrate, it is possible to take specific processes and to automate them so quality and efficiency is improved.
RPA is not about a robotic takeover and a complete end to all manual work, but it is an opportunity to dramatically increase efficiency in any part of your business that suffers from a need to perform repetitive manual tasks. It will be an important business strategy, but let’s stop framing discussions about robotics with ‘Terminator’ images.
IBA Group Mark Hillary
Customer Experience (CX) has become an important topic for IT companies in recent years. Technology that helped customers used to be restricted to little more than Point-Of-Sale (POS) systems in retail stores, but now there is an enormous industry focused on CX and technology underpins most of these services. For example:
CRM; Customer Relationship Management systems are increasing automated and help brands build a better relationship with their customers by having a better understanding of customer needs.
ERP; Enterprise Resource Planning has become increasingly important as complex supply chains need products to be delivered just-in-time to the right place.
RPA; Robotic Process Automation is allowing companies to automate large groups of processes – especially in the back office.
Contact centres; the traditional link between brands and customers is increasingly complex now that omnichannel service is becoming a customer expectation.
Data analytics; Big Data and expertise in studying customer behaviour is becoming an important way for brands to personalise the service they deliver.
AI; Artificial Intelligence is helping many brands to predict what customers will want, either to help improve the supply chain or to create a more personal service.
VR and AR; Many brands are exploring how Virtual and Augmented Reality can help customers locate more detailed information on their products.
This is just a short an immediate list, but the implication is clear. The customer to brand relationship is far more complex than ever before and it is increasingly these technology systems that are providing the ammunition for brands to improve their customer experience. IT service companies and advisors need to be increasingly aware of how important their role now is in creating a great experience for customers.
Many of these technological changes are helping smaller specialist companies to compete with the major players. Look at the Facebook Messenger and it’s automated bot system for one good example. Even a very small brand can configure the system to offer 24/7 customer support using automated bots – something that would have been unthinkable for a small company to offer just a couple of years ago.
Several major technology systems, such as CRM and ERP, have driven large parts of the technology industry in the past, but I believe that now the main driver is CX. Customer expectations on brands are increasing constantly, leading major companies to explore how they can deliver a better service than their competition. Likewise, many of these technologies are moving from just being used by early adopters to being more universally accepted – look at how Ikea now allows customers to view furniture using an AR system before purchasing.
The message is clear for IT experts – CX is going to drive your business for the next decade. Make sure you are tuned into what the CX experts are saying and what the upcoming CX trends are going to be, because many of them need IT expertise and that will not come directly from companies with experience of customer service.
How is automation such as Robotic Process Automation (RPA) changing your business? I’ve written here in the past about some of the automated solutions IBA Group has delivered to clients and how the use of automation can streamline various business processes, but what is the wider effect on a business when some processes can be automated?
In the short term some clear effects can be immediately observed:
1. Faster time to market; products and services can be delivered faster when a part of the value chain has been automated, allowing quicker delivery and an improved time to market for new ideas.
2. Productivity boost; more can be achieved with fewer resources, so the same team can boost what they were delivering before automation.
3. FTE requirements; if a significant part of your business processes can be automated then logically the number of team members required to process this information can be reduced.
But these are just the immediate effects, based on improving processes so everything works faster and more reliably. There are some additional changes that may not be immediately obvious, or even planned during the RPA transition, but will soon become important to any organisation that uses RPA.
Business re-engineering and transformation
Improved governance framework and process controls – such as change management
First is the ability to transform the business. Many industries are experiencing a wave of rapid change at present. Change really is the only constant for almost every traditional business model. Look at banks becoming apps, or news publishers searching for a revenue stream. Many traditional industries are finding that they need to change in order to survive in a very different business environment. If a significant part of your business can be automated then this facilitates innovation in the rest of your processes.
Automating many of your systems allows governance checks to be applied automatically by the system and all processes and actions to be recorded. This can help with compliance and governance by removing the opportunity for manual errors and ensuring that a comprehensive audit trail exists for all automated actions.
Tools like RPA are often talked about as a way to streamline a business, or reduce cost. It’s rare to hear the opportunities for a complete transformation mentioned, but this is where automation is heading – one day it’s going to redefine what your business does and how all your services are delivered.
On May 17, IBA Group celebrated its 25th anniversary with a big celebratory event in Minsk, Belarus.
Located at a picturesque lake, the venue included indoor and outdoor entertainment zones. Guests had a chance to interact with robots, try a variety of fast food from food trucks outside the restaurant, or indulge in molecular cuisine. They could relax and sit on bean bags, have a walk on the riverbank, and chill out inside the restaurant.
The newly gathered band Soft Skills, which consisted of IBA Group’s employees, performed for the first time to the public. Covering a kaleidoscope of hits, the band acquired a number of fans among their colleagues and was greeted with enthusiasm.
However, the real highlight of the celebration was a live set of the Belarusian State Academic Symphony Orchestra. Performing on the riverbank, the orchestra played a number of classical pieces, as well as soundtracks of modern movies and TV shows, such as Skyfall, Pirates of the Caribbean, and Game of Thrones. When the music started, the night sky of the lake lit up with fireworks, making the orchestra’s performance truly magical and unforgettable.
In his speech, Sergei Levteev, IBA Group CEO, thanked the company’s customers and employees, saying that 25 years many people doubted the company’s success, but IBA Group overcame all obstacles to be where it is now.
The party concluded with a discotheque, where employees of IBA Group could dance the night away to the sound of electronic music.