Good decisions require good data, but pulling it all together and getting it into a format you can analyze isn’t easy. One of the biggest factors isn’t technology, it’s people. Here are three steps for getting data into a form you can analyze, including the technology you need to process it and the data culture necessary to make it happen.
It’s trendy to move as much software to the cloud as possible, and there appear to be great benefits. But is it automatically the case that you should move your precious enterprise software to the cloud, too? What are the different ways of doing it, and what should you look for in the partners you ask to help you?
Think for a moment about how organizations are evolving. They all want to be lean, fast and specialized. They’re trying to become more adaptable, intelligent and resilient. Wherever you look, it’s a pretty consistent pattern.
Now, think about the main trends in enterprise software. It seems to be evolving in 20 directions at once: AI, ML, SaaS, PaaS—it feels like you’re drowning in alphabet soup. Even when you spot a recognizable word like “cloud,” there are half a dozen different flavors.
Edge computing means processing data near where it’s produced and consumed. It’s another dimension to that age-old workload placement question, “Where’s the best place to do this?” The trend this century has been to move computing into the data center or the cloud — now we have to consider the edge as well.
Necessity is the mother of invention — and the pandemic has certainly triggered some surprising innovations. “First up in the next normal,” says a recent McKinsey briefing on Covid-19’s implications for business, “is ‘revenge shopping,’ as many consumers open their wallets for goods and services they’ve done without recently.”
The last nine months have imposed many changes on organizations. They’ve found that they can change dramatically overnight if they have to.
The need to be agile in both financial planning and corporate action has come into sharp focus. As McKinsey noted in an article on performance management under Covid-19, “Companies need a new approach to financial planning and performance management — one that informs rapid realignment of plans and actions and ensures organizational resilience.”
Automating business processes saves time and money, but what’s right for one organization might not be right for another — what you automate, how much you automate it and the approach you take all need careful consideration.
Robotic process automation (RPA) of enterprise resource planning (ERP) software isn’t anything new. It’s possible to automate simple, rule-based business processes like workflow steps, completing time sheets and invoicing. Doing so speeds up processes, improves accuracy and compliance, and frees people to get on with more interesting and valuable work.
Why do businesses buy new technology? Historically, it’s been an operational investment to reduce costs, simplify administration, speed up processes and measure results. These are admirable objectives – but they’re not differentiators. Also, they’re certainly not focused on the user experience.
For technology to transform organisations and enable them to outshine the competition, it needs to empower employees. The strength of a business solution should be judged on how it does things differently, more efficiently, more enjoyably and with better results.
An old dictum states that complex issues can be more easily solved by breaking them down into smaller tasks, writes Claus Jepsen, CTO, Unit4. The same applies for software where we are observing a shift from the old monolithic world to granular microservices. And its not overstating matters to suggest that the speed with which organisations embrace microservices will be a leading indicator of their future success.
The notion of encapsulating business functionality is not new and goes all the way back to SOA, object-oriented programming systems and even COBOL but packaged business capabilities and open APIs mean that companies are enthusiastically pursuing microservices. The reasons are not just because they offer a technically superior alternative but also because they dovetail with the broader needs of business to move faster, digitise wherever
We woke up one morning and everything has changed. Although we do our best to understand and adapt to the changing environment, there seems to be no other way to survive this crisis without having the right technological infrastructure. By recognizing the value of digital transformation in advance, some companies are a bit more fortunate in this process, but some are in a difficult situation because they have not taken a step yet.