Satisfaction means our basic needs are met. Happiness means our emotional needs are met. Enchantment gives us meaningful experiences we didn’t even know we needed. And what better way than that to keep employees fully engaged? Yes, smart companies still must invest in fair compensation, diversity, family-friendly HR policies, work-life integration, playful environments and activities, perks, and a more holistic notion of well-being, as well as nurturing a values-based, purpose-driven culture that motivates people to work together for a greater cause. But the next step is to enchant employees in the same way you do customers.
For operations, moving to an SDDC architecture has the potential of adding more work to their already full plate. Shifting from physical to virtualized systems requires them to change how they monitor, manage and maintain the new infrastructure to comply with company security and regulatory compliance policies. They also need to help security and GRC teams achieve their goals of keeping the functional IT teams in their swim lanes, such as the networking team, while working in the virtualized infrastructure. On top of all this, operations has to make sure that they meet the business SLAs and the requirements for system availability and scalability.
The expansion of cloud computing brings both challenges and benefits to the networking team. Seventy percent say cloud will add complexity, while at the same time nearly the same amount (69%) stated cloud will enable the networking team to play a more strategic role. Software-defined networking (SDN) continues to rank high among organizations' network and data center plans. Forty-eight percent of enterprise organizations are actively researching plans around SDN and nine percent are piloting SDN technology. It's clear that they plan to be farther down the adoption curve in the future as 22% plan to be piloting the technology a year from now.
Not culture, mind you — values. “Culture is tribal. Culture is esprit de corps, the tenure of your daily interactions,” Banerji said. The same company can have many subcultures. Marketing has its culture, IT another, the New York office has a different culture from the Boston office. And that’s perfectly OK, he said. But cultural independence shouldn’t be mistaken for core corporate values. “Values transcend function, they transcend geographies and times zones and business lines. They are the irrefutable tenets companies put forward to define who they are,” he said. It could be the corporate philosophy revolves around integrity, or creativity, or putting the client first.
Because the CDO role is just a few years old, it is not yet possible to determine whether companies with CDOs perform better in the marketplace than others. Indeed, some companies are flourishing without a single executive overseeing their digital transformation at the highest level — though most of these companies are already quite far along in their digital journeys. We believe, however, that less advanced companies would clearly profit by hiring one top executive to develop and carry out a coherent digital strategy. The goal of this study is to better understand which kinds of companies are hiring CDOs, who these new executives are, and how they approach the tasks in front of them — and then to look at how, specifically, the CDOs at several very different companies are taking on the demands of digitization.
It is fairly obvious then that even the most prominent fintech firms would not yet have the capacity to do the all this, at the scale an institution like Barclays can. However, just three years ago, Barclays did not have the capacity either. Simon said that historically the firm would have had to use a huge Oracle database, and "to process across all our small business customers on a daily bases it's about six weeks work of processing data." Six weeks is hardly useful for a small business under daily pressure to survive and trying to grow. Things have changed now though, Simon explains, thanks to the increased processing speed, and reduced cost of a Hadoop stack.
What’s next when you discover a hack at your facility? Healthcare organizations typically have detailed technical plans for closing access to networks, assessing damage and doing post mortems so it doesn’t happen again. But more than the technical repair that needs to go, organizations also need to have a plan for appropriately responding to the reputational hit that can occur from a hack. It’s more than just a PR department’s “problem.” IT executives will need to be involved to manage the fallout and craft responses that limit the damage to the organization’s reputation. It’s easy to botch. When retailer Target suffered a large cyber attack, the company tried getting the word out quickly on the extent of the attack and what it was doing to mitigate the damage and protect customers.
Steve Hunt, an industry analyst with Hunt Business Intelligence, initially reacted to the news with sarcasm. “That announcement makes me smile. I am actually thrilled about it,” he said. “I finally have a way to protect corporate secrets from government surveillance.” His tongue-in-cheek plan was to throw all sensitive data into a server, label the folder “European personal information” and “they’ll have to bypass.” Hunt, turning serious, said that such an agreement “would require policy and oversight that extends far beyond traditional government reach” and added that it would be “so costly and difficult that it would be practically impossible. It’s a promise without any possible weight behind it.” One of the many problems with such a move is audit efforts, confirming compliance.
According to the report, 70% of respondents said it's critical that they're able to link IT investments to tangible business outcomes. So, if an understanding of IT's impact is this important, do these organizations feel that they are communicating that clearly enough? Well...not necessarily. Only 47% said that their organizations are doing an excellent or very good job at communicating how a particular IT investment impacted a business outcome. The remaining 53% said their organization needs a least some, if not significant, improvement in doing so. Not only did respondents say that identifying the impact on the business was important, but 68% of them said that, when making an IT investment decision, the business goals were more important than any of IT's operational goals.
Does a component-based Angular2 look a lot simpler? Not quite. The core package of Angular 2alone has 180 semantics, and the entire framework comes close to a cool 500 semantics, and that’s, on top of HTML5 and CSS3. Who has time to learn and master that kind of framework to build a Web app? What happens when Angular3 comes around? After using React and seeing what was coming in Angular2, I felt depressed: these frameworks systematically force me to use the BFF “Screen Scraping” pattern where every server-side API matches the dataset of a screen, in and out. That’s when I had my “to hell with it” moment. I’ll just build a Web app without React, without Angular, no MVC framework whatsoever, to see if I could find a better articulation between the View and the underlying APIs.
Quote for the day:
"No matter how you're treated or unappreciated, make the conscious decision to start each day anew as the best version of you" -- Carson V Heady