Every time I call up any customer support and hear the familiar 'all our
representatives are busy dealing with other customers,' that my call is very
important to them and from the more technologically advanced ones that I am
'fourth in the queue and my approximate wait time is 23 minutes,' I wonder
why can't they simply call me back when they are free? They already have my
contact number. Some of them actually play some music while I wait - which is
still better than those who actually take that opportunity to inform me about
their new products.
Have you realized that you might be flying an airline, staying in particular
hotel chain or visiting a retailer for ages but unless you sign-up for their
rewards / loyalty program you're actually invisible to them? I know there are
customer privacy issues at play and a customer might be using different
payment options ever... (more)
Today organizations are spending millions on digital transformation
initiatives - integrating advanced analytics, AI and platforms. While this is
the best portfolio for them to invest on, they need to periodically step back
and evaluate the end objectives. As I look back at my own experiences as a
customer to my multiple 'digitally enabled' service providers I realize that
there is a lot of ground to be covered in terms of meeting customer
expectations even with their present digital arsenal. Application of design
thinking approaches to better map customer experiences and journey... (more)
My personal view is NO.
It needs DevOps for sure, but not DevOps managers.
There is a simple explanation and a more well defined, elaborate explanation
to this question though.
The simple explanation first. A Manager's role needs to be associated with
some outcome. A Project Manager - is responsible for the outcome of
successful project, a Business Manager - is responsible for the outcome of a
growing and profitable business, a Service Manager - is responsible for
delivering improved service, etc. Devops is not an outcome. It's a means to
an end - that end being continuous deliv... (more)
From slow and rigid to fast and flexible. That was the promise of Agile to
IT. What it meant was that ideas coming from business would be converted into
working software rapidly. It meant that IT will be more responsive to what
business wants and needs and will not spend an eternity analysing the
requirements, writing detailed specifications and then sending them back to
business to review. Some of that has happened. Product backlogs are more
informal and easier to maintain and update than formal specifications. IT
pushes business to prioritize and tries to break the requirement... (more)
Attended the IBM 'Innovate@SPEED' conference in Orlando last week.
Amazing event of such a large scale - got to hear so many different
perspectives on the current business challenges, the whole notion of
continuous delivery / engineering and its impact on some of the traditional
but important aspects of architecture and planning.
Got to hear some illustrious speakers - Scott Adams, creator of Dilbert - on
the importance of failures and the futility of goals & passion and Gene Kim -
author of the Phoenix Project - how the simplicity of TOC & Goldratt can be
applied to IT delivery an... (more)