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Tag: digital transformation

  • Low-Code and the Rise of the Citizen Developer

    Low-Code and the Rise of the Citizen Developer

    Low-code technologies have become increasingly popular for helping businesses adapt to ever-changing environments quickly by allowing them to build, customize and deploy apps with little to no coding. At Low-Code/No-Code Virtual Summit, taking place on Nov. 18 at 9 a.m. ET, luminaries of leading organizations in the low-code community will share valuable insights on their digital transformation journeys and the role of low-code/no-code in their digital strategies.

    Attendees will get an intimate look at how organizations are embracing low-code technologies to advance their business while improving user experience. The virtual event explores the vast and growing ecosystem of technologies that are changing the face of application development, featuring sessions on:

    • The rise of the citizen developer
    • Security and compliance in low-code applications
    • How low-code is transforming software development
    • Low-code versus no-code
    • Low-code trends

    Low-Code/No-Code Virtual Summit features an exceptional lineup of low-code and industry experts, including:

    • Derya Sousa, co-founder and COO at Kianda Technologies
    • Venkat Thiruvengadam, CEO at DuploCloud, Inc.
    • Andrew Manby, head of product management at HCL Software
    • Asna Javed, hybrid cloud build team and developer advocacy leader at IBM
    • Eren Akbaba, cloud architect at IBM
    • Charles Kolodgy, cybersecurity strategist, advisor and educator at Techstrong Research
    • Daniel Topham, CEM for digital, strategic solution architect at Everbridge
    • Bala Madhusoodhanan, principal architect at TJX
    • Paul Porter, VP of sales engineering at Everbridge
    • Gunndarr Dotter, regional sales director at HCL Software
    • Amy Hart-Koullapis, communications systems specialist, global marketing and communications at World Vision International

    The virtual environment features an auditorium where attendees can watch the sessions by the experts and an exhibit hall lined with booths showcasing the latest solutions from leading low-code companies. In the exhibit hall, attendees can download resources and interact with partner sponsors.

    To start off the event on a high note, we have scheduled a yoga class at 9 a.m. with a certified instructor.

    Registered attendees will receive a link to access the virtual environment on-demand for up to 30 days after the live event.

    To check out the full agenda and to register for free, visit the Low-Code/No-Code Virtual Summit website.

  • Developer Familiarity is Key to Digital Success

    Developer Familiarity is Key to Digital Success

    For some time, the goal of digital transformation was to replace legacy systems. It became a battle between all that was new and shiny and that which was old, outdated and “had to go.” However, this philosophy has since shifted as companies realized two crucial facts.

    First, legacy systems are often too important to be phased out entirely for traditional organizations—given SQL’s flexibility and familiarity among developers, for example. As a result, many of these legacy applications and systems are instead being converted into virtual versions of their former selves.

    Also, while it’s not impossible for some organizations to reinvent themselves as greenfield businesses that rely entirely on new, cutting-edge technologies, that is a route that is usually resource-intensive and time-consuming for many companies, at least for the foreseeable future.

    Second, tossing out legacy systems disrupts existing skills—and not in a good way—especially given that 64% of digital architects report being locked into using them because they have invested heavily in the relevant skills. Furthermore, overtly focusing on new talent excludes many IT professionals with well-honed skills and considerable knowledge about business processes and systems relationships. And, at the same time, digital skills are expensive—not just to acquire but also to upskill. Even startups—which often have a literal “system blank check”—are facing skills constraints, and many are considering bringing more established skills into emerging tech environments.

    The Developer Skills Problem

    Digital transformation is now in the spotlight thanks to the COVID-19 pandemic, and project managers have consequently accrued valuable experience on what makes transformation projects successful. Recent surveys conducted by 451 Research revealed that 44% of companies are well into the execution stages of their transformation strategies and of that group, 66% are starting to see success. Another 10% declared their transformation projects to be a complete success.

    Archimedes said he could move the planet with a sufficiently large lever. For digital transformation goals, skills are that tectonic lever. According to a report from WorldSkills UK, 60% of businesses believe that their reliance on advanced digital skills will increase. Pressure relating to skills requirements is not going anywhere, and the competition between legacy and new technologies only compounds it further.

    As you might expect, developers are caught in the middle. As the world digitizes—witness the acceleration of digital projects over the past two years—developers have emerged as the heroes. Perhaps unsurprisingly, 92% of respondents to a Couchbase survey agreed with that statement. Around 63% also revealed that a proper development culture allowed them the flexibility to change their goals pertaining to digital transformation outcomes.

    Yet whenever digital projects get stuck, developers are often blamed for the delays. According to the same research, at least one-fifth of developers do not have the skills or access to technology that they need. Many also aren’t given the support or space to deliver and an astounding 49% say they are being asked to do too much in too little time.

    Digital transformation projects have been increasingly successful, and we can thank developers for much of that success. But those successes haven’t alleviated the pressures or problems surrounding skills, and many projects consequently still get stuck. Furthermore, a recent report by Gartner found that IT executives are struggling to source skills that enable cloud and edge adoption.

    Legacy is Not the Enemy

    If we combine these points (the need for continual support for legacy, emerging modernization demands, increasing developer skills shortages and the fate of established technology experts), they appear to be at odds with each other. Something must give, right?

    Not necessarily. There is growing acknowledgment that orphaning legacy skills is a mistake. Doing so can cannibalize skill sets and business knowledge that should be retained. There’s also the realization that we don’t need to juxtapose legacy and newer technologies. Modern systems can incorporate and even absorb legacy environments, coding languages and processes.

    Modern multi-model databases provide a good example. At a high level, we can group databases into relational (SQL) and non-relational (NoSQL) systems. SQL databases cannot provide the agility NoSQL systems are known for, yet it’s a technology approach that still delivers many benefits. Multi-model database systems, where a SQL developer can use SQL coding on a NoSQL system, accomplish both.

    A New Place for Established Developer Skills

    Creating this familiarity is essential for successful digital projects. Focusing exclusively on broad reskilling or continually hunting for new talent aren’t the only ways to meet the demands required by modern enterprises. Instead of asking if developers can go to the mountain, vendors should ask: Can we bring the mountain to the developers?

    Deploying new technologies that can leverage existing developer skills is becoming increasingly popular. Besides certain databases, we also see this with mainframes connected to web services via APIs and using microservices to accentuate specific parts of legacy environments.

    Consider Lehman’s famous laws of software evolution, among which are familiarity and organizational stability. Most modernization projects ignore these two laws in favor of brute force progress. But digital modernization is a journey, and every successful journey needs all hands on deck—not dead weight and stowaways. Providing developers that which they already know best in a new environment is the key to digital success.

  • Why DataOps is Critical for Digital Transformation

    Why DataOps is Critical for Digital Transformation

    Data lies at the heart of all digital transformation. In fact, today, as organizations look to further accelerate their ongoing digital transformation initiatives, companies are looking to extract even more value from their data, to better drive corporate decision-making, help grow the business, improve customer satisfaction and gain a competitive advantage. 

    Inspired by DevOps, DataOps, which Gartner defines as “a collaborative data management practice focused on improving the communication, integration and automation of data flows between data managers and data consumers across an organization”, has grown in popularity in the past decade as organizations seek to accelerate the delivery of business value from their data. But taken even one step further, enhanced data operations (i.e. more than DataOps) can help organizations maximize the business value of the data they own and also the infrastructure in which the data resides to increase data quality, reliability and availability in a hybrid cloud environment. This enables organizations to further improve business resilience and digitalization through collaborative, data-centric operations in an increasingly complex, interconnected world. Particularly as hybrid and multi-cloud environments proliferate and it becomes harder for teams to understand, analyze and streamline data usage.  

    DataOps Enables Digitalization

    By 2023, IDC predicts that 52% of worldwide GDP will come from products and services delivered by digitally-transformed enterprises—and according to Gartner, 91% of enterprises are already involved in some sort of digital initiative. This means that organizations already engaged in digitization are paving the way for a new future of business—commerce, production and innovation. But digitization is only half the battle—the other half (i.e., digitalization) comes from investing in understanding those digitally-driven insights and using those learnings to fuel business growth. 

    In the face of stifling market competition and evolving customer demands, the key differentiator in market leadership today is data and operationalizing that data. Hence, the difference between the market leaders and followers boils down to this: Data operations. Data operations not only plays a vital role in empowering ongoing digital transformation initiatives (think hybrid cloud operations, DevOps optimization and application modernization; data is at the core of all of these efforts) but also serves as a foundation for faster, better-informed innovation—fueling organizational growth and propelling businesses ahead of their competition.

    Who is Driving Digitalization?

    To gauge where your organization stands on your digitalization or digital transformation roadmap, you must first identify who within your organization is driving it and who’s involved. The latter is an easy enough guess—because, essentially, it’s everyone. 

    Although digital transformation is defined as the transformation of the digital operations of an organization, it reaches far beyond IT to all major functional departments and requires a cultural change to reach its fullest potential. That includes everyone from the chief information officer (CIO) and chief data officer (CDO)—collaborating with key stakeholders to map out and define digital transformation strategies and efforts and communicating goals and objectives—to the technical and professional teams—working closely with business units to design and operationalize new architectures and technologies to advance digital transformation initiatives. At the core of all of these modernization efforts is data; the metric for business success in the digital age. As such, integrating DataOps into your digital transformation efforts from the start is mission-critical. 

    As the market becomes increasingly competitive and business leaders look for new ways to grow and expand their business, data will remain a key catalyst in achieving those lofty digital transformation goals. By gaining intelligence from their data, companies can realize the ultimate goal of data empowerment—where all employees have simplified, secure levels of access to the high-quality data they need to do their jobs—enhancing operational efficiency, improving business outcomes and fueling business transformation at scale. 

  • Your Tech is Only as Good as Your Infrastructure

    Your Tech is Only as Good as Your Infrastructure

    A few weeks ago, one of my neighbors dug a ditch in his yard, hit a fiber internet line and knocked out my internet for eight hours. There I was, ready to start working, and I was cut off from my colleagues for an entire day.

    That experience highlighted the importance of a good digital infrastructure—both at the office and at home—particularly as the pandemic has ushered in a hybrid work model. When the pandemic hit, organizations that were agile and had a strong digital infrastructure (including processes) were better able to quickly shift to remote work. Those that were not as digitally mature were forced to adapt.

    Eighteen months later, it’s clear that the hybrid model is here to stay, making it even more vital that organizations ensure their workers have the right tech tools to work effectively—and it all begins with a strong digital infrastructure.

    Just Because it’s On a Screen Doesn’t Make it Digital

    Let’s begin with a definition of digital. I recently had a conversation with a business owner who proudly proclaimed, “We’re digital now.” In actuality, all he had done was put a PDF form on an iPad. Once his clients filled out the PDF, he still printed it and put it in a paper folder. That’s what I call an immature vision of digital, and it’s an extreme example of the ambiguity that often exists around the concept of digital transformation.

    It’s not that paper is anathema to digital processes; in some industries (health care, for example) we want paper as a backup. For instance, if I’m a physician at your bedside and the power and/or Wi-Fi goes out and I can’t access your digital records, I need to be able to look at your chart and treat you. So there is a need for paper. But when considering the hybrid or remote work environment, the goal should be to move processes online.

    Digital Infrastructure is the Key to Agility

    As noted earlier, agile businesses are better able to adapt to changes like the move to a hybrid work model. Agile simply means the ability to move quickly and easily, the ability to move fast and make decisions in a fluid way. To do this, we must remove unnecessary steps so we’re able to focus on the end goal and the essential parts of the process.

    This is where a strong (and reliable) digital infrastructure comes in. When you think about Maslow’s hierarchy of needs for digital infrastructure, the foundation is electricity and the internet, and then you build on that. I need computers and hardware and a network, and then I need software platforms and then I need an end-user interface.

    But we’re getting ahead of ourselves; let’s go back to the basics. Once we have reliable electricity and internet, we need to look at other technology that can benefit the remote worker, like upgraded microphones and cameras for all those Zoom meetings.

    These upgrades shouldn’t be an afterthought on the part of organizations; they are at the center of their employees’ hybrid experience and can be another key to success. It’s not enough to send employees home with a laptop and a monitor anymore. Employers must focus on ergonomics (standing desks, good chairs) and the hardware their employees need to be effective at home. If the employer doesn’t provide them directly, they might consider offering a stipend for employees to make the upgrades themselves.

    (Organizations might even consider providing generators to workers who live in rural areas. I have one at my house. And once satellite internet service comes to my town, I’ll have a much more reliable digital infrastructure.)

    Now we can start building on that infrastructure. Start with audio and video communication (Zoom, Teams, Dialpad). Then add chat (Slack, Google Chat) and a good customer relationship management (CRM) system (Salesforce, HubSpot). Where does your data live? Having a great CRM system is critical.

    Using Digital to Put People First

    Organizations ignore the importance of digital infrastructure at their peril. Not only are the days long-gone when employees stayed with a company for 30 or 40 years, but we’re now in the midst of the Great Resignation, where workers are leaving their positions in droves. So it’s incumbent upon organizations to listen to their employees and give them what they need to be successful in a hybrid environment.

    And we’re not just talking about tech. Organizations need to keep employees engaged to really understand the pulse that’s around the organization because, as we all know, the culture and tone of an organization can go ebb and flow. It’s critical for organizations to really listen to what employees are asking for and to be flexible so that they can react and adapt to changing times.

    If they don’t, a ruptured internet cable may be the least of their worries.

  • 3 Building Blocks for Enterprise Digital Transformation

    3 Building Blocks for Enterprise Digital Transformation

    DevOps has gone from a new idea to a buzzword in every boardroom over the last decade. With society increasing its reliance on digitization and pushing their preferences for speed and convenience, enterprises of all types have had to change their business culture to help their teams to work together with greater speed and autonomy.

    While the pandemic has undoubtedly heightened the importance of DevOps in the workplace, its widespread use predates the last few years. HGS Digital research from as far back as 2018 found that only 3% of software development businesses had never heard of DevOps. The 2021: Future of the Atlassian Ecosystem report revealed that 54% of organizations have implemented a DevOps strategy—up from 48% in 2020. A further 27% of respondents are hoping to adopt a DevOps strategy in the next three years.

    Indeed, DevOps is now mainstream, and the uptick in job listings for ‘DevOps engineers’—as well as enterprises’ quickness to tout their ‘experienced DevOps teams’—is perhaps further evidence of this. However, some of these postings and sentiments can also be considered red flags as they suggest that organizations are applying DevOps practices to isolated teams. Or worse, they are simply labeling traditional engineering roles with the DevOps label rather than implementing a complete mindset shift that applies to the entire organization and enables it to release reliable products at a much faster pace.

    With this in mind, here are three key building blocks for enterprises looking to avoid common downfalls and effectively scale their DevOps strategies. These will help them change the way they work and think across all aspects of development and operations.

    Changing Culture and Empowering Employees

    Everyone needs to be on board for DevOps to be successful, and buy-in is strongly dependent on the business culture they are working within. For example, Gartner predicts that through 2022, 75% of DevOps initiatives will fail to meet expectations. And the reasons why have to do with issues around organizational learning and change.

    To put it another way, if employees don’t understand DevOps’ deeper thinking and benefits both to them personally and to the wider group, they will naturally be resistant to the change. It is, after all, an entirely new way of thinking for many departments, especially operations teams who traditionally reduce risk by minimizing change and taking things slowly. DevOps encourages them to speed up with minor changes delivered through continuous integration operating in a fail-fast and often fail-forward pipeline.

    Therefore, educating employees is vital for success. In particular, organizations should give staff a clear idea of how it will feel to work differently. Shared definitions of success, shared vocabulary and shared visibility of the work to be done is key. With that—and along with sharing actionable insights that teams can apply to their work and then observe the results—no matter where they are in the pipeline, the real value of DevOps can be achieved.

    The reality is that people are the most critical component of any DevOps transformation, making their commitment to the cause non-negotiable for success. Despite the tech-heavy nature of software development, soft skills like communication, collaboration, flexibility and decision-making must be prioritized as much as security, coding and infrastructure knowledge. It’s imperative that all businesses look to adopt a DevOps mindset and implement these traits into their culture in the future.

    Applying Four Fundamental Processes to the Foundation of DevOps

    That said, a successful DevOps transformation can’t happen unless enterprises step away from traditional IT’s ‘trust but verify’ methodology. Instead, they must incorporate a set of essential processes that empower everyone to work more efficiently and effectively toward achieving faster, high-quality software delivery to suit the end-user’s needs. These fundamental processes include collaboration, automation, continuous integration and continuous delivery (CI/CD) and monitoring.

    While collaboration has been one of the most significant rallying cries for enabling globally distributed IT teams to align their goals and meet their objectives, automation has also been highly crucial. Many of those ingrained in DevOps environments will tell you that automation is what makes DevOps highly valuable. It helps teams achieve high levels of efficiency and allows employees to focus more on complex problems and less on repetitive tasks. When a company’s automation strategy is aligned with its broader business goals, it can help deliver value at scale.

    But as is the nature of software development, problems can arise. And this is where continuous integration and delivery come into play; it forces developers to merge their source code updates with others far more frequently than they might otherwise choose to. Operations teams can ensure they’re not creating a bottleneck with manual testing to get releases out to users. The approach means smaller changesets; helping to identify, target and resolve bugs more efficiently. This increases the flow of work, the quality of releases and helps to avoid nasty problems at the end of the development cycle.

    But there’s no point in having a speedy, heavily automated CI/CD process with a genuinely collaborative culture if enterprises don’t take the time to measure what’s working and assess which actions need to be improved. This is why an effective DevOps plan needs to be built on the mantra ‘implement, measure and improve’. After all, DevOps is about maximizing value and efficiency through increased visibility of work and constant feedback. Measuring real-time metrics becomes vital to ensure business’ transformations are in line with their objectives at all times. If enterprises stick to these fundamentals, they’re well on their way to a successful DevOps strategy with complete buy-in.

    Adopting the Right Tools for Transformation

    As teams grow and DevOps processes scale, predictable performance is imperative. Therefore, the enterprise’s tools must be available around the clock and should perform at a high level to support their collaborative pipeline.

    But using DevOps tools doesn’t automatically mean organizations are applying DevOps principles. The value of tooling is limited by businesses’ commitment to using them holistically with the sort of culture and processes mentioned above. It is this combination that allows them to transition how they develop and deliver their products. With all that said, it’s important to understand how important it is to adopt the proper toolchain—and the wide variety of choices and combinations available—this is why it’s easy to understand why decision-makers might become overwhelmed.

    After all, there’s a lot to keep in mind. They need to choose tools that step up their collaboration, keep context-switching to a minimum, aid automation, encourage visibility and allow for effective monitoring. But there’s also the risk that they’ll pick the solutions that they feel most comfortable with, which can be counterintuitive to transformation. This approach can lead to a tool binge, bringing on too much technology where integration isn’t a priority, and leaving enterprises with nothing that does the job they need.

    With this in mind, enterprises need to take the time to consult on which tools are right for them while constantly keeping the fundamentals of DevOps in mind. To illustrate just how valuable this is, DORA and Google Cloud’s 2019 State of DevOps report found that the highest performing engineers are 1.5 times more likely to leverage easy-to-use tools. Meanwhile, failure to do this is perhaps a primary reason why a separate study from the DevOps Institute uncovered that the DevOps transformation journey is still arduous for more than 50% of respondents.

    Taking the Next Step Toward DevOps

    A successful DevOps transformation rests on in-depth understanding, mass buy-in and an organization-wide adoption of fundamental principles and practices. When this agile mindset is applied to the people, processes and tools that make up an organization, enterprises can drive significant change across their teams while increasing their products’ reliability, stability and security.

    It’s always important to keep in mind who DevOps is designed to benefit the most—the customer. This mindset is particularly valuable in today’s landscape, where businesses and consumers alike are flush with more choice than ever. With speed and convenience now at the forefront of most people’s purchasing decisions, DevOps can play a huge role in helping organizations strive for greatness and offer the customer something they didn’t even know they needed. Using the above building blocks, organizations of all sizes can dramatically improve their customer experiences and work more efficiently to quickly get the right products into their hands.

  • Driving E-Commerce Transformation with Microservices

    Driving E-Commerce Transformation with Microservices

    It’s no surprise that COVID-19 has accelerated digital transformation, but just how fast these changes have occurred is incredible. According to recent research, companies have accelerated their share of digital or digitally enabled products by up to seven years.

    These changes are impacting every sector in every region around the world, but they are being felt acutely by companies that sell their solutions online—which I imagine includes your company. To thrive in the new normal of digital commerce, businesses need to be supported by a fast, flexible technology architecture that can adapt to new products and go-to-market strategies and can be spun up on the fly. The best—and really, the only—way to do that is with a microservices architecture.

    Why Monolithic Architectures are Uniquely Bad for Commerce

    While monolithic architectures can be simple to develop, test, and deploy, their limitations, especially in the age of digital, quickly become apparent. Software becomes too large and complex to make changes quickly, or correctly. Bugs can be a disaster, and monolithic architectures are often a barrier to adopting new technologies since any change requires significant time and monetary investment to update the entire application.

    These limitations are even more glaring in the age of subscriptions. In today’s market, if you are selling products or services online, you are likely offering subscriptions. In fact, 95% of companies offer at least one subscription-based product. For subscription commerce businesses, the need for microservices architecture is even more critical. A recurring revenue strategy requires frequent adjustments and easy integration with other systems, requirements that a monolithic architecture often can’t accommodate.

    Scale Is the Critical Factor

    One of the greatest benefits of a microservices architecture is the ability to scale quickly. Monolithic architectures are much more rigid because everything has to be scaled at the same time. In contrast, a microservices architecture allows organizations to scale individual components of an application to meet niche use cases. Moreover, because microservices give you the freedom to update individual components, organizations can make changes without any interruption to broader systems. In other words, with a microservices architecture, developers are able to upgrade the airplane while it’s in flight.

    There’s internal scale, but external scale through ecosystems is also an important consideration. Recent research found that 56% of executives believe engaging in ecosystems is the most effective way to access new markets, while 55% believe that the new capabilities gained from partnering are essential to building new capabilities. Ecosystem participation—whether as an operator or a participant—requires timely integration and development, a reality that monolithic architectures just cannot support.

    Microservices as a Recruitment Tool

    Innovation and digital transformation aren’t just business needs. They can also be one of the most powerful recruiting tools available to draw in the best talent. The job market is rife with opportunity for prospective employees—especially now, during the Great Resignation, where a significant number of employees are looking to change jobs—and businesses need to embrace every advantage they can to attract top talent.

    Legacy technology can have its place, but it can also be a red flag for job candidates. Most developers want to join an organization that values innovation and gives them the freedom to build unique products and solve meaningful business problems, which microservices development offers. A microservices architecture can also make onboarding new talent easier, since developers aren’t obligated to learn every facet of the architecture. It’s a win for new employees and existing organizations alike.

    Driving Transformation Through Microservices

    The needs of any given business are always changing, but digital and subscription commerce businesses have proven to be extraordinarily dynamic. Monolithic architectures of the past simply aren’t equipped to power digital transformation or support commerce businesses when they emerge on the other side. Microservices may come in a smaller “package,” but they will deliver much bigger benefits to your business in the long run.

  • The Next Phase of Pandemic Tech Transformation

    The Next Phase of Pandemic Tech Transformation

    Last spring, we were inundated with headlines, tweets and Medium posts applauding the rapid digital transformation that businesses were going through—almost overnight—due to the pandemic and the shift to remote work. It made for an interesting feel-good narrative at the time, but it didn’t paint the full picture. Companies were thrown into the deep end; many barely staying afloat by implementing quick-fix, surface-level changes that they assumed would only be needed for a short time. Turns out, the “transformation” touted was just the tip of the iceberg.

    More than a year later, the workforce is still in flux. The reality is, some form of distributed, hybrid work is likely here to stay. Employees will continue to expect remote options and customers will want seamless, digital ways to interact with businesses, pandemic or not.

    As a result, companies must move past the temporary, band-aid solutions of last year and make those sweeping changes permanent. It’s time to move forward with true, sustainable change: Technical, experiential and, most importantly, cultural. Every company will need to become a modern technology company capable of delivering first-class digital solutions to customers, partners and employees—or risk becoming obsolete.

    Transactional Vs. Transformational Change

    The good news is just about every company understands the value of leveraging technology. A recent 2021 State of the CIO survey found that 82% of CIOs said they implemented new technologies, new IT strategies and/or new methodologies over the past year. The issue is how companies go about their technology deployments.

    People talk about digital transformation all the time, but it’s been used so much that it has become an unhelpful misnomer. More often than not, the change that companies are implementing isn’t truly transformational, but rather transactional or just slightly incremental.

    When companies have a transactional mindset, the focus is on immediate, simple and predictable changes. The purpose—or, more importantly, the outcome—is simply to continue business-as-usual. This is reminiscent of many companies last year turning to technology just to keep the lights on. A transformational mindset, on the other hand, aims to disrupt this business-as-usual and fundamentally change the paradigm in how the company operates through ways of working, use of technology and culture. It’s purposeful, aiming to solve business problems holistically and spur long-term growth.

    To be successful in today’s climate and to gain a competitive edge with customers, companies must strive to be transformation-focused.

    How to Move Toward True Transformation

    Here are three examples of how companies can shift from a transactional mindset to a transformational mindset.

    Cloud Migration vs. Modernization

    Often, when companies talk about their use of cloud, they tout that they’ve “moved to the cloud.” But all too often, it’s treated as a one-time event; a destination to reach and a box to check. At the outset of the pandemic, we saw so many organizations quickly mobilize to shore up their digital strategies and ensure they were thinking about the limitations of doing business in a virtual context, but their cloud strategies didn’t evolve to rethink these paradigms, as well. They simply accelerated their migration strategies to get out of their physical data centers and into the cloud.

    The opportunity to leverage the cloud is so much bigger than that. It can unlock greater efficiency, flexibility and growth and underpin new digital experiences and revenue opportunities—exactly the kind of strategies most companies envision. For example, health care leader InnoCare was struggling with outdated clinic management software. Instead of just moving the old bits to their cloud provider, they adopted a broader digital strategy to modernize their delivery capabilities and reimagine both the patient and clinician experience, setting new industry standards in the process. This is what we refer to as modernization and it is what leads to transformation.

    Software Engineering vs. Product Engineering

    With the rapid growth of software, it’s no surprise that software engineers are in high demand. The U.S. Bureau of Labor Statistics projects that software engineering job openings will grow 22% through 2029. And while software engineers will play an irreplaceable role in helping build innovative solutions, transformational-focused companies know to bring more people under the tent. By combining software engineers with other cross-functional experts who bring a different level of artistry, design and audience understanding, the end result is a more engaging, customer-centric product that evolves and grows over the entirety of its useful lifespan.

    This is exactly what fitness giant Nautilus did. They brought together a team of engineers, data scientists and machine learning experts to help bridge the gap between their equipment manufacturing prowess and their digital experience and software development goals. Collectively, they produced a total platform that integrated hardware, software and data to create a dynamic workout regimen that impressed users and fended off competitors.

    Moving Beyond Proof-of-Concept to Long-Term ROI

    A proof-of-concept (POC) is a rite of passage in the tech world. It’s how a company or team demonstrates that their idea is feasible and can work in a real-world application. But POCs alone are insufficient; they are transaction-minded and don’t focus on achieving lasting business outcomes or generating deeper ROI. Rather, they mostly focus on technical feasibility. The key to upleveling toward transformation is by focusing on the processes, not just the end product. When testing features in a real-world setting, make sure that you’re proactively measuring not just that they work—but that they contribute to business imperatives, meet customer expectations and strategic outcomes. And if they don’t, go back to the drawing board and optimize with those higher-level goals in mind.

    Culture is Key

    As you can see, the difference between a transactional and transformational mindset is more about culture than technology. A culture of innovation and modern ways of working leads to transformation that fundamentally shifts the way technology is conceptualized and created. It isn’t solely about gaining efficiencies or cutting costs—instead, the focus is on making the lives of customers, employees and everyday users better. Transformation-focused companies believe in the promise of technology advancements, but they believe that it also can make operations smoother, customer relationships more meaningful and increase revenue when implemented with the right combination of skills, disciplines and organizational buy-in over time. It’s those companies who will thrive in this new era.

  • How No-Code Will Transform DevOps

    How No-Code Will Transform DevOps

    In the years that low- and no-code development tools have been available, the movement has been slow to gather pace. Until recently, the vast majority of app and workflow development has remained firmly in the hands of professional coders.

    That is about to change—and fast. Gartner forecasts that the global low-code development technologies market is on track to reach $13.8 billion in 2021, an increase of nearly 23% over 2020. Other research suggests that 20% of all workers use no-code tools today, including 56% of coders. And 71% of those who use no-code tools within IT adopted them within the last year.

    No-code development is reaching a tipping point, and this trickle of adoption has turned into a torrent, driving more and more business demand daily.

    Drivers for the No-Code Movement

    The reason for this acceleration is simple: Digital transformation requires speed. If businesses are to digitize the full universe of processes across all departments, then they need tools that can be adopted quickly and with little ramp-up time.

    No-code tools are an ideal solution to this problem, and not just for a short-term fix. If the investment is seen solely as a short-term fix to immediate problems, it’s very likely that a company’s digital transformation efforts will continue to die on the vine. Digital transformation is not a “one-and-done” process; it’s only the start of a new business strategy based on continual innovation, where new apps and tools are built and rebuilt, time and again, to keep up with changing market dynamics and customer/employee requirements.

    The long-term trend of digital transformation has been accelerated by two shorter-term trends. First, obviously, is the COVID-19 pandemic. The social distancing measures used to control the virus meant that businesses had to create new apps and workflows (in hours or days) if they were to survive. No-code tools played an important role in helping businesses adapt at a breakneck pace, and gave them a taste of just what’s possible with intuitive app and workflow development.

    Second, a shortage of skilled developers. The population of 24 million global developers accounts for just 1% of the overall workforce, leaving businesses short-handed and looking for ways of empowering non-coders to take control of app development for themselves. As well as plugging skills gaps, no-code also meets demand from employees for more autonomy and more control over their operations, projects and workflows.

    Unlocking Innovation

    The net result of these drivers is that no-code is now a bona fide movement, and technology companies large and small are taking advantage of market innovations to transform what it means to build websites, software applications, workflows and mobile apps.

    The impact on enterprises will be profound. As Accenture highlighted in its 2021 Technology Vision, no-code is part of the broader democratization of IT, where the ability to create technology solutions to address business challenges is extended to everyone in the organization. This trend will unleash a wave of “grassroots innovation” that will help companies reinvent themselves in the years ahead. Those that fail to take this opportunity now may struggle to keep up with more inventive and agile competitors later.

    What No-Code Means for Developers

    For developers, this trend will undoubtedly lead to many questions. What is the role of the professionally trained coder in a no-code world? Will DevOps become extinct as “citizen developers” take over? Far from causing detrimental effects, no-code and low-code will likely prove to be hugely beneficial overall. Here are four key reasons why:

    Reduced workload/stress. With no-code-based roles, organizations are able to expand their technical capabilities without needing to hire more developers or coders. What’s more, by spreading basic app and workload development tasks across the organization, developers’ time is freed up. For teams that are already understaffed and under pressure, this can make a huge difference in the workplace experience and enable developers to spend more time focused on delivering high-quality software.

    A more strategic role in the enterprise. With tactical software development carried out within business units, developers can spend more of their time focused on the ‘next big thing,’ whether that’s mixed reality, quantum computing or AI. Developers and the wider IT team can act as “futurologists”, assessing new tools for the best fit within the business and guiding purchasing decisions to ensure the best possible outcomes.

    Accelerated innovation. For more complex software development that requires coding expertise, developers can leverage the speed of no-code to spin up proofs-of-concept and test them before investing time and resources on full-scale development. In fact, research suggests that many developers are already taking this approach, with 38% stating that they use no-code for prototyping a new product.

    New roles and opportunities. No-code will have a deep and broad impact on the enterprise, changing how work is done and creating new roles in the process. Many of these roles will provide new career paths and opportunities for developers, such as no-code consulting (helping businesses find the optimum no-code framework and tools for their needs) and roles that revolve around optimizing processes, building solutions and discovering ways to easily automate and streamline the day-to-day work within their organizations.

    DevOps teams, long the drivers of digital transformation, are now finally feeling the effects of those efforts. A new world of work is emerging where everyone is a technologist; using intuitive tools to rapidly build solutions to their business needs as they arise. This approach will free developers from their traditional role as gatekeepers of innovation, allowing them to focus on strategic technology decisions and channeling their specialist skills to areas where they will make the most impact.

    The rise of no-code is good news for everyone. It accelerates digital transformation and unlocks the innovation potential of all employees. And it’s great for developers, too; making their work more interesting, less stressful and with new career paths and opportunities for development. No-code can provide a growth driver to all enterprises, and arm early adopters with a significant competitive advantage.

  • Shopify Gives Devs More Creative Freedom

    Shopify Gives Devs More Creative Freedom

    Shopify’s Unite 2021 conference was held on June 29, 2021, and the e-commerce platform had some big, developer-centric news to share. Alan Shimel spoke with Shopify’s Glen Coates about the developer-first business model that is giving developers the most opportunity to build their businesses with a new 0% revenue share model, and how developers can leverage as much creative freedom as they want, from low-code capabilities in Online Store 2.0 to “max-code” custom storefronts. The video is below, followed by a transcript of the conversation.

    Alan Shimel: Hi, everyone. Welcome to another TechStrong TV segment. My guest this segment is Glen Coates. Glen is with Shopify. Glen, welcome to TechStrong TV.

    Glen Coates: Thanks, Alan. It’s great to be here, man.

    Shimel: It’s great to have you on. Glen, no pressure, but I think you’re the first person from Shopify who has been on TechStrong TV.

    Coates: There you go. _____ [inaudible due to audio distortion] it’s going to be all up from here, like you’re starting at the right place.

    Shimel: We’re starting at a low bar.

    [Crosstalk]

    ‒ it only gets better. We’ll see. Anyway, Glen, I think our audience doesn’t need an introduction to Shopify. We’ve all bought things online through Shopify storefronts and so forth, but why don’t we talk a little bit about you, your background, your position with Shopify?

    Coates: Right. I’ve been at Shopify a couple of years now. Before Shopify, I founded a startup called Handshake, and Handshake was a wholesale-focused e-commerce platform, so very much like Shopify but not focused on direct-to-consumer selling, just on wholesale. Handshake was acquired by Shopify about two years ago, so I’ve been at Shopify since the acquisition. In my time in the last couple of years at Shopify, I initially started out focused on wholesale, obviously, given my background. I spent most of last year focused on Shopify’s checkout, which is, obviously, a pretty important part of Shopify, and then about six months ago, _____ _____ product for what is called Shopify Core.

    If you’re a merchant, Shopify Core is like what’s in the box when you buy Shopify. It’s the online store, it’s the checkout, and it’s the back office admin that lets you set up and run your business. If you’re a developer, Shopify Core is the core developer platform, so the APIs, the dev tools, the docs, all the things that let you build apps and themes and work on the Shopify platform. Yeah, and, obviously, it’s a big responsibility and a really exciting role to be able to help the world of entrepreneurs start and try their business ideas.

    Shimel: Absolutely. Glen, just to give a little color, how many different Shopify merchant stores are there, whether it’s sheer number, percentage of commerce, or what have you?

    Coates: Yeah. Today, Shopify powers almost two million merchants. I mean, obviously, the last year has been kind of an accelerant to businesses going online, and that’s both been new businesses, people trying businesses for the first time, and it has also been traditional businesses going digital more quickly than they might have otherwise. But yeah, today, Shopify powers almost two million merchants worldwide, and it wasn’t that long ago that that was only a million. Even at massive scale, even being the world’s largest commerce platform in terms of number of merchants, it’s still growing very quickly, which I think just goes to the pace at which the world of business is going online, and how many people want some help with that.

    Shimel: Got it. Excellent. Thanks for all that info. If you don’t mind, let’s turn to the topic of today’s conversation, and I’m going to let you explain it, if it’s okay.

    Coates: Sure. Next week, it is Shopify Unite, which is our annual conference. Over the years, Shopify Unite has been focused on a combination of merchant and developer topics, but this year we’re really doubling down on developers, and really making it a developer-centric conference. The reason for that is sort of going back to the question you asked me a second ago, is Shopify was founded in Canada, and, if you go back five, six, seven years, Shopify’s mission has always been to make commerce better for everyone. But, if you go back half a decade, it was mainly North American merchants mainly selling apparel, mainly direct-to-consumer, which that’s a big market but it’s not the world of commerce.

    Over the last few years, Shopify has expanded considerably into new industries, new countries, new ways of welling, so wholesale as well as retail, and so we’re now in a much more diverse world of commerce, different businesses doing different things. As we sort of march down the road and try to fulfill that mission of making commerce better for everyone, that everyone is becoming a lot more diverse as we expand. Shopify can’t build all the solutions for everyone, all those different niches. While we have a great core product that includes many of the out-of-the-box things that people need to start and run a digital business, it’s not everything. We need the help of the world of developers to help build those solutions for the markets for the spaces that they are experts in to complement what is in Shopify Core, and really deliver everything that merchants need to successfully start, run, and scale a business.

    This year, we’re really focused on developers and helping them get onboard with our platform. There are really three main legs to that, I would say. The first one is mainly technical. I think for your audience, some of those details are important, like Shopify really is expanding to be PlanetScale commerce infrastructure, really becoming the power lines, the plumbing, the electricity grid that runs the world of commerce. So, we’ve done some things to really scale up our infrastructure that if you’re a developer building on Shopify, you can be confident your stuff is going to run at global scale without you really having to do anything. Our checkout can handle seven times the load that it could before. We’re now at greater than 30,000 checkouts per minute on a single shop.

    It’s interesting what’s happening to the world of commerce, like the world of social selling has made, and the way algorithms reinforce themselves in terms of distribution to drive traffic towards things that are trending. It’s become more important than ever that a merchant who blows up, whether it’s because of them being re-shared by an influencer or whatever it is, that they can capture that demand in the moment. Traffic is basically getting more spiky on the Internet. When things trend, they trend fast, and so Shopify already was the highest throughput checkout on the Internet but it’s now 7x higher, so merchants should never worry about not being able to make the most of those moments when they’re trending becoming more and more important.

    Shimel: It’s hyperscale, is what it is, Glen. We’re seeing it not only in merchants and commerce, but across everything. The Internet is big business, it is worldwide business, and especially with COVID, right? If you haven’t built your infrastructure to hyperscale, you’ve got trouble.

    Coates: Right.

    Shimel: That’s what digital transformation is about. That’s what the world is demanding right now, hyperscale.

    Coates: I imagine the readers, viewers of your site are not strangers to the world of what it takes to scale websites, and I think a lot of what Shopify tries to do is say, “Well, listen. We’ve figured that out for you. You’re a merchant with an idea. You’re going to come up with a new shoe or a new candle,” or whatever it is. Entrepreneurship is a risky endeavor, not everyone succeeds, but, when you succeed, like we really want you to be able to just capture the whole thing. The checkout works at one checkout a minute when you’re just starting out, and then, on your biggest days, it goes to 30,000 and you just don’t have to do anything. It just works, which is great. Kind of piece number one of Unite this year is Shopify really is PlanetScale infrastructure for commerce, and we already were the leaders and we’ve kind of gone up another multiple from there. Point two is really like, “As a developer, what things can I build on your platform? What are the opportunities for me to innovate, like where can I do that, and why is that exciting?”

    We’ve made some major updates to our online store, to our themes platform, which is obviously every merchant basically runs an online store with a theme on it. There is a new themes platform that allows developers to properly separate basically data and presentation into different layers in a way that makes themes more modular and extensible and kind of upgradable in the future. We have this powerful new data infrastructure that allows merchants and developers to essentially build custom data models inside a shop, and not just be confined to the out-of-the-box data model that ships with Shopify. There is now a much more powerful customization framework for both theme developers and app developers to integrate custom content into themes without having to hack the theme by hand and try to take it off the upgrade path, which is really great for merchants. We have also recognized that the Shopify online store is based on a web templating language called Liquid, which is similar to the templating languages that all developers are basically familiar with.

    We are also announcing, if you want to, you choose your own stack. If you want to build your website using React or something else that’s not our out-of-the-box stack, we’re also making available a new platform codenamed Hydrogen that will allow developers to basically choose their own stack, build online stores using whatever technologies they want, but ‒ and this is the crucial part ‒ still leverage a global infrastructure and hosting in scale and, “I don’t have to think about it. It’s just going to work,” on the Shopify platform, which is really great and really unique. Last but not least, I mentioned earlier that I spent last year on checkout. We are opening up for the first time the ability for developers to build checkout apps. Checkout is the piece of Shopify that it really matters. It’s where the money changes hands. It has to scale, it has to be super reliable ‒

    Shimel: Super secure.

    Coates: Super secure, super trusted, right, and trusted not just in the technical security sense of the word, but even just in the emotional sense of the word, like when I’m a buyer and I’m buying from an online store, when I see this checkout, does it feel familiar? Does it feel like something I can rely on? Am I comfortable handing over my money? Checkout is really where, in the _____ journey, the emotions shift from at the top of the funnel it’s kind of, “Okay, your brand, it’s really different. It’s exciting. I want to see differentiation. I want to be challenged and see new things.” But, when you’re handing over your money, the emotional tone is different, right? You’re not looking for excitement, you’re looking for predictability, right?

    Shimel: Yeah.

    Coates: Historically, Shopify’s checkout has been less customizable than the actual storefront pages higher in the funnel, and so now we’re opening up a new extensions framework for checkout that allows developers to build in apps that securely extend the function of Shopify’s checkout without compromising on the trust, the scalability, the speed, and all those kind of baseline, crucial things.

    Shimel: Very cool.

    Coates: That’s really cool. The last thing I’ll mention is we’ve talked about, “Okay, as a developer, if I build on your platform, is it just going to scale to the world?” The answer is yes. “Okay, so then what am I going to build?” Okay, so there are a bunch of new programming surface areas that we’re opening up for people to build apps and themes into, and then the last piece is, “What’s in it for me? Where are the dollars? If I start building your platform, am I actually going to make any money as a developer?” One of the things we’ve announced is _____ economic opportunities for developers. One is we’re cutting the rev share on apps in the Shopify app store to zero for the first million dollars in revenue per year, and, after the first million dollars, we’ve actually cut our rev share from 20 percent, which was already one of the lower rev shares in the industry, down to 15 percent. We’re really trying to help developers who have an idea for an app or an idea for a theme get that off the ground, no rev share on that first million bucks, and we really just want to help developer entrepreneurs get going as easy as we try to help merchant entrepreneurs get going ‒

    [Crosstalk]

    Then, the second one is that the Shopify theme store has historically not been open for submissions from any developer who wants to build a theme. There has been a sort of a curated set of themes there until now, but we’re actually opening up the theme store, so developers who want to build a theme and sell it to merchants will now have that opportunity that they didn’t before, which is also a huge market that is new.

    Shimel: Look, I think emphasizing the developer and the developer interaction in Shopify is huge. Glen, this is all great. I didn’t want to stop you when you were talking, but of course we’ve pre-recorded this show and it’s now playing after Unite has already taken place, I believe, on the 29th.

    Coates: Right.

    Shimel: But, for people who maybe want to see a replay of it or maybe get the highlights, is there a place we could send them to check it out?

    Coates: Yeah, if they just go unite.shopify.com, they’ll be able to watch the keynote and then dive into the other sessions that were part of the event and dig into whatever they would like.

    Shimel: Fantastic. Glen, thanks for a great recap on what happened at Unite and what’s going on at Shopify. Please come back on and keep us posted. You were wrong. You set a high bar. It’s going to be tough for people to beat, so come in and please keep us up to date on what’s going on at Shopify, especially with this renewed focus on developers and development options on the platform.

    Coates: I appreciate your time, man. Thanks for having me.

    Shimel: All right. Glen Coates on Shopify, about Unite, the Shopify conference here on TechStrong TV. We’re going to take a break and we’ll be right back with another guest.

  • DevOps Database Platforms Slash DX Bottlenecks

    DevOps Database Platforms Slash DX Bottlenecks

    An enterprise with many databases and various data requirements for DevOps continuous delivery presents a problem. For example, test data provisioning is a challenge today, particularly in pre-release testing of database updates. Standard practices involve shared database environments that need to be maintained from one test to the next, slowing test cycles and generally not fitting into an automated CI pipeline. As I explained in A New DevOps Database Platform is Needed, at best, it makes things chaotic; at worst, problems with database integrations with DevOps is a gross impediment to overall organization agility—which undermines the very purpose that DevOps is meant to serve.

    A recent whitepaper, A New Kind of DevOps Database Platform, indicates that there are multiple reasons why a new kind of DevOps database platform is needed, which are:

    • Compatibility requirements
    • Integration with current CI/CD pipelines
    • Integration with portfolios of value stream management
    • Infrastructure cost efficiency
    • Productivity for developers, testers and operations
    • Security and governance
    • DevOps performance

    The paper explained that a DevOps database platform requires the following capabilities to satisfy these requirements.

    • Automated database provisioning: the ability to deploy a database using automated procedures.
    • Database cloning: writable database environments are delivered on demand, based on a built versioned image.
    • Distributed repository: database images can reside on Linux and Windows servers, as well as storage systems.
    • Simple declarative builds: a simple, predefined method to make the creation of versioned data images simple, while enabling user/group access controls, data masking and other data engineering functions.
    • Scalable data cloning: database clones are served on demand, with many simultaneous clones served from a single image.
    • Comprehensive database support: the repo supports all common relational, NoSQL, machine learning and file-based data stores.
    • Versioned databases: each image becomes a versioned, immutable DevOps artifact.
    • Deploys equally to all cloud environments: DevOps databases can be deployed and operated on any on-premises infrastructure or cloud.
    • Cross-platform:  DevOps databases can be deployed and operated on common operating system environments such as Windows and Linux.
    • Security features including access management, data masking and encryption: database images easily incorporate access control, data masking and synthetic test data via SQL scripts, batch files or command line tools.
    • Compatible with CI/CD platforms:  DevOps databases can be deployed and operated equally well in multiple CI/CD platform tools such as Azure DevOps, Jenkins and CloudBees.
    • Compatible with containers and container orchestrators: DevOps databases can be deployed and operated equally well in multiple container environments such as Docker, Kubernetes and Red Hat OpenShift.
    • Deliver writeable data at the speed of DevOps: Deliver writable databases in seconds.
    • API for easy integration with DevOps tools: An API is available to enable integration of the DevOps database control plane with other tools.
    • Audit logging: The DevOps database includes a complete audit log of operations.

    Transforming to the New Database DevOps Platform

    A DevOps database platform in an enterprise requires more than simply buying and installing software and telling everyone to use it. With multiple entrenched database platforms already in place, there are practical and political considerations that must be overcome. Introducing any change to a large group of applications in an enterprise can be chaotic, and will often be more costly and take too much time if the changes are not compelling.

    To be sufficiently compelling, the database DevOps platform needs to be affordable, easy to understand, easy to set up and use with a wide variety of CI/CD pipelines. The following will be sufficiently compelling benefits to drive adoption:

    • Versioned, secure database environments or images managed as a DevOps artifact.
    • Images can be built and managed by the DevOps team, without requiring new infrastructure.
    • Multi-DB and multi-TB data environments in seconds.
    • Database environments can be served on demand for a CI/CD pipeline.
    • Lower-level database environment infrastructure is streamlined, with a single VM capable of supporting many simultaneous database environments which drives an immediate cost savings and positive ROI.
    • Data security and governance benefits with versioned database environments, with built-in and auditable security policies.

    What This Means

    Digital transformation is imperative for modern enterprises and organizations to remain competitive. However, the transformations of many enterprises and organizations are seriously impeded by the challenges of integrating databases into their DevOps application pipelines and value streams. A new DevOps database platform can allow the databases to be treated like any other DevOps artifacts that are orchestrated and automated within the DevOps toolchains.

    Suggested resources for automating database environment delivery include Windocks, Cohesity and other storage appliances that provide virtualized (cloned) database environments that can be adapted for DevOps purposes. I want to particularly acknowledge input from Windocks, who has introduced a DevOps data repo that features database virtualization on standard Linux and Windows servers, for versioned data environments and CI pipelines and cloud-native support for data delivery for containers, Kubernetes and conventional instances.