A 3 Step Process to Quality
In today’s digitally charged environment, executives leading software development companies consistently walk a tightrope as they balance two very different interpretations of the word, “quality.” Users’ perception of quality focuses on software that meets business requirements, while development teams concentrate on building programs and applications that satisfy product and system requirements. These diametrically opposed perspectives put software executives in the crosshairs of a heated debate as both sides attempt to evaluate quality. In reality, business requirements spring from the minds of customers and stakeholders who seek a software solution to a conceptual business challenge. Business requirements, which refer to the “what” of software development, do not translate smoothly into product requirements. In most, if not all, cases, several technology-based solutions can resolve the stated business problem. To select the most technically appropriate and efficient path to resolution, business requirements must be broken down into detailed capabilities, or “hows,” that align with business needs. The tightness of that alignment produces value for the end user customer. Loosely aligned technical capabilities are seen as less valuable by customers, often eroding the software’s price point and damaging the development company’s reputation. To protect the bottom line and reputation of a software development operations, company executives can take a three-pronged approach to extend quality assurance across the entire development process. This three-step methodology, which embraces a universal definition of quality as contrasted to value, incorporates best practices associated with a “right the first time” development approach, and calls for a cultural shift to reward the early identification and resolution of issues, is particularly relevant in today’s fast-paced marketplace. First: define quality, value For software company executives navigating this tightrope of conflicting expectations, it would be useful to distinguish between the concept of quality and its value in the marketplace. Conceptually, quality is a measurable outcome of development. The amount of quality associated with any software development project is constrained by available resources and the business priorities of a software development company. One approach to evaluating software quality uses three dimensions: Quality of design – the functions, capabilities and performance levels required by stakeholders. Quality of conformance – how a software product conforms to design, leverages appropriate standards and is completed on time and on budget. Quality of performance – how the software functions post-delivery, especially as it meets user needs, functions as intended, manages its workload, and is supported and maintained over time. While most customers will agree that some degree of quality is a baseline expectation, it is critical to understand that a high degree of quality may or may not be perceived as valuable in the marketplace. Customers perceive quality as driving value, and value is relative when compared to the software’s cost. For example, a customer’s limited budget can eliminate a high-value software solution from consideration when company finds a lower quality product acceptable because of its price. Second: Implement ‘fail fast’ In the digital world, customer expectations change on a dime, which can force development teams to pivot frequently. This rapidly changing environment, which has increased pressure on development companies to deliver software faster and at more competitive price points, calls for a new approach such as “fail fast” and “continuous integration.” However, misdirected emphasis has muddied the perception and value of the widely held fail fast principle. More than a few people place importance on the first word, “fail,” when it’s the second that matters. The success of a failing fast development initiative hinges on identifying issues, bugs and errors early in development, the sooner the better. To support failing fast, taking a “continuous integration” approach can help software development companies increase quality and keep costs in line. In this agile development practice, developers integrate their current work into a shared depository several times each day. Automated builds verify each integration, flagging problems and assuring immediate correction. As a result, the software stabilizes at a faster rate. Additionally, many software development companies share software in development with intended users at regular intervals in development. For example, presenting in-development software to users after major agile iterations can be another way to implement the fail fast approach. These frequent releases to end users brings defects to the surface faster than waiting until the development team is deep into the project to find issues. Three: Shift culture to reward early detection, correction Often, implementing a fail fast approach requires a culture shift in the software development organization. The importance of this cultural shift cannot be overemphasized. In the fail fast environment, quality assurance spans the entire development process rather than being an exercise that takes place at the end of development. When developers understand that identifying and resolving bugs early in the development cycle is rewarded, improves productivity, boosts quality and saves money, the organizational emphasis continuous improvement will begin to resonate. In the digital environment, customer expectations change frequently, and development teams must pivot quickly to maintain the tight alignment between technical capabilities and business requirements. Applying the fail fast and continuous improvement tenets to the software development process can increase the velocity of response to evolving customer requirements.
How to Best Leverage SAP’s S/4Hana in Digital Adaptation
S/4HANA has been called the engine driving digital adaptation. That is a bold statement. However, is that statement marketing hype, or is it true? To begin to answer that question, we must understand what digital adaptation is, and what it is not. Digital adaptation is not just another wrinkle in the landscape of process re-engineering. Further, it is not a system or a piece of software that drives incremental change. Business leaders who cling to these outdated ideas soon will see an erosion of their customer-base and a loss of market position. Digital adaptation enables an organization to predict or perceive quickly evolving business needs, and make critical adjustments through a combination of technology, process and workforce management. At its most rudimentary level, digital adaptation takes an organization out of a process-defined world and into a data-driven world. Digital adaptation is based on continually delivering new value to every user, raising operational efficiency and accelerating the speed-of-business to levels never before experienced. Leaders who adapt their operations to the digital economy understand that digital adaptation requires a shift in how business is conducted, and how goods and services are delivered. SAP – Scaling UP and OUT with Digital Adaptation Before digital adaptation, concepts such as scaling up and out meant opening an overseas office, merging with another company to run more efficiently, or upgrading data storage/access infrastructure. Now, scaling up and out looks more like digitizing business processes and leveraging data to provide compelling online experiences for customers, employees, suppliers, partners, and the general public. SAP is facilitating the digital experience by helping business leaders see their entire organizations clearly and focus on operational details that help them to run efficiently. The results are improved agility and better positioning of resources to seize market opportunities. Three examples of how SAP is helping to drive the digital economy are: For manufacturing, the average dollar value of invoices is decreasing as the number of invoices is exploding In logistics, the average value inside shipping containers is going down while the number of containers transported is growing exponentially For new economy companies like UBER, AIRBNB, and NETFLIX, these businesses are based more on the user-experience rather than the product or service The digital economy is stretching the supply chain and challenging financial systems. SAP is evolving with the new economy and delivering advanced user-experience and functionality for Accounts Receivable, Inventory Management, Accounts Payable, and Available to Promise functions. To answer the question posed in the first paragraph of this blog – Yes, it is true, SAP technology is the engine that drives digital adaptation. S/4HANA, Fiori and Personas are proof! For companies currently using SAP systems or planning to acquire new SAP technology, an entirely new version of SAP ERP is available to support the transformation to digital. S/4HANA is designed to significantly streamline the adaptation process by enabling businesses to be immediate, intelligent and integrated. S/4HANA – SAP’s Digital Core: The next-gen of ERP supporting operational excellence, business process automation, and seamless integration with core business systems. S/4HANA is a complete rethinking and remediation of SAP code to leverage maximum performance of their in-memory HANA database. It is designed to simplify the underlying database that slowed down R3 and ECC and made it difficult to support the high-speed computing needs of the digital economy. S/4HANA eliminates the locking and latching problems and enables dramatically higher throughput. Moreover, aggregated indexes are gone, status tables and headers are gone, and the entire database collapses into a single digital record. Making S/4HANA easier to support, a single version of the facts, and offering three environment options: off-premises, on-premises or hybrid. Add to the significant changes in S/4HANA, SAP has replaced the old traditional GUI screens with new Fiori applications and Screen Persona UIs to improve user-experience and streamline business tasks. Fiori and Screen Personas: SAP’s reimage for a greater user-experience providing personalized and simplified UX of SAP applications. Fiori and Screen Personas deliver web and mobile applications and UIs that are role-based, consumer-grade user experience across all lines of business, tasks and devices. They simplify data access and streamlines tasks for improved business processing. An intricate system like S/4HANA requires sophisticated and complex skills to design, install, configure and manage. However, to compete in the digital economy, this level of computing power is not just helpful, it is essential. You Do Not Need to Go It Alone? To thrive in the digital economy, company leaders must acquire the tools, expertise, and workforce management skills to adapt. Whether these specialized tools and skills come from internal sources or outside the organization, no company can go it alone. Installing, configuring, and migrating complex systems like S/4HANA, Fiori, Screen Personas, Leonardo, or Business Objects Planning & Consolidation require an enormous amount of expertise. But…companies desiring to move forward with digital adaptation plans are faced with a shortage of technical resources, difficulties balancing the rigors of business transformation with their employees’ daily routines and managing the often-ignored step of QA & Testing. In a world where the Internet blurs competitive differences, finding a partner who ensures that digital adaptation technology yields real-time operational capabilities, and then supports measurable competitive advantages, is essential. To learn how we can help you with your SAP challenges contact us at SAPinquiry@ruralsourcing.com.
Understanding the risks of offshoring in today’s digital marketplace
Offshoring, the approach many U.S-based companies take to secure IT talent, has lost much of its original appeal. In the past, U.S. companies sent IT jobs overseas for one key reason: to capitalize on inexpensive labor. In many cases, offshore vendors claimed hourly rates that were 80% less expensive. IT leaders, originally seduced by offshoring’s attractive bottom-line savings, quickly found out that offshoring’s challenges and risks often increased project costs, eroding the much anticipated savings. A few of these risks include: Time zone differences Language compatibility Cultural barriers Domain expertise Employee turnover Geopolitical risk IT leaders, now familiar with the risks associated with offshoring and its eroding potential savings, are replacing offshoring with a proven alternative to talent acquisition: domestic sourcing or onshoring. Domestic sourcing taps into talent inside the United States to deliver the speed to market and responsiveness IT organizations require in today’s digital marketplace. In addition, it leverages a deep familiarity of complex business problems, a depth and breadth of capabilities, access to a scalable brain trust, efficient collaboration, and attention to quality. However, determining the value of domestic sourcing has been difficult to illustrate. Today, companies can utilize the Rural Sourcing TCO Calculator, a robust tool that enables the customization of six distinct and commonly accepted productivity factors to a company’s current situation. This allows for a more accurate assessment of their total cost of ownership of outsourcing needs. A key advantage to domestic sourcing however, is its ability to deliver the agility needed to pivot IT priorities in response to changing customer expectations. It allows companies operating in this hyper-responsive digital environment to add and recast IT talent as needed. For example, this agility was recently demonstrated when one of our FinTech software clients asked Rural Sourcing to refocus our existing team and add a second scrum team to meet the regulatory demands of one of their largest clients. Taking a flexible approach allows IT teams to adjust project priorities and delivery timelines on the fly – based on the actionable recommendations that come from real-time analysis of customer expectations.
Competitive Threats Driving Digital Adaptation
While digital adaptation may evoke visions of continuous improvement and innovation-led initiatives, the real impetus behind digital adaptation is more basic – survival. 70% of B2B companies have digital adaptation projects underway in direct response to competitive threats, according to a recent poll of 300 leading business-to-business companies. Three main sources of competitive threats are looming: those from existing companies, emerging digitally native online competitors, and overseas suppliers offering lower price points. And of these three, the biggest threat is the emerging digitally native company – the totally new player that didn’t exist yesterday. They are the smaller, niche players that can turn on a dime, or venture-backed startup operations, or even students in dorm rooms, all armed with a passion for change and the latest technology. While some of these brand new competitors may be capital-challenged, they have a major competitive advantage over established players by avoiding the expense and upkeep of legacy systems. In fact, executives participating in the research mentioned above pointed to the manpower, expense and operational risk associated with legacy systems as the number one roadblock to their digital success. Internal resistance to change came in number two. It’s not just the shifting competitive landscape that trips up established companies aiming to digitally transform themselves. Competitive threats in the digital age are more complex and more difficult to defend against than traditional types of marketplace assault. Today, competitors can use a laser focus to take down a piece of business they find attractive, compromising profit and market share, one demographic or market slice at a time. For instance, the banking industry, which previously owned the relationship between the financial institution and the customer now sees a deluge of application-based companies shearing off its most lucrative transaction-based offerings. These competitors completely avoided the expensive real estate and extensive human resource requirements of building and maintaining a network of physical locations, which significantly lowered their operational costs. In addition, these digitally-oriented competitors can appear unexpectedly in an industry. Imagine the surprise to the auto industry when they found that consumers were willing to forgo visiting car dealerships to purchase a car online. Several companies emerged encouraging consumers to bypass the vehicle dealership all together. These digital-only companies allow consumers to configure, price and order a new vehicle completely online – from the comfort of their homes or offices – and have the new vehicles delivered to anywhere they choose. While each of these pure-play start-up competitors is disrupting a different sector of a different market, they share a common goal: to put the consumer back in control. B2C companies learned this lesson when, in the early days of digital, the Internet lowered the barriers to entry for new competitors. Retailers were slow to respond to consumers’ online shopping preferences and only took the threat seriously when new online-only players began to take market share from the leaders. This slow response left many market leaders reeling and caused a massive amount of physical stores to close and companies to declare bankruptcy. It’s no longer enough for executives in any market, industry or geography to keep tabs on known sources of competition. On the digital landscape, competition can come from anywhere, which means executives need to be especially vigilant about protecting their market share. To remain successful, companies must digitally adapt to build and maintain an edge over their competitors – the traditional ones they watch regularly, as well as the emerging and digitally native startups, and, even those students in dorm rooms. To learn more about how digital adaptation is changing more than just the way businesses compete, read our white paper, “An Introduction to Digital Adaptation.”
3 Key Ways to Manage Speed to Market
Today’s age of digital adaptation mandates innovation and quality – at great speed. Way back in 2000, Jack Welch, in GE’s Annual Report, warned us, “If the rate of change inside an institution is less than the rate of change outside, the end is in sight.” For some companies, delivering innovation and quality simultaneously is exhilarating, while, for others, it’s a fast path to disaster. Consider these pivotal questions: Why is it that some companies can marry methods, such as Agile and DevOps, to continuously deliver successfully, while others struggle? What puts some companies at the forefront of market demand, while others strain to keep pace with the pack? Success, it seems, often comes down to the ability to unleash technology’s inherent productivity. ". . . companies have been early adopters of these capabilities and have reaped the benefits. Amazon, for instance, can release code every ten seconds or so, update 10,000 servers at a time, and rollback website changes with a single system command," as Satty Bhens, Ling Lau and Shar Markovitch of McKinsey point out. While most companies' leaders would love to bask in the reflected glory of these technology icons, the reality is most of us are not Amazon or Google. But, we can all learn from these market innovators that speed is an important factor in their success. They are constantly adapting and striving to be first to market. To meet the speed-to-market demands digital adaptation presents, executives should consider: Building collaborative development organizations to expand market capabilities. Empowering a cross-functional mindset that bridges internal and external resources. Creating partnerships that flex and reflect the need for speed. Collaboration is one of the keys to delivering software at speed in your business and getting it right the first time. For example, traditional brick and mortar financial institutions, under siege from digital-only startups, tapped internal development resources to create their own digital products and services – often carving out a competitive advantage for themselves in the process. Marcus, an online lending platform from Goldman Sachs is an example of how digital disruption re-energized collaborative internal development to expand the firm’s footprint in an underserved market segment. Originally begun as a way for retail clients to refinance credit card debt, Marcus leverages Goldman Sachs’ technology expertise to appeal to its smaller segment of retail clients. Smaller banks have little incentive to help retail clients refinance debt, which was the driving factor behind Goldman Sachs effort to build the Marcus platform specifically for that purpose in 2016. Having a cross-functional mindset helped Goldman Sachs identify an untapped market opportunity and quickly develop a solution to meet that need. Today, Marcus has expanded from a one-product platform to a multi-product business, which has created a competitive advantage for Goldman Sachs. Finally, consider combining internal skills with partner capabilities. With the precipitous growth of niche skills, the expense of hiring and retaining these resources on staff may not be feasible for the long term. Looking to partners for these skills allows you to flex your staffing as you grow and keep pace with market demands. In addition, supplementing internal resources with assistance from a partner can enable you to deliver to the marketplace a high-quality product quickly -- likely ahead of your competition. Today’s rate of marketplace change requires innovation and speed to market – a tough order for most companies to fulfill. However, taking a collaborative approach that unites internal and external resources behind shared goals can build the sustainable competitive advantage needed to prevail.
Reengineering the Digital Experience
Today’s consumers apply the same digital experience standard to both their personal and professional lives. This merging of experiences, which calls for digital adaptation, has changed business forever. Even though each digital experience begins and ends with the customer driving the interaction, taking a customer experience (CX) only view short-changes digital adaptation’s potential to push business forward. Inside the whole of these transactions exists a multitude of opportunities to reengineer business operations from the inside out – in front office and back office, with partners and suppliers, and finally with our most important resource: our own people. Digital adaptation requires us to focus on ALL our stakeholders, especially the internal teams thinking, developing, testing, and provisioning digital capabilities for all the other stakeholders’ use. Taking a broad, sweeping view of digital adaptation enables revolutionary customer experiences, and it also helps us create a forward thinking company culture. This culture not only delights our customers, it can make our digitally adapted companies into destination employers for the talented people we need to succeed. The Back Office Experience The digital adaptation of business does not solely live in the customer experience. While it’s the digitally adapted customer experience that gets all the headlines, digital impacts all parts of the business, not just revenue. While these results are less visible, they are equally important from a competitive standpoint. Digital Adaptation serves two equally important constituencies: internal workforces and external customers. In the digitally adapted business, the term, "customers," refers to everyone involved in the purchase – the people and businesses that buy our products and services as well as the internal workgroups, teams and staff that create, deliver and support those offerings. Empower internal customers and they will look after your customers, as Richard Branson reminds us. That empowerment centers on access to the latest technologies and tools as we reengineer the customer experience. This consumerization of IT has an impactful spillover effect on our technological/digital experiences outside of "the office," which shapes our thinking "inside the office." Potential new hires assess an organization’s technological ambition and its current capabilities. Candidates don't want to work in companies that are technologically inept – refusing to adapt or failing to invest in ways that put them in the best place to succeed. This candidate and employee dilemma becomes a huge issue that sits at the intersection of culture and technology. An organization’s ability to harness the power of technology quickly becomes, from a staff perspective, personally impactful from a career standpoint. Technology moves so quickly that spending two or three years with a technologically backward company can damage an employee’s career – seriously. Not only can this time be “wasted” working on outdated technologies and methodologies, the time is lost in terms of acquiring new, more in-demand skills. In truth, this “double whammy” is more crippling to a career than the lost time itself. Digital adaptation is about more than saving money, improving operational efficiency and satisfying customer demand. It can also attract and retain the talent you need as you build your teams for the future. We do ourselves a disservice and miss out on opportunities if we restrict our thinking around "experience" to relate to the customer at the expense of considering its very real impact on our current and future employees. Thinking more broadly across the organization, from back office through the customer’s journey and back, can create an experience that makes a "destination company" for employees as well as customers. Experience tells us that companies will discover unexpected benefits in unlikely parts of the back office’s digital adaptation. Check out this case study to see how one leading beverage distributor used a single, new application to correct an order processing problem and discover an unexpected staff retention benefit. And, to learn more about digital adaptation, download our white paper.
Four Trends Redefining the Workforce Model
As digital adaptation takes hold, four over-arching shifts are converging to change the way organizations build and evolve their workforces. 1. Access to Evolving Skills In this era of digital adaptation, organizations’ staffing needs change on a dime as they respond to evolving customer requirements. To react quickly, today’s workforce models need to combine in-house candidate identification, recruitment, and more thoughtful retention with precision-driven third-party staffing utilization. External staffing resources will need to meet the needs for specific technology domain expertise, industry experience, creative workforce models, innovative engagement structures, technical innovation and creativity, and much more. Hiring organizations will prefer third-party partners that can deliver on these increasingly complex staffing requirements while adding value in new and unexpected ways. 2. Need for Skill over Scale In the past, IT demands preferred scale above all else. That’s because the type of project being staffed required rote repetition of key tasks – an assignment perfectly suited to offshoring. Today’s technology projects demand a wider range of skills in smaller quantities, as well as a heightened need for collaboration and communication. The once-dominant waterfall approach to software development has been replaced with a more relevant Agile Methodology popularized by digital adaptation’s ebbing and flowing needs. Today, the skilled project team – one that has been created and staffed for a particular assignment able to cover everything from User Experience to backend database demands – dominates the workforce landscape. Agile teams are smaller, command a wider variety of technology skills, and require broader “soft” skills such as communication, real-time creative problem solving and collaboration. 3. Demand for Innovation, Collaboration Collaboration leads to better outcomes, and that’s true across all industries and markets. In acknowledgement of this widely held belief, market-leaders such as IBM and Yahoo are moving remote workers back into corporate offices. Why? It’s certainly not the opportunity to pay sky-high rent on urban offices. It’s an effort to reclaim the creativity and innovation that comes from sharing close quarters. While not every company can make such a significant investment in expensive office space, many companies are taking time to reevaluate and rebalance their approach to workforce building. Partners with innovative staffing delivery capabilities and those that adopt the latest communications tools and platforms to encourage collaboration are winning favor as hiring organizations seek expert help in balancing cost against the need for quality output, a chief motivator behind the “rehoming” trend. 4. Push to Expand Talent Pools Although the US technology-based talent pool dwindled as offshoring started to grow after 2001, efforts to promote STEM-based education have picked up in recent years. Despite that push, the slight uptick in STEM-based hiring that happened in 2016 came about because of foreign-born STEM-educated candidates. While STEM-based hiring is on the upswing, demand for technology skills continues to far outstrip supply. Today, public and private sector hiring organizations are competing with contracting firms, staff augmentation firms, and offshore companies for a limited number of STEM specialists. To rectify that imbalance, hiring organizations are partnering with high schools and universities to foster interest in and pursuit of STEM-based careers for US students. To learn more about how organizations in the midst of digital reinvention utilize workforce partners to build out their staffs, download our white paper, "An Introduction to Digital Adaptation.”
Why Rural Sourcing is the Next Starbucks
True confession, I’m a Starbucks coffee fan. Each day starts with a triple grande nonfat cappuccino. I’m also a big Howard Schultz fan; I even have an autographed copy of his book: Onward. More importantly, I respect his social and civic activism as well as admire his vision of creating a 3rd place to have a coffee experience. Whether you like the Starbucks brand or one of the tens of thousands of other coffee options in America it was Schultz’s vision of creating a third place that began this lovefest with the consumption of coffee somewhere other than your home (#1) or your office (#2). This vision created a new alternative at a scale that didn’t previously exist. The Rural Sourcing business model follows the same concept and vision. Up until recently, businesses had two options for their IT workforce strategy. Businesses could bring in the talent to their office in their city, often at expensive hourly rates, or they could offshore the work to an outsourcing firm for less expensive hourly rates and figure out how to manage the cultural, security, IP, and time zone challenges. At Rural Sourcing we saw the need to create that third option at scale. Onshore domestic technology talent is abundant in smaller cities such as Albuquerque, NM; Pensacola, FL; Augusta, GA; Oklahoma City, OK: Fort Wayne, IN; or Mobile, AL. These cities, complete with large universities, low cost of living and high quality of life, represent millions of available technology talent waiting to be deployed to solve software problems for the world’s greatest companies located in much higher cost locations. Rural Sourcing selects cities like these based on our proprietary data analysis of the qualified talent pool, the quality of life and the affordability of living in these locations. We then establish software development centers complete with the look and feel of a Google-environment where software developers and quality engineers can focus on creating applications to support our client’s on their digital journeys. The beauty of this third option, unlike Starbucks, is that it actually costs less than the other available options. With a substantially reduced cost of living in these smaller cities, the dollar goes a lot further than in San Francisco, New York or even an Atlanta. Also, when measured against offshore, domestic sourcing is more cost-effective when evaluated by the total cost of ownership or TCO of completing a successful project in today’s agile software development world. I’m not saying that businesses shouldn’t consume the available talent within their own cities or even offshore, as both have their respective roles to play in the sourcing strategy. For certain types of projects, these sourcing models may be well suited for the task. What I am saying is that there is a new coffee shop available that serves an amazing third alternative that may just taste better than your traditional sources. Find out more about our blend of services here.
Workforce Changes of Digital Adaptation
The advent of technology-empowered global workforces fundamentally changed the way employees and employers engaged. Technology connected workers around the globe, dissolving geographical boundaries. Today, fast-moving markets and customers’ ever-changing needs are creating an almost relentless pressure for companies to reinvent themselves and their employee models ─ again and again. How Offshoring Lost its Luster Digital adaptation arose from two significant workforce changes: (1) technology-enabled global labor; and (2) a geographically distributed workforce. These two fundamental shifts created a category of worker known as the “offshored.” As the Internet-connected workers around the globe, companies gained access to an international workforce that performed like local employees. Often, “follow the sun” development teams fast-tracked projects at near warp speed as compared to domestic-only, traditional workforces. At first, offshoring saved a lot of money for US-based companies that were able to move work overseas, take advantage of labor arbitrage, end benefits programs and layoff layers of middle management. For many companies, offshoring was a beautiful thing until one day it wasn’t. What began as a move to more cost-effective, less management-intensive workforces quickly exposed unintended, negative consequences of offshoring on two highly desirable outputs of work: innovation and collaboration. Lack of business context, ineffective communications, and virtually non-existent creativity constrained offshoring. The desired collaboration, communication, and innovation US companies sought from their offshored workforces did not materialize from a raft of geographically separated, workforces. For some, offshoring has become categorized by an untenable disconnect with customer demands. While the sheer economics of maintaining urban offices doesn’t support bringing everyone back in-house, a compromise must be found that balances budgetary constraints against digital adaptation’s need for collaboration. In many cases, employees’ preference for working from their home offices using online collaboration tools is helping companies move closer to this balance. However, a lack of specialized talent continues to plague companies’ looking for experienced assistance. In these instances, the availability of niche talent prompts companies to accept assistance from specialists who are dispersed geographically. While companies pioneering digital adaptation may have to use some distributed workforces, partnership models need to promote vitally important communication, collaboration, and innovative thinking. Digital Adaptation Matches Teams to Projects In the digital age, scalability, the massive availability of skilled workers, gives way to teams comprised of workers with diverse skills and mindsets. These teams will be created to meet the specific requirements of the project at hand, and they will be disbanded at the project’s completion. The constant change characteristic of digital adaptation demands a flexible approach to skills acquisition. The ability to quickly construct, manage and get the team to full productivity will become a key requirement for corporations. Acquiring new skills and a dedication to lifelong learning will become table stakes for employees in every workforce, whether traditional, distributed, outsourced, or contingent. At its heart, digital adaptation requires more management, more communication, and more collaboration –not less. As Daniel Newman pointed out, traditional leaders quickly became stumped as to how to manage these diverse and divergent groups of individuals. That’s why new workforce models, while a good place to start, require new management models as well. Digital Success Depends on Effective Recombining of the Workforce Workforce models and effective management approaches for fluid teaming present two of the most perplexing challenges in digital adaptation. Simply put, the traditional workforce models and proven management approaches don’t work. How effectively you combine and recombine people will determine your success or failure in the digital world. Companies knee-deep in digital adaptation need to get comfortable with constant change and reinvention on the fly. To learn more about how to navigate this complex landscape, download our white paper on digital adaptation or read the blog series on this fundamental sea of change.
Balancing Cost with Speed and Quality is Key to Digital Adaptation and Transformation
In our last blog post, we broke digital adaptation down into four key areas: Evolving Needs, Workforce Change, The Consumerization of IT and Competitive Threats. This post, which focuses on Evolving Needs, will explain why balancing cost, speed and quality is vital as companies apply technology to solve business problems in the digital age. By definition, digital adaptation is at once disruptive and unpredictable. This fast-moving phenomenon forces companies to adjust on the fly to meet the demands of ever-changing markets, making digital transformation one of the most important movements to affect business in decades. Experts point out that today we operate in the era of “Digital Darwinism." Characterized by rapidly evolving technology and society needs that outpace business’ ability to keep up, companies that plan to survive, and even thrive, will need flexible leaders who take an “evolve or die” approach and can pivot quickly, according to Brian Solis of Altimeter Group. Clearly, there are economic rewards for companies that leverage digital adaptation to remake themselves and their processes from the inside out. Companies deemed to be digitally remade produce more revenue from their physical assets, generate more profit and command higher market evaluations according to CapGemini. However desirable these financial results are, the road to digital transformation is fraught with twists and turns. As technologies advance and capabilities expand, businesses have more options from which to choose and decide where to invest becomes more difficult. With more choices comes more risk, and the time lost to chasing a “wrong” choice can be devastating from a competitive standpoint. When it comes to acquiring the talent needed to succeed in this fluidity, the “multiple guess” influence is clearly seen. Effectively prospering and competing in this era of digital transformation means companies need to wage the war for talent using three distinct and inter-related strategies: Sourcing a wider range of skills and talent. Being able to navigate the nuances of agile. Using innovation to balance cost against speed and quality. Accurately forecasting the portfolio and corresponding volumes of skills and talent combinations needed to develop and deploy software makes up the first challenge companies need to address. While that is a tall order, the current environment of rapid change adds complexity to this mission. For example, the application development teams you have in place will see demand for their talents wane over time ─with some skills fading more rapidly than others and others enjoying heightened demand over time. What can you do today to predict the coming shakeup with confidence and actually plan for it? Once you’ve aligned that cube of possibilities, you’ll notice that the spectrum of skills you require is expanding exponentially. This expansion will most likely outpace your ability to find the talents you need at a reasonable price. This scenario is particularly relevant to companies that discover their needs have grown to encompass data scientists as well as mobile app developers. There is simply not enough money in corporate staffing budgets to afford the wide range of talent that is needed, especially in a hyper-competitive marketplace. Secondly, we know that it's no longer good enough for an organization to be able to leverage “standard” agile. You must "customize" it to fit your needs ─even as they evolve in real-time. To do that, you need to accumulate enough agile expertise to be able to spot the unintended consequences of clumsily applying this proven mindset. For example, the benefits of using a common language, sharing a time-zone, and commanding a familiarity with U.S. business culture are hugely important, particularly when projects move quickly. Sharing common ground eliminates the need to translate idioms, accommodate varying time zones and explain unfamiliar behavior. A shared perspective can enable a faster, more sustainable transition to a customized, thriving agile environment. Third, in this era when customers’ behaviors and expectations are shifting quickly, you need your development and deployment teams closer to your operation ─not geographically dispersed. The current prevalence of distributed workforces complicates the execution of a pivot, even as environmental factors call for acceleration. Creativity and innovation share two negative influences: distance and isolation. These barriers cause particular angst when speed and creativity are at a premium as they are today. Consider following the examples of noted remote work advocates IBM and Yahoo. Both companies have recently required workers to return to physical offices in an effort to regain the interaction and collaboration that accommodates change and fuels innovation. Despite this remote worker homecoming, budget constraints continue to prevent most companies from recruiting every professional they want to a staff position. Evolving needs demand that you apply a balanced model to hiring that balances three key influences at play in the talent landscape: quality, cost, and speed. However daunting this new environment may seem to be, it’s not as if business has been stagnant in the past. Companies have always adjusted their output and operations to evolving needs. Today’s challenges center on the unpredictable pace and unknown direction of those evolving needs. Those two characteristics add a new layer of complexity that makes it difficult for companies to go it alone and reduces the appeal of previously revered software development models. Offshoring development has proven to complicate the process with its “follow the sun” approach that, in the end, often delivered more complexity than the round-the-clock advantage. While it is likely that in-house teams, offshore resources, and staff augmentation will continue to fulfill specific skill needs, these options are not the answer to every phase of software development, especially those affected by the unpredictable disruption common to digital adaptation. Just as digital transformed the marketplace, it has altered the hiring environment as well. Digital adaptation requires flexibility. In these volatile times, companies that want to assure continued success will need to listen carefully to the whistling winds of change and adjust on the fly. To learn more about how to succeed as a Digirati in charge, watch for the next blog and download our digital adaptation white paper.
Amazon in “Your Town”: Awesome or Apprehensive?
How Will You Compete for Tech Talent? Most people’s first response to the prospect of Amazon coming to "Your Town" is awesome. Amazon is considering twenty top-tier cities as the site of its HQ2, which will inject 50,000 high paying tech jobs into the local market. The construction of offices, facilities, and infrastructure can be expected to provide more jobs. Finally, the projected growth in support businesses results in, guess what? Yes, even more, jobs. The question for established companies already operating in the community is this: How are you going to recruit new hires and retain tech employees when they're all flocking to Amazon? For employers in all industries, the war for talent, especially technology talent, is difficult – considering as US employment continues to grow with payroll employment up by 261,000 in October alone. According to UPP Technology, the high-tech employment rate in the US is approximately 97%. This information is not new news for most. There's a shortage of high tech talent and has been for some time. The prospect of Amazon showing up in your town seems intuitively attractive. Everyone wants to get behind it – at least publicly. So much so that 238 cities submitted proposals to become the next Amazon HQ2. Now that 20 cities have made Amazon’s short list, fear and trepidation about hiring in a new competitive landscape have begun to set in. Corporate headquarters already located in the 20 cities under consideration are reevaluating their hiring plans, knowing that they will be competing head-to-head with a new corporate citizen with as many as 50,000 six-figure jobs to fill. Employers are asking, “What are the unintended consequences of the inevitable imbalance of that much demand on a local technology labor market?” As Amazon contemplates its potential HQ2 sites, the local availability of talent is a critical factor driving site selection. Amazon may be a pioneering retailer, but it is not alone in this strategy to chase the talent pool. Companies, such as McDonald's, Aetna, GE, and Marriott, are abandoning their suburban offices in favor of millennial-friendly locations in large urban centers as market leaders embrace this relocation trend. Chicago Mayor Rahm Emanuel pointed to technology’s growing influence on nearly every industry as the driving force behind urban offices. Highly sought-after technology-skilled employees often prefer the convenience of a live/work/play environment in or near an urban center to a time-consuming and expensive commute. The appeal of urban offices signals a reversal of company executives’ previous preference for offices located near their homes. Today, the ease of recruiting and retaining technology workers is driving top-level corporate decisions. "It used to be the IT division was in a back office somewhere," Emanuel said. "The IT division and software, computer and data mining, et cetera, is now (located) next to the CEO. Otherwise, that company is gone." While Emanuel’s words are strong, we get the point. Long ago, many organizations paused their on-campus recruiting of Computer Science majors in favor of outsourcing their technology work overseas. These companies now realize that re-engaging that corporate recruiting muscle is easier said than done particularly when targeting highly discerning millennials who are as interested in what you stand for as what you pay. The pervasive digital adaptation of business means that not all companies will compete and win in the war for technology talent. Once you add to this uber-competitive race for tech talent the allure of Amazon’s 50,000 positions, then the competitive landscape becomes downright daunting. To increase your company’s chances of prevailing in this complex hiring environment, consider enacting some or all of the following recommendations: Implement effective strategies to reactivate your on-campus recruitment program. Consider bringing recruitment back in-house or taking a more “hands-on” approach rather than delegating this important function to an outside recruiting firm. Closely examine your retention rate. It'll take more than increasing a few salaries and throwing in a ping-pong table to win the talent retention war. Take a long, hard look at what your competitors are doing and consider doing more than matching them step-for-step. Survey your current employees to understand why they stay and interview millennials to understand how they make their employment decisions. Look at the models you can use to manage the risks of an overheating local labor market better. Understand which skills you absolutely, positively, must keep close to the center and which you can distribute. Take a critical look at those remote or dispersed models such as remote onshore development. Can you manage remote software development yourself or do you need an expert partner who might not be in the building but is situated in-country? To learn more on how you can create mitigating strategies for tech talent in a highly competitive market, contact us today.
The Four Components of Digital Adaptation
As digital forces business to shift how they view themselves in a new world, it drives the need for new and adaptive approaches. It’s now about rethinking the concept of digital transformation as more of a continual adaptation to a constantly changing environment. In order to embrace this adaptation idea it is helpful to bucket the areas into the following four areas: managing the constantly evolving needs of customers, partners and employees; the willingness to consider original combinations of workforce models; meeting higher expectations of customers, prospects and employees; and the ability to leverage incumbent (legacy) assets into new revenue streams and competitive advantage. 1. Evolving Needs Today, success and survival results from being able to thrive among volatility and uncertainty, meaning that it's difficult to predict what your future needs will be other than that they will evolve... quickly. One challenge in digital adaptation is how to balance the cost of technical expertise with the standard of its output. Another is to possess and manage the variety of workforce models that enable you to match the best-suited development team, with the needs of the business providing speed, contextual understanding, innovation, and communication. 2. Workforce Change As technologies evolve, companies are uncertain what exact skills they'll need and frankly, it changes daily requiring them to have an open mind to original workforce ideas beyond offshoring or staff augmentation. It’s a confusing time. Many companies are now declaring that they want to bring people back in-house, or at least closer to the business. Companies must appreciate that they have been sending mixed signals when it comes to talent management. In this era of technology skills shortages, they will have to be flexible and innovative. The people, and the models used to manage those people, are as important as the technology itself. To maximize the value of the technology being provisioned for the business, companies must simultaneously adapt their workforce thinking. 3. The Experience The consumerization of IT means that customers compare their digital experience with you against all their other digital experiences, not just those of your competitors. These expectations cross the borders that used to separate our work and private lives. These boundaries have melted away raising the expectations of customers. While it is essential, high-quality experiences should not be reserved exclusively for customers. Companies must enable their staff to deliver these great digital experiences. To succeed you should be putting your workforce in the best position to achieve this by providing progressive technologies, as well as, agile and DevOps methodologies which ultimately will enable them to deliver great experiences for your customers. 4. Competitive Threat Traditional barriers to market entry are extinct. Companies can no longer rely on the advantages they used to enjoy from being the industry dominant elephant because competitors are springing up overnight threatening the core of established organizations. And while these incumbent companies have assets at their disposal such as a proven business revenue streams, customer relationships and brand presence, they are not enough. The competition is coming from unlikely sources as vertical markets boundaries become blurred. For example, online retailers morph into insurance carriers and health care providers, as retailers and insurance companies merge to fight unforeseen rivals. All enabled by cheap, fast technology, vast processing powers, petabytes of data and AI’s relentless pursuit of pattern recognition. Digital has and continues to change the rules of business, and life. There’s no going back. Companies are seeing their foundations shaken by digital, artificial intelligence, virtual reality, etc. A series of company “re-orgs” won’t solve the problem, it’s a constant re-org. Consistent adaptation. Learn more in our next blog or download our digital adaptation white paper.