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Enterprises have to constantly decide, at every step in their digital journey, should they build or buy. This question often is posed as a critical, do or die decision and the answer varies on a case by case basis. Building can be expensive, take longer but offers future proofing and more dependability whereas buying offers a faster time to market, less risk and accountability forced through contractual terms. However, a key point often overlooked is the cost of integration. Integration can be required at multiple levels. Vendor Applications Vendor applications typically require a two-way connection between the enterprise systems and the vendor application. The application requires incoming data and information from somewhere in the enterprise technology stack and an output stream of information back into the enterprise at one or more points in the stack or workflow. Vendor Platforms Vendor provided platforms typically have similar integration requirements as Vendor applications requiring an incoming data & information connection and an outgoing information connection into the enterprise process, workflow, platform or product. Application-To-Application Application to Application integrations where an application needs to be connected to another application to either provide data or signals to enable the downstream application to create value can be seemingly deceptive. Application-To-Application integration costs can grow at O(n^2) as potentially, worst case, each application could be connected with every other application. Enterprise Stack Fragmentation The problem of integration is exacerbated by the fragmentation of the enterprise at the organization level. This problem is also known as "Shadow IT" is driven by superficially differing needs of multiple lines of businesses in an enterprise. Shadow IT typically leads to multiple instances of similar technology stacks that cause data, compute and information to be silo'd. Stack fragmentation and its

One of the top reasons for digital innovation and transformation failures can be summarized as the enterprise trying to reinvent the wheel. This is the tendency of the enterprise to attempt to create technology, platforms, and applications that have already been implemented, scaled, optimized and almost perfected. This tendency almost always ends up a failed one as it does not create any net new value for the enterprise but comes with a massive opportunity cost as the enterprise spends crucial resources on reinventing the wheel than innovating for the customer. How The Wheel Is Reinvented Nontechnology enterprises can get trapped in a reinvent state where they conclude that homegrown technology is the only path towards customer and business value. This in itself is not entirely false however the type of enterprise and their decision-making process along with the capabilities they have in house have a very large impact on the success of the strategy.eRaaadada Reinventing the wheel happens when a non-tech enterprise discovers a technology trend towards much later in the hype cycle almost towards the end when the technology is hitting the mass market and decides to recreate or reinvent its own version of the technology. This is often done with the assumption that with some investment, the enterprise can have a home grown version of technology or platform that is designed specifically for its needs and is thus a better fit. However, enterprises assume that the state of the technology will remain constant and while they are attempting to home grow a version that can match the current state of the art. In reality, the state of the art shifts and the enterprise is not able to bridge the gap. Who Reinvents The Wheel Typically, technology teams often decide to go down the path of reinvention when they are allowed to make technology upgrade or technology creation decisions without business KPIs and cost constraints i.e. clear success criteria with fixed cost and clear ti

The cutting edge platforms for today will be the commoditized platforms of tomorrow. As the technology matures and evolves, the previous generation of technology becomes easier to build and deploy enabling a rush of vendors to capitalize on it by making it accessible to the largest possible customer base. This puts enterprises in the nontechnology sectors in an awkward position. Often not ready to consume the latest and greatest technology due to parts of their stack unable to leverage new technology and requiring upgrade to and deployment of the stepping stone technology, these enterprises have to choose between vendor lock-in in a multi-year software and service contract or risk building and implementing a version of the older technology in-house. Business Drivers of Infrastructure-as-a-Service The biggest risk in building technology platforms in-house is the risk of commoditization. The argument played out with the debate over internal vs. public clouds. Initially, enterprises were hesitant to leverage public clouds with several of them opting to build internal, private clouds. Building a cloud is hard. Operating and maintaining a cloud is even harder. Ensuring that the cloud is running on and leveraging the best in class technology requires dedication to the cause. This is often missing in non-technology enterprises by design given they are driven by different and separate business drivers and considerations. A cloud service provider is motivated to ensure the best in class service and technology because that drives revenue for them. An enterprise whose main business is not offering cloud or software services will not be motivated by the same drivers and thus there will be an inherent difference in their approach and success with building and delivering an internal cloud. Business Drivers for Platform-as-a-Service The same argument (public vs private clouds) applies to platforms. Building the best in class platforms that offer the ability to develop cuttin

Modern, RESTful APIs are not considered standard, table stakes and expected out of any new project, effort, application, system, service or product. It has become so normal to talk about developer interfaces, developer adoption, application development and innovation in the same breath as APIs that a distinct effort to build APIs for a new product or service seems out of place and abnormal. APIs are the defacto standard of app development. So where do we go from here? We believe that APIs are about to enter the second growth spurt. APIs will evolve from not just interfaces and integration enablers into the rockets that propel enterprises towards innovation and market dominance. Here are three key trajectories that will lead the next API evolution and revolution. Innovation - Starts, and Ends with APIs All modern technologies such as Artificial Intelligence, Machine Learning, ChatBots, Analytics, BlockChain etc. begin and end their stories with APIs. APIs are what enables the communication between front-end user interfaces and the backend technology services. All new machine learning capabilities offered out of the big four tech companies have seen the light of day through APIs. Intent & Sentiment extraction, Topics, Categories, Summarization, Image Recognition, Entity Extraction etc. are all capabilities powered by Machine Learning, Natural Language Processing that is ultimately being delivered as APIs to application developers. Similarly, ChatBots are typically designed to get the user entered text, use an intent API to determine intent and then use a service API to respond to the user conversationally or with a service. Clouds - Multi-Cloud, Hybrid Cloud As the big three cloud providers grow their market share and attempt to attract attention, increasingly, enterprises need to think about how they minimize their risk by building in the flexibility to switch their cloud provider if and when they need. In addition, hybrid architectures or a cloud migration

A pitfall in the path to innovation and disruption is the lop sided focus on "creation" and not enough focus on "consumption". Creation is the process of creating platforms, products, and solutions where as consumption focusses on ensuring that the created artifacts deliver the intended value. Too often enterprises get caught up in "creation" or enabling "creation" and lose sight of the fact that without consumption, anything they create is bound to be a failure. Creation & Consumption can not be Sequenced A misconception that often exists is that "if we build it, they will come" i.e creating the product and solution is enough and its existence will automatically lead to consumption and value generation for the customer. However, creation and consumption cannot be sequenced i.e. made a focus sequentially. Creation and consumption only succeed when they go hand in hand where tight, iterative loops ensure that the creation is informed by consumption trends and feedback and that consumption is also leveraging the latest creations. What Does A Lop-Sided Focus Look Like The top 3 signs of this lop-sided focus are as follows Focus on Building Platforms When the focus of the enterprise is building platforms and when customer value is only created when a developer leverages the platform to build a customer facing application, it often means that the effort invested in the platform has no ROI. When the focus is on platforms, application investment suffers and the platform builders get sidetracked with platform KPIs as opposed to business value KPIs. The platform builders might only focus on "Developer" satisfaction when ultimately, customer satisfaction matters for the business. Focus on Tools, Not on Solutions Another sign of lop-sided investment is a focus on tooling at the expense of solutions. Enterprise teams can often go overboard with building large libraries of tools and using the adoption of the tool as a metric of success. However, simil

Transforming into a tech company has become top of mind for executives in all major industries. It is clear that modern technology will fundamentally alter what and how business is done in every domain, sector, and industry. This has led to a call to arms in every enterprise to understand how they can transform into a tech company. The Tech Company Magic Tech companies have fine-tuned the art of bring new digital products and services to the market, quickly, efficiently and effectively and understanding customer feedback to iterate and improve. This capability makes them incredibly agile and leads to faster experimentation that is cheaper and involves less risk. In turn, this enables them to bring new capabilities to the market and even if all do not succeed or get traction, a few do and that drives innovation, customer satisfaction, and growth. From the outside, tech companies appear to be massive juggernauts that are unstoppable and able to crush everything in their path. The 'Non-Tech' Technology has been leveraged in every sector and industry, however, it has almost always been treated as a means to an end, something that is required but never the real value driver for the customer. This has led to the typical organizational structure in enterprises into "Business", "Operations" and "Information Technology". The "Business" arm generates value for customers, the "Operations" team carries out the requirements of the Business team and the "Information Technology" team provides the systems (databases, network and compute) required to "keep the lights on" for the Operations and Business Teams" This structure served enterprises well in the last decades as customers did not have an alternative to directly working with the enterprise and this fortified the value supply chain and also established a hierarchy of sorts within the enterprise where the business looked down upon operations who looked down upon technology. The purpose of

Blockchain are certain to disrupt almost all industries fundamentally. Though there are technical issues, the idea of utilizing a blockchain to prove ownership, to prevent double spending and to establish trust and transactions in an otherwise trust-deficient world, is gaining excitement and acceptance. More and more enterprises are getting curious about the blockchain and are willing to start investing in learning, prototyping, and building on top of the blockchain technology. Starting out with the blockchain requires investment in a building the domain expertise, establishing the identity, establishing the infrastructure and deciding the blockchain that the enterprise wants to work with. Among these decisions is the question: Should the enterprise choose a public blockchain or a private blockchain. Both have advantages and disadvantages and the question can often come down to what are the short term goals and potential applications that the enterprise wants to build on the blockchain. Public BlockChains The default option when considering blockchains is the public blockchain. This is the blockchain that is truly decentralized, leverageable for any type of transaction and in the case of the Ethereum blockchain, offers SmartContract authoring capability that makes the blockchain very attractive for building contracts that reflect the needs of the real world. However, for an enterprise deciding between public or private contracts, there are some considerations that require attention. Speed and Scalability Public blockchains tend to be slower as they are limited by the number of transactions that can be verified every second and confirmed every 10 minutes. There are several efforts underway to make blockchains faster and more scalable however those will take time to get implemented. Speed and scalability will continue to be an issue and contracts and applications that require instant or near real time execution will suffer from this lack of speed and scale. Se

Are you looking around for a guide to make a mobile game application? If yes, then you're at the right place. Nevertheless, it's not wrong to say that a sleek mobile application requires a lot of effort and human resources. Developing an application requires months of hard work, whereas developing a website is a short-term project.

Tips & Tricks for Efficiently Tracking Lean Projects Recently, we wrote about a couple of problems facing many Lean practitioners. These were problems that hindered their learning process and often caused overconfidence. Amongst the advice to help combat these problems arose the need for detailed tracking and note taking with regards to practice and progress. Being able to accurately track not only the effects but also the process of a Lean project is critical to ongoing success, and is a key to stimulating growth amongst not only the receiving end of your project objectives, but also amongst the employees and Lean practitioners themselves. To start off, let's take a look at the current state of Lean project tracking for many Lean practitioners. A recent LinkedIn discussion posed the very question of project tracking, and sought to understand a few different distinct metrics. In addition to measuring the effectiveness of any program when it comes to completion, tracking can also be about measuring the scope of your projects, so that you can accurately project what the effects will be before you actually reach the stage at which you expect them. Part of this "scope" involves tracking exactly who is involved with your project, who is affected, and how they are progressing in their respective tasks. Where we are now First of all, it's important to evaluate the current methods that are prevalent in Lean record keeping. The LinkedIn discussion starter, self-identified as Ian R., mentions in his opening post that, when he last posed the question about a year ago, the consensus was that most practitioners were simply using excel spreadsheets for their tracking needs. While there's nothing wrong with relying on Excel for the basics, other users were quick to offer up some slicker alternatives, signaling a sharp (and welcomed, in our book) departure from some of the more basic methods. Unsurprisingly, there exist several specialist software applications whose n

Facebook Touch is not new; many people in our region who're socially active know and understand the working plans of Facebook Touch. An application is unfolding different things, making it worthwhile. Before the advancement of mobile phones, every personnel was worried about the space an application was occupying and making things worse. A person should have a high configuration mobile phone to bear the margin & cost of having a highly configured application.

At the same time, many people don't know about Facebook Touch official application and still have a misconception that both applications work with similar functionalities.

It's not too late to jump on to the Blockchains trend. We often hear from customers whether it is too late to get behind blockchain. The number of startups in this space is growing rapidly and the number of large ISVs and SIs providing blockchain capability and expertise is also increasing. However, the market and the technology space for blockchains is far from saturated, settled or stable. Here are three reasons why now is a good time to get into blockchains Early Mover Advantage Blockchains are bound to disrupt fundamentally how business is done. By enabling trust in an otherwise trust-deficient environment, blockchains enable transactions between two or more enterprises who otherwise might not know about each other. Blockchains offer solutions to several common problems faced by the enterprise such as Digital Identity, Secure Data Storage, Secure Data Sharing, Distributed Ledger, Distributed Databases etc. Blockchains are based on strong cryptographic standards based in mathematics, cryptography, and encryption. Building blockchains as a core competency requires a deep understanding of the mathematics behind it and an internal process for deploying, managing and developing on top of the blockchain. Early mover advantage can be generated by taking small steps in this area and targeting simpler scenarios initially. Nascent Technology It is going to take another few iterations of the blockchain technology before it can truly be enterprise-ready. There is a lot of ongoing work to make blockchains more secure, scalable and performant. Innovations are constantly being made and added to the core blockchain technology that is constantly increasing the type and complexity of applications that it can support. As the technology matures, enterprises can be well suited and ready to leverage the advancements by building a core competency in not only the blockchain technology but by becoming a member of the blockchain community, standards and keeping up to date with th

How to Create Bumper Stickers for Your Sticker campaigns For everything from political campaigns to social causes and beyond, cars adorned with bumper stickers are a regular sight across the country. Regular stickers, even more common, are a staple of our world from a young age, and an easily recognizable object for even children. Have you ever wondered how they're made? Sure, there are many companies that print stickers and the like in bulk for a third party, but there are also countless custom sticker campaigns floating about with highly customized messaging, some of which sprang up nearly instantaneously from their creative parties. These aren't cheap, flimsy creations either, some of them are the backbones of grass roots organizations that have changed the way we think and live our lives. Whatever your idea or needs, you're reading this because you want to create your own stickers, labels, or some other similar creative piece with professionalism and reliability. Let's take a look at exactly how you might get that done. Step One - Get Your Printer Especially if you're going to be producing large quantities of whatever you're making, it will be important that you have a reliable printer that isn't going to break down on you. For this reason, I'd suggest a thermal printer. Thermal printers have relatively few moving parts compared to traditional printers. Thermal Printers 101: The primary way in which thermal printers differ from traditional inkjet type models is that they use heat to transfer or even produce text and images. There are two subtypes: thermal transfer and direct thermal. Thermal transfer printers heat an inked ribbon which is then rolled over a paper or high-graded vinyl, transferring an image. Direct thermal printers work with thermal-chromatic paper, but do not require any ink. A heating element is pressed against the paper in the pattern of the text or imagery desired, and the paper responds by changing color in those places.

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For many enterprises, transforming into a digital organization is a very big priority. Digitization is more than a passing fad; instead it almost is a precursor to survival in the next decade. Analog mechanisms of running businesses are no longer sustainable nor likely to give confidence to customers, employees, stakeholders and shareholders. Measuring Digital A digital organization is characterized by the following Time to Customer Insight The Time to Customer Insight in a digital organization is the time it takes to collect, process, analyze information to determine the health of a customer, their satisfaction with current products and services, their unmet, possibly unstated needs and the impact that external market events might have on the customer. Time to Reaction Time to Reaction is the time taken to react to a customer insight through the introduction of a new product/service to solve an existing or a new problem or through better packaging of existing solutions to address otherwise existing problems. Time to Market Time to Market is the time taken to bring a new capability, product or service to market often as reaction to a customer or market insight or feedback Time to Iteration Time to Iteration is the time taken to solicit, gather, process, analyze customer feedback and effect a change in existing products or services or bring new products and services to market to address the customer feedback. Digital Organizations Digital organizations are characterized with minimal Time to Customer Insight, Time to Reaction, Time to Market, Time to Iteration and a constant effort and investment into further optimizing and minimizing these metrics. Digital organizations focus on the flow of information through the organization and use of the information to generate and deliver more value for the customers. Key Characteristics of Digital Organizations Instrumentation of Interfaces, Products, Systems, Applications, Processes A digital organization ensures

Today, I am going to share with you 100% working method to get permanent backlink for free from Adobe Community. Adobe community is a very popular forum where the people use adobe product. There are lot of professionals, customers who love using Adobe applications. Also you can get answers to your questions to related with adobe application.

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Facebook Touch App? A new term for people who're not aware of a mobile-friendly application. It is developed by H5 applications, and it's one of the most sophisticated apps designed mainly for touch screens.

The cost of designing an application depends on various factors, from the idea to the industry you're catering to. True rivalry turns norms on their head by introducing new strategies and innovations to the people. Cydomedia is a full-fledged mobile app design and development company that tends to tailor mobile solutions for customers from any industry. So if you're looking for a group of professionals with expertise in creating profitable and valuable products, we're here for you!

The Times of India that day was interesting and varied. The front page screamed of a US woman gang raped in Dharmashala, Dengue, Saudi diplomat and his Nepali maids but it also front paged "OVER 23 LAKH IN RACE FOR 368 PEONS POST IN UP". Applicants…255 with PhD, 2 lakh graduates and a similar number  Read More