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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

Much has and needs to be said about an enterprise's AI strategy. Artificial Intelligence or AI is considered a fundamentally disruptive technology similar to the steam engine, electricity etc, a technology that will be pervasive and absolute in its impact on the world and its inhabitants. The ability to find hidden patterns to predict the future or detect a behavior has massive implications across the world, in every industry, sector, and domain. When faced with this realization, enterprise's can find themselves stuck, paralyzed and unsure about how to proceed. The field of AI is decades old already and the early success stories have been practicing AI for multiple years already with the tech industry leading the way. How can an enterprise that has no experience and competency in this area let alone lead the technology or even leverage it appropriately to drive business value? When developing the AI strategy, two ideas are paramount. First, this a fundamentally disruptive technology and the enterprise will need to establish it as a core competency for the foreseeable future. Not doing so will not be an option. Second, a long-term plan to success is superseded by the need to drive quick wins and small successes not only to build confidence but use real-world experience to develop and hone that skill. The Short-Term AI Strategy The short-term AI strategy should focus on driving immediate business value through enhanced customer experiences that leverage any field of AI be it machine learning, deep learning, natural language processing etc. Driving the usage and deployment of AI in front of an end user making them smarter, productive and better informed can pay rich dividends by not only helping the enterprise can real-world experience, but it can also give a perception boost to the company as being innovative and cutting edge. However, most importantly, this can highlight and promote the success and potential of AI in the enterprise and encourage a snowball eff

Digital Transformation is tough, even for seasoned technologists. This is because it is a transformation of an organization at its core. Everything from culture, technology, ideation, development, integration, delivery, and support needs to fundamentally shift to be more customer-centric, service driven, automation first and experimental in nature. No wonder that a lot of organizations take a long time and a lot of investment to see ROI from their digital transformations. Here are 5 signs that your digital transformation might be in trouble. Culture mistrusts the core digital transformation team You are spawning new initiatives before completing previous ones Decisions are top down with low accountability at the leaf nodes You tend to focus on technology stacks with little focus on customer value Inter-organization politics stifles cross-organization scenarios Culture mistrusts the core digital transformation team It is almost impossible to make an entire organization aware and participate in digital transformation at the same time. There are exceptions but in our experience, starting out with a core digital transformation team is a much better strategy than otherwise. This team should be enabled to attack a limited set of important and business relevant problems, build cutting-edge solutions and use them as examples to train and evangelize digital transformation strategies to the rest of the organization. However, the more entrenched an organization in the old way of doing things, the harder they might this central team. Resistance can be active and passive such as refusal to share data or provide the relevant context of the problem. An organization that does not set up the early crusaders for success almost always has a much harder time showing value from their digital transformation activities. You are spawning new initiatives before completing previous ones Executing on a digital transformation strategy is much harder than defining the strategy especially fo

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

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

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

In the business world, there is a constant need and desire for improvement. It doesn't matter whether a business specializes in the market of rare auto parts or in making the best enchiladas. The plain and simple truth is that improving business practices to meet the ever-changing and diverse needs of society is essential to the success of any business endeavor. However, with all this change and improvement often comes a little struggle. Sometimes business processes are changed so radically that employees struggle with the changes if they are not adequately informed about what changes are taking place or how the changes actually benefit the specific process or end product. Furthermore, in some cases the problem is not with the employees at all, but instead embedded within the actual process changes. When looking into making improvement changes, it is important to really take the time to evaluate the changes fully to make sure that they are win-win for both the employees and the desired business objectives. Employee Involvement In the improvement process, there are often many things to consider especially such as metrics, data, resources, etc. However, it is important to make sure that employees are also considered within the grand scheme of things. There are times when businesses make essential changes that are needed to stay current with the changing times, but often neglect to involve the actual employees in the process of determining changes, or in the reasoning why specific changes were made. This can leave employees feeling a bit resentful and also leave processes lacking in certain important fundamentals. For instance, the top managers in a business make the decision to improve a production line within the factory because many of the machines were getting older and not handling the work as effectively as needed. In order to update the production line to new standards, new machines were installed and tweaks were made to previous processes in order to help

By Michelle Graham on February 9, 2017 Minerals are the most overlooked factor of nutrition - certainly in the last two or three decades. Everyone's been on the bandwagon about the central vitamins, co-enzymes, proteins, carbohydrates, all of these sort of things and yet the one thing that they have really overlooked is minerals, which is the very fundamental factor of all nutritional processes.

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