What the Pandemic Is Teaching Manufacturers About Predictive Maintenance and Machine Learning Applications

Predictive maintenance and machine learning (ML) pave the way to the future of the manufacturing industry.

In a recent article with Manufacturing Today, Jean-Paul de Vooght, Senior Director of Client Solutions, discusses what the pandemic is teaching the manufacturing industry about predictive maintenance and machine learning applications. Here’s a sampling of how ML applications are being integrated to improve business operations like machine maintenance and a look at what may lie ahead for ML in the manufacturing environment.

Predictive Maintenance and Safety

Disruptions from the pandemic have made it difficult to keep up with scheduled inspections and servicing. Fortunately, ML-augmented applications can help manufacturers monitor the condition of equipment remotely, using the data they collect to determine how to optimize maintenance. These applications eliminate steps that used to depend on human intervention and can help improve operational efficiency, enhance near real-time decision-making, reduce costs and mitigate risks for employees.

Supply Chain Rebalancing

Near real-time sensing for supply chains could alert manufacturers of impending inventory vulnerabilities and how those gaps could be filled. ML integrations are already helping many manufacturers better understand their supplier networks and the impact of potential disruptions. To be the most useful, this type of predictive crisis management requires data collection across all of the organizations involved in the manufacture, packaging, transport, and distribution of the supplied goods.

Robotic Process Automation (RPA)

Manufacturers have begun implementing another form of predictive maintenance by using robotic process automation (RPA) to improve other business operations. Automating routine and traditionally manual tasks such as purchase order management, bill of material generation, and report filing mean those activities can continue even if back-office employees are unable to work. That helps maintain workflows, reduce processing times and improve productivity.

Click here to read the full article.

March Modernization Madness: Human vs. Machine

With March Madness in full force, this blog miniseries showcases important modernization topics in a head-to-head matchup style. Installment #4 features the ongoing debate between Human vs. Machine. 

With the ever-increasing capabilities of robotic process automation (RPA), artificial intelligence (AI), and machine learning (ML), the fear of ‘machines’ replacing humans in the workplace is still enduring. This known fear tends to lead people to believe that it’s all or nothing – either embrace new technologies to improve operations and displace people or don’t embrace them at all for the sake of job security. Is there a middle ground where both can happily coexist? One of the many lessons learned during the pandemic was that using advanced automation driven by organizational data proved to be a great social distancing tool to continue operations and keep humans safe. As technologies continue to evolve and situations such as this recent pandemic present new threats, we are left to ask – can there be a successful partnership between humans and machines?

To help answer this question, let’s take a look at the advantages and disadvantages of both operational intelligence approaches and determine if humans and machines can successfully work side by side.

What Works Well

Humans: The human touch – creativity, the ability to critically think and communicate, and the capacity for empathy. There are many occupations in which humans are irreplaceable when it comes to these attributes.

Machines: Speed and reliability are big selling points for leveraging advanced technologies. Laborious, manual tasks can be automated to increase efficiencies and reduce costs. Unlike humans, where bias can be present in decision-making, technologies do not introduce these biases into their work.

What Doesn’t Work As Well

Humans: As humans, we know we can make mistakes. Naturally, when relying solely on humans to perform manual tasks, there are more possibilities for error and certain tasks can be time-consuming. In times when scaling up or down is necessary, it can be difficult.

Machines: Technologies such as AI, ML, and RPA do have a higher initial investment. Unlike humans who can think on their feet, that isn’t always the case for technology.

Can Humans and Machines Work Well Together?

Absolutely. Working together, organizations can optimize processes and drive more value-based outcomes by leveraging both human resources and machines. Machines can help take over the work of humans to free them up to work on more strategic initiatives. Take the case of a medical equipment manufacturing company that specializes in clinical oncology that now leverages an artificial intelligence (AI) platform to host more than 1,400 models-based algorithms to auto-segment CT scan images and identify various organs within CT scan images. This capability provides better support for patient needs by providing image analysis models for the entire human body and insights for patient treatment. With this platform, the company can use AI to automate some of the processes that go into diagnosing cancer and predicting outcomes based on radiology imaging. Where it used to take a dosimetrist up to 5 hours to manually contour a CT image using contouring software with an error rate of 7% on organ scans, the AI platform can contour the image in 30 seconds. This allows the physician to serve more patients per day.

There are so many great examples of humans and machines working well together for the betterment of humanity. Using ML-augmented applications, manufacturers can monitor the condition of equipment remotely and use the data collected to determine how to optimize maintenance. This is especially helpful to reduce dependencies on human intervention and improve operational efficiencies, enable real-time decision-making, decrease unnecessary costs, and mitigate risks for employees. Working side-by-side, humans and machines can help their organizations rise to new heights of productivity while avoiding costly repairs and keeping humans out of unsafe situations.

To learn more about modernization approaches, contact us today.

Ness Named Finalist by CEE Business Services Awards

Ness, a global provider of digital transformation solutions, is honored to announce its Ness Romania centers have been recognized by the CEE Business Services Awards as a finalist for the Business Services Firm of the Year – Romania for contributions to the development of the business services sector in CEE for 2020.

About the CEE Awards

In a fast-evolving marketplace that demands leadership that brings results, the CEE Business Services produces a comprehensive list of companies in the business services sector across the entire region of Central Eastern Europe. Global shared services firms, business services projects and sector professionals will be presented with awards of acknowledgment by an independent jury from the industry for their contribution to the business services sector of CEE.

As a finalist, Ness will move onto the short-list of nominees to be named Business Services Firm of the Year – Romania.

CEE Business Services

Central and Eastern Europe (CEE) is well-established as a world-class destination for Shared Services Centers, GBS, and R&D centers – as well as BPO investment. With technology innovation centers in Isai and Timisoara, Ness Romania delivers state-of-the-art solutions for Ness customers across the globe.

To learn more about this award designation, click here.

March Modernization Madness: Monolith vs. Microservices

With March Madness in full force, this blog miniseries showcases important modernization topics in a head-to-head matchup style. Installment #3 features Monolith vs. Microservices. 

Businesses today need to respond to market changes quickly and easily. The ability to successfully make these adjustments largely depends on how well their mission-critical applications and services can adapt with them. While monolith has been a traditional architecture and worked in a day and age before the cloud, it has significant limitations due to the lack of flexibility. On the other hand, a microservices application development architecture approach has quickly risen to the modernization occasion over the last decade as an alternative architecture approach that fosters agility and resilience.

Which architecture is right for you? Find out how monolith and microservices compare, their strengths and weaknesses, and which architecture is the most advantageous.

What Is A Monolith and What Are Microservices?

Monolith: As the prefix mono suggests, a monolith architecture is when an application is built as one single unit.

Microservices: Microservices denotes when an application is broken into a series of modules where each module is associated with a specific business objective.

Where Do They Shine?

Monolith: Monolith architecture is a standard framework best suited for organizations looking to get a simple application up and running quickly by a small team.

Microservices: Flexibility, scalability, and manageability are cornerstones of a microservices-based architecture. Since a microservices application is broken up into smaller components, it is easier to manage and understand based on the specific business goals. It is also much easier to add new features and deploy updates independently. Not surprisingly, microservices go hand-in-hand with Agile and DevOps methodologies given the focus on building and deploying independently and continuous delivery.

Where Are They Weak?

Monolith: Rigidness is a huge differentiating factor. Applications written in a monolithic fashion make it difficult to introduce changes because of their single unit nature and coupled functionality. One issue can mean there’s a problem with the code everywhere. Changes require recreating and redeploying the entire application which can be very time-consuming and costly. Also, the added complexity of cloud architectures makes them difficult to scale and provision on the cloud.

Microservices: While testing can be faster for microservices, testing can also be more complex than with monolithic architecture. Since each module or service has its own dependencies and services will be added over time, this can be difficult to track.

Is It Time To Breakdown A Monolith To Microservices?

Many organizations are looking for ways to pay down technical debt and breaking down a monolithic application to microservices is one approach to solve this problem. This is ideal in cases when the cost and risk of rewriting code are prohibitive and select functional components can be modularized for faster time to value. Leading enterprise companies such as Netflix, Uber, and Amazon have all embraced a microservices approach to instill greater agility and scalability to their businesses. Microservices can provide not only a consistent user experience across a range of platforms and devices, but also enable maintenance and other backend updates to happen seamlessly. This is especially important in today’s fast-paced world.

To learn more about navigating your modernization journey, contact us today.

March Modernization Madness: Cloud vs. On-Premise

With March Madness upon us, this blog miniseries showcases important modernization topics in a head-to-head matchup style. Installment #2 features Cloud vs. On-Premise. 

There’s a likely favorite as we head into our next modernization matchup – cloud vs. on-premise. Undoubtedly, the cloud market is massive and keeps on growing. According to Allied Market Research, the cloud services market was valued at $264.80 billion in 2019 and is expected to reach $927.51 billion by 2027. With many advantages, cloud solutions have and continue to be a front-runner for organizations looking to reduce capital expenses and increase the pace of innovation, especially as digital initiatives skyrocket in response to the pandemic.

Learn how the cloud stacks up against on-premise solutions when it comes to cost, speed, scalability, and overall business value.

Cost

There’s typically a high cost for on-premise solutions when it comes to storage, servers, and operations. This not only requires the initial setup investment in hardware, software, and any integrations, but also ongoing maintenance costs and the resources to support operations. On the other hand, the cloud offers a utility-based or consumption-based model, allowing one to pay for what is used and when it is used. This gives organizations significantly more flexibility when it comes to scaling up or down depending on their needs. Making this shift from CapEx to OpEx is a big motivation for many organizations when migrating to the cloud.

Speed & Deployments

The cloud is known for speed and agility. Overall, there’s less provisioning time and deployments are much faster than on-premise since there’s no onsite installation of hardware and software. Everything happens via the internet and the cloud service provider is responsible for the maintenance of their systems. On-premise deployments require much more involvement from an IT perspective whether it’s an implementation or update since these activities happen in-house.

Scalability

No matter the direction – scale up or scale down, the cloud is designed for this type of flexibility based on demand. On-premise simply does not have this versatility when it comes to scaling with a business.

Overall Business Value

It’s not uncommon to hear that on-premise solutions are reaching “end-of-value” and cannot support the organization’s aspirational goals and objectives. In this case, the cost of maintaining exceeds the value derived. Whereas, cloud solutions improve collaboration, accessibility, and give businesses the agility they need for faster time to market.

In this match-up, the cloud is the clear winner in all categories. As many businesses continue to recover from the effects of the pandemic, the cloud will be a significant focal point to execute these digital strategies and modernize legacy platforms.

To learn more about navigating your cloud journey, contact us today.

Ness Connection: Meet Drew Naukam

Meet Drew Naukam, Chief Growth Officer for North America. Drew brings 20+ years of experience consulting with leading firms in digital product engineering, SaaS transformation, organizational strategy, change management, sales leadership, new business development, and strategic marketing.

Q: Tell us a little bit about your role at Ness and what you do.

A: I’m the Chief Growth Officer, which means I am responsible for North America revenue across our digital engineering and Salesforce capabilities.

Q: Everyone has their own morning routine to help get their day going. What is your morning routine?

A: I like to get up relatively early because I like the quiet (my house is not usually quiet with my teenagers running around). In the early morning, I take the time to make my breakfast and read the paper. I am one of the few who still gets a physical paper delivered every morning, primarily because of my dog. For 10 years, I had a labrador retriever who would get the newspaper for me out of my front yard. She would bring it inside and her reward would be breakfast. Sadly she passed away. We now have a 2-year-old golden retriever named Casey who is the happiest dog in the world, but not very smart. I’ve worked with her for a year and a half to try and train her to get the paper but to no avail.

Q: What’s the one word you would use to describe Ness and why?

A: I really love the word dynamic – it has multiple definitions in relation to Ness. One definition suggests innovation and forward-thinking. Ness is on the cutting edge in terms of ideation and innovation, and that makes us dynamic in the eyes of our customers. Ness is also dynamic and ever-changing. Over the last year, we’ve made many positive changes, and that’s exciting because we are charting a new and exciting path to success. The third layer of the word dynamic to me means action-oriented. At Ness, we get things done, and I love the passion and enthusiasm by which our people make things happen. By taking the term dynamic and then applying this kind of multi-layered ideation of innovation, a change agent, and getting things done – it perfectly describes who we are as a company.

Q: How do you take your coffee?

A: I’m pretty simple with my coffee order. If I’m making coffee at home, it’s a coffee with milk added. I actually tell people that I like a little bit of coffee with my milk. If I’m ordering coffee at a coffee shop, I get a grande latte. I like Starbucks from a convenience perspective, but I typically gravitate to the local smaller boutique-type coffee places.

Q: What’s on your to-do list?

A: I have both a career-oriented to-do list as well as a personal to-do list. With Ness, the main item I’m focusing on is building a sales and go-to-market engine that can sustain double-digit annual growth for the company. That means we have to put the right people in place, the right processes in place, and have the right assets in place that will allow that to happen. In my mind, there’s no reason why a company our size can’t grow at 20%+ a year.

On my personal to-do list, I’m telling everyone I speak with to get their heart checked out. I had open-heart surgery 8 weeks ago – I had no symptoms, am healthy and athletic, and yet I had to go in for major surgery. If I can use my experience to encourage others to go get checked out, that’s part of my mission. Since then, I’m still working on getting back in shape and getting back to the level of athleticism that I was before surgery.

Q: Tell us about your office.

A: Being in consulting for years, I travel a lot, so I keep everything I need in my laptop bag. This allows me to pick up and go wherever and whenever I need to. That said, in my bag, I probably have six or eight phone chargers because I’ve gotten really good at losing those in hotel rooms. I almost always have a protein bar in my work bag because you never know when you’re going to be hungry and you may not always have time to stop and eat. I also love to read so I make sure to always have my kindle with me. I usually alternate between reading fiction books and then nonfiction/educational books. Most recently, I finished a book called Can’t Hurt Me, which is about a Navy SEAL named David Goggins. It tells the story of how he rose up from a childhood full of abuse and neglect to become a Navy SEAL and then go on to run ultramarathons and set world records using the power of his mind to drive him to achievements that most of us could never imagine.

Q: How did you get started in the industry?

A: When I graduated with my MBA, I actually didn’t know what I wanted to be when I grew up. Consulting was attractive to me because it gave me an opportunity to see a lot of different industries and solve many different challenges. I figured I would find an industry along the way that I would fall in love with, and that would be my path to determine who I wanted to be. I spent five years with Andersen Consulting (which is now Accenture) and this is where I fell in love with the business of consulting, and so I’ve been in consulting for the rest of my career. I love that I get to work with clients in different industries and help solve different problems and challenges for those clients. If you are motivated by new challenges, then I’ve always believed that consulting is 100% the best place in the world to work.

Q: What motivates you to work hard?

A: I have always been a competitive person – I like to win and hate losing. I think that helps in a sales role because sales is a competitive space. I believe that Ness has a fantastic product, and if you have a fantastic product that means you should never lose. I want every company that we come into contact with to understand how talented our people are and how good we are at doing the things that we do. I believe that every single client we interact with should hire us because of our talent and capabilities. It’s highly motivating when you believe in what you do, and it makes it very easy to get up in the morning and tackle the day.

Q: Where is the Next place you want to travel to and why?

A: I joined Ness in May of 2020, amid the height of the pandemic. Since then, I’ve had the opportunity to interact with a lot of great leaders in our company in India, Romania, and Slovakia in a virtual format. Since I haven’t had a chance to meet any of those folks in person, I can’t wait to get on an airplane and get to meet our teams face-to-face. I’m excited to be able to sit down with them, share a meal, and exchange stories with these people I work with every day.

Learn how you can become a part of #LifeAtNess by visiting our careers page.

March Modernization Madness: DevOps vs. Agile

With March Madness upon us, this blog miniseries features important modernization topics in a head-to-head matchup style. Installment #1 begins with taking a deeper look at DevOps vs. Agile. 

Agile and DevOps are not new concepts but remain top of mind as many organizations attempt to adopt these methodologies to enable IT-business collaboration and digital transformation. Both are key enablers for organizations to successfully transform and aim to accelerate time to market, improve predictability and quality, and foster collaboration. Despite these positive outcomes, there remains confusion regarding whether you should choose one over the other. It’s important to understand how these concepts are defined, their key advantages, similarities, and differences to see if these methodologies can succeed on the same team.

DevOps & Agile Defined

DevOps is a discipline to drive efficiency by optimizing software development and operations activities through structured processes, automation, and collaboration.

Agile is a methodology that takes an iterative and incremental approach to software development and testing to drive greater predictability, productivity, and product quality​.

Top Advantages

The core business benefits of DevOps include:

  • Faster time to market
  • Acceleration of software delivery
  • Increased delivery predictability and improved reliability
  • Enhanced communication and collaboration

Businesses who successfully adopt Agile can expect:

  • Better quality and control
  • Improved predictability and transparency
  • Increased customer satisfaction
  • Less risk

Key Underlying Similarities

Both methodologies rely on and foster successful collaboration between team members to reach their end goal. A second similar and important characteristic is that DevOps and Agile share a common vision of driving faster productivity within an organization. In turn, this gives organizations very reliable approaches to the software development process.

Fundamental Differences

The nature of the definitions makes these methodologies distinct. DevOps focuses on bringing two traditionally siloed departments together (development and operations), whereas the Agile Manifesto defines Agile as bringing together smaller teams for collaboration to react quickly to customer needs. Another key difference is that both methodologies utilize different deployment approaches. Agile is based on sprints or regular intervals to develop new versions and updates. In the case of DevOps, the focus lies more on business optimization which means updates can happen when they are ready or wait until more updates are available.

Who Wins?

Figuring out the best way to run an organization is one of the most difficult aspects of running a business. Should you choose DevOps, Agile, or both? A common misconception is that DevOps and Agile are independent of each other or one should be chosen over the other. When in fact, if applied together, both are winners based on mutual benefits. With the shared goal of enhancing productivity, DevOps and Agile can help you achieve positive outcomes and innovate faster. DevOps enables agility through the usage of automation, tools, and technology. Successfully implementing DevOps with an Agile framework means defining the entire product lifecycle from Plan to Deploy to Operate. This increases productivity, quality, reduces costs by minimizing waste, and improves overall time to market.

To learn more about successfully adopting DevOps and Agile, contact us today.

Jak vybrat nový ERP

Zkuste se na výběr nového podnikového informačního systému dívat jako příležitost posunout své podnikání a místo „kolik nás to bude stát“ se ptejte „jak nás to posune“, „kolik nových obchodních modelů budeme moct rozvinout“, „o kolik nových obchodních příležitostí můžeme usilovat“ atd. Níže si přečtěte deset doporučení založených na zkušenosti z diskusí s převážně výrobními a logistickými firmami o modernizaci jejich podnikových informačních systémů.

  1. Neberte podnikový informační systém jako nákladovou položku, jak k němu při výběru české firmy často přistupují. Možná je takový přístup způsoben obvyklou pozicí mnoha českých podniků na nižších příčkách dodavatelského řetězce. Nižší příčky většinou indikují nižší marži, která omezuje investiční rozpočet. Přesto nepřestávám firmy vybízet, aby podnikový informační systém chápaly jako strategický nástroj pro budoucí rozvoj firmy.
  2. Při výběru podnikového informačního systému se primárně porovnávejte s vaší konkurencí na vyspělých zahraničních trzích a sledujte nejnovější trendy. Nespokojujte se s tím, co se nasazuje v malé české kotlině. Učte se od nejlepších ve vašem oboru.
  3. Neberte výběr nového informačního systému jako cíl nýbrž jako cestu a plánujte kontinuální investice i do dalších let. V podniku většinou z mnoha dobrých důvodů nemůžete v první fázi nasadit více než jádro systému, a proto byste měli dopředu promyslet obsah dalších fází.
  4. Při stanovování investičního rozpočtu si vytvořte rezervu, zvláště pokud jste srostlí s procesy a daty, na které u vás nikdo posledních 20 let nesáhl. Budete připraveni na různá nepříjemná překvapení a s nimi obvykle spojené navýšení rozpočtu. Při výběru také nepostihnete všechny situace, na které narazíte až při samotné implementaci.
  5. Hledejte a rozvíjejte zaměstnance s přesahem (z IT do byznysu a naopak), kteří mají lepší cit pro požadavky ostatních oddělení. Hledejte zaměstnance dostatečně jazykově vybavené, kteří se nebojí mluvit se zahraničními dodavateli nebo zahraničními partnery výrobců SW. Zahraniční dodavatelé, ač jsou dražší, disponují neocenitelnými zkušenostmi z mnoha projektů, ke kterým se v Česku většinou nedostanete.
  6. Přemýšlejte holisticky tj. jak můžete co nejvíce aktivit obsloužit jedním systémem. Utlumte ambice poskládat si řešení z Lego kostek, které si samostatně vyberete. Dovedností firmy není podnikový informační systém sestavit, ale vybrat hotový systém a používat ho pro dosažení byznysových cílů a hledání nových růstových oblastí, které nový systém podporuje.
  7. Hledejte podnikový informační systém, který přirozeně podporuje nové obchodní příležitosti jako je záruční a pozáruční servis (služby jsou v Česku opomíjeny, protože jsme zvyklí dodávat jen produkty), produkt pronajmout jako službu, zařízení vzdáleně dohledovat a včas upozornit zákazníka na možnou poruchu včetně proaktivního dodání náhradního dílu atd.
  8. Držte se „best practices“, které se systémem přichází a maximálně využijte možností nakupovaného SW. Neohýbejte systém podle vašich dvacetiletých zkušeností. Vaše dvacetileté zkušenosti nemusí již v roce 2021 stačit. Ohýbání systému, jak velice dobře víte, vás rychle zavede do situace, kterou se výběrem nového systému snažíte odstranit.
  9. Vyčistěte svá data a držte je na jednom místě. Rozhodněte se, která data jsou důležitá pro řízení vašeho podnikání a používejte je pro lepší vhled a rozhodování. Prosím pamatujte si, že nevyhrává nutně ten, kdo má větší investiční rozpočet, ale ten, kdo lépe rozumí svým zákazníkům a dokáže se rychle a správně rozhodovat.
  10. Vybírejte podnikový informační systém, který podporuje spolupráci různých subjektů a sdílení dat, ať se vaši zaměstnanci a obchodní partneři zrovna nacházejí v karanténě nebo ne. Dejte vale různým xlsx, pdf, docx a dalším souborům, které si vyměňujete, a hledejte systém, který vám všem umožní pracovat se společnými daty uloženými ve vašem informačním systému.

Ivo Procházka
Senior Local Sales Representative
Ness Digital Engineering

Why Modernization Is Not Just A Technology Problem

Learn why modernization is not just a technology problem. 

What’s the first word you think of when you think of modernization challenges?

We’re going to assume technology is what first came to mind.

The overwhelming majority will have the same response as technology and modernization usually go hand-in-hand. Unnecessary costs and inefficiencies caused by dated technologies are generally the driving force for modernization. With digital transformation investment expected to nearly double by 2023, leveraging a holistic, collaborative approach is essential to overcome more than just technological challenges.

Most organizations focus on the technology aspect, often overlooking other important perspectives during a legacy modernization initiative. The reality is that the world of technology is fragmented across multiple areas that encompass people, strategy, and commercial perspectives. Addressing these potential non-technical barriers upfront will help mitigate potential roadblocks, enable a clear understanding of overall objectives, and set your organization up for success.

Strategic Priorities Shifting During Budget Cycles

Roadblock: We need to invest in a modern platform, but other strategic priorities have superseded it during the budgeting cycle for many years.

Best Route: There will always be competing interests and other initiatives that could take precedence. This is where building the right business case and getting buy-in on a shared vision is essential to think beyond the short-term. The key here is to show the value that modernization can deliver, and not just the buzzwords – lower costs or increase productivity, but emphasize the linkage of customer value creation. Making large multi-year commitments tied to value creation at every stage is essential to making your modernization initiative a priority.

Commercial Risks of Changing Customer-Facing Platforms

Roadblock: We have postponed major upgrades as they increase revenue risks when customers bid out contracts.

Best Route: Legacy modernization traditionally starts with customer-facing processes and services, which amplifies competitive threats. These same commercial risks often can be the catalyst to justify the large-scale effort necessary to engage in digital transformations. No matter where you are in the modernization journey, the last person anyone wants to disrupt is the customer. This is why analyzing your top customers and asking for their feedback will help you prioritize your focus. By understanding your customer, you’ll have better insights into potential risks and be better equipped to identify the right requirements. Additionally, consider offering incentives for customers to migrate (new features, pricing, etc.). Developing the proper customer roadmap can help soften the transition’s magnitude and strengthen your customer relationships’ longevity.

Transition from Legacy to Digital Engineering Skills and Processes

Roadblock: Replacing a mainframe-based core platform is like doing open-heart surgery without surgeons, as most of the technical talent has long retired.

Best Route: No one wants to head to the World Series or Super Bowl without their star players. Acknowledging any talent bottlenecks or lack of resources upfront and getting a plan in place to fill those gaps will help you be ready when you need them. There are plenty of options to source talented resources by leveraging an external partner to supply the expertise. The most successful partnerships are made by those who excel at design thinking, rapid product innovation, and deep product engineering methods and tools.

Cultural Practices of the Business Ecosystem

Roadblock: Multiple departments rarely want to collectively commit to eliminating legacy platforms at the same moment in time.

Best Route: It’s come to be common knowledge that people fear change, but people also tend to believe that how they are doing a particular job or task is the right way to do it (so why change). This is where embracing organizational change management is fundamental to adoption and getting your colleagues on board with modernized processes and new ways of thinking. The key – each department impacted needs to be convinced it’s a priority for them and take the fear out of change. With the pandemic forcing change, it’s a good time for stakeholders to agree to work differently and capture a digital ecosystem’s full benefits.

To learn more about removing roadblocks from your legacy modernization journey and why modernization is more than just a technology problem, contact us today.

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