A review of traffic optimization efforts since 2017 reveals common factors leading to successful outcomes. Australia’s NSW state transport department just announced the southern hemisphere’s first optimization project. However, the project has not yet included some of the key skills needed.
With ‘Orange Is The New Black’ (OITNB) wrapping its final season, let’s reclaim the title formula ‘x is the new y’ with SINTO. This post explores tracing, monitoring, observability and business awareness. By understanding the difference in these four methods, you’ll be ready to drive agile applications, gain funding for lowering technical debt, and focus on customer retention.
What are the best ways to apply AIOps in your IT environment? Here are five key metrics to consider.
By augmenting operations teams, AIOps enables organizations to preemptively ensure that applications, architectures and infrastructures are ready for rapid digital transformation.
Built-in AI/ML—such as in AppDynamics APM—delivers value by activating the cognitive engine of AIOps to address anomalies.
Quantifying the value of successful AIOps deployment requires tracking subsidiary metrics within the industry default of mean time to resolution (MTTR). This post breaks out the metrics that form MTTR and divides them into two categories: problem and solution.
AIOps will change the way organizations operate.
In the AIOps-enabled enterprise, where artificial intelligence and machine learning automate tasks to augment technology operations teams, businesses undergo a monumental shift that enables them to be more proactive, predictive and ultimately preemptive.
If you’re reading this, there’s a good chance you’re an Agent of Transformation ready to change the world. As your enterprise pivots towards AIOps, your team must accumulate the right skills to embrace digital transformation while innovating at scale.
In a disruptive business world, digitizing the traditional workplace is not enough. Digital dexterity gives you power to make lasting, impactful change.
The goal of digital dexterity is to build a flexible, agile workplace and workforce invested in the success of the organization. This dexterity allows the enterprise to treat employees like consumers—researching their challenges, goals and desired technologies—and then allowing the employees to exploit existing and emerging technologies for better business outcomes. This post advises line-of-business and product owners, already acting as agents of transformation inside their enterprises, on extending the metamorphosis into dexterity.
Applications are not always brand new. We all use many applications that have been in use for years, perhaps decades. For mobile applications, refreshing the interface is a requirement, rather than a nice to have. If you are lucky, it will be delivered by updates to the underlying OS at little development cost (e.g. notifications in iOS 10). If unlucky, matching your interface to the esthetic of an OS may require you to redesign your app from the ground up. If done well, redesign can be more than refreshing for customers, it can be reengaging.
When users are not using a feature that was popular in early testing, consider whether you explained the value of the feature as well as the function. Even when the use of a feature may be easily self-taught, the benefit or purpose may not be so obvious. This is a necessary lesson for manual writers and even for those writing simple help pages. Consider asking your writers and editors to bring in samples of good and bad writing. Practising on other peoples work can remove the personal feelings of reviewing written work.
The digitally savvy company will adopt competencies from ‘born-digital’ successes like Amazon; ‘disruptive’ successes like Apple and ‘cross-over’ successes like GE. It will challenge prior investment strategies and be ready to shutdown traditional business streams in order to create new digital products and business models. Becoming digitally savvy requires a pilot. Even with a company of millennial digitally-aware staff, technology needs an advocate. The challenge is not normally the new hires, but making the C-suite and executive teams digitally aware. A company needs someone who has the executive profile to take the company from current state to digitally savvy state. The CIO can and should be the catalyst that increases the rate of travel towards the digital savvy destination.
If you are stepping up to responsibility for Customer Experience (CX) in your business, you may be considering the title as Chief Experience Officer or CEO. However, your CEO may question others having the same acronym as themselves, so the industry uses CXO. There is a better choice – Chief Participation Officer. Customers are individuals, and respond more deeply to a meaningful level of personalization. The real result of focus on customer experience is more than connection or engagement or permission to market. Participation with you as a business is the true success criteria for customer experience management.
The hardest decision in coding applications is to admit your users are NOT delighted – and that you have to rebuild. It takes discipline to move application development from functional to delightful. It can only happen when there is clearly understanding by coders of the purpose of the code. Connecting coders to customers is hard work. It takes deeper effort from product managers and marketing teams, though the payoff is worth it.
The devops approach was meant to give us agile development AND more manageable applications – reducing cost of operations and making apps more reliable. Being close to ops helps, but it is not the full story. It works well for individual applications, but can miss the complex interactions between applications, and between applications and the users or consumers who operate them. The Sprint approach that grew up within Google is good as a starting point, but a more continuous relationship needs to grow out of it.
For the last sixty years, the title for the person in charge of IT should really have been the Chief Digitization Officer rather than Chief Information Officer (CIO). Today’s technology enables the CIO to focus on information as well as technology. As CIO, you must own the connection of your customers to your business – the customer experience (CX). Personalizing this experience will require collecting more information about your customers. There are multiple information collection approaches, and you must select those that will give you sufficient details, and more importantly match the type of relationship desired with your customers.
Adjunct Professor Steven Menges recently interviewed me for NYU’s Masters in Management and Systems (STEM) program. The interview is broken into six short videos for you to enjoy.