Latest Digital Transformation Opinions
Amid reports of ‘Zoom fatigue’, are companies guilty of not making full use of the range of comms channels available?
2020 has been a year of endless uncertainty and constant change. The public sector overcame seemingly insurmountable challenges in what has been a defining period for both our public services and our community. Few could have predicted a global pandemic and the far-reaching impact it has had on our society. But despite it being the most disruptive period in a generation, it has seen our public services at their best and most innovative.
A legacy system overhaul is not for the faint of heart. You must carefully consider whether your organisation is ready to take on transformational change or if an incremental change– such as customisation or a new integration to your existing platform – is enough for now. But if incremental change is just going to help you survive another day, it can make the necessary change you really need much more painful later on.
The world became a different place post-Covid-19. How we work, communicate and collaborate has been redefined–possibly forever.
Our company, OpsRamp, has a distributed team across the U.S. and India for development and operations. When “shelter in place” hit the entire world, we were not sure how we’d be able to execute our projects, customer commitments, and day-to-day operations. Most of our engineers rarely worked from home and in India, some even left their homes to be with extended families and parents during lockdown.
Imagine this, if you will. You’ve just bought a new car, it’s the latest model with all the frills. All of these extras make parking a doddle, your emissions reduced and your journeys smoother. You use your car nearly every day from that point onwards. You ignore the engine light when it comes on and don’t get that rattling noise checked out.
Now imagine that your organisation has adopted Artificial Intelligence (AI) tools but doesn’t adopt tools and procedures to care for the data. New cars and AI adoption may be miles apart, but for both to function optimally, correct procedures and routine care are essential.
Organisations with critical digital transformation goals and limited budgets may already have the tools they need to meet those goals Companies are taking a hard look at where technology investments are being allocated right now. Many IT leaders have been tasked with cutting costs and maximising ROI while budgets are tight and the macroeconomic environment… Read More
Service Request Automation (SRA) can save your IT department time and your organisation money.
Whether it’s request fulfilment, incident ticket resolution, virtual machine provisioning, user access requests or anything else raised in the service desk – it’s never been easier to improve efficiency by automating these repetitive IT tasks.
It’s not just efficiency either, IT staff can become infinitely more productive when such activities are resolved automatically. They can focus on the important, business-critical tasks like service improvement activities and end-user resolution.
Technology will be a critical enabler for businesses to run smoothly and to drive continued value in the future. However, top management, including the board, will have to find the balance between positioning their business for growth and innovation, while also remaining cost-efficient in the current climate. A lot of the weight is on the shoulders of the CIO. But where should they start?
Dr Roger G. Johnston’s “Backwards” security maxim states: “Most people will assume everything is secure until provided strong evidence to the contrary.” The observation reflects our collective tendency to ignore potential vulnerabilities in products, services or technologies if acknowledging them interrupts our enjoyment of them or the utility they carry.
Of course, this pathology is rare in security teams, but highly present in users and consumers, who see technology as a means to an end and relish any new tool that promises to shave seconds of their daily routine. The most potent example this side of the millennium was Cambridge Analytica’s covert harvesting of our personalities via innocuous quizzes. But for today’s organisations – right here, right, now – what is the “Backwards” blindspot?
In recent weeks we’ve all been disrupted by the Covid-19 pandemic, both personally and professionally. The changes have been swift and severe, bringing new meaning to the Boy Scout motto: “Be Prepared.”
While certain sectors, like the restaurant industry, have been brutally affected by lockdowns, we’ve also seen encouraging signs of last-minute ingenuity. At the end of March, national chain The Cheesecake Factory warned that it would not be able to pay rent. One month later, of the nearly 300 restaurants it operates, only 30 are currently closed. The chain is experimenting with imaginative take-out concepts, such as a special happy-hour menu and a new line of ice cream
It’s a turbulent time for many businesses as they face financial disruption and reckon with stay-at-home measures that disrupt business-as-usual. Organisations need a high-performing workforce more than ever, but simultaneously, HR departments are being forced to action redundancies, furloughs and pay cuts to ease the bottom line.
Much attention has been placed on technology and tools that enable remote working, but comparatively less has been placed on a burgeoning subset of analytics that can help HR departments drive employee productivity and wellbeing during this critical period. It’s called Organisational Network Analysis (ONA).
March 21st will be remembered as the day that the NHS struck a major deal with private hospitals throughout the country in order to help combat the seismic capacity overload created by the Covid-19 pandemic. A truly powerful opportunity for positive collaboration but also a task of goliath proportions.
Prior to the outbreak of Covid-19, the NHS had already been in the midst of updating and upgrading the technology that they use. Their ‘internet first’ policy is a huge undertaking in the adoption of new technology and the modernisation of outdated systems, but now with their partnerships with the private sector, it might not just be the NHS in need of transformation but also the UK’s private healthcare sector.