A bit broad, but still legit if you scope the audience right.
“The world isn’t about to end, however. Yes, Forrester reveals in its “Understanding Shifting Technology Acquisition Patterns” research note that lines of business are taking on a greater role in technology purchasing, removing IT from the purchasing process in 6.3% of new technology purchases in 2013, rising to 7.2% in 2015, while IT-only purchases will fall from 23.7% (2013) to 21.6% (2015).”
“The cloud email market is still in the early stages of adoption, Gartner said, with 13 percent of identified publicly listed companies globally using one of the two main cloud email vendors, Microsoft Office 365 or Google Apps for Work, respectively. With the majority of companies opting for smaller vendors, the cloud email opportunity is still ripe for channel partners… According to Gartner, 8.5 percent of public companies in its sample of nearly 40,000 public companies globally use Microsoft’s Office 365 service, while 4.7 percent use Google Apps for Work.”
Seems pretty crazy, but I’m sure there’s sunk costs, security and data handling issues, and, well, sometimes it probably is cheaper.
Matt and I talk about lessons learned from almost a year of helping transform IT at Allstate. When it comes to scaling up agile and cloud-think the real challenges are in functions other than development, like budgeting, planning, training, hiring, and how the overall IT department is organized. We discuss those topics – esp. budgeting! – and also how to set one’s personal expectations about going on the transformation journey. Then we discuss an upcoming column on mine in The Register on the benefits of small batches thinking.
Show-notes and Links
- After a year, the question becomes “can it scale?”
- How do we do: Budgeting, training, hiring, how do we organize teams
- We only plan with good information, not bad information.
- You need to establish an overall vision, but avoid being too specific on tactics. For example, with a claim application, we know the general product, the vertical, the line of business we have roughly an idea of what claims are, who the customer is, and what that experience is like. Delivering a better experience for claims, what that feels like, and how do we measure it – these things we don’t know perfectly up-front, so we have lots of discipline around iterating and experimenting to deliver good product.
- How budgeting changes in this small batches approach.
- With a lot of this, you can’t talk someone into doing these things up-front. They have to experience it first hand: you have to walk them through it.
- “Sometimes ‘nothing’ is a big win.”
- Coté’s DevOps columns at The Register.
- Not mentioned, but good thinking to be had in Larman’s Law
- Matt Curry: @mattjcurry
- Coté: @cote, cote.io