This post is pretty old and possibly out of date. There’s an updated version of it in my book, Monolithic Transformation. In contrast to the way traditional organizations operate, cloud native enterprises are typically comprised of self-motivated and directed teams. This reduces the amount of time it takes to make decisions, deploy code, and see if the results helped move the needle. More than just focusing on speed of decision making and execution, building up these intrinsically motivatedteams helps spark creativity, fueling innovative thinking.

Healthcare Shift to the Cloud Quickens

As software eats the world, this kind of mismatch between “fail fast” and “must be perfect on day one” will happen constantly. NHS Health Apps Library full of data-spaffing apps, claims studies

Exclusive: Citrix in last-ditch attempt to sell itself - sources

“We’ve come to understand that productivity software is always evolving, and it’s our responsibility to bring the customer along a journey of constant improvement as opposed to dropping major releases every few years.” Two points: That stance is fun: we need to put in new features, and we need to educate users about them. This is a tricky position: users don’t know what they want (when they want to stay the same).

“Last year [2014], about 40% of all the orders generated on homedepot.com actually finished in one of our orange box stores. Customers find it incredibly convenient to be able to pick up a product when they wanted to. They didn’t have to worry about whether or not it was on their doorstep. And so that is a great opportunity not only to sell more product, but to drive traffic to our stores, sell them additional product when they come in and pick that product up.

“The challenges are cultural, organisational, and technical. According to the 2015 BCN Annual Industry Survey, which petitioned over 700 senior IT decision makers, over 67 per cent of enterprises plan to implement multiple cloud services over the next 18 months, but close to 70 per cent were worried about how those services would integrate with other cloud services and 90 per cent were concerned about how they will integrate those cloud services with their legacy or on-premise services.

No. 1703: IBM 360 Computer

Pivotal CEO change, chart on enterprise mobile app desires

14 months down to 6 months, 16 staff down to 8 staff: “[w]hen planning the first product developed on Pivotal Cloud Foundry, CoreLogic allocated a team of 12 engineers with four quality assurance software engineers and a management team. The goal was to deliver the product in 14 months. Instead, the project ultimately required only a product manager, one user experience designer and six engineers who delivered the desired product in just six months.