The Agile Enterprise is becoming the way successful companies operate and at Flux7 we like to lead by example. As a result, we have embraced many Agile practices across our business -- from OKRs to a flatarchy (for additional background, read our blog, Flatarchies and the Agile Enterprise) -- and plan to share in a short blog series how we are implementing these agile best practices, lessons we’ve learned along the way and the impacts they’ve had on our business. In today’s blog, we start by taking a look at our OKR (Objectives and Key Results) story and the greater role of OKRs in an Agile Enterprise.
Today’s marketplace is volatile. It is uncertain. It is complex and difficult to navigate. And to stay competitive, enterprises must react to change with unprecedented speed. As many of the external pressures on business today stem from changes happening in the digital world, IT has naturally become one of the first areas to adopt change with an aim of helping the business become an Agile Enterprise.
As the start of a new series about becoming an Agile Enterprise, today’s blog focuses on organizational structure as agile teams are a key element to a successful Agile Enterprise. Many organizations embrace agile ways of working in an attempt to build faster, more customer-focused and resilient organizations. At Flux7, our goal is not too dissimilar as we seek to elevate our values of innovation, transparency and being humble by empowering employee self-motivation and team accountability -- all of which in turn enables us to be innovation labs for our customers, helping drive customer success.
This article originally appeared on Forbes.
As the CEO of a DevOps consulting organization, I speak regularly with CIOs and heads of IT about the projects they are working on -- or would like to work on. Looking to learn from others, one of the questions I frequently hear is, "How do other CIOs justify their projects?" While you can Google and find a wide variety of answers to this question -- from internal needs analysis to benefit statements -- I have come to a slightly controversial conclusion.
This article originally appeared on Medium
The Hertz digital experience project presents an opportunity to examine continuous improvement and innovation. For those who may have missed the story, a brief background: Hertz hired Accenture to help it create a “world-class digital experience”, most notably to “redefine the customer experience on Hertz’s digital platforms” with a redesigned website and “complementary suite of mobile applications.” Hertz paid more than $32 million, which it is suing to recover.
The oil and gas industry has a rich history and one that is deeply intertwined with regulation -- with Federal and State rules that regulate everything from exploration to production and transportation to workplace safety. As a result, our latest customer had amassed millions of paper documents to ensure its ability to prove compliance. It also maintained files with vast amounts of geological data, that served as the backbone of its intellectual property.
According to the World Economic Forum, digital transformation could unlock approximately $1.6 trillion of value for the Oil and Gas industry, its customers and society. This value is derived from greater productivity, better system efficiency, savings from reduced resource usage, and fewer spills and emissions. Yet, the journey to these digital transformation benefits begins with a proverbial first step which can be elusive for large oil and gas enterprises who have vast legacy technologies and complicated organizational structures to navigate.
Fresh off the presses this week is Mark Schwartz’s newest title, War and Peace and IT. Published by IT Revolution Press, the book is available in paperback, as an e-book and audio book. The author of The Art of Business Value and A Seat at the Table, Schwartz has crafted in War and Peace and IT a must-read for C-level executives and all IT leaders looking to effectively execute digital transformation that crosses barriers into the fray of competition and disruption. Despite digital transformation and innovation efforts, enterprises feel that their troops are not advancing. As a result, Schwartz’s latest book focuses on how non-IT leaders can work with IT to succeed in advancing their business goals amidst rapid change and innovation.
Today Flux7 announced it has closed a round of funding from NewWave Partners, LLC. This is truly exciting news for us, and a significant milestone as we continue to expand our DevOps consulting services to speed our customer’s time to results. The news just gets better as we are also announcing today that Sagar Lagisetti, a NewWave partner and executive director for Magnum Opus IT, an SAP Service Partner, will join the Flux7 Board of Directors. We are truly honored to have Mr. Lagisetti join our Board, bringing a breadth and depth of experience in shaping how companies do business.
When we started Flux7 in 2013, Aater and I were first-time entrepreneurs. While we knew we wanted to create a workplace that everyone enjoys coming to and being a part of, we weren’t versed on the best steps to take to get there. So, we started reading. (Actually, it started with Aater reading books and m listening to his summaries, but soon I started reading, too). Reading books really helped me learn and improve. So much so that I wanted to discuss every book I read with my coworkers, (now I understand why Aater shared all those book summaries) which led to the creation of the Flux7 Library.
At #DWS19, the DataWorks Summit in Barcelona, Cloudera introduced its strategy for bringing together Hortonworks Data Platform (HDP) and Cloudera Distribution Hadoop (CDH) following its merger. According to Cloudera’s Hollison, the CDP will have four primary elements: support for multi-function analytics; support every possible means of cloud delivery with a common metadata catalog and schema; a common security and governance model across both; and it shall be open platform.
In our last blog, we discussed the role of knowledge transfer (KT) in ensuring ongoing DevOps success. (In case you missed it, you can read it here) As promised, today we’re going to take a closer look at the specific KT offerings the Flux7 DevOps consulting team brings to bear to help customers achieve their DevOps adoption goals.
“Na hee gnanena sadrusham” - Nothing is comparable to knowledge. As this Sanskrit proverb implies, nothing is as crucial as knowledge transfer (KT) for DevOps success. More than simple DevOps training, KT is the process of creating, capturing, organizing, sharing and/or distributing knowledge to ensure its availability. Importantly, KT provides inputs to problem-solving for future users and use cases. It is through KT offerings that the Flux7 DevOps consulting team empowers its customers, teaching them how to fish and helping them build an Agile enterprise. (For more information, refer to our blog, Why We Teach Our Customers How to Fish.)
Join us at the IDC CIO Perspectives conference in Ft. Worth as G6 Hospitality CIO, Jessie Burgess, and Flux7 CEO, Aater Suleman, present at CIO Perspectives on “How G6 Hospitality Leads Business Transformation through IT Agility”. As a recognized leader in the economy lodging segment for more than 55 years, G6 Hospitality is in the midst of a major transformation of its technology platform that aims to keep its competitive edge while building on the iconic heritage of its Motel 6 and Studio 6 brands.