There is a lot of talk about DevOps these days. I guess you’ve noticed that too, if you have anything to do with tech and haven’t been living in the woods the last three years.
I spoke on a panel a few weeks ago at the MIT CIO Symposium called Running IT Like a Factory. One of my co-panelists talked a lot about cloud-native companies, and how Netflix does 3,000 releases per month and Amazon does 11,000 releases per year. He also referenced the robustness of AWS and how companies like this can create a ton of value very quickly.
Harvard Business Review has reported that digital leaders succeed in large part due to their ability to recognize and scale innovation across their business – seeing beyond transformation hurdles and IT complexity. They never lose sight of the end goal.
So, what does it take to be a digital leader? As a sponsor of the Software Risk & Innovation Summit last week in New York City, I was able to hear from some of the leading experts on the matter, including CISQ, JetBlue, COACH, Fannie Mae, BCG and others.
Our friend Paul Bentz at CISQ recently published an article detailing the imperative for CIOs to become digital leaders. Research from Gartner confirms that high-performing CIOs are leaders because of their participation in a digital ecosystem. To effectively drive transformational programs, CIOs must have a keen understanding of how digital drives both business and IT success.
The key to security is to ensure that your most sensitive data is handled with proper controls in place. This should include working with your architects to explore the architecture of applications that handle the most critical data, starting from the data elements themselves and fanning out via impact diagrams (for example, CAST does this with the Application Intelligence Platform). Over time, your team will be able to establish secure architecture components that should handle all sensitive data.
Insurance organizations have reached a tipping point. Historic institutions, with in some cases hundreds of years of service, they are being forced to transform due to changing consumer demands and nimble, technology-centric startups bringing innovative products to market. No stranger to regulatory and privacy concerns, Insurance carriers have overcome many roadblocks throughout their lifetime of doing business. Now they must tackle their legacy IT systems and improve software risk management to deliver the value today’s market is after.
At CAST user group meetings, which we conduct annually in key regions, I’m always amazed by what our customers are doing with software analytics. Something so foundational – the measurement of software performance – yields such powerful results for Fortune 200 companies that are on a constant hunt to meet business demands and beat out the competition. This year’s user groups are special, because CAST is celebrating our 25th anniversary. That’s how long we’ve been helping make software a little less invisible to developers, architects and business executives whose livelihood depends on software quality.
Fintech is the hot new thing. It’s the industry that will carry the UK through Brexit. It’s the latest wave of startup mania in NYC. It’s becoming the darling of Silicon Valley. Chinese tech investors are all over it. It’s fresh. It’s sexy. But, wait a minute. What is Fintech?
Recently I attended MIT’s Fintech conference (#MITFinTech). We heard Brad Peterson, CIO of NASDAQ, talk about his firm as the original Fintech founded 45 years ago. Brad told us that NASDAQ no longer thinks of itself as an exchange, but as a Fintech company. A couple MIT professors told us there are 1800 Fintech companies out there today, and that number is quickly growing. There are some that promote robo-advisors as autonomous correctors for investor freak-out during volatile markets, and others that collect live market data from the web in order to predict real economic indicators, as opposed to statistics collected by government technocrats. Blockchain, we were told, is like the Internet was back in 1993.