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In situations where a huge amount of debt accumulates, for example the very Student Loan Company that I was paying back, it is not uncommon for the people holding the debt to try to sell it on. To make this work you need investors to want to buy the debt. This trick is one that translates easily into technical debt situations.
When a team comes under pressure to get software delivered, quite often any effort spent writing tests is seen as detracting from the delivery push.…
Many teams who use Agile practices run regular retrospectives (when was your last retrospective?!). However, these ceremonious gatherings often become stale pushing teams to look for alternative formats to fill their 2hr meeting.
In the world of programmes and projects success is hard to achieve and often hard to prove. When your measurement of success isn’t hard cash but people’s health and happiness, life gets even more complex. Programmes struggle because we dive into the complexity without stepping back into the basic principles that show the key things they are meant to achieve.
As I anxiously await the 125th Anniversary conference of the International Warehouse and Logistics Association, I resonated strongly with the title quote from Paul Dittmann, executive director of the Global Supply Chain Institute at UT’s Haslam College of Business
I got my start in the software world through supply chain software, specifically supply chain execution management. And quickly found myself at ground zero of Walmart’s RFID mandate. As the entire technology industry groped around, trying to figure out how to really implement RFID in the supply chain, it quickly became clear that there was a huge gap between the constant pinging signals coming from RFID tags, and the execution systems that needed to ultimately capture the meaning of those signals.
In April of 2015, the McKinsey Global Institute published a report titled: ‘The four global forces breaking all the trends.’ I would argue that what McKinsey defined were not forces or disruptions, but new trends — which simultaneously, with related causation or not, the other “long-established patterns” ceased to remain as important or relevant has they had in the past. In other words, as these four items trended, other things stopped trending.
Every morning you’ve got to wake up with a healthy fear that the world is changing, and a conviction that, to win, you have to change faster and be more agile than anyone else.”
Security. Reliability. Performance. Analytics. Services.
These are the most crucial considerations for corporate enterprises in choosing a hardware platform. The underlying server hardware functions as the foundational element for the business’ entire infrastructure and interconnected environment. Today’s 21st century Digital Age networks are characterised by increasingly demand-intensive workloads; the need to use Big Data analytics to analyze and interpret the massive volumes and variety of data to make proactive decisions and keep the business competitive. Security is a top priority. It’s absolutely essential to safeguard sensitive data and Intellectual Property (IP) from sophisticated, organised external hackers and defend against threats posed by internal employees.
Ever since RSR’s webinar on the NRF Big Show, one topic keeps cropping up over and over: self service in stores. To talk about this topic in any meaningful way, you first need to keep in mind that the need for self service in stores differs significantly by retail vertical. No one expects (or truly, wants) an employee following them around while filling a grocery basket, but they very much expect employee assistance when shopping for high end clothing, to put it in extreme terms. Will self service go away for convenience shopping in stores? Probably not. Will it invade high-end experiences? Probably not. But in between is a whole lot of ground.