Executives we speak with often comment on the pressure to “accelerate”—everything from new product delivery that enhances the customer experience, to achieving continuous delivery to maintain momentum. The perception of a need for speed is pervasive, but rapid change must always be balanced against business risk. Today the imperative to accelerate is directly tied to a company’s need for sustainable growth and success.
So, what does it take to “accelerate” without creating undo risk?
We found an interesting data point in a post by CEB (www.cebglobal.com) on the topic of Corporate Agility—a term we all recognize that dates back to 2007. In the article, we noticed a specific point about the “unmet need for speed.” Based on CEB’s research, “More than 70% of organizations report that the rate of change has increased—and is accelerating—owing to factors such as consumer (customer) demand, global competition, new social and digital business models, widespread market volatility, and more active regulators.” As the pace accelerates, complexity grows and the need for scalable answers becomes more urgent.
The Initial Answer: Internal Agile and DevOps Projects
In response to the need for speed, many organizations are driving initiatives to launch Agile or DevOps; only to discover they lack critical skill sets about these practices and associated technologies. Experienced talent in these arenas is challenging to find, in particular on the Ops side of DevOps. Furthermore, lack of experienced resources undermines the collaborative nature of DevOps, which can fuel a negative cultural impact. The two biggest reasons DevOps fails in organizations are skills and culture.
As the Urgency for Acceleration Increases, It’s Driving Interest in Experienced Software Development Providers
In our experience, the DevOps movement is actually driving greater demand for software development partners. The pattern is present in the volume of client engagements initiated by senior executives with urgent needs for experienced, long-term resource augmentation. Because their business initiatives are tied to the need for speed, these executives are looking for true, long-term strategic partners that bring years of experience at solving difficult technology problems and delivering quality products. Cost is not the primary driver, their business needs are what is key. In today’s business climate, technology executives want a partner that can lower the risk, add significant value and deliver as expected.
Participation Fosters Knowledge Exchange & Commitment
Typically C-suite executives actively participate as we collaborate to establish fast traction on their product initiatives with resources experienced in Agile/DevOps methods, tools and frameworks. More than just a project, we frequently are engaged with senior architects and data scientists to help with architectural design, as well as the software development and pipeline management. These executives want to know that their development and operations teams are being ushered through the entire process, absorbing the experience first-hand, and learning best practices designed to help them accelerate innovation cycles and achieve continuous delivery.
After all, today’s “Digital Business” executives understand that the lynchpin to their business isn’t just sales, it’s rapid technology delivery that sustains sales.
It’s extraordinary to see how software development outsourcing is maturing and continues to grow amid the movement for companies to digitally transform. It’s also clear that having the experience and expertise to lower risk and bring strategic value to the business is what differentiates outsourcing companies today – not cost. From our vantage point, Daitan thrives at building long-term relationships with customers as a strategic partner by enabling technology companies to capture their visions and accelerate time-to-market.