What seems like just an improvement in one area can have dramatic effects on how we look at work as a whole.
Take email for example. Companies first started using email primarily to eliminate the slowness of interoffice memos and quickly connect people who were in offices far away.
But email changed the entire approach to work. It became the new way of sharing documents (“Email that to me”), organizing tasks, and the entire definition of being on task. Many people spend up to a third or more of their day logged into their email client and consider it “working”.
When Google Docs came on the scene, it was meant to solve the problem of fixing versioning of documents. Instead of suffixing files with NEW_Updated(2), team members could know they were always working on the latest version.
But Google Docs also brought a paradigm shift in how we think of collaboration. A document or spreadsheet can now serve as a launch pad for bringing together people to work on the same idea at the same time. When someone has a new idea, they can draft it, invite others to comment, and invite others to the conversation through tagging. Google Docs introduces the idea that collaboration should be instant and limitless.
The next breed of tools that will change how we work has arrived. They are called digital workplaces. A digital workplace is a combination of technologies on a single platform that offers your employees an end-to-end experience of completing everything related to work in one place.
Many of the technologies of a digital workplace have existed for years, but they existed as separate applications that required you to jump back and forth between tabs depending on what part …Read More
The last few years have shown an obvious need for technological modification. However, despite the interest in this process, the digital transformation leads to many difficulties in its implementation. Every company whose management makes such a decision has a long way to go.
Based on my own experience, I decided to share a number of tips that will help you avoid common mistakes and make your business digital transformation process truly successful.
Properly introduced control elements play an important part when any initiative is implemented. The main control functions, which companies often wrongly neglect, are:
Digital transformation can be short or long-term, but, in any case, it has to be consistent. Few companies have the required resources to implement it in a short time. Most businesses choose long-term initiatives.
Moreover, regardless of the implementation model, modifications have to be well planned and consistent – otherwise, the company risks finding itself in a difficult situation.
The transition should be planned for a reason as well, as it will simplify their economic efficiency assessment.
It is quite hard, or even completely impossible, to instantly switch from the old to the new, especially when we are talking about a large company with a complex structure and elaborate processes. Within a certain period of time, it will probably be necessary to ensure the simultaneous functioning of a number of old system components with new ones.
At Lvivity, we are convinced that progress in small steps is a key factor that allows you to reduce risks. It is necessary to replace old systems with new services carefully, creating integration interfaces and transitional solutions.
Back when the cloud was “the next big thing,” skeptics questioned its reliability, its durability and, above all, its security. Over time, each concern has been addressed and largely resolved. The wisdom of off-premises computing is now almost a given.
But cloud computing isn’t a religious issue. We can believe that moving critical applications and mission-critical data off local gear is strategically smart, safe and cost-effective, and still acknowledge that growing pains have tested, and will continue to test, the model. With the cloud’s maturity comes some degree of ossification and even inefficiency.
Over the years, I’ve sought to debunk myths and hype around cloud computing’s flavors of the month: public, private, hybrid, fog, etc. They all taste great. They’re all less filling. My point has been that terminology too often masks an intention to fix things that aren’t broken, to repackage and sell things that already exist and work well, and to find alternatives to solutions that have proven themselves eminently capable of enhancing business processes.
As Upton Sinclair memorably put it, “it is difficult to get a man to understand something, when his salary depends on his not understanding it.” Because the tendency in technology is to tease the Next Next Big Thing, the temptation to apply a bear hug to the latest and greatest can be hard to resist, whether or not we fully know what we’re embracing.
That’s where we are with edge computing. Before this bit of jargon fully morphs into a way of doing business, IT consumers, IT professionals and IT pundits all need to understand what it is substantively and where it lapses into change-for-change’s-sake.
Recent headlines underscore the point: “Michael Dell: Why edge computing could be the next big thing”; “Edge Computing: The next big thing in networking …Read More