What we say
Our people regularly provide input and content to industry publications and event organisers to share their latest insights.
"In Japan, they have a word for death from overwork," but are the ways we are working slowly killing our ethical boundaries too?
We habitually use key performance indicators (KPIs) in IT, even when they are not relevant. But how does this affect the IT and the customer’s business…and can we kick the habit?
Let’s start with a succinct summary of the benefits of DaaS.
Data as a Service (DaaS) is one way to consistently deliver and effectively manage data from multiple sources across the firm, both internal and external. It can be used as one “logical” and centralized, authoritative (golden) source for critical data used across the organization.
In a recent interview with Bright Horse, an IT Service Management Consultancy, our very own Tony Price, Principal Consultant at Virtual Clarity, was asked six fundamental questions regarding the IT4IT™ standard from the OpenGroup® to share with their clients. We now get to share this interview with you.
We believe great Security creates Quality by navigating risks and regulatory compliance, while actively participating in service design and delivery.
We are thrilled to announce that we have achieved the Amazon Web Services (AWS) Advanced Consulting status with a specialism in DevOps and financial services through the AWS Partner Network (APN). This accreditation recognises professional services firms who provide support in the designing, architect, building, migrating and managing of client solutions built on the cloud provider platform.
As mentioned previously, Data as a Service (DaaS) can be used to provide a single source of authoritative (or golden) data for use in a firm’s critical applications, particularly when data is needed from multiple sources or it is ‘siloed’ in the organization.
Large-scale investment in traditional service management is now unwise. This is because technology service management, is no longer a standalone constraint to creating business value. Executives should instead focus on building a flow framework as part of an operating model that connects business product development to technology portfolio management, Agile programs, DevOps, and cloud-based consumption. This change will also result in moving the organizational focus from running development projects to managing a lifecycle of business products. Selective investment in critical capabilities that stimulate the flow of work is still required but not in the same order of magnitude.