Strategic advice to leverage new technologies
Technology is at the heart of nearly every enterprise, enabling new business models and strategies, and serving as the catalyst to industry convergence. Leveraging the right technology can improve business outcomes, providing intelligence and insights that help you make more informed and accurate decisions. From finding patterns in data through data science, to curating relevant insights with data analytics, to the predictive abilities and innumerable applications of AI, to solving challenging business problems with ML, NLP, and knowledge graphs, technology has brought decision-making to a more intelligent level. Keep pace with the technology trends, opportunities, applications, and real-world use cases that will move your organization closer to its transformation and business goals.
Insight
Executive Update
Application Architecture Assessment: A Pragmatic Approach
This Executive Update presents an approach in conducting an application architecture assessment in a software industry. As business grows, there is an ever-increasing demand from the enterprise applications to meet more and more automated business features with an increased user base. And as an enterprise application scenario becomes more complex, there is pressure to meet the same service-level agreements in order to get an expected quality out of the applications.
In this Executive Report we address these questions and explore what social networks mean to you and your enterprise. Specifically, we begin by examining the dark side of social networks, including dangers, risks, and privacy and security issues. We then look at the future of social networks, identifying and discussing several yet-to-be explored trends and your potential opportunities. We conclude by looking at the impact social networks have on the business and what IT can do to take advantage of its potential.
In the earlier days of computers, data had to be encoded before it could be used by an electronic system. This meant that information that lived in its "natural" state -- unstructured, scattered around, written or spoken language -- could not be readily used by computers. It also meant that each system and program would work with information designed according to its own internal architecture, which often would not be compatible with other systems.
The Agile Manifesto principle of "working software over comprehensive documentation" has often been misunderstood as either "no documentation" or an excuse for "ad hoc" development. In the principle statement, the word "over" implies that working software is more important than documentation, but not that the documentation isn't important or useful.
I'm not sure where the expression "Parts is parts" came from. I think it had something to do with fast-food chicken, but it implies that not all parts are the same, which certainly fits when we talk about services. After all, what someone means by "service" varies widely based on the context, even when we limit the scope to IT.
