The launch of Google Drive this week (Google’s cloud storage offering) has generated a lot of interest and comparisons with other cloud storage providers such as DropBox, Microsoft’s SkyDrive, and Apple’s iCloud. Some of the blogs and news articles, such as one by the Guardian, have focussed on showing the cost structures of each of the offerings and on wondering how well Google will be able to compete against the more established service providers.
The Cloud is a huge opportunity for organisations to improve speed to market, provide operational resilience and increase value for money. However, there are complexities that need to be considered and you need to be careful to select a solution that is appropriate for your business.
Picking up a thread from my last blog post, I thought it would be useful to discuss self service. Self service is both a win-win - it provides better service at lower cost - and a challenge - implementing wide-ranging self service has its complexities. I've talk on a number of occasions about the advantages of self service. In this post, I'll focus more on the challenges.
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The Second Wednesday on Flow, Flow, Value, Flow was again an enlightening discussion on the challenges of developing and releasing value.
The discussion looked firstly at the challenge of the evaluation of value. The problem seems to have multiple dimensions.
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I've written a few times on providing best service and believe it to be something that a number of household names don't deliver currently and should be aspiring to deliver in the future. So I was interested to come across a Harvard Business Review (HBR) blog post suggesting how to provide best service for best value.
It’s interesting to look at the US Republican Party presidential primaries as an incremental process and to contrast it with the incremental process at the heart of Agile software development.
It seems to me the main advantage of the series of primaries is that it reduces financial commitment and risk, allowing candidates to evaluate their progress through the process without committing to the full investment that a nation-wide “big bang” approach would need.
We need an estimate of value of each story to prioritise our backlog. In some cases that’s pretty easy because the story will deliver a lot of clear business value, but at other times searching for any value is a lot harder, especially for a business team that thinks in terms of revenues and costs.
IndigoBlue has a long held view that incremental delivery, and the supporting incremental strategy, is core to the success of Agile management. This tenet is the basis for our governance framework and our approach to managing Agile at scale. Last week I was presented with an illustration of this in the shape of one of our customers that has recently piloted the use of Agile in their office in the States.
IndigoBlue's Managing Director Rob Smith is presenting the opening sesson at Iris's NFP Solutions 2012 Roadshow.
Based on current work reviewing the IT strategies for the membership market, Rob will provide an insight into trends that organisations could or should be considering for adoption.
Rob will identify the key digital and IT trends that are most important to membership organisations. He will then draw out how these trends, together with the organisation's business strategy, input into the IT strategy to provide a roadmap for the organisation's IT and improve support for the business strategy.
Rob's presentation will focus on the revolution that is affecting the NFP sector and how forward looking organisations can embrace change and transform their operation; to grow revenues and significantly improve stakeholder engagement and service. He will look at 5 key areas: understanding customers; productisation; the future of the web; cloud computing and collaboration.