This is Manish from Udaipur

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Category: Advaiya

Cloud is Good

Cloud is good! Shared computing services—whether applications or platforms—available over internet have granted unprecedented access to technology sophistication to small and medium sized businesses.

The potential inherent in information technology has been immense and the possible impacts are only getting more pronounced. Technology not only bolsters efficiencies, but also influences fundamental changes in the business models themselves. But getting technology to work for a particular business has traditionally been arduous, requiring significant expense, effort and skills. As such, access to “enterprise-class” has been limited to large businesses who can afford to invest for required application sophistication, reliable deployment and operational support.

Cloud changes this in a fundamental way. It allows the businesses access to the benefits of technology without worrying about (most of) the underpinnings—building, deploying, operating, maintaining, and investing. Thus the businesses can focus on what technology can deliver, rather than delivering technology. This is great news for small and medium businesses. Let’s see how:

Choice: The sheer ease with which businesses can explore, assess and select various options on cloud is breathtaking. Be it messaging, collaboration, accounting, CRM, or any other application—businesses have enormous choice. Compared to the traditional on-premises technologies, cloud affords the ability to try at much lesser costs and commitment. A vibrant community of users can also be quite helpful.

Costs: Cost savings could be a big advantage to SMBs as they adopt cloud. These savings accrue primarily because cloud services are charged based on usage. Thus, costs of idle resources or over-capacity are saved. Further, as cloud involves mostly op-ex rather than cap-ex, it can be much more cash flow friendly for an SMB. On demand nature of cloud services mean that the business would not need to carry costs of computing resources no longer in need.

Speed: SMBs can ill-afford large deployment or upgrade projects and cloud dramatically reduces time taken to provision, setting up services and making applications available. Also, cloud absolves businesses of intensive efforts required to upgrade to newer versions. System patches and upgrades, typically, happen in the background with user impact reduced to the minimum.

Access: SMB’s also need 24/7 access to their applications and data regardless of location or device. Increasingly, businesses rely on their mobile devices (phones or tablets) while on the move or even at the workplace. While cloud applications, by definition, are available anywhere and at all times, growing consumerization and democratization of internet access (less reliance on corporate networks) are driving cloud application providers to be more available and accessible. Thus cloud applications are much more likely to be available (or at least compatible) for a variety of devices—operating systems, browsers, or form-factors.

Scalability: It is one of the more fundamental promises of cloud. Vast computing resources shared across a variety of users enable scalability—availability of computing capacity (be it computing power, storage, number of users, etc.) on demand. From a business’s perspective, usage based pricing allows valuable flexibility. Thus making available an IT environment which is dynamic and fluid with the ability to add new businesses, spin up new services and respond to the ever changing customer needs.

Performance and support: Most cloud service providers design their offerings and are set-up to certain standards for reliability, availability and performance. In contrast, IT infrastructure and set-up at many SMBs has grown organically and thus end up being difficult to manage with clear performance expectations. Most cloud providers offer service level agreements (SLA’s) which can include parameters such as application performance, availability, datacenter uptime, host failure and migration, etc. Further, support is typically available 24×7 to assist with issues, and other such events.

Standardization and Integration: Increasingly cloud services are adopting common standards—be it for data representation, application interfaces or for underlying aspects of identification and authentication. This has led to possibilities for SMBs wherein they can leverage a diverse selection of technologies to suit their needs best, and still enjoy a level of integration, single sign-on, etc. Of course, it is considerably easy to enable integrated experience if the cloud applications belong to one platform or family, still there is a growing number of integrating services and options that may be used.

Skill Needs: Managing IT, even in an SMB, could be very effort intensive. As number of applications, users and complexity grows, a diverse and relative large set of professionals (whether outsourced or as full-time employees) may be needed. This can include administrators, database experts, network administrators, application developers, hardware technicians, support personnel, etc., apart from technology managers and architects. This could be daunting for most SMBs. The portfolio of technology skills needed with cloud adoption changes for the better. Cloud enables a business to focus on the purpose and direction of IT—whereas much of the operational, maintenance and support aspects are responsibilities of the cloud service providers.

Security: Contrary to popular perception, cloud applications can be much more secure, especially for small and medium businesses. It is a fact that ensuring security is hard. The applications and infrastructure need to be continuously monitored, maintained, patched; in general remain ahead of looming cyber threats. That requires enormous expertise and expense, which a small or medium sized business might not want to organize. Similarly, more basic threats to application and information availability like power or network outages, simple human errors, hardware failures, etc., are much better addressed when specialized cloud service providers bring together scale, skills and investments. Also, reputable cloud application providers have, in general, invested significantly in compliance to security standards, operational best practices, infrastructure redundancies and people preparedness.

Technology Innovation: Much of the new technology development is happening in the realm of cloud. Technology companies like Microsoft have adopted cloud as primary focus, whereas offerings from companies like Google or Amazon have been almost entirely cloud based. Many innovative startups who are enabling new use cases and applications are building those for cloud. Be it newer ways of connecting to customers, or more efficient collaboration with an organization—some of the most innovative tools are available as cloud only. No business regardless of its size can afford not to consider these technologies.

While there are many compelling reasons for cloud adoption by SMBs (and also by larger enterprises to a significant extent), it is important to understand that there are still important caveats. While cloud-first approach makes eminent sense, businesses must consider relevant aspects to decide if a non-cloud option might be appropriate. For example, not all cloud applications have achieved functional parity with their on-premises equivalents. This is especially true with applications involving high levels of customization and integration, like business process automation involving legacy applications. Other considerations could include regulations (location or ownership restrictions on data), bandwidth and quality of connectivity, application performance needs, etc.

It is also important to appreciate that cloud adoption can take many forms. While at times a cloud application might not fit the needs, cloud hosting with dedicated deployment may still be a right choice. Variants of cloud services—infrastructure, platform or application—can bestow a valuable choice, so as choice of going hybrid. This highlights the fact that cloud does not preclude the need for IT and architectural expertise. As such, with right expertise and adoption assistance, SMBs have indeed quite a lot to gain from cloud.

It might not be feasible for most SMBs to dedicate expertise and attention to identification, selection and deployment of technologies. Technology choices can be bewildering and would require a good understanding of the business and its context. At the same time, not acting quickly enough might jeopardize business’ competitiveness or even survival. It is also pertinent that associated risks are managed as well–so that a business can innovate confidently. Advaiya can be an organization’s virtual CIO, providing assurance and supporting innovation, thus giving the much-needed edge.

Republished from Advaiya Blog. Earlier published as an article in Business Standard.

Powerful Decision Making With BI

Being in business is being in the business of decision making. Right decisions, made at the right time, and implemented in the right manner—make all the difference. This surely has become difficult. Things change very quickly, we are far more connected, and we need to act fast while grappling with far more complexity. There always seem to be too many things to keep tab on, and too few ways to make sense of it all.

‘Gut feel’ has been a trusted guide, but it is no longer dependable. Rapidly changing contexts, with unfamiliar cause and effect networks, mean that we need to be far more equipped while making decisions. Studies show that the highest performing businesses leverage data effectively for decision making.

With speed becoming a key element of business strategy, decision making has spread temporally. We require instant access to relevant information, whether on the plane, while having a coffee or between meetings. We need to be able to analyse that in real time, with an understanding of changes that are likely to occur in the future. We have to act on these quickly as well—gather opinions, mobilize teams, align their activities.

This is not limited to just a few roles in the organization. At all levels, people need to make decisions—be accountable and confident. And if organizations can enable its employees with right tools—chances are that they will get it right!

That’s the charter for the business intelligence (BI) implementation in an organization. Employees must have access to data from all relevant sources, in a way that makes sense to them in their context. And, that should be available at all times regardless of location or device they are using. Of course, this must be done in a manner that security and access rules are not compromised.

Informed decision making relies on current and comprehensive information. Relevant information often reside in a multitude of sources—a plethora of databases, documents, spreadsheets, social networks, or web. Access to data models which bring together these sources in a meaningful manner allow decision makers to be equipped with timely information and be not blindsided.

There can be too much information, though. Only through right visualization and summarization, we can understand and analyze it well—generating insights as we draw conclusions. This happens when we are able to visualize information as relevant to the business model. Insightful tools can identify patterns, allow us to analyze scenarios, and plan better. These insights influence decisions in a powerful manner.

Making a positive impact towards our goals require that we act on our decisions effectively. BI can be a key tool making it easy to take actions, involve people, and align teams. Working with information effectively requires collaboration and involvement of relevant people. With scorecards at all levels, everyone in the organization gets aligned to the strategy and maintains focus on the goals.

Powerful decision making is about being able to be confident and accountable. Decisiveness that works comes from being informed, insightful and impactful. The confidence that arises from comprehensive information, deep understanding and ability to implement, leads to results.

(Republished from Advaiya Blog)

From Efficiency to Advantage

From efficiency to advantage. This is the story of technology, and with some lag, story of IT services industry. Doing the same thing cheaper, faster or better is no longer sufficient.

Information Technology has been a great driver of speed and efficiency. Technology ROI has traditionally been seen as a function of efficiencies and the costs. This equation drove adoption of technology by industry globally, squeezing more efficiencies as technologies improved, and reducing costs by outsourcing, consolidating, and standardizing.

The twin vectors of efficiency and costs–building and feeding on themselves–have, since a few years, landed into a new territory. The quest to squeeze more efficiencies has paled against allure of creating sustained and unique advantage for the business made possible by digital innovation. Similarly, functional cost reductions via optimizing on how activities are performed have reached limits and the specter of wholesale outsourcing via cloud, for example, disrupts the traditional cost calculus. These have become universally available and easily accessible, thus no longer are source of advantage.

This is new, and strikes at the basis of the traditional IT industry business models. Interest has waned for IT services’ pitches of providing the commoditized capabilities at a reduced cost or a more optimized setup. Businesses have a reached a point where such efficiencies have become a norm and do not provide sustained competitive advantage. They surmise that the daunting task of transforming themselves cannot be helped by mechanistic, efficiency-minded tech services companies.

There are two key frictions at play here. One is past v present, and another is present v future. And their domain is bigger than the IT services or tech outsourcing. It is impacting all areas of tech industry.

Firstly, what is valuable today is different from what was yesterday. While there is some value in getting something done in a particular way, again and again, it does not confer ‘advantage’. As technology forces a rethink of their businesses, companies try to find “advantage”, even in the supposedly mundane tasks where, till some time ago, it was all about just getting those done. That means, it is no longer relevant to assess value in terms of effort. The worth of a job must be thought in terms of “advantage” that it can garner. That’s more complicated than costs per hour, much more intimate and ephemeral. Impact of innovative technology adoption–let’s say of cloud or machine learning–cannot be assessed with frameworks of current practices. So, management techniques and business models based on selling (or saving) effort at some sort of time rate are breaking down.

Secondly, the impact of the new capabilities of technology on technology industry itself is more pronounced and profound than it has ever been. While not there yet, the asymptotic nature of technology work is starting to become visible. Algorithms are not just replacing non-tech workers, but also techies. Today’s good programmers are taking away jobs from tomorrow’s. The power shift is multi-directional with the middle getting squeezed away. This poses an existential imperative for the industry and its constituents. As it gets automated or becomes available in smart user accessible chunks, merely delivering technology would cease to be a business or a job. Instead, those who deliver ‘advantage’, via technology or otherwise, would thrive.

Enabling Platform

The complex set of technologies enabling today’s business need not be complicated. (See for a perspective on complex v complicated.)

Our observations of enterprise technology implementations reveal a preference for a rather simplistic approach of finding the best available technology solution for any specific problem area. Somehow these blinkered views of the problem space are expected to aggregate into a superior and enabling infrastructure for running a business. But mostly, this is a recipe for a fragmented and fractured collection of technology knick-knacks barely supporting the business processes at quite a cost.

For a business, there’s rarely one primary technology piece, but the technology initiatives are often run as if the current is the killer one. Case in point is ERP. ERP as an infrastructure for handling the business transactions is, of course, a key and a critical element for business enablement – but we have always asked more from technology and to achieve the competitive advantages or higher business efficiencies many more elements need to be orchestrated. Also, it is convenient (and misguided) to think of information systems as one other piece in the business’ jig-saw, a view that completely ignores the all-permeating nature of IT and end-less dependencies that information systems have.

This is complicated, nay, complex. This quagmire is compounded by presence of immense and ever-evolving technology options and the fact that parts of business may not fathom technology impact on business as a whole. Information technology is increasingly business critical and, of course, technology is a business decision. That, business process architecture is a key success factor, cannot be ignored.

Embracing complexity is the first step leading to emergence of simple solutions. One needs to step back (and, not dive deeper) and and take an overall view. The Platform Vision model allows us to do that being a method to discern, comprehensively, the business and technology architecture components. The knowledge about various industry verticals, major technology and services vendors and the value parameters for business impact can be, thus, used to ascertainment of best mix of business process and technology components.

This can lead to a roadmap for an enabling technology platform for business as the considerations of best fit and value along with technical and business dependencies, interoperability concerns and technology futures can be adequately addressed.

These Eventful Five Years

We recently completed (on July 1) five years of operations as Advaiya. As we celebrated this milestone for the organization and for the team members who have travelled along this journey, we did look back through these years with nostalgia and pride. During these years, the organization has indeed seen growth, and successes and failures, but most importantly we have matured into a community of passionate professionals, working with whom is rewarding, stimulating, and fun.

Platform Vision

At Advaiya, we have enormous opportunities to observe,  analyze and influence how businesses use technology. These experiences, coupled with our unifying thought approach, have lead to crystallization of many ‘patterns’ allowing us to view enterprise information technology in a uniquely harmonious manner. Platform Vision attempts to surface some such insights.

The Platform Vision is also a framework enabling a very practical way to classify, assess and plan technology and knowledge assets. As such, this facilitates a seamless enterprise architecture approach for business value. The trick here has been to build a perspective which is not based on typical application silos (horizontal or vertical or any of their specific combination) but on specific business benefits that any piece of bundle of technology has potential to bring.

Thus, we identified over-arching technology patterns and their various component patterns. We set out to develop required approaches which can result in unifying the component patterns, unlocking the business value. We analyze the relationships—the dependencies and synergies—between these patterns to bring about one unified view of IT, regardless of umpteen applications, vendors or departments.

The value in this is enormous. The framework can be applied with ease, progressively or directly, at any level, that is, for a specific implementation, applications, their bundle or entire enterprise. The inherent knowledge base allows assessment from the point of view of value to business. It helps in identifying cost-effective steps forward towards a definable technology future.

What’s in a name (again)

It was more than three years ago, I made a post about the name — Advaiya. I guess its time to talk about it again.

I hear the question about the meaning of the word ‘Advaiya‘ often. And, almost equally often, I hear well attempted but wrong answers. For one, the concept that this word embodies is difficult to comprehend and even more difficult to articulate. Also, its easier to derive the meaning: unique, without any second – as ‘-dvaiya’ is confused with more commonly used ‘-dwitiya’.

Advaiya is about the intrinsic oneness (or non-duality) in obvious dichotomies. This ‘oneness’ is not the commonality of elements in (that is, intersection of) disparate sets, nor is it about their union. This is about realizing them to be the same, as one — one core with varied manifestations.

Does it apply to our business? To our approach? To our services? Absolutely. We consciously attempt to see beyond the divisions — different technologies, various applications, many business processes and, ultimately, the division of technology and business — to uncover the underlying oneness. Its natural then to view technology as one integrated platform, to enunciate, build and leverage an encompassing enterprise architecture, and to frame governance structures which aligns IT to business’ strategy. This, in no way, implies ignoring the differences, what we have discovered is that the quest for oneness leads to a much more symbiotic view of the different parts.

The three threes and a four

This sums up nicely! Our value proposition is based on the triad of technology depth, business context knowledge and methodology alignment. We have recognized the three aspects of professionalism at Advaiya – being result oriented, excellence and effective communication. Capability, integrity and courtesy are the three important virtues we value. As a business, we have organized ourselves to deliver four, mutually augmenting, broad services. Strategic consulting, content to support the strategy, training and evangelization, and pre-sales and technology delivery support.

Capability, Integrity and Courtesy

In a recent offsite (at very scenic Eklingji) we dwelled on the virtues that we value as an organization. We could articulate and enumerate the most important as Capability, Integrity and Courtesy. We realized that these form the recipe for our continued growth and survival.

Capability is the obvious winner for us. Our capabilities in technology, marketing and business domains allow us to produce deliverables that are valuable to our customers. Integrity, we surmised is essential to build trust. Our commitment to ethical behavior and honest communication generates trust among our customers, team members, vendors and partners without which growth would be impossible. Courtesy, for us, encompasses the aspects of humility and respect. It reminds us that if we have been able look far, as Newton said, we did it by standing on the shoulders of giants. We are thankful to all so many contributors to whatever accomplishments that we make. While being respectful of our environment and capabilities, we have the humility to acknowledge that we have to be constantly working hard to make sure that we are valuable to our customers.

English and C (Again)

In a post, a few months ago, I drew a few parallels between programming skills and language communication abilities.

That these two are different is very obvious. But what strikes me is apparent lack of appreciation of the fact that programming is not about syntax, its about encapsulating complex concepts in an intelligible depiction. (Thats exactly what language — as in English language — is all about.) Also, language skills are vital not just for communication but for thinking also.

Bad communicators can be good programmers — I know and respect a lot of such people — and many good communicators would be scared of programming. What’s important to realize is that these skills are complimentary: one can reinforce other.

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