Innovating in a post-pandemic world will pose new challenges — from unpredictable shifts in customer behavior to development teams that work from home by necessity or choice. Adapting quickly to new risks and opportunities requires a modern infrastructure and application architecture, new processes and a culture that rewards experimentation.
Despite mid-size business’ desire to leverage the speed, scalability, and economic value of the cloud, many well-established organizations still struggle to keep pace with in a rapidly changing business environment. To remain competitive in a cloud-first world, organizations will need to adopt a different approach to Modern IT in order to manage the ever-present change, risk, and opportunities before them.
Experts at Deloitte India identified seven key learnings relevant to the acceleration of Future of Work in India. As conclusive remarks, they also have presented what a COVID adjusted strategy could look like for any organisation looking to embrace the Future of Work. See More : https://www2.deloitte.com/in/en.html
Executive Perspective Building an OT Security Program from the Top Down
Designed for executives, this non-technical track addresses key components of a successful OT security program. The discussions are intended to spark conversation and this guide highlights key takeaways on what works, what doesn’t and what’s next. https://accntu.re/3N7KmiZ
Workforce or employee productivity is an appraisal of the competence of an employee or group
of Employees by measuring the value or output they generated over a particular period of time.
Usually, the productivity of an Employee or worker will be measured relative to an average for
employees performing similar kind of works because a major part of the Organizational success
relies upon the productivity of its Employees, So Workforce productivity and its evaluation is an
important consideration for all type of businesses. Humans can perform excellent work when they
are deliberate, focused, and, most importantly, free from interference. Categorizing Productivity
obstacles and constraints is important because it can help you quickly understand which group
requires the most attention in your company. In addition, some groups are more manageable than
others. Apart from various internal and external distractions and work life balance which are
already hampering employee’s productivity at the Outbreak of Covid- 19 helps turning it even
worse than ever. One of new Challenge includes the versatility of the workforce today. The
second one includes emergence of a rapid shift towards remote working, lack of connectivity,
Work life balance issues, Infrastructural barriers in Work from Home, Mental pressures, Health
crisis etc. When working practises become more distant or hybrid in the aftermath of the COVID19 pandemic, the central challenge for businesses is how to sustain and boost this competitiveness
at the workplace of the future. This uncertainty suggests that employers should continually review
and adapt their strategy to help serve their people's health and well-being, particularly when needs
change as the situation begins to change.
Technology is changing the face of workplace safety. Software now provides colorful dashboards and easy-to-use functions to document incidents, injuries, audits and ensure compliance. This replaces outdated paper-based systems. Strong safety cultures use technology to engage employees and prioritize health and wellness. New software streamlines processes compared to old methods of disorganized paper files and spreadsheets.
An estimated 80 percent of #businesses will need to transform their current IT efforts to keep up with new business expectations and technological developments. These include investments such as cloud computing, IoT and BigData projects.
In order to portray the significance of an innovative approach and framework in identifying risks, Insights Success has enlisted “The 10 Most Trusted ERM Solution Providers, 2019”, which have built and are delivering agile and flexible risk management frameworks that enable businesses to anticipate and prepare for the shifts that bring long-term success.
Many of the major disruptions in media and communications have been driven by nimble, entrepreneurial companies, coming out of nowhere to completely decimate established business models. Companies that spin into existence to solve one problem or commercialize a single idea can scale almost instantly if they find a solution that sticks. That’s what’s happening all over the marketing industry today: hundreds of tech-savvy startups are reinventing business from the bottom up.
Bio-IT World Conference & Expo 2017 - Laboratory Informatics in the Fast Lane
In order to survive in a rapidly-evolving and competitive environment, organizations must accelerate innovation, adopt agile solutions and remove the barriers to innovation.
Accenture Getting To Equal 2020 Research Presentation
Accenture's new gender equality report explains differing perceptions on inclusive workplace culture & how leaders can drive a culture of equality. Read more.
This document provides an overview of startup accelerator programmes. It defines accelerators as programmes that typically offer pre-seed investment, focus on small teams rather than individuals, provide time-limited support over 3-6 months through programming and mentoring, and work with cohorts of startups. While accelerators can vary, this defines the core model born from Y Combinator. The document notes that accelerators differ from other incubation supports like angel networks, business competitions, co-working spaces, and entrepreneurship courses, which do not on their own constitute an accelerator. It aims to help readers understand accelerators and consider setting one up through framing key strategic choices and common practices.
Accenture publishes its technology vision annually. It is a distillation of our extensive research over the course of the previous 12 months, the experiences of our research teams and the input of our clients. In it, we outline the emerging technology trends that forward-thinking CIOs will use to position their organizations to drive growth and high performance, rather than just focusing on cost-cutting and efficiency improvements.
Business leaders now accept that their organizations’ future success is bound up with their ability to keep pace with technology. CIOs have to play a key role in helping these business leaders recognize and seize the opportunities enabled by new trends—but the price of progress will have to be paid, along with new risks assumed.
We believe six technology trends will influence business over the next three to five years:
Context-based services. Where you are and what you are doing will drive the next wave of digital services.
Converging data architectures. Successfully rebalancing the data architecture portfolio and blending the structured with the unstructured are key to turning data into new streams of value.
Industrialized data services. The ability to share data will make it more valuable—but only if it is managed differently.
Social-driven IT. Realize that social is not just a bolt-on marketing channel. It will have true business-wide impact.
PaaS-enabled agility. The maturing platform-as-a-service (PaaS) market will shift the emphasis from cost-cutting to business innovation, supporting rapid evolution for business processes that need continuous change.
Orchestrated analytical security. Organizations will have to accept that their gates will be breached and begin preparing their second line of defense—data platforms—to mitigate the damage caused by attacks that get through.
This document discusses the emerging trend of context-based services, which use contextual data from various sources combined with analytics to provide more immersive and valuable experiences for users. Context includes location data, online activities, social media, and other inputs. Over the next year, CIOs should link with business functions influencing customer experience, compile a list of potential context-based services, form a pilot team to experiment, and establish an environment to rapidly develop and deploy new services. Examples discussed include services that use travel mentions on Twitter to contact hotels, and mobile services that deactivate phones while driving for safety and fraud prevention. However, context-based services are still in early stages.
The document discusses the evolution of technology and the role of the modern technologist. It describes the author's personal journey with technology from 1986 to present day. It then provides statistics on internet and device usage that illustrate how ubiquitous technology has become. The document outlines the many roles and challenges of a technologist, such as ensuring business continuity, managing teams, and justifying security needs. It emphasizes that technologists must be technically savvy, business-oriented, and able to adapt to constant changes in both technology and business landscapes. The conclusion reflects on the many challenges technologists face and stresses the importance of structure, training, communication, and a problem-solving mindset.
Learning & Development: A Prescriptive Vision for Accelerating Business SuccessCognizant
Corporate learning is increasingly critical to business, but traditional approaches are inefficient, overly rigid, fragmented and unconnected from employees' daily work - and thus ripe for transformation - as recent research reveals.
NovigoLabs introduces a collaborative platform to bring together brilliant minds through discovery and innovation to meet the needs of a growing population. The platform connects ideas to teams, teams to resources, resources to prototypes, and products to market. NovigoLabs aims to lower costs and decrease time-to-market through open collaboration.
Despite mid-size business’ desire to leverage the speed, scalability, and economic value of the cloud, many well-established organizations still struggle to keep pace with in a rapidly changing business environment. To remain competitive in a cloud-first world, organizations will need to adopt a different approach to Modern IT in order to manage the ever-present change, risk, and opportunities before them.
Experts at Deloitte India identified seven key learnings relevant to the acceleration of Future of Work in India. As conclusive remarks, they also have presented what a COVID adjusted strategy could look like for any organisation looking to embrace the Future of Work. See More : https://www2.deloitte.com/in/en.html
Executive Perspective Building an OT Security Program from the Top Downaccenture
Designed for executives, this non-technical track addresses key components of a successful OT security program. The discussions are intended to spark conversation and this guide highlights key takeaways on what works, what doesn’t and what’s next. https://accntu.re/3N7KmiZ
Employee Productivity Research paper COVID 19RockstarBoy1
Workforce or employee productivity is an appraisal of the competence of an employee or group
of Employees by measuring the value or output they generated over a particular period of time.
Usually, the productivity of an Employee or worker will be measured relative to an average for
employees performing similar kind of works because a major part of the Organizational success
relies upon the productivity of its Employees, So Workforce productivity and its evaluation is an
important consideration for all type of businesses. Humans can perform excellent work when they
are deliberate, focused, and, most importantly, free from interference. Categorizing Productivity
obstacles and constraints is important because it can help you quickly understand which group
requires the most attention in your company. In addition, some groups are more manageable than
others. Apart from various internal and external distractions and work life balance which are
already hampering employee’s productivity at the Outbreak of Covid- 19 helps turning it even
worse than ever. One of new Challenge includes the versatility of the workforce today. The
second one includes emergence of a rapid shift towards remote working, lack of connectivity,
Work life balance issues, Infrastructural barriers in Work from Home, Mental pressures, Health
crisis etc. When working practises become more distant or hybrid in the aftermath of the COVID19 pandemic, the central challenge for businesses is how to sustain and boost this competitiveness
at the workplace of the future. This uncertainty suggests that employers should continually review
and adapt their strategy to help serve their people's health and well-being, particularly when needs
change as the situation begins to change.
Technology is changing the face of safetyAndrea Miller
Technology is changing the face of workplace safety. Software now provides colorful dashboards and easy-to-use functions to document incidents, injuries, audits and ensure compliance. This replaces outdated paper-based systems. Strong safety cultures use technology to engage employees and prioritize health and wellness. New software streamlines processes compared to old methods of disorganized paper files and spreadsheets.
How to build an it transformation roadmapInnesGerrard
An estimated 80 percent of #businesses will need to transform their current IT efforts to keep up with new business expectations and technological developments. These include investments such as cloud computing, IoT and BigData projects.
In order to portray the significance of an innovative approach and framework in identifying risks, Insights Success has enlisted “The 10 Most Trusted ERM Solution Providers, 2019”, which have built and are delivering agile and flexible risk management frameworks that enable businesses to anticipate and prepare for the shifts that bring long-term success.
Many of the major disruptions in media and communications have been driven by nimble, entrepreneurial companies, coming out of nowhere to completely decimate established business models. Companies that spin into existence to solve one problem or commercialize a single idea can scale almost instantly if they find a solution that sticks. That’s what’s happening all over the marketing industry today: hundreds of tech-savvy startups are reinventing business from the bottom up.
Bio-IT World Conference & Expo 2017 - Laboratory Informatics in the Fast LaneShooki Grasiani
In order to survive in a rapidly-evolving and competitive environment, organizations must accelerate innovation, adopt agile solutions and remove the barriers to innovation.
Accenture Getting To Equal 2020 Research Presentation accenture
Accenture's new gender equality report explains differing perceptions on inclusive workplace culture & how leaders can drive a culture of equality. Read more.
This document provides an overview of startup accelerator programmes. It defines accelerators as programmes that typically offer pre-seed investment, focus on small teams rather than individuals, provide time-limited support over 3-6 months through programming and mentoring, and work with cohorts of startups. While accelerators can vary, this defines the core model born from Y Combinator. The document notes that accelerators differ from other incubation supports like angel networks, business competitions, co-working spaces, and entrepreneurship courses, which do not on their own constitute an accelerator. It aims to help readers understand accelerators and consider setting one up through framing key strategic choices and common practices.
Accenture publishes its technology vision annually. It is a distillation of our extensive research over the course of the previous 12 months, the experiences of our research teams and the input of our clients. In it, we outline the emerging technology trends that forward-thinking CIOs will use to position their organizations to drive growth and high performance, rather than just focusing on cost-cutting and efficiency improvements.
Business leaders now accept that their organizations’ future success is bound up with their ability to keep pace with technology. CIOs have to play a key role in helping these business leaders recognize and seize the opportunities enabled by new trends—but the price of progress will have to be paid, along with new risks assumed.
We believe six technology trends will influence business over the next three to five years:
Context-based services. Where you are and what you are doing will drive the next wave of digital services.
Converging data architectures. Successfully rebalancing the data architecture portfolio and blending the structured with the unstructured are key to turning data into new streams of value.
Industrialized data services. The ability to share data will make it more valuable—but only if it is managed differently.
Social-driven IT. Realize that social is not just a bolt-on marketing channel. It will have true business-wide impact.
PaaS-enabled agility. The maturing platform-as-a-service (PaaS) market will shift the emphasis from cost-cutting to business innovation, supporting rapid evolution for business processes that need continuous change.
Orchestrated analytical security. Organizations will have to accept that their gates will be breached and begin preparing their second line of defense—data platforms—to mitigate the damage caused by attacks that get through.
This document discusses the emerging trend of context-based services, which use contextual data from various sources combined with analytics to provide more immersive and valuable experiences for users. Context includes location data, online activities, social media, and other inputs. Over the next year, CIOs should link with business functions influencing customer experience, compile a list of potential context-based services, form a pilot team to experiment, and establish an environment to rapidly develop and deploy new services. Examples discussed include services that use travel mentions on Twitter to contact hotels, and mobile services that deactivate phones while driving for safety and fraud prevention. However, context-based services are still in early stages.
It’s up to the CIO and chief information security
officer to make security a board-level concern.
Breaches will happen, and organizations need
to start thinking beyond prevention alone. The
CIO and CISO will need to align with business
leaders to assume a vigilant monitoring
mindset. Data will provide the clues, but both
IT and the business are needed to effectively
detect and respond to attacks that slip past
the gates. Within the next four quarters, the
CIO and CISO had better have good answers
to the CEO’s questions about the myriad
new risks to data security. They should also
be able to display a detailed roadmap for
how they plan to aggregate the data needed
to monitor the breaches that do occur.
Telecommuting – A Key Driver to Work-Life Balance and ProductivityIOSRJBM
This document discusses telecommuting and its impact on employee productivity and work-life balance. It begins by defining telecommuting as working from remote locations using technology to communicate rather than commuting to a central workplace. The document then reviews literature showing that telecommuting can improve employee satisfaction and commitment by providing flexibility. When implemented successfully with clear guidelines, telecommuting is associated with higher productivity, lower turnover, and less work-life conflict. The document also outlines best practices for organizations in allowing telecommuting, such as using technology effectively, trusting employees, and managing performance through objectives. It concludes that telecommuting provides benefits not just for work-life balance but also cost savings and environmental benefits for organizations.
Streamline your digital transformation for a future ready venture.LCDF
Streamline your digital transformation for a future ready venture. How the Pandemic How the pandemic impacted DACH Industries the unexpected catalyst for digital Transformation ?
The document discusses strategies for enterprise cloud migrations. It notes that minimizing downtime, staying within budget, and avoiding performance impacts are top challenges. It recommends developing a multi-cloud strategy using approaches like lift-and-shift, re-architecting, and reconsidering applications. Preparing applications by fixing issues, understanding architecture and user needs, and monitoring performance during migration are also emphasized.
How Can Your Organization Benefit From Application Modernization_.pdfAnil
Application modernization refers to the process of updating or transforming legacy software applications to make them more contemporary, efficient, and aligned with current business needs and technology trends. Adopting application modernization can bring several benefits to an organization
Cloud technology is no longer a new player in the market,
but it’s a mature and integral part of the IT landscape and a
key parameter in driving business growth. It is an
indispensable topic among CXOs. A research by Fraedon has
found that almost half of the banks find their legacy
systems to be the biggest hindrance in their growth.
Customize Transformation For A Personalized ExperienceLCDF
Shifting to a Customer-centric
Business Model :-
Many businesses already see the writing on the wall: Only 8 percent of companies
say their current business model will remain economically viable if their industry
keeps digitizing at its current course and speed.2 But to become a modern digital
business, you must go beyond just digitizing old business models and instead use
technology to align your people, processes, and technology around entirely new ways
of serving customers.
By placing the customer at the center of everything you do, you can create products,
services, and experiences that are more valuable to your buyer, allowing you to stand
out in an increasingly commoditized world, drive more profit, and generate more
brand loyalty.
The document discusses how banks are increasingly adopting cloud-native approaches to application development and deployment to improve business agility, customer experiences, and operational efficiency. It outlines three common uses cases driving cloud-native adoption: 1) transforming the business for greater agility and flexibility, 2) optimizing operational efficiency using public cloud infrastructure, and 3) adopting an API ecosystem. While cloud-native approaches provide benefits, banks face challenges integrating legacy infrastructure and cultural changes. The document recommends banks assess their application portfolio to determine what can be lifted to the cloud, rewritten for cloud, or retired.
Connecting Applications from Mobile to Mainframe in the Application EconomyCA Technologies
The Application Economy continues to mount increasing customer demands on businesses worldwide, and for many in Mainframe organizations, success requires adopting a DevOps environment that allow development and operation teams to remain coordinated in designing and deploying software applications. Application Development solutions from CA Technologies provide a common set of tools that promote DevOps and allow customers to rapidly innovate and iterate critical applications and services.
Lear more: http://cainc.to/RgSy8t
This document provides examples of organizations that have successfully modernized legacy systems using a low-code development platform:
- Van Ameyde improved claims resolution time by 30% by extending their SAP system with a customized claims portal.
- A global chemicals company's small team created over 35 mobile apps to extend SAP functionality, facilitating improved data access for 4,000+ staff.
- Green Cargo refactored their mainframe and SAP systems into a composable cloud architecture, reducing mobile app development time by 80%.
- Banco Santander replaced 70% of aging core systems through refactoring, streamlining processes with 14 new applications built by 20 people.
- US
Application Modernization With Cloud Native Approach_ An in-depth Guide.pdfbasilmph
Taking outdated applications and upgrading its platform infrastructure, internal
systems, and the way of using is known as application modernization. The
advantages of application modernization can be summarized as increasing the
speed with which new features are delivered, exposing the functionality of existing
applications to be consumed via API by other services, and re-platforming applications from on-premises to cloud-native application modernization.
The document outlines nine key steps that companies can take as part of a digital transformation journey to disrupt themselves before competitors do. The steps include: 1) designing an end-game disruptive business model, 2) analyzing gaps between the current and future models, 3) determining how to execute the transition, 4) architecting new technology, 5) auditing legacy systems, 6) building out a dual-speed IT architecture, 7) establishing a data security strategy, 8) maintaining security during transformation, and 9) using transformation as an opportunity to escalate security standards across the enterprise. Taking these steps can help traditional firms successfully transition to competing in the new digital landscape.
The document discusses 5 keys to successful cloud migration: 1) Developing the right strategy early; 2) Knowing which applications are cloud-suitable; 3) Securing the right skills and resources; 4) Maintaining data integrity and ensuring operational continuity; and 5) Adopting an end-to-end approach. It notes that portfolio analysis, legacy application modernization, security concerns, and the complexity of migration are among the top challenges.
The document discusses the limitations of traditional software development methods, including bugs, time consumption, and failure to apply lessons learned. It introduces Encanvas' Applications Fabric as a codeless cloud service that allows for faster, lower risk application development. This addresses the need for organizations to develop applications quickly to support digital transformation and leverage disparate data sources. The Applications Fabric uses Computer Aided Application Development (CAAD) methods that involve designing applications using pre-formed building blocks rather than coding, reducing risks, costs and development times.
The document discusses the growth of the machine economy and intelligent systems driven by technologies like AI, ML, automation, and 5G connectivity. It notes that the machine economy will be valued at $7 trillion by 2030 and will drive 70% of GDP growth. It then describes Wind River Studio, a cloud-native platform that provides full lifecycle management for developing, deploying, operating, and servicing intelligent systems through a single collaborative environment. Key capabilities include development tools, automated deployment, operations management, digital feedback loops, and curated services.
Traditional application delivery is broken and cannot keep up with demands of the digital age. However, Low-code Platforms are emerging as key enablers to innovation by simplifying the development and deployment of custom enterprise apps.
The Five Essential Truths of the Application EconomyCA Technologies
We’re in the midst of a business revolution – one where customers interact with businesses via software. Where apps have become the primary face of the business. Where JPMorgan Chase has more software developers than Google and more technologists than Microsoft. Welcome to the Application Economy.
This SlideShare outlines five things IT professionals should know about the Application Economy and how it will affect their business, their industry, and their careers. In some industries, the number of software jobs has doubled over the past ten years.
Learn more at http://rewrite.ca.com/us/default.aspx?mfm=425887
The document discusses developing and deploying an application in the Salesforce cloud environment using Visualforce. It begins with an introduction to cloud computing and the Force.com platform. It then outlines the requirements, specifications, and software description for the application. The application will be developed using Visualforce markup and controllers, and deployed on the Force.com platform to provide a user interface in the cloud.
Social media, mobile devices, analytics and cloud computing (SMAC) have combined to create a technology ecosystem that supports project management. SMAC allows project managers to access information anytime from anywhere, collaborate more effectively with teams, and gain insights from analytics. While SMAC has benefits, successful adoption depends on factors like an organization's business model and culture. Project managers must redefine processes and best practices to leverage SMAC's value.
Seamless Cloud Integration: Leveraging Application Modernization for Business...basilmph
Application modernization is the process of enhancing and updating legacy software to meet current digital demands. This includes upgrading software architecture, infusing high-value technologies like AI and cloud computing, and fostering innovation.
The document discusses the Softdate Date & Time Simulation Suite, which allows testing of date and time logic in applications. It notes that date/time logic is common in applications but prone to errors, and testing it is essential before moving applications to production. The Softdate Suite supports various platforms including z/OS mainframes, Linux, UNIX, and Windows, and has options for coordinating date/time testing across multiple systems. It aims to help enterprises fully test applications and ensure quality assurance as part of their DevOps processes.
Checklist For Modernizing Your Legacy Application.pdfZoe Gilbert
Hereunder is a brand-new, popular checklist for modernizing your outdated applications, since IT industry releases new versions every year since technology is evolving and rendering the previous versions obsolete.
To benefit from the decrease in security concerns, system flexibility to new features, and boosted productivity, learn about common modernization tactics.
Similar to Becoming a Software-Centric Business - Best Path Forward in an Uncertain Post-COVID-19 World (20)
Using Adaptive Scrum to Tame Process Reverse Engineering in Data Analytics Pr...Cognizant
Organizations rely on analytics to make intelligent decisions and improve business performance, which sometimes requires reproducing business processes from a legacy application to a digital-native state to reduce the functional, technical and operational debts. Adaptive Scrum can reduce the complexity of the reproduction process iteratively as well as provide transparency in data analytics porojects.
Data Modernization: Breaking the AI Vicious Cycle for Superior Decision-makingCognizant
The document discusses how most companies are not fully leveraging artificial intelligence (AI) and data for decision-making. It finds that only 20% of companies are "leaders" in using AI for decisions, while the remaining 80% are stuck in a "vicious cycle" of not understanding AI's potential, having low trust in AI, and limited adoption. Leaders use more sophisticated verification of AI decisions and a wider range of AI technologies beyond chatbots. The document provides recommendations for breaking the vicious cycle, including appointing AI champions, starting with specific high-impact decisions, and institutionalizing continuous learning about AI advances.
It Takes an Ecosystem: How Technology Companies Deliver Exceptional ExperiencesCognizant
Experience is becoming a key strategy for technology companies as they shift to cloud-based subscription models. This requires building an "experience ecosystem" that breaks down silos and involves partners. Building such an ecosystem involves adopting a cross-functional approach to experience, making experience data-driven to generate insights, and creating platforms to enable connected selling between companies and partners.
Intuition is not a mystery but rather a mechanistic process based on accumulated experience. Leading businesses are engineering intuition into their organizations by harnessing machine learning software, massive cloud processing power, huge amounts of data, and design thinking in experiences. This allows them to anticipate and act with speed and insight, improving decision making through data-driven insights and acting as if on intuition.
The Work Ahead: Transportation and Logistics Delivering on the Digital-Physic...Cognizant
The T&L industry appears poised to accelerate its long-overdue modernization drive, as the pandemic spurs an increased need for agility and resilience, according to our study.
Enhancing Desirability: Five Considerations for Winning Digital InitiativesCognizant
To be a modern digital business in the post-COVID era, organizations must be fanatical about the experiences they deliver to an increasingly savvy and expectant user community. Getting there requires a mastery of human-design thinking, compelling user interface and interaction design, and a focus on functional and nonfunctional capabilities that drive business differentiation and results.
The Work Ahead in Manufacturing: Fulfilling the Agility MandateCognizant
Manufacturers are ahead of other industries in IoT deployments but lag in investments in analytics and AI needed to maximize IoT's benefits. While many have IoT pilots, few have implemented machine learning at scale to analyze sensor data and optimize processes. To fully digitize manufacturing, investments in automation, analytics, and AI must increase from the current 5.5% of revenue to over 11% to integrate IT, OT, and PT across the value chain.
The Work Ahead in Higher Education: Repaving the Road for the Employees of To...Cognizant
Higher-ed institutions expect pandemic-driven disruption to continue, especially as hyperconnectivity, analytics and AI drive personalized education models over the lifetime of the learner, according to our recent research.
Engineering the Next-Gen Digital Claims Organisation for Australian General I...Cognizant
The document discusses potential future states for the claims organization of Australian general insurers. It notes that gradual changes like increasing climate volatility, new technologies, and changing customer demographics will reshape the insurance industry and claims processes. Five potential end states for claims organizations are described: 1) traditional claims will demand faster processing; 2) a larger percentage of claims will come from new digital risks; 3) claims processes may become "Uberized" through partnerships; 4) claims organizations will face challenges in risk management propositions; 5) humans and machines will work together to adjudicate claims using large data and computing power. The document argues that insurers must transform claims through digital technologies to concurrently improve customer experience, operational effectiveness, and efficiencies
Profitability in the Direct-to-Consumer Marketplace: A Playbook for Media and...Cognizant
Amid constant change, industry leaders need an upgraded IT infrastructure capable of adapting to audience expectations while proactively anticipating ever-evolving business requirements.
Green Rush: The Economic Imperative for SustainabilityCognizant
Green business is good business, according to our recent research, whether for companies monetizing tech tools used for sustainability or for those that see the impact of these initiatives on business goals.
Policy Administration Modernization: Four Paths for InsurersCognizant
The pivot to digital is fraught with numerous obstacles but with proper planning and execution, legacy carriers can update their core systems and keep pace with the competition, while proactively addressing customer needs.
The Work Ahead in Utilities: Powering a Sustainable Future with DigitalCognizant
Utilities are starting to adopt digital technologies to eliminate slow processes, elevate customer experience and boost sustainability, according to our recent study.
AI in Media & Entertainment: Starting the Journey to ValueCognizant
Up to now, the global media & entertainment industry (M&E) has been lagging most other sectors in its adoption of artificial intelligence (AI). But our research shows that M&E companies are set to close the gap over the coming three years, as they ramp up their investments in AI and reap rising returns. The first steps? Getting a firm grip on data – the foundation of any successful AI strategy – and balancing technology spend with investments in AI skills.
Operations Workforce Management: A Data-Informed, Digital-First ApproachCognizant
As #WorkFromAnywhere becomes the rule rather than the exception, organizations face an important question: How can they increase their digital quotient to engage and enable a remote operations workforce to work collaboratively to deliver onclient requirements and contractual commitments?
Five Priorities for Quality Engineering When Taking Banking to the CloudCognizant
As banks move to cloud-based banking platforms for lower costs and greater agility, they must seamlessly integrate technologies and workflows while ensuring security, performance and an enhanced user experience. Here are five ways cloud-focused quality assurance helps banks maximize the benefits.
Getting Ahead With AI: How APAC Companies Replicate Success by Remaining FocusedCognizant
Changing market dynamics are propelling Asia-Pacific businesses to take a highly disciplined and focused approach to ensuring that their AI initiatives rapidly scale and quickly generate heightened business impact.
The Work Ahead in Intelligent Automation: Coping with Complexity in a Post-Pa...Cognizant
Intelligent automation continues to be a top driver of the future of work, according to our recent study. To reap the full advantages, businesses need to move from isolated to widespread deployment.
The Work Ahead in Intelligent Automation: Coping with Complexity in a Post-Pa...
Becoming a Software-Centric Business - Best Path Forward in an Uncertain Post-COVID-19 World
1. May 2020
Software Engineering
Becoming a Software-
Centric Business —
Best Path Forward in
an Uncertain Post-
COVID-19 World
Innovating in a post-pandemic world will pose new
challenges — from unpredictable shifts in customer
behavior to development teams that work from home
by necessity or choice. Adapting quickly to new
risks and opportunities requires a modern infrastructure
and application architecture, new processes and a
culture that rewards experimentation.
2. 2 / Becoming a Software-Centric Business — Best Path Forward in an Uncertain Post-COVID-19 World
Software Engineering
Executive Summary
Software is today’s engine of business. For customers,
software is the way they engage with your company — to
place orders, request service, apply for loans, view account
status, troubleshoot their Wi-Fi access points, and more. If the
preeminence of the mobile application wasn’t clear before,
overwhelmed call centers during the COVID-19 pandemic
drove home the point. For the workforce, software delivers the
information, analytics and automation needed to dynamically
adapt to unpredictable changes — like the onslaught of market
disruptions and anxious consumer behaviors due to the viral 9
outbreak and resultant preventive measures.
In short, the pandemic fast-tracked the need for every company across virtually every
industry to become software-centric. How well the company can deliver quality software and
software products that address real needs — and master virtual teams that can work from
anywhere — will have a direct effect on revenue, costs and customer satisfaction.
To learn what leading companies expect from software engineering, progress to date and
barriers, in mid-2019 we surveyed 2,628 business and technology leaders in North America,
Western Europe and across the Asia-Pacific region. (See Methodology, page 18.)
The study reveals a disconnect between leaders’ beliefs — that modern software delivery
can make or break the business — and their actions to date. Nearly all respondents (94%)
acknowledge that software engineering is important or critical to their company’s future.
The value they expect includes cost savings of 25% or more (89% of respondents), revenue
increases of 3% or more (96% of respondents), at least 45% faster time to market (72% of
respondents) and at least a 6% boost to customer satisfaction (96% of respondents).
And yet progress has been slow. While 80% of respondents have begun adopting a digital
engineering strategy, only 8% have crossed over to production. Top barriers are lack of
budget (cited by 82% of respondents) and “poor perception of the business impact of
software engineering” (37%).
3. Becoming a Software-Centric Business — Best Path Forward in an Uncertain Post-COVID-19 World / 3
Software Engineering
Becoming a software-driven business doesn’t happen in one
go — it’s a journey. Companies that adopt the technology,
processes and culture to anticipate new customer needs and
quickly adapt to unforeseen risks lead the way.
This white paper offers concrete recommendations for overcoming both barriers by
converting software engineering from a cost center to a catalyst for competitive advantage.
Recommendations are organized in four sections:
❙ Rethinking the technology foundation: Agility in an uncertain world requires accelerating
the transition to the cloud and modernizing applications to take advantage
of cloud scale, automation and elasticity.
❙ Adopting a software product engineering mindset: Months-long release cycles are
nonstarters when consumer desires and business needs can do an about-face in an
instant.Agile methodology accelerates the cadence of innovation to days — even hours
or minutes.A focus on customer and business outcomes from the earliest stages of
product planning,what we call “outcome engineering,” helps make sure the product
meets real customer needs.
❙ Reshaping the software delivery organization: The new working unit is the pod – an
autonomous team,typically with six to eight members that collectively have all the skills
needed to design and develop a prototype, conduct user testing and deploy the solution.
❙ Fostering a culture that rewards experimentation: Every experiment is a success,
whether it proves or disproves a hypothesis. Each experiment uncovers new risks and
new opportunities.
Becoming a software-driven business doesn’t happen in one go — it’s a journey.
Companies that adopt the technology, processes and culture to anticipate new customer
needs and quickly adapt to unforeseen risks lead the way. Those stuck in reactive mode,
with months-long development cycles, will fall ever further behind.
4. Software Engineering
4 / Becoming a Software-Centric Business — Best Path Forward in an Uncertain Post-COVID-19 World
Note: Percentages do not sum to 100% due to rounding.
Response base: 2,628 executives
Source: Cognizant
Figure 1
Rethink the technology foundation
Customer needs and the technology to address them are in a constant
state of change. Underscoring how fast emerging technologies can
become mainstream, many respondents reported using natural language
processing (59%), augmented reality (56%) and biometrics (41%).
Accelerating the pace of innovation requires transitioning from on-premise infrastructure and monolithic
applications to hybrid clouds and container-based applications. Social distancing will also require more
automation to enable virtual data centers and self-healing networks.
Hybrid clouds — create the “elastic enterprise”
Cloud migration remains a work in progress for our survey respondents. Only 33% have completed cloud
migration, while 51% are somewhere on the journey (see Figure 1).
Migration of apps from legacy architecture to
cloud-based architecture
Do not plan to migrate to cloud
Planning but not yet started
In process of migrating to cloud
Have migrated to cloud
33%
51%
14%
2%
1
5. Becoming a Software-Centric Business — Best Path Forward in an Uncertain Post-COVID-19 World / 5
Software Engineering
Quick Take
Freight leader quickly adapts to
changing market conditions
Challenge: A leading transportation company recognized that it needed a more agile business
model to keep up with massive changes taking place in the freight shipping market.
But, its aging and inflexible set of applications development methods made business agility nearly
impossible. Moving to the cloud would increase operational efficiency and enable the company to
quickly build appealing applications and software products for shippers and truckers.
Solution: We worked with the company to build a modern cloud platform and introduce Agile
methodology. More than 400 developers working in pods of six to eight people built microservices-
based modules for order management, pricing, rating, assets and yards, and more.
Outcomes:
❙ 80% more electronic orders accepted automatically.
❙ 40% more carrier payments processed automatically.
❙ Up to 10 days of advance visibility for account representatives,
improving supply chain collaboration.
6. 6 / Becoming a Software-Centric Business — Best Path Forward in an Uncertain Post-COVID-19 World
Software Engineering
Applications can be moved to the cloud gradually. For early results, we recommend starting with heavily
used applications experiencing variable demand over the day; cloud services enable organizations to add or
remove resources in step with demand, paying only for what is needed. (See Quick Take on the preceding
page. For more insight on how to automate the scaling of cloud resources, read “Keeping the Lights on
During the Pandemic.”)
If the public cloud is farther away from your users than your data centers, reduce application latency by
caching frequently accessed content on internal servers. Edge caching works best with content that doesn’t
change often, such as product and pricing information for an e-commerce application, documentation,
and profile data for customers who use the application daily. (Learn more by reading “Social Distancing
Investments Made Now Will Continue Reaping Benefits Later.”)
Modern application architecture: take full advantage of cloud scale,
elasticity and automation
The pandemic introduced new consumer consumption behavior, including more online interactions, more
interactions outside normal hours and more video consumption. Some of these behaviors will fade over time,
but most will endure and new ones will doubtless arise. Companies that wait for the return of pre-pandemic
market behavior and business norms may wait themselves right out of business.
Simply “lifting and shifting” applications to the cloud provides limited value to the business. Taking full
advantage of cloud scale, elasticity and automation requires modernizing the application architecture.
Cloud-native applications take far less time to update than legacy applications because they are built from
self-contained components (microservices or containers) — often one per feature — that communicate via
application programming interfaces (APIs). As needs evolve, developers can add components and APIs
without changing what’s already there. (To learn more, read “Using Containers to More Effectively Manage
DevOps Continuous Integration.”)
Application transformation rarely requires a full rewrite. Typically it’s more practical and cost-effective
to reshape the existing legacy monolithic applications into a cloud-native form. (See Quick Take, page
8.) When we measured the impact of a microservices-based architecture for a large insurance client in
Canada, downtime decreased from 10% to nearly zero, application management overhead shrank 25% and
infrastructure costs dropped 30%.
7. Becoming a Software-Centric Business — Best Path Forward in an Uncertain Post-COVID-19 World / 7
Software Engineering
Cloud-native applications take
far less time to update than
legacy applications because they
are built from self-contained
components (microservices or
containers) — often one per
feature — that communicate
via application programming
interfaces.
8. Software Engineering
Quick Take
8 / Becoming a Software-Centric Business — Best Path Forward in an Uncertain Post-COVID-19 World
Cloud-native card payment
platform adapts easily to
new payment methods and
standards
Challenge: A multinational financial services company envisioned a fully digital payments
network. The old mainframe application had reached capacity and made it very difficult to
add country-specific features.
Solution: We started with three virtual pods, including members in the U.S. and India, and
scaled to 14 pods. The cloud-native payment platform approves or denies transactions
quickly — in part because microservices communicate with each other seamlessly.
Outcomes:
❙ Better customer experience: Payments are approved in less than one-tenth the time it
takes to blink.
❙ Faster pace of innovation: With microservices, the company can quickly introduce
country-specific features and support for new payment methods.
❙ New revenue source: Our client can now offer value-added services for merchants:
analytics for targeted marketing campaigns and other decisions.
9. Becoming a Software-Centric Business — Best Path Forward in an Uncertain Post-COVID-19 World / 9
Software Engineering
Adopt a product engineering mindset
Shift your team’s focus from developing software applications
to developing software products. This transition is not trivial. It
requires a mind shift from building functions to serving customer
needs. Embracing the new mindset requires Agile methodology,
DevSecOps practices, automation and a focus on outcomes.
2
Agile and DevSecOps: accelerate delivery
Companies release working code in a fraction of the time needed with Waterfall development by using
Agile methodology and DevSecOps practices such as continuous integration and continuous delivery
(CI/CD). Be sure to loop in customers right from the beginning — in the ideation phase. It’s generally
accepted that 20% of defects stem from problems capturing business requirements.
1
In our experience,
the figure is closer to 30%.
Continue soliciting customer feedback throughout the development process, using it to improve each
successive iteration of the product.
Automation: reduce costs and free developers from repetitive work
In our study, 96% of companies had automated software development to some extent, and 94% had
automated testing. In our practice we’ve also seen good results from using application portfolio mapping
tools to assess performance, usage and business impact of all applications. Insights about feature usage,for
example, are useful for deciding which features to retain and which to switch off. Rationalizing the feature set
simplifies and improves the user experience, increases the overall value of the product and often reduces costs.
10. 10 / Becoming a Software-Centric Business — Best Path Forward in an Uncertain Post-COVID-19 World
Software Engineering
Outcome engineering: keep the focus on the customer
Human-centric design means starting each product idea by understanding the market, customer or
consumer needs, frustrations, goals and behavior — and coming back to them continuously throughout the
development cycle. In our survey, 61% of respondents said they had significantly embraced human-centric
design and design thinking, citing a variety of approaches. The top approaches are behavioral science,
analyzing big data to model consumer interactions and buying patterns (48%); field research, observing of
customers in their environment (48%); and tracking product usage via internet-connected sensors (41%).
Fewer respondents (16%) use predictive artificial intelligence (AI) to anticipate the consumer’s next action
based on previous behavior patterns.
Note: Only selected items shown.
Response base: 2,628 executives
Source: Cognizant
Figure 2
Approaches to understanding customer needs
0 10 20 30 40 50
We use predictive capabilities of
AI to anticipate customer needs
We track product usage and
gather user behavior insights
IoT, intelligent devices and sensors are employed
to gather inputs about needs and experience
Customer research is carried out by
spending time with actual users
We explore end-user needs using a
behavioral science framework 48%
48%
41%
36%
16%
11. Becoming a Software-Centric Business — Best Path Forward in an Uncertain Post-COVID-19 World / 11
Software Engineering
Reshape the software delivery organization
into virtual pods
Handoffs between siloed design, engineering and QA
teams prolong release cycles. We recommend organizing
team members in pods — small, cross-functional, agile
teams that keep the customer at the center of the development process.
These teams perform all the tasks needed to successfully complete a
given project and deliver a specific product or solution.
In our practice we source pod talent from communities of people around the world with a specific skill set —
for example, product managers, user experience designers,full-stack engineers, architects, quality engineers,
machine learning specialists and voice interface specialists. Pods can work in physical locations such as design
and delivery studios — or, by necessity or choice, from home. “Virtual pods,” born of necessity during the
pandemic lockdown, enable companies to source talent from anywhere (see Figure 3).
3
Source: Cognizant
Figure 3
Virtual pod composition
UX/UI Designer
Full Stack Engineer
DevOps
Full Stack Engineer
Scrum Master
Quality Engineer
Product OwnerFull Stack Engineer
POD
12. 12 / Becoming a Software-Centric Business — Best Path Forward in an Uncertain Post-COVID-19 World
Software Engineering
In a post-pandemic world,where virtual product engineering is the norm, pod members need tools and
culture to collaborate virtually for ideation, prototyping, coding and testing.Virtual pods also require a
supportive culture, including:
❙ Community: Community-building ideas include scheduled “lunch and learn” sessions and online
coffee breaks. An outlet for socializing is important for morale and spontaneous learning from
colleagues. To keep projects on track, consider a morning stand-up call and end-of-day retrospective
call for all pod members.
❙ Communication: Teams need videoconferencing software,“presence” apps for finding an available
expert in a particular discipline and a whiteboarding solution for ideation.
❙ Focus on business impact: Evaluate individuals and pods on how well their products improve key
performance indicators (KPIs) and meet business needs. Metrics might include traffic, time to market,
click-throughs, customer retention, revenue, cost savings, and the like. Keep in mind that measuring
business impact of the first release is challenging when there is no “before” metric. In this situation,
capture baseline metrics and measure improvements with the second release, ideally delivered within
weeks of the first.
New approaches to talent acquisition:
hiring, continuous learning and cocreation with partners
Modernizing software for outcome engineering requires talent in full-stack engineering, data science,
cloud-native architectures and Agile methodologies. Demand outstrips supply, with 49% of respondents
ranking lack of talent among the five top stumbling blocks to modern software engineering.
To acquire and retain top talent, consider these approaches:
❙ Widen the net. Search for talent where people hang out (e.g., hackathons).
❙ Offer robust continuous learning opportunities. Surprisingly, only 30% of survey respondents
provided training in house to fill the talent gap.
❙ Advocate for corporate social responsibility (CSR). This is especially important to millennials and
Generation Z.
2
❙ Establish and cultivate communities for all aspects of software product development.
Don’t overlook research, tools development and innovation.
❙ Build relationships with partners that offer a deep bench of talent to supplement your own.
Partners can provide access to scarce skills that are hard to hire or build internally, providing some or
all pod members. (See Quick Take on next page.)
In our survey, 95% of respondents work with a solution provider or system integrator on their transition to
application transformation.
13. Becoming a Software-Centric Business — Best Path Forward in an Uncertain Post-COVID-19 World / 13
Software Engineering
Quick Take
Intrado expects to free up
$13 million annually through
cloud adoption
Challenge: Intrado (formerly West Corp) builds the software that powers services sold
by communications services providers, such as 911 calling, videoconferencing, call center
operations and messaging. More than 200 legacy applications used different platforms,
languages and middleware. Most applications depended on multiple other applications, so
deploying new code took up to 12 months.
Solution: We migrated the entire application portfolio to Pivotal Cloud Foundry — a
platform as a service (PaaS) solution that can be deployed on multiple public clouds. More
than 60 Pivotal specialists worked in pods, first identifying application interdependencies
and then transforming applications into reusable microservices.
Outcomes:
❙ $13 million annual savings — money that can be reallocated to innovation.
❙ On-demand deployment of new code, down from eight hours previously.
❙ Faster time to market: new releases take one person-day, down from five
person-years previously.
Read more here.
14. 14 / Becoming a Software-Centric Business — Best Path Forward in an Uncertain Post-COVID-19 World
Software Engineering
Culture: The key to long-term success
Culture can make or break software development. Notably, 95% of respondents say that the transition to
modern software engineering is culturally challenging (see Figure 4).
To foster a culture that rewards innovation, focus on three areas:
❙ Team structure and collaboration: Build an operational structure that makes team collaboration the
norm. (See Quick Take, page 16.) We see good results from paired programming. Another approach is
to simply make two team members responsible for the same or related tasks and have them collaborate.
(For more, see “Seven Changes That Will Shift Your Software Development Approach for the Better.”)
❙ Talent acquisition and retention: Specifically, reward based on merit, not tenure. The transformation
to a simpler, cloud-native architecture can help eliminate dependence on the few people who understand
complex monolithic applications built years (or decades) ago. Provide opportunities for people to
develop skills.
❙ A “fail-fast, learn-fast” mindset: Encourage experimentation and treat failed experiments as learning
opportunities. (For more, see “Understanding How to Fail: The Essential Ingredient of Radical
Innovation.”) Reward and celebrate individuals and teams that improve products and processes. We
suggest measuring team performance based not on lines of code, but on velocity, quality, product impact
(traffic, click-throughs, revenue, etc.) and autonomy (the extent to which the team meets goals without
management interference). This comprehensive view of performance shapes work behavior and drives
cultural change.
Response base: 2,099 executives
Source: Cognizant
Figure 4
Business leaders see cultural transformation as a challenge
No, it was not culturally challenging
Somewhat culturally challenging
Yes, it was culturally challenging
62%
33%
5%
4
15. Software Engineering
Becoming a Software-Centric Business — Best Path Forward in an Uncertain Post-COVID-19 World / 15
Cultivating a software-centric culture increases the visibility of the software engineering organization and its
value to the business. As noted earlier, 37% of survey respondents ranked “poor perception of the business
impact of software engineering” as a top obstacle to implementation. Outcome engineering — that is, clearly
linking software products to KPIs like revenue and costs — gives senior leaders a clear picture of the central
role of software in the business. This can have the effect of loosening up the purse strings for more budget,
called out by 82% of respondents as an impediment to continued progress.
Outcome engineering — that is, clearly linking software
products to KPIs like revenue and costs — gives senior leaders
a clear picture of the central role of software in the business.
This can have the effect of loosening up the purse strings
for more budget, called out by 82% of respondents as an
impediment to continued progress.
16. Water utility modernizes
customer experience — and
culture
Challenge: Severn Trent Water, a UK water utility, wanted to modernize its applications to
deliver a superior customer experience.
Solution: We worked with the utility to introduce Agile methodologies, tools and culture.
Pods included experts in DevOps and automation. We introduced new incentives to reward
team performance, and we ran walk-in clinics, Agile meetings open to all staff and brown-
bag lunch sessions. These programs brought people together and helped them become
comfortable with Agile culture.
Outcomes:
❙ 300% faster application release cycle — from 12 weeks to four weeks.
❙ 20% more time available for innovation.
❙ 88% of employees agreed the new culture improved collaboration and communication.
❙ 40% increase in first-time-right ratio.
Read more here.
16 / Becoming a Software-Centric Business — Best Path Forward in an Uncertain Post-COVID-19 World
Software Engineering
Quick Take
17. Becoming a Software-Centric Business — Best Path Forward in an Uncertain Post-COVID-19 World / 17
Software Engineering
Looking ahead: Prepare to be nimble in uncertain
times — and never stop
Recognize that becoming a software-centric business is an ongoing process that requires significant change.
Where to begin?
For quick wins, start by modernizing legacy applications. By moving them to the cloud you can retire on-
premise infrastructure, freeing funds for innovation. And making software products easier to adapt to
changing consumer expectations provides a competitive edge.
Organize designers, engineers and QA specialists in agile pods with full responsibility for a feature or set of
features, speeding time to market. Embed a product manager in each pod whose responsibility is to solicit
customer feedback throughout the process — so what you deliver is what customers want.
As the plan progresses, find the right pace to reshape software engineering — not so fast that it disrupts
operations, not so slow that the business succumbs to more nimble, cloud-native competitors. Start with
discrete projects and products that have measurable business impact rather than back-office or “safe”
projects. Then build on their success to introduce the new thinking and processes across the organization.
Above all, cultivate the mindset that innovation and transformation are not one-time events but continuous
processes. Unpredictable events happen all of the time. Transformation efforts need to be ongoing so the
business gets ever better at anticipating change in customer behaviors and wants — always innovating to stay
one step ahead.
Start with discrete projects and products that have
measurable business impact rather than back-office or “safe”
projects. Then build on their success to introduce the new
thinking and processes across the organization.
18. Software Engineering
18 / Becoming a Software-Centric Business — Best Path Forward in an Uncertain Post-COVID-19 World
Endnotes
1 Capers Jones,“The Mess of Software Metrics,” Vol. 9.0, March 8, 2017, www.ppi-int.com/wp-content/uploads/2018/02/The-
Mess-of-Software-Metrics_Jones-C_2017.pdf.
2 Jennifer Robison, “Millennials Worry About the Environment: Should Your Company?” Gallup, May 29, 2019.
Methodology
We surveyed 2,628 business and technology leaders across North America, Europe and Asia-Pac in mid
2019 to understand their thinking around software engineering, both building cloud-native applications and
transforming legacy environments, to operate in the modern digital world. Survey respondents included
primarily C-suite executives and vice presidents (60%), and directors and senior managers (40%) across
the following industries: banking and financial services; insurance; retail and consumer goods; and media,
entertainment, communications and technology.
19. Software Engineering
About the author
Allen Shaheen
Executive Vice President, Digital Engineering, Cognizant
Allen Shaheen is an Executive Vice President responsible for Cognizant’s
Digital Engineering practice. He is also a founding board member of the
Cognizant U.S. Foundation, a nonprofit organization established to expand the
STEM workforce in the U. S. by providing grants to non-profit organizations
that deliver education and skills programs, and other initiatives designed
for high school graduates, women, military veterans and other communities
seeking specialized technical skills for digital technology jobs. Previously, he
led Cognizant’s mergers and acquisitions strategy, and was Global Markets Leader for a number of other
Cognizant groups including the Advanced Solutions Group, Enterprise Applications Solutions, and Quality
Assurance and Engineering Practices. Allen can be reached at Allen.Shaheen@cognizant.com |
linkedin.com/in/allen-shaheen-a52101.
Becoming a Software-Centric Business — Best Path Forward in an Uncertain Post-COVID-19 World / 19