Software development practices in the enterprise have traditionally focused on delivery high-quality code built on proven platforms. But the web and the emergence of apps, built on web scale infrastructure, are rewriting the rulebook.
In fact, businesses struggle to compete with startups that can somehow maximise the value of the new economy, and are able to undermine traditional business models.
“Over the past 20 years, IT has been set up for efficiency, cost reduction and doing things as safely as possible,” says Benjamin Wootton, co-founder of Contino.
He says companies are now driven by the need to work faster and are becoming more agile in order to improve the customer experience.
“This is applying pressure on IT and how we develop software,” he says.
Whereas IT heads previously implemented heavyweight internal IT processes and used outsourcing to reduce cost and maintain quality, in Wootton’s experience, this style of running IT slowed down IT departments. “DevOps and continuous delivery allow organisations to operate faster, which is what enterprises want to do today,” he says.
But Wootton argues that among the challenges for IT leaders is the fact that big enterprises are risk adverse and tend to stick with a tried and trusted formula, often contrary to contemporary best practices.
Shifting the enterprise mindset
Kingsley Davis, a partner at Underscore Consulting, adds: “You want to deliver quickly and at pace, which means having a clear strategy about what things are not important for the product.”
Technology such as Docker, to enable developers to create code that can run in their own containers, along with the ability to have short feedback loops, helps businesses to adapt more quickly. Such technology and techniques form the basis of the cultural shift that companies of all sizes need to make to enable their developer teams to become more adept at delivering software quickly, says Davis.
“Culture is very easy to instil when there is a small group of people,” he says. “Hiring is key.”
Davis recommends that IT leaders plan in advance, and hire people appropriate to the direction the IT strategy is taking.
Russ Miles, lead engineer at Atomist, believes IT leaders can learn much from the way webscale organisations approach software development. “Organisations of any size have to compete,” he says.
The speed of change is such that IT leaders cannot afford not to adapt their business processes. “People look at what Netflix is doing and the thing to take away is that agile software development will only get you so far,” says Miles. “The software itself needs to be as adaptable as the process.”
What this boils down to, says Miles, is that IT leaders need to figure out how to adapt systems and the work IT departments need to do, to achieve the speed and flexibility required by the business.
A case for smarter analytics
If they cannot meet the needs of the business, business users will go elsewhere, or even develop the systems themselves.
“Business users are driving software development,” says Frank Ketelaars, big data technical leader for Europe at IBM. This is a form of shadow IT, he adds. “They use spreadsheet data warehouses as their own analytics platform.”
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