The skin of a watermelon presents a paradox or simultaneous reality of its core; both perfectly ripe and disappointingly mushy, but you won’t know which until it’s cut open. So you just leave it be; looking green and fine until it’s too late and… disintegrates.
We’re excited to announce that we’ve been chosen to deliver three projects on the GOV.UK platform. Over the next few months, we’ll be working closely with the GDS teams to deliver:
When coming up with an explanation of our cloud migration heritage for my talk at Red Hat Forum the phrase “accidental cloud migrators” came to mind. You see we didn’t set out to help organisations move workloads to the cloud but nevertheless we’ve found ourselves helping organisations modernise and migrate. On reflection, I think accidental cloud migrations are the best kind of migration, let me explain why.
Cloud is good for us. So too are practices like DevOps and Continuous Delivery. It’s easy on the surface to read a few articles and think, “yeah, that’s a good idea,” but putting them into practice on the other hand isn’t so easy.
Your organisation has decided it’s ready to move to the cloud. Where do you start?
For all the excitement and talk of cloud it seems the reality, at least in enterprises, is a little less glamorous. With more and more executives backing the move to the cloud, more and more organisations are booting up large migration programmes. Unfortunately their aging IT departments lack the experience required and organisations are forced to depend on service providers to fill the gap.
At Made Tech, we run an internal Hack Day or Learning Day every month. We take time off our paid work to focus on learning something new, like a new programming language, or to hack together some tools that solve a problem we’re encountering.
An increasing number of retailers are exposing core parts of their business through APIs, delivering a more cohesive customer experience across a variety of touchpoints, making it easier to streamline internal operations, and opening opportunities to interface with external channels.
So, you’ve decided that responding to change over following a plan is going to be one of your guiding values. You look at your plans and think “Gosh a lot of decisions went into creating this roadmap, I don’t want to be changing these without good reason”. Then you start getting conflicted over what good reason is, “How can I be confident that rearranging the roadmap is for the best?”.
So you are trying to build a fast moving digital organisation, one that responds to market opportunities, is decisive and can get things delivered. One of the challenges you may encounter is a thing we call Analysis Paralysis.