Global Teams Management

Global Teams Management

Why SpaceX Chose Technossus to Upgrade its Internal Software

Technossus modernized SpaceX’s proprietary ERP system “Warp Drive,” their HR Review System, and their “SafetyNet” application to help the company operate manufacturing more efficiently while protecting their workforce from injury and maintaining a culture of safety. By Kurt Lohse. Head of Global Marketing, Technossus In 2013, SpaceX contracted Technossus to modernize its proprietary ERP system called Warp Drive. Impressed with Technossus’s work, the tech giant contracted Technossus to do the same for two of their other internal applications: SafetyNet which monitors employee safety, and its HR Review System. Since then, Technossus has provided ongoing modernization and support for these three systems.  I caught up with our Senior Enterprise Solutions Architect, Steve Kardian, to learn more about Technossus’s role with SpaceX, why the aerospace company chose to continue the relationship with us, and what Technossus does exactly for this Fortune 50 company.  Three systems In 2013, SpaceX chose Technossus as its very first external software development partner. The company’s Warp Drive system had grown outdated and was in need of modernization. The system had been built internally and the people who had built it were either no longer with the company or assigned to other projects.  After a successful initial trial on Warp Drive, SpaceX reached out to Technossus again to modernize its other two proprietary systems:  SafetyNet And its internal HR Review system SafetyNet is a manufacturing management application that helps SpaceX operate rocket manufacturing more efficiently while protecting its entire workforce from injury and maintaining its exceptional culture of safety.  The tool tracks employee injuries and workplace safety issues. It allows incidents to be reported to the causes so they can be quickly remedied.  “But the technology used on SafetyNet was rather antiquated,” Kardian says. “And so there were not a lot of people who actually knew how to improve it.” The application was written in AngularJS, official support for which was discontinued in January 2022. SpaceX didn’t want to rewrite the entire code base but asked Technossus to help bring in additional features, clean up the code, and optimize it.  After the first series of changes, SpaceX asked Technossus to continue the optimization process.  “Not a lot of people understand AngularJS anymore,” says Kardian. “So, while we’re building in new features into the SafetyNet system, we’re also working with SpaceX to figure out the best way to modernize the code base because eventually, it’s going to need to be replaced.” Making matters more challenging, the original developers of these systems moved on to different roles at different companies without ever really turning over the knowledge of these systems. For the most part, Technossus has had to reverse-engineer the existing systems and go directly into the code bases to try and figure out what that code does.   The greatest challenge has been keeping the existing system working while strategizing a way for a better system in the future.  New features all the time Technossus’s role is far from one of just “fixing what’s broken.” Technossus’s primary function now is keeping up with the torrent of improvements that SpaceX wants to implement in these systems.  “They want a lot of things,” says Kardian. “For example, their HR System reviews employee performance but they’ve never had anything to track interns.” So Technossuis now implementing additional functionality into this system to track everything related to interns from the moment they arrive. This helps SpaceX decide if they want to keep working with those interns, and possibly even make them a permanent offer.  Success in the future Forming a close strategic IT consulting and technical resource relationship, Technossus has been instrumental in developing SpaceX’s proprietary business applications and operational management systems. Working to form teams of internal and external development resources, the partnership has successfully modernized systems relating to proprietary ERP, WMS, HR, and manufacturing process management.  The technical innovations implemented through access to external insights provided by Technossus help to ensure SpaceX remains in a league of its own when it comes to worker safety, business process optimization, and extensions of tech through to global device hardware. To read our Client Success case studies on SpaceX, please click here. To learn more about how Technossus can help your company modernize its legacy applications, contact us today.  Related posts: Digital Transformation: Key Questions & KPIs that Track to Value (w/ INFOGRAPHIC) ALM: Drive Innovation By Being Predictable and Boring Is AI Good for Business? Seizing Value: Using Data Science & Analytics to Direct Digital Transformation

Digital Transformation: Key Questions & KPIs that Track to Value (w/ INFOGRAPHIC)

Digital transformation: it’s the buzz phrase on every tech executive’s lips that won’t go away. But before you continue on the bandwagon and start throwing money at more consultants and fancy new software (rather than the right consultants and right software), you need to ask yourself: what in the world are we hoping to achieve as an organization? Be brutally honest; do you have complete clarity and alignment between the critical business questions you are asking and the metrics you are using to measure success and value realization? First and foremost, you need to know your end goal. What kind of numbers are you hoping to hit? Increased revenue? Reduced costs? Improved customer satisfaction? Possibly a combination of benefits? Figure those out first, because, without it, you’re just spinning your wheels. Next, take a good, hard look at your current technological landscape. What are the pain points? What’s not working? Because let’s face it, you’re not undertaking a digital transformation initiative just to keep people busy, you’re innovating to stay one or more steps ahead of an unpredictable market and your competitors. Measurement Metrics to Know What Success Looks Like in Value Recognition Measurement is key. How are you going to know if all this new tech capability you’re implementing is paying off? You absolutely must establish some key performance indicators and track them closely. There are almost too many key performance indicators (KPIs) that organizations can use to track the success and realized value of digital transformation initiatives. True success comes from identifying and focusing on the right ones for your business. Here are a few Digital Innovation KPI examples to consider: Operational efficiency: Track the time and resources required to complete tasks, and look for ways to automate and streamline processes. Employee engagement: Measure employee satisfaction, productivity, and retention to gauge how well your digital transformation initiatives are being received. Customer engagement: Track customer satisfaction, retention, and engagement to measure how well your digital initiatives are impacting your customer base. Revenue growth: Monitor the financial impact of your digital initiatives by tracking revenue growth, sales, and other financial metrics. Cost savings: Track the costs associated with your digital initiatives, and look for ways to reduce expenses and improve efficiency. Market share: Measure your market share and compare it to your competitors to determine how well your digital initiatives are impacting your market position. Time to Market: Monitor the speed at which you can bring new products or services to market, and see how it changes with the progress of your digital transformation initiatives. Mobile & Online engagement: Measure how many customers or users are engaging through your online channels or mobile applications, and track the growth or decline of these engagement figures. Data-driven decision-making: Track how often data is being used to drive decision-making in your organization, and look for ways to make data analysis and visualization more widespread. Digital Adoption: Track the adoption rate of your digital platforms and tools across the company and identify areas where further training and support may be needed It’s important to note that the KPIs you choose to track will depend on the specific goals and objectives of your specific digital transformation initiatives. You should select the ones most relevant to your organization’s long-term goals. Before Beginning Any Digital Transformation Journey, Carefully Map Your Starting Point Never gloss over the technical details of your current reality. You need to assess your existing infrastructure thoroughly and figure out what needs to be updated or overhauled. For tech innovation to stick, you must focus on and build a plan around cultural impact and adoption. Cultural change is hard, and people resist it, you need to be ready to manage it. Make sure your employees, vendors, and customers understand why you’re doing this and how it will benefit them. Security, governance, and compliance: all crucial. You don’t want to end up in the headlines for all the wrong reasons. And, most importantly, remember that this is not a one-time thing. Advanced technologies and markets are constantly evolving, you need to have a plan for how you’re going to keep up. Digital transformation isn’t cheap either, you need to be realistic about the resources and budget required, and make sure you’re allocating them effectively. And, last but not least, minimize the disruption of business operations as much as possible. In short, before diving into the craze of holistic digital transformation, make sure you know what in the world you’re doing and have the plan to survive and thrive. 10 Digital Transformation Alignment Questions Here are ten starting questions that every company should ask before undertaking a digital transformation initiative: What specific business goals does the digital transformation initiative aim to achieve? (e.g., Increase revenue, reduce costs, improve customer experience) What are the current pain points and limitations in the organization’s processes, systems, and technology that the digital transformation aims to address? How will the company measure and track the success of the digital transformation initiative? What key performance indicators will be used? What is the organization’s current technology infrastructure, and how does it need to be updated or overhauled to support digital transformation? How will the company address and manage cultural resistance to change, and what steps will be taken to ensure employee buy-in and adoption of new technology and processes? What steps will the company take to ensure data governance, security, and compliance with relevant regulations and laws? How will the company stay current and adapt to changing technologies and market trends? What is the organization’s long-term plan for maintaining, updating, and evolving the new systems and processes implemented through digital transformation? What resources and budget will be required for the digital transformation, and how will these be allocated? How will the company ensure continuity and minimize disruption to business operations during the digital transformation process? Visualizing the Correlation Between the Qualifying Questions and Value-based KPIs Use the INFOGRAPHIC below as a practical discussion tool during your next team review on digital transformation […]

Seizing Value: Using Data Science & Analytics to Direct Digital Transformation

The Biggest Challenge with Digital Transformation Although digital transformation (DT/DX) is projected to be a $2.19 trillion industry by 2030, there is often a divide between its expected benefit and realized ROI.  Somewhere in the last decade, the concept of “digital transformation” lost its meaning for modern enterprises, and companies report that they struggle to attribute practical ROI to their tech investments. One theory for this divide was forwarded in a 2020 report by McKinsey. It said, “Organizations that make minor changes to the edges of their business model nearly always fall short of their goals.” The connotation here is that a company must either transform its entire business or not transform at all.  Liem Vu, CEO of Technossus, a data-driven tech consultancy company with such giants on its client roster as SpaceX, CommonSpirit, and Adapt Health, generally agrees, but also believes the problem runs deeper than that.  “Companies often fail to hit their digital transformation goals because they go to Digital without enough consideration for a change to the underlying process and operating models supporting the new desired Experience,” he says. “This becomes counterproductive to achieving the optimal Experience as the underlying processes and models cannot fully suport the new Digital channel.” What companies should be doing, Vu says, is developing the deep insight, through data, that is necessary for creating the Digital Transformation that meets the business objectives which were discovered through data analysis.  To tackle this problem and bring realized value to a company’s DX efforts, Technossus has adopted a data-driven approach to DX. Can data play a bigger role? The primary reason companies express they have difficulty defining the value realized from their transformation initiatives is that they fail to use data, analytics, and insights to direct their business decisions in the first place. “Not only can data analytics play a bigger role,” says Vu, “but it is the key to injecting value creation into process from the beginning.”  After years of working with clients such as GE Healthcare, Toyota, Taco Bell, SpaceX, and other household names, Technossus has developed a robust process for obtaining data to gain insight which opens the door to solutions that create value in an organization. The result is consistent ROI and improvement from DX projects.  “We developed a data-driven process whereby project prioritizations are directed by the company’s own data,” says Vu. “We combine robust analytical methodologies with our cross-industry expertise and deep insider knowledge of end-to-end software delivery to design roadmaps that are rooted in growth and value realization.” The challenges with data-driven DX — “Data infrastructure doesn’t really sizzle.” “I consistently see two problems with data projects,” says Vu. “Early on, it is difficult for executives to recognize the potential value of the project because the work is focused on data infrastructure, which isn’t very exciting. The initial work isn’t an app or some new breakthrough that they can immediately interact with, so the initial buy-in is a challenge.” The second problem, Vu says, is that it’s difficult to build business cases at the start, particularly with AI/ML Analytics projects. Often times, it is not clear what insight will be derived when working with large volumes of disparate data. It often takes multiple iterations to see the patterns and insight emerge and only then can you see the value. That is often why Execs feel they are forced to take a “leap of faith” in the data project before value can be defined.  To solve this problem, Vu recommends experimentation in the area. “This can help determine the value through iterations,” he says. “A series of small, clearly-defined projects to prove concepts that build upon each other, typically helps.” AI/ML Ops is also often missed. Given that the industry is moving to AI/ML models to improve analytics, AI/ML Ops becomes important as models are constantly refined and deployed. It’s an iterative process that, when managed effectively, the enterprise gains value from all the work done in this area as it provides a centralized repository and process. But it can feel like a long haul during the journey, before the destination is reached.  At the other end of the spectrum is Data Governance. Companies often underspend here or don’t provide enough focus. An increasingly restrictive environment on the processing and holding of data across jurisdictions means that companies have to pay attention to who owns what data, where it is held, how it is held, and if it is in compliance. Failure to consider these aspects could work counterproductive to achieving ROI as a result of costly fines. Real-time data is valuable but expensive Another hard sell is real-time data (RTD).  RTD is more actionable than stale data. Depending on the industry, stale data could be a month, week, or even 24 hours old.  But obtaining RTD is also more costly. It requires sophisticated infrastructure and possibly legacy platform, systems, and application integrations to make RTD usable and ultimately most valuable to your operations. Instead of assuming that RTD will be the silver bullet to solve all problems, a company should do a thorough cost-benefit analysis on it when considering the timeliness of data because acquisition and management costs for data vary based on source, volume, availability, etc.  Properly budgeted, a company improves its chances of achieving ROI with the RTD instead of breaking the bank for a system that costs more than the value it creates. Three proven paths to business prosperity Every company’s needs are unique, and Technossus has established three highly workable paths for companies to achieve business prosperity within the overall paradigm of Data>Insights>Value Creation.  “These proven process paths to meaningful business transformation were developed after a decade of tech consulting work for some of the most demanding companies in the world,” says Kevin Castle, Co-Founder and Global Board Member for Technossus Holdings.  The company reviewed and assessed several dozen of its own case studies to build an internal database of methodologies that worked time and again to provide tangible, practical value to Technossus’s […]

Observability as a Delivery Enabler

The Growing Importance of Observability Observability is becoming increasingly important in the modern enterprise as IT landscapes become more complex and distributed. When communicating the value of observability, technologists usually focus on the how it can help lower Mean Time to Detection (MTTD) and Mean Time to Resolution (MTTR)[i]. This may be a great way to communicate the value of observability to IT or Operations teams, but it is not always the case that the people troubleshooting performance issues report through IT leadership. Instead of IT, the technical staff in many organizations may report to Marketing, Product Development, Program Management, or some other business unit. Don’t get me wrong, the folks in these other areas of the business certainly understand that there are benefits to lowering MTTD and MTTR, but if they aren’t tracking those metrics as KPIs on their teams, then appealing to them may not be the most effective way to communicate the value of observability. When talking with these businesses, we prefer to frame the business value of observability as a delivery enabler. Rather than point to metrics that teams may or may not be tracking, we frame the issue in terms of the challenges that developers and product owners in all business units experience regardless of which KPIs they use. These challenges are: 1.) keeping delivery priorities on track when performance issues arise, and 2.) protecting the investment businesses make in their people and culture. Minimizing the impact on your delivery priorities In 2022 I was helping one of the largest non-profit healthcare providers in the United States implement New Relic as their observability platform. While we were still in the process of rolling the platform out, one of the teams reached out to me and asked if I could join a call. There were over 25 people on the call (developers, tech leads, architects, product owners, etc.) and as I joined, the tech lead told me they were struggling to figure out why their application was failing. The team had been completely blocked for 2 days, and the issue was impacting the deployment schedule of another team as well. This is a common challenge in organizations with large distributed systems and multiple delivery teams. Fortunately, we had already instrumented most of the system. We used New Relic and within 10 minutes the tech lead, product owner, and I had the problem identified. Let that sink in for a minute. Observability enabled 3 people to accomplish something in 10 minutes that had eluded dozens of people for days. If we had started there, no one would have been blocked and deployments wouldn’t have been in jeopardy. As DevOps gains wide adoption, delivery teams are impacted by performance degradation in their systems since they are responsible for both the development and operation of their applications. Deadlines for delivering new or improved features may be adversely affected if the team has to dedicate too many hours to troubleshooting issues affecting their applications, and since performance issues tend to cascade through a distributed system, the root cause of the issue plaguing the team may not even be part of their application. This was the case in the anecdote above, which is why they had so much trouble identifying the issue.                 When considering the impact of troubleshooting efforts, we notice that issues that require a high level of effort to resolve are at best disruptive to delivery priorities and at worst paralyzing, depending on their frequency. Our goal with observability is to lower the effort required to identify and resolve performance issues, and to bring troubleshooting efforts down below the bar, so that the team’s ability to deliver value for the business isn’t disrupted. Delivery teams don’t want to be blocked by performance issues. This is true regardless of whether they are part of IT, Marketing, or Product Development. With the ease of access and clear visibility[ii] that a well-designed observability platform provides, we can lower the effort required to identify performance issues and improve the team’s ability to resolve the issue without negatively impacting current priorities. We also enable the team to lower the frequency of the issues, and when performance issues are infrequent and don’t require a high level of effort to identify, the impact to delivery priorities is minimal and team schedules don’t get derailed. Protecting your investment in your people Another important benefit to minimizing the impact of performance issues on delivery priorities is an improved developer experience and team environment. Businesses invest heavily in their people and team cultures, and developer experience is a critical aspect of the health and culture of DevOps teams. I’m not going out on a limb when I say developers enjoy writing code and developing applications, and when developers can stay focused on their tasks there’s a certain momentum that builds which contributes to a sense of satisfaction in their work. Interruptions are inevitable, but when things like troubleshooting become frequent and difficult due to the inherent complexity of the system, it can negatively impact the morale of the team, especially when they know the root cause may not even be part of their application. Eventually, this can lead to team leadership seeing higher rates of burnout and turnover, which undercut the investment the business has made in its people. Of course, there are many contributing factors to team culture and burnout, but the level of effort required to perform routine tasks like troubleshooting can impact a team’s morale in a significant way. A well-designed observability implementation addresses this directly. When the impact of performance issues on delivery is minimized, developers can maintain their momentum without being drawn into long, difficult troubleshooting sessions. The result is an improved team environment where developers are less likely to experience burnout. If you’ve been hearing that observability can help you lower MTTD and MTTR but your teams don’t actively track those metrics, your business can still benefit from observability in a powerful way as […]

11 Pro Tips for Leading High-Performing Development Teams

By Trae Moore – Principal Consultant, Technossus I’ve been very fortunate in my career to lead a diverse array of highly-capable software engineering teams for some high-profile companies. A frequent challenge that is difficult to overcome during periods of high development is when the engineering team repetitively struggles to meet deadlines for their latest project due to a lack of direction, goals, or clearly defined expectations. In this post, I will share some software development productivity tips and techniques I have assembled over many years as a development team leader. These productivity tips may work to help you resolve similar challenges you could be facing by offering some simple recommendations for how best to course-correct stalling teams and align them on clarity of purpose and defining what success means. Examining the problem Let’s say, for example, you’re a dev team leader, and you’re noticing your team members are feeling overwhelmed and unmotivated, and you’ve also been seeing a significant increase in errors and rework. As the team leader, you are responsible for finding solutions to these issues in order to ensure that the project is completed on time and to the required quality standards. Let’s pull simple problem statements out of a high-level team problem analysis. Lack of clear goals and expectations Overwhelmed and unmotivated team members Increased errors and rework Missed deadlines As an engineering team leader, some of your responsibilities include setting clear goals and expectations for your team, providing ongoing support and guidance, and effectively communicating with team members, other departments, and stakeholders. As leaders, we should always strive to create a supportive and collaborative environment where team members feel valued and motivated to contribute their best work. Clarify goals Once we identify some key problem statements, you should examine what these problems represent and what processes we can change to stimulate improvement. Set clear goals and expectations: It might seem obvious, but when problems arise, look here first. Clearly define the objectives and tasks for each project and provide specific deadlines and performance metrics to track progress. This will help team members understand what is expected of them and how they can contribute to the success of the project. Provide ongoing support and guidance: We all think we are doing this as a natural byproduct of doing our jobs, but when things aren’t running smoothly, stop and examine your level of effort here. Make sure team members have the resources and support they need to complete their work effectively. This may involve providing extra training or coaching, answering questions, and addressing any new challenges your team members are facing. Communicate effectively: Easy to say, hard to do. Take extra care to ensure you regularly communicate with team members, other departments, and stakeholders to ensure everyone is aligned on project goals and timelines. This may involve holding regular team meetings, providing written updates and guidelines, and responding to questions and concerns in a timely manner. Additionally, be open to feedback and suggestions from team members, and work to create a collaborative and supportive work environment. The easiest way to head off a never-ending stream of delays is to make sure all team members know they have an open-door policy with you to bring questions to you as soon as they arise. Simplify communications Effective communication is absolutely crucial to the role of an engineering team leader. It’s imperative to make sure you listen to the concerns and ideas of your team members and clearly communicate project updates, expectations, and feedback. You should also be skilled at problem-solving and decision-making, as leaders often have to identify and address issues that arise during projects and make informed decisions that align with the overall goals of the organization. Use clear & concise language: In a software engineering environment, it is important to use clear and concise language when communicating with team members and other stakeholders. This helps to ensure that everyone understands the goals, expectations, and requirements of the project. Use visual aids: Visual aids, such as diagrams, flowcharts, and mockups, can be useful in helping to convey complex information or ideas in a clear and understandable way. Encourage feedback & dialogue: Effective communication in a software engineering environment requires a two-way exchange of ideas and information. Encourage team members and other stakeholders to ask questions and provide feedback, and make sure to listen carefully and consider their perspectives. This will help foster a more collaborative and inclusive work environment. Promote tech education & training In addition to our goals and communications responsibilities as leaders, we also have to maintain our own technical expertise and stay up-to-date on the latest developments in our fields. Leading an engineering team requires a combination of technical expertise and strong leadership skills, and it can be a challenging but rewarding role. We must be committed to helping our teams succeed and contribute to the organization’s overall success. A few examples of the ways you can do this are. Engage in ongoing learning and training: To maintain your technical expertise, it is important to regularly engage in learning and training opportunities. This may involve taking courses or workshops, attending conferences or seminars, or participating in online learning programs. It can be very motivating for a team to see their leader lead by example on this front and share their learnings. Stay connected with industry peers: Networking with other professionals in your field can help you stay informed about the latest trends and technologies and can also provide valuable opportunities for collaboration and learning. This may involve joining industry organizations or online communities or participating in professional development events and workshops. Read industry publications and blogs: Keeping up with the latest developments in your field can be as simple as reading industry publications and blogs on a regular basis. This can help you stay informed about new technologies, best practices, and trends in the field. Encourage your team to share any and all good industry news items they find on any relevant topics to the […]

Is AI Good for Business?

Preface: I work for an advanced tech company that develops custom software for companies like SpaceX. You can confidently say we are at the cutting edge of tech consulting and custom application development. I am also in Marketing and have been using advanced marketing platforms and systems for B2B services for several decades. Now that AI has officially made its way into all aspects of business, I wanted to see how far AI platforms and tools have come for people in my profession. In one aspect, this article is a test. It is a test to see if AI can write a valuable piece of content about itself in relation to my target market. It is also an opportunity for me to make a larger point about available “off the shelf” AI tools and AI’s ability to impact business in general – right now. There is a point in all of this; one that speaks to the need for companies to carefully consider the future uses of AI in their business. AI like any other advanced technology will have early tools, platforms, and early adopters who attempt to use available services based on their own intuitive use case needs. When it works, AI works fairly well to save time. But, spoiler alert, I found out fairly quickly that it shouldn’t only be about saving time. There has to be a larger discussion and plan for the strategic use of AI in any situation in order to extract the kind of value innovative executives need to truly transform business operations. So let’s dive in. The next part of this article was entirely written by AI. I orchestrated the questions and made only minor edits. The whole process took about 10 minutes in total. Read the article and I’ll share some observations on the other side. Leveraging Artificial Intelligence to Drive Business Value in Healthcare, Aerospace, and Financial Services 98.7% Written by AI (ChatGPT) Artificial intelligence (AI) is transforming the way healthcare, aerospace, and financial services companies operate, enabling them to become more efficient, reduce costs, and open new areas of revenue. In healthcare, AI is being used to improve patient care, streamline clinical trials, and optimize the supply chain. In aerospace, AI is being used to optimize the design and engineering of spacecraft parts, improve safety, and predict maintenance needs. In financial services, AI is being used to detect and prevent fraud, assess credit risk, improve portfolio management, automate customer service, and enhance marketing efforts. As these industries continue to adopt AI, we can expect to see even more significant changes in the way they do business.   Healthcare & Life Sciences: Using AI to Enhance Patient Care and Streamline Clinical Trials There are several ways that artificial intelligence (AI) can be used to enhance patient care and streamline clinical trials in healthcare: Personalized medicine: AI can be used to analyze a patient’s medical history, genetic data, and other relevant information to identify personalized treatment options and make recommendations to healthcare providers. This can help to improve the effectiveness of treatment and reduce the risk of adverse side effects. Clinical decision support: AI can be used to analyze patient data and make recommendations to healthcare providers on diagnosis, treatment, and prognosis. This can help to improve the accuracy and speed of diagnosis, as well as reduce the risk of medical errors. Predictive analytics: AI can be used to analyze patient data and predict the likelihood of certain outcomes, such as the likelihood of a patient developing a particular condition or responding to a particular treatment. This can help to identify at-risk patients and intervene early to prevent or mitigate potential problems. Clinical trial management: AI can be used to automate various tasks related to clinical trial management, such as identifying eligible participants, tracking patient enrollment, and monitoring trial data. This can help to streamline the clinical trial process and reduce the time and cost of conducting trials. Patient monitoring: AI can be used to continuously monitor patients remotely, alerting healthcare providers to potential issues and helping to identify potential health problems before they become serious. This can help to improve patient care and reduce the need for hospital visits.   Aerospace: Maximizing Efficiency and Safety in Manufacturing with AI There are several ways that companies that manufacture spacecraft parts can benefit from artificial intelligence (AI). Here are a few examples: Improved design and engineering: AI can be used to optimize the design and engineering of spacecraft parts, by analyzing data on past performance and using machine learning algorithms to identify patterns and make predictions about how different designs might perform. This can help companies to design more reliable and efficient spacecraft parts, reducing the risk of costly failures and delays. Automated testing and inspection: AI can be used to automate the testing and inspection of spacecraft parts, helping to reduce the time and cost of these processes. For example, AI-powered vision systems can be used to inspect parts for defects, identifying issues that might be missed by human inspection. Predictive maintenance: AI can be used to predict when spacecraft parts are likely to fail, allowing companies to schedule maintenance and repairs in advance, rather than waiting for a problem to occur. This can help to improve the reliability and lifespan of spacecraft parts, as well as reduce the risk of costly failures. Supply chain optimization: AI can be used to optimize the supply chain for spacecraft parts, by analyzing data on demand and production capacity to identify bottlenecks and inefficiencies. This can help companies to improve the efficiency of their operations, reducing costs and improving delivery times.   Financial Services: Transforming Business with Predictive Analytics and Automation Artificial intelligence (AI) can be used to transform financial services in several ways by leveraging predictive analytics and automation: Fraud detection and prevention: AI can be used to analyze data on financial transactions and identify patterns that may indicate fraudulent activity. This can help financial services companies to prevent losses due to fraud […]

Technossus Appoints Liem Vu as CEO

FOR IMMEDIATE RELEASE Technossus 19 October 2022 Technossus Appoints Liem Vu as New CEO Orange County, CA-based IT Consulting & Software Development Firm Selects Former Pariveda MVP, Nuedesic COO as CEO. Irvine, California, October 17, 2022. Technossus announced today that Liem Vu has been appointed as the new CEO of Technossus USA. An experienced business leader, Vu will succeed Ravnish Bhalla and assume responsibilities on October 17. Ravnish Bhalla will remain with the company as an active partner along with Giri Kalluri & Kevin Castle, Technossus’ Global Management Board. Vu leverages his experience in all aspects of consulting, allowing him to be effective at implementing top and bottom-line improvements throughout the business. He has led high-performing teams with purpose at companies like KPMG, Hitachi Consulting, and Pariveda Solutions, among others. Across all these companies, he has consistently grown his teams and the business year after year. “We are thrilled to add Liem’s proven successful business-building methods to our organization,” said Ravnish Bhalla. “Technossus has built a solid reputation for delivering productive technology innovation to leading global corporations since 2008, and Liem will help us build upon our existing track record to take the company to new heights.” Leading from the front and with integrity, Vu has built teams serving clients such as Cisco Systems, Microsoft, Toyota, NFL, Standard Chartered, and many others. For these companies, he and his teams have architected and delivered solutions in areas like Cloud, AI/ML Analytics, Digital Services, Enterprise Data Architecture, CRM, etc.  Liem focuses on developing strong, lasting relationships, which have been the key to his long history of success with his teams and clients. “Liem has developed a unique perspective for a consulting business, where he strives to enable and unleash the full potential of the people around him,” said Kevin Castle. “He believes that the sum is always greater than the parts and values teamwork above all,” adds Giri Kalluri. ”I am truly excited to join the talented team at Technossus,” adds Vu. “My vision is to grow the company the right way, by aligning all that we do best with the clients and enterprise projects that best match our strengths.” By joining Technossus, Vu seeks to advance a storied career spanning over 30 years in Consulting. About Technossus Technossus helps companies reach their potential by optimizing the technology they use to operate, grow, and improve engagement with their customers. We provide world-class IT consulting and enterprise software development services to help global innovators leverage the latest available technology and solutions. Technossus delivers unmatched levels of quality in the fields of End-to-end Software Engineering & Testing; AI & Machine Learning Application Development; Cloud Migration, Integration, & Optimization; IT Functional & Technical Role Staffing, and Enterprise Software Processes Management. Media Contact: Kurt Lohse Head of Global Marketing +1 (949) 769-3500 Related posts: Digital Transformation – The New Frontier for Business Leaders Touchless Technology Revolutionizing the Airport COVID-19 Response: Long-Term Strategy for CIOs 3 Ways to Drive Revenue with IT

Improving Global Tech Resource Management: Mapping & Bridging Cultural Gaps

ABSTRACT India is the world’s largest democracy and the fifth largest economy, coming in at an estimated four trillion dollars in 2010 (Central Intelligence Agency, 2011). The U.S.A.’s economy is the world’s largest, coming in at an estimated twelve trillion dollars in 2010 (Central Intelligence Agency, 2011). What happens when two of the world’s economic powerhouses come together to do business? The commonalities in democratic governments and the use of English in official matters can make doing business transactions across borders easy between India and the U.S.A. At the same time, cultural differences should not be ignored. This paper seeks to explore the impact of cultural differences between the U.S.A. and India in the particular area of work culture and how to apply the Map-Bridge-Integrate process. Using Hofstede’s typology, a comparison is made on the overall cultural differences between the U.S.A. and India. The mapping techniques have been shown in order to show the difference in terms of technology adoption. Then a comparative analysis is performed on the work culture literature in both countries revealing some distinct differences that help to bridge the communication gap. The integration of India’s culture with the U.S.A. is in their all-encompassing approach to work accountability. INTRODUCTION As globalization gathers momentum, contact between business people from other countries is becoming more frequent. The more national boundaries a company crosses, the greater the scope for misunderstanding and conflict. To succeed internationally, it is essential to be able to break the barriers of culture, language, and set patterns of thinking. A decade ago, the work culture in India had vast differences as compared to the rest of the world, especially western countries. But, now there is a paradigm shift due to the enormous growth of MNCs in the IT sector in India, BPOs, etc. The advent of globalization made business enterprises and employees work across the borders of various countries, thus providing exposure to cross-cultural working environments to both the organizations and employees. This eliminated the huge gap between the work culture of India and other countries to some extent. However, in fields other than IT and Government sectors of India the work culture differs a lot from that of other countries. A good work environment addresses the culture of the group and the humanity of the individual. It also acknowledges that some habitat needs are universal. MANAGING CULTURAL DIFFERENCES MAP (UNDERSTAND THE DIFFERENCES) Cultural values Leadership style Personality Thinking style INTEGRATE (MANAGE THE DIFFERENCES) Managing participation Resolving conflicts Building on ideas BRIDGE (COMMUNICATE ACROSS DIFFERENCES) Approaching with motivation & confidence Decentering w/o Blame. Reentering with Commonalities Mapping, Bridging, Integrating: Measurable increases in productivity and effectiveness can be gained by not only effectively managing differences in cultures among employees, but by leveraging the differences to provide added value.   MAPPING CULTURAL GAPS DIMENSIONS OF NATIONAL CULTURES Geert Hofstede has operated in an international environment since 1965, and his curiosity as a social psychologist led him to the comparison of nations, first as a traveling international staff member of a multinational (IBM) and later as a visiting professor at an international business school in Switzerland. His 1980 book Culture’s Consequences combined his personal experiences with the statistical analysis of two unique databases. FIVE DIMENSIONS OF CULTURE The first and largest comprised answers from matched employee samples from 40 different countries to the same attitude survey questions. The second consisted of answers to some of these same questions by his executive students who came from 15 countries and from a variety of companies and industries. Systematic differences between nations in these two databases occurred in particular for questions dealing with values. Values, in this case, are “broad preferences for one state of affairs over others”, and they are mostly unconscious. In order to gauge the impact of differences in national culture on management, G. Hofstede carried out a cross-cultural study in 50 countries and 3 regions. Since modern cultures are too complex and subculturally heterogeneous, the strategy used in the original research was a narrow-sample strategy based on a comparison of similar subcultures in different countries. The values that distinguished countries (rather than individuals) from each other grouped themselves statistically into four clusters. They dealt with four anthropological problem areas that different national societies handle differently: ways of coping with inequality, ways of coping with uncertainty, the relationship of the individual with her or his primary group, and the emotional implications of having been born as a girl or as a boy. These became the Hofstede dimensions of national culture: Power Distance, Uncertainty Avoidance, Individualism versus Collectivism, and Masculinity versus Femininity. Between 1990 and 2002, these dimensions were largely replicated in six other cross-national studies on very different populations from consumers to airline pilots, covering between 14 and 28 countries. HOFSTEDE’S DIMENSION TRAITS Power distance Individualism vs. collectivism Femininity vs. masculinity Uncertainty avoidance Long term orientation   POWER DISTANCE (PDI) This dimension deals with the fact that all individuals in societies are not equal – it expresses the attitude of the culture toward these inequalities among us. Power distance is defined as the extent to which the less powerful members of institutions and organizations within a country expect and accept that power is distributed unequally. It has to do with the fact that a society’s inequality is endorsed by the followers as well as by the leaders. The U.S.A. score low on this dimension, (40), which underscores: The American premise of “liberty and justice for all”. This is also evidenced by the focus on equal rights in all aspects of American society and government. Within American organizations, hierarchy is established for convenience, superiors are always accessible and managers rely on individual employees and teams for their expertise. Both managers and employees expect to be consulted and information is shared frequently. At the same time, communication is informal, direct, and participative. India scores high on this dimension, (77), indicating: An appreciation for hierarchy and a Top – Down Structure in society and Organizations. If one were to encapsulate the […]

2022 Healthcare Cybersecurity Outlook

According to experts from the industry, cyber insurance is in the middle of a “crisis moment.” The main reason behind this is the increasing number of ransomware attacks over the last 12-18 months. Though this is not a new type of attack, the disturbance caused by ransomware reached new levels in 2021. About 37% of companies experienced a ransomware attack last year. Advances in Healthcare Cybersecurity Modern healthcare and technology are extremely interlinked with each other. It is difficult to run a healthcare organization without relying on information technology in today’s world. Like other IT advancements, this has associated risks like malware infection, unauthorized system access, and data corruption. Here are some vital tips to take your healthcare cybersecurity to the next level. Passwordless Authentication Currently, passwords are the source of 81% of data breaches. Password-only protection or even two-factor authentication (2FA) is no longer enough to safeguard data, systems, or networks. It has become a cakewalk for attackers to gain access, steal, and compromise vital data of an organization. Therefore, companies started using passwordless authentication. With this advancement, people are no longer required to remember passwords and constantly change them. It is achieved by using advanced authentication methods combined with risk-based analysis. This authentication is basically a combination of authentication methods like biometrics, mobile app, and multilayered risk analysis such as device recognition, IP reputation, and behavior analytics. Secure Access Service Edge (SASE) SASE represents a model that defines security as network functionality and cloud service delivered. It could also be defined as a managed service package managed via the cloud. SASE consolidates network and security solutions from different vendors. Single-vendor solutions offer better integration and centralized management. It simplifies implementation, configuration, reporting, and support services. Because SASE architectures require migration of security functions to the cloud, less hardware is required overall, which improves the architecture’s elasticity and scalability. Zero Trust Network Access (ZTNA) ZTNA is a set of functionalities and technologies that enables secure remote access to internal apps. It gives remote users secure, seamless connectivity to private applications without placing them on the network. In contrast to a Virtual Private Network (VPN), no tunnels are set up between the client and the central company network, but dedicated application connections are established. It offers a way to connect applications, users, and data, even when they are not using the company’s network, where micro-services-based applications can reside on multiple clouds and on-premises. Emerging Technology Technologies in healthcare have changed how health is measured, managed, and ensured. With the new challenges facing healthcare, these solutions help companies by increasing performance, improving system collaboration, and controlling costs. As the demands on healthcare organizations increase, technology can streamline processes, automate tasks, and improve workflows on a scale that humans alone cannot achieve. Here are two of the emerging technology in healthcare cybersecurity: Homomorphic Encryption Homomorphic encryption is a type of encryption that helps computation by converting it to ciphertext to ensure the originality of knowledge during transmission. According to the report published by Marketing Research Future (MRFR), the global homomorphic encryption market is expected to expand at a remarkable CAGR of 7.55% during the forecast period 2016-2027 and the valuation of USD 268.3 million to the top of the forecast period will be successful. It has enormous potential, especially when it comes to data in the cloud. Currently, the data must first be decrypted before calculations can be performed on them. And while they are decrypted, they are vulnerable to hacking. On the other hand, homomorphic encryption is used to avoid the decryption step, and data protection is guaranteed. Homomorphic encryption does not affect the results obtained when performing calculations on encrypted data. The results are the same as for analysis based on decrypted data. Blockchain A blockchain is a distributed, public database having no central control authority and still meets various information security requirements, such as integrity and availability. New records in the database are added as blocks at the end of previous records, creating a kind of chain. Each block contains the checksum of the past block, which ensures that the chain cannot be easily manipulated. Blockchain technology can be used to better control the quality of medicines since the entire production chain, from manufacture to temperature fluctuations and the transport route to delivery to pharmacies could be monitored and stored in the blockchain. The result is if the cold chain is not maintained, the drug will not be delivered. Regardless, pharmaceutical companies could assign each drug a QR code that patients can scan to verify its authenticity. It would not be impossible to falsify this, but it would be much more complex than it has been up to now. Ransomware in 2022 and How to Prepare The term “ransomware” has already characterized the year 2021 and has thus increasingly appeared in the media. In the USA alone, targeted ransomware attacks demanded more than 500 million dollars in ransom with blackmail Trojans in the first half of the year. It is a type of malware in which attackers try to penetrate a company’s network to gain complete control. On successful completion, the data is usually encrypted, and companies are blackmailed for a ransom demand in the form of cryptocurrencies. The blackmail Trojan is extremely popular with criminals, especially because of the increasing number of remote and hybrid working models. To protect against ransomware, organizations should be proactive and develop a cybersecurity plan against malware. Since it is very difficult to detect and combat ransomware, you should use various protective mechanisms. The most important protection is the training and sensitization of employees. Only those who know that ransomware exists and how it works can also recognize such attacks. Good spam filters, frequent data backups, and keeping systems updated are some ways to prepare against ransomware. Key Takeaways All healthcare cybersecurity trends of 2022 have one thing in common: Modern companies not only want to – they have to use new, and innovative technologies. They are looking for solutions that will […]

3 Rules to Succeed with Hybrid Teams

Over the past year, companies have discovered that remote work does not hurt productivity as much as once believed. Research has shown that remote work can even increase productivity, positively impacting an organization’s bottom line. One study found that over 90 percent of executives thought productivity stayed the same or increased.   In the post-pandemic world, more than 80 percent of companies are planning for hybrid teams. CIOs will need to prepare for this new, hybrid workplace. It means developing practices and policies that cultivate a team culture in a remote environment. One way to do this is to establish some rules to guide your hybrid team. Here are three rules that you can implement to help your hybrid team succeed. 1. Tools and Equipment Members of your hybrid team must take ownership of their digital acuity. However, CIOs should be clear about the minimum competencies for employees concerning productivity tools. There needs to be some continuity to allow team members to communicate effectively with one another. You will also need to provision equipment and offer adequate help desk service. In a successful hybrid team, no one should feel left behind. Be sure to check with each employee that they have what they need in their remote office, including reliable internet connection, devices, and connectivity software. Offer any training or tips that may be required to get your team on the same page. 2. Hybrid Team Unity and Health Recent surveys have found employees can suffer mentally and emotionally when working from home.  Anxiety, stress, and loss of sleep are some of the major issues that hybrid team members may face. A Telus International report found that 80 percent of workers would leave their jobs to work somewhere that focused on improving employees’ mental health. It is essential to help members of your hybrid team avoid the negative impact of isolation and disconnectedness that can result from working at home. Peer-to-peer relationships and social connections can help remote workers overcome these risks. Cultivate connectedness with water cooler events or team-building activities and encourage all hybrid team members to participate. Be transparent with news or changes that will impact your team. Helping each member feel informed can combat feelings of isolation. Creating an attitude of unity, inclusion, and team engagement may not be easy, but it is crucial. Managers need to be empathetic to the challenges of the remote team. Offer flexibility for employees who may need time off during the day for other responsibilities, such as a medical appointment or to pick up kids from school or other activities. Watch for signs that someone on your hybrid team may be struggling and reach out to them. Good managers who make themselves available to hybrid team members create a positive remote work experience. Time Management and Hybrid Team Coordination To build an effective hybrid team, you’ll also need to provide some guidance around the use of time. For example, let employees know what a reasonable response time is to a request from a team member. It’s also useful to be clear about flexibility and how teams are expected to use their work time. One key to effective hybrid teams is to allow employees the flexibility to balance their work-life time. As long as the work is being completed and they attend meetings and activities when required, you don’t need to monitor their every move. Having a schedule for a collaborative time during the week will help strengthen the team’s connection and productivity. Aim for a good mix of individual work and teamwork time. For example, set Mondays and Wednesdays aside as in-person meetings and workdays so that everyone on the team knows where they need to be. Doing this can also overcome any perceived inequality between in-office workers and your hybrid team. Set guidelines around response times, such as team members will respond within two hours if they receive a chat message in the collaboration software tool, but give them a day to respond to non-urgent emails. Organizations are still adjusting to the new hybrid-work model, and it will take some time to get it right. It’s okay to figure it out as you go, but having some guidelines and rules in place can help everyone stay on track during the journey. Related posts: 4 Keys to Fast Software Development The Evolution of IT Outsourcing 5 Ways to Reduce Cloud Spend IT Automation: Where It Will Work, Where It Won’t