A few weeks ago, the FINOVATE EUROPE 2018 was held in London, a major event for everyone who wants to stay abreast of the main challenges, new business models and innovative technologies in the financial sector.
Our colleagues Patrick Van den Broeck and Frederick Beernaert traveled to London to scout out the latest trends and new technologies for us, and love to share their findings.
In today’s world, change is omnipresent in and around companies. They are forced to simplify or improve business processes in order to maintain their competitive position and to promote customer centricity. A company in full transformation needs to pay sufficient attention to change management. If there is a sudden reorganisation and a new way of working is to be implemented, it is hardly surprising that employees will jam on the brakes. In this blog post, we will share our best practices for change management outlining a real example of a similar situation at one of our customers in the financial sector.
5G is the next evolution of mobile connectivity. We started out with 2G, which allowed people to have massive mobile communication. With its successor 3G, we saw the introduction of mobile broadband and feature phones. With 4G these became smartphones and we saw mobile data traffic increase. And finally, in the next step with 5G, both consumers and industry will be served with solutions ranging from massive low-cost, low-energy applications, to high end, ultra-reliable applications.
Companies are currently in the middle of a major digital transformation. Being able to quickly respond to new customer needs and expectations is crucial. Consequently, project teams are being organised differently. For example, more and more SCRUM teams are being put together to provide software more agilely. However, a question I’ve been asked by customers repeatedly concerns the place that architecture must be given within this story. My opinion is that a minimum of architecture is always necessary. Just enough, just in time. In this blog post, I want to illustrate a technique, based on a previous project, that lets you gain a helicopter view with a minimum amount of enterprise architecture, which is something that is unarguably adding value for a company that is going through a complex transformation.
Imagine, you are working with an enthusiastic team to make your product skyrocket. Each iteration you are adding a few features and information to complete your product. But suddenly, you notice a drop in conversion rates. Your customers are raising a bunch of support questions, are not converting anymore and give you poor usability grades. You are left confused. Although you gave your customers more tools and information to fulfill their tasks, their performance declines. Indeed, you are diagnosed with featuritis.
