No company, no matter its size or industry, is safe from disruption. It’s easier than ever for new entrants to enter a market and turn entire industries upside down. Unless organizations can nimbly innovate at the speed of their competition, they will be left behind, and large organizations with calcified processes and structures will be hit the hardest.
I have always been a firm believer that there is no such thing as a dumb question. Many times I have outed myself as the dumbest guy in this room with a simple question, and in the process, I hope I have been able to enlighten others.
Today’s business environment has never been more competitive.
Every organisation is focused on protecting and growing its market share, especially from new entrants that at times turn entire industries upside down. As a result, the need for speed and agility grows stronger every day.
For the last several years, microservices has been an important trend in IT architecture. Technology consulting firm Thoughtworks has declared that “a microservices architecture as programming model” is one of the four rising trends of 2017, whereas others in the press are expressing their endorsement of microservices––making architects and IT executives feel a fear of missing out on the next exciting trend.
Microservices is one of the hottest buzzwords in tech right now. But just because something is buzzy doesn’t mean we cannot be pragmatic about it. It is important to think about how you can get the hype to work in your organization.
In the early Internet era, we used to say that every company needed to become an Internet company to survive. At that time, many companies either did not know what this meant or were in denial as to the threat the Internet posed to their traditional business. Fast forward several decades, and we find the companies that are thriving are those that successfully extended their business to the Internet. Now, it’s the dawn of a new era –
You know how pervasive digital disruption is. But in case you needed another reminder, 52 percent of the companies in the 2000 Fortune 500 have either gone bankrupt, been acquired, ceased to exist, or dropped out. The way you survive in this environment is to be fast, agile, robust, and do it all at scale.
At CONNECT last week, Katharina Probst, Engineering Manager – API at Netflix, and Uri Sarid,
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