As the widespread concern over the Heartbleed and GoToFail bugs has recently demonstrated, even seemingly impenetrable industry giants like Apple and the hugely popular OpenSSL cryptographic software library are not immune to determined ‘hacktivists’. It seems that almost every day we hear of a new cyber security threat.

It’s no wonder then that Gartner predicts that worldwide spending on information security will have reached $71.1 billion by the end 2014, an increase of 7.9 percent from last year, with the data loss prevention segment recording the fastest growth by a whopping 18.9 percent. So don’t be surprised if the burning question on your customers’ lips is “how will you protect my data against cyber attacks and bugs?”

As our reliance on social, mobile, analytics and cloud (SMAC) technologies grows, impressive, effective security methods are fast becoming a competitive differentiator in all industries and the recent FBI and Secret Service revelations about their investigations into the cyber attacks on major banking institutions such as JPMorgan Chase, has only served to fuel the fires. So how are the most switched on, savvy businesses protecting their data in this new digital age?

Pieces of 8

Well believe it or not, “Bug Bounties” are fast becoming big business with leading organisations – for example, Microsoft – offering “white hat” hackers cash prizes between $50,000 and $150,000 for discovering and fixing bugs in Windows 8.1 and Internet Explorer 11. In direct response to Heartbleed and GoToFail, Firefox offered $10,000 to any community spirited hacker who could find and fix critical security loopholes in the code for their new certificate verification library which forms part of Firefox 31, released in July this year.

Facebook’s Bug Bounty Page currently has 13K “likes” and the social media behemoth has a special thank you page devoted to their hacker helpers. According to Facebook’s director of policy for EMEA, Richard Allan, the company believes that white hat hackers should offer insights into potential security threats or provide “responsible disclosure” simply for the greater good and a cash prize should not be the driving motivation. However in reality, it’s clear Facebook also realises the monetary value of the benevolent hacktivist as, when Brit, Jack Whitton discovered a gaping hole in Facebook’s text messaging system that potentially exposed member phone numbers to all and sundry, they paid him the handsome sum of $20,000 for preventing a potential security disaster.

The Privateers

If offering a bounty to the fastest independent hacker in the Wild West all seems a little too Josey Wales, then you could decide to hire a full time Certified Ethical Hacker (CEH) with a qualification from the EC Council, an organisation that has certified over 87,896 security professionals including IT experts from the US Army, the FBI, Microsoft, IBM, and the United Nations. CEH qualification is vendor-neutral and students learn skills including penetration testing, footprinting & reconnaissance, as well as social engineering. They also become proficient in creating such monstrosities as Trojan horses, backdoors, viruses and worms and learning how to deal with denial of service (DoS) attacks, SQL injection, buffer overflow, session, Web server and Web application hijacking. System hacking, cracking wireless encryption, and evading IDSs, firewalls, and honeypots complete the comprehensive course. Depending on their relevant experience and qualifications you can expect to pay these penetration testers between £30,000 and £60,000 in their first year of employment.

All Hands on Deck

Although Bug Bounties and employing a full time hacktivist are both perfectly viable options, many companies don’t have the budget, the requirement or the inclination for either, and for these the concept of Crowdsourced testing in the cloud might appeal more. Based on a TaaS framework, Crowdsourced testing enables you to test your products on a diverse range of platforms, all over the world, on an ‘as needed’ basis. In a controlled, secure, quality environment it’s an expeditious, cost effective solution that can help to eliminate the risk of bugs.

It does however have certain disadvantages which should be considered from the outset. If you are aiming to improve security then placing your products in the hands of a vast number of people who would not have otherwise seen it could be seen as compromising confidentiality and security rather than bolstering it! Secondly, having a large group of Testers based in different countries can mean that you encounter language barriers and difficulties in communication. In addition test coverage can be difficult to guarantee, meaning that a higher degree of management is required to ensure the desired level is met. The other factor to consider is how to pay the testers, as the danger of paying people per bug found, is that testers may overlook the task of unravelling large complex bugs in favour of finding several smaller ones, simply to earn more cash.

The Trusty Sea Dogs

For most companies, the simplest option that offers the most satisfactory ‘bug-free guarantee’ possible, is to partner with a dedicated testing company that has a wide range of different resources available as and when you need them. As a Group, Sogeti offers a complete range of Cyber Security services to accelerate your go to market, protect your assets and reputation, and comply with standards and regulations.

Attacks against operational systems and infrastructure can cause you a direct loss of business or revenue. Your customer loyalty could be lost in a moment if hackers intercept your electronic communications and steal sensitive corporate and customer information and of course you could also end up with a dreaded lawsuit and a hefty financial penalty. To help companies and public organisations to bring Cyber Security at the right level, Sogeti has developed a systemic approach to Cyber Security that combines Assessment services, Consulting, Architecture and Solutions Deployment, Monitoring capabilities, Analytics and Mitigation & Remediation services.

So, if trying to convince a blackguard to wear a white hat or putting a bounty on the head of a bug smuggler is not really your MO, finding the right testing partner with global resources and on demand services is likely to be the most cost effective and comprehensive way to combat the threat of treason on the high seas of cyber security.

AUTHOR: Sogeti UK Marketing team

Posted in: Big data, Business Intelligence, Digital strategy, e-Commerce, Security      
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productivityIn general, IT is not typically described as a ‘productive’ area of the company; things get delivered that no one can remember having asked for, and the ones people can remember requesting are viewed as being produced too slowly.

In fact, measuring productivity in IT is possible but it can get complicated. For one, you probably need a function point expert to be able to objectively count the “stuff” that IT produces. Since this is hard and not all that meaningful with regard to the productivity of the labour involved (a function point in a modern CRM system is a lot easier to produce than that same function point on the AS/400 and other, older systems), we usually stick with overall indicators such as IT spend/revenue or IT staff/total staff etc.

Productivity metrics you rarely hear being discussed in IT are “work-in-process (WIP)” and “throughput”, and yet, these are highly indicative of IT productivity. High work-in-process means high cost tied up in projects that do not produce benefits, and low throughput means projects take longer than necessary to deliver; if you suffer from both, then you have low productivity.

Let me illustrate this with an example derived from real numbers from one of my clients:

- The IT department of our example company has around 65 people in their development group that are able to produce about 10,000 hours of labour per month.
- They run roughly 30 projects simultaneously at any given time, allocating partial resources to multiple projects.
- Each project consumes about 4,000 hours of effort (EAC) on average.
- Throughput for this organisation would be 12 months (i.e. on average it will take the IT department 12 months to complete a given project: 10,000/30 = 333 hours of labour per month per project; 4000/333 = 12 months project duration).
- WIP will likely average around 6 months of labour, assuming projects are in different stages. And 30 projects can be completed in a year (120,000 hours of labour).

If my client ran just 10 projects concurrently instead of 30, throughput would be reduced to 4 months (10,000/10 = 1000 hours per project per month; 4000/1000 = 4 months per project). Three times faster delivery!!
And WIP would be reduced to roughly 2 months worth of labour (one third!). Even still, the same 30 projects would be delivered in the year.

In both cases 30 projects are delivered in the year. However, the total cost in the second case is dramatically lower, since less capital is tied up in WIP and benefits are greater since 8 months of productive use can be gained for each project put in production.

Therefore, the IT department can actually be a lot more productive by reducing the number of projects they work on at a given time. Interestingly, if organisations actually implemented this change, they would most likely see that individual productivity would also increase along with the number of projects that could be completed. This is due to dramatic reductions in project overhead and task switching embedded in the multiple project model.

So, for the CIO’s out there who run a classic job-shop: check how many projects you have going on, how much WIP, and see what happens to productivity if you cut the number of active projects in half.

One final thought: Reflect on this for a moment and you’ll realise that this is the essence of Agile Transformation. Forget Scrum, Stand-up meetings, Sprints, Burn-down charts, Backlogs, etc. – these are all mechanisms to improve throughput and reduce WIP, hence improving IT productivity.

Kasper de Boer AUTHOR: Kasper de Boer
Kasper de Boer is a Vice President in Sogeti US, where he is currently responsible for the Infrastructure Practice. Kasper has 25 years experience in IT Consulting and is particularly interested in IT organizations and how to make these more efficient and effective.

Posted in: Behaviour Driven Development, Big data, Business Intelligence, Performance testing      
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social innovation

In our ever busy and stressful lives, the role of Corporate Social Responsibility (CSR) and Social service is slowly gaining importance. And so, while we are at innovating and creating smart devices, one is forced to ask if there are substantial investments done in innovations in CSR and Social Service aka Social Innovations. Do our companies have what it takes to be Social Innovators?

In the field of Social Innovation, we can think of various subjects:

  • Innovations in Social Service and working of Non Governmental Organisations (NGOs)
  • Green Innovation
  • Innovation and Sustainability
  • Innovation in Education

An excellent example for Social Innovation is Nike. Along with its innovations in footwear, Nike has made great efforts in investing in sustainable innovations. The Flyknit project uses technology to weave the yarn of each shoe in the most optimal manner, to get maximum performance with minimum wastage. Another one of their innovations includes recycling of bottles to make shoes. Plastic bottles are melted to form strands of polyester, which are then woven into fabric for the shoes.

An innovative initiative that showed Nike’s passion towards creating a sustainable environment is the launch of its app ‘Making’. This app helps companies measure the environmental impact of using different materials. It encourages designers to choose the right green materials while creating their products.

The Nike leadership team understood that in order to have sustainability and innovation embedded in its system, it would not just be about altering the company’s vision and mission, but it would also depend on “having the systems, structures, people, responsibilities and accountabilities in place to ensure our commitments are reflected in our day-to-day business activities”. (Nike CR Report)

Nike has taken the responsibility of not just being a sustainably innovative company, but also a driver of sustainable innovation amongst its partners. It has invested in doing good research to find out standards and protocols that would help use materials and processes that create a sustainable ecosystem.

Considering the example of Nike, what could, therefore, be the most essential factors needed for a company to be a successful Social Innovator?

1. We must be able to find a burning issue and make enough efforts to convert this into something of business value. There has to be concrete proof that the outcome will have benefits (tangible or intangible). Finding a business value based on intangibles is not an easy task. But it is mandatory.

2. We need to know our users. The environment and the people affected directly or indirectly by the products and services of the corporate world are the primary users.

3. We need sponsors and champions for this, in the same manner as we have for Internet of Things, Smart Things and the like. We also need a team of dedicated resources who can help in this initiative.

4. Transform the organisation to be broader in its approach to production and manufacturing. This transformation can be in its culture or in its processes. Only by embedding the innovative approach into the heart of the company’s working, can a company really innovate.

5. We should make full use of technology. But is it worth investing in IT for Social Innovation? We need tools to identify and create the products, processes and services, in the same way as we have done for the more commercial areas of our lives. We need the right model and design to execute this Innovation initiative. There are many programs and applications that can be used for this task. There also has to be lessons learnt repository, to broaden our domain knowledge.

6. Marketing Research is crucial in identifying the pain areas and getting detailed reports to study the issues.

The question we have to ask ourselves regarding innovation is, will this make our lives better and prosperous rather than just making our lives luxurious.



batteryAs a key enabler of the Internet of Things, cellular network based communications between devices (things) have been growing rapidly in recent years, being used in a wide range of services such as security, metering, health, remote control, tracking, and so on. However, a critical issue in this communication is energy efficiency as typically these devices are powered by batteries of low capacity. Therefore, it is of special interest to optimise the energy consumption to extend the operative lifetime of the devices.

To approach this issue, these systems require intelligent algorithms to modify behaviours of the devices as well as the overall network so they can dynamically adapt their settings to improve the energy efficiency. This idea can be achieved by making the devices aware of their states by means of contexts, which have been studied in computing systems to allow devices to adapt automatically to different situations and modify their operative modes for better performance.

To make this awareness possible it is necessary to identify such contexts. But what exactly is a context? By summarizing definitions by different sources it can be said that if a piece of information can be used to characterize a situation of a device, then that piece of information is a context; i.e. location, environmental information, settings of the application such as data reporting frequency, average packet size etc. As for context awareness, names such as adaptive, responsive, and context-sensitive are associated to this term. If the machines are taught to identify, sense, interpret and react automatically to their contexts then it can be possible to maximize their energy efficiency.

The regulator entities such as the 3GPP and ETSI are working on the standardisation, but it’s a demanding task due to the vast amount of applications, their diverse traffic characteristics, and quality of service (QoS) requirements. Even if the standards are not in place and some of the context-aware optimisation require it, a lot can be done in specific solutions. For example, if a sensor only needs to report its data (e.g. temperature) once every five minutes and the reporting takes six seconds, it can put itself in sleep mode for 98% of the time and thereby extend battery life by 50 times.

Do you see other applications where this is applicable?

Author: Javier Mendonca Costa
This article is based on a bigger research that can be found here:
Context-Aware Machine to Machine Communications in Cellular Networks

Related posts:

1.The Fourth Industrial Revolution – Internet of Things to Tighten the Link between IT and OT [Download]
2.The new faces of internet (part 3):Internet of contents
3.Internet of Underwater Things (IoUT), Connecting the 6th Continent
4.Internet of things: Interconnection means new security and testing capabilities

 app processAt one of our half-yearly SogetiLabs workshops a blog contest was held. In about 30 minutes I was required to write a blog, with the support of three co-participants. Which is a challenge in its own right, to write a blog with four persons. But lo and behold, our group won. Our blog was titled as above and the text was:

With 1 million apps in the store it sounds like a really good idea to create your own app. Taking a closer look at the enormous amount of apps, quickly demonstrates the fact that many organizations are technically able to create an app, but it also demonstrates that many organizations are unable to create a perfect seamless customer experience. Although the intention was to impress, the result is an annoyed customer. Enterprise architecture offers the governance process to align technical capability with bringing about the required change in operational processes. This need is further strengthened by organizations having to become completely multichannel. It all becomes even worse if we also take into account big data, cloud, agile and mobile. In that context you could regard enterprise architecture as a technological manifestation of an organizations vision to put the customer front and center and to make all operational processes and considerations subservient to that vision.

Reading back the blog I think it sends an important message. New technological developments always create a lot of stir and excitement because of the seemingly endless possibilities. But how come that after so many years we still keep forgetting the simple fact that unless we lay a sound foundation of operational processes and data administration all these possibilities will prove to be out of our reach again and again? With this in mind, let me finish the blog and post it.

There is a huge drive to launch your cool new app. And maybe you are lucky. But most things are not decided by luck. If your processes are ready for the future, so is your app.

Related posts:

1.The trend in IT: focus shifts from process to people
2.Five common App pitfalls
3.The empathic computer
4.Knowledge Management Leveraging the External Brain

Source: almost all now have one or more smart devices in our home from appliances to phones.  These devices enable us to execute our personal lives with much more efficiency than ever before in our history while also making us smarter about how we perform tasks.  My fridge reminds me when it is time to change the water filter.  My smartphone tells me to leave for a meeting early based on traffic conditions.  My search engine allows me to quickly identify the most hilarious funny cat video at a moment’s notice so I can share it with my friends on Facebook.

The age of consumer driven instant gratification around accumulation of knowledge whether trivial or critical is equally important in our business enterprises.  Having the right information at the right time gives organizations a competitive advantage in how they execute towards business objectives.  However, most enterprises still seek a “Knowledge Management Tool” that will upon installation instantly solve their organizational challenges.

Further complicating the landscape is that solutions often fall into categories that narrowly define what the enterprise truly needs such as:

  • Search
  • Enterprise Content Management
  • Collaboration
  • Analytical Reporting
  • Enterprise Information Management

So how does your organisation go about implementing knowledge management?  Here are some guidelines to help:

  • Understand job functions and information required by role
  • Create communities to support electronic data sharing for similar job groups
  • Understand links between structured (relational DBMS) and non-structured content (docs/images/audio/video)
  • Encourage electronic social collaboration

By doing the above items, your enterprise can encourage employees to start building up the data knowledge you will need to drive analytics and search.  However, but empowering communities, many employees will understand instinctively where to find important information or which peers can help them by viewing who is posting frequently.  Suddenly, with a few simple tools and people based processes, the enterprise external brain takes off and the improvement cycles begin.

Related posts:

Image source:

danluciano AUTHOR: danluciano
Dan Luciano has been consulting with Sogeti since 2007 serving in various capacities and most recently as the Business Applications Practice Manager for the Houston, Texas unit in the US. In this role, Dan helps clients craft innovative solutions to solve complex business problems for the Oil & Gas market customers. He is passionate about making sure solutions not only solve the business problem but fit the technology landscape of the enterprise.

Posted in: Big data, Business Intelligence, Collaboration, communication      
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A short story of the Internet of Things, past, present and future, in a single infography. The journey just started!


David Excoffier AUTHOR: David Excoffier
David Excoffier worked for seven years in the aeronautic and spatial fields in Toulouse (France) on civil and military projects. He coached customer's architects and developers teams to properly build embedded software on international projects such as Earth observation satellites, or Flight Management System of the military Airbus A400M.

Posted in: Innovation, Internet of Things      
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Closed_for_Maintenance_JPGAs you all know, an increasing number of companies are moving their development processes toward so-called agile methodologies. From a (very) high-level perspective, the goal of these methodologies is to avoid long development cycles, where the user won’t see their product until it’s finished. This goal is obtained by using incremental development cycles where a few new functionalities are developed during each cycle, but in each cycle a fully functioning (sub) product must be delivered to the user.

Using an agile methodology, a higher interaction with the user is put in place, which allows for better communication, less misunderstanding, and finally, a more satisfied customer.

To allow these short development cycles (usually a few weeks), some renouncements have to be taken:

- Small and highly skilled teams are needed instead of big heirarchical teams

- Daily meetings and exchange between team members

- Continuous testing (instead of the usual: let the customer do it…)

- Lightweight documentation instead of complete requirements and functional analysis.

What we have here is a theoretical model, and as usual, each company has its own implementation based on one of the numerous declinations of the Agile Manifesto (foundation document of Agile development methods), such as Scrum, Kanban, AUP, etc.

In the last 5 years, agile has been skyrocketing here in the UK, and the same is true around Europe. Almost all of our customers have implemented or are experimenting with agile, and we have already seen an important number of projects developed in this way. 

In most cases agile implementation has been positive. It allows possible disasters to be detected much sooner than under a traditional development lifecycle. This is an important point that allows the development and testing team to either correct the problem or to scrap the project with much lower costs than big monolithic projects. Of course, some failures have also been registered, but probably much fewer than with traditional projects.

In every case, there is a common result that I must say is not directly related to development methodologies, but more to human being’s natural procrastination allied to unrealistic planning: the lack of good documentation at the end of projects. Agile unfortunately seems like a good excuse to create any documentation, since it is considered as no longer being the core of the development and the agile manifesto claims that working software is more important. This isn’t the case – less documentation is needed, certainly, but an amount is still necessary for ongoing, successful delivery.

Agile projects, once in production, will probably be better adapted to customer needs, leading to higher customer satisfaction due to projects being done on time and on budget. From a maintenance point of view, they will be the same nightmare as usual…

Related posts:

1. Agile-Testers as the Trojan Horse in Traditional Development Projects!
2. Apps development loves agile methods
3. Large, complex projects benefit most from Agile
4. Agile (testing) – the final solution?

googleCardboardTuesday 25th June 2014 – 10:55 AM PDT, Level 3 – Room 8 – Moscone Center, San Francisco.

2014 Google I/O Keynotes is about to end: world famous investors, innovators, and technical journalists joined by millions of Youtubers are carefully listening to Sindai Pichai (Google Senior Vice President Android, Chrome, and Apps) introduce a mysterious thing called Cardboard. If there was ever a time when virtual reality was reserved for the wealthy and privileged elite, then at this moment it just came to an end.

On Friday 25th July 2014, exactly one month later, I was finally able to put my hands on this enigmatic item. One burning question immediately came to my mind, how could this simple piece of cardboard change the very closed world of VR (Virtual Reality)? Let’s explore Cardboard and figure out how this small item could have an impact on business life.

For those of you that haven’t heard of Google Cardboard, or what it does, here’s a quick overview of what it is and what you can physically do with it.

Your first reaction might be: “Wahoo! I want one!”, followed quickly by: “Hey, wait a minute, is that a smartphone there?” and the answer is: “Kind of”. Google Cardboard is not self-sustained – the smartphone is not even the most important piece of it. If you really want to play with it you better have one of these devices: Google Nexus 4 and 5, Motorola Moto X, Samsung Galaxy S4 and S5, or Samsung Galaxy Nexus. HTC One, Motorola Moto G, and Samsung Galaxy S3 are partially compatible. It will not work with any other device. So if you do not have such equipment, but are still keen to play around with Cardboard then now is the time for you to acquire it.

Once you have overcome the device issue, you are now almost ready for your first Cardboard experience. Almost? Yes. To make the best of it, Google has developed the #cardboard app available on Google Play. You might then be interested in knowing how to use your new gadget – Google has made this step really simple for users with two actions:

-> Validate: Pull the down the small ring on the left side of the box

-> Go back to home screen: Simply rotate your device  90°

That’s all you need to know. So app installed and started? Then place your device in the Cardboard and your first Google virtual reality encounter begins.


Trying Cardboard for the first time has pretty much always the same effect; “the Wahoo” effect. Your first contact with this new world will then be a menu of 7 apps:

- Tour Guide: Visit Versailles with your personal tour guide.

- Exhibit: Discover & inspect cultural items.

- Windy Day: Funny interactive animation, best for kids.

- Earth: Become superman and fly all over the world!

- YouTube: Welcome to the next generation of the famous video sharing platform.

- Photo Sphere: Jump inside your own pictures (Photosphere).

- Street Vue: Want to visit Paris on a sunny day?


Okay, we get it. Google Cardboard is cheap, fun, and ingenious, but what about next steps, what about business application? Well, based on private and business feedback here are the potential applications:

Education: Visiting historical places, visualising molecular structures, exploring architectural blueprints, etc. Education is really the most promising sector for such technology. The cheap price is also a strong asset.

Property business: Want to rent our your house or flat? Then just build a virtual tour of your place and publish it on the web. Your prospect will then be able to visit their next living room without moving from their current sofa.

Corporate Presentation: Want to show that your company is on the leading edge of innovation? Then build a presentation of your business activities on Google Cardboard This is sure to impress customers and investors.

Video Games: This industry has always tried to improve immersion in gaming. Cardboard is able to offer one of most exciting ways to play – you are just simply in the game.

Jean-Baptiste Clion AUTHOR: Jean-Baptiste Clion
Jean-Baptiste Clion is Google Practice Technical Lead for Sogeti Switzerland in Basel since 2013. In this position, he is in charge of all technical aspects regarding Google activities. This role demands strong research and innovation skills in order to design and develop cloud solutions matching customers’ requirements.

Posted in: 4G, Innovation, mobile applications, mobile testing, Mobility, User Experience, Virtualisation      
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Speedy DeliveryEmerging development models are poised to disrupt conventional application development.  These new models are driven by several capabilities that converge into accelerated delivery.  When we combine instantly available cloud computing platforms with frameworks, widgets and API’s, delivery time is dramatically reduced.

At the same time, cloud based computer and storage prices are dropping rapidly. Start- up technology companies are exploiting the increased capacity and capability this allows them with several alternatives to application development tools:

- Microsoft has launched Project Siena which enables engineers to build modern applications using drag-and-drop visual tools with a programming model based on Excel type functions.

Mendix used a model driven approach where the user defines what data needs to be stored and the tool generates the final application to support the model.

Outsystems is also a model driven approach but they generate code for classic Java and .Net extensions.

- IBM created a new platform called BlueMix which is a Java environment with a large catalog of reusable components to accelerate integration work.

Sogeti has done a very non-scientific comparison of 3 of the tools mentioned above, and here is what we found:

Criteria BlueMix Mendix Outsystems
Customer Support Model 5 5 4
Cross-Platform output 5 4 4
Team Dev Support 3 4 3
Enterprise Integration 3 3 5
Licensing Costs 4 3 3
Learning Curve 3 3 3
Deployment Model 2 4 5
Security Model 4 4 4
API Extensibility 5 3 4
Monitoring 5 4 5
Total Points 39 37 40

I know this has been said before with case tools and object oriented techniques but…these tools could shift the software engineer role into more of a producer/consumer role.  The change will definitely redefine application development into two key roles:

Software Engineers – Low-level technical individuals who build frameworks, widgets and API’s of software.

Business Engineers – high-level technical individuals who integrate and visualise the data using the “stuff’ built by the software engineers.

Regardless of which role you take, the end-result is the same, application delivery time is dramatically reduced.  In my opinion, this change could be as disruptive for application development as the global delivery model was 15 years ago.

What do you think? Are you already seeing this shift in your own organisations?

Robert LeRoy AUTHOR: Robert LeRoy
Bob LeRoy is Vice-President of Application Development in New Technology for Sogeti USA. He has led multi-million dollar projects, managed major partner relationships and organised go-to-market strategy for national service offerings.

Posted in: Behaviour Driven Development, Big data, Business Intelligence, Cloud, Microsoft      
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