I am continually impressed by the true business value our team delivers for our clients on a daily basis. It is always interesting to see the progression of what starts as technical requirements ultimately resulting in tangible benefits to a company, such as lower costs and increased productivity levels. I recently attended a lunch and learn for one of our clients. The presentation was led by one of our technical leads who gave a high level over view of the large scale Service Oriented Architecture (SOA) initiative that was underway. It was exciting to hear how the work of our team was impacting not only the IT organization, but also the business across the enterprise. It was also interesting to learn firsthand the benefits of SOA and how this solution has and will continue to impact our client’s business moving forward. A few details….
Work feels much more gratifying when you feel like you are being fairly compensated. Feeling under-compensated can lead to negative feelings within the workplace, drive down morale and threaten performance. One of the top five reasons people leave a job is directly related to compensation. There will likely come a time in your career when you will want to ask for a raise. There is a right way to do it and a wrong way to do it.
Rob BrinkleyAsking for a Raise: The Right Way and The Wrong Way
It isn’t often technology departments have such a clear business case for a technology focused project. That’s right, a technology focused project with tremendous upside for both the business customers, our fellow technology leaders and performers.
DevOps is an easy sell to business partners when you can demonstrate the value. Let’s look at concrete and tangible reasons for getting your business and your technology leaders on board with DevOps.
Andy FrankCEO Perspective: Making the Case for DevOps
There are over 92 million Americans who make up Millennials, representing one-third of the U.S. population. If you were born between the years of 1980 and 2000, you are one of them! I recently attended a Richtech networking event where the speaker focused on Millennials and how they are shaping technology trends for the future.
Shelby KingsleyAre Millennials Shaping the Future of Technology?
The use of People analytics, also known as HR analytics, has been slowly on the rise for years. People analytics is an area in Business Intelligence and Big Data continuing to grow exponentially in HR, but also across the business.
People analytics is as simple as bringing data based decisioning where data hasn’t previously been, but it is not necessarily a well-defined space. It is about forcing decisions to become evidence based and data driven, where in the past they would have been based on repeatable history or pure intuition. Some experts refer to this as just a vehicle to bring in the psychology that we’ve already known about for decades.
Joanna CurrenceAre your Hiring Decisions made by People or Data?
Over the last couple of years, I’ve had a couple close friends who were looking to move into the IT field from long careers in the financial banking industry. I’m happy to say that they have both successfully moved from financial advisor positions into Information Security Engineers. I’m sure they would say it was a challenging process but in the end, very rewarding and has provided them with a lot of career growth.
Breaking into the technology field from a different industry can be somewhat challenging if you don’t know how to approach your job search or are not able to apply your experience to technology when given the opportunity.
If you are looking to break in to technology, consider these tips:
My monthly blog post is going to take an interesting turn as much has happened over the past 30 days. In early September I had a physical that included urinalysis and blood work. The urinalysis had trace amounts of microscopic blood that prompted my physician to send me to urologist for a full work up. The urologist sent me for a CT scan and an hour later I was told my kidney and bladder were healthy but I had a large mass on my liver. They were confident it was a benign tumor called a hepatic hemangioma. After 20 hours of frantic internet research, I earned my degree in hemangiomas (a strawberry on a baby’s face is the most common hemangioma with the liver being second most frequent location.) I was confident since it wasn’t symptomatic they wouldn’t touch it and just monitor it. A week later I saw a vascular surgeon who explained they were going to remove the entire right lobe of my liver. The good news is a healthy liver grows back. My tumor was 22 cm x 20 cm x 10 cm weighed over 3 lbs. My surgery took just under 4 hours and I was hospitalized for 6 days. I am back at home, slowly recovering and working when my energy will allow.
One of the many benefits of working at UDig is the opportunity to support a vast portfolio of clients across multiple industries. This means we get to help solve IT problems in a variety of market segments. Our clients work in retail, healthcare, financial services, software services, and government, to name a few. Over the past several months, the retail vertical has been a growth area for UDig, and for good reason. A few numbers to consider…
Matt BixlerMobile Technology on the Rise with Retailers
The very thought of taking a contract position can scare potential job seekers who value the perceived certainty of full-time employment. The underlying uncertainty can bring high levels of stress, even to strong candidates. But automatically discounting a contract job can be detrimental in so many ways. By ruling out all contract positions, the benefits are overlooked.
Recently, I met with a new CIO of information services. His company’s primary product and cash cow is slowly going away due to contractual obligations with their customer. The remaining portfolio of products are a mixed bag of winners and losers. His first executive order from the CEO was to cut IT budget to match the future operating budget. This is a daunting task especially when the company hasn’t devoted time to truly understanding their product portfolio. The ability to prioritize which products are worth continued investment and which products should be retired would make the budget conversation much easier. This is consistent behavior we see across large companies. They tend to not give product managers responsibility for true P&L management and, in turn, continue investing in products that aren’t profitable. It’s easier for organizations to lump a portfolio of products together, sharing profits and expenses and often masking true performance. I won’t begin to dissect why I think companies behave this way. My gut tells me it is part political and part complexity.
Andy FrankCEO Perspective: Reduce Product Costs Using DevOps