Few people get excited about digging into old "legacy code," but companies that delay too long will find themselves with heavy technical debt. This technical debt can result in an unserviceable application, or even worse, complete failure. This article explores methods businesses can use to tackle (and prevent) technical debt.
Nine years ago, five individuals were faced with a choice: continue trudging through the corporate world of indifference, or quit, and invest in the seedling of a business. Those five chose the latter, founding Devbridge Group. The choice was in line with a value we continuously strive for: to defy mediocrity. This article recaps how we've grown since that time, and how we strive for constant improvement.
In Part III of our white paper on digital customer onboarding in banking, we detail ways financial services companies can update the technical architecture needed to support an omnichannel experience.
The promise of what Agile and DevOps can do for companies is an enticing one: The ability to be nimbler and react faster through continuous integration and continuous delivery. Why, then, are banks and other financial institutions struggling to implement it? This article explores the vast potential of DevOps and how it can be implemented.
Banks are engaged in a race toward digitization, particularly in digital customer onboarding. As you might expect, the race is one with many hurdles: rollout time, budget, infrastructure changes, regulation—the challenges can be daunting. We're here to help. In this article, we'll summarize Part II of our white paper on digital customer onboarding. There, we detail our design process and provide a road map to get started.
In Part I of our recent white paper, "Digital customer onboarding: Building valuable customer experiences through digital bank channels," we assess the state of the banking industry’s onboarding approaches, each with its own level of digital sophistication—or lack thereof. This post explores some of the findings from Part I of the white paper.
Underinvesting in a company's culture results in lower employee engagement and, in turn, a higher cost of doing business. Gallup reports that 70% of the U.S. workforce is unengaged. The negative financial impact? Around U.S. $450-550 billion per year. This post discusses themes for investing in and changing culture for the better to ensure team members are energetic, engaged and impassioned.
At last month's Bank Innovation 2017 conference in San Jose, Calif., a consistent theme in presentations was FinTech (financial technology) disruption. As I sat with fellow technology vendors, banking technologists and strategists, I posed often posed this question: Is there disruption in the financial services industry from FinTech? In this post, I'll detail what I've learned.
As a child, you likely created things with LEGO® bricks - a spaceship designed to explore the unknown, a castle with secret passages or a race car to drive on endless roads. These creations were built in short time with just an idea, a medium (bricks) and creativity. So, why has it become so difficult to turn business ideas into reality?
Having worked with many financial institutions on a number of different software design and development projects over the last year, it is clear that customer experience remains a key focus for 2017. A great customer experience encapsulates both digital and physical channels and introduces interchangeability between the two. However, banks are struggling to rapidly adapt to this omnichannel strategy.
To create an engaging digital customer experience requires three things: product management know-how, design savvy and engineering expertise. For enterprises, particularly financial institutions, to achieve this in-house requires significant time, money and resources at a time when hiring and retaining top designers, product managers and engineers is near impossible with the market drowning in demand and lean on supply. To address this challenge, many CMOs, CIOs, and CPOs frequently engage with outside agencies (design, innovation and advertising) to fill this gap. However, how do they truly know that the partner they are selecting meets all three of the above criteria?
Raising children while also working in the software development space, I have noticed parallels between the two seemingly different areas. These parallels start prior to launch/birth and continue through the various stages of maturity. Now that your product has launched, your baby born, what should you expect next? Following are a few key items to consider.