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.
Companies are reliant on innovation for continued growth and competitive advancement. The issue is that the concept of innovation has been sorely misrepresented and overhyped to be this go-big-or-go-home idea that requires massive amounts of time, money, and resources. In this post, we hope to dispel those myths.
Saying that we're into agile is a bit of an understatement. We've written numerous articles and ranted at scale across conferences globally on the topic. On November 4, Morningstar's offices became the watering hole of the agile community as Agile Day Chicago 2016, went into full swing. One topic specifically drew my attention this year--Breaking Things on Purpose--and I wanted to expand on it in this post.
Innovating with digital products is a risky business. According to Forrester Research, the IT industry spends roughly $30 billion annually on products that don't deliver value. Our latest article discusses how rapid prototyping can be used to decrease the scope of failure and ultimately eliminate irrecoverable failures completely.
In an unprecedented era of high customer expectations, low market confidence and the constant threat of small and nimble players disrupting the market, financial institutions find themselves in a position where they must evolve or become extinct. As established players continue to be dependent on legacy technology and monolithic systems that require significant overhead and lead time to deliver even the smallest increment of value, many are struggling to satisfy the needs of their customers and shareholders and their ability to remain competitive is diminishing. This post explores how financial services institutions, particularly banks, can effectively evaluate and embrace the microservices architecture movement.
Regardless of the amount of time and money invested with a vendor to develop a product, if the performance to date has been poor, the path forward will likely continue to yield less than ideal results. Our latest post identifies five telling signs that you could be in trouble with your technology vendor.
Evidence indicates that agile software delivery results in a higher success rate for software projects as compared to waterfall delivery. Download our infographic to see why.
For more than a decade, Devbridge Group has been working with companies to deliver higher value digital products to market faster. What we’ve seen along the way are many companies burning through budgets and being disappointed by the outcome. In this blog, I outlines a five-step approach to help companies create stellar, value-added products quicker.
If you're building software to empower your business, you're a product company. Too many businesses think about their software as "projects" and don't spend the necessary time talking to their customers. We present "product thinking," a way to build the right product, the right way, for the right reasons.
Why is it that detailed requirements cost twice as much, yet deliver half the value? The initial attempt to ensure software is of actual value to business has always been to document absolutely everything. Over a period of three, six, or sometimes even twelve months, documentation is being produced and all the while generating negative value for a business—the exact opposite of what a company is hoping to achieve. We believe there is a better way to product development.