Digital transformations; how companies can quickly test whether the latest technology is of value

By News, Technology

More often, organizations notice that their old IT-systems are an obstruction for innovation. To meet changing customer wishes, it is important that they can adapt and innovate at a rapid speed. Anyone who wants to work with the best available new technology, faces a difficult challenge. How do you test which technology is valuable?

In the area of IT, organizations are often faced with a dilemma: while systems based on old technology make for long development lead times, the transition to new(er) technologies requires an investment. That is why an organization should first identify the biggest bottlenecks in the current IT landscape. More than once, these bottlenecks will not only be IT related, but involve of the business(processes) as well.

A Proof of Concept (PoC) can, in a few weeks, demonstrate how modern technology eliminates organizations’ bottlenecks while usually requiring less labor. It is a chance for the entire organization – including both business and IT – to experience what it’s like to work with new technology before making a final decision. As a result, the new technology will be more logical and enjoyable to work with for the user afterwards. Upon approval, the old technology can be decommissioned in small steps.

What is a Proof of Concept?

Organizations can use a PoC to shorten a time-consuming selection process with months-long lead times. By experimenting with new technology in a short period of time, concrete results are instantly visible. Moreover, this allows the entire organization to familiarize itself with the associated new way of working, which increases internal support.

Three aspects are crucial to determine whether new technology fits the organizations needs:

  1. Functionality: What will the new technology ultimately be used for? Do the functionalities match the business and customer’s wishes?
  2. IT architecture: Does the new technology fit the existing IT landscape? Does it provide enough options, such as security and scalability?
  3. Operability: Can a developer work smoothly with the new technology? Does it enforce the digital transformation, and does it improve the collaboration between business and IT? Does the organization become more flexible, and does it facilitate an Agile working or DevOps method?

Based on these three aspects, the organization draws up a list of epics. An epic outlines the main functionalities an organization wishes to include in the PoC. Usually, these are formulated based on current bottlenecks, which may include issues with certain calculation rules or a system that can’t properly handle the current amount of data. A PoC helps proving the new technology can fulfill the business and IT requirements.

The first MVP’s in a few weeks

When providing organizations with guidance on PoCs, it’s best to implement the PoC development process in the most realistic possible way. This gives the organization the clearest idea of the usage of technology.

A full-time dedicated team is structured as follows:

  • A Scrum master who facilitates the PoC team
  • Experienced developers for product’ development, who will also serve as trainers to unexperienced developers
  • A few enthusiastic developers (from the organization) for product’ development, who can contribute knowledge gained within the organization

Optional:

  • A product owner for product qualification, who can also write and test user stories

If the organization is fairly unfamiliar with the technology in question, a suitable bootcamp will be organized first. This will ensure every developer has sufficient basic knowledge to help develop the product from the beginning. Once the team is complete and ready, it’s time to start the PoC.

During a planning session, we determine which user stories will be tackled first, working according to the Agile method – in sprints. At the end of this period, the partial product (or MVP; Minimal Viable Product) will be shown to a larger audience. All stakeholders are invited. Often, these demos are more extensive than the normal sprint demos. They contain a clear introduction, and the use of the technology is discussed – by sharing developers’ experiences, among other things. A good demo creates understanding within the organization. The business gets a full picture of the platform’s potential and can aim more accurately for tangible results. This will ultimately lead to more freedom in its product innovation.

After each sprint, it’s time for a retrospective. This is the moment to evaluate the collaboration and technology. By being open and honest with each other, you can make the PoC even more effective. In addition to the bootcamp and demos, a deep dive is also advised. Through one or two sessions on the possibilities, developers, IT architects, and other interested people fully understand the new technology. Each question is asked and/or every concern is voiced (e.g. regarding interfaces, testing, security and integration).

PoC results

After the last demo, we enter the decision-making stage. The decision to introduce new technology has proven to be difficult, but it is now supported by the various layers of the organization and tangible results of the PoC. Ultimately, the coordination and commitment of important stakeholders and departments will determine the total lead time of this decision-making process.

In experience, developers do not wait for a decision to be made. During the time they have worked with new technology, they have made significant progress. As a result, they have often developed an enormous drive to proceed – which makes a PoC so sought after. In addition, the added value for the end customer is readily apparent, which motivates employees and ensures they do not want to stop. In other words, it is built for success!

Artificial Intelligence… Low-code… Public Cloud… Which technology trends should retailers bet on NOW?

By News, Retail, Technology

Technology trends are rapidly changing the retail sector. Retailers looking to remain relevant in the future must primarily focus on two developments: High Productivity Platforms and Artificial Intelligence. This became clear during an analysis by IG&H.

In contrast to other technology trends such as Internet of Things, blockchain or virtual reality, High Productivity Platforms and Artificial Intelligence (AI) have been identified by Gartner as trends that have reached a mature stage, which enables them to disrupt the retail sector. Both High Productivity Platforms and AI intervene in each link of the retail chain, giving them a new dimension. That’s why IG&H believes that retailers who embrace these developments now greatly increase their chances to remain a frontrunner in their market.

 

High Productivity Platforms; react more quickly to developments

A High Productivity Platform can be based on generating code, as well as on model-driven execution. Low-code, for example, is an increasingly well known High Productivity Platform for software development based on object generated code.

The main business advantage of this technology is the ability to build new functionality quicker and at substantially lower cost, and the success of ideas can be evaluated more rapidly. One method of doing so is ‘rapid prototyping’. Retailers who adopt this trend are able to test new propositions quickly in changing market conditions and with little risk. A striking example is a leading food discounter which temporarily offers a more extensive luxury assortment through an online channel during the holidays. The technology offers countless applications; from small mobile apps to large back-end systems. Because of this, High Productivity Platforms are suitable for medium sized businesses as well as larger multinationals.

The accelerated development of applications shortens the time-to-market with 70 per cent in comparison to traditional packages. This is especially interesting when the development of applications requires customization. In comparison to traditional solutions, total cost of ownership is reduced to a third, a recent study by Gartner found. Next to development time, High Productivity Platforms offer big advantages when it comes to operational controllability in terms of ease of integration, altering applications, and the assurance that applications keep working after the update. All of this against lower maintenance costs.

Boost business with Artificial Intelligence

Data science is a multidisciplinary domain for more effective data gathering and analysis to facilitate better business decisions. Different techniques and algorithms can be applied, such as Machine Learning and AI. Deep Learning, an AI algorithm, is an advanced follow-up technique based on neural networks. Both Machine Learning and AI algorithms are often self-learning, which improves the effectiveness of applications over time and means the complex underlying mechanisms don’t have to be fully understood.

In the current retail landscape, we are increasingly seeing applications supported by AI and Machine Learning. There are ample examples of AI being applied in the chain, from bots in customer service with active customer dialogue, to creating supply chain flow by proactively sending goods to locations even before consumers made their purchase.

Even at the heart of retail, category management, we see AI making a difference with better integral business control. AI can, in contrast to error-prone and often department-coordinated traditional ways of working, make an accurate prediction of sales based on numerous chain factors, leading to better purchasing decisions. Our experience tells us that this prediction is accepted in up to 90% of the cases, leading to higher shelf availability and lower residual stock, in combination with higher efficiency at the department concerned.

In the fashion industry, for example, algorithms are being utilized to predict trends earlier and more precise. With Machine Learning, this enables offering personal discounts to the customer. Through enhanced customer personalization higher conversion ratios can be achieved and purchasing can be done more accurately. This results in lower residual stocks. The urgency is confirmed by the expectation that by 2020 more than 85% of retail transactions will be based on AI.

Dawn of exponential technological developments

Exactly the same reality holds true for us as consultancy. We see that our customers have a need for support with a large number of technologies and trends. To meet this need, our firm has more than doubled in size the last few years in the domains of Analytics and Technology.

The current and expected trends make us realize that we are at the dawn of exponential technological developments. To remain relevant and flexible as a retailer it is crucial to make the right choices. AI… Low-code… Public Cloud… On which technology trend will you bet?

Written by: Iris Huisman (Analist Retail), Michiel van der Werf (Consultant Retail), Sjoerd Norden (Consultant Retail) and Bram Gilliam (Director Retail)

Technological innovation is growing exponentially; how does your company keep up?

By News, Technology

In the coming years, an unusual trend will become steadily more obvious: it will become clear that technological innovation is now growing exponentially rather than via a linear curve. Within ten years, computers will be powerful enough to make as many calculations per second as the human brain. These developments will have a big impact on organizations’ business models.

Companies can’t avoid it; in the not too distant future, all organizations will go digital. If current developments keep growing exponentially, computer power (calculations per second) will be equal to the total calculations of all human brains put together within one generation. Moreover, various new technologies and their uses will have an impact on all sectors, such as blockchain, AI, robotics, Internet of Things and medical wearables.

Exponential, rather than linear thinking

Disruption as a result of these technological developments looms over every organization. Many companies today have need of new business models in order to face this disruption. Focusing on improvements within the current business model, the so-called ‘Horizon 1 and 2’ developments, is no longer sufficient. Continuous attention for new Horizon 3 business models must be anchored in the corporate culture.

There are already a fair few examples of senior management (don’t be that guy) hanging onto their tried and tested business models on the basis of personal experience and expertise. Because of this, they eventually had to deal with total disruption. Competition can often be found where you aren’t expecting it; start-ups use all available technologies to launch new business models.

That’s why it’s important to start thinking about the future now. In the coming years, for example, chatbots will become commonplace in customer service. In the healthcare sector, medical wearables are being developed which can not only cure certain illnesses, but prevent them entirely. The blockchain will eventually be put into use everywhere, cutting out the need for a ‘middle man’. Moreover, Artificial Intelligence technology will be integrated into our existences and will act as our co-pilots.

Prepare for the future

It’s difficult to fully anticipate upcoming developments. The human brain simply isn’t capable to predict and extrapolate such exponential trends. This means that anticipating the specifics is pointless. Set up your organization to be technologically flexible, so that it can quickly adjust itself according to the market.

Don’t stick to just ideas; anchor the technological models in the organization and put them into practice. Firstly, the senior management has to be made aware of the exponential growth curve that will impact all organizations. Then employees throughout the company must be stimulated to think and act in an innovative manner. Of course, this must happen with and for clients. This entails (minimum viable) products being launched cyclically in order to receive feedback as quickly as possible in order to improve. Only organizations that learn faster than the competition will survive.

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Tech companies take giant steps in healthcare

By Healthcare, News, Technology

Tech giants, such as Google and Apple, have had their sights set on the health market for years. They have a good reason: the health sector ticks every box that technology companies are interested in. They are suffering from problems such as affordability and scarcity, it is a relatively non-transparent market and there is a lot of money in it.

In the past, competitive forces proved they were able to shape and dominate other sectors. Apple, Google, Amazon and Microsoft have completely changed the way we communicate, shop and work. These tech companies have the same similar ambitions in healthcare, although each concern has its own approach based on its own strengths. Apple focuses on consumer electronics, Google on data and Microsoft on online services and analytics. Which steps did they take recently during last year?

Apple

Apple has offered the ‘health, care and research kit’ for years in order to be able to build healthcare apps quickly, and to gather and share information. In 2018, Apple launched Health Records on iOS, allowing customers to see and change their medical dossier, as well as share them with healthcare providers. This can also consist of data from electronic patient records belonging to hospitals or other healthcare providers.

By mid-2018, more than 500 hospitals were connected to Health Records. Apple also further developed their personal metrics programs, such as cardiac monitoring (ECG) via the newest Apple Watch. They are also forging partnerships to work towards digital eye tests and revalidation programs for those recuperating from knee and hip operations.

Alphabet

Google’s parent company Alphabet was possibly the most active in the healthcare branch in 2018. Most noteworthy was the launch of the new Google Fit platform and their new partnership with Fitbit. Their goal is to make data more easily accessible for doctors. They are now in direct competition with Apple in the e-health market.

Alphabet also showed strong support for the American company Oscar Health. The online health insurance company gained almost 400 million dollars in investment capital last year. Oscar Health customers can save for discounts on their health insurance premium by exercising. On top of this, Alphabet also has two subsidiary companies which are focused on healthcare. Verily develops possibilities for medical machine learning, whilst Calico is focused on genome research.

Amazon

Amazon shook up the healthcare market last year in their quest for growth. Firstly, they announced that they are going to set up their own health care providers for staff. This will be done in partnership with business bank J.P. Morgan Chase and Warren Buffett’s megacorporation Berkshire Hathaway.

Amazon’s CEO Jeff Bezos wants to start his own healthcare company that will offer smarter, cheaper, and better care. After this announcement, Amazon bought online pharmacy Pillpack for 1 billion dollars. Through smart use of data, Pillpack improves service for patients. The client receives precisely measured doses, is reminded when it’s time to take medication, and no longer has to take care of declaring costs to insurance companies, as Pillpack takes care of that as well.

On top of all this, Amazon has started developing products to gather and process medical data via the cloud service Amazon Web Service, with digital assistant Alexa fulfilling the role of digital doctor.

Microsoft

Microsoft is mainly focusing on researchers, doctors, and biotech. The company is developing various AI and cloud computing projects through the NExT program. In 2018, Microsoft launched diagnostic support of images and tooling for doctors and scientists in the field of genomics.

Both projects are AI-driven and are saved in the cloud. Microsoft emphasises the latter. The company offers cyber security by saving healthcare data safely in the cloud following strict compliance and confidentiality regulations.

Alibaba/Tencent

Large Asian tech companies are also active in the healthcare sector. Alibaba is predominantly known as a cheap web shop, but in Asia they are leading the application of Artificial Intelligence in healthcare. CEO Jack Ma rapidly developed a platform for the interpretation of diagnostics like CAT scans. The tech giant also has a virtual assistant that supports doctors when selecting treatments.

It’s even less well-known that Tencent- Asia’s number one tech company- is also extremely interested in healthcare. Customers can get medical advice and make appointments via the app WeChat. The company has an online and offline ecosystem at their disposal in order to provide healthcare through partnership with Trusted Doctors. Moreover, Tencent has developed diagnostic programs in order to help doctors diagnose cancer early. They’ve also started initiatives to utilise their AI platform in order to help diagnose other diseases, including Parkinson’s disease.

The future

Tech companies are on a roll and are going to have an increasingly large impact on the healthcare sector. The degree to which this occurs depends on a number of developments:

  • Tech companies are wrestling with a lack of information standards in health care, which hinders the exchange of data. In 2019, Google, Amazon, Microsoft, and IBM are working on further developing a new standard, FHIR, in order to enable unhindered connection.
  • Medical professionals are critical of tech companies’ developments, and they are the ones who decide in the end if these developments are implemented. There are, for example, doubts about the reliability of these developments, such as the ECG of the Apple Watch. Moreover, the sector is suffering from ‘not invented here’ syndrome.
  • Tech companies are not always as careful with data as they should be. Facebook is the most recent example of this. Many consumers don’t let this stop them. However, it remains to be seen how long they will accept this when dealing with sensitive information such as illnesses and treatment.
  • Everything is different in healthcare. A patient can act differently than a consumer. The healthcare branch is also much more strictly regulated than other sectors.
  • In closing, the healthcare sector- depending on the country- is often publicly financed.

The answer

In the Netherlands, many healthcare facilities will say that they aren’t noticing the influence of large tech companies very much. That is true. That is the very reason why now is the correct time to take action. Ask yourself if you, as a healthcare provider, know enough about the digital needs of your patients. Research how tech companies can contribute to affordability, accessibility, and staff choice within your healthcare facility. Broaden your horizons and don’t be surprised by the development speed of tech companies.

By: Walter Kien (manager Healthcare IG&H) en Arvid Glerum (consultant Healthcare IG&H).

How digital channels really add value to the customer experience

By News, Technology

An exceptionally good customer experience leads to demonstrably better business results. Research shows that customer satisfaction increases, brand reputation optimizes and turnover increases as well. How do you improve the customer experience by using digital developments such as personalized websites, IoT devices and voice assistants? Jules Hoppenbrouwers, Manager Digital Customer Experience, explains.

If you want to increase the customer satisfaction of your company, you have to meet the expectations of the consumer and take an extra step at key moments in the customer journey. Companies are therefore expected to create a strong and consistent customer experience during all touchpoints in this process. The customer experience is as good as the weakest link in the entire customer journey.

The difference between an online and offline consumer is fading. Customers are constantly changing from one channel to another. For example, after someone doesn’t feel like they are assisted online, they can decide to call customer service. Unfortunately, there is a possibility that a consumer will have to tell his entire story again.

Many companies are not yet responding to the numerous channels on which a consumer is active. For example, the call center employee does not know about the previous online journey of a consumer. This can give them the feeling of being given the runaround. If a few days later, the customer subsequently receives a general newsletter that does not meet his needs, he will most likely unsubscribe.

One customer view 

To prevent this problem, companies need to work from a single customer view, available for all different channels. A customer profile includes information about the (online) behaviour of the consumer, which can be enriched with data from other systems, such as demographic data and purchase history.

First map out which systems contain information about your customer. If you, as a company, carefully bring this data together, one relevant customer view emerges. If all goes well, it is already known where this information is due to the General Data Protection Regulation (AVG) (or GDPR) regulations.

Visualize the customer journey

We live in a time where the customer communicates with the brand of your organisation via personalized websites, mobile apps, or smart thermostats. If the customer journey is carefully mapped out, you can easily respond to these new developments. Figure out where you can renew and optimize your customer journey by using new technologies.

The extra data insights that arise from the use of these digital innovations can help you to discover patterns in the behaviour of your customers through Artificial Intelligence (AI) and Machine Learning (ML). You can act on this by, for example, responding to possible new purchases; the ‘next best action’.

It is also possible to optimize online sales funnels and service channels through online platforms. This gives employees real-time access to relevant information about their customers. By means of A/B-testing it is possible to observe which statements convert best.

Digital Experience platform

A Digital Experience Platform (DXP) plays a key role in operating all these digital touch points. It brings an omni-channel customer view together with a content management system, allowing you to automatically send relevant information to the right customer over the right channel in real-time. This allows a customer to continue his journey seamlessly from, for example, a physical contact moment to a digital interaction via the ‘my-environment’.

Each channel specific type of service

Incidentally, this does not mean that the customer receives the same service on every channel. When visiting a ‘Brick and mortar’ store, the consumer may want personal advice, while the digital channel is more suitable for offering services efficiently and effortlessly. Give the customer the experience that suits the channel and connects to the integrated customer service.

IG&H has a unique combination of sector expertise and the different competence teams of Technology, Analytics and Organization Transformation. This is why we are positioned to connect the many individual initiatives from an integrated customer view and to turn them into a valuable and memorable customer experience. Want to know more? Contact us.

How platforms can accelerate the Digital Transformation

By News, Technology

Digitalisation is taking off unprecedentedly, but by no means every organisation is equipped to respond to it. Because companies spend a lot of money on maintaining expensive and inflexible systems, this is ultimately at the expense of customer satisfaction and competitiveness. How can your organisation become effective again?

Digitising is no longer a choice for companies, but a necessity. Consumers want to be helped faster than before. Companies that make effective moves within the market increase their competitive position.The problem is that many companies have little insight into the number of applications. In addition, it is often not known how high the current and future costs are for maintaining all this software. The vast majority of the budget is therefore not spent on innovation, but on maintaining (outdated) IT systems.

As strong as the weakest link

The speed of an organisation is ultimately determined by the weakest link in the chain. This is the (standard) package to which only complexity and therefore time and money is added. Everyone knows that if you add complexity to complexity, problems just get bigger.

In order to maintain a good market position in the future, each organisation will therefore have to spend its IT budget and resources significantly differently. A well-designed IT platform offers a solution and creates more overview, quality, development speed and opportunities for exponential growth. This is how technology helps to control costs and to transform the organisation into a digital organisation.

Unlike monolithic software, which does not facilitate “continuous delivery”, orchestrated software does. Platforms facilitate reuse and compliance so that simple components can be converted into new products. Maintenance is also relatively easy because individual components can be replaced.

Slimming and strengthening

In order to make the IT in an organisation agile and to keep it that way, it is important that the complexity is drastically reduced. The number of applications must be reduced as well. At the same time, knowledge and skills must be gained to build and integrate platforms into the existing infrastructure. The big challenge for IT departments is to carry out this transition while the regular operation continues.

Building a necessary lean and agile organisation does not only require good IT platforms. It is equally important that the management takes real ownership and shows leadership to reduce the existing complexity. A digital business requires a strategic focus on quality, cost control, speed and exponential growth in demand.

Companies wanting to maintain their competitive position will have to develop a culture that can cope with a constantly changing world.

Organisational form under the microscope

Therefore, building up the necessary cultural competences and integrating the software go hand in hand. The organisational form, leadership, mindset and skillset of the employees should be placed under the microscope. This means an existential transformation in which the focus is on subscribing, buying, building and integrating software.

This completely changes the speed and way of working, speaking in terms of weeks instead of years and days instead of weeks, no hierarchy involved. Continuous customer value is created and products are created and only driven by “outcome”. In short, a real agile organisation.

This article is based on the story Andy Kyte told Gartner during the OutSystems Nextstep of October 8, 2018 in Amsterdam.

Digitalization: the right approach for lasting success

By News, Technology

Digitalization is a complex undertaking. Unfortunately, this appears to be a well-kept secret, and as a result, digitalization is a laborious process for many companies. Often, they don’t achieve the set goals. The question is: What’s the right way to go about it and make your process succeed?

An interesting and topical research conducted by Gartnerreveals 6 points at which digitalization appears to go wrong: a conservative culture, sharing and collaborating too little, an organization that is not ready for digitalization, a talent gap, a way of working that hampers talent, and challenges involving change. All of these are recognizable obstacles that our IG&H consultants often come across at the companies which choose to work with us. All the more reason to have a close look at digitalization.

Doing ‘something’ with digitalization, but what?

“We need to do ‘something’ with digitalization.” It’s a frequently heard statement made by many company managements. This generic announcement has to do with the fact that many organizations have only just begun to discover that IT is a big part of their product. Some industries have even grown into true software factories – such as banks, which solely create software and algorithms. Virtually, this means IT is the only remaining product for them. In retail, growth continues steadily through e-commerce, and in healthcare, the digital component also keeps expanding. In short, automation is indispensable to everyone who wants to respond quickly to their customers’ demand. Of course, this is essential if you want to survive – or, even better, if you want to distinguish yourself!

It is good to realize this, but awareness alone will not get you far. For example, your current process design and way of working may be at odds with your digitalization plans. In that case, what are you supposed to do? Adjusting such matters is expensive and time consuming, and it often comes with risks. If you don’t handle digitalization the right way, your process will fall apart before you’ve had the chance to go through it from A to Z.

Knowing what’s going on

If, for example, your system isn’t properly documented, it will be difficult to digitalize it. Before you start with a transition towards digitalization, it is essential to be abreast of various aspects within your organization.

Many companies are dealing with legacy issues, which make it hard to quickly respond to user needs. Larger organizations that have gone through mergers and acquisitions, for instance, can easily work with 3 or more CRM systems. In such cases, you often don’t know exactly who your customers are. This makes it difficult to develop a good, central overview of your customers, which would allow you to utilize every opportunity and achieve true customer loyalty. Additionally, companies often lack insight into the productivity of and the value delivered by development teams.

If you want to develop towards a so-called Digital Factory, so ‘IT’ truly becomes the measurable factory of added value, you need to know such things exactly. Only then, you can correctly set up IT processes, select the right people (and provide teams with the right coaching to achieve objectives), and use proper tooling! The construction industry has embraced this approach years ago: those who design a bridge have a computer calculate the required strength of the construction. Manual labor is completely unacceptable, and in many countries – including the Netherlands – it is even forbidden. But when it comes to digitalization, many organizations go back to old-fashioned ‘manual labor.’ Remarkable, because as with a bridge, a lot is at stake here. Therefore, it seems more logical to use the right tooling. After all, this ensures that the construction rests on a solid foundation that won’t collapse after you’ve built the bridge.

What direction will you take?

After you’ve defined the desired goal, you need to determine what direction you and your company will take. The strategy is essential, as is the transition itself.

Before delving into this, it is important to realize that there is no 1 formula for success when it comes to digital transformation. Elements such as company culture and the need for change play a significant role. A retailer who still wants to exist in 3 years, for example, should really have their online branch in place. In some other sectors, the urgency is a little less high, which means there’s more time to handle digitalization.

Get to work enterprise-wide

Should IT be part of the business or vice versa? It is the central question of a discussion held within many companies. The answer is: it doesn’t matter. What matters is that you’ll only succeed if you truly work together. Eventually, there will no longer be a ‘business’ and ‘IT.’ They will converge.

Moreover, you should look at the data/analytics part: how will you measure and what data do you need for proper and timely control? Even better, how will you predict what may happen, and are you currently anticipating this? To this end, elements such as the right KPIs and dashboarding, which are often still highly spreadsheet centered, should be fully in order and automated…!

Briefly put, think carefully about how you measure. What you really need to track is the number of people who love to use your product! This is crucial. Unfortunately, not many companies judge themselves on this user adoption. A missed opportunity with far-reaching consequences, because ultimately, users determine your long-term success. If you provide a pleasant experience by optimizing processes using IT, you’ll secure your organization’s future. This is just as important as the quality of the product you deliver – the experience is part of your product or service!

How to go about it

A number of the issues discussed above can be tacked perfectly with the introduction of a Low-Code platform and an Agile way of working. As OutSystems is currently the best Low-Code platform, IG&H has decided to work with it.

With a Low-Code platform, you can build software faster and better. Like the name suggests, you need very little code. You largely model software the way you would model a bridge, car, or plane. The difference is that with this model, you subsequently generate the software with 1 press of the button. Moreover, there’s a level of flexibility: when you have specific software that you cannot yet model, you can add it manually later – hence, the word ‘Low.’

Furthermore, maintaining models requires less time than maintaining hand-written software. So with a Low-Code platform, you considerably lower your company’s maintenance costs, making more money available for innovations and improvements.

Organizations with legacy systems can keep using these sources through OutSystems, but get the opportunity to rationalize them in a phased and low-risk way. In the meantime, they already benefit from shorter lead times for new functionality andmodern, pixel-perfect user interfaces. Using these, they can support and improve the much-needed customer experience.

In addition, OutSystems offers the possibility of rapid prototyping. This is the quick development of prototypes without high costs, which often enables the delivery of a prototype within several weeks – very useful when you want to test new concepts in practice! If you combine rapid prototyping with a smart use of data analytics, you can quickly book results.

Using OutSystems, we help organizations make a successful transition to sustainable digitalization. All the points we’ve discussed in this blog are covered during the process.

Interested in what we can do for your organization? Don’t hesitate to contact me. You can also find us at the NextStep conference on October 8thand 9th, which IG&H will attend.