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Given its successes and ubiquity, the technology industry has captured the imagination of the world. As IT and business have converged into a singularity, and as consumer and personal life is increasingly mediated by technology, this industry has created an indelible mark on the present and future.
These dreams are not limited to people of one nation, race, sex, or creed. In fact, technology’s strength is its ability to unify people of all backgrounds into a narrative of positivism and progress. This, combined with the hope of economic growth and gain, impels people from all over the world to think of technology as a globalized playing field. Different aspects of the technology chain can be enacted anywhere by anyone with skill, irrespective of national boundaries. In no sector is this more clear than in technology. Innovation is connected deeply to the openness of people, flows and immigration. Technology organizations are incredibly diverse places not only in terms of who works and inhabits them but also in terms of the globalized connections that are part of daily work.
Technology as a model for globalization is not an accidental phenomenon. After all, technology has enabled the smooth, real-time collaboration of people from across the globe, across time, space, belief system, and experience. Digitization of products and processes has an inherent global quality, bounded not by the national biases but only by the laws of physics!
Technology as a model for globalization is not an accidental phenomenon.
In an earlier historical epoch, progressive thinkers conceived of free-trade as a solution to narrow, nationalistic outlooks. For many, though, free-trade was a misnomer and trade was hardly ever truly free. When it was, people mingled, learned from each other, and in many cases mutually benefitted. When it wasn’t, some gained while others suffered.
Technology does not need to be like that. With technology, we can create a common narrative of benefit. This is the promise of digitization.
In order to make this idea functional, we must change our rhetoric. As a country we cannot think of “our jobs” versus “their jobs.” We have to think of increasing the collective possibilities in the world, knowing that all can benefit if we build and distribute the fruits of technology freely and fairly. We have to conceive of work as something that transcends the nation or tribe.
The real-time aspect of Digitization is key to this narrative. With the ability to engage, transact, and modify products, services, and campaigns at scale in shorter and shorter time frames, the need for a globalized resource pool increases. Great organizations never sleep; the sun never sets on them. As business and consumers demand instant solutions to problems – whether intellectual or commercial- organizations must grasp “the global” as a source of comparative advantage. The only way to get the right people for the right job at the right time in the right context (a key for true digital transformation) is via a dynamic global resource pool.
This has been a core belief at Akvelon from the start; in fact, our organization represents this belief every day, not only through our team but also through the projects we undertake and the outcomes we seek.
As we usher in an era of Digital-nativity, the more importance we put on globalization and the realization that when it comes to technology and innovation, no people and no place has a monopoly.
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Progression in digitization and the future of business relies on how we protect the benefits of the Internet and prepare for the risks in doing business online. Read more.
Technology is only great if is used in pursuit of a fix to a real and palpable problems. Real “solutions” do just that. Read more.
Data is a fundamental source of value; while this has become a truism, the power of the statement is still lost on many organizations which believe in this idea theoretically, but haven’t taken practical steps to ensure the idea is actionable. Inherent in this notion — that data has become this phase of history’s most valuable resource– are two core ideas: First, that organizations must find ways to sustainably harness data and, second, that the data resource is too important to be sequestered in the realm of “experts.”
These coupled ideas suggest that a truly agile, automated, governed, secure, and democratized data infrastructure is the next big thing for all organizations. Data is indeed the new oil.
This analogy is powerful because it is both broad and deep. While oil was undoubtedly the commodity of most “value” for almost a century, accessing it at scale and using it optimally were no average feats. Nor was it easy to create a technology ecosystem that allowed “normal” people to access the benefits of abundant and plentiful oil. In fact, entire industries were built around exploration, refining, marketing, and other elements of the oil “supply chain.” Taking the idea further, entire swaths of infrastructure were built for optimal use of oil by a hungry industry and an increasingly affluent society.
Data will go through this same evolutionary process. And while it is not a natural or “material” commodity, it has to be managed just like oil.
What is needed is a plan for Data Infrastructure that allows at once for the broad and agile use of data without compromising the sanctity of certain data, or the infrastructure itself. This must be done at scale and in accordance with the inevitable change that occurs in all business scenarios.
In the lexicon of business, this means that a Data Infrastructure must at once serve business users who are hungry for growth and who are driven by the “power of now” and the IT organization that is rightly concerned with security, governance, and compliance.
The maturity of this Data Infrastructure is an essential element of the plan. Data sources change, new sources come online, and over time, changes occur in the world of compliance (witness GDPR to understand how tectonic changes can be legislated) – the dynamic nature of data calls for a flexible and assimilative infrastructure that requires upfront thought.
Necessary elements of this are:
1. Ensuring that the infrastructure is not “locked” or brittle so that it can accommodate the changes in data sources- both in type and number
2. Ensuring that the infrastructure allows for the scales use of data, and does not require great “expertise” to wield the data in an actionable fashion
3. Accommodating the need for agility while not compromising security and governance
4. Driving harmony between business users and IT by automation
Put differently, all organizations will be judged by the maturity of their data infrastructures. In a world in which the differential management and utilization of the data resource will be the axis on which success or failure is determined, focusing now on the right data infrastructure is the clarion call that all executives and owners must heed.
Constantine Korovkin is the COO and Co-Founder of Akvelon. He is passionate about excellence in execution, building successful high-tech businesses, project management, exceeding clients and customers expectations in every way.
We held our annual Akvelon Holiday Party on December 18th! Check out some of the photos from the event:
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