On Wednesday 30 June, I attended the launch of the next generation of MuleSoft in Sydney. It was one of a series of launches around the world. It was a slick show, perhaps with a little too much polish for an Australian audience, but the big themes were interesting.
Firstly, being owned by Salesforce, for just over four years now, seems to have been a good thing for MuleSoft. And for Salesforce.
I tend to subscribe to the argument put forward by Paul X McCarthy in Online Gravity that, in the digital universe, there tend to be planetary-sized objects and not much of anything else, allowing for occasional moons, asteroid belts and comets. We have Google for search, Meta for social, Amazon for retail, and so on. We have Salesforce for CRM. And having MuleSoft in the Salesforce stable, so to speak, helps ensure Salesforce can better serve its substantial client base.
The frontier of competition is always changing, and right now data integration is a key battleground on that frontier. Data integration is vital to so many companies for many reasons. Perhaps the two biggest drivers are productivity and the quality of the customer experience. The new MuleSoft tools are pretty much focused on adding real value to both drivers.
On the productivity front we are talking about more automation. Repetitive, low-value, manual tasks can increasingly be replaced with highly versatile bots that can process data from any system, including documents, images, and legacy interfaces. And applications can be more easily connected.
Perhaps what is most promising is that other parts of a company, other than IT, can increasingly use these tools without knowing anything about code. Not only does this mean that projects are less likely to bottleneck around IT, but also the wider business is likely to develop a more mature understanding of technology and how to leverage it.
There is nothing particularly sexy about integration. But there is a lot of business sense about it. Making integration easier means companies can more effectively harness the data they have locked up in legacy systems, as well as have more precision in terms of insights into markets, segments and individual customers.
I don’t expect we’ll see huge breakthroughs in terms of customer experience, but I’m increasingly confident that more and more companies will iteratively develop the capabilities to customise their services and relationships, and it will be the MuleSofts of the world that enable this. As one MuleSoft executive observed, “[MuleSoft] is the glue, the connective tissue,” without even being faintly aware of the relationship between horse parts and glue. But it is true. I’d go further and say it is intelligent connective tissue. And indeed, rather than the knackery, it seems MuleSoft is fit for Flemington.
You can see more on the Connect event here.
We’re always hearing talk of digitalization. If you don’t possess digital skills in this new economy, you’re told that you’ll be left behind. It's one of those corporate buzzwords where you feel you should know more about it, but haven’t got around to it. The reason may be due to the complexity and enormous undertaking required with the reshaping of the corporate landscape.
Digitalization, simply put, is the use of digital technologies to change a business model. The goal is to make this pivot to unlock value, provide new revenue and Boost the flow of communications and interactions. Done correctly, it will serve both customers and employees.
Matt McLarty, global field chief technology officer and vice president of the digital transformation office at MuleSoft, a Salesforce company, says that data integration strategy has been on the top of mind for many of the enterprise technology leaders he’s been working with.
Every organization is looking for ways to capitalize on the opportunities presented by the digital economy, whether they consider themselves to be “digitally transforming” or not. Businesses that want to succeed in the digital economy need to change their mindset on data. He suggests that businesses should have mental models of how they see the required changes, embrace complexity by tackling issues one at a time and have a holistic approach toward reimagining how business can be brought online and into the future.
There is a race in which organizations are under increased pressure to transform themselves. Companies could lose “on average $7 million by failing to complete digital transformation initiatives.” To stay competitive and lead the pack, business leaders now demand a companywide application programming interface (API) strategy to unlock data and create connected experiences. An API is simply software that sends information back and forth between a website or app and a user.
Enterprises are heavily investing in technologies that enable the automation of repetitive processes to further drive productivity and efficiency. The challenge is that data and systems are highly fragmented—with the average digital interaction involving almost 40 different systems—creating an expectation gap with employees, customers and partners. There’s a lot of work to do as business enterprises have over 800 individual applications or systems, with only one third of them being integrated.
MuleSoft, a division of Salesforce, in collaboration with Deloitte Digital, surveyed 1,050 global IT leaders on the state of connectivity and digital transformation. The study revealed that IT teams continue to struggle with a surging volume of projects, as an increasing number of business leaders demand a companywide API strategy.
MuleSoft provides an integration platform to help businesses connect data, applications and devices across on-premises and cloud computing environments, and is the world’s No. 1 integration and API platform. The company helps people connect more easily to applications, data and devices they need to accelerate change and drive innovation.
Applications lie at the center of digital transformation and efforts to enhance the user experience. On average, organizations are using 976 individual applications (compared to 843 a year ago). Yet, only 28% of these applications are integrated on average, indicating there is still an enormous opportunity to Boost connected user experiences.
• Creating connected user experiences has become increasingly difficult. More than half (55%) of organizations said they find it difficult to integrate user experiences. This is up from 48% a year ago, showing there is increasing complexity for companies to meet their customers' digital needs.
• Overcoming security and governance challenges is a hurdle. Security and governance (54%) was cited as the biggest challenge to integrating user experiences, ahead of outdated IT infrastructure (46%) and an inability to keep up with ever-changing processes, tools and systems (42%).
• Integrating user experience delivers business benefits. Of the organizations that have integrated user experiences, more than half said it had enhanced visibility into operations (54%) and increased customer engagement (54%). Other benefits realized included innovation (50%), improved ROI (48%) and increased automation adoption (45%).
Data silos remain a significant barrier to creating integrated user experiences, with the number of organizations citing silos as a challenge (90%) remaining unchanged from a year ago.
• The biggest challenges to digital transformation are integrating siloed apps and data (38%) and risk management and compliance (37%). Eighty-eight percent of respondents said integration challenges continue to slow digital transformation initiatives.
• Too much is being spent on custom integration. In their efforts to integrate apps and data from across the enterprise, organizations appear to be focusing more resources in the wrong areas, such as custom integration. As a result, they are increasing their technical debt. On average, organizations spent $3.65 million on custom integration labor in the last 12 months, a 4% increase from last year ($3.5 million).
• IT budgets are up, but so is demand. Eighty-five percent of organizations said IT budgets have increased year-on-year (compared to 77% last year). At the same time, the number of projects IT is asked to deliver increased by 40% on average, a big jump from 30% a year ago. Despite the extra budget, IT is finding it difficult to meet the demands of the business. On average, more than half (52%) of projects weren’t delivered on time over the past 12 months.
Despite these integration challenges, the vast majority (98%) of organizations use APIs. By using APIs to connect data and applications, organizations can digitally transform in a more sustainable manner and accelerate business success.
• Most (90%) organizations now have a clear integration and API strategy. Over a quarter (26%) said leaders now demand that all projects abide by a companywide API integration strategy, up from just 15% a year ago.
• Reuse is on the rise. Organizations are increasingly creating and using reusable IT assets and APIs to create new experiences and accelerate projects, rather than building from scratch each time. On average, 46% of organizations’ internal software assets and components are available for developers to reuse—an increase from 42% a year ago. Nearly half (48%) of organizations said IT is actively reusing these components, versus 41% in the 2021 report.
• Enabling non-technical users to harness low-code tools to drive their own automation and digital transformation projects can take huge pressure off IT teams. More than half (55%) of organizations now have a “very mature” or “mature” strategy to empower these users to integrate apps and data sources powered by APIs (compared to 36% last year).
• APIs drive revenue. Two-fifths (40%) of organizations said they have experienced revenue growth as a direct result of leveraging APIs (compared to 28% a year ago).
“Digital agility is essential to successful transformation, allowing organizations to drive innovation at scale, deliver new initiatives faster and create the experiences that customers want,” said Kurt Anderson, managing director and API transformation leader at Deloitte Consulting. Anderson added, “A modern strategy that combines integration, API management and automation is central to achieving digital agility. It enables organizations to easily connect and integrate their data, applications and devices to create new digital capabilities and drive transformation projects.”
Junior Consultant IntegrationDeloitte
Company Deloitte Type Vacancy Location Curius Sector Master Required language Dutch, English Website https://careersatdeloitte.com?utmutm_source=Curius&utm_medium=paid_linkad&utm_campaign=landingspage_consideration&utm_term=study_association&utm_content=consulting_awareness
Helping customers with end-to-end integrations from deploying on-premise to cloud, enabling customers for Digital transformation enablement and gain competitive advantage. At Deloitte.
What impact will you make?
Within our team Digital Customer we design, deliver and operate our clients' next-generation, digitally enabled sales and service capabilities through leading strategies and technologies such as Salesforce, MuleSoft, Dell Boomi, Tibco and Informatica. As a Junior Consultant Integration, you will help clients to integrate their systems and applications by building fast, reliable and secure APIs which serve as the digital gateway for the entire organization. You will build business process orchestrations and integrations to enable efficient communication within and outside of the organization.
This is how
being involved in functional and technical workshops to gather and document the requirements from the client, where the focus will be on integrations with various systems;
developing, implementing and testing integrations;
deploying realized solutions to appropriate environments using CI/CD process;
building fast, scalable and secure APIs to enable digitization;
building automated test scripts;
supporting the client during and after the Go-Live;
advising the client about potential improvements.
in addition to a fixed salary, a share in our profits;
great growth opportunities. Depending on your ambitions and performance, growth into a new role every 2 to 3 years;
a development program that helps you keep developing;
flexible working hours and the opportunity to work from home;
work from home office set-up allowance to make sure you have everything you need to work in an ergonomically-friendly manner;
26 days of paid holiday annually, and the opportunity to purchase 15 additional holiday days annually;
a 40-hour working week;
the opportunity to take a month of unpaid leave once annually;
a good mobility scheme: choose a company car with a fuel card for the whole of Europe, a cash option, a public transport card or reimbursement of travel expenses;
a laptop and an iPhone, which is also for personal use; • a good pension scheme;
an opportunity to take part in our collective health insurance scheme;
an opportunity to benefit from tax-efficient facilities, such as company fitness and a bicycle scheme
What you offer
You are sharp, analytical and focused on substance. Your main goal is always to achieve the best result for our clients. You set the bar high. Not only for yourself, but also for your colleagues. You have the skills to achieve this result together with the relevant stakeholders. You feel comfortable working in an Agile team, working closely with the client and team members. For the role of Junior Consultant Integration, you also have:
a degree in higher/university education in the field of Computer Science, Software Engineering, or other relevant formal education experience;
knowledge of object oriented programming;
interest in developing Business Process Orchestrations;
knowledge and experience with methods such as Agile Scrum is an advantage;
an excellent command of written and spoken Dutch and English.
Let's get down to business
We look forward to receiving your application for this position. At Deloitte, we welcome everyone who can bring qualitu and ambition. We'd like to know who you areNIBC BankAT OsborneLogo Curius
2628 BX, Delft
Rekeningnr.:: NL 36 ABNA
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Lead story -Digital nomads or back to the office? The future of work polarizes
Silly me, I thought the debate over hybrid work models might land us somewhere in the middle. And yes, some companies are seeking this middle ground now (e.g. three days in the office per week). But is the debate polarizing? Example #1: Cath's latest, The day of the digital nomad - why organizational implications accompany the 'anywhere worker'.
If organizations are grappling with the three-day-a-week worker, what will they make of the "anywhere worker"? Who are these folks? Not necessarily who you'd expect. Lonely Planet identified a new type of digital nomad, different than younger workers with laptops and smart phones. Cath writes:
This group is less about young, solo freelancers with a laptop and a WiFi connection continually moving around from place to place. Instead the term tends to describe older employees and people with families who choose to take advantage of long-term and digital nomad visas.
Based on the numbers Cath cites, this trend is growing. Total digital nomad stats cited by Cath:
And what will HR departments make of all this? Cath:
But going down this route also presents a number of risks and challenges too. The biggest relates to the fact that employment and tax law is very different throughout the world.
For instance, says Owen, depending on how many days per year an individual resides outside of their own country, they could become subject to tax and social security payments not just at home but abroad too. As there is no international standard here, the number of days varies from country to country.
Net-net: even employers who support ultra-flexible work better get their regulatory ducks in a row. I suspect many employers, even those open to remote work, will draw lines to protect against liability - and to avoid wearing out already-stressed HR departments. Still, as Cath points out, some employers will seize upon the support of digital nomads as a competitive edge. If they pull it off, they have access to new talent pools, and a differentiating option for their employees. Example? Cath quotes Anna Richardson, Vice President of HR at cloud-based data management platform provider Aiven:
To be competitive in a global war for talent, we have to set ourselves apart. We’re competing against the big players, so we have to have a differentiator and we see that as being our ‘work from anywhere’ approach. It’s a key part of our talent, employee experience and retention strategy as the whole premise is to treat staff as adults so they have the freedom and autonomy to chose a setting that works best for them.
On the other hand, you have an opposite trend in The Atlantic, as in Hybrid Workers are Doomed: "Office workers work in offices, for better and for worse." Looks like the battle lines are drawn...
Diginomica picks - my top stories on diginomica this week
Vendor analysis, diginomica style. Here's my three top choices from our vendor coverage:
Google Cloud customer use cases:
A couple more vendor picks, without the quotables:
Jon's grab bag - Web 3.0 and the creator economy - a seismic shift, or a hype festival for enterprises to ignore? The so-called creator economy has reached a fever pitch, so I had to air it out. Finally, Brian had us all in stitches with this satirical rout of marketing terminology in real world situations: What if people talked the way tech marketeers write? A tongue-in-cheek vision of what might be...
Let’s raise our glasses and celebrate the merger of Pat and Jean. Both of these wonderful people expect to generate tremendous operating synergies once this deal clears regulatory approval. I heard Jean at the bar say that this deal should create huge free cash flow once her old apartment is sublet.
By the way, Pat has decided to use Jean’s last name, Kubernetes, over the objection of her parents.
Bonus: "reverend Jon Reed" gets a shoutout for conducting this stellar microservice...
My top six
Remember last week when I grudgingly tipped my hat to Cruise for achieving an autonomous car (taxi) milestone in California? Well:
To be fair, it's still a milestone, but techno-optimism has its perils:
I know I've had some bad-news-stories this week, so I apologize for piling on... This time travel thing isn't working out so swell:
I guess we aren't going back to the future just yet... See you next time.
If you find an #ensw piece that qualifies for hits and misses - in a good or bad way - let me know in the comments as Clive (almost) always does. Most Enterprise hits and misses articles are selected from my curated @jonerpnewsfeed.