Intrinsic Employee Motivation Translates to Corporate Success

Highly motivated and engaged employees contribute significantly to corporate success. It is not an easy task for an organization to keep their employees always motivated and focused around a common purpose, especially their remote workforce. You need to create an environment where the employees’ motivation to do their best job comes from within them, DAILY. Easier said than done! Here some factors that make employee motivation a habit.

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Motivation is of two types – Intrinsic and Extrinsic.

  • Intrinsic motivation is when you engage in a specific activity due to a genuine interest in the activity.  When you ask such people why they do it, they would reply “because I like it”, “because it is fun”. It is prompted by their internal desires to learn, explore, and actualize their potential. Most of our hobbies, artistic pursuits, and passion projects are driven by internal motivations. Intrinsic motivation satisfies you emotionally. Apart from driving our creative pursuits, this type of motivation also drives our social and work-related behaviors.
  • Extrinsic motivation is when you engage in an activity because of the external benefits you obtain by accomplishing it like money, credits, etc. Extrinsic motivation is behaviors prompted by a promise of some external reward such as praise, financial gains, or recognition. Traditionally, extrinsic motivation is placed at the core of most employee engagement strategies such as performance bonuses, ‘employee of the month’ programs, cross-department competitions, and so on. Extrinsic motivation creates a conditional atmosphere where employees are made to perform for the benefits they get, and the corporate culture becomes unhealthy. It leads to a point where people stop doing things for the sake of pleasure and only pursue reward-driven actions.

Following is the Job Characteristics Theory (JCT) developed by Hackman and Oldham that depicts what/how internal/external factors affect a job’s output.

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Let us see which factors drive an intrinsically motivated environment that is genuinely helpful to the individual as well as the organization.

1. Fitment of work/skill – The core of intrinsic motivation starts from the day you join work or even before that. Skill mismatch or wrong fitment in the job could be a great drain on an employee’s morale. So, extreme care must be taken during the recruitment phase itself so that wastages such as skill, time, money, effort, etc. can be avoided. Just filling up a job in haste for the sake of doing does not solve any purpose and will have a nose-dive effect on the employee’s career and the organization’s brand.

2. Work identity and significance – The importance of your job and the degree to which an employee can see how their daily actions contribute to the final outcomes mean a lot. The very feeling that “I am doing an impactful job” and “My work yields result in a meaningful way” can be a great employee motivational factor.

3. Feedback – Am I doing a good job? I know I do a good job but is anybody noticing it!?  As social animals, we humans cannot survive without validation. More so in a job. When an employee is adding value, it becomes imperative for a manager to TELL THEM THAT. I would even say that the manager owes this to their reportees. Honest, meaningful, and constructive feedback is great for intrinsic motivation. It is an explicit action of showing “Hey, I care for you”.

Do not save your feedback for year-end or mid-year appraisals. Feedback should be continuous so that there are no surprises or anguishes at a crucial juncture of the job.

An American analytics and advisory company emphasizes that only 47% of employees received some feedback from their manager and just 26% agree that the provided feedback was helpful for them. This points to a problematic trend. Regular feedback is key to amplifying both types of motivation — intrinsic and extrinsic.

4. Micromanagement tendencies – Micromanagement is passé. Managers should be aware if they are unknowingly practicing it! It demotivates employees and makes them lose their self-confidence. A mind works freely when it is not policed. As much as 73% of employees admit that micromanagement undermines their ability to do their job well, makes them miserable, and ultimately — disengaged. To foster intrinsically driven behavior, a manager must let people find their own way under a nurtured guidance and not a dictatorship.

5. Boredom – Mundane and repetitive tasks kill a person’s creativity, progression, and zeal to contribute. Boredom is a major productivity killer. When anyone feels that they are constantly engaged in menial, repetitive work, they are unlikely to find internal motivators for doing it better. So, it is a manager’s job to juggle the team’s responsibilities often.

6. Open door policy – Get transparent with your employees. Meet them more often through town halls or even virtual meetings. Tell them how the company has performed recently, how the company is seen in the market, how your market size has grown, etc. These leadership interactions are significant drivers of intrinsic motivation. When people clearly understand how their actions contribute to the big picture, they are far more inclined to do their best work without expecting any tangible rewards in return.

Unilever, for example, publicly reports on its progress to offsetting its carbon footprint. HubSpot has a culture of ‘radical transparency’. Such an open-door policy helps the leadership stay accountable for their decisions and defend them in front of employees who don’t understand and/or agree with them.

To conclude, you can see, both intrinsic and extrinsic motivation play their part in terms of effectiveness. But extrinsic factors’ effectiveness wears off over time if leveraged too often. On the other hand, intrinsic motivation can help maintain higher levels of satisfaction among your workforce for longer. Yet, getting it right requires implementing a wider range of cultural and organizational shifts. A successful company or leadership should work towards this for sustainable employability.

References

About the Author –

Rajeswari S

Rajeswari is part of the Presales team at GAVS. She has been involved in technical and creative content development for the past 13 years. She is passionate about music and writing and spends her free time watching movies or going for a highway drive.

Large Language Models: A Leap in the World of Language AI

In Google’s latest annual developer conference, Google I/O, CEO Sundar Pichai announced their latest breakthrough called “Language Model for Dialogue Applications” or LaMDA. LaMDA is a language AI technology that can chat about any topic. That’s something that even a normal chatbot can do, then what makes LaMDA special?

Modern conversational agents or chatbots follow a narrow pre-defined conversational path, while LaMDA can engage in a free-flowing open-ended conversation just like humans. Google plans to integrate this new technology with their search engine as well as other software like voice assistant, workplace, gmail, etc. so that people can retrieve any kind of information, in any format (text, visual or audio), from Google’s suite of products. LaMDA is an example of what is known as a Large Language Model (LLM).

Introduction and Capabilities

What is a language model (LM)? A language model is a statistical and probabilistic tool which determines the probability of a given sequence of words occurring in a sentence. Simply put, it is a tool which is trained to predict the next word in a sentence. It works like how a text message autocomplete works. Where weather models predict the 7-day forecast, language models try to find patterns in the human language, one of computer science’s most difficult puzzles as languages are ever-changing and adaptable.

A language model is called a large language model when it is trained on enormous amount of data. Some of the other examples of LLMs are Google’s BERT and OpenAI’s GPT-2 and GPT-3. GPT-3 is the largest language model known at the time with 175 billion parameters trained on 570 gigabytes of text. These models have capabilities ranging from writing a simple essay to generating complex computer codes – all with limited to no supervision.

Limitations and Impact on Society

As exciting as this technology may sound, it has some alarming shortcomings.

1. Biasness: Studies have shown that these models are embedded with racist, sexist, and discriminatory ideas. These models can also encourage people for genocide, self-harm, and child sexual abuse. Google is already using an LLM for its search engine which is rooted in biasness. Since Google is not only used as a primary knowledge base for general people but also provides an information infrastructure for various universities and institutions, such a biased result set can have very harmful consequences.

2. Environmental impact: LLMs also have an outsize impact on the environment as these emit shockingly high carbon dioxide – equivalent to nearly five times the lifetime emissions of an average car including manufacturing of the car.

3. Misinformation: Experts have also warned about the mass production of misinformation through these models as because of the model’s fluency, people can confuse into thinking that humans have produced the output. Some models have also excelled at writing convincing fake news articles.

4. Mishandling negative data: The world speaks different languages that are not prioritized by the Silicon Valley. These languages are unaccounted for in the mainstream language technologies and hence, these communities are affected the most. When a platform uses an LLM which is not capable of handling these languages to automate its content moderation, the model struggles to control the misinformation. During extraordinary situations, like a riot, the amount of unfavorable data coming in is huge, and this ends up creating a hostile digital environment. The problem does not end here. When the fake news, hate speech and all such negative text is not filtered, it is used as a training data for next generation of LLMs. These toxic linguistic patterns then parrot back on the internet.

Further Research for Better Models

Despite all these challenges, very little research is being done to understand how this technology can affect us or how better LLMs can be designed. In fact, the few big companies that have the required resources to train and maintain LLMs refuse or show no interest in investigating them. But it’s not just Google that is planning to use this technology. Facebook has developed its own LLMs for translation and content moderation while Microsoft has exclusively licensed GPT-3. Many startups have also started creating products and services based on these models.

While the big tech giants are trying to create private and mostly inaccessible models that cannot be used for research, a New York-based startup, called Hugging Face, is leading a research workshop to build an open-source LLM that will serve as a shared resource for the scientific community and can be used to learn more about the capabilities and limitations of these models. This one-year-long research (from May 2021 to May 2022) called the ‘Summer of Language Models 21’ (in short ‘BigScience’) has more than 500 researchers from around the world working together on a volunteer basis.

The collaborative is divided into multiple working groups, each investigating different aspects of model development. One of the groups will work on calculating the model’s environmental impact, while another will focus on responsible ways of sourcing the training data, free from toxic language. One working group is dedicated to the model’s multilingual character including minority language coverage. To start with, the team has selected eight language families which include English, Chinese, Arabic, Indic (including Hindi and Urdu), and Bantu (including Swahili).

Hopefully, the BigScience Project will help produce better tools and practices for building and deploying LLMs responsibly. The enthusiasm around these large language models cannot be curbed but it can surely be nudged in a direction that has lesser shortcomings. Soon enough, all our digital communications—be it emails, search results, or social media posts —will be filtered using LLMs. These large language models are the next frontier for artificial intelligence.

About the Author –

Priyanka Pandey

Priyanka is a software engineer at GAVS with a passion for content writing. She is a feminist and is vocal about equality and inclusivity. She believes in the cycle of learning, unlearning and relearning. She likes to spend her free time baking, writing and reading articles especially about new technologies and social issues.

Exceptional Customer Experience at the Heart of Great Products

The Customer Experience Strategy

Apple Inc stands out as one of the most innovative and customer-focused companies in the world. Their brand positioning and value from its products has catapulted them to one of the most valuable brands in the market today. The visionary responsible for Apple’s monumental growth is none other than its founder Steve Jobs. The fundamental principle he followed in all his strategies was to keep his customers at the center and simplify their lives with Apple products.

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All of Apple’s products had a customer-first approach and they invested heavily on understanding customers and their pain points. The products aimed for the best customer experience across different domains and ensured that every user craved to use an Apple product. This strategy transformed Apple into a religion from a technology company. When we look at the way we currently solve customer problems, we tend to start with the technological feasibility and then work towards solving the problem at hand. If the solutions are not feasible from a technological standpoint, certain customer needs are compromised.

Taking customer needs as a primary lever over technology is a very challenging move. Here organizations must be ready to adapt and experiment with little to no historical data to solve customer problems that are in front of them. This would require them to challenge the traditional ways in which they look at technology and the approach towards customer-centricity.

Customer Experience Foundations

The foundation of all customer experiences focuses on the cumulation of the value provided to the customer during their interaction with the brand. At all stages of the customer journey, the customer experience encompasses all the ways a customer interacts with the brand.

When we look at it from a product standpoint, the total product experience is the primary value offered to the customers. Here we have to take into account how the customer experiences the product, how the product delivers a lasting impression, and helps build a connection with the brand.

For businesses to succeed, a positive customer experience is crucial. A loyal customer can boost your revenue to eventually promote and advocate for you. This brings in more business from their network.

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Variables Influencing Customer Experience

Nowadays, no company can afford to provide a substandard customer experience regardless of the industry, their experience in the market, or their reputation. The way organizations deal with customers influence retention rates, brand value, and finally the financial performance. Given these facts, there are a couple of variables that are responsible for the overall customer experience.

1. Customer-Centric Culture

Businesses that treat their customers as king, the most prized asset for the organization, have reported higher returns than compared to their counterparts who do not emphasize the stance.

A customer-centric culture revolves around solving customer problems and adding real value at the end of the day. The organization’s leaders must take the effort to ensure that the teams focus on providing consistent customer experience through their marketing, sales cycle, and during the customer service phase.

A customer-centric work culture brings in the values of being there for the customer, solving their critical needs, and supporting them through the resolution process.

2. Product Value

A product that doesn’t solve customer needs and problems does not add value at all. Products that target all the pain points of the customer’s needs and expectations require lesser post-sales support than a product that does not.

Sustained success lies in a well-built product. Regardless of the brand’s industry and specialization, the product is what defines the brand. Even though marketing, sales, and customer service are required for a business to thrive, the brand will fail if the product is not effective.

3. Customer Touch Points

A connected customer is vital to all organizations. Reliability of brand strongly revolves around how easily the customer can approach representatives to either know about the product or solve some issues post the sale. Hence, providing customers with effective touchpoints from multiple channels is important to keep customers engaged and be readily available to solve any issues they are facing. These channels and touchpoints can include email, phone, text, instant messaging, social media, website, or even a third-party review site. All focus on getting connected to the customer and being there to address their needs.

4. Technology

Technologies have enabled brands to connect with customers deeper than ever before. Companies now use technology to prevent and avoid losses and create solutions to their shortcoming in their customer experience strategies. Personal analytics instruments help organizations get real-time feedback and analyze the customer pulse.

Technology enables brands to modernize and structure their products effectively and maximize their efficiency. It helps reduce or eliminate labor-intensive customer requests and speeds up the completion time of the processes. This empowers brands to have additional functionalities and cut costs at the same time.

5. People

A unified team of individuals makes a successful customer experience possible. Suppliers, marketers, salesmen, customer service agents, and many others play an essential role in delivering the best-in-class customer experience. For this to happen, each of these individuals must be well-versed with the organizational strategy and have the morale to implement an impactful customer experience that adds value.

Value-Driven Customer Experiences

When customers show their interest towards a brand’s product, they invest their time and money in the entire process. From the product, customers aim to gain business benefits that drive value for the brand. Out of all the variables that influence the customer experience, the product pricing and the contract value has an indirect influence on the type of relationship the customers will have with the brand.

A study conducted by Christopher Meyer and Andre Schwager on “Understanding Customer Experience” published in the Harvard Business Review, talks about classifying customers based on the billed revenues and their satisfaction scores.

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Here we can see that 4 different types of customers are formed out of the matrix. Dangling, Growth, At-Risk and Model Customers. An ideal business would always strive to maximize the number of model customers that churn out high volume of billed revenue and are satisfied with the service that they receive. 

The challenge here is to create a state where customers are comfortable with investing in a product that can guarantee business benefits out of its utilization. To achieve this state, brands must work towards understanding the value matrix that the product offers and tie its output with a measurable value realization for their customers. If the business benefits cannot be measured, customers tend to not invest heavily in the product and remain in the growth segment of the matrix.

At the end of the day, it’s the customer experience that’s at the heart of the product, that makes them realize the product’s true value and impact on their own business.

About the Author –

Ashish Joseph

Ashish Joseph is a Lead Consultant at GAVS working for a healthcare client in the Product Management space. His areas of expertise lie in branding and outbound product management.

He runs two independent series called BizPective & The Inside World, focusing on breaking down contemporary business trends and Growth strategies for independent artists on his website www.ashishjoseph.biz

Outside work, he is very passionate about basketball, music, and food.

Customizing OOTB IT Network Security Software Products

Sundaramoorthy S

As global IT is rapidly being digitalized, the network security requirements of major businesses are offered as Out of The Box (OOTB) IT security products by IT OEMs (Information Technology Original Equipment Manufacturers).

The products offered by OEMs adhere to global standards like ISO/IEC 2700, NIST, GDPR, CCPA, and PDPB, which leads to businesses buying licenses for the end products with the intention of saving time and money. However, while integrating, deploying, and maintaining the product solution, the intention of owning the product is violated.  

This article focuses on the customizations of the OOTB products that should be avoided, and steps for tuning the customization of the requirements in the licensed products.

Customization is desirable when it lies within the OOTB product’s radar. Moving beyond the limits leads to multiple operational challenges.

Customizations that are narrower in scope end up being under-utilized. There are certain customizations that can very well be done without. It is ideal to conduct an analysis to validate whether the time and money invested for such customizations will give proportionate benefits/returns.

Product OEMs should be consulted on matters of future releases and implementations before taking such decisions. Choosing the right implementation partner is equally important. Failing to do so may result in issues in production systems, in terms of Audit, Governance, Security, and Operations. Realizing the flaw in later stages costs businesses heavily. Extensive testing must be conducted to ensure the end-to-end capabilities of the OOTB product are not violated.

Listed below are few observations based on my discussions with executives who have faced such issues in ongoing and completed implementations.

Customizations to Avoid

  • OOTB products are customized by overwriting thousands of lines of code. It makes the product tightly coupled to the network and makes the future upgrades and migration of the product complex.
  • Disregarding the recommendations of product architects & SMEs and making customizations to the existing capability of the products to meet the isolated requirements of a business leads to further hidden issues in the products. Finally, what the business demands is to customize, which violates the intent of the OOTB product.
  • Random customizations make the products compatible with the existing enterprise architecture which makes the network vulnerable.
    Below are some challenges:
    • OOTB designed products are unable to consume the business data as it is in some cases
    • Some business users are not willing to migrate to new systems, or unable to educate the users to utilize the new systems.
  • OOTB APIs are not utilized in places where it is required.

Cons of Customizing

  • OEMs provide support for OOTB features only and not for customized ones.
  • The impact of customizations on the product’s performance, optimization, and security is not always clear.
  • Audit and Governance are not manageable if the customizations are not end-to-end.
  • The above issues may lead to a lower return on investment for the customizations

Steps to Avoid Major Customization

For New implementations

  • The Road Map and strategy should be derived by doing a detailed analysis of the current and future state while selecting the product solution.
  • PoCs for requirements of the future state should be done with multiple products which offer similar services in the market to select the right one.
  • Future requirements vs product compliance matrix should be validated.
  • Gap analysis between the current state and future state should be executed through discussions with product owners and key stakeholders in the business.
  • Implementation partners could be engaged in such activities which could refine the analysis and offer their expertise on working with multiple similar products in the market so that the outcome (product selected) is best in terms of cost and techno-functional requirements.

For existing implementations where the product solution is already deployed

  • OOTB product features should be utilized efficiently by vendors, partners, and service providers.
  • To utilize the OOTB product, massaging the existing dataset or minimal restructuring post risk analysis is acceptable. This exercise should be done before onboarding the product solution.
  • For any new requirement which is not OOTB, rather than customizing the product solution independently as an end-user (business entity), a collaborative approach with implementation partners and OEMs’ professional services (minimal) should be taken. This can help address the complexity of requirements without any major roadblocks in the implementation in terms of security and performance of the product solution already deployed in the network. In this approach, support from the product team is available too, which is a great plus.

Role of OEMs

OEMs should take the necessary efforts to understand the needs of the customers and deliver relevant products. This will help in ensuring a positive client experience.

Below are few things the OEMs should consider:

  1. OEMs should have periodic discussions with clients, service providers, and partners, and collect inputs to upgrade their product and remain competitive.
  2. Client-specific local customizations which could be utilized by global clients should be encouraged and implemented.
  3. OEMs should implement the latest technologies and trends in OOTB products sooner than later.
  4. OEMs could use the same technical terminologies across the products which offer similar services, as of now individual products use their own which is not a client and user-friendly.

Since security is the top priority for all, above discussed improvisations, tips and pointers should be followed by all the IT OEMs in the market who produce IT network security products.

Customizations in IT security products are not avoidable. But it should be minimal and configurable based on the business-specific requirements and not major enhancements.

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About the Author –

Sundar has more than 13 years of experience in IT, IT security, IDAM, PAM and MDM project and products. He is interested in developing innovative mobile applications which saves time and money. He is also a travel enthusiast.

Reimagining ITSM Metrics

Rama Periasamy

Rama Vani Periasamy

In an IT Organization, what is measured as success.? Predominantly it inclines towards the Key Performance Indicators, internally focused metrics, SLAs and other numbers. Why don’t we shift our performance reporting towards ‘value’ delivered to our customers along with the contractually agreed service levels? Because the success of any IT operation comes from defining what it can do to deliver value and publishing what value has been delivered, is the best way to celebrate that success.

It’s been a concern that people in service management overlook value as trivial and they often don’t deliver any real information about the work they do . In other words, the value they have created goes unreported and the focus lies only on the SLA driven metrics & contractual obligations. It could be because they are more comfortable with the conventional way of demonstrating the SLA targets achieved. And this eventually prevents a business partner from playing a more strategic role.

“Watermelon reporting” is a phrase used in reporting a service provider’s performance. The SLA reports depict that the service provider has adhered to the agreed service levels and met all contractual service level targets. It looks ’green’ on the outside, just like a watermelon. However, the level of service perceived by the service consumer does not reflect the ’green’ status reported (it might actually be ’red’, like the inside of a watermelon). And the service provider continues to report on metrics that do not address the pain points.  

This misses the whole point about understanding what success really means to a consumer. We tend to overlook valuable data and the one that shows how an organization as a service provider is delivering value and helping the customer achieve his/her business goals.

The challenge here is that often consumers have underdeveloped, ambiguous and conflicting ideas about what they want and need. It is therefore imperative to discover the users’ unarticulated needs and translate them into requirements.

For a service provider, a meaningful way of reporting success would be focused on outcomes rather than outputs which is very much in tandem with ITIL4. Now this creates a demand for better reporting, analysis of delivery, performance, customer success and value created.

Consider a health care provider, the reduced time spent in retrieving a patient history during a surgery can be a key business metric and the number of incidents created, number of successful changes may be secondary. As a service provider, understanding how their services support such business metrics would add meaning to the service delivered and enable value co-creation.

It is vital that a strong communication avenue is established between the customer and the service provider teams to understand the context of the customer’s business. To a large extent, this helps the service provider teams to prioritize what they do based on what is critical to the success of the customer/service consumer. More importantly, this enables the provider become a true partner to their customers.

Taking service desk as an example, the service desk engineers fixes a printer or a laptop, resets passwords. These activities may not provide business value, but it helps to mitigate any loss or disruption to a service consumer’s business activities. The other principal part of service desk activity is to respond to service requests. This is very much an area where business value delivered to customers can be measured using ITSM.

Easier said, but how and what business value is to be reported? Here are some examples that are good enough to get started.

1. Productivity
Assuming that every time a laptop problem is fixed with the SLA, it allows the customer to get back to work and be productive. Value can be measured here by the cost reduction – considering the employee cost per hour and the time spent by the IT team to fix the laptop.

How long does it take for the service provider to provide what a new employee needs to be productive? This measure of how long it takes to get people set up with the required resources and whether this lead-time matches the level of agility the business requires equates to business value. 

2. Continual Service Improvement (CSI)

Measuring value becomes meaningless when there is no CSI. So, measuring the cost of fixing an incident plus the loss of productivity and identifying and providing solutions on what needs to be done to reduce those costs or avoid incidents is where CSI comes into play.

Here are some key takeaways:

  • Make reporting meaningful by demonstrating the value delivered and co-created, uplifting your operations to a more strategic level.
  • Speak to your customers to capture their requirements in terms of value and enable value co-creation as partners.
  • Your report may wind up in the trash, not because you have reported wrong metrics, but it may just be reporting of data that is of little importance to your audience.   

Reporting value may seem challenging, and it really is. But that’s not the real problem. Keep reporting your SLA and metrics but add more insights to it. Keep an eye on your outcomes and prevent your IT service operations from turning into a watermelon!

References –

About the Author –

Rama is a part of the Quality Assurance group, passionate about ITSM. She loves reading and traveling.
To break the monotony of life and to share her interest in books and travel, she blogs and curates at www. kindleandkompass.com

API Security

Logaiswar S

“An unsecured API is literally an ‘all you can eat buffet’ for hackers.”

What is API security?

API security is the protection of network-exposed APIs that an organization, both owns and uses. APIs are becoming the preferred method to develop new-age applications. They are one of most common ways to interact between microservices and containers like systems and apps. API are developed using REST or SOAP methods. However, the true strength of API security depends on how there are implemented.

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REST API Security Vs SOAP API Security

REST APIs use HTTP and Support Transport Layer Security Encryption (TLS). It is a standard that makes the connection private and checks whether the data transferred between the two systems (client and server) is encrypted. REST API is faster than SOAP because of the statelessness of nature. REST API doesn’t need to store or repackage data.

SOAP APIs use built protocols known as Web services. These protocols are defined using a rule set that is guided by confidentiality and authentication. SOAP API has not been around for as long as REST API. SOAP API is more secure than REST API as it uses Web security for transmission long with SSL.

Why is API security important?

Organizations use API to connect services and transferred data. The major data breaches through API are broken, exposed, or hacked APIs. The way API security is used depends on what kind of data is transferred.

Security testing of APIs is currently a challenge for 35% of organizations, that need better capabilities than what current DAST and SAST technologies offer to automatically discover APIs and conduct testing. Organizations are moving from monolithic web applications to modern applications such as those that make heavy use of client-side JavaScript or ones that utilize microservices architecture.

How API Security works?

API security depends on authentication and authorization. Authentication is the first step; it is used to verify that the client application has the required permission to use API. Authorization is the subsequent step that determines what data and action an authentication application can access while interacting with API.

APIs should be developed with protective features to reduce the system’s vulnerability to malicious attacks during API calls.

The developer is responsible for ensuring the developed API successfully validates all the input collected from the user during API calls. The prepared statements with blind variables are one of the most effective ways to prevent API from SQL injection. XSS can be easily handled by cleaning the user input from the API call. Cleaning the inputs helps to ensure that potential XSS vulnerabilities are minimized.   

Best Practice for Secure API

Some basic security practice and well-established security control if the APIs are shared publicly are as follows:

  • Prioritize security: Potential loss for the organization happens using unsecured APIs, so make security a priority and build the API securely as they are being developed.
  • Encrypt traffic using TLS: Some organizations may choose not to encrypt API payload data that is considered to be non-sensitive, but for organizations whose API exchange sensitive data, TLS encryption should be essential.
  • Validate input: Never pass input from an API through to the endpoint without validating it first.
  • Use a WAP: Ensure that it can understand API payloads.
  • Use token: Establish trusted identities and then control access to services and resources by using tokens.
  • Use an API gateway: API gateways act as the major point of enforcement for API traffic. A good gateway will allow you to authenticate traffic as well as control and analyze how your APIs are used.

Modern API Data breach

USPS Cooperate Database Exposure

The weakness allowed an attacker to query the USPS website and scrape a database of over 60 million cooperate users, email addresses, phone numbers, account numbers, etc.

Exploitation

The issue was authentication-related which allowed unauthorized access to an API service called ‘informed visibility’, which was designed to deliver real-time tracking data for large-scale shipping operations.

This tracking system was tied into web API in a way that users could change the search parameters and view and even in some cases modify the information of other users. Since there wasn’t a robust anti-scraping system in place, this mass exposure was compounded by the automated and unfettered access available.

Lessons Learned

Providers giving extreme power to a specific service or function without securing every permutation of its interaction flow can lead to such exploits. To mitigate API-related risks, coding should be done with the assumption that the APIs might be abused by both internal and external forces.

References:

  1. https://www.redhat.com/en/topics/security/api-security
  2. https://searchapparchitecture.techtarget.com/definition/API-security
  3. https://nordicapis.com/5-major-modern-api-data-breaches-and-what-we-can-learn-from-them/

About the Author –

Logaiswar is a security enthusiast with core interest in Application & cloud security. He is part of the SOC DevSecOps vertical at GAVS supporting critical customer engagements.

Balancing Management Styles for a Remote Workforce

Ashish Joseph

Operational Paradigm Shift

The pandemic has indeed impelled organizations to rethink the way they approach traditional business operations. The market realigned businesses to adapt to the changing environment and optimize their costs. For the past couple of months, nearly every organization implemented work for home as a mandate. This shift in operations had both highs and lows in terms of productivity. Almost a year into the pandemic, the impacts are yet to be fully understood. The productivity realized from the remote workers, month on month, shaped the policies and led to investments in different tools that aided collaboration between teams. 

Impact on Delivery Centers

Technology companies have been leading the charge towards remote working as many have adopted permanent work from home options for their employees. While identifying cost avenues for optimization, office space allocation and commuting costs are places where redundant operational cash flow can be invested to other areas for scaling.

The availability and speed of internet connections across geographies have aided the transformation of office spaces for better utilization of the budget. Considering the current economy, office spaces are becoming expensive and inefficient. The Annual Survey by JLL Enterprises in 2020 reveals that organizations spend close to $10,000 on global office real estate cost per employee per year on an average. As offices have adopted social distancing policies, the need for more space per employee would result in even higher costs during these pandemic operations. To optimize their budgets, companies have reduced their allocation spaces and introduced regional contractual sub-offices to reduce the commute expenses of their employees in the big cities. 

With this, the notion of a 9-5 job is slowly being depleted and people have been paid based on their function rather than the time they spend at work. The flexibility of working hours while linking their performance to their delivery has seen momentum in terms of productivity per resource. An interesting fact that arose out of this pandemic economy is that the number of remote workers in a country is proportional to the country’s GDP. A work from home survey undertaken by The Economist in 2020 finds that only 11% of work from home jobs can be done in Cambodia, 37% in America, and 45% in Switzerland. 

The fact of the matter is that a privileged minority has been enjoying work from home for the past couple of months. While a vast majority of the semi-urban and rural population don’t have the infrastructure to support their functional roles. For better optimization and resource utilization, India would need to invest heavily in these resources to catch up on the deficit GDP from the past couple of quarters.

Long-term work from home options challenges the foundational fabric of our industrial operations. It can alter the shape and purpose of cities, change workplace gender distribution and equality. Above all, it can change how we perceive time, especially while estimating delivery. 

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Many employees prefer to work from home as they can devote extra time to their family. While this option has been found to have a detrimental impact on organizational culture, creativity, and networking. Making decisions based on skewed information would have an adverse effect on the culture, productivity, and attrition. 

To gather sufficient input for decisions, PWC conducted a remote work survey in 2020 called “When everyone can work from home, what’s the office for“. Here are some insights from the report

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Many businesses have aligned themselves to accommodate both on-premise and remote working model. Organizations need to figure out how to better collaborate and network with employees in ways to elevate the organization culture. 

As offices are slowly transitioning to a hybrid model, organizations have decentralized how they operate. They have shifted from working in a common centralized office to contractual office spaces as per employee role and function, to better allocate their operational budget. The survey found that 72% of the workers would like to work remotely at least 2 days a week. This showcases the need for a hybrid workspace in the long run. 

Maintaining & Sustaining Productivity

During the transition, keeping a check on the efficiency of remote workers was prime. The absence of these checks would jeopardize the delivery, resulting in a severe impact on customer satisfaction and retention.

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This number however, could be far less if the scale of the survey was higher. This in turn signifies that productivity is not uniform and requires course corrective action to maintain the delivery. An initial approach from an employee’s standpoint would result in higher results. The measures to help remote workers be more productive were found to be as follows.

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Many employees point out that greater flexibility of working hours and better equipment would help increase work productivity.

Most of the productivity hindrances can be solved by effective employee management. How a particular manager supervises their team members has a direct correlation towards their productivity and satisfaction to the project delivery. 

Theory X & Theory Y

Theory X and Theory Y were introduced by Douglas McGregor in his book, “The Human Side of Enterprise”. He talks about two styles of management in his research – Authoritarian (Theory X) and Participative (Theory Y). The theory heavily believes that Employee Beliefs directly influence their behavior in the organization. The approach that is taken by the organization will have a significant impact on the ability to manage team members. 

For theory X, McGregor speculates that “Without active intervention by management, people would be passive, even resistant to organizational needs. They must therefore be persuaded, rewarded, punished, controlled and their activities must be directed”

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Work under this style of management tends to be repetitive and motivation is done based on a carrot and stick approach. Performance Appraisals and remuneration are directly correlated to tangible results and are often used to control staff and keep tabs on them. Organizations with several tiers of managers and supervisors tend to use this style. Here authority is rarely delegated, and control remains firmly centralized. 

Even though this style of management may seem outdated, big organizations find it unavoidable to adopt due to the sheer number of employees on the payroll and tight delivery deadlines.

When it comes to Theory Y, McGregor firmly believes that objectives should be arranged so that individuals can achieve their own goals and happily accomplish the organization’s goal at the same time.

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Organizations that follow this style of management would have an optimistic and positive approach to people and problems. Here the team management is decentralized and participative.

Working under such organizational styles bestow greater responsibilities on employees and managers encourage them to develop skills and suggest areas of improvement. Appraisals in Theory Y organizations encourage open communication rather than to exercise control. This style of management has been popular these days as it results in employees wanting to have a meaningful career and looking forward to things beyond money.

Balancing X over Y

Even though McGregor suggests that Theory Y is better than Theory X. There are instances where managers would need to balance the styles depending upon how the team function even post the implementation of certain management strategies. This is very important from a remote working context as the time for intervention would be too late before it impacts the delivery. Even though Theory Y comprises creativity and discussion in its DNA, it has its limitations in terms of consistency and uniformity. An environment with varying rules and practices could be detrimental to the quality and operational standards of an organization. Hence maintaining a balance is important.

When we look at a typical cycle of Theory X, we can find that the foundational beliefs result in controlling practices, appearing in employee resistance which in turn delivers poor results. The results again cause the entire cycle to repeat, making the work monotonous and pointless. 

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Upon the identification of resources that require course correction and supervision, understanding the root cause and subsequently adjusting your management style to solve the problem would be more beneficial in the long run. Theory X must only be used in dire circumstances requiring a course correction. The balance where we need to maintain is on how far we can establish control to not result in resistance which in turn wouldn’t impact the end goal.

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Theory X and Theory Y can be directly correlated to Maslow’s hierarchy of Needs. The reason why Theory Y is superior to Theory X is that it focuses on the higher needs of the employee than their foundational needs. The theory Y managers gravitate towards making a connection with their team members on a personal level by creating a healthier atmosphere in the workplace. Theory Y brings in a pseudo-democratic environment, where employees can design, construct and publish their work in accordance with their personal and organizational goals.

When it comes to Theory X and Theory Y, striking a balance will not be perfect. The American Psychologist Bruce J Avolio, in his paper titled “Promoting more integrative strategies for leadership theory-building” speculates, “Managers who choose the Theory Y approach have a hands-off style of management. An organization with this style of management encourages participation and values an individual’s thoughts and goals. However, because there is no optimal way for a manager to choose between adopting either Theory X or Theory Y, it is likely that a manager will need to adopt both approaches depending on the evolving circumstances and levels of internal and external locus of control throughout the workplace”.

The New Normal 3.0

As circumstances keep changing by the day, organizations need to adapt to the rate at which the market is changing to envision new working models that take human interactions into account as well. The crises of 2020 made organizations build up their workforce capabilities that are critical for growth. Organizations must relook at their workforce by reskilling them in different areas of digital expertise as well as emotional, cognitive, and adaptive skills to push forward in our changing world.

About the Author –

Ashish Joseph is a Lead Consultant at GAVS working for a healthcare client in the Product Management space. His areas of expertise lie in branding and outbound product management.

He runs two independent series called BizPective & The Inside World, focusing on breaking down contemporary business trends and Growth strategies for independent artists on his website www.ashishjoseph.biz

Outside work, he is very passionate about basketball, music, and food.

Gender Microaggressions: Invisible Discrimination at Workplace

Priyanka Pandey

A 2020 headline read, ‘The number of female CEOs in the Fortune 500 hits an all-time record’. It sounds like a great news until you start reading further. Only 37 of the 500 companies on the list were led by female CEOs which is just 7.4%. But it also marks a considerable jump from its preceding years’ rates which were 6.6% in 2019 and just 4.8% in 2018, i.e., 33 and 24 companies respectively. Another report by McKinsey & Co. on the advancing of women’s equality in the Asia-Pacific region, tells us that just around 25% of India’s workforce is female, and only 5% of them make it to the top. This decline in percentage is due to many women dropping out of their jobs. One of the major factors for women to take this decision is ‘sexism at the workplace’.

It has made its way into the ‘work-from-home’ world as well. Imagine this scenario: In a discussion about hiring employees for a new project, a male committee member says, “I think we should hire more men as this project requires spending extra time and effort“. In this case, it is not very difficult to identify the prejudice. But let’s consider another scenario- there is a need to move some machines for which a person asks for help saying, “I need a few strong men to help me lift this“. Most of the time people will not realize how problematic this statement is. This is an example of ‘gender microaggression’. But what exactly is a microaggression? Microaggression is verbal or nonverbal behavior that, intentionally or unintentionally, can communicate denigratory behavior towards the members of a minority/oppressed group which often goes unnoticed and unreported. In simple words, it is a form of discrimination that is subtle yet harmful. There are mainly 3 forms of Microaggressions: microassaults (purposeful discriminatory actions), microinsults (communicate a covert insulting message), and microinvalidations (dismiss the thoughts of certain groups). Different kinds of gender microaggressions are sexual objectification, second-class citizenship, use of sexist language, assumption of inferiority, restrictive gender roles, invisibility, sexist humor/jokes. According to Australia’s sex discrimination commissioner, Kate Jenkins, people typically don’t raise their voice against everyday sexism because it can be seen as too small to make a fuss about, but it matters. As the Women in the Workplace report also reflects, “Microaggressions can seem small when dealt with one by one. But when repeated over time, they can have a major impact.”

Let’s go back to the above example for people who could not identify what was wrong in that statement. When people use phrases like ‘strong men’, it tells that only men are strong and conversely, that women are weak. This statement does not have to be focused on gender at all. It can be rephrased as “I need a few strong people to help me lift this“, and people around can determine for themselves who the strong helpers will be. Few other examples of common gender-related microaggressions are:

  • Mansplaining – Explaining a subject to a woman in a condescending, overconfident, and often oversimplified manner with a presumption that she wouldn’t know about it.
  • Manterrupting – Unnecessary interruption of a woman by a man whenever she is trying to convey her ideas or thoughts.
  • Bropropriating – A man taking a woman’s idea and showing it as his own hence, taking all the credit for it.
  •  ‘Boys will be boys’ – A phrase used to dismiss any traditionally masculine behavior and not holding men accountable for their wrong deeds.
  • Using differentiated words when describing women and men, such as ‘Bossy’ versus ‘Leader’, ‘Annoying’ versus ‘Passionate’.

The pandemic has given way to a new surge of microaggressions for working women. A law firm Slater and Gordon conducted a poll of 2,000 remote workers and found that 35% of women reported experiencing at least one sexist demand from their employer since the lockdown started. For video conferences, some women were asked to wear more make-up or do something to their hair, while others were asked to dress more provocatively. Their bosses also tried to justify this by saying it could ‘help win business’, or it was important to ‘look nice for the team’. Nearly 40% said these demands were targeted at women, rather than equally with their male peers. Also, a lot of women are being micromanaged by their managers while their male colleagues are not. This sends a message of distrust towards them. Researches have indicated that experiences with these microaggressions, and many others not mentioned above, are related to a negative impact on the standard of living, physical health as well as psychological health, such as unequal wages, migraines, heart disease, depression, anxiety, and body image dissatisfaction. As a result, women who experience such insidious, everyday forms of sexist discrimination, are three times more likely to regularly think about leaving the organization. Hence, sexism can not only impact the individual but also the overall performance and working culture of the organization. Eliminating such behavior at the physical and virtual workplace is extremely important and will enable the organization to break down the barriers for equal access to different career opportunities for leadership for women and will help include diverse thinking, perspectives, and experiences in the workplace at every level. As an individual, the most basic yet effective thing to do would be to develop an honest awareness of our own biases and stereotypes.

Unless we tackle everyday sexism, the most innovative policies and initiatives designed to advance gender equality and inclusive and effective organisations will not deliver the change we need.” – Kate Jenkins

Here’s a small story of grace and grit which might inspire some, to take a stand against such gender-related microaggressions. Back in the 1970s, when feminism was a word unheard of, an incident took place. A woman saw a job advertisement by a telecom company, which said it required only male engineers. On seeing this requirement, she wrote back a postcard to the company’s Chairman questioning the gender biases. She was then called for a special interview, where they told her their side of the story – “We haven’t hired any women so far”. To which she replied, “You must start from somewhere.” Her name was Sudha Murty, who is now Chairperson of Infosys Foundation.

So, the next time when conversing with a colleague, consider all of this and be kind!

About the Author –

Priyanka is an ardent feminist and a dog-lover. She spends her free time cooking, reading poetry, and exploring new ways to conserve the environment.

Tuning Agile Delivery for Customer and Employee Success

Ashish Joseph

What is Agile?

Agile has been very popular in the software development industry for empowering delivery to be more efficient and effective. It is a common misconception for Agile to be thought of as a framework or a process that follows a methodology for software development. But Agile is a set of values and principles. It is a collection of beliefs that teams can use for decision making and optimizing project deliveries. It is customer-centric and flexible, helping teams adapt accordingly. It doesn’t make the decision for the team. Instead, it gives a foundation for teams to make decisions that can result in a stellar execution of the project.

According to the Agile Manifesto, teams can deliver better by prioritizing the following over the other.

  • Individuals and Interactions over process and tools
  • Working Model over Comprehensive Documentation
  • Customer Collaboration over Contract Negotiation
  • Responding to Changes over following a Plan

With respect to Software Development, Agile is an iterative approach to project management which help teams deliver results with measurable customer value. The approach is designed to be faster and ensures the quality of delivery that is aided with periodic customer feedbacks. Agile aims to break down the requirement into smaller portions, results of which can be continuously evaluated with a natural mechanism to respond to changes quickly.

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Why Agile?

The world is changing, and businesses must be ready to adapt to how the market demands change over time. When we look at the Fortune 500 companies from 1955, 88% of them perished. Nearly half of the S&P 500 companies is forecasted to be replaced every ten years. The only way for organizations to survive is to innovate continuously and understand the pulse of the market every step of the way. An innovative mindset helps organizations react to changes and discover new opportunities the market can offer them from time to time.

Agile helps organizations execute projects in an everchanging environment. The approach helps break down modules for continuous customer evaluation and implement changes swiftly.

The traditional approach to software project management uses the waterfall model, where we Plan, Build, Test, Review and Deploy. But this existing approach would result in iterations in the plan phase whenever there are deviations in the requirement with respect to the market. When teams choose agile, it helps them respond to changes in the marketplace and implement customer feedback without going off the plan. Agile plans are designed in such a manner to include continuous feedback and its corresponding changes. Organizations should imbibe the ability to adapt and respond fast to new and changing market demands. This foundation is imperative for modern software development and delivery.

Is Agile a right fit for my Customer? People who advocate Agile development claim that Agile projects succeed more often than waterfall delivery models. But this claim has not been validated by statistics. A paper titled “How Agile your Project should be?” by Dr. Kevin Thompson from Kevin Thompson Consulting, provides a perspective from a mathematical point of view for both Agile and Waterfall project management. Here both approaches were followed for the same requirements and were also affected by the same unanticipated variables. The paper focused on the statistical evidence to support the validity of both the options to evaluate the fit.

While assessing the right approach, the following questions need to be asked

  • Are the customer requirements for the project complete, clear and stable?
  • Can the project effort estimation be easily predicted?
  • Has a project with similar requirements been executed before?

If the answer to all the above questions are Yes, then Agile is not the approach to be followed.

The Agile approach provides a better return on investment and risk reduction when there is high uncertainty of different variables in the project. When the uncertainty is low, waterfall projects tend to be more cost effective than agile projects.

Optimizing Agile Customer Centricity

Customer centricity should be the foundation of all project deliveries. This help businesses align themselves to the customer’s mission and vision with respect to the project at hand. While we consider an Agile approach to a project in a dynamic and changing environment, the following are some principles that can help organizations align themselves better with their customer goals.

  • Prioritizing Customer Satisfaction through timely and continuous delivery of requirements.
  • Openness to changing requirements, regardless of the development phase, to enable customers to harness the change for their competitive advantage in the market.
  • Frequent delivery of modules with a preference towards shorter timelines.
  • Continuous collaboration between management and developers to understand the functional and non-functional requirements better.
  • Measuring progress through the number of working modules delivered.
  • Improving velocity and agility in delivery by concentrating on technical excellence and good design.
  • Periodic retrospection at the end of each sprint to improve delivery effectiveness and efficiency.
  • Trusting and supporting motivated individuals to lead projects on their own and allowing them to experiment.

Since Agile is a collection of principles and values, its real utility lies in giving teams a common foundation to make good decisions with actionable intelligence to deliver measurable value to their customers.

Agile Empowered Employee Success

A truly Agile team makes their decisions based on Agile values and principles. The values and principles have enough flexibility to allow teams to develop software in the ways that work best for their market situation while providing enough direction to help them to continually move towards their full potential. The team and employee empowerment through these values and principles aid in the overall performance.

Agile not only improves the team but also the environment around which it is established by helping employees to be compliant with respect to audit and governance.  It reduces the overall project cost for dynamic requirements and focuses on technical excellence along with an optimized process for its delivery. The 14th Annual State of Agile Report 2020 published by StateofAgile.com surveyed 40,000 Agile executives to get insights into the application of Agile across different areas of enterprises. The report surveyed different Agile techniques that contributed most towards the employee success of the organization. The following are some of the most preferred Agile techniques that helped enhance the employee and team performances.

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All the above Agile techniques help teams and individuals to introspect their actions and understand areas of improvement in real time with periodic qualitative and quantitative feedback. Each deliverable from multiple cross functional teams can be monitored, tracked and assessed under a single roof. All these techniques collectively bring together an enhanced form of delivery and empower each team to realize their full potential.
Above all, Agile techniques help teams to feel the pulse of the customer every step of the way. The openness to change regardless of the phase, helps them to map all the requirements leading to an overall customer satisfaction coupled with employee success.

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A Truly Agile Organization

Majority of the Agile approach has been concentrated towards development, IT, and Operations. However, organizations should strive towards effective alignment and coordination across all departments. Organizations today are aiming for greater expansion of agility into areas beyond building, deploying, and maintaining software. At the end of the day, Agile is not about the framework. It is all about the Agile values and principles the organizations believe in for achieving their mission and vision in the long run.

About the Author –

Ashish Joseph is a Lead Consultant at GAVS working for a healthcare client in the Product Management space. His areas of expertise lie in branding and outbound product management. He runs a series called #BizPective on LinkedIn and Instagram focusing on contemporary business trends from a different perspective. Outside work, he is very passionate about basketball, music, and food.

Why is AIOps an Industrial Benchmark for Organizations to Scale in this Economy?

Ashish Joseph

Business Environment Overview

In this pandemic economy, the topmost priorities for most companies are to make sure the operations costs and business processes are optimized and streamlined. Organizations must be more proactive than ever and identify gaps that need to be acted upon at the earliest.

The industry has been striving towards efficiency and effectivity in its operations day in and day out. As a reliability check to ensure operational standards, many organizations consider the following levers:

  1. High Application Availability & Reliability
  2. Optimized Performance Tuning & Monitoring
  3. Operational gains & Cost Optimization
  4. Generation of Actionable Insights for Efficiency
  5. Workforce Productivity Improvement

Organizations that have prioritized the above levers in their daily operations require dedicated teams to analyze different silos and implement solutions that provide the result. Running projects of this complexity affects the scalability and monitoring of these systems. This is where AIOps platforms come in to provide customized solutions for the growing needs of all organizations, regardless of the size.

Deep Dive into AIOps

Artificial Intelligence for IT Operations (AIOps) is a platform that provides multilayers of functionalities that leverage machine learning and analytics.  Gartner defines AIOps as a combination of big data and machine learning functionalities that empower IT functions, enabling scalability and robustness of its entire ecosystem.

These systems transform the existing landscape to analyze and correlate historical and real-time data to provide actionable intelligence in an automated fashion.

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AIOps platforms are designed to handle large volumes of data. The tools offer various data collection methods, integration of multiple data sources, and generate visual analytical intelligence. These tools are centralized and flexible across directly and indirectly coupled IT operations for data insights.

The platform aims to bring an organization’s infrastructure monitoring, application performance monitoring, and IT systems management process under a single roof to enable big data analytics that give correlation and causality insights across all domains. These functionalities open different avenues for system engineers to proactively determine how to optimize application performance, quickly find the potential root causes, and design preventive steps to avoid issues from ever happening.

AIOps has transformed the culture of IT war rooms from reactive to proactive firefighting.

Industrial Inclination to Transformation

The pandemic economy has challenged the traditional way companies choose their transformational strategies. Machine learning-powered automations for creating an autonomous IT environment is no longer a luxury. The usage of mathematical and logical algorithms to derive solutions and forecasts for issues have a direct correlation with the overall customer experience. In this pandemic economy, customer attrition has a serious impact on the annual recurring revenue. Hence, organizations must reposition their strategies to be more customer-centric in everything they do. Thus, providing customers with the best-in-class service coupled with continuous availability and enhanced reliability has become an industry standard.

As reliability and scalability are crucial factors for any company’s growth, cloud technologies have seen a growing demand. This shift of demand for cloud premises for core businesses has made AIOps platforms more accessible and easier to integrate. With the handshake between analytics and automation, AIOps has become a transformative technology investment that any organization can make.

As organizations scale in size, so does the workforce and the complexity of the processes. The increase in size often burdens organizations with time-pressed teams having high pressure on delivery and reactive housekeeping strategies. An organization must be ready to meet the present and future demands with systems and processes that scale seamlessly. This why AIOps platforms serve as a multilayered functional solution that integrates the existing systems to manage and automate tasks with efficiency and effectivity. When scaling results in process complexity, AIOps platforms convert the complexity to effort savings and productivity enhancements.

Across the industry, many organizations have implemented AIOps platforms as transformative solutions to help them embrace their present and future demand. Various studies have been conducted by different research groups that have quantified the effort savings and productivity improvements.

The AIOps Organizational Vision

As the digital transformation race has been in full throttle during the pandemic, AIOps platforms have also evolved. The industry did venture upon traditional event correlation and operations analytical tools that helped organizations reduce incidents and the overall MTTR. AIOps has been relatively new in the market as Gartner had coined the phrase in 2016.  Today, AIOps has attracted a lot of attention from multiple industries to analyze its feasibility of implementation and the return of investment from the overall transformation. Google trends show a significant increase in user search results for AIOps during the last couple of years.

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While taking a well-informed decision to include AIOps into the organization’s vision of growth, we must analyze the following:

  1. Understanding the feasibility and concerns for its future adoption
  2. Classification of business processes and use cases for AIOps intervention
  3. Quantification of operational gains from incident management using the functional AIOps tools

AIOps is truly visioned to provide tools that transform system engineers to reliability engineers to bring a system that trends towards zero incidents.

Because above all, Zero is the New Normal.

About the Author –

Ashish Joseph is a Lead Consultant at GAVS working for a healthcare client in the Product Management space. His areas of expertise lie in branding and outbound product management. He runs a series called #BizPective on LinkedIn and Instagram focusing on contemporary business trends from a different perspective. Outside work, he is very passionate about basketball, music, and food.