Reengineer Technology to Fuel Change in Your Organization

BJIT
10 min readMay 23

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As business strategies are intertwined with technology, organizations are rethinking how they envision and deliver technological solutions. They are turning the outsourcing IT department into engines driving business growth with responsibilities for back-office systems, custom software design and development, IT operations, and even innovative product offerings.

Reengineering Technology — Myth or Medicine?

The term “reengineer” may turn off some CIOs.

The technological advancement known as “reengineering” does not involve retooling. Instead, it entails challenging every assumption, preparing for better outcomes, and ultimately building a new model of IT delivery for the future.

Testing assumptions and reforming systems may appear to be an open invitation to failure, especially given the current enterprise’s operational constraints.

In the following lines, we will attempt to debunk certain fallacies about the booming reengineering technology movement that may be held by skeptical CIOs:

Misconception: Businesses will always need architects and engineers to assess technology since it will never be simple to understand.

Reality: Modern technology might seem impenetrable, as can the potential it offers enterprises. Yet, as we have frequently observed, yesterday’s fascinatingly disruptive puzzle quickly turns into yet another entry in the tech fluency canon. Consider artificial intelligence solutions as an example. At first, it was virtually the domain of computer-savvy individuals. Now, children, their grandparents, and your board members utilize artificial intelligence every day in their smartphones’ computer vision systems, which automatically focus the cameras, and in the natural language processing systems, which run their virtual personal assistants. On the journey to universal adoption, early adopters frequently carry the less tech-savvy along with them.

Misconception: Spreading technology around the business reduces its efficiency compared to a centralized corporate structure.

Reality: Technological reengineering can make decentralized architecture an efficient competitor to outmoded, centralized methods. The guidelines and templates of software-defined infrastructure, for instance, may integrate architectural standards and best practices for security, monitoring, and maintenance. When a new environment is provided, the architecture is incorporated into the stack and becomes automatic and invisible. Instead of being a discussion that necessitates the cooperation of developers, enterprise architecture becomes integrated into the framework of your technological solutions. It’s possible for architects to focus on creating platforms.

Misconception: It seems that breaking down organizational barriers would lead to instability inside the organization. Teams and responsibilities in IT are necessary.

Reality: The issue of organizational silos essentially boils down to this: Should IT still be structured around function-specific regions, or should it instead be organized around processes and outcomes? By focusing on and arranging the outcomes, you are not creating chaos; rather, you are reforming the IT department to improve its ability to collaborate with the business and increase the value it provides to the organization. This is especially true for bottom-up platform delivery, automation, and standardization efforts.

Enhance Performance to Upgrade Your Business

To embrace disruptive technology forces like cloud, mobile, and analytics, BJIT has taken some action. Technology has evolved continually to suit new processes, requirements, and opportunities. It has also worked more closely with the business to develop a strategy that is more tech-focused.

Nevertheless, as many CIOs and corporate leaders are discovering, with incremental market shifts and disruptive innovation, adaptation is no longer adequate. The current corporate environment, which is characterized by rapid-fire change, cannot be supported by the traditional, reactive, segmented ways of working in IT, particularly since blockchain technology and virtual reality technologies are poised to fundamentally alter company practices. As technology’s influence spreads from the back office to the fields of product management and customer engagement, the issue is becoming more critical.

This shifting dynamic presents some risks to CIOs.

These opportunities come with greater expectations and the attendant challenges that CIOs must overcome in order to live up to these expectations, even while they provide never-before-seen potential to affect the business and the wider organization.

IT has faithfully supported the business’s reengineering for years, but that’s about to change: During the next 18 to 24 months, CIOs will likely begin reengineering their approaches to technology more thoroughly. Instead of being a collection of just functional parts, these projects seek to transform their technology ecosystems into high-performance engines that provide speed, impact, and value.

Learn More: Prepare For The Future of Digital Innovation with BJIT

Although reengineering tactics vary, many CIOs will most likely opt for a two-pronged strategy. They could focus on building an IT environment from the Bottom up with scalable and dynamic infrastructure and an open and flexible design. It’s also worth noting that automation (driven by machine learning) will almost certainly be widely deployed, which may speed up the processes of establishing, extending, and administering the IT stack. These concepts are built into the apps and infrastructure, making them essential to every step of the process.

CIOs and their teams can influence how businesses plan, staff, and execute services from the Top down.

Reengineering from the Bottom up

One part of reengineering is modernizing the infrastructure and underlying architecture. Forward-thinking companies may focus their strategy on three crucial areas that have the ability to launch bottom-up initiatives:

Automation: Automating operations is typically the top priority for firms. Automation opportunities exist across the whole IT life cycle. Large-scale autonomic systems that can monitor themselves, learn from their mistakes, and repair themselves are among them, as are automated provisioning, testing, development, deployment, and operation of applications. Automation is a possibility for almost all routine IT processes that are workflow-based, repetitive, or policy-based and need system reconciliation. Cognitive automation, robotic process automation, intelligent automation, and even cognitive agents are other names for these techniques. Its primary themes, though, are similar: using contemporary technology to automate procedures and aid organizations in handling ever-more-complex tasks.

As part of their automation projects, some firms are employing autonomous platforms to layer in the capacity of dynamic resource management while integrating and orchestrating more of the end-to-end processes required to design and execute IT systems. Autonomics refers to the integration of automation and robotics, as well as the progress of automation via the application of machine learning. The rise of software-defined things up the tech stack, as well as the DevOps movement’s revamping of IT operations and delivery procedures, are two important IT developments on which autonomous platforms rely.

Another opportunity is self-service automation, a big concept popularized by various cloud providers. A web-based portal allows users to access IT resources from a list of established service choices. The automated system, which also controls the provisioning process, enforces role-based access, approvals, and policy-based constraints. This can hasten resource mobilization and decrease risk.

Also Read: How Automation Can Help You Scale Your Business

Technical debt: Technical debt does not just result from poor design or subpar coding. It typically results from decisions that were made over time — actions that were solely justified by their immediate ROI or the requirements of a project. Businesses that regularly pay off the technical debt by integrating and upgrading software as necessary will be better able to finance investments in innovative projects. Companies may also have technical debt in their applications and physical infrastructure, and maintaining out-of-date systems over time results in costs. In addition to reducing these costs, app re-platforming (using bare metal or the cloud) can also hasten time-to-market and time-to-service.

Organizations that fail to “pay it back” may find that they spend most of their budgets on interest (i.e., system upkeep), leaving little room for new opportunities. BJIT suggests the following two-step procedure to deal with technical debt:

  • Measure it: The first step in reversing concealed architectural and quality issues is visibility. To encourage comprehension among those who decide on IT investment, give clear, convincing explanations of the potential implications of the difficulties. A technical debt metric needs to be used by your IT department for project delivery in addition to planning and portfolio management.
  • Managing it: Determine the frameworks and tools you’ll need over the next year or two to achieve your strategic goals. This could help you choose which parts of your portfolio to concentrate on. Don’t be afraid to take some elements out of each of your platforms. Your goal should be to reduce technical debt rather than just keep track of it.

Modernized infrastructure: A flexible architectural paradigm has proven to be effective and profitable in start-up IT environments, suggesting that a larger market adoption may be inevitable. Under this cloud-first strategy and the leading practices that are forming around it, platforms are virtualized, containerized, and seen as flexible, reusable resources, with workloads remaining independent of the operating system. Loosely coupled systems integrate policies, controls, and automation. Similar to this, it is possible to deliver any given work at a cost- and performance-efficient level by dynamically utilizing on-premises, private cloud, or public cloud capabilities. When these elements come together, it could be possible to shift the emphasis from managing outcomes to controlling events.

Also Read: Digital Business Initiatives that Drive Managed Infrastructure Deals for Agile Software Company

Reengineering from the Top down

Today’s business centers around technology, which motivates corporate employees across all functional areas to become tech aware.

A new operating model must now be developed. Consider the following potential areas for reengineering your IT department from the top down:

Breaking down silos: Much of the excitement surrounding Agile and DevOps transformation services is justified. Reorganizing teams is likely to be a waste of time if they are not permitted to create and deliver goods in a more efficient manner. It’s time to dive into Agile-DevOps methodology if you haven’t already.

Budgeting for the long term: A new budgeting approach that reorients project goals toward achieving a desired outcome is taking shape. For example, if “customer experience” becomes a focus point, IT may invest in e-commerce or mobile items or capabilities. Because features are still being developed, strategists and developers have more flexibility to focus their attention and financial resources on possibilities that may be extremely beneficial and support significant strategic goals. Standing money for changing priorities gives more flexibility and reactivity. It also connects technical investment to quantifiable, accountable outcomes.

In updating your budget, keep in mind that when you transfer to the cloud, certain capital costs will become operating expenses. Keep a lookout for opportunities to replace traditional procurement restrictions with an outcome-based partner and vendor agreements or co-investment companies.

Taking on uncertainty when managing your portfolio: BJIT advises dividing the allocation into 70/20/10: Projects focus on core systems seventy percent of the time, adjacencies twenty percent of the time, and newly created or unproven technologies ten percent of the time, which may or may not be of immediate use. For initiatives at the center, the likelihood of the expected outcomes is frequently higher. But, the farther a project is from the center, the less evident its gains become. When they move towards budgeting cycles that are more flexible, CIOs should be aware of and embrace this ambiguity. If they can effectively create a balance between certainty and ambiguity, they may eventually develop the ability to study ambiguous prospects and take more risks.

The Global Effect

Reengineering technology has become a worldwide phenomenon.

This contradiction between preparation and desire may be impeding reengineering progress in the Asia-Pacific and South American areas. Numerous firms in southern Europe are forming digital teams that operate independently of the existing systems and processes. Although there are some fresh, isolated examples abroad, such as in UK financial services and Asia high tech, North America is the only region where organizations across several business sectors are undergoing the sort of general top-down and bottom-up shift examined in this chapter.

Budgets for IT have been restricted across southern Europe and South America due to recent regional economic downturns and depreciating currencies. the cultural traits and skill sets that affect trend readiness. For instance, in businesses where building and teaming leadership styles are the norm in northern Europe, factors may range from optimism and a clear desire for change to potential delays brought on by hierarchical biases and a lack of executive orders. Yet, in general, achieving ambitious change is frequently hampered by a lack of information and iconic proof points.

Learn More: Trends that create opportunities in the European outsourcing market

Where do you start?

Before you begin to reengineer technology, consider the following essential activities. With BJIT, each reengineering criterion may help you prepare for the next transformation project.

  • Re-engineering of Legacy Applications

With the help of qualified offshore developers from BJIT Application Re-Engineering in converting to new platforms and technologies, your company will stay up to date. We use technological advancement to rethink your core legacy systems.

  • Restricted by Old Software? Fuel Change May Benefit from Re-Engineering

BJIT’s re-engineering technique, along with AMS application maintenance and support, leverages a unique process of simulated modifications to reproduce processes, views, and displays to evaluate the necessity and validity of the reengineering. This guarantees clear metrics for the reengineering justification in addition to guaranteeing that the apps are tested prior to actual reengineering and global deployment. Because of BJIT’s advanced programming methodology, flexible worldwide delivery model, and stringent quality control processes, which also assist to lower project development costs and accelerate time-to-market, our clients obtain the highest quality products.

How Exactly Can BJIT Help You?

Your outdated software programs may be quickly and efficiently re-engineered by BJIT to run on modern platforms with optimized architectures while maintaining or increasing the value of such applications.

  • An enhanced user experience

We’ll work with you to develop user-friendly application interfaces that increase customer engagement and provide you with a competitive edge in a market that is changing quickly.

  • More flexible and scalable

Your present software solutions will be more flexible, secure, and scalable thanks to our cloud migration services, enabling you to better respond to the dynamic nature of the modern corporate environment.

  • Accelerate application optimization

Without the need to establish a freeze that causes downtime and lost income, our team of professionals will set up CI/CD procedures, saving a substantial amount of time and work.

  • Maintenance of apps

We’ll work with you to put in place a SaaS delivery strategy that promotes faster maintenance, utilizes the advantages of the cloud, and simplifies application updates.

  • Avoid performance problems

With re-engineering services that modernize your current architecture and/or technology stack, we’ll assist you in resolving performance issues and taking proactive measures to prevent them from ever occurring again.

Bottom Line

All things considered, reengineering is the best approach for businesses to take when looking to improve their software products. Reengineering is a typical approach to get there since having a trustworthy software solution is crucial for any corporation. Software reengineering services are a one-stop shop for all your custom software design and development needs. Our team of outsourcing IT operations at BJIT has the skills, drive, and resources required to finish any project with finesse.

Contact us to talk about how we might help with the software optimization process.

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