Nowadays, every business is a software business. Your enterprise needs to prioritise software delivery, be that deploying off-the-shelf solutions, commissioning bespoke software development, or a mixture of both.
Digital transformation: The term has been bandied about since it was coined more than a decade ago. I think we can all agree, though, that the “use of technology to radically improve performance or reach of enterprises” really gained momentum when the COVID-19 pandemic set in.
As we remember all too well, the entire world went digital within a matter of weeks, and companies raced to fulfil the soaring consumer demand for digital products and services. In fact, according to McKinsey, global businesses accelerated the adoption of digital offerings by an average rate of seven years — in a matter of just seven months. Some companies describe how they had to enable tens of thousands of home workers in just a few days!
The same McKinsey report shows that most business leaders see society’s digital shift as permanent. JPMorgan Chase’s CEO certainly thinks the increased use of digital apps and services is here to stay. He recently announced a 26% increase to Chase’s technology budget, focusing the $12 billion investment on further growing Chase’s portfolio of digital apps and services.
Providing innovative technologies is just half the job, though. There’s a lurking problem for business leaders: They can’t afford to let the delivery and integration of software into their businesses suffer delays and poor quality.
Just one schedule slippage in a key system can cause a cascade of problems. And when one of these slippages delays the deployment or upgrade of a key app or service, companies risk disrupted revenue streams, disgruntled customers, interrupted supply chains, lost productivity and frustrated staff.
Maintaining flow of software into the business is imperative to business continuity, but ensuring a steady, reliable flow is difficult. As businesses digitally transform and move their key processes to the cloud, and consumers utilise more digital innovations, their software estate grows in scale, complexity and fragility.
Consequently, maintaining the necessary software quality and delivery schedules must be a primary business objective. While leaders traditionally farmed out these responsibilities solely to their IT departments, technology has become so critical to business success that quality and delivery schedules can no longer hide in the opaque IT silo. It must – and has – become a culture and leadership issue.
Here are five steps executives can take to start embracing software quality, predictable schedules and steady flow:
Elevate Quality To Priority #1
When considering an enterprise’s numerous priorities, executives should take stock of the critical importance of quality. Does the company employ a virtual or hybrid workforce? Does the company interact or transact with customers online? Is revenue generated from online transactions? The questions can continue based on your industry, but chances are that most modern enterprises would agree they rely on a suite of software apps and software-based services for desired business outcomes.
Given the critical nature of digital apps and services — and their ability to provide a seamless experience for customers — executives should consider creating a culture of quality as a key performance indicator. Practically speaking, executives can and should treat quality numbers similarly to sales figures or other revered business metrics. One senior leader should be held accountable to the quality metrics and deemed responsible for relentlessly scrutinising and reporting on these figures alongside the business’s other KPIs.
If executives really want to underscore the importance of quality, they can walk the talk for their workforces. Business leaders can make quality a compensation-affecting business objective, like profit or sales targets. And they can tie these quality metrics back to the bottom line.
Focus On The People
In the era of “every business is a software business,” enterprises can no longer tuck away tech talent out of sight, removed from customer interaction. In fact, they should do the exact opposite, moving software folks to the front line and making them part of the business’s core value proposition. Actively marketing a company’s tech and nerd credentials will drive confidence in the brand’s digital presence. And enhance employer branding at the same time.
Naturally, redeploying the software folks goes both ways. Executives must also show genuine trust and respect for these key people. Even without extensive technical knowledge, business leaders can provide the kind of environment, and culture, that makes teams’ lives easier by reducing the cognitive load imposed by traditional management approaches. And they can give them the freedom to use modern paradigms like DevOps and CI/CD pipelines. Software teams with respect, resources and support will have a foot up on delivering innovations and protecting the quality of their deliveries.
Treat Unceasing Innovation As Standard
As most executives know, today’s world of digital business demands continuous innovation as a minimum requirement for keeping pace with competitors. This unceasing innovation requires executives to drop risk-averse postures and embrace reinvention and the concomitant continuous change.
Of course, amidst digital innovation, reinvention and even failure, quality remains a top priority. Executives need a business culture that allows their organisation to experiment, and sometimes falter, with the least amount of negative impact. After all, stagnation is no longer an attractive option.
Open The Chequebook and Invest!
If an enterprise relies on various digital apps and services for business performance, executives should guarantee the entire software delivery pipeline is exemplary.
While only the lucky few have an extra $12 billion on hand to invest in software delivery and the associated spend, executives should advocate for a big piece of the pie to go toward technology investment. And technology investment shouldn’t stop at commissioning delivery projects. Forward-thinking enterprises invest in next-generation delivery methods like Quintessence, alongside talent, training and time to innovate.
Make Technical Know-how A Leadership Must-Have
Executives should ask themselves a simple question: does anyone on the most senior team have “SDLC” or software delivery experience in their past or even present core competencies? While leadership teams are usually stacked with impressive qualifications — CPAs, MBAs and JDs — few include software people with practical SDLC experience. But given the importance of technology, executives should surround themselves with true technology practitioners.
A chief digital officer (CDO) can become a business leader’s quality czar. With a depth of SDLC experience, this role can help executives understand and benchmark their companies’ digital performance and balance digital transformation efforts with operations management.
Following these steps sends a clear message both internally and externally: innovating is no longer enough — changing the culture to remove the shackles of outmoded assumptions and beliefs is also necessary. If executives want to maximize their digital investments and thrive in a digital-first world, they must embrace quality and the culture that enables it.