The OpenCredo way
The corporate world is changing. Nowhere is this more obvious than in IT, where historical ways of delivering software and hardware are becoming increasingly outmoded by cloud and Agile practices. There’s an increased focus on delivering value quickly, whilst improving and expanding it over time.
Many businesses know they need to change to survive, but do not know where or how to start the process.
Transformation is not just an abstract goal
OpenCredo provide the guidance and expertise to help organisations transform, becoming more effective, leaner, and more agile. Our approach is flexible, capable of enabling change, and encourages staff to make changes themselves.
OpenCredo views Transformation not just as an abstract goal but the result of changes to the following:
Often projects that were functionally sound in the past, run into problems due to a combination of factors. Sometimes the software architecture becomes invalid in the face of new user demands, or perhaps the quality of the software has eroded over time due to mounting technical debt or design decisions that in hindsight were incorrect and now seem impossible to undo.
As user requirements and underlying technologies grow and evolve it is essential that engineers are given the right tools to keep up. Teams can struggle with counterproductive tooling for years without realising that there is an easier way.
Organisational habits and design
Organisations must adapt to changing demands from the market which can be difficult to do whilst still serving existing customers. Without a process that allows them to adapt and learn, organisations become mired in once-useful habits which are now obsolete, or counterproductive. These habits and processes, slow the organisation down and make it more difficult to adapt to change or competitive pressure.
Each of these areas are interdependent. Changes in one inevitably lead to changes in the others. Software architectures impact how changes can be made, which impact how teams are structured, and which tools are used. Tool choice limits (or enhances) flexibility, putting constraints on what’s possible and what’s realistic, which the organisation adapts to. Organisational habits and design impact how people think about the software they’re creating, and inform the architectural and tooling choices.
Choices in each area can create feedback loops, making it easier, or harder, to improve or change things in the future.
At OpenCredo we take a holistic approach, looking at all areas with the business, to identify and realise the real transformation goals and organisational needs.
We are now more streamlined and faster – and we catch problems sooner. We can deal with problems immediately, which is crucial, as the longer we leave a problem the more costly it becomes to fix.
– Ged Lunt, Manager of Technology at WG Intetech
Understanding how it all fits together
Hidden dynamics are present within most organisations, and it is OpenCredo’s policy to make sense of the not so obvious, as well as the more complex elements. This process helps you better understand “what the real picture is” within your organisation, gain trust in the OpenCredo team, meet the agreed business goal, and make sustainable changes to deliver long-term performance improvements.
OpenCredo really took the time to understand us as a business rather than just our software requirement.
Our business model is based on offering our apps free, but the required investment in a new batch of servers would make this completely impossible. We realised that the only way of reducing the cost of handling the new volumes was a complete redesign.
– Dan Field, Technical Director of millenoki
Our transitional change processes
There is clearly much more to Agile or business transformation than simply delivering software implementation, and more often an organisation requires a cultural shift.
OpenCredo’s team of consultants ensures a smooth path is created for clients going through transitional change, making sure new processes deliver business benefits whilst transferring skills.
People want to know they are working in the most efficient way. They want to be delivering things faster and know they are continuously improving. Having OpenCredo’s consultants shadow working in our office was a very effective way of upskilling our team.
– Ged Lunt, Manager of Technology at WG Intetech
Organisations invest in us to assist transformation and smooth a way that makes sense of what’s happening, to help staff embrace the goal, and to help drive it.
We use methods and practices that have been identified and honed in a variety of sectors by pioneers of systems thinking. Many companies provide advice on how to change, but this offers little value on its own: the real value is in aiding implementation.
We work with organisations to change how work is undertaken, how progress is measured, and how IT is delivered.
Not wanting clients to be dependent on us as consultants, we ensure knowledge transfer is one of the biggest elements within any project along with training, and coaching staff on how to use the OpenCredo approach themselves. This in turn leaves a more sustainable on-site development team to continue to grow.
With so many moving parts that always had to be up, it had become a real burden to manage the number of servers. We needed to find a way to be more efficient in the way we operated.
If we did everything ourselves, it would of taken us months to implement Mesos – you have to think about the potential for mistakes along the way. This would have also been a big distraction for us when what we really want to do is focus on introducing new features to WooRank.
– Nils de Moor, co-founder and CTO at WooRank
Experts in Kubernetes
Client success stories: Case studies
White paper: The benefits of being a lean and agile organisation