Looks a bit like sci-fi, right? But it's happening right now. Two vendors, one in the US, one in Europe, take somewhat different approaches to robotic parking:
Boomerang positions its offering as RoboticValet, a service that serves two customers. For property owners (developers, real estate investment trusts), Boomering solves a key problem: The high price of real estate in places like Miami, Chicago, or San Francisco. Robotic valets can save significant space, allowing developers to build more profitable buildings. And for consumers -- that is, buyers of the condominimums -- Boomerang's service is a luxury amenity: A 24/7 valet service that drops their car off to the same spot every time.
Serva TS can retrofit existing garages to 'expand' usable space. Serva TS reports gaining 40% capacity in an existing garage space, making it a less disruptive and expensive solution for garage expansion. For customers, there's a smartphone app: As soon as your flight lands, you can summon your car, which a robot will bring to the designated spot.
I interviewed companies from a variety of verticals – travel, retail, energy, clothing, financial services – and spoke to thought leaders in innovation theory to help I&O leaders solve a series of problems: How can we innovate using customer-facing interaction technologies such as mobile devices, robotics, digital signage, and virtual reality (VR)? How can we establish a device innovation lab (DIL) to help technology and business leaders at our company develop technology-infused, customer-obsessed strategies? And what are the success factors for DILs – from mission statement to staffing to key performance indicators?
In the context of my report, a device innovation lab is an a in-house space for designing, experimenting, piloting, and deploying device-based innovation projects. Done right, a DIL can differentiate your business's digital business efforts in impressive ways. Take, for example, Lowes' robotic retail associate, OSHBot.
By "robots," we mean all forms of automation technologies, including those that conductphysical tasks, intellectual tasks, or customer service tasks (which mix elements of both physical and intellectual activities, but which constitute a distinct category in the age of the customer). Indeed, some impressive new technologies are becoming incredibly useful in a variety of organizational settings. Take, for example, Rethink Robotics' Baxter robot, seen in the video below. Unlike traditional industrial robots, it's safe for workers to be around Baxter -- and it's imperative, too. Because software engineers don't program Baxter; human colleagues simply move the robot's arm to teach it new actions, and it learns in real time.
A few months ago, I blogged about testing quality@speed in the same way that F1 racing teams do to win races and fans. Last week, I published my F(TA)1 Forrester Wave! It examines the capabilities of nine vendors to evaluate how they support Agile development and continuous delivery teams when it comes to continuous testing: Borland, CA Technologies, HP, IBM, Microsoft, Parasoft, SmartBear, TestPlant, and Tricentis. However, only Forrester clients can attend “the race” to see the leaders.
The market overview section of our evaluation complements the analysis in the underlying model by looking at other providers that either augment FTA capabilities, play in a different market segment, or did not meet one of the criteria for inclusion in the Forrester Wave. These include: 1) open source tools like Selenium and Sahi, 2) test case design and automation tools like Grid-Tools Agile Designer, and 3) other tools, such as Original Software, which mostly focuses on graphical user interface (GUI) and packaged apps testing, and Qualitia and Applitools, which focus on GUI and visualization testing.
We deliberately weighted the Forrester Wave criteria more heavily towards “beyond GUI” and API testing approaches. Why? Because:
Software is getting smarter, thanks to predictive analytics, machine learning, and artificial intelligence (AI). Whereas the current generation of software is about enabling smarter decision-making for humans, we’re starting to see “invisible software" capable of performing tasks without human intervention.
One such example is x.ai, a software-based personal assistant that schedules meetings for you. With no user interface, you simply cc “Amy” on an email thread and she goes to work engaging with the recipient to find a date and optimal place to meet.
It’s not a perfectly automated system. AI trainers oversee Amy’s interactions and make adjustments on the fly. But over time, she becomes a great personal assistant who is sensitive to your meeting and communication preferences.
One can imagine Amy extending into new domains — taking on parts of sales/customer service operations or business processes like expense management and DevOps. Indeed, we’ll see a new generation of AI-powered apps, as predicted here.
This weekend, I’ll be heading off to Las Vegas for the 2015 Consumer Electronics Show (CES). Infrastructure & Operations leaders should – and do – keep tabs on the news coming out of CES. In this era of consumerization, bring-your-own (BYO) technology, and Shadow IT, CES announcements affect the I&O role more than ever before. I have three tips for how to think about CES 2015:
Look at consumer technologies through a workforce lens. So many smart, connected products quickly migrate to the workforce. Sometimes these technologies enter via BYO and segue into company-owned, as tablets have done over the past few years. In other cases, vendors that target consumers immediately see the value their products can bring to workforce scenarios. For example, I recently spoke with Jonathan Palley, CEO of Spire, a wearable device that tracks not just activity but also state of mind (tension versus calm, focus versus distraction, and related states). While the product was launched to the consumer market just about a week ago, Jonathan made clear that “workforce is a huge part of our strategy as well.” Imagine helping workers remain in a more productive, less stressed state of mind via wearables.
I’m sitting on my sofa at home (Yes! Home!) on Sunday morning just before Christmas. I’m “shut down” for the holidays now, but of course, I’m watching Twitter and now listening to my brilliant friends Chris Dancy and Troy DuMoulin discussing CMDB (configuration management database) on the Practitioner Radio podcast. It’s a marvelous episode, covering the topic of CMDB in with impressive clarity! I highly recommend you listen to their conversation. It’s full of beautiful gems of wisdom from two people who have a lot of experience here – and it's pretty entertaining too!
I agree with everything these guys discussed. In particular, I love the part where they cover systems thinking and context as the key to linking everything conceptually. I only have one nit about this podcast, and the greater community discussion about CMDB, though. Let’s stop calling this “thing” a CMDB!
I coauthored a book with the great Carlos Casanova (his real name!) called The CMDB Imperative, but we both hate this CMDB term. This isn’t hypocritical. In fact, we make this point clear in the book. Like the vendors, we used CMDB to hit a nerve. We actually struggled with this decision, but we realized we needed to hit those exposed nerves if we were going to sell any books. Our goal is not to fund a new Aston Martin with book proceeds. If so, we failed miserably! We just wanted to get the word out to as many as possible. I hope we've been able to make even a small difference!
As you’re all well aware by now, a perfect storm of technology innovations — including cloud, analytics, mobile, and social — is fundamentally disrupting the way your company engages with its customers (as well as employees and partners). For service providers in particular, the main challenge is understanding how to best leverage these technology innovations to remain relevant and ultimately generate more business value. So it’s exciting to see a service provider like Cisco Services come up with new offerings that respond to this challenge in innovative ways.
I met with Cisco Services Asia Pacific Japan and China (APJC) executives last week in Seoul to discuss their strategy in Asia. I wanted to highlight a few takeaways that I believe will be important for sourcing professionals in Asia and beyond:
Cisco Services is a key enabler of Cisco’s overall transformation. Cisco Services used to be a captive consulting organization providing support and technology services for a product company. In a recent analyst call, John Chambers identified Cisco Services as one of the main levers that will help Cisco transition from a transaction-oriented to an annuity-based business model and help the company become the largest IT company globally. The company’s aim is for Cisco Services to represent 24-26% of total revenues in the next 3-5 years. These goals are extremely audacious; achieving them will require huge efforts from Cisco, including some targeted acquisitions in the services space.
Early this year, on January 15, I published our first research on testing for the Agile and Lean playbook. Connected to that research, my colleague Margo Visitacion and I also published a self-assessment testing toolkit. The toolkit helps app-dev and testing leaders understand how mature their current testing practices and organization are for Agile and Lean development.
The Agile Testing Self-Assessment Toolkit
So what are the necessary elements to assess Agile testing maturity? Looking to compromise between simplicity and comprehensiveness, we focused on the following:
Testing team behavior. Some of the questions we ask here look at collaboration around testing among all roles in the Scrum teams. We also ask about unit testing: Is it a mandatory task for developers? Are all of the repeititive tests that can be run over and over at each regression testing automated?
Organization. In our earlier Agile testing research, we noticed a change in the way testing gets organized when Agile is being adopted. So here we look at the role test managers are playing: Are they focusing more on being coaches and change agents to accelerate adoption of the new Agile testing practices? Or are managers still operating in a command-and-control regime? Is the number of manual testers decreasing? Are testing centers of excellence (TCOEs) shifting to become testing practice centers of excellence (TPCOEs)?
DevOps is a movement for developers and operations professionals that encourages more collaboration and release automation. Why? To keep up with the faster application delivery pace of Agile. In fact, with Agile, as development teams deliver faster and in shorter cycles, IT operations finds itself unprepared to keep up with the new pace. For operations teams, managing a continuous stream of software delivery with traditional manual-based processes is Mission Impossible. Vendors have responded to DevOps requirements with more automation in their release management, delivery, and deployment tools. However, there is a key process that sits between development and operations that seems to have been given little attention: testing.
In fact, some key testing activities, like integration testing and end-to-end performance testing, are caught right in the middle of the handover process between development and operations. In the Agile and Lean playbook, I’ve dedicated my latest research precisely to Agile testing, because I’ve seen testing as the black beast in many transformations to Agile because it was initially ignored.