Technology stack, the scalability wildcard for your organization

Judging by the beginning of the title, you'll think that we're about to talk about electric batteries or stacks of objects. We like the second one, so we'll give you the first preview: a technology stack is the software starter pack in companies that need ensure sustained growth with a future project in mind.

It's enough to select the correct objects in this technological stack to expand the commercial horizons of a company from the beginning with IT tools. That is why it's essential to know the scalability capacity.

The definition of a technological stack implies a previous work of strategic analysis because the choice of the software products that are going to shape, it's the tools that are going to work in a systemic way as the business grows with its customers. So this selection should by no means be taken into account in isolation.

Technology stack... what is it?

Stacks in the IT world refer to a collection of programs that work together to provide specific functionality. For example, a web development stack may include an operating system, a web server, a programming language, and a database.

Hand in hand with this, one of its greatest strengths implies ability to adapt to the requirement. If we're facing a project related to the marketing area, we've a MarTech stack. If we're in charge of a finance project, we've a FinTech stack. As each stack has a compendium of technologies, they all provide a standardized set of tools to implement whatever the application is, benefiting to reducing the amount of time and effort in development.

The stacks are commonly used by organizations to develop internal applications and to offer services. For example, a company may use a web development stack to create an e-commerce application. On the other hand, a hospital may use a mobile development stack to create a mobile application for patients.

A clear example we can provide from Lab9 regarding technology stacks is our work for Sharyco, a corporate application supported by at least four developers and a mobile development stack.

How to build a technology stack correctly

While there are no hard and fast rules about what may or may not guarantee your organization's technology success, these recommendations can guide you in how diagram your scalability stack. Next:

Plan for the future: it's true that technology solutions solve immediate problems, but each one must be in the focus of analysis along with the rest of your technology stack, opposite case, the realignment will be very costly.

For example, if you plan to add email to your MarTech stack, you should consider what other channels would be in the future. If you plan to add a chatbot or messaging via WhatsApp, you'd be better off jumping into a platform like Twilio early on.

Create a Minimum Viable Product (MVP): the MVP focuses on creating a product or service with basic but easily sellable features. This creation leads to the recommendation to test the project on a smaller scale before making an investment. This way can easily monitor the needs of the market.

Take advantage of open source technology: open source tools are free and freely available, which gives your company free access to use, copy, modify, share and build on existing code and applications.

For example, we can cite the popular MEAN technology stack, which includes MongoDB, Express.js, AngularJS and Nodejs, all of which are open source and free.

Create budgets: budgets and tech stacks are two essential topics when diagramming your tech stack. You'll always need the numerical state to start thinking about your future project. Questions such as "what revenue margins will my MVP have to reach to be profitable?" or "how will scale affect your expenses in the future?" should not be missing from your checklist.

Consider the team's experience: building certain types of technology stacks requires different levels of expertise. In fact, adopting new technologies can even slow down or stall progress if you don't have an experienced team. To avoid this, you should training collaborators or hiring a specialist.

The user as the protagonist: there's nothing better than knowing your customer's pain points to come up with an idea that meets each and every one of their needs. Research, analysis and establishment of parameters are essentials for a project to have a budget according to the scalability of the technological stack.

Gasnor

To be and to do Agile in the field of Project Management

To be or not to be agile, that's the question.

What is more worthy of the action of the spirit,

suffer the misinformation of unjust fortune,

or oppose the arms to this torrent of calamities,

and end them with proactivity and innovation?

To be or not to be Agile. That's the question, isn't it? It is in this amusing adaptation of the world's most famous soliloquy - Hamlet's play - that we seek to reflect the more sensitive and poetic side of agility. Agility derives from simplicity as a philosophy of life. Having a thirst to create, being permeable to sudden change, constantly seeking to find value in the little things, and empowering people in their diversity are sentences that in some way give a definite shape to what constitutes the competence of agility.

If we dare to answer Hamlet's solitary question, but in our adapted version, there is only one option to select: to be Agile. In today's world, where dynamism is the currency, companies that maintain traditional management systems should even question themselves more about what they want for their companies and where they are aiming: are they where they always wanted to be? That's why all roads lead to agility.

A lot of Agile here, a lot of Agile there - what is it all about and why is it so useful for companies? To delve into this wonderful dimension of innovation, we should start by learning about one of its many areas, Project Management (PM).

Project Management + agile

Whether they are artistic, construction, technology, or sales projects, all about them are equally important and worthy of being carried out. At a business level, for example, these plans are essential because they generate business value, that is, a tangible benefit from the tangible and the intangible as well. By this, we mean the prestige of the brand and the set of values it inspires both for its customers and collaborators.

Increasingly, results need to be obtained in shorter and shorter periods of time. In addition, projects are developed in complex environments that undoubtedly affect management methods. We talk about technical, economic, social, environmental, and political aspects.

It is in this scenario that the figure of project management appears; the application of knowledge, skills, tools, and techniques to the activities of a project to meet the defined objective within a given period of time.

The objective of project management is to obtain an original and practical product that satisfies the needs of your company's customers.

But when does agility appear?

The first step comes from adopting an agile mindset -described at the beginning of this article- and secondly, it brings its methodological application, which is Agile Doing. Its usefulness in these circumstances lies in providing people with a shared point of view to be able to adopt a specific approach when developing products and services in a work environment.

Whatever the organization is, it is up to them to accompany the transformation towards agility, especially if we consider that it is not only a way of doing but also a way of being. Those companies that maintain their traditional schemes have surely wondered how it is possible to transition from an installed organizational culture to a totally different one.

Although that may inspire a bit of fear and uncertainty, we must not forget that everything that implies simplification of steps and reduction of time will benefit any company. It is all about going step by step, respecting the processes of each area, and trying to count on a team specialized in these new methodologies that execute mentoring and advisory actions.

That is why if we focus only on procedural aspects, it is likely that the new procedures that have been put into practice will end up returning to their origins - the traditional - if the organizational culture has never been worked on to shift towards flexibility.

On the contrary, if these beliefs are more agile than the processes themselves, they tend to become more agile. In other words, we talk about the collective vision of the teams working within the company that will determine the degree of difficulty that managers will face when making the transition.

Agile involves an iterative approach that focuses on delivering value during short work cycles to obtain rapid feedback from the client and then better adapt to the new requirements.

In terms of project management, there are four commandments that configure the management process as an agile project:

Prioritize the individual and his interactions so that he is happy with what he is doing and is aware of his usefulness to the project.
Focusing on developing a product or service that addresses the customer's needs, rather than focusing on obtaining documentation
Close collaboration with the customer to ensure smooth communications
Responding quickly and efficiently to circumstantial changes, rather than focusing on adhering to a pre-planned schedule

Liquid organizations. The era of the new servant leader.

Here's a riddle for you related to organizations: he usually wears black and white but is not a zebra, has a piercing gaze but is not a panther, is often quite heartless, and is not the college professor who gave you a three on the last midterm of your life. He's overbearing and more distant than the kingdom of Far, Far Away in the Shrek movie. Want the answer? Here it goes: b-o-s-s.

As if it were an absolute monarchy that - sadly - still constitutes a large part of organizations, the figure of the "boss" as an entity appointed by a supreme God is at the top of the ranking known as "the list of roles that should cease to exist in your company".

The intrepid advance of a technology that does not ask permission to grow, paradigm changing became notorious, especially in the organizational world. Companies and institutions are looking for exponential growth are currently in changing towards liquid management models, or in other words, models with a horizontal organization chart.

Goodbye, bosses. Hello servant leaders.

What are liquid organizations?

Rooted in the term "liquid modernity" by Zygmunt Bauman, a Polish sociologist who died in 2017, this conceptualization refers to those corporate structures that evolve and transform in a diluted environment with the particularity of being flexible. That is where the words "adaptation" and "transformation" stand as the north of every mechanism of action and thought.

In this type of organization, working is structured is much faster, more transparent, and more concrete. With a blurred vertical hierarchy, the arrangement of work roles depends of the emergence of multidisciplinary teams that cooperate fluidly on a project basis.

Another characteristic of liquid organizations is that their focus is on human capital, i.e., the person is the center of the company, and every effort is to recognize and retain, not only for the position held but also for the skills and aptitudes -especially digital ones- that only enrich the organizational structure.

Companies and liquid collaborators accept changes and the speed of transformation as something natural, becoming versatile entities and individuals who know how to handle unexpected scenarios, working on innovative ideas that minimize risks.

The new leader in the liquid organizations

With this, the exercise of leadership as such has also evolved. The image of the glass office with a closed door that no one dares to touch has disappeared. Now we are in front of a liquid leader with no walls to separate or doors to terror. He's the one who observes, inspires, and motivates the team of talents to foster relationships.

The quality standards that invite creativity and eliminate any trace of superiority or miscommunication that may perpetuate the poorly executed figure of the boss.

Thus, one of the main challenges of a flexible organization is to achieve true self-discipline since each person's primary task is to develop an awareness of the leading role in the project and how one must act to produce multiplying results as needs arise.

For this reason, the constitution of a liquid person takes into account not only the expected technical requirements but also soft skills such as the development of analytical thinking, active learning, social leadership, the use and control of technology, resilience, service orientation, emotional intelligence and the power to provide original solutions to the organizations.

Agility in liquid organizations

One of the cornerstones of this cutting-edge management is nothing more and nothing less than the philosophy of agile methodologies: be agile, and do agile.

Born at the dawn of the century that has us as protagonists, the concept of agility came to this world as a solution to a series of questions that many technology specialists began to ask: unproductive actions, projects that were canceled due to customer dissatisfaction, unnecessary bureaucracy and paperwork, very long working times … and more.

In this sense, the importance of the agile contribution in this area is the culture. That is, generating a space for organizational evolution and growth that involves not only the structure itself but also the employees.

What is the plus of the agile philosophy?

Structure: it simplifies and eliminates levels, roles, and responsibilities inside organizations. It streamlines and decentralizes decision-making.
Processes: frees time to focus on actions that generate value, manage and enhance planning and performance.
Technology: favors the creation of tools and systems that support the implementation and start-up of rapid and dynamic changes.
People: prepares managers to be servant leaders, manages talent through recognition and fosters organic communication networks.

Process design: an intelligent way to manage organizations

Process design, a crucial business methodology, has significantly influenced how we experience everyday life. Our lives are a blend of emotions, driven by adrenaline and habituation, keeping us alive amidst life's fast pace.

Technological revolutions have transformed consumption patterns and management strategies in organizations. To convert resources into results efficiently, process design offers an invaluable approach.

Embracing process design is no longer optional, but necessary in this digital age. By integrating cutting-edge innovations, organizations unlock their true potential, staying ahead of the competition.

Process design extends beyond businesses, guiding individuals to improve daily routines and achieve work-life balance.

Process design, what’s about it?

Process design establishes functions and determines the process used to produce a product or service. Much of the decision-making in the process is made in the long term and can't be reversed in a simple way, especially when there is a capital investment. For this reason, it's essential that it is designed in alignment with the general strategies of the organization, being functionally satisfactory to the requirements demanded.

This type of work management must have a solid structure that guarantees its effectiveness and efficiency since it allows for the repetition of established tasks. Otherwise, workers will resort to routine actions based on their experience, leading to inconsistency and inefficiency.

Process optimization? Yes.

This type of procedural organization encompasses a wide range of execution modes. From the entirely manual task to automation as a simplification of functions. In this sense, the nature of process design is transformation. Thus, process design must take into account methods and economic considerations.

The structure of a process design

The process has two major components:

Decision in process design: decisions are those strategies arranged by creativity and strategy for the benefit of the company or institution.
Process structure: it comprises specifications and requirements to comply during the cycle. On this, lies the importance of a good design. This way of developing workflows is an input for development. It must establish the functions needed and their consequences by the company's policies. It's precisely here where the proposal of functional alternatives also comes into play according to the cost analysis since the beginning.

In terms of typology, we can recognize three types of design processes:

Intermittent or project-based process (customized, flexible, and highly innovative. Each requirement is worked on independently)
Repetitive process (the work team and the arrangement of resources are functional. It's come up as sales are developed)
Continuous process (there's a high esteem for a specific product or service, so there are standard models. Product variety and innovation are low)

When is the ideal time to introduce process design in my company?

Introduction of a new product or service to the market
Redesign of a product or service
The desire for change in competing priorities within the company
Increased demand for services
Existence of inadequate business performance

It's about new organizations that engage in business process design when they begin to think about the forms and methodologies they will adopt when implementing something entirely innovative or at least thinking about redesigning it. Likewise, effective business processes must be scalable and replicable.

Trial and error

The important thing is to test and verify the new process before it's implemented within the company. A simple and quick way to do this is to execute actions of the cycle and expand. Likewise, another strategy is using specific procedural sabotage, so that the appearance of some defective event occurs. There, the identification, analysis, and subsequent resolution of the problem should be carried out, so that it is eliminated and avoids future situations that slow down the created process.

The 6 bases of the collaborative work methodology

When people are open to collaborating on different projects, alchemy improves productivity and creativity in the company.

Innovation is possible because each participant contributes ideas from knowledge and experience.
For collaborative dynamics to be fluid, it is necessary to go step by step with an organization that structures each intervention.

The six bases in the process of team collaboration are:

1- Basis of recognition: how to work as a team for efficiency and speed

If an individual performs a task with expertise, it is probably to achieve the objective. On the other hand, if you work with partners, the work can be richer in content and innovation.

The different experiences and points of view feed the project, bringing value and speed to the project.

If each person is willing to collaborate and share the same objective, the work achieves into practices the collaborative methodology in all its bases.

In teams, there is a synthesis of experiences, different perspectives, and unique ideas. One person's perspective challenges another's and opens a discussion, and by reaching an agreement, project goals are advanced.

The success of a company or organization translates into people working together as a team, either remotely or face-to-face, which can achieve better results and create more impact than working individually.

2- Communication base: the importance of working in teams with connection and trust

A team with good communication, where each person practices active listening and contributes from their knowledge and experience, manages to connect with each other and achieve results and common goals.

To establish a positive connection, each person must feel safe and confident to give their opinions and emotions while playing an important role.

A dynamic that allows effective group collaboration and incorporates the playful experience, where people contribute and give their opinion without the pressure of taking an exam, feeling it as a game where no one loses, and everyone wins.

A Google research regarding collaborative teams concluded that while psychological safety was essential, trust was a critical aspect of teams for high performance.

Building trust is a task that requires respect, asking questions, answering doubts, and keeping the work of each member and the group organized.
The success of a project is born from integrating ideas, not imposing them.

3- Commitment base: the team's commitment to collaborative work

Each idea is a solution, and decisions are made that contribute to the common cause of the team.

With a solid foundation made of commitment and trust, the team achieves actualization by pursuing its purpose, creating together, and making an impact.
At this level, the synergy of a group goes beyond the capacity of what any individual could accomplish alone.

No one likes to feel that they are doing all the work alone or notice that their work has gone overlooked.

In the daily and weekly reports, in addition to communicating progress or doubts, you should help by providing clarity and solutions to problems, thus setting the stage for recognition, which influences the team's commitment.

Working with an innovative mind requires seeing problems as learning and growth opportunities. Developing any project with an optimistic attitude makes a difference. The amount of ideas generated is better, and the work experience improves.

4- Basis of the environment: collaborative environments in work groups

A successful project achieves in collaborative workspaces in optimal conditions.

The commonplace, whether physical, digital, or a combination of both, provides what is necessary for good communication and connection between people.

The office is an obsolete solution because there are too many distractions, and setbacks can cause slow performance. Most workers in technology fields for several years now prefer to work remotely.

-Use the online tools available for team organization and communication.
-The use of file sharing helps remote teams connect.
-Platforms designed for organizations bring agility to online work.

Collaborative teams must have a meaningful or complex purpose to benefit from collaboration.

A brand launch campaign, a branding and marketing study, web development, or the creation of a new service or product; requires a group of people working together who are specialists in each area.

The passion for working together dies when a task becomes a group one, considering that not every project is collaborative.

It is advisable to keep a team of people with few members (up to 6), work better since each individual is essential, and the dynamic becomes faster.

Time is another factor to regulate within the collaborative environment.

The most productive experiences have synchronous and asynchronous times.

If the time a project takes is managed with intention, valuing the contributions of each team member and the time invested in achieving the goals, you will know you are doing right.

In collaborative remote worker environments, the time differs for everyone. You can work in a team from different time zones and geographical distances, thanks to flexibility and organization.

Routine causes stagnation in innovation

Don't always assign the same projects to the same people: mix them up for better results.
Collaboration is not just delegation or task assignment. Assigning projects as a break from the same old, interspersing themes and structures influences more creative collaboration.
What projects and co-workers could benefit from a fresh perspective on collaboration?

5- Organizational base: leadership and management of collaborative teams

Identify individual strengths in the collaborative environment while keeping an open mind. Let your team know that their efforts are not taken for granted.

With realistic expectations and clear objectives, the team can focus more on tasks and decision-making.
The group works with the opportunity to share ideas, receive feedback, support ideas, and have a clear picture of objectives.

Clarify objectives to each team member considering their roles, responsibilities, learning needs, and expectations.

Collaboration helps people learn from each other

Managing workgroups requires a vocation for integration, a deep desire to communicate goals and objectives in order to achieve them, and turn your work into a benefit that has value.
The general objective of any team is to have a common point of view on growth and valuation.

6- Measurement basis: evaluate and analyze the results of team collaboration.

To improve, you need to know what is failing and what is working.

Measure data responsibly, respect privacy, and test the effectiveness of collaboration.
It helps spot trends in design and content, promotes organization, and provides insight into how collaborative work impacts the business and how to improve.

Increase creative output by giving your team as much freedom as possible, but that doesn't mean they'll lose sight of the goals. In the process of knowing the impact, we have to ask about its objective, and how we measure results, there is an equal commitment in the group.

Working together with the team in a productive way by giving them a common objective and achievable goals encourages collaboration and creativity.

Perform periodic measurements and analyze the results

Some marketing strategies require months to see goals achieved and usually provide long-term benefits. Others may receive measurable results in the short term and require constant updates.
Collaborative teamwork allows your company to grow, if you apply this methodology and are looking for a facilitator to guide you in a personalized way, contact us, we are here to collaborate.