Telefonaktiebolaget LM Ericsson (publ) (ERIC) and its partner Cisco Systems, Inc. (CSCO), have joined hands once again, this time to transform Vodafone Hutchison Australia (VHA)'s networks.
Scaled Agile Framework, SAFe — фреймворк Agile-разработки, разработанный Scaled Agile Inc., по сути база знаний по реализации бережливой Agile-разработки в корпоративных масштабах. Ниже вольный пересказ оригинальной статьи “PI Planning — Scaled Agile Framework”. Читать дальше →
The main event of UFC Fight Night 103 could be brutal. The young, dynamic and dangerous Yair Rodriguez will take on 38-year-old MMA legend and UFC Hall of Famer BJ Penn. Aside from being 14 years younger than Penn, Rodriguez is also much quicker and agile. Art: Brian Mazique (UFC.com) He does [...]
“Big brands often lack the understanding of what consumers really want,” says Farah Naz. “They aren’t agile enough to respond to customer demands- and being so risk averse they lag on innovation.” Large companies can be slow to innovate It's that lack of responsiveness that can so often allows entrepreneurial to stride [...]
Honda just unveiled the 2018 Odyssey minivan, and has made some industry-leading adjustments to help set it apart. Here are a few features buyers will like.
Political risk exists everywhere, as does uncertainty about how, when, or whether it will manifest itself in ways detrimental to international traders, investors, and lenders. For decades, conventional wisdom dictated that developing and emerging countries were the greatest sources of such risk, due to the absence of meaningful and enforceable laws, the prevalence of corruption, lack of financial resources, and security concerns. That of course remains the case, but as has been proven as a result of the Great Recession, the global war on terror, corruption scandals and growing income disparity, developed countries contribute every bit as much as those 'other' countries to the rising risks associated with cross-border transactions. This has become a source of great concern to many global businesses, which are scrambling to stay ahead of the headlines. Some of the things that used to be taken for granted - such as that Europe will always be a source of stability and growth, or that China is an investment destination that must be included in an investment portfolio - simply are no longer the case. Europe's rolling recession -- complete with anemic growth and security concerns - will mean the continent will be a source of instability for many years to come. China's incessant bubble economy, declining long-term growth rates, and increasingly unfriendly policies toward foreign investors have given many companies pause for many years now. There are plenty of other examples of how conventional wisdom has been turned upside down. As the U.S. enters a period of unprecedented post-war political instability, many businesses are wondering how to plan for the near and medium-term future. Decision makers in business sometimes have short memories; a preoccupation with making profit will continue to cloud the judgement of some of them. Recent headlines have stated how optimistic some business leaders are about America's future, believing that the pro-business platform about to be implemented is a stairway to heaven. It may well be. A significant reduction in corporate tax rates combined with an orientation toward "America First" could indeed propel the U.S. economy to heights unseen in decades -- at least, in the short-term. The alternative argument is that the U.S. is about to lead the world into a wave of destructive economic nationalism that threatens to undermine the core of the post-war global trade and investment regime. In a zero-sum world where my gain must come at your loss, everyone stands to lose, of course. Imposing unilateral tariffs simply results in more of the same. Protectionism implies less competition, higher prices, rising inflation, and higher interest rates. Some of those foreign companies that previously couldn't wait to earn tax breaks by investing in the U.S. and hiring American workers are about to become a thing of the past. While global businesses have become accustomed to finding new markets and identifying ways to hedge risk, they are less adept at fundamentally altering their business models. Some U.S. businesses are already canceling plans to build foreign production facilities abroad. Some foreign businesses are already purchasing insurance in the event their U.S. investment proposals are not approved in the coming months. There is great unease about what the trade and investment regime will turn out to be 6 or 12 months from now, and with good reason. The paradigm shift that voters in the U.S., UK, the Philippines and elsewhere have ushered in is about to start sending shock waves around the world. In 1990 I published an article entitled "Why Political Risk Insurance Will Grow in the 1990s". At that time, the former Soviet Union had recently disintegrated, the Gulf War was about to commence, and there was general uncertainty about where the world was headed. I predicted at that time that political risk insurance (PRI) would grow dramatically because of enhanced demand. Indeed, it did. The PRI industry stands at a similar precipice today. With the looming possibility of trade wars, a deterioration in investment climates, and ever tightening lending standards, there is every reason to believe that, as much as the industry has grown - and that growth has been dramatic over the past 25 years - it also stands to grow dramatically in the coming 5-10 years. This is both an opportunity and a challenge for the PRI industry, as well as those traders, investors and lenders who will utilize PRI to reduce their cost of capital and expand their business operations around the world. For the PRI industry, the challenge will be how to delicately balance a desire to underwrite more transactions with the need to impose even tighter underwriting standards. The temptation will be to incorporate a variety of long-term investment transactions and short-term credit transactions into underwriting portfolios, based on the many lessons learned as a result of previous claims. That temptation will be tempered, however, by the realization that history is no longer the teacher it once was. When paradigms shift, meaningfully predicting the future will become an even greater challenge. For businesses, the desire to rely on PRI to strip out non-commercial risk from transactions will become greater than ever, for the same reason - to grow and generate ever greater revenue, deals must be done, even when the ground shifts beneath them. There will be ever greater competition for the product, but only those transactions with the best story to tell, and having the right combination of quality, tenor, size, and location, will receive coverage. Revenue in coming years will become increasingly associated with thought leadership and bravado, combined with deployment of the right risk management tools. In ordinary times, PRI has proven to be an indispensable tool for many businesses that operate internationally in order to maintain growth and profitability. But this is no ordinary time; The winds of change are about to hit us like a hurricane. As the global trade and investment climate deteriorates, and becomes more unpredictable, demand for PRI should soar. The ability to manage cross-border risk through PRI -- and other insurance products -- will ultimately make the difference between those businesses that find a way to thrive in this era of disruption, or merely survive. *Daniel Wagner is Managing Director of Risk Cooperative and co-author of the new book "Global Risk Agility and Decision Making". -- This feed and its contents are the property of The Huffington Post, and use is subject to our terms. It may be used for personal consumption, but may not be distributed on a website.
Prisoners participating in the wild horse inmate programme at Florence state prison in Arizona train mustangs that will eventually be adopted by the US Border Patrol. The scheme provides the agency with inexpensive but agile horses, and inmates with skills and insights they hope to use after their release Continue reading...
Organizations depend increasingly on independent, temporary workers, even for mission-critical work. We call this subset of freelancers who do strategic work in companies or nonprofit organizations agile talent. They contribute technical expertise that an organization does not already have to a critical project or initiative. By providing temporary support, they make it possible for organizations to resource their critical activities more cost efficiently. Many of the benefits of agile talent have been widely reported. But a benefit that has received less attention is the contribution they can make as mentors to an organization’s full-time staff. Tapping into your outside experts to help in the development of internal employees is a valuable way to address the needs of both. Experts are often looking for ways to help junior people in their profession, and younger employees are hungry for training and development. For example, research by Google, reported by Jolt, points out that less than 20% of tech employees in Silicon Valley believes the training they receive fits their goals and needs. A practical framework for mentoring is based on the career stages work of Gene Dalton and Paul Thompson, former professors at HBS. Their research has found that high-performing professionals tend to transit through four distinct stages of development: Apprentice: Helper and learner; establishes a reputation for trust, teamwork, and cultural congruity. Individual contributor: Builds recognized functional expertise; makes a significant independent contribution; demonstrates accountability and ownership for results. Mentor/coach: Contributes through others as a formal manager, an idea leader, a project owner, or an informal employee developer. Sponsor/strategist: Sets or influences strategic direction and important decisions; exercises power on behalf of the organization; prepares future leaders. Stages 3 and 4 are developmental stages where mentoring skills are typically developed and sharpened. And, it turns out, agile talent in stages 3 and 4 is often eager to provide coaching and mentorship to junior professionals working with them. But it’s not only their career stage that makes agile talent potentially excellent mentors. For example, successful agile talent is, almost by definition, entrepreneurial. They are actively involved in building their business, developing their strategies, growing and maintaining strong customer relationships, and creating a service offering that’s attractive to their market. This type of entrepreneurial mindset is extremely helpful and is very often lacking among full-time employees who don’t have significant market or competitive contact. How can an organization encourage the mentoring of employees by their critical outside experts? We suggest five steps that leaders can take. Establish Informal Coaching Relationships Experts are often brought onboard an organization to solve a crisis. When this is the case, it may be difficult to arrange for a formal coaching relationship with members of your full-time staff. And it may be difficult for agile talent working remotely to provide mentorship to those on-site. But when circumstances are more supportive, stage 3 or 4 agile talent may be eager to support the development of young high potentials or junior professionals in your organization who would benefit from a coaching relationship. In past work, my arrangements with outside experts always included time for them to teach me as well as work with them. These experiences were some of the most valuable of my career. Provide Channels for Sharing Knowledge Managers tap these outside experts for help because of their knowledge and experience. Beyond the project contribution, technical and functional experts should be asked to share their expertise and educate the team on best practice insights and new innovations in their field of expertise. A brown bag lunch with the team, for example, helps to build the team’s relationship with these experts and reinforces collaboration and engagement. More-formal methods, such as after-action reviews, are useful too. Involve Experts as Part of the Brain Trust Smart project managers know that bringing a team together to collaboratively solve tough problems both builds teamwork and improves performance. Extending this participation to agile talent is a potentially powerful opportunity for young professionals to see new or alternative approaches to problem solving. And it is very likely to lead to closer relationships and greater developmental engagement between outside experts and internal staff employees. Engage Experts in Providing Developmental Feedback Many years ago an HBS colleague asked me if I was interested in developmental feedback. I was, and his comment was tough to hear: “You are talented but sloppy. You need to be more organized and disciplined.” It was one of the most helpful bits of advice I’ve ever received. While painful to hear, over the past couple of decades I’ve learned to appreciate the clarity and sincerity of his comments. It put me on a developmental journey that has made me a better professional. In the years that have followed, I’ve consistently done something similar, asking my students and consulting clients if they are interested in feedback. They almost always are. Connect with Experts’ Networks Agile talent is often connected to different networks than the internal team members with whom they are working. I’m frequently asked: Who has interesting ideas? What are you reading? What are the innovations you find most exciting? As a result, I spend a fair amount of time introducing people to one another and suggesting networks to join or individuals to meet. We encourage managers and team members to seek the advice of outside experts and to explicitly have the conversation about who is worth getting to know and where interesting or innovative things are happening. We live in a time when keeping up technically and professionally is increasingly important and difficult. Mentoring is one of the important tools that managers have to contribute to the development of their team. Utilizing agile talents as mentors and coaches is a way to multiply the value of an organization’s investment in outside experts.
Kaitlin Smith Security, LCS was designed as one part of a “dispersed, netted, and operationally agile fleet,” and that’s exactly what we need in the fleet today to build operational distributed lethality to enable sea control. The Littoral Combat Ship (LCS) program has been subjected to heavy scrutiny, and much of it is justified. What is getting lost in the discourse is the real capability that LCS provides to the fleet. From my perspective as an active duty service member who may be stationed on an LCS in the future, I’m more interested in exploring how we can employ LCS to utilize its strengths, even as we seek to improve them. Regardless of the program’s setbacks, LCS is in the Fleet today, getting underway, and deploying overseas. Under the operational concept of distributed lethality, LCS both fills a void and serves as an asset to a distributed and lethal surface force in terms of capacity and capability. Capacity, Flexibility, Lethality: The original Concept of Operations written by Naval Warfare Development Command in February 2003 described LCS as a forward-deployed, theater-based component of a distributed force that can execute missions in anti-submarine warfare, surface warfare, and mine warfare in the littorals. This concept still reflects the Navy’s needs today. We urgently need small surface combatants to replace the aging Avenger-class mine countermeasure ships andCyclone-class patrol craft, as well as the decommissioned Oliver Hazard Perry-class frigates. Capacity matters, and “sometimes, capacity is a capability” in its own right. We need gray hulls to fulfill the missions of the old frigates, minesweepers and patrol craft, and until a plan is introduced for the next small surface combatant, LCS will fill these widening gaps. Read full article
Retired Marine Gen. John Kelly, tapped by President-elect Donald Trump to run the sprawling Department of Homeland Security, tells the Senate that if confirmed his top priority would be to lock down the U.S border with Mexico — and it will begin "with physical obstacles like a border wall." Kelly, who appeared for his confirmation hearing before the Senate Committee on Homeland Security and Governmental Affairs, said in written answers to a series of questions from the committee that "If confirmed my highest priority would be to close the border to the illegal movement of people and things." He's also so far decidedly noncommittal on Trump's call for a deportation force to round up and remove illegal immigrants. "At this juncture, I have given no thought to the topic of a deportation force," he wrote the panel. "As I understand it, we have — generally speaking — appropriate laws and regulations in place." "I do not have a plan at this time, other than enforcement of the law," he said. As for Trump's call for "extreme vetting" of certain classes of legal immigrants, Kelly said he's made "no commitments" and that "my understanding is that the president-elect is not proposing new limits for Muslim travel and immigration to the United States." Here are some highlights of the 70-page questionnaire that Kelly filled out in advance of the confirmation hearing: Islam Kelly is striking a much different tone on Islam than retired Lt. Gen. Michael Flynn, Trump's pick for national security adviser, who last year said "Islam is a political ideology" and that the religion "is like a cancer." "I have a fair understanding of the Islamic faith, and have seen the comfort it brings to those who believe in its teachings," Kelly told the panel's chairman, Sen. Ron Johnson (R-Wis.), in written responses to his advance questions. "I do not believe that every faithful Muslim seeks to impose a political agenda upon others." He also said he doesn't believe that non-radicalized American Muslims "are any less likely to report truly suspicious behavior that they deem to be dangerous." Johnson also wanted to know if Kelly had discussed a proposal to shut down mosques with Trump. "No. None," he responded. Border Security Kelly says that "without control, every other kind of threat -- drugs, illegal immigrants, counterfeit manufactured goods and pharmaceuticals, diseases, terrorists, and the list goes on -- can enter at will, and does." But he was quick to add that a wall isn't enough. "The presence of physical barriers and additional technology," he argued, will allow DHS personnel "to focus their efforts on identifying the flow of drugs across the border." "No physical structure will accomplish the mission on its own," he said. "The wall will funnel the flow in certain directions and into specific cul-de-sacs, but it must be part of a well-designed and executed layered defense that includes sensors, and most importantly, well-trained and professional men and women." "We cannot, however, just play defense. The security of the border starts 1,500 miles south of the Rio Grande in the jungles of Latin America and continues up the Central American isthmus to the Mexican-Guatemalan border, and from there through the length of Mexico." "We must also help the ravaged Central American Republics as we did the Columbians under the tremendously successful Plan Columbia. But it will also require far more aggressive efforts to combat illegal drugs and economic investment and social progress in many of those countries." Depuration of illegal immigrants who make it across the U.S. border will also have a major impact, Kelly said, citing what he learned as head of U.S. Southern Command responsible for Latin America. "The message I heard was always the same: 'If you do not start sending them back to their country of origin quickly and in large numbers they will never stop making the trek north.' I believe they are right. I know they are right." Immigration The retired four-star general signaled he could step up immigration enforcement as secretary of Homeland Security. “My understanding is that under current policies, virtually all illegal aliens get a pass until they commit, and are convicted of, a violent crime,” Kelly said. "The Congress has passed longstanding laws making foreign nationals without legal status removable from the United States, and it is proper for DHS, like any other law enforcement organization, to faithfully execute the laws on the books." Kelly declined to state his policy position on a deportation relief program for undocumented immigrants brought to the U.S. at a young age. The fate of the Deferred Action for Childhood Arrivals program, which shields more than 752,000 undocumented immigrants from deportation, remains unclear as Trump prepares to take office on Jan. 20. Kelly wrote that he “cannot provide a detailed answer” at this time. Terrorism The current efforts to prevent the recruitment of home-grown radicals, in Kelly's view, are "inadequate" and he pledges to conduct a review and develop an action plan for improvements. "We need programs that effectively contribute to defeating the top terrorist threat of radical Islamic terrorism A major priority, he added, need to be preventing attacks using chemical, biological or nuclear weapons. Cyberspace On spy agencies' conclusions that the Russian government hacked American election organizations to sway the outcome in Trump's favor, Kelly said, "I do not have access to data that would allow me to validate those claims." It's not clear when Kelly completed the written answers and whether it was before the release last week of a public report outlining the U.S. intelligence community's allegations. More broadly, he said, "We must be faster and more agile across everything we do to safeguard and secure cyberspace -- hiring, technology deployment, and response." Transportation Kelly gave multiple nods to TSA’s dual missions, which highlights that the agency is tasked with keeping the traveling public safe and keeping them moving. “While protecting our citizens, we also want transportation networks that will serve the public good,” Kelly said. “TSA has a vital role to play in achieving both these objectives.” He acknowledged that “improving the efficiency and effectiveness of TSA has been a priority” for the Obama administration. “Should I be confirmed, I will review the agency’s strategic plan with department leadership and set a course to ensure continuous improvement in the Agency’s performance,” Kelly said. He also argued for the need for more capacity to process private and commercial vehicles at ports and at the border.
What are some examples of Agile concepts being successfully used outside of IT/software product development? This question was originally answered on Quora by Alex Cowan.
If you were to ask a B2B marketer his or her top priorities, what answers would you expect? Brand awareness...pipeline...content creation... Let us pause to yawn. Sure, you've got to get your brand in front of your target market, and if you're not producing results that map to revenue then you're not doing your job. Don't get me wrong, these are all good priorities, but we've heard them a million times. B2B brands that are crushing it must be doing something different. We spoke with 8 B2B marketing executives, and uncovered distinct priorities that have led to incredible growth. Here's what they shared: 1) Aaron Perreira, Senior Marketing Manager at Kareo Aaron's team focuses on the efficiency and effectiveness of the marketing system they've created. They are working to avoid the common pitfall of wasting time cranking out content instead of letting specific team members do more strategic work. Aaron helps his team use more integrated strategies to measure the performance of the assets created. 2) Abe Cohen, VP of Software Marketing at Kaufman Hall Abe maintains one of Kaufman Hall's main strategic differentiators - building awareness in new and emerging market segments. Abe explained that a big part of building awareness is remaining agile. In addition to remaining agile, he also must keep the sales and marketing teams aligned, so they can remain flexible and not crack under change. 3) Allen Nance, Marketing Executive at Emarsys One of Allen's top priorities is internal - to build a world-class marketing organization consisting of free-thinking leaders. Here's why: one of Emarsys's core values is "We embrace tomorrow." Allen explains that they don't know what's going to happen tomorrow and they don't know what a customer's going to need tomorrow. All they can do is build a world-class organization with free-thinkers who love what they do and embrace and adapt to what happens in the future. 4) Andrea Brody, Chief Marketing Officer at BravoSolution Andrea focuses on turning customers into heroes. She strives for BravoSolution to become a place where companies don't feel like they're being sold to, but can access good data. 5) Carl Tsukahara, Chief Marketing Officer at Birst Carl focuses on never losing sight of the big picture. The picture is not that a team member ran a big campaign, got 1,000 leads, high fived someone, and went home. That's interesting, but not important. What's important is if team members can prove that what they're doing is effective in driving closable business. 6) Brian Kardon, Chief Marketing Officer at Fuze Brian's top priority is the quality of his team. Brian works to keep his team educated on ever-changing marketing technologies, processes, and practices. Team development includes attending conferences, enrolling in courses, downloading new software, and testing new products. His second priority is clear, strong communication across the organization. He understands the value of strong collaboration between teams, and says that everyone on the marketing team has to be an ambassador, good communicator, and collaborator. 7) Elizabeth Marsten, Director of PPC (Paid Search) at CommerceHub Elizabeth wants to know what the news of the day means for CommerceHub. That includes staying on top of partnerships, mergers, new ad types, who's doing what, etc...so she and her team can stay on the forefront of change. She also prioritizes looking down the pipeline with their subject matter experts. She wants to make sure that thought leadership is in place and to inform their product team. She doesn't want marketing 50 yards down the field while the product is sitting in the back going "Wait, what happened?" 8) Tim Geisert, Chief Marketing Officer at TwentyEighty Tim prioritizes helping his team understand that marketing is playing a team sport, not a solo round of golf. He shares marketing data across the organization. He believes that an important role for marketing to play is to make everybody else in the organization smarter. He also strives to educate himself on the happenings of other departments, so that he can help shape the success of the business rather than react to its problems. Conclusion While marketing executives must focus on things like pipeline and content, it's important to focus on more nuanced priorities that are tied to results. These could include everything from staying current on market news to educating your team. Just find the things that make the biggest impact on your goals, and prioritize them. In the end, it's pretty simple: Choose your top priorities, clearly communicate them to your team, and stay focused. ___________________________________________________________ James Carbary is the founder of Sweet Fish Media, a podcast agency for B2B brands. He's a contributor for the Huffington Post & Business Insider, and he also co-hosts the B2B Growth Show: a daily podcast dedicated to helping B2B marketers achieve explosive growth. -- This feed and its contents are the property of The Huffington Post, and use is subject to our terms. It may be used for personal consumption, but may not be distributed on a website.
Хочу поделиться реальной историей, ну и заодно услышать мнения других участников хабрасообщества. Это небольшая история о том, как агрессивное внедрение методологии разработки Agile (Scrum) в отдельно взятой российской IT компании послужило началом исхода из компании лучших разработчиков. Обычно в статьях про Agile рассказывают, какая это классная и полезная методология, и вообще — это лучшее, что было придумано в этом направлении. Возможно, эта статья поможет взглянуть на Agile с другой стороны, ведь у любой монеты, как оказалось, есть две стороны. В общем, в 2010-м году была основана одна российская компания (что-за компания конкретизировать смысла нет), работала она в сфере IT-разработки (ПО для банковских продуктов). Читать дальше →
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Министр экономического развития Максим Орешкин назвал пути преодоления препятствий для роста экономики России. Об этом он рассказал в интервью для газеты «Коммерсантъ».
Business leaders need to understand better how software gets made, and the people who make it. An excellent guide is Kent Beck, a pioneer of the Agile software development movement.
В 80-е годы в ВВС европейских стран НАТО доминировал американский лёгкий однодвигательный истребитель General Dynamics F-16 Fighting Falcon. Справедливости ради надо признать, что один из первых истребителей 4-го поколения, эксплуатирующийся с 1979 года, оказался весьма удачным и пользовался успехом на международном рынке вооружений. Благодаря своей универсальности и относительно невысокой стоимости, F-16 на сегодня является самым массовым истребителем 4-го поколения (по состоянию на середину 2016 года построено свыше 4 500 единиц).
The close of 2016 is upon us and it's time for marketers to conduct an annual review of the strategies and tactics they've used throughout the year. Weighing the pros and cons regarding the tools they've used over the past year and measuring how successful they were against their stated goals will help them make decisions about whether, and how, these tools should be used moving forward. Campaigner recently conducted a survey collecting insights on how marketers reviewed their 2016 strategies and their proposed changes for 2017. Read on for findings of this industry report and tips that will help other marketers prepare for the year ahead: Buy buttons go bye-bye Marketers are turning away from the direct buy button on social media in the coming year after nearly three in four reported seeing no sales after implementing them. 25 percent fewer marketers are using buy buttons today than were using them last year, and 40 percent plan to use them less in the year ahead. Once expected to be a new source of revenue for brands, buy buttons are not realizing their potential for marketing success. Marketers should account for this as they allocate resources for the year ahead and shift their expectations toward content sources that have been more fruitful in the past, such as email and advertising. Email excels For content distribution, marketers overwhelmingly reported email as their channel of choice for reaching their audiences in the coming year. Email marketing was ranked the most effective means of digital marketing, and nearly 75 percent of marketers plan to use it more in the coming year. Marketers should continue to execute strong email marketing campaigns to keep their audiences actively engaged in the coming year. Email offers many beneficial tools -- personalization capabilities, an agile format for any device, and automation and integration -- that marketers should take advantage of to enhance these campaigns. As more features and technologies become available marketers should evaluate their propensity to boost a campaign and test them to determine their value. Content reigns king The statement "content is king" continues to ring true for marketers, who plan to hone in on and grow their content marketing practices. Over 40 percent of marketers will make content marketing a priority and over 45 percent plan to use it in a greater capacity in 2017. Newsletters surpass articles, videos, infographics and quizzes as the preferred means of delivering this content; at least 46 percent of marketers will increase their newsletter distribution next year. Marketers should take heed of this and be sure they're shifting their budgets and staff toward content development, specifically for newsletters. They need to make content a part of every marketing campaign they develop to effectively reach subscribers. Email marketers, in particular, should build a strong pipeline of newsletter content to keep readers engaged and eagerly anticipating materials from the brand at a regular cadence. Marketers should keep these findings and suggested best practices top of mind as they plan their campaign strategies for the year ahead. They should consider reducing their use of buy buttons, fine-tune their email marketing campaigns, and focus on creating great content to keep readers loyal and engaged in 2017. -- This feed and its contents are the property of The Huffington Post, and use is subject to our terms. It may be used for personal consumption, but may not be distributed on a website.
With the developer becoming increasingly important and empowered to choose their own tools, and lines of business adopting public cloud capabilities to become more agile, networking is no longer solely the province of the IT department.