AI and IoT makes decision-making a safe bet for Industrial Sector

Every engineering industry including Manufacturing are moving towards Agility to stay sustained and quickly respond to customer needs and market changes while still having control over budgets and quality. The idea of capitalizing on machines to substitute the human efforts dates back to mid-1700s, which drove the first industrial riot. Fast forwarding all the later developments, now the software is accelerating what we call the 4IR. Though many manufacturers have been financing the capital expenditures of AI-related applications, various studies indicate the mainstream industries that work with large assets and multiple machinery are failing to make the most of Artificial Intelligence. In this article, we would like to shed some light on the current and future capabilities of this promising arena.

Of course, Robotics!

The software is made to multi-task in digital-era and the machines that are infused with this software are being designed to do what humans do – longer and better. That is precisely Robotics! Context-aware robots are positioned in the places of humans to support labor-intense functions and improve throughput. These customized-to-the function bots can aid 24/7 production with superior levels of quality assurance and safer work environment while condensing operating costs. The research groups say the elevated human-robot interaction is most likely to grow to a co-work level in near future.

Data collection redefined

The other side of the AI can mint the moolah that can reap long-term rewards for the businesses, Data! Gone are the days for supervisors to manually monitor a multitude of machines and control-room operators to check their performance signals on numerous screens and adjust settings as needed. Many plants that deal with medium to heavy machinery now have Industrial Internet of Things (IIoT) in place to monitor the whole production floor from one place. With sensors placed across the layers (Device, Network, Service and Content Layers) creates a connectivity and allows data collection, exchange, and analysis.

For example, a Vibration sensor placed on a machine with rotating parts can detect any unusual pattern in the vibration and sense damaged bearings that may cause stasis in the production. These vibration fluctuations could be so minute that even an experienced technician might not notice but a sensor can’t miss the waves. So, having a warning indicator on the machine or attaching a transmitter to send notifications to an application is simple today.

There are a wide range of sensors such as pressure, proximity, humidity, infrared, gas, image, etc., that can be coupled with data transmitters to enable performance monitoring and predictive maintenance. Many Industrial Asset and Facility Management systems allow the maintenance crews to inject precautionary data of each machinery as mentioned in their operating manuals given by the OEMs (Original Equipment Manufacturers) into the monitoring applications and set threat notifications at their thresholds. At the same time, the sensors acquiring the performance patterns of a machine throughout its lifetime is a lot of data. Data that can make impending business decisions more informed.

Data is just the beginning

Though collecting and processing the machinery data is a biggest advantage of IIoT, creating simulations to understand how ready the current system for any possible increase in demand, speed and volatility is incredibly easy and most importantly economic. Interoperability among machines can be improved with Artificial Intelligence.


With a practical understanding of IoT architectures and ability to seamlessly integrate Data collection and Analysis practices, Qentelli has been building sophisticated Big data systems for many businesses and turning them into a digitally advanced enterprise.

Outsmarting the Failures

For the businesses that are into manufacturing, machine downtime costs more than just production delays. It takes more than human intuition to identify potential downtimes. If adequate instrumentation of IoT sensors and reliable connectivity are in place, it is possible to establish real-time data ingestion and creating data pipelines. This is how we mature the process of failure forecasting.


What’s more in store?

The Distributed Control System (DCS) can be reconditioned with Digital advancements like Automation and Artificial Intelligence. Having a Digital Twin of the plant that transmits real-time performance data can come handy for day to day operations and decisions. Transparency in information that flows from operators all the way up to the decision makers can be established. With Data as the main pillar of decision-making, relying on intuitions and judgements can be minimized. International Data Corporation (IDC) predicts that IIoT is projected to experience a compound annual growth rate of 29% over next 7 years.

Lights-out manufacturing is right around the corner and some of the tech giants already have a few manufacturing and assembly units following this methodology. IBM’s keyboard assembly plant in Texas is a fully automated no-labor factory. Building unified web-based SCADA control systems with communication infrastructure and alarming triggers can aid true mobility of process control.

Foreseeing expensive downtimes, introducing Reinforcement Learning for interoperability, enabling 24/7 production, producing actionable data for informed decision making is possible when IoT powered by AI is in action. If you are wondering how to start the journey, our subject experts would be happy to help you. Write us:

How Insights into Customer Behavior opened new revenue stream for this Retail company

Technology is powerful than ever before, bringing new revenue streams for enterprises using them wisely. Real-time analytics, Big Data, the industrial Internet of Things, and Robotics, are few, transforming the way companies can open new revenue streams apart from their core businesses. Giants like Amazon, Tesla, Walmart are already achieving breakthroughs in building new retail revenue generation models using Customer Data, Artificial Intelligence (AI) and Machine Learning (ML) Models.

On the similar lines, a retail giant from Dubai is opening new revenue streams from the Customer Behavior Data. Qentelli explored the future possibilities of their Digital Transformation journey to merge physical and virtual experiences in several ways and get new revenues from them. The two ways company is adding new digital revenue dimension to its business are–

Building Experiential Retail for Consumers –

Consumerism and mass production killed the personalization of Mom and Pop Stores. But at the same time, there’s a lot of data generated and captured by the online and in-store devices to delight customers with the personalized and experiential offers. The entertainment arm of this retail conglomerate is already using Machine Learning to provide personalized movie recommendations, resulting in the increase of tickets sale. Similarly, they are using this data in collaboration with government to build smart cities.

Similarly, they are using AI/ML platform to prompt customers with the in-house retail offers and purchases based on past purchase behavior. The company also shares data with the brands for them to come up with hyper-personalized offers for customers, on the real-time basis. The real-time personalization increases the chances of sales opening new revenue streams for brands. The performance of mall increased with the data shared with mall tenants through an online analytics portal to come up with better offers and converting footfalls into sales. The retail giant can charge for premium rents from brands opening revenue streams for its malls.

Elevate and Monetize Parking Experience –

The retail giant implemented advanced parking systems to provide customers with a parking system elevating their shopping experience. The system involves advanced camera-based sensor system to help customers locate empty parking spaces and find them locate their cars. The system also allows customers to choose and book their preferred parking with robust security capabilities. The solutions made parking easy and secure and provided analytics about parking, car usage and other parameters.

Creating markets, instead of waiting for them

Experiential Shopping is reimagining the world of retail and its underpinned by Digital Transformation. But Digital Transformation is not just implementing new technologies but involved a lot of moving pieces. We talked about successful Business Transformation formula in our latest eBook – Decoding Successful Business Transformation Formula. The book talks about getting every piece right and how Digital leaders successfully transformed their businesses with digital technologies for modern customers.

The retail giant we just talked, opened new revenue streams for the mall tenants and themselves, we think there are other ways different retailers can use data captured to increase their revenue streams–

1. Omnichannel Improvements – Omnichannel improvements is one of the basic experience customers seek from the modern retail brands. The increased usage of brands, devices and other platforms across the extended digital journey requires brand to improve their presence across all the channels. While it sounds easy, brands struggle to frame a unique brand proposition across the channels. Qentelli worked with one of the premier leadership community augmenting a network of young chief executives with approximately 30,000 members across 130 countries. Qentelli re-architected whole application with the three key contributions–

Refreshing UI/UX

Rearchitected entire portal with focus on user membership at the core. Members can connect and collaborate faster on the new age platform.

Omni-platform Experience

Used modern technologies to ensure cross-browser and multi-screen compatibility across devices.

Embrace Automation and DevOps

Enabled application development, security, infrastructure as code, and operations into a continuous, end-to-end, highly automated delivery cycle

Retail firms must commit to craft a smart and digital comprehensive strategy for improving their presence across all the channels. Adopting new-age technological dimensions like Automation, DevOps, technologies for Omni-platform experience, Microservices and Containers. Improving performance across all the channels increases revenue for the brands because of the no-hiccup shopping experience.

2. Automation – Automation is reshaping retail business models and the surrounding value chain of the retail industry. An assessment of automation technologies shows that they can already operate a typical retail grocery store with up to 55 to 65 percent fewer hours. Apart from operations, merchandising account for approximately 30 to 40 percent of the time of merchants, who, for example, spend about 20 percent of their time on merchandise-planning activities. Developing smarter marketing campaigns and insightful predictive analytics can be made easier with the help of Automation. Automation optimizes operational activities to eliminate unnecessary costs in managing supply chain or managing merchandise or campaigns.

Qentelli worked with retail clients to enhance retail application capabilities with Advanced Analytics, AI, Gamification & Third-party Integrations. Our Automation offerings helped a client to develop an integrated platform for automating physical flow of goods and services, automate data flow and decisions and automate end-to-end ecosystem.

3. Conversational Commerce – Conversational Commerce is the hottest Digital Transformation trend and retailers need to thoughtfully integrate Conversational Commerce across different touch points. These conversational touch points should elevate the relationship with customers. Brands looking to adopt Conversational Commerce should be hands on with Automation and AI to build capabilities around voice technologies. Qentelli’s NexGen capabilities are targeted for the companies looking to adopt future technologies and implement them to extend software intelligence in the physical retail world providing end-users with the best of the retail experience.

Qentelli can help you in explore and achieve endless possibilities of building new revenue streams in the world of retail with Data, Next-gen technologies and DevOps. Let’s talk.

Addressing Cloud Deficiencies – Can Your Cloud Stay Afloat?

Originally published by IT Briefcase.

It’s no surprise that cloud adoption continues to be on the rise with some studies showing that 83% of enterprise workloads will be in the cloud by 2020 and that 94% of enterprises already use some type of cloud service. Moreover, since the cloud offers numerous benefits including reducing IT costs, providing quick access to business applications and forms, and supporting work groups with on-demand and easy access to important data, it’s no wonder that numerous industries, from retail, to finance, to banking and even healthcare are all taking the cloud by storm. In fact, many enterprises not only house their everyday communications tools in the cloud, but even their highly sensitive customer data is now “floating” in the cloud, giving work teams a more convenient way to access information, from anywhere, via computer or even on a mobile device.

However, major concerns still exist with the cloud including challenges with security and privacy which is why organizations have to be extremely careful with the type of solution they deploy as data breaches can be very risky and costly. That’s why it’s extremely important for organizations to have security features in their cloud like perimeter and internal firewalls, intrusion detection systems, and data encryption to ensure they are operating under maximum security.

Organizations also need to consider some technological and cloud insights found in the Accelerate State of DevOps 2019 report which is touted to be the largest research projects of its kind, presenting 6 years of research comprising data from 31000+ professionals across the globe. The report talks about various aspects from culture to cloud adoption and showcases a glaring finding that only 29% of the respondents using cloud infrastructures agreed or strongly agreed that they met all five of the below essential characteristics of cloud computing.

Let’s see how important these characteristics are for enterprises to consider for cloud efficiency.

On-demand Self-service

It is definitely one of the most prominent reasons why the cloud on-demand model has gained so much popularity. While maybe not essential, having an on-demand self-serving portal to access the cloud’s accounts, tap into subscribed cloud services, and access tools to provision and de-provision services unilaterally as needed – can all significantly improve the user experience for work teams locally or across the globe. This clearly empowers business agility. On the other hand, it’s a good idea for a reliable IT rep to manage control over on-demand resources as it reduces administrative burden, but it should be controlled with a corporate channel as well to avoid risks like Shadow IT. Most of the enterprises that depend a lot on the cloud, encourage their IT departments to have cloud inventory management and perform periodic cloud audits to prevent hiccups and ensure efficiencies.

Broad Network Access

Global business research giants predicted, “over 65% of businesses across the globe will depend on the cloud by the end of 2022”. The cloud’s capability of enabling ubiquitous network access and scaling it at any given point for growing enterprises could lead to such dependency. Public clouds are great for organizations to be globally present and be serviceable to their staff and customers. Cloud services are meant to be accessible from any computing device supported by any network. Broad network access can be seen both as a trait of the cloud and as an enabler.

It certainly is an important characteristic of the cloud, but practitioners say Broad Network Access can be achieved without the cloud too, since a Public cloud may not be a reliable option for companies that deal with sensitive information like financial institutions or hospitals do. Enterprises with loads of private data, opt for private and hybrid cloud environments behind a secured firewall and special authentication to prevent outside entities from accessing the critical data and information that they possess.

Resource Pooling

It is a fundamental feature in the premise of scalability in the cloud. Resource pooling is older than the cloud and is a very useful tactic to serve the consumer’s demand by dynamically assigning and reassigning different physical and virtual resources in a multi-tenant model. Since it is not an economic option to avail a single-tenant cloud, companies who would like a sense of independence will opt for pooling resources such as storage, processing, memory, and network bandwidth to improve the organizational abilities. When the servers are pooled, we spend less time supporting and maintaining those resources, which can be important to reducing IT costs.

Rapid Elasticity

Elastic computing is an important trait in IT supply that controls costs and time to market (TTM). Before making any purchase decision for a new IT solution, every IT decision-maker has one question to ask – ‘Is it scalable?’ After all that’s one quality that determines the cost, efficiency, and performance of the delivery. Looking at the IT supply chain, major parts of the cost is associated with deployments. However, that can be fought through rapid elasticity and enable faster deliveries and revenue generation.

Measured Service

You can’t better what you can’t measure, they say. Most of the cloud systems automatically control, optimize and report the pooled resource usage by leveraging a metering capability appropriate to that service. Every component like storage, processing, memory utilization, network bandwidth, and active user accounts is measurable in terms of their cost and performance. It is an important aspect that helps business leaders to evaluate the delivered business value, calculate the business expenditure and enable transparency for both the user and provider.

The measured resources can be optimized, and advanced Artificial Intelligence practices can fuel them. The cloud can gauge any problems in database performances, analyze the code, improve the bandwidth of IOPS and optimize all the aforementioned resources as user-traffic increases.

Well, it’s obvious that understanding the essentials of cloud computing, deployment and service models can help organizational leaders make more informed decisions. As the 2019 State of DevOps report clearly shows, it is important for IT organizations to choose a cloud solution that delivers a full suite of functional capabilities, like the 5 critical components highlighted in the study, so that everyone can realize the maximum benefits for today, as well as over the long haul.

About the Author

RAMACHANDRA ANNADI is a Technical Architect with Qentelli who has 14 years of experience in IT Operations, Cloud architecture, and DevOps Engineering. Qentelli brings the best practices from Software Development and Quality Assurance to ensure higher quality applications at the velocity their client’s business demands. Artificial Intelligence, Quality Intelligence, Quality Engineering and DevOps for Continuous Delivery is at the heart of all of the services they deliver.

How Infrastructure as Code (IAC) and Immutable servers accelerate DevSecOps in Applications

DevOps has seen a lot of success stories, on the contrary DevSecOps has been a real struggle. DevOps teams got busy in welcoming customers with new and continuous releases, unknowingly, they welcomed application vulnerabilities. DevOps enabled developers with speed and agility to roll-out features faster and goals to meet the deadlines to do so, they started taking security shortcuts leading to the DevSecOps failure stories. But with new processes like Infrastructure as Code it is easy to create immutable servers helping DevOps team to include security in their CI-CD pipelines. In this article, we will talk about how mutable servers create a security threat and how Immutable servers can be of help for DevSecOps teams.

Image Credits – “Coding DevSecOps,” Jason Suttie, The Sketching Scrum Master.

Before moving further, let us define Mutable Infrastructure for common understanding throughout the article –

Mutable Infrastructure is the IT infrastructure subjected to change as per the developer, application or deployment requirements. Traditionally, IT teams changed same structure with the changing requirements. With DevOps, even developers have the access rights to change the infrastructure to Staging or Pre-production environment, if not to the Production environment.

These jumbled decisions of developers to change the environment or Infrastructure, whenever required was necessary to speed up releases. But Mutable Infrastructure gave rise to security threats such as not keeping up to documentation process making version tracking difficult for everyone. Consequences trickle down to everyone including security, testing, QA, product managers to keep up with the changes leaving the loopholes for security.

Infrastructure Security

As we are talking about Immutable servers, it is essential to highlight challenges with infrastructure security.  When it comes to securing infrastructure, systems or server access is the most common practice. Next is, patching and vulnerability management to update software timely. As per the 2017 Verizon Data Breach Investigation Report, companies not doing patching regularly are highly susceptible to attack. Organizations are trying to automate and standardize patching processes to avoid these attacks but automation, also requires, considerable time and continuous monitoring. API management is another challenge in Infrastructure.

With DevOps and Automation practices, Configuration management has become very tricky. In mutable infrastructure, tools such as Chef, Puppet, Ansible automatically updates software on the server creating long history of changes very hard to reproduce and difficult to diagnose for any problems occurring. Often, in mutable infrastructure DevOps teams face the situation where someone modified server leading to poor production server, leading to downtime or unknown consequences.

Sounds like a lot is going on in mutable infrastructure–let’s see how Immutable servers can reduce or eliminate the chances of configuration drift.

Immutable Servers are here for rescue!

Immutable servers are answers to a lot of security threats by applying unalterable Application Specific Network-as-code enables directly into applications, containers or VMs. Immutable servers strengthen the security posture of DevOps teams as there are no patching or upgrading old servers leaving them to pipeline vulnerabilities. Developers rebuild the server and archive old server. As they do not change the underlying infrastructure, there are fewer chances of open areas for attackers. But with agile development practices, rolling out new immutable servers every time can slow down the release pipeline. So, what’s the way ahead?

Implement Immutable Servers with IaC

The basic premise of immutability–Servers cannot be patched or modified, and every server is rebuilt. This entails the complete rebuilt of the entire OS and application stack for every fix or upgrade. DevOps teams implement immutable servers by baking entire server and software configuration into one reference server and use it to rebuild servers, whenever it is required.

The high-level steps of creating immutable servers are very similar to IaC. Just like in mutable servers, it starts from creating a reference server image–including baselines OS and other installed packages. The IaC tools such as Chef or Jenkins are used to configure the server with the right security codes to bring it to a state required for hosting code. For incremental fix and upgrades, create a new server image from the reference server using IaC tools and run prescribed, automated tests to test the new server image. Once the new server image passes all the tests, use it to deploy code to the production. Once the new production server is live, destroy the previous server. Using IaC the benefits of security as code, automation and repeatability are already passed on to the Immutable Servers for better DevSecOps. Packer is one such tool used as a compilation too to launch a server, run Chef, and turn it into an image.

Easy to monitor and automate–The codification of security practices in IaC gives discipline to the entire process of rolling out new environments in immutable infrastructure. Once all the security practices are coded and put to automation mode, there’s no room for manual error and false interpretations. As the Gene Kim Thought Experiment explains–What is easier to secure? 10 disparate systems or 10,000 identical ones? Immutable servers simplify it further as there’s only one server that teams have to look after, make changes, update and then destroy.

Ease of testing–Immutable Servers are easy to test and provide accurate test results because with a pre-built server everything is already been baked into it and there are smaller chances of immediate deviation. But later down the months or even days, developers have to change the server and rebuilt it. As Mitchell Hashimoto – CEO of HashiCorp, said in one of his interview, Immutable Infrastructure is to configuration management what a compiled application is to source code.

Immutable Servers Strategy for DevSecOps

Successful DevOps earns revenues, but successful DevSecOps continues it. Feeling that your application is secure can create a positive impact on the frequent software deliveries. But, checking infrastructure security manually every time before the release can contribute to fatigue, especially for Security and Developers, for whom the number of security checks can be endless.

DevSecOps is a logical and natural extension of DevSecOps. The way configuration management tools (such as Puppet, Chef and CFEngine) create mutable servers, DevSecOps can use them for creating immutable servers. Instead of using configuration synchronization for changing server configurations, new server is rebuilt with the base image. This prevents the state of configuration drift as the reference base image is taken as default. With immutable servers, it becomes easy for teams to update base images rather than managing thousands of servers and maintaining cumbersome documentation for their configuration management.

Initially, it can be a little challenging for organizations and teams to adopt it. Without a mature DevOps practice, it is tough to implement immutable infrastructure. Organizations have to invest in architects having skills to create immutable infrastructure and manage it. Developers need to understand the new infrastructure where application is operating. Application changes will be deeply connected to infrastructure changes and there are no provisions to make changes in the environment. Similarly, IT administrators have to be prepared for unavailable instances for few seconds while the new servers are rebuilt and deployed.

As cyberattacks continue to grow, immutable infrastructure becomes even more important for DevSecOps teams. Immutable servers provide security protection against malware injections in servers, compromised code, patching and upgrading vulnerabilities. Immutable servers block lot of ways cybercriminals can access your infrastructure and strengthen DevSecOps.

Building the right team for your Digital Transformation initiatives

At Qentelli, we work with different clients for their Digital Transformation (DT) initiatives for creating digital and futuristic businesses. Qentelli acts as a strategic and technology partner for solving complex challenges in the journey and achieving the digital objectives. But to do so, we work with clients to establish a Digital Transformation team.    

In this blog post, we will answer questions on the top of any CIO’s mind while building a Digital Transformation Team. Where to start when building a digital transformation team? What capabilities it requires? Where to find the right talent? Where to find the right talent within the company? Is it required to hire people from other organizations? Is it helpful to engage with specialized Digital Transformation company?

Digital transformation initiatives require People, Process and Technology to work collaboratively. Over the period various studies and researches, cite ‘People’ as the most critical element for driving and succeeding in the Digital Transformation initiative.

Before outlining the designations, capabilities and skills required for a successful Digital Transformation team, there are few aspects to keep in mind while building teams for DT Initiative.

  • People Track–Appoint a digital visionary leader to drive the approach. Enabling cross-functionality and bringing in collaboration to achieve the vision.
  • Process Track–Identify most impactful processes and introduce changes to upgrade the company’s “hard wiring.” The end-result should be more efficient processes.
  • Technology Track–Replacing the older technology with the new technology to make business agile, scalable and efficient.
  • Information Track–Streamlining the data generated and turning it into an information; and governing the information going out to serve the existing customers better and attract the new customers faster.


Part of any successful transformation is having the appropriate team to champion the idea from top to bottom and across organization.


People build teams, who in turn, drive culture, establish right vision and possess future skills to drive the Digital Agenda.

51% of the highest performing enterprises see their cultures as holding them back in the digital transformation journey. Laggards, on the other hand, are missing the warning signs – only 36% of the lowest performing enterprises identify culture as a problem to progress. – HfS Research

In a BCG study of 40 digital transformations, companies that focused on culture were 5x more likely to achieve breakthrough performance than companies that neglected culture.

We put together how Digital Transformation team should look like and how to set up the team with right capabilities that can scale and sustain the digital changes.

Digital Transformation Team – How does it look like?

We talked about how a Digital Experience team looks like in one of our previous articles titled – 10 things you must do for better Digital Customer Experience (CX)–Part 1. The same framework can be used for developing high-performing Digital Transformation team.

We will have a detailed look at the Digital Transformation team discuss more about the composition, roles, and skills required for creating an outcome-driven Digital Transformation team.

  1. Executive Leadership – Digital transformation initiatives require complete buy-in from management. Executives have the big-picture perspective of the business and industry to make the transformation successful. If we want to name the chief of DT initiatives, there are a lot of options like Chief Digital Transformation Officer, Chief Digital Officer, Chief Technology Officer, Chief Information Officer etc. While Chief of Digital Transformation is accountable for operational activities, business transformation is a strategic initiative requiring complete collaboration of entire C-suite. The otherwise approach will lead to superficial changes, tough to percolate deep down the business, bringing the required cultural change. We recommend organizations to identify people from the existing C-suite to drive this change, as they understand the business better than anyone other. If that’s not possible, we recommend hiring someone from the similar industry and experience of driving business changes at a broader level.

Skills required–The head of Digital Transformation team should have a thorough understanding of business and customers. Customers are the focus of the whole DT initiative. The second important skill is the understanding of new-age technologies such as Cloud, AI, ML, Data Science and how leverage right talent to build a modern and futuristic business model. The third and most important skill is people management–this skill is required to convince the board members, manage people and culture change and bring the organization wide alignment of the Digital Transformation ideas.

  1. Core Digital Transformation Team – The core digital experience team are the hands-on practitioners of different technologies and business verticals. Few designations that comes under core Digital Experience Team are Product Managers, Program Managers, Solution Architects and Senior Managers of Business and Technical teams. To develop core Digital Experience Team, organizations need to hire and re-skill existing employees.

Organizations must familiarize employees with new initiatives and give a chance to employees looking to change the course of their career. This will require extensive training programs and training sessions based on the new skills required by organization.

Skills required – These skills will vary based on what tools and technologies are enabling business transformation. For example, a company on the path of cloud migration require cloud experts with knowledge of new technologies such as Microservices, Containers, Serverless architecture. Further the team will involve Cloud architects, Cloud Engineers, Data Center Operations, Analysts, Administrators, Help Desk etc. Another example includes setting up of an AI team that can include Machine-Learning engineers, Data Scientists, Applied Scientists, Data Engineers and other roles. These roles require people good at adapting to change, team players, agile practitioners, management and excellent communication skills.

  1. Extended Digital Transformation Team – The extended digital team can involve developers, designers, visualizers, junior data scientists, AI and ML engineers, business analysts etc.

Skills Required – The extended digital transformation team requires specialized skills in the areas of development, designing, data science, coding, infrastructure to provide finesses in the Digital Transformation program. Based on the size of organizations, the extended Digital Transformation team can be very large. This requires additional hiring of talent and re-skilling existing talent in more than one tool and technologies. At Qentelli, we recently trained our entire test automation team on the new tool knows as Tosca for a large-scale test automation project.

Digital Transformation-It’s a Team Game

The success of Digital Transformation is entirely dependent on culture, and your Digital Transformation team plays an important role in driving this culture management program. At Qentelli, we advise our clients to build a digital team for the long haul that can bring and sustain the Digital Transformation changes. A high-performing Digital Transformation tam will be a mix of team members with the thorough knowledge of your business and new team members who bring in a new perspective to explore ideal technologies. Qentelli has helped many organizations understand the change their current business model needs to survive and thrive in the age of Digital Transformation. If you are on your path to Digital Transformation and looking for right partner to help you navigate this path, we are here to help. Reach us at

10 things you must do for better Digital Customer Experience (CX) – Part 2

In the first section of this two-part article, we looked at the first five must-dos for organizations looking to provide unmatched customer experience. In this section, we will explore the next set of must-dos for organizations to build better Digital Customer Experience.

6. Define CX Metrics– As per Forrester’s CX Index, 72% companies want to improve CX, but less than 1% can deliver or delivering an excellent experience.1Tracking wrong metric is one of the reason, companies cannot quantify their efforts into business gains.  

Defining CX metrics is a must-do for companies to improve their CX. The most common tracked CX metrics are Net Promoter Score (NPS), Customer Satisfaction (CSAT), Churn rate, Retention rate, Customer Lifetime Value (CLV) or Customer Effort Score (CES).

Does your organization need to track all of them? Depends, because every business is different. There are no standard metrics that will work for every organization in every industry. Customer feedback paired with digital channel usage and performance will give a holistic view of customer journey, enabling continuous improvement in digital experience.

So how do organizations select CX metrics apt for them? Select a metric that helps understand financial health and performance of business, shows employee engagement around new initiatives of Digital Experience, and communicates how more or fewer customers are engaged.

7. Continuous Improvement and Transformation– Experience economy wants brands to be on the toes all the time. This makes Continuous Improvement and Transformation part of daily business meetings. Even the most innovative companies like Netflix and Amazon are surprising customers with new features.

The latest feature of Netflix about Choose Your Own Adventure-type ending for some series shows how the streaming giant is evolving to engage customers with the platform. Before this feature, there hasn’t been a lot of engagement for customers apart from viewing. The feature of ‘choosing your own end’ also act as input to customize shows and improve recommendation engine based on viewers’ interests and personality traits determined by analysing how they choose their ending.

Continuous improvement and transformation result from continuous experiment, trying something new and if it does not work, go back to the drawing board for a fresh start. Agile technologies we discussed earlier to build modern apps give freedom to release something new, and if something goes wrong, roll-back to the previous most stable state. The best digital experience providing companies have continuous transformation as the lifeblood of innovation.

8. Employ Automation– Customers choose channels based on convenience and today ‘Digital’ is the most convenient channel. Automation of CX channels and mediums is receiving high interest from all the industries. Some common examples of using automation for CX are–

  1. Call centers use customer-telephony integration (CTI) to automate phone calls routing
  2. Website chatbots to engage with customers or sales lead.
  3. Automation of self-checkout options by online retailers
  4. Automation of banking functions using banking apps
  5. Using marketing automation tools for customer acquisition and retention

Automation can improve experiences on every digital touch point of the brand. Automation also helps companies in identifying issues and their priority, based on which they can allocate human manpower. Imagine a customer is facing a simple issue of login or checking his bank balance over the weekend, is it right for brands to keep him waiting till the next working day or is it ideal to just send him an automated message with the required details? This allows customers to get the solution and organizations can save on time and resources with automation.

9. Invest in current talent– Imagine, a frustrated customer shares his experience on twitter with the brand’s handle, receives an automated reply to share necessary details over Direct Message. Someone from the customer service gets in touch with him and he had to repeat the same issue all over again, the call then gets transferred to other executive. Even with the best of technologies and automation, the scenario is not unlikely for most of the brands.

Organizations must practice new rules of the CX game. CX has moved from transactional to relational experience altering the basics of CX. While organizations have to undergo complete cultural transformation, it becomes important for customer-facing employees to understand all digital channels and digital journeys of customers. Organizations can implement internal portal to train employees on new digital technologies and how to use them on a day-to-day basis for providing better CX.

10.Capture and act on employee feedback– Comcast’s “Elevation Process” is a great and practical example on how companies should take and act on employee feedback. No one knows your culture, product, services and even customers better than your employees.

Comcast carried out employee-driven exercise to transform the CX. The company invested in creating a learning system called “Elevations Process”.2 The system enables all the employees to identify issues interfering with providing great CX, and plausible solutions to solve them. The process combined–employee listening, machine learning systems, and an analytics tool for prioritizing the most important issues and best ideas.

The process promoted cross-functional dialogs across geographies improving conversations in the organization. These helped executives to determine issues based on severity and priority and allocate resources accordingly.

The most successful companies already embedded customer and employee feedback in their business operations. This practice is helping them in empowering employees focused on CX and produce new customer value faster.

Organizations can start initiatives of recognizing individual who set an example of providing amazing CX–either by serving customers better or providing a solution for any significant customer challenge.

Putting it all together

Organizations implementing these ten must-dos in their Digital CX plan are well on the path to deliver an unmatched experience. But there’s one thing to remember, the real work starts when organizations implement and continue to improve their strategies to drive customer centricity.

Happy CX-ing!


10 things you must do for better Digital Customer Experience (CX) – Part 1

Digital touch points drive business revenues in the applications era. They serve as branding and customer service mediums for increasing customer loyalty. These statements don’t sound new anymore. Numbers suggest 70% of online buying experiences are based on how the customer feels about being treated on digital channels.1 The annual total estimated cost of customers switching due to poor service is $1.6 trillion in the U.S. alone.2 This makes optimizing Customer Experience (CX) a top priority for organizations. At Qentelli, we hear it from our clients repeatedly that improving CX is the most strategic priority.

Our goal with this article is to outline the 10 most critical things businesses should do NOW to make sure they are delivering value in every customer interaction across all touch points. This article will be split into two parts. The first part will brief about first five things in achieving world-class customer experience starting from defining customer experience aspirations, organizing right team, building modern apps, delivering fast and measuring the activities to administer continuous feedback loop. We will also explore how these things contribute to customer experience. The second part will outline the next five things in achieving world-class customer experience that includes defining right customer experience metrics, continuous improvement in current practices, using automation, investing in right talent and acting on employee feedback.

1. Define CX Aspirations–The type of CX an organization wants to provide depends on the industry, customers’ digital presence and business aspirations. For some, providing better CX limits to one digital channel, while others look at transforming complete traditional business model to digital ones. Amazon is a well-known example where traditional business model is transformed to digital using technologies. There can be more scenarios how an organization is looking at redefining customer-experience. In any of the scenarios, defining CX aspirations should govern business vision to create new digital models.

2. Build Digital Experience Team–Organizations are building dedicated and well-balanced Digital Experience teams. They have realized mere online presence is no longer enough; they have to improve digital dialogs with customers. A report, Defining Digital Experience by Clicktale says more than 48 percent of brands have a Digital Experience team in place to oversee their digital strategy. 3

Digital Experience team owns the responsibility of constantly improving the digital experience as per the brand’s aspirations.

At Qentelli, we encourage clients to find Digital Champion Leader from the existing team–someone who understands business and customers to the core.

3. Build Modern, HyperAgile Apps–Enterprises need to re-think application building strategies for existing and in-progress applications. Organizations should adopt Rehost, Retire, Refactor, Reinterface and Rearchitect strategies. Leading enterprises are employing DevOps, DevSecOps, Multi-Cloud approaches, Microservices, Container Deployment to gain agility plus scalability. These approaches help organizations build minimal viable digital products in weeks, instead the old approach of waterfall culture with specifications taking years. As per IDC, by 2022, 90% of all apps will feature microservices architectures that improve the ability to design, debug, update, and leverage third-party code; 35% of all production apps will be cloud native.4

Enterprises can only deliver seamless and faster solutions for customers if they combine agile/DevOps approaches and leverage cloud-technologies such as containers and serverless computing. This makes building modern apps with cloud-native technologies a must-do for enhancing CX.

4. Adopt DevOps and DevSecOps– In experience economy, customers are always looking for more features to make their purchase easier. For example, an application with limited sign-in options can hinder experience of signing in, whether they use it or not they want options of signing in with Facebook, Google, etc. Technology accessibility has given them a lot of options to choose from. This requires organizations to release features faster than ever. 

Releasing new digital experience with secured customer journeys is a rising focus for aspiring-digital and digital-forward organizations. With the rise of sophisticated cyberattacks, organizations want to ‘release fast and secure’. According to 2017 statistics, the U.S. faced over 130 large scale, targeted breaches with that number growing by 27 percent per year. 41 percent of companies have over 1,000 sensitive files having credit card numbers and health records left unprotected.5

Matured DevOps teams can win at integrating security by abiding security principles and practices. DevSecOps requires shifting security in the early stages of software development, peer-code reviews and automation of the build processes. DevSecOps teams have also achieved success by securing applications by design.

5. Administer Continuous Feedback Loop– Competing in experience economy requires a proactive approach to listen and respond to customers’ feedback. This requires real-time monitoring of all the digital channels–social media, play store reviews, reviews websites, in-app surveys, customer service tickets and salespeople. Real-time data can reveal opportunities to improve CX strategy. This distinguishes high performing areas from the low-performing, making it clear to act on high-priority areas for CX.

A large US retail giant used text analytics to reveal insights from customer comments as part of the company’s regular planning exercise. The results prompted cross-functional discussion to identify root-cause analysis of the significant problems. With the analysis of customer feedback, they discovered the coordination gaps between product development, sales and marketing team. Armed with the new insights, they changed the reporting structure of two departments under one leader fostering better communication among teams.

Organizations excelling at Digital Experience have three main competencies that help them in closing the feedback loop for creating greater customer value–

  1. Capturing customer sentiments across all the channels
  2. Using digital intelligence to improve experience on systems of engagements
  3. Customer-centric alignment to act rapidly on customer feedback to close the loop

While organizations are continuously evolving in their ways of listening to customers, we believe convergence of systems will help in achieving new efficiencies. These are-Systems of engagements, systems of records, systems of intelligence and systems of things. 

At Qentelli, we consider three things for feedback loops–Capturing real-time data, identify and improve metrics, and closing the loop keeping end-user in mind.
Performance Test Automation – Why Does it Matter?

Quality Engineering is now being realized as a key driver in Business value generation and improving customer experience. As per Technavio’s Global Software Testing Services Market report, published in July 2018, the software testing industry will witness a significant growth during the period 2018-2022, with revenues reaching close to $68 billion by 2022. These numbers give a clear sense of the market potential and the rising importance of Quality Engineering within the IT Lifecycle.

While functional testing has always been an important part, companies are realizing that performance issues are critical to customer perception of the “Experience” in using applications. While some organizations are slower to adopt a complete performance testing strategy, they’ll quickly realize that having no strategy will negatively impact bottom line goals.

Here are a few of the ways that performance testing affects business ROI, according to Radware:

  • 51% of online shoppers in the US say that site slowness is the top reason they’d abandon a purchase.
  • Shoppers remember online wait times as being 35% longer than they actually are.
  • 2-second delay in load time during a transaction results in abandonment rates of up to 87%.
  • The total cost of abandoned shopping carts for online retailers has been estimated at more than $18 billion per year.
  • 64% of smartphone users expect pages to load in less than 4 seconds.
  • When faced with a negative mobile shopping experience, 43% of consumers will go to a competitor’s site next.

Tools for automated performance tests always have existed, from the old WinRunner to modern toolsets that can simulate global user interaction across tens of thousands of users. What is changing is how sophisticated automated performance tests are becoming and how they are being integrated in a Continuous Delivery model.

Automation in NFT

Automated testing of functional requirements is common, but it is rare in the NFT world. The challenge that most companies face is the difficulty of automation in NFT. More often than not, automating the entire process of NFT is usually left out of the scope of CI/CD. The reason is usually the complexity and width of large-scale NFT. At some point, the test scenario becomes so heavy that the only way forward is to run the tests manually.

QA teams have been advocating for NFT to be performed using automation tools to test the ‘system/application’ under different scenarios. The aim is to be able to equate the tests to real-world scenario. For example, increasing the load on all the CPU cores on which the application is running and checking the performance of the application under such a scenario. To facilitate a real end-to-end automation, including non-functional testing, teams need to focus on developing specific point solutions to avoid manual interventions.

In an environment where tests are rerun frequently, QA automation can be a reasonable investment. Often used as part of a continuous integration process, as well as an agile software development approach, test automation can help test the whole product at every iteration, with minimum effort and quick turn-around time. And as the trend continues to gain wider adoption, according to a survey, 86 percent of companies have the intent to apply automation in their testing processes.

Why Performance Test Automation

Quick and effective: Executed by special software tools, automated testing requires significantly less time and effort.

Better long-term ROI: While requiring some upfront investment, automation proves to be more cost-efficient in the long run.

Transparent and meticulous: Automation gives better transparency, collaboration and visibility the team.

Integrating Performance tests in CI/CD Pipeline

Both functional and non-functional testing are critical parts of the software development lifecycle. Most companies do not face a problem in implementing appropriate automated functional testing within a CI/CD process, but, implementing automated performance tests can be demanding.

Non-functional tests such as performance tests have limitations when it comes to running it within CI/CD process. These tests are specifically sensitive to the details of the runtime environment. For a performance test to be reliable, the infrastructure in which the tests run must be consistently appropriate. Some NFR tests require that the runtime environment is specially provisioned to support the purpose of the tests. However, the environment is not the only limitation when it comes to running such tests under CI/CD. These tests’ execution time is also an impediment, in addition to the cost involved.

Despite the challenges, CI/CD can support reliable, automated performance tests when a level-based approach is taken. However, there will still be times when parts of the automated non-functional testing will need to take place outside the CI/CD pipeline. In such a scenario, companies can opt for cloud-based testing service that provides the automation testing tools, software, and reporting capabilities, necessary to perform stringent, long-running tests on a pay-as-you-go basis. Using a cloud-based service can be economical, while providing the hardware needed along with the runtime capacity required.

When conducting performance tests in a continuous-integration environment, testers must design test cases with a minimum run or execution time. When the execution time is short, the test accuracy is susceptible to small fluctuations. Dynamic architecture validation helps identify potential changes in performance and in the internal processing of application cases. This includes the analysis of response times, changes in the execution of database statements, and an examination of remoting calls and object allocations.

It is not possible to extrapolate results from the continuous-integration environment to later production-stage implementation. The point is to streamline load testing by identifying possible performance issues earlier in development, thereby making the overall testing process more agile. Moreover, it is important to have a realistic approach towards understanding the company’s technical stakeholders and the contributors about the limitations of automating performance testing in the CI/CD process. For a successful automation, companies need to chart out the difference between performance and functional testing. They also need to create a level-based test plan, which can determine the layers in application stack most suitable for automated performance testing. For most part, functional tests can be automated without hurdles, while automating performance tests poses a tougher challenge. However, this difficulty can be mitigated when a level-based approach is taken.

Creating a Level-Based Test Plan for Automated Performance Testing

The trick to automating performance testing in a meaningful manner is to take a level-based approach. Level-based performance testing is a process by which automated performance tests are executed on components at various levels of the technology stack. Performance testing, particularly automated performance testing, is best done in an isolated manner at each level of the stack. Each level in the stack refers to different components/modules of the application, APIs, web services and DB-specific tests.

Running short automated test performance scripts against various levels of the technology stack is a more realistic approach than a top-level assault on the system overall. There are just too many parts in play to be adequately accommodated by a single, high-level approach to performance test automation. Performance testing using a level-based approach allows for a good deal of automation testing.

An end-to-end business flow specific Performance Test Strategy that runs a sequence of these component level tests is still critical to test the overall response of the application, but testing components at the early stages (shift-left approach) can reduce the testing time and help in early detection of performance issues.

To conclude, whether a company goes cloud, hybrid, or keeps its performance testing infrastructure in-house, the important thing is to make performance testing – from level-based testing focused on isolated components to full scale pre-release, regression testing – an essential part of the company’s automated QA testing process, within and beyond the Continuous Integration/Continuous Deployment pipeline.

Secrets of starting and running a successful DevOps Program

‘Software is eating the world’ said Marc Andreessen, a confidant of global corporate giants.

‘Say no more!’ said the leaders of businesses across industries.

In no time, every software company started adopting various development methodologies to build better software (with bigger appetite maybe) and release faster. DevOps is one of the well-known adoptions and claimed to be a revolutionary one at it. While everyone is trying to take notes and simulate the efforts of first-generation digital adventurers, not everyone is ending up nearly as successful as them. Where is it going wrong? A lot of market and entrepreneurial experts say it’s the direction of transformation and we can’t agree more. So, let’s look at the control centric as well as self-managed structures and transformation models to try and assess their effectiveness over DevOps adoption.

Top-Down Transformation:

Business owners have realized the on-going shift from hardware-based to a software-based economy. The digital era is forcing them to transform everything from culture to business operational models. To lead a living and breathing agile enterprise, delivering quality software and motivated workforce is very important.

We helped an organization that was trying to get their teams to adopt DevOps. A detailed Discovery process, with confidential feedback from the teams on the ground, revealed that while the leadership had provided necessary investment, they were trying to push a specific Cloud-based DevOps platform. But the engineering teams felt that the tech stack currently in use would not align well with this platform.

We conducted a workshop with leadership and walked them through our tailored Transformation model. The “how” was then left to the CTO, Architects and project teams to decide, since the leadership was mainly concerned about business agility than the technology.

Bottom-Up Transformation:

Many best-selling business transformation books and articles are promoting an emerging new paradigm of self-managed, egalitarian organizations. But, does it work for DevOps transformation? The concept of a teal organization is interesting, but it isn’t practiced widely for a reason. Broad-based local performance improvement certainly brings a fresh perspective of solving problems, but it has a potential threat with inconsistent implementation and varied performance objectives.

Our vote goes to ‘Cross-functional Core Process’

For a sustainable change, everyone must buy-in the ‘Why’ and be involved while coming up with a ‘How’. Being the new buzzword of IT industry, the adoption of DevOps comes with many conjectures and assumptions. While the top and bottom camps try to win the steering end of transformation journey, the rest of the organization in middle gets pressurized and the core objective is compromised often.

In Cross-functional transformation, core process gets redesigned to link activities, functions, and information in new ways to achieve Transformational goals. What’s ideal is leadership announcing the intent, setting direction and establishing constraints, while the teams are empowered to operate within those constraints. There is no question of either, it must be both.

To achieve the promised land of Agility, if you chose the path of DevOps, make sure your adoption plan follows these principles of transformation drafted based on our experience.

  • The objective is ‘Performance’. Faster cycles, faster failures, faster feedback, everything is to (should be) better the performance consistently. The leaders need motivate the employees, take informed decisions, quantify the potential benefits, and maintain transparency with their core teams.
  • Strategy and Structure is NOT out of fashion. As we said earlier, self-managed teams might get temporary freedom but there is no promise of continuous improvement there. Transformation efforts are done better with viable economic and organizational structures.
  • People matter! We, at Qentelli firmly believe that people can make or break any company during transformation. It is important to hand-pick the right skills and building high-performing teams is necessary.
  • Automate the configurations, the change and the deployment process.
  • Focus is essential. Nothing can be fixed with ‘Fix everything at once’ attitude. Whether it’s the structural conflicts from top-down or procedural complications from bottom-up, the respective personal must prioritize the issues based on their possible consequences.
  • Process is nearly useless without values. Building performance-oriented workforce can’t be built with rigid hierarchies focussing on procedures instead of results. The leaders must clearly communicate the value they’d like to embrace and how are they linked to performance to the employees.

Business scaling consultant and Executive coach Lex Sisney says, ‘behind every high-performing, bottom-up, self-managed, seemingly egalitarian company, there is a well-run top-bottom hierarchal organization’. DevOps adoption is not a cure-all but it sure can enable continuous delivery, continuous feedback, bring in a cultural shift at workplace and most importantly improve customer experience and positively effect the delivered value. Talk to our DevOps experts to know what’s the safest way to transform the way you produce software before its too late.

DevSecOps – Challenges at Scale

Over the past few years, we have seen organizations of every size and industry trying to adopt, scale, and mature in their DevOps practices. While DevOps adoption is still on a rise, malicious attacks on application are also growing, and every other organization is facing data breach1. An American multinational hospitality company faced a major breach exposing data of up to 50 million guests to the hackers. The breach costed $123 million in costs between fines and court-related expenses with loss of brand reputation.2

As per the 5th annual DevSecOps community survey 2018, 33% organizations suffered with breaches from open source vulnerabilities or web application in last 12 months, a rise of 121 percent since the survey started in 2014.3 Another report by 2019 Verizon on Data Breach Investigations, there was a noticeable shift in financially motivated crime (80 percent), with 35 percent of all breaches occurring as a result of human error.4 In another two years cybercrime will near approx. $6 trillion of damages.

The numbers are large and can any lapse in security can result into major revenue losses or brands going out of business. The risks of relaxed security practices are real, immediate, and very costly. This puts application and technology leaders under pressure to implement security practices and scale them for enterprise-wide adoption. This blog post will cover three major challenges in adopting and scaling DevSecOps and how to overcome those challenges during the shift to DevSecOps.

Challenges at Scale

1. Security at the pace of Development – With DevOps, development cycles have reduced, and features are released frequently for delivering customer-value. With the traditional waterfall releases, security was considered late in the cycle. But with the rise of breaches and speed of releases, security needs to match the pace of development.

Speed is the core tenet of DevSecOps, and Automation is the way to achieve it. In Continuous Integration/Continuous Deployment (CI-CD) environment, the speed of pushing code matters above all. For this, organizations have to make security part of the CI-CD flow. CI-CD pipelines must include the automation of all security tests and integration of static application security testing (SAST) on nightly builds. Teams can customize SAST scans to scan the high-priority code changes to keep up with the daily code changes. Also, teams must include dynamic application security testing (DAST) into development lifecycle. Automation of security testing in the software development decreases the chances of pushing bad code in the production.

The second thing is to manage automating security processes for open-source vulnerabilities. As per a security audit report, 84% of breaches occur on the application layer. And, open source components comprise 60-80% of the code base, this makes managing open-source vulnerabilities crucial for DevSecOps teams.

Teams can avoid open-source vulnerabilities with structured open source adoption process. An open-source policy with detailed steps with approved licenses to use and vendors to adopt will help developers. Automated open-source code approval workflow will eliminate the chances of potential security vulnerability. Using right open-source vulnerabilities aggregators help in final build analysis before it gets pushed into production.

2. Shifting security left in the SDLC – Security principles apply to overall organization and not just to security engineering teams. Organizations must adopt it as a shared responsibility.

Shifting security left means considering security in the DevOps pipeline to ensure faster resolution of issues. Before you build the DevSecOps pipeline, conducting a threat risk analysis to determine the type and level of threats, impact of an attacker gaining highest privileges on the application/system running the application, determining the type of data that the application stores is one of the most important considerations. So how does it look like in practice?

Product Owners must decompose higher-level user stories into specific features with security requirements and tasks. Developers to follow The Open Web Application Security Project (OWASP) security principles. The comprehensive list of OWASP principles reduces the chances of breaches and cyber-attacks. Mature teams can use STRIDE/DREAS threat risk modelling ways to come up with ways of defending potential ways of cyber-threats. IT Managers play an important role in application security from an operations perspective of assessing current and future technology architecture for vulnerabilities, weaknesses for updates and improvements. Security engineering teams must focus on overall architecture and development for security-first design, code hygiene, security test integrations and configuration.

3. Managing False Positives –Managing false positives is a trifold problem and there’s no defined approach of tackling them. Identifying false positives, pin-pointing individual false positive and scaling the process throughout the enterprise. This takes a lot of time for limited number of security engineers working for all the applications.

False positives come in large numbers; even large-sized teams face difficulty in managing them. Security engineering teams must address false positives for highly critical applications impacting customer experience. For optimal management of false positives, narrow the base rules in the tool sets, and identify patterns with fixed and new set rules. This will help teams in identifying which rule is giving more false positives and find out the right combination to minimize false positives.

Teams must adopt multi-tool approach to look at the number of false positives generated by them. Because every tool has its own technique of determining false positive such as signature patterns, behavioural detections, etc. Multi-tool approach helps in detecting individual false negatives that gets buried in the noise of false positives. Scaling management of false positives to an enterprise-level will take time. As teams become familiar with the application, they can create new rules to reduce the number of false positives and might end up with minimum false positives.


Organizations must understand the importance of adopting security practices for convenient and personalized experiences, they are curating for customers. C-suite must champion the culture of tighter communication between security engineering and development teams to drive security requirements in DevOps processes. Enable development teams with skills and tools to develop automated deployment pipeline with tight security checkpoints and robust feedback loop. Invest in new tools and technologies to create combination of multiple tools that can assess all the aspects of application. Contact us to improve cyber security practices throughout the enterprise.