Create and deliver personalized experiences across digital properties at scale
Build engaging websites with intuitive web content management
Leverage a complete UI toolbox for web, mobile and desktop development
Build, protect and deploy apps across any platform and mobile device
Build mobile apps for iOS, Android and Windows Phone
Rapidly develop, manage and deploy business apps, delivered as SaaS in the cloud
Automate UI, load and performance testing for web, desktop and mobile
Host, deploy and scale Node.js, Java and .NET Core apps on premise or in the cloud
Optimize data integration with high-performance connectivity
Automate decision processes with a no-code business rules engine
Transform your businesses in order to survive in a completely digitized and connected world driven by software innovation.
Globally scale websites with innovative content management and infrastructure approaches
Content-focused web and mobile solution for empowering marketers
Faster, tailored mobile experiences for any device and data source
UX and app modernization to powerfully navigate today's digital landscape
Fuel agility with ever-ready applications, built in the cloud
I’ve been a McKinsey follower for 20 years and often used their insight as fodder for some of my presentations. I always try to blend a bit of business sense into what I say and a big part of what I have to do is bridge the business and technical value of what we have to offer. Emerging technology, where I’m often found, always has a sense of a solution looking for a problem and any time there’s a catalyst from an industry and market force such as McKinsey, I’ll take it.
I was intrigued by the title of the latest (January 2011) McKinsey Quarterly issue where “Building the supply chain of the future” was tackled. Now this piece, crafted by Yogesh Malik, Alex Niemeyer, and Brian Ruwadi, brings up some interesting points about meeting the challenges of the next generation supply chain. In particular, their points on splitting monolithic chains into smaller, more nimble segments and viewing the supply chain as a dynamic entity in an effort to hedge uncertainty. Both will require new thinking on the part of the business and both will require more from the technology in place. The focus then becomes not just visibility but one that emphasizes operational responsiveness.
Responsiveness in the supply chain requires heightened awareness of all segments in the chain. “Nimbleness” is achieved by being able to sense and respond to changing conditions and allow for immediate, in-flight, changes to the processes that run the chain. Siloed systems and management won’t work. Strictly relying on information gathered after the fact may be too late.
You’ll need to move from reactive to responsive. The good news is that it’s possible now – and with much of what you already have in place. We can do that with Progress RPM right now. If you’re re-thinking your supply chain, you might want to check it out: Progress Responsive Process Management (RPM) suite.
View all posts from David Olson on the Progress blog. Connect with us about all things application development and deployment, data integration and digital business.
Copyright © 2016, Progress Software Corporation and/or its subsidiaries or affiliates.
All Rights Reserved.
Progress, Telerik, and certain product names used herein are trademarks or registered trademarks of Progress Software Corporation and/or one of its subsidiaries or affiliates in the U.S. and/or other countries. See Trademarks or appropriate markings.