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Performance is Personal

Prathap Dendi

Today’s consumers are now accustomed to lightning-fast digital experiences thanks to the high bar set by Amazon, Apple, Facebook, and Google. In 2017, every second counts and even minor issues can have a significant impact on the success or failure of a brand interaction. Our latest research found that two thirds of people have rising expectations for digital performance, showing that businesses can expect consumer pressure to grow.

The App Attention Index 2017 surveyed 1,000 people each in the US, UK, France, and Germany. The results revealed just how unforgiving consumers are of badly performing digital services.

Nearly two-thirds of consumers have deleted an app or abandoned a website after just one attempt due to problems with performance. But because digital leaders continually raise the bar for consumer expectations, brands don’t win a customer for life after one use. In fact, 80 percent of respondents deleted apps because performance didn’t meet their expectations. So even if a brand is able to impress a customer today, it doesn’t guarantee that same customer will stick around tomorrow.

As new interfaces such as voice interaction come to the fore, things will become even more complex, increasing the need for effective monitoring. Although these new interfaces reduce friction, they can cause more problems if they’re not integrated well within the overall service.

As our latest research proves digital performance is critical to helping brands meet rapidly-evolving consumer expectations. Apps will inevitably become more complex as they redefine our daily lives, and managing this will be key to success.

The Latest

In live financial environments, capital markets software cannot pause for rebuilds. New capabilities are introduced as stacked technology layers to meet evolving demands while systems remain active, data keeps moving, and controls stay intact. AI is no exception, and its opportunities are significant: accelerated decision cycles, compressed manual workflows, and more effective operations across complex environments. The constraint isn't the models themselves, but the architectural environments they enter ...

Like most digital transformation shifts, organizations often prioritize productivity and leave security and observability to keep pace. This usually translates to both the mass implementation of new technology and fragmented monitoring and observability (M&O) tooling. In the era of AI and varied cloud architecture, a disparate observability function can be dangerous. IT teams will lack a complete picture of their IT environment, making it harder to diagnose issues while slowing down mean time to resolve (MTTR). In fact, according to recent data from the SolarWinds State of Monitoring & Observability Report, 77% of IT personnel said the lack of visibility across their on-prem and cloud architecture was an issue ...

In MEAN TIME TO INSIGHT Episode 23, Shamus McGillicuddy, VP of Research, Network Infrastructure and Operations, at EMA discusses the NetOps labor shortage ... 

Technology management is evolving, and in turn, so is the scope of FinOps. The FinOps Foundation recently updated their mission statement from "advancing the people who manage the value of cloud" to "advancing the people who manage the value of technology." This seemingly small change solidifies a larger evolution: FinOps practitioners have organically expanded to be focused on more than just cloud cost optimization. Today, FinOps teams are largely — and quickly — expanding their job descriptions, evolving into a critical function for managing the full value of technology ...

Enterprises are under pressure to scale AI quickly. Yet despite considerable investment, adoption continues to stall. One of the most overlooked reasons is vendor sprawl ... In reality, no organization deliberately sets out to create sprawling vendor ecosystems. More often, complexity accumulates over time through well-intentioned initiatives, such as enterprise-wide digital transformation efforts, point solutions, or decentralized sourcing strategies ...

Performance is Personal

Prathap Dendi

Today’s consumers are now accustomed to lightning-fast digital experiences thanks to the high bar set by Amazon, Apple, Facebook, and Google. In 2017, every second counts and even minor issues can have a significant impact on the success or failure of a brand interaction. Our latest research found that two thirds of people have rising expectations for digital performance, showing that businesses can expect consumer pressure to grow.

The App Attention Index 2017 surveyed 1,000 people each in the US, UK, France, and Germany. The results revealed just how unforgiving consumers are of badly performing digital services.

Nearly two-thirds of consumers have deleted an app or abandoned a website after just one attempt due to problems with performance. But because digital leaders continually raise the bar for consumer expectations, brands don’t win a customer for life after one use. In fact, 80 percent of respondents deleted apps because performance didn’t meet their expectations. So even if a brand is able to impress a customer today, it doesn’t guarantee that same customer will stick around tomorrow.

As new interfaces such as voice interaction come to the fore, things will become even more complex, increasing the need for effective monitoring. Although these new interfaces reduce friction, they can cause more problems if they’re not integrated well within the overall service.

As our latest research proves digital performance is critical to helping brands meet rapidly-evolving consumer expectations. Apps will inevitably become more complex as they redefine our daily lives, and managing this will be key to success.

The Latest

In live financial environments, capital markets software cannot pause for rebuilds. New capabilities are introduced as stacked technology layers to meet evolving demands while systems remain active, data keeps moving, and controls stay intact. AI is no exception, and its opportunities are significant: accelerated decision cycles, compressed manual workflows, and more effective operations across complex environments. The constraint isn't the models themselves, but the architectural environments they enter ...

Like most digital transformation shifts, organizations often prioritize productivity and leave security and observability to keep pace. This usually translates to both the mass implementation of new technology and fragmented monitoring and observability (M&O) tooling. In the era of AI and varied cloud architecture, a disparate observability function can be dangerous. IT teams will lack a complete picture of their IT environment, making it harder to diagnose issues while slowing down mean time to resolve (MTTR). In fact, according to recent data from the SolarWinds State of Monitoring & Observability Report, 77% of IT personnel said the lack of visibility across their on-prem and cloud architecture was an issue ...

In MEAN TIME TO INSIGHT Episode 23, Shamus McGillicuddy, VP of Research, Network Infrastructure and Operations, at EMA discusses the NetOps labor shortage ... 

Technology management is evolving, and in turn, so is the scope of FinOps. The FinOps Foundation recently updated their mission statement from "advancing the people who manage the value of cloud" to "advancing the people who manage the value of technology." This seemingly small change solidifies a larger evolution: FinOps practitioners have organically expanded to be focused on more than just cloud cost optimization. Today, FinOps teams are largely — and quickly — expanding their job descriptions, evolving into a critical function for managing the full value of technology ...

Enterprises are under pressure to scale AI quickly. Yet despite considerable investment, adoption continues to stall. One of the most overlooked reasons is vendor sprawl ... In reality, no organization deliberately sets out to create sprawling vendor ecosystems. More often, complexity accumulates over time through well-intentioned initiatives, such as enterprise-wide digital transformation efforts, point solutions, or decentralized sourcing strategies ...