How to Launch a New Technology Service
August 24, 2010 Leave a Comment
Software companies must stay informed of the latest trends and technologies to remain leading edge with their work. Avantica is no different. How do we do it? How do we bring new technologies into our service offering efficiently? We have 3 main phases we go through before customers are offered a service or technology. Let’s go through them one at a time.
Step 1 — Vision
The first step for any new technology is for someone to have a vision about the benefits of the technology to the industry and the company. Someone has to champion the topic so to speak and raise awareness of the potential. We’re lucky that our company is loaded with early adopters and an abundance of technology geeks. Chances are if it’s new and hot, we already know about it. Knowing about new technology is not the same thing as having a vision or seeing the market potential however. The visionary must be the advocate or the champion to drive interest within the organization. Let’s look at a couple of our recent examples.
While everyone in the US was going crazy for iPhones and Android, the adoption rate for nearshore providers was a bit slower. Our CEO recognized that mobile would be big and so would mobile as a companion for Web. In fact, he was given an Entrepreneur of the Year award for his vision and for recognizing the potential long before others. I am proud to say that with Ruby on Rails, I was the one who recognized the power of doing things the “Ruby-way”. I started learning language several years ago and attended industry events like the 2008 Rails Conference in Portland, Oregon. We’re several years into our Ruby on Rails practice and truthfully it has been very successful and continues to be one of our fastest growing market segments.
In both of these cases, we recognized not only the power of the platform but also the potential of the market. We investigated further and determined this was a good place to focus our leading edge people. Then, we championed the idea to start to build momentum.
Step 2 – Research
Your CEO or CTO says this is a business to be in, now what? Simple really. Call in the gurus! We have these people in our company that generally serve as architects and leads on projects, but part of their time is set aside for research and exploration. You know the type of engineer I am talking about. These are the people who look at a blank white board and know what to draw. They can look over an SDK and compare to the 5 other similar ones they already know. Truthfully, we think this is something that sets us apart from more traditional outsourcers. Our senior guys are really into technology. It’s a hobby and a way of life in addition to a job.
Our leading edge engineers explore the new technology and validate the vision. They study the internals and create sample products and solutions to see how the pieces fit together. Once they are proficient, these technology leaders work to bring the rest of the organization along. They provide links to Web sites and articles that explain all angles of the technology. Our best engineers go so far as to develop classes like the one pictured below to teach our teams the new technology. That person in the front is one of the aforementioned gurus by the way. We even do internal projects for teams to learn. For example, we did a Ruby on Rails project called RubyNearShore to implement a community site with expert exchange functionality and social networking based on Ruby on Rails. The site was only viewed internally but served as a great project for people to work on real implementations of the language.
Step 3 – Opportunity
At some point, our research validates the technology and we have enough trained engineers to field a team. We start marketing our new capability and looking for clients who need a product based on leading edge technology. Generally, the companies we engage with are start-ups and technology companies looking for a competitive edge. For example, when Ruby on Rails first emerged, the attraction was speed of development and that lead many venture funders to push their new companies to launch on a new language. Over time, the technology matures as our customer base grows and eventually we end up with a stable practice that we offer to new and existing customers.
We’ll see who in our company has the vision for that next great technology movement. Perhaps we’re already seeing that in location-based services or maybe even high volume messaging.







