Cohabitation with the existing, transition to StorgaAt this point in reading, we assume that you have understood two things:
So the question that comes very legitimately is: this is all fine, but for a company that already has a traditional IT organization, how and to what extent can all of this coexist effectively? First phase: Storga development tool
At first, Storga will arrive at the periphery of the existing ERP or CRM, as a development tool, equivalent to a 'web framework'. Compared to other development tools, Storga is of a higher level: we never deal with HTML tags, or session problems. We even take care of very few issues related to the user interface, which is very largely automatically managed by Storga. In addition, unlike traditional development tools, Storga can very efficiently store data locally which suddenly no longer needs glue code to access it, while other tools involve plunging everything into the relational model accessed by Means of read and write SQL queries. Another important element at this level: Storga will quickly duplicate a good part of the data of the existing system, because with Storga everything that is seen is stored. With Storga, you cannot do an SQL query and present the result to the user without storing it. It's a choice. See the article An alternative to the relational model. Second phase: automation of ancillary activitiesAt this point, the company begins to be familiar with Storga, and a whole series of activities which had not been computerized or automated until now because it would have been economically unviable with traditional development, are gradually being brought into play. place on a pure Storga base: Storga is the tool for development, data storage and process documentation. Third phase: the transformation of mentalities
As users understand the added freedom and convenience that Storga brings in relieving them of repetitive and uninspiring tasks, and providing them with an environment better suited to each of their assigned activities, Storga enters the game. business culture. In each small group, there are a few people who, out of curiosity, wanting to prove something to themselves, or for any other reason, have been formed there. So much so that Storga becomes the center of the division into activity of the company, the documentation of the processes, and a docile support, because it is managed locally, for all the coordination meetings. In the end, Storga has become a collaborative tool, not just to cause activity, but to support it. Let's end with a new metaphor: Storga has become the paper and pencil of a company that has moved into the digital age.
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