Why Continuous Testing Is Critical, But Not Enough

Shoeb Javed

The ability to innovate and quickly adapt to changes (both business- and IT-driven) is key to an organization’s success. Companies are under pressure to release innovation faster across their packaged applications. While innovation creates great opportunity, it also introduces great risk. The implementation and ongoing management of enterprise applications is complex, and a crucial component is making sure that end-to-end processes work—every time, every day.

A new vision for test automation extends to enabling business users and organizations to adopt, accept, and utilize new applications faster. When processes across enterprise applications are executed seamlessly and as designed, companies can leverage the potential of their enterprise apps to achieve strategic goals like entering new markets, increasing revenue, and maintaining a competitive advantage. Continuous testing and quality are the foundation of successful business outcomes.

Here’s a look at continuous testing vs. continuous quality. 

What is continuous testing?

Let’s start with the basics. The simplest definition of continuous testing is “the process of executing automated tests as part of the software delivery pipeline to obtain immediate feedback on the business risks associated with a software release candidate.”

What does DevOps have to do with continuous testing?

In 2009, DevOps was introduced as an extension of the Agile development methodology, enabling higher efficiency and collaboration, so companies can react more swiftly to the constant changes in today’s digital economy. Although increased speed and velocity are positive outgrowths of Agile and DevOps, customers may be delivering software that hasn’t been properly tested or tested at all. This can expose companies to risk like defects in production.  This drives the need for a new approach to testing that aligns with the new 24/7 release cycle.

Why isn’t continuous testing enough?

Continuous testing isn’t enough because it doesn’t equate to continuous quality. Continuous testing is just the tip of the iceberg. I see it as a fundamental necessity because of the complexity of enterprise landscapes. Continuous testing is a critical phase of the continuous delivery process, and it helps us address the demand for superior customer experiences. We gain immediate and real-time feedback on business risks and maintain continuity across the business. Despite the valuable insights we gain from continuous testing, I strongly believe no amount of testing alone can ensure quality.

So, what is continuous quality in DevOps?

The problem is, there’s not an industry standard for continuous quality in DevOps. Even though DevOps was originally designed to produce high-quality, updated software that gets to the user faster, “quality” is not well-defined. I believe our ability to develop an industry standard is an essential next step, especially if we expect to move from aspiring to actually delivering highly functional systems that consider the user experience.     

How do we get to a higher standard?

I believe there are two paths to a higher standard. The first path is for us to better define continuous testing, or raise our game and make a collective shift to continuous quality. I see this issue as one of the most important factors in the next phase of the DevOps evolution.

The scope of continuous quality is higher-reaching than continuous testing. As we look to develop an industry definition of continuous quality, I believe we must consider the following factors:

  • A deep understanding of business processes in production
  • Upfront promotion of the need for objective data from the business
  • Recognition of internal and external customers for quality metrics
  • Prioritization of continuous quality from day one
  • Incorporating quality into the Agile development methodology (don’t “throw everything over the wall”)
  • Tracking project health to include quality at each phase of the SDLC
  • End-to-end business process testing, not just single service/component quality
  • Performance monitoring and optimization throughout development and production for feedback

How does your DevOps team currently define continuous quality?

For more on software development trends, see How Open Source Is Changing Software Innovation.


Shoeb Javed

About Shoeb Javed

Shoeb Javed is chief technology officer at Worksoft, a leading global provider of automation software for high-velocity business process discovery and testing. Shoeb is responsible for the technology strategy, software development, quality assurance and customer support for all Worksoft solutions. As CTO, Shoeb works with quality assurance and business leaders of some of the largest global Fortune 1000 corporations to help automate testing of complex packaged enterprise applications to speed up project timelines and improve operational efficiencies.

IT Roadmap For The Future

Daniel Newman

As new IT technology is introduced in the workplace, it’s likely that what worked last year won’t work in the next five years. It might sound like a cliché, but the only constant in the world of IT is change. While this continuous evolution isn’t always predictable, there are certain ways for CIOs to plan to help IT professionals achieve their goals for the organization. Here are a few suggestions to help CIOs create a roadmap for the future:

1. Consider the big picture

IT departments must no longer be merely concerned with their departmental goals. CIOs and the department in general need to realign with larger organizational goals to stay relevant in times of constant change.

According to Simon Chapleau, CEO of Green Elephant, measuring things like calls to the help desk, closed tickets, and so on are a thing of the past, catering only to the interest and investment of IT teams. “However, if you are including user satisfaction and happiness in there, if you’re giving IT a little more time and space to resolve issues to users’ satisfaction, then you’ll see improvement across the board,” Chapleau says. In this way, IT departments and CIOs need to consider the bigger picture, focusing not only on measurement and accountability, but on how to improve the overall customer experience to boost business. Gone are the times of an isolated IT department led by a CIO with limited capacities. The future demands that CIOs are versatile and refocus their strategy in a way suitable for the entire business.

2. Collaborate with other departments

CIOs will increasingly need to collaborate with other departments to meet organizational goals, as outlined above. Rather than the IT department being a place filled with tech professionals that other departments tend to avoid, more engagement and interaction will become the norm. The shift toward collaboration is partially driven by the younger generation in the workforce. Millennial workers are driving a shift that focuses on engaging and communicating across departments. What this means for IT teams is more engagement with each department and its staff, paired with a willingness to explain and provide strategies that are based in reason and logic. Business analysts will make up a growing percentage of IT staff, and it is the CIO’s job to integrate these members into the department while also facilitating inter-departmental collaboration to reach important decisions affecting both technology and the overall business.

3. Focus on innovation

Historically, the role of the CIO has been characterized by caution and predictability. With the new dynamism in the IT industry, CIOs will have to be more innovation-oriented and willing to take risks. “This new kind of CIO, who will move from chief information officer to chief innovation officer, will focus much more on being agile and adaptive,” states Alastair Behenna, principal analyst serving CIO at Forrester. The ability to continually adapt is integral and demands that CIOs be able to quickly rise above and learn from failure. Rather than organizations slowing innovation down, the next few years will see an explosion in creativity that can be met only with a focus on innovation and its implementation.

4. Continuous employee training

It’s no surprise that the transformation of the role of the CIO will require a transformation at the employee level, as well. CIOs will have to build a workforce that can focus on innovation and adaptability, provide excellent customer experience, and foster business development. It will no longer be sufficient to excel at one side of IT operations only. Rather, CIOs will need to train employees to consider the bigger picture in terms of technology. As I wrote in a previous article on Forbes, “Reskilling existing teams will be necessary to maintain agility, so it’s important to construct a team of employees who can handle the peaks and valleys of business.” Current employees need to get on par with the changing face of IT and learn to adapt to avoid failure. CIOs will play a key in role in facilitating these processes by reskilling legacy processes and seeking out adaptable talent.

Even with unpredictable and ever-changing technologies, the CIO’s role is far from redundant. In fact, as the workplace continues to evolve, CIOs will play an integral part in the leadership of any business and should appropriately be prepared for the same.

Don’t let your digital transformation break what’s working. See 4 Ways to Digitally Disrupt Your Business Without Destroying It.


Daniel Newman

About Daniel Newman

Daniel Newman serves as the Co-Founder and CEO of EC3, a quickly growing hosted IT and Communication service provider. Prior to this role Daniel has held several prominent leadership roles including serving as CEO of United Visual. Parent company to United Visual Systems, United Visual Productions, and United GlobalComm; a family of companies focused on Visual Communications and Audio Visual Technologies. Daniel is also widely published and active in the Social Media Community. He is the Author of Amazon Best Selling Business Book "The Millennial CEO." Daniel also Co-Founded the Global online Community 12 Most and was recognized by the Huffington Post as one of the 100 Business and Leadership Accounts to Follow on Twitter. Newman is an Adjunct Professor of Management at North Central College. He attained his undergraduate degree in Marketing at Northern Illinois University and an Executive MBA from North Central College in Naperville, IL. Newman currently resides in Aurora, Illinois with his wife (Lisa) and his two daughters (Hailey 9, Avery 5). A Chicago native all of his life, Newman is an avid golfer, a fitness fan, and a classically trained pianist

The Digitization Of Utilities: Reshaping The World’s Energy Network In The Cloud

Andy Greig

The centuries-old utilities paradigm is deteriorating as quickly as digital technology is advancing. First, smart grids began to monitor home-energy usage, generating a massive volume of data-driven insight. Then smart home devices allowed customers to control energy consumption remotely in real time. And now, rapid innovation and surging demand for renewables are empowering the likes of Adobe, Amazon, Apple, Google, Samsung, and Tesla to shake up a historically stable industry.

Not surprisingly, digital transformation is a priority for utility executives. To remain competitive and stave off an aggressively competitive landscape, they know about the importance of setting up systems, reinventing business models quickly, and optimizing processes to increase agility and accelerate innovation. However, according to PwC, many providers lack the resources and expertise to keep up.

The answer to this dilemma is not a matter of choosing between increasing technology investment and onboarding an internal or external digital expert. Rather, it’s an affordable, subscription-based deployment model that can scale in lockstep with changing business requirements.

A managed cloud approach drives industry-disruptive innovation and simplicity

Decentralized production, real-time predictive analytics, sensor networks, and mobile computing have all become a part of the operational fabric of virtually every industry–except the utilities sector. Until providers fully adopt these capabilities, power generation and distribution, electrical grids, connected homes and businesses, customer relations, operations, and workforce processes will remain suboptimal.

The first step of such a digital transformation is getting a handle on every piece of data they own now and will continue to capture. Unfortunately, for most utilities, building and operating a data center is a significant burden on resources and technical expertise. Their on-premise architecture only addresses the infrastructure layer of the solution stack and limits the customizations to respond to market dynamics.

The ideal solution encourages greater customer engagement; an adaptive, scalable operating model; and lower time and cost while delivering on comprehensive service-level agreements and coordinated services. With an enterprise cloud platform powered by in-memory computing technology, providers gain a scalable and secure private managed cloud solution that drives a transformation that accelerates business growth and outcomes while reducing risk and fostering innovation.

Take E.ON Energie Kundenservice, for example. The German energy solutions and services provider had a treasure trove of insights deep within consumption and sales data. Yet latent access made learning about its 6 million customers frustrating and time-consuming. After the company consolidated its information in the cloud, analysis of individual consumers and grouped segments became more practical. In turn, bottom-line benefits–such as faster collection of overdue invoices and unbilled income, forecast demand and revenue accurately, and process automation–are intensifying performance and profitability. 

The cloud delivers what matters most to utilities

In today’s utility market, simplification and innovation matter more than ever. Every energy provider needs to run with incredible speed and agility to overcome operational challenges, reduce risks, seize opportunities for innovation and growth, and lead the emerging digital energy economy.

By focusing on live data and combining solution know-how, industry-specific process expertise, and advanced data analytics, the cloud represents the ideal form of information sharing, decision making, and enterprise collaboration. Only then will utility providers deliver the efficient, profitable, intelligent, and sustainable services that their smart, resource-conscious consumers expect.

Unlock the full value of your data with SAP S/4HANA and SAP HANA Enterprise Cloud. Read the brief “Drive Innovation and Reduce Complexity with SAP HANA Enterprise Cloud for Utilities” and visit our curated library of resources.





Andy Greig

About Andy Greig

Andy Greig is the Global Marketing Plan Lead, SAP HANA Enterprise Cloud, at SAP. His primary focus is to create marketing and social media campaigns to help customers realize the benefits and value of SAP Services.

Running Future Cities on Blockchain

Dan Wellers , Raimund Gross and Ulrich Scholl

Building on the Blockchain Framework

Some experts say these seemingly far-future speculations about the possibilities of combining technologies using blockchain are actually both inevitable and imminent:

Democratizing design and manufacturing by enabling individuals and small businesses to buy, sell, share, and digitally remix products affordably while protecting intellectual property rights.
Decentralizing warehousing and logistics by combining autonomous vehicles, 3D printers, and smart contracts to optimize delivery of products and materials, and even to create them on site as needed.
Distributing commerce by mixing virtual reality, 3D scanning and printing, self-driving vehicles, and artificial intelligence into immersive, personalized, on-demand shopping experiences that still protect buyers’ personal and proprietary data.

The City of the Future

Imagine that every agency, building, office, residence, and piece of infrastructure has an entry on a blockchain used as a city’s digital ledger. This “digital twin” could transform the delivery of city services.

For example:

  • Property owners could easily monetize assets by renting rooms, selling solar power back to the grid, and more.
  • Utilities could use customer data and AIs to make energy-saving recommendations, and smart contracts to automatically adjust power usage for greater efficiency.
  • Embedded sensors could sense problems (like a water main break) and alert an AI to send a technician with the right parts, tools, and training.
  • Autonomous vehicles could route themselves to open parking spaces or charging stations, and pay for services safely and automatically.
  • Cities could improve traffic monitoring and routing, saving commuters’ time and fuel while increasing productivity.

Every interaction would be transparent and verifiable, providing more data to analyze for future improvements.

Welcome to the Next Industrial Revolution

When exponential technologies intersect and combine, transformation happens on a massive scale. It’s time to start thinking through outcomes in a disciplined, proactive way to prepare for a future we’re only just beginning to imagine.

Download the executive brief Running Future Cities on Blockchain.

Read the full article Pulling Cities Into The Future With Blockchain


Dan Wellers

About Dan Wellers

Dan Wellers is founder and leader of Digital Futures at SAP, a strategic insights and thought leadership discipline that explores how digital technologies drive exponential change in business and society.

Raimund Gross

About Raimund Gross

Raimund Gross is a solution architect and futurist at SAP Innovation Center Network, where he evaluates emerging technologies and trends to address the challenges of businesses arising from digitization. He is currently evaluating the impact of blockchain for SAP and our enterprise customers.

Ulrich Scholl

About Ulrich Scholl

Ulrich Scholl is Vice President of Industry Cloud and Custom Development at SAP. In this role, Ulrich discovers and implements best practices to help further the understanding and adoption of the SAP portfolio of industry cloud innovations.


4 Traits Set Digital Leaders Apart From 97% Of The Competition

Vivek Bapat

Like the classic parable of the blind man and the elephant, it seems everyone has a unique take on digital transformation. Some equate digital transformation with emerging technologies, placing their bets on as the Internet of Things, machine learning, and artificial intelligence. Others see it as a way to increase efficiencies and change business processes to accelerate product to market. Some others think of it is a means of strategic differentiation, innovating new business models for serving and engaging their customers. Despite the range of viewpoints, many businesses are still challenged with pragmatically evolving digital in ways that are meaningful, industry-disruptive, and market-leading.

According to a recent study of more than 3,000 senior executives across 17 countries and regions, only a paltry three percent of businesses worldwide have successfully completed enterprise-wide digital transformation initiatives, even though 84% of C-level executives ranks such efforts as “critically important” to the fundamental sustenance of their business.

The most comprehensive global study of its kind, the SAP Center for Business Insight report “SAP Digital Transformation Executive Study: 4 Ways Leaders Set Themselves Apart,” in collaboration with Oxford Economics, identified the challenges, opportunities, value, and key technologies driving digital transformation. The findings specifically analyzed the performance of “digital leaders” – those who are connecting people, things, and businesses more intelligently, more effectively, and creating punctuated change faster than their less advanced rivals.

After analyzing the data, it was eye-opening to see that only three percent of companies (top 100) are successfully realizing their full potential through digital transformation. However, even more remarkable was that these leaders have four fundamental traits in common, regardless of their region of operation, their size, their organizational structure, or their industry.

We distilled these traits in the hope that others in the early stages of transformation or that are still struggling to find their bearings can embrace these principles in order to succeed. Ultimately I see these leaders as true ambidextrous organizations, managing evolutionary and revolutionary change simultaneously, willing to embrace innovation – not just on the edges of their business, but firmly into their core.

Here are the four traits that set these leaders apart from the rest:

Trait #1: They see digital transformation as truly transformational

An overwhelming majority (96%) of digital leaders view digital transformation as a core business goal that requires a unified digital mindset across the entire enterprise. But instead of allowing individual functions to change at their own pace, digital leaders prefer to evolve the organization to help ensure the success of their digital strategies.

The study found that 56% of these businesses regularly shift their organizational structure, which includes processes, partners, suppliers, and customers, compared to 10% of remaining companies. Plus, 70% actively bring lines of business together through cross-functional processes and technologies.

By creating a firm foundation for transformation, digital leaders are further widening the gap between themselves and their less advanced competitors as they innovate business models that can mitigate emerging risks and seize new opportunities quickly.

Trait #2: They focus on transforming customer-facing functions first

Although most companies believe technology, the pace of change, and growing global competition are the key global trends that will affect everything for years to come, digital leaders are expanding their frame of mind to consider the influence of customer empowerment. Executives who build a momentum of breakthrough innovation and industry transformation are the ones that are moving beyond the high stakes of the market to the activation of complete, end-to-end customer experiences.

In fact, 92% of digital leaders have established sophisticated digital transformation strategies and processes to drive transformational change in customer satisfaction and engagement, compared to 22% of their less mature counterparts. As a result, 70% have realized significant or transformational value from these efforts.

Trait #3: They create a virtuous cycle of digital talent

There’s little doubt that the competition for qualified talent is fierce. But for nearly three-quarters of companies that demonstrate digital-transformation leadership, it is easier to attract and retain talent because they are five times more likely to leverage digitization to change their talent management efforts.

The impact of their efforts goes beyond empowering recruiters to identify best-fit candidates, highlight risk factors and hiring errors, and predict long-term talent needs. Nearly half (48%) of digital leaders understand that they must invest heavily in the development of digital skills and technology to drive revenue, retain productive employees, and create new roles to keep up with their digital maturity over the next two years, compared to 30% of all surveyed executives.

Trait #4: They invest in next-generation technology using a bimodal architecture

A couple years ago, Peter Sondergaard, senior vice president at Gartner and global head of research, observed that “CIOs can’t transform their old IT organization into a digital startup, but they can turn it into a bi-modal IT organization. Forty-five percent of CIOs state they currently have a fast mode of operation, and we predict that 75% of IT organizations will be bimodal in some way by 2017.”

Based on the results of the SAP Center for Business Insight study, Sondergaard’s prediction was spot on. As digital leaders dive into advanced technologies, 72% are using a digital twin of the conventional IT organization to operate efficiently without disruption while refining innovative scenarios to resolve business challenges and integrate them to stay ahead of the competition. Unfortunately, only 30% of less advanced businesses embrace this view.

Working within this bimodal architecture is emboldening digital leaders to take on incredibly progressive technology. For example, the study found that 50% of these firms are using artificial intelligence and machine learning, compared to seven percent of all respondents. They are also leading the adoption curve of Big Data solutions and analytics (94% vs. 60%) and the Internet of Things (76% vs. 52%).

Digital leadership is a practice of balance, not pure digitization

Most executives understand that digital transformation is a critical driver of revenue growth, profitability, and business expansion. However, as digital leaders are proving, digital strategies must deliver a balance of organizational flexibility, forward-looking technology adoption, and bold change. And clearly, this approach is paying dividends for them. They are growing market share, increasing customer satisfaction, improving employee engagement, and, perhaps more important, achieving more profitability than ever before.

For any company looking to catch up to digital leaders, the conversation around digital transformation needs to change immediately to combat three deadly sins: Stop investing in one-off, isolated projects hidden in a single organization. Stop viewing IT as an enabler instead of a strategic partner. Stop walling off the rest of the business from siloed digital successes.

As our study shows, companies that treat their digital transformation as an all-encompassing, all-sharing, and all-knowing business imperative will be the ones that disrupt the competitive landscape and stay ahead of a constantly evolving economy.

Follow me on twitter @vivek_bapat 

For more insight on digital leaders, check out the SAP Center for Business Insight report, conducted in collaboration with Oxford Economics,SAP Digital Transformation Executive Study: 4 Ways Leaders Set Themselves Apart.”


Vivek Bapat

About Vivek Bapat

Vivek Bapat is the Senior Vice President, Global Head of Marketing Strategy and Thought Leadership, at SAP. He leads SAP's Global Marketing Strategy, Messaging, Positioning and related Thought Leadership initiatives.