What is Kubernetes in the digital ocean

Now is the right time to transform!

Low interest rates, Corona recession, digitization pressure - exactly the right phase to set the course for the future and take the transformation into your own hands - as our CTO Jörg Treiner thinks.

In times of rapid change and uncertain markets, strategic decisions for the digital future seem incredibly difficult. These questions arise:

  • Where are suitable starting points for a transformation process?
  • What skills do your own employees need?
  • Will your own business model still exist in the near future?

Cherrypicking leads to futile efforts

I often observe how answers are being sought in the current technology charts or in the over-ambitious implementation of agile approaches. This approach quickly becomes cherry picking. The projects in question often end up as a beacon in an ocean without a land. That means the gain in knowledge - the useful learning - for your own company is almost zero.

Another obstacle are in vain efforts: What does it help to operate a Kubernetes cluster in your own data center if essential self-services such as contract information cannot be offered to customers online?
These supposedly easy to recognize misfocusing can only be recognized in practice when the first agile teams begin to develop MVPs and the necessary basic infrastructure then has to be provided by an agile team, which is very expensive and more or less "ad hoc". This is to be avoided.

Strengthen the muscles that are essential for survival: Generate value-adds

An essential answer is to reduce your own energy requirements for muscles that enable basic movements. Nobody wants to spend energy on things that do not generate an advantage - the so-called value-adds are wanted.

In order for value adds to be generated, a transformation approach must answer the question of how one can free oneself from unnecessary weight. Insurance platforms take away the unnecessary ballast. They provide customer data, products and processes as an infrastructure service. The use of such platforms generates energy for shaping the future - instead of preventing it.
In contrast, frequently encountered, technologically oriented "IT modernization programs" lead to continuously high costs - but not significant advantages.
When technologies become obsolete every two to three years, as is currently the case, modernization has no goal, but in reality is very expensive maintenance of one's own infrastructure. This endless loop must be interrupted.

Leveraging and bundling forces for the transformation

Platforms often promise quick and successful success in the transformation marathon. However, this redesign often comes to a standstill after the first power plays: low-code platforms that do not scale with the complexity of the insurance products and processes after quick initial success, innovation platforms that impair operational efficiency due to deficient integration approaches or rapidly increase customizing efforts for local market conditions entire transformation programs to a standstill.

Hence, it is a must to look at the design principles of the voting platform:

  • Volume transformation
    The platform must be able to transform today's business model:
    A wide range of functionalities, benchmarkable cost ratios and a decoupling of necessary reinvestments in order to keep the platform state-of-the-art are essential prerequisites.
     

  • Decision-making autonomy
    Every company is facing its own transformation challenge and must answer these requirements for itself. It is therefore all the more important that possible solutions do not limit or restrict the scope for action, but expand it. For example, a conversion process can be started via a cloudification, an API project or a migration. Platforms are therefore necessary that allow fundamentally different transformation starting points and at the same time ensure that as a result the various activities converge architecturally in order to meet the requirements of digital “simplicity”.
     

  • combine forces
    So-called coopetition models are becoming more and more common in the market: Insurers cooperate in a non-differentiating market area: Together we are simply stronger!
    In order for these models to work, the partners need an open and neutral platform that enables digital solutions to be implemented quickly and efficiently under fair framework conditions.
     

Why you should choose a platform

The question remains why one should make a big decision for a platform now of all times: I think that precisely the point of view that it is a big decision is the key to the answer.
Transformation is a marathon, a series of many small steps. Easier luggage, a strong team and the possibility of flexible routes are helpful here. The right platform therefore offers support for a wide range of situations without restricting future options.


Let us shape your future together
Would you like to see our products and services in action or find out what we can actually do for your company? Contact Paul Rusu ([email protected]), Head of Sales, directly for a no-obligation discussion.