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As outlined in the previous post in this three-piece series, there are 3 fundamental reasons why many IoT projects fail:

• Lack of a solid IoT Value proposition
• Underestimation of the complexity of IoT projects
• Organizations not ready for the impact of IoT on their employees, processes, IT systems and business models.

However, we believe that each of these elements can be mitigated by implementing the appropriate plans and procedures which we will talk about further here.

We regularly brainstorm with our customers about the additional business value IoT can create. We observe as they dream about the potential for their business. 

It is an exciting exercise, but it generally leads to the same complicated outcome, namely setting up a completely new business with new revenue streams. 

Whilst IoT can most definitely be utilized in this manner there are simpler business models that can generate substantial additional value in much less time. 

In the next two articles, we will look at two distinct categories used to analyze different IoT business value drivers, namely:

• Operational Effectiveness
• Strategic Differentiation

Here I will address how Operational Effectiveness in relation to IoT can aid in improving HealthTech settings.

Operational Effectiveness

Operational effectiveness is one of the core objectives of enterprise and IT governance. Organizations are always seeking to maximize the efficient use of resources in their business operations. 

This is understandable as it pertains to quality and productivity across the board, as well as improving competitive positioning in the markets in which they participate. 

Operational Effectiveness deals with establishing and extending best operating practices. This includes the continuous validation and execution of those processes after they’ve been prepared and implemented.

IoT is often overlooked when it comes to analyzing Operational Effectiveness. Reasons for this vary, but the likely reason is that people overestimate the complexities. 

What we have discovered, however, is Operational Effectiveness in IoT initiatives can be very easy to implement and quick to provide value.  

Here are three areas where you can improve your Operational Effectiveness with IoT:

• Optimize Operational Performance
• Improve Risk Management
• Reduce Product- and Service Cost

Optimize Operational Performance

Operational Performance is the process of using real-time data to monitor and manage reporting. The desired result is to increase the operational efficiency of equipment, plants and logistics.

Some other areas Operational Performance can optimize are, 

• Asset and material tracking, 
• Connected operations intelligence, 
• Operations management.
• Real-time health monitoring.

The key to Operational Performance is utilizing real-time data which is supplied by IoT. 

“Real time analytics refers to the process of preparing and measuring data as soon as it enters the database. In other words, users get insights or can draw conclusions immediately (or very rapidly after) the data enters their system.”

Sisense

There are various benefits that come with using real-time data.

• Quicker response times to potential incidents.

Response time in the medical environment is critical to success and failure. According to Safety.com, medical emergency response times across the US range from 5.4 to 11.6 minutes.

In relation to internal operational performance, IoT also has the potential scope to improve elements such as patient tracking and care.

• Ability to stay agile during project implementation.

Project implementation can rise and fall on management agility. If organizations could identify project issues and pivot before failure, they could greatly decrease resource wastage.

• Greater cost efficiencies. 

Along similar lines, real-time data can identify potential opportunities for cost-savings.

These each aid in achieving the main objective which is, Operational Effectiveness.

Improved Risk Management

Risk Management has a much higher profile in current management protocols in contrast to operational performance and reducing costs. 

We all fear risk in business. Whether the risk is financial, loss of market share, loss of personnel, or something related. It all effects business growth.

Lack of business growth can result in irrelevance. This is where real-time data can show its true strength.

Real-time data can provide businesses with critical information that they can then use to proactively identify and mitigate many of these risks. 

Risk Management consists of the following elements, expressed in chronological order:

• Identify potential and imminent threats.
• Assess the vulnerability of critical assets to these threats.
• Determine the risk (i.e. the expected likelihood and consequences of threats on business assets).
• Identify ways to reduce those risks.
• Prioritize risk reduction measures.

By analyzing the above elements with real-time data, a business can then develop a risk register.

A risk register presents these elements in a manner that management can use to measure potential threats.

This register will list things such as identified threats, the likelihood of their occurrence, the cost of risk prevention and any related costs involved if a risk should eventuate. 

Overall, the expected likelihood and consequences of risks are reduced. 

Real-time data will also provide a better audit trail concerning any compliance risk.

Reduce Product and Service Cost 

Reducing product and service costs are always high on the priority list for Healthtech businesses.

Reducing costs can be addressed by implementing proactive procedures and policies. These procedures and policies can help in numerous ways. 

One such way is optimizing the service and product development processes.

By utilizing real-time data Healthtech businesses can examine products currently under development and provide a quality analysis that can for instance shorten the product development lifecycle. 

The below graph by Jabil illustrates the average product lifecycle for healthcare solutions between 2018 and 2020.

Similarly, the service and support area can utilize real-time data to improve monitoring and diagnostics, condition-based predictive maintenance, and warranty cost management. 

It will also aid in validating remote service concepts and facilitating customer self-service. 

One such remote service concept was mentioned by Business Insider. They described the concept stating,

“This type of patient care leverages connected devices with IoT sensors to offer providers a continuous stream of real-time health data such as heart rate, blood pressure, and glucose monitoring.”

Conclusion 

Within the Healthtech sector, IoT boasts great promise. But it will take numerous policies and procedures to bring about superior results from new innovations.

We believe that value drivers such as operational effectiveness are the answer.

Examining operational effectiveness can give insight into the different opportunities your connected product can provide.  This will help in identifying low hanging fruit that your business can benefit from. 

By utilizing real-time data provided by connected IoT devices, results can be presented to a potential or existing customer and used to support decisions made by the company’s senior management. 

The Internet of Things (IoT) claims huge promise and potential in all industries. 

A new update by the International Data Corporation (IDC) World Wide Internet of Things Spending Guide shows IoT spending growing 8.2% year over year to $742 billion in 2020. 

The IDC expects global IoT spending will return to double-digit growth rates in 2021 and achieve a compound annual growth rate (CAGR) of 11.3% over the 2020-2024 forecast period.

These are staggering numbers. Consider that AI will “only” be reaching an estimated $100 billion by 2024.

Granted, these technologies are different in many ways, but the fact remains. IoT is progressing at unprecedented rates.

One of the industries where IoT has been growing rapidly in 2020 is Healthcare, with a growth rate of 14.5%. 

Overall, it is estimated that 30.3% of all IoT devices will be used in the healthcare industry, which, according to Intel, is the second-largest IoT consumer.

According to a survey of the Healthcare industry conducted by Microsoft, 89% of workers surveyed said they have a project in either the learning, proof of concept (POC), purchase, or use (i.e., fully implemented) phase. 

Healthcare workers have high expectations of this tech.

However, despite its huge potential, many organizations still struggle to find success with this powerful technology. 

Many of us will have observed promising ideas that did not make it past the PoC stage. Furthermore, even if they made it to production the overall result was underwhelming. 

In May of 2017, Cisco was indicating that IoT initiatives average a failure rate of 75% and in July of 2019, Microsoft stated that 30% of IoT projects fail in the proof-of-concept stage.

So, what is the reason behind this high rate of failure?

We can summarize this into 3 categories:

• Lack of a solid IoT Value Proposition
• Underestimation of the complexity of IoT projects
• Organizations not ready for the impact of IoT on their employees, processes, IT systems, and business models.

Lack of a Solid IoT Value Proposition 

Many of us would be aware of the rapid growth at which devices are being connected. This number is likely to increase in the future.

Whilst IoT presents intriguing possibilities around the connectivity of devices, it doesn’t mean that they should be connected.

Research from Capgemini mentions that 50% of the cause of failure is due to a lack of clarity around the purpose of the project.

This then gives us a clear indication that businesses are not spending enough time defining their Value Proposition (VP) before moving to PoC. This is a critical mistake as a VP is critical to any successful IoT initiative.

Let’s dissect this further.

Businesses need to start with the WHY (defining your IoT Value Drivers) before they focus on the HOW. 

For example, imagine you are trying to provide a solution around washing powder levels in the “everyday” home. What value is created and for whom, by knowing that you run out of washing powder? 

Is the value of knowing washing powder levels enough to justify the cost of building, implementing, maintaining, and using such an IoT application? 

The unfortunate reality is if customers are not benefiting enough from IoT initiatives, the businesses won’t benefit either. 

“IoT creates value when the intelligence improves industry, making operational insight actionable. IoT is most valuable when it changes business processes through innovation, automation and orchestration, reducing often manual, labor-intensive or invasive tasks, minimizing data anomalies, adding value and productivity to workforce activities, improving customer experience and employee engagement. Further, IoT adds value by reducing risk, reducing costs and reducing working capital requirements, all of which can have a material, measurable impact on an organization’s financials”

Craig Rock | Forbes Technology Council

Underestimation of the Complexity of IoT Projects 

Whilst IoT harbors immeasurable potential, it does increase complexity. 

This wouldn’t be an issue if organizations had the resources and infrastructure to cater to such complexity, but unfortunately, many underestimate the requirements.

The very nature of IoT creates a chain of dependencies. Each technological element is dependent on the other to succeed in its task in order to bring value to users.

An update in the firmware of one piece of the technological chain, for instance, can have consequences on the whole system. As such, the design and development phases must be strategically planned to circumvent these repercussions.

The chain is only as strong as its weakest link. 

“The complexities that companies experience building out and maintaining IoT infrastructure has hindered growth of the sector, leading to the failure of as many as 75 per cent of IoT projects”.

Philippe Guillemette, Chief Technology Officer, Sierra Wireless.

To add further to an already complex system, the value of IoT is in the information produced by the devices (sensors, actuators, and connectivity). These sensors collect vast amounts of data, which needs to be processed and managed. 

In order to draw value from this data, it must be integrated and analyzed at increasingly demanding velocities. Furthermore, this integration and analyzation needs to be conducted across multiple channels.

This is why implementing a proper IoT framework, including a clear data strategy, is crucial to a successful IoT initiative. Only then can an organization design and discuss the interdependencies. 

Organizations not Ready for the Impact of IoT on Their Employees, Processes, IT Systems, and Business Models. 

Many organizations don’t realize that the impact of IoT reaches further than digital technology. It has the potential to disrupt employees, processes, IT systems, business models, and customers. 

The introduction of IoT in the workplace will change the core of the organization — its standard procedures, daily operations, and larger functions. 

Opinions on the effect of IoT on the workplace have been mixed. 

Whilst fears of job reductions due to IoT automation have been expressed by analysts across the globe, there can be a case made for an increase in employment for the digital expert.

Every company that wishes to confront and implement complex IoT frameworks will have to invest deeply into the digital knowledge of their employees. 

According to a survey carried out by Microsoft, 29% of companies see the availability of resources and lack of skills as their major IoT challenge.

Digital literacy and data analytics will likely become among the top priorities of organizations investing in integrating IoT in a meaningful way. 

Conclusion

Whilst the statistics show mixed results it would be naïve to disregard IoT as a valuable tool for organizations in the future. 

We still have much to learn about its’ potential and how to use the technology to drive value for businesses and users. A framework such as IoT value drivers may be the tool required to tame its complexities.

Needless to say, if a cornerstone industry such as Healthcare can help to explore the possibilities IoT may very well find itself providing value in other industries soon.

We will just have to wait and see.

The science fiction of yesterday is the reality of today. Imagine your driverless car pulling up to your house. You get out of the car and walk to your front door, you unlock your smart lock with just your thumb. The smart lights come on automatically as you walk through the house, the temperature is regulated by your smart thermostat. Your glucose monitoring system beeps, warning you that your glucose level is low. You say ‘Alexa, play some Bach’ and music fills the room as you start to prepare a snack…    

The Internet of Things (IoT) and artificial intelligence (AI) are rapidly transforming many aspects of our daily lives. With everything from virtual assistants like Siri and Alexa, to blood pressure monitors and other wearable devices, to smart locks, smart lights, smart thermostats and other smart appliances, to connected and autonomous vehicles, few of us in the developed world can claim to be unaffected.

Wearable technology is part of this exciting and quickly expanding sector. According to Grand View Research, the global wearable technology market size was valued at US$ 32.63 billion in 2019 and is projected to expand at a compound annual growth rate of 15.9% from 2020 to 2027. Wearable fitness devices, such as activity trackers and smartwatches, are increasingly popular among consumers. An example of this trend is Google’s acquisition of Fitbit, Inc. (US consumer electronics and fitness company) for a hefty US$ 2.1 billion. But it’s not just the big players who can reap the benefits, there are many exciting opportunities for both start-up and mature companies.

More and more, wearable technology is moving towards the healthcare sector and the line between wearable devices and wearable medical devices is not always clear. There is potential for companies to join this growing market, but it may seem difficult and complicated. There are regulations and standards that need to be respected, which means that companies developing wearable technology need to be clear about what wearable medical technology is, and whether they are crossing the line into that domain.

So, if you are thinking of entering this market, here are a few points to consider:

Know what a wearable device is

Wearable technology, wearable devices or wearables are smart electronic devices worn on or close to the skin to detect and monitor body signals such as vital signs and ambient data, giving feedback to the wearer. They are in fact tiny wearable computers. A popular example are activity or fitness trackers. These devices or apps measure activity related data such as distance covered, heart rate and calories burned, helping the wearer meet their daily fitness goals.

Know what a wearable medical device is

A medical device must have a medical purpose. According to the EU’s Council Directive 93/42/EECof 14 June 1993 concerning medical devices, a medical device is “any instrument, apparatus, appliance, software, material or other article, whether used alone or in combination, including the software intended by its manufacturer to be used specifically for diagnostic and/or therapeutic purposes and necessary for its proper application, intended by the manufacturer to be used for human beings for the purpose of:

• diagnosis, prevention, monitoring, treatment or alleviation of disease,
• diagnosis, monitoring, treatment, alleviation of or compensation for an injury or handicap,
• investigation, replacement or modification of the anatomy or of a physiological process,
• control of conception,

and which does not achieve its principal intended action in or on the human body by pharmacological, immunological or metabolic means, but which may be assisted in its function by such means”.

Some examples of wearable medical devices are:

• Wearable devices for diabetics. They include continuous glucose monitoring systems (CGMs) that provide real-time glucose readings and automated insulin delivery systems such as insulin pumps that automatically adjust background insulin (example Medtronic).
• Wearable cardioverter-defibrillators (WCD) for heart patients who are at risk of sudden cardiac arrest. The WCD can detect dangerous arrhythmia and deliver high-energy shocks to save the patient’s life.

Understand that software can be considered to be a medical device

As can be seen in the above-definition of a medical device, software could be considered to be a medical device. Directive 2007/47/EC states that “it is necessary to clarify that software in its own right, when specifically intended by the manufacturer to be used for one or more of the medical purposes set out in the definition of a medical device, is a medical device. Stand alone software for general purposes when used in a healthcare setting is not a medical device”.

What this comes down to is:

1. Software embedded in medical devices must meet the same
2. criteria and certification as medical devices.
3. Stand alone software for generic devices can also be considered to be a “medical device” (as defined above – Council Directive 93/42/EECof 14 June 1993 concerning medical devices). So if you create an app that is used for diagnostic and/or therapeutic purposes, it will be considered a “medical device” and subject to the same regulations and standards as medical hardware devices.  
4. General purpose software, even when used in a medical environment, is not considered to be a medical device. For example an app providing reference information for a patient or physician; an app connected to a wearable fitness device to monitor the general well-being of someone and not a specific disease; and software for non-medical purposes such as e-mailing, word processing, web messaging etc

Certification process

The production of medical devices requires compliance with regulations and standards that ensure the safety and efficacy of the devices.

In Europe, the most relevant regulation for this category of devices is Regulation (EU) 2017/745 on medical devices (MDR). In the United States, the U.S. Food and Drug Administration (FDA) has the Quality System (QS) Regulation.

ISO 13485 is an internationally recognized Quality Management System (QMS) standard for producing medical devices. Compliance with ISO 13485 is often seen as the first step in achieving compliance with European regulatory requirements.

In 2018, the FDA annoucned its plans to harmonize the FDA QS Regulation and ISO 13485.

If you’re involved in the development, design, distribution or servicing of medical devices, being ISO 13485 certified demonstrates that your company’s QMS is designed to deliver consistent, high quality products.

As is the case with other ISO standards, organizations wishing to obtain the formal ISO certification need to go through a learning process, then put in place the adequate management systems and seek certification through an accredited body. This can be a lengthy and costly process.

Partners can help

All this may seem like a lot to take in and quite complex, especially when it comes to regulation and certification. But, did you know that if you want to design and make medical devices, you could also work with a certified partner?

Thaumatec is ISO 13485 certified to build software for medical devices.

So, if you’re planning on designing a medical wearable – or transforming an existing wearable into a medical wearable –  but do not have the necessary certification, get in touch with us and we’ll use our knowledge and certification to help you out.

In our next blog post we’ll take a closer look at regulations and standards, in particular, ISO 13485 and the EU MDR.

The pandemic struck in 2020.  Corporate strategies morphed from focusing on development to survival.  Items like allowing employees to work from home and online e-commerce became a strategic IT priority. Hence, despite the pandemic, it was business-as-usual.  The concept of working remotely made many organizations realize that the proximity of their business partners and suppliers is not that crucial as it was thought to be. In most cases, local partners and suppliers were favoured over international companies. A local business partner has the advantage of being in the same jurisdiction, observing the same laws and regulations, operating the same currency, and speaking the same language.   

However, in most situations, looking for the best partners internationally can bring huge benefits to a business in optimizing quality, availability, and cost. This is especially true when it comes to software development.

Initially, there were technical concerns but improvements in the quality and availability of international links and supporting technologies such as Zoom have reduced them significantly. 

There is a concern that working remotely can bring communication and coordination issues, particularly in multi-cultural environments.  We have been working in the international arena for over fifteen years, gaining significant experience and have developed a 10-stage approach that we apply to each project to ensure maximum cooperation. 

The 10-step approach is as follows:

1. Start with a test project with measurable goals and objectives. 

A successful international cooperation initiative starts with self-contained, relatively brief projects with clear requirements.  Application module projects where costs or time-to-complete schedules are known to provide an excellent means for testing the deliverables and measuring results.

2. Ensure internal buy-in and involvement. 

Without the buy-in and active participation of internal stakeholders, it is impossible to create the type of collaborative environment that characterizes successful international cooperation initiatives.  The continued involvement of internal stakeholders with the knowledge of potential risks and rewards of international cooperation is important.

3. Review and document internal processes. 

A common problem in working with international partners is that internal organizations often operate under informal processes described in the local language, making it difficult to collaborate with outside suppliers. Before selecting a third-party supplier, a company should assess its internal processes and identify and document where functions intersect. The company should also document how information flows throughout the internal software development life cycle.  This will provide an opportunity to refine and adjust internal processes where necessary. 

4. Assign a dedicated project manager. 

Assign a dedicated client project manager, a single point of contact, to serve as the focal point throughout the entire project life cycle right from the planning and request for proposal (RFP) phase to acceptance testing and implementation.  Additionally, this individual should be an experienced manager to work closely with the international counterpart to solve day-to-day operational issues.

5. Ensure organizational fit. 

It is also important to virtually meet with the individuals who will be working remotely to get a sense of how they will fit into the internal culture.  Reviewing the qualifications of prospective team members should be part of the process. 

6. Fulfilment of documentation. 

Even with close and informal collaboration, it is important to have well-documented roles and responsibilities stating precise project requirements and clear project milestones.  A clear statement of deliverables is needed for project closure. 

This practice also applies to project tracking and oversight, configuration management activities such as version control, backup, and recovery and all other facets of the process. 

7. Establish a secure infrastructure. 

Co-operating internationally requires a secure communication infrastructure and the use of collaboration tools such as email, chat, and intranet-based project Web sites. Choosing how work will be distributed and the specific development and network infrastructure should be done in line with the client’s security policies and development processes.

8. Allow ample time and resources for knowledge transfer.

Knowledge transfer is a vital part of the process.  It not only ensures that the supplier’s staff members understand the client’s software but also contributes to the creation of a collaborative work environment that continues even after the completion of the project.  Additionally, long-term contracts that specify a periodic rotation of staff create a flexible yet knowledgeable base from which resources can be quickly drawn as needed.

9. Acknowledge that cultural understanding is a two-way street. 

It is an absolute necessity in multi-cultural environments that employees be able to adapt and work effectively in other cultures. However, multi-cultural enterprises need to be aware of cultural issues such as if disagreements can be raised and how they are resolved. Some companies conduct internal cross-cultural training to create awareness around such issues. 

10. Organize meetings and monitor performance and stakeholder satisfaction. 

Regular project status meetings in which the client and supplier team members review schedules and deliverables and resolve open issues are an essential part of international cooperation. They enable clients to stay on top of and maintain control over projects as well as track supplier performance.

RustFest Conference in  Barcelona came to an end, so here is a summary of it.

Saturday

Saturday started with a keynote about the benefits and pitfalls of Rust adoption. The economic gain from the safety Rust offers is now beyond question but some new potential problems are just around the corner. One of the most interesting challenges discussed was what will happen and how to react when the language becomes mainstream and it won’t be used just by a group of loyal enthusiasts but also by unaware developers who happened to join a project based on this sometimes very demanding and difficult language.

A big surprise was to hear about the process of Rust adoption in China which sadly isn’t going well. All the beloved Rust tools like cargo, rustup, and crates.io are literally unusable there because of the Great Firewall. What’s worse the Chinese online Rust community is heavily fragmented because of the monopoly and constrains of certain web communicators.

The first day concluded with a workshop session. I was lucky to book a place on the introduction to embedded development in Rust which received a great deal of interest, causing a long wait-list to emerge. In my case, bare-metal programming with Rust on LPC845 board turned out to be a partial success: the LED was blinking, the state of the button remained a secret.

Sunday: Strange Surprise

Sunday started with a great talk about crowd-sourced, Rust-based train schedule information service from South Africa. What stuck to my mind was that there was no need to back up the state of the service in a database for the possibility of a crash, because the service simply never crashes and it’s only restarted every couple of months because of updates. Great advertisement for Rust! Not to mention the memory usage after switching from Kotlin to Rust was reduced by the factor of 40.

Strange as it may sound RustFest day 2 included also a live music concert! The music was generated using commands of a simple DSL typed by the presenter in the browser running a Rust+WebAssembly web page of his creation.

The Best Comes to Those Who Wait

The conference took place just after the long-awaited async/. await feature had been stabilized so of course, this hot topic was also present in the program. First, the audience learned about the basics of async-std which is, as the name suggests, asynchronous implementation of the Rust standard library, in which not a single potentially long-running operation is blocking until specifically asked to. Just after that, we received a deep insight into how the Rust compiler optimizes the async functions and makes them zero cost.

The day ended with another workshop session and this time I was implementing a 2D game starring (obviously!) a crab – the Rust mascot.

The goal of this project was to experiment with Rust bare-metal programming by implementing a simple game. The chosen hardware platform was STM32F4DISCOVERY. It is similar to F3 DISCOVERY from the official embedded Rust tutorial however, it has some additional features like analog-digital converter required for the snake to be controlled with a joystick. The game is displayed on a 96×64 OLED screen using the SSD1331 controller and SPI interface. In the process of development and debugging two additional versions of the game were created: one with text-based UI for running the game in a terminal and the other one using a game engine called Quicksilver. Quicksilver is capable of targeting WebAssembly, which means the same game can be played both on the microcontroller and in a web browser. Implementation of the game. Embedded HAL  hides a lot of details and allows us to interact with the hardware on a relatively high level of abstraction.
Some remarkable issues are:

* Development without OS and allocator requires #![no_std] flag but Rust’s native test framework depends on standard library facilities. To keep unit tests in the same file as the source code (which is Rust’s convention), a conditional compilation was required.

* Lack of dynamic memory allocation makes it difficult to parameterize application code with the size of “things” – everything has to be set at compile time. It is a problem when unit testing or targeting different screen sizes. The easy solution for this would be to use a feature named “const generics“ which, unfortunately, is not yet fully implemented in Rust. Luckily there is a workaround in the form of crate generic_array, but overall Rust still has to catch up with C++ in this subject.

* Important thing one has to remember when developing with Rust is that the difference in performance between debug and release versions is huge. In the case of this game and microcontroller, the debug version was unusable.

For more information follow the link below:

Once again Microsoft does it again, just yesterday they revealed a “brand-new limitless analytics” called Azure Synapse. The grand revelation took place at Ignite 2019. However, the real question is what does this brand new Azure Synapse do?  As Microsoft would say, “Azure Synapse brings together enterprise data warehousing and Big Data Analytics”. Nevertheless, organizations can use their data quickly, by pulling together insights from all data sources, data warehouses, and big data analytics systems.

Pros of Azure Synapse

1. Azure Synapse Analytics makes building and operating analytics solutions a simple, intuitive and no-code experience.

2. It empowers users to analyze data quickly while bringing high performance and unmatched scale.

3. Project timelines can be measured in hours not months.

4. Enabling Power BI and Azure machine learning is simpler.

5. It provides a unified workspace for data preparation, data management, data warehousing, big data, and Artificial Intelligent tasks.

Feel no Fear

However, you might feel worried about how your business will adapt to this new technology? Feel no fear, your business can continue running with its current data workloads in production today with Azure Synapse and will automatically benefit from the new capabilities. Azure Synapse is all about putting in the information a lot faster, productively and securely. Pulling together insights from all data sources, data warehouses, and big data analytics systems. Integration is a must!

What Lies for The Future

Azure Synapse is breaking boundaries, they want to make data accessible, usable and actionable to organizations, furthermore, they want to make professionals deliver that information as swiftly as possible on a large scale.

Last Words

In the world we live today, the role of IT and developers is becoming increasingly important, however, here at Thaumatec, we are up-to-date in new revelations and technologies so we can deliver them to you. After all, we make the future matter and connect to you.