I remember the day like it was yesterday. Pac Man had finally arrived on the Atari 2600.  It was a clear and sunny day, but it was slightly brisk. My dad drove us down to the video store about three miles from our Michigan house. If I remember correctly, the price for the game was $24.99.  It was quite expensive for the day, probably equaling a $70 game in today’s market, but it was mine. There *was* no question about it. If you purchase a game, it’s your game… right?

You couldn’t be more wrong.  With all the licensing agreements in games today, you only purchase the right to play it. You don’t actually “own” the game. 

Today, game designers want total control over the money that comes in for a game. They add in clauses that keep the game from being resold, rented, borrowed, copied, etc. All of the content in the game, including the items you find that are specifically for you, are owned by the software developer. Why, you ask, do they do this? It’s all about the money.

This need for greed started years ago, when people started modifying current games on the market. One of the first games like this was Doom. There were so many third part mods made, but because of licensing agreement, none of these versions were available for resale. The end user, or you, had to purchase Doom before they could even install the mod.  None of these “modders” were allowed to make any money off their creation.

In the ever changing landscape of software programming, it is not surprising that developers and employees have a different set of preferences for desired skills.  However the number one language that developers want to learn according to a survey of developers by technical recruiter, Hacker Rank is Python. This is not a surprise considering that Python has been in demand for several years and programmers tend to really enjoy this language for clear syntax, good OOP support and great shortcuts. Python, named “the language of the year” in 2007 and 2010 in the TIOBE Index and has climbed to #4 status in May of 2018.

According to the study, employers want developers who:

-  Have problem-solving skills, such as the ability to break down large, complex problems.
- Are proficient in their programming language and debugging.
- Can design systems.
- Can optimize performance.
- Have experience in reviewing and testing code.
- Are proficient in database design

Surprisingly, formal education is not the deciding factor when it comes to what companies care about the most. People with computer degrees or certifications on a resume are not necessarily a first choice for hiring managers. Others that have years of experience even if those individuals are partially self-taught in the field stand to be taken seriously in the field.   For those individuals with a passion to learn and master a skill, there are ample opportunities with smaller to mid-sized companies.

Some interesting FAQ’s from the study:

    On average, developers know 4 languages, and they aspire to learn 4 more.
    Younger developers between 18 and 24 plan to learn 6 languages.
    Folks older than 35 only plan to learn and additional 3 languages.
    The top languages developers said they will learn were, Go, Python, Scala, Kotlin, and Ruby.
    There is a large gap between employers seeking developers that know React than there are folks that can do it.

So, Why Learn Python?
It is now the most popular introductory teaching language in U.S. universities.  Python is easy to use, powerful, and versatile, making it a great choice for beginners and experts alike. It allows you to think like a programmer and not waste time understanding difficult syntax that other programming languages can command. And, because of its rapid growth, many developers contribute to the Python community and share Python libraries making creativity that much more a reality

Information Technology (IT) tools are here to support your business in the global market. Effective communication is key for IT and business experts to collaborate effectively in search of solutions. Consulting, reaching out for help to a third-party, can bridge the gap between your business marketing experts and IT operations experts, especially with the emergence of big data analytics and its implication on the global market. Having the right consultants equipped with business knowledge and data technology expertise can make a difference.

Your marketing organization is probably familiar with digital tools and conducting global research. Its results can uncover the journey customers take to purchase your products or use your services. It can highlight the pain points and frictions that prevent their experiences with you to be delightful and amazing. Armed with this knowledge and beautiful compelling presentations, marketing executives expect that IT operations leaders will translate these insights into actions.

But people in IT operations are too involved in meeting key performance indicators that have nothing to do with the end customers. Meeting requirements of faster and cheaper don't translate very well into customer satisfaction. A classic breakdown in communication is described in a Harvard Business Review article, “A Technique to Bridge the Gap Between Marketing and IT.” The author goes on to describe how a new CIO at a bank found IT to be focused on the internal organization as their customers, rather than the real end customer. Moreover, no one was looking at the incident reports which clearly showed that incidents were increasing. And nobody looked at what these incidents were doing to the bank’s customers. The startling and scary numbers of incidents were caught and addressed and brought down from 1,000 to 600 or (40%) and later to 450 per week.

Surprisingly, these type of seemingly isolated scenarios are still being discovered within organizations presently, sometimes internally, and through third party insights such as consultants.  By engaging consultants to provide a perspective based on what they’ve experienced before, they can often bring new and innovative ideas or possible challenges to the table that an internal processes probably wouldn’t have been able to see on their own.  Often, third party input can help to provide the translation needed to go from marketing research results into actions that IT operations can understand and make sense in their high-performance culture. When companies understand and use this knowledge to reassess how to improve their customer experiences, they work backward from what customers want to achieve significantly higher improvements. 

IT and business management are more and more being asked to move away from their traditional roles, such as IT being the "technology infrastructure gatekeeper", and instead become enablers across the enterprise of effective collaboration, big data consumers, and key players in driving desired business outcomes. Marketing leaders look to technology as a way to facilitate the customer's journey and his positive experience of it, bring more clients, and meet increasingly higher loyalty goals. They rely on IT projects to enable big data-based behavioral targeting anywhere in the global market. This means projects to analyze search engine results, improve website personalization and optimization, and building of mobile applications for a more personal experience. All these are projects that consultants with their communication, consulting and technical expertise are well prepared to help in order to bridge the expectation gap between IT and other business organizations.

In order to meet these 21st-century business challenges, Information Technology organizations have been transitioning from waterfall stage-gate project management approaches to agile development. The stage-gate method applies a step-by-step approach where waiting, reviewing and approving are required before moving to the next step in the project. Agile management emphasizes collaboration, no decision hierarchies, and few people roles for making quick, customer-focused small changes over time to deliver solutions that delight and amaze customers. Agile development has allowed many businesses to respond quickly to changing customer desires and expectations. But moving to continuous delivery is a struggle requiring focused, dedicated teams that are not well suited to the traditional matrix organization where people are resources whose time must be "chopped" into many pieces and shared among many projects. Agile teams meet frequently as often as daily but never waiting more than a week to do so.

Marketing people are externally focused. IT people are internally focused. The first works with customer emotions. The second works to increase efficiency. Big data analytic tools are used by the first and supported by the second. Consultants can be the glue that helps both come together in effective collaborations that deliver positive business outcomes in both global and local markets.

Different programming languages gain popularity for different features.  Java tutorials have proven particular popular over a long period of time, thanks to a diverse group of strengths inherent to the language itself.  Let’s examine some of the basic elements of Java, and find out what it is both powerful and popular:

·         WORA – Write Once Run Anywhere is a programming ideal that has never been effectively achieved.  The goal is to be able to write code a single time, and have it deploy in the same way across multiple platforms.  Although it is still an ideal, proper Java tutorials exist that demonstrate how we are moving closer to success.

·         Object-Oriented – This programming philosophy designates that there is no coding that takes place outside established class definitions.  A large class library is also available right within the core language pack.

·         Compiler plus Interpreter – Once you have written your code, you can compile it into bytecodes which are then fed into a JVM, or Java virtual machine.  You can then follow popular Java tutorials to see how you can extensively debug your code using this functionality.