Enterprises operating in today’s post-pandemic world face priorities that previously were not considered. For example, many companies had to adjust to accommodating a remote workforce motivating leaders to embrace a hybrid IT model. 

Oftentimes it is difficult for IT leaders to support a new business model with existing legacy infrastructure. An option to consider would be to combine the best technologies through a hybrid integration model. 

Gartner defines hybrid integration as the ability to connect applications, data, files and business partners across cloud and on-premises systems. Even though the IT world is shifting to the cloud, a considerable amount of data and processes will continue to be managed on-premises.

Hybrid integration allows your legacy on-premises systems to align with cloud technologies. It enables improved connectivity throughout the enterprise and increases visibility into all your data.

Implementing a hybrid integration also offers a organization with an opportunity to improve business processes. 

As you build the roadmap for your hybrid integrations, you may want to strategize answers for the following questions:

  • What data and application functionality do your users need to work at peak efficiency and security? 

  • Are there organizational or regulatory requirements for storing data in on-premises systems?

  • Could you potentially leverage previous investments and extend the life of legacy systems with hybrid integrations to connect those systems to all other systems or those of partners and customers?

  • Do you have existing integrations?

  • Can your internal IT team maintain the existing integrations and integrate more solutions when needed, or should you outsource?

  • Is it a better use of your IT team’s expertise to support improvements to your organization’s core products and services, and outsource the complexities of hybrid integrations?

  • Do the solutions you’re connecting have APIs or EDI connectors?

  • Do you have a detailed plan for managing the various data standards, protocols and other integration elements to achieve seamless communication, analytics and process efficiency between all your systems?

  • What are your requirements for scaling the hybrid integration up or down as the business case changes, as data is processed on mobile or IoT devices, and across multiple private and public clouds?

  • What are your hybrid deployment requirements to run solutions on premises, in the cloud, or in combination?

  • Is your best option to use a hybrid integration platform (HIP) and if so, which one? Will your complex integration requirements still need outsourced development to maximize the HIP performance for your unique environment or workaround the HIP’s functionality gaps?

Hybrid integration allows organizations to unleash data and business logic from legacy systems to support innovation in customer and partner relationships, enhanced by powerful cloud solutions.

Here at Polyrific, we have a team of experts that can help you fully optimize your data and applications as you transition to a hybrid tech stack. 

Polyrific partners with clients to deliver hybrid integrations that achieve a fast return on value. Contact us today to explore how we can help you better leverage all your systems. Our team will augment your IT team and guide you to avoid setbacks in your hybrid integration and cloud migration projects.

Data is always at the core of every business and process, but data is not always perfect, and it can take time and effort to properly identify when something has gone wrong.

If you haven’t already heard the term “NoOps” as it pertains to enterprise software development and delivery you probably will soon. NoOps is an emerging movement that seeks to relieve a bottleneck created by traditional IT operations and on-premise application hosting by utilizing solutions rooted in automation and cloud-based infrastructure. At Polyrific, we have developed an outstanding NoOps solution called Catapult and we offer this article in hopes that it helps you better understand why Catapult is such a big deal.

From DevOps to NoOps

Perhaps the best way to begin understanding the NoOps movement is to first understand the DevOps movement. The term “DevOps” is an amalgamation of “Development” and “Operations” and refers to the interplay between software developers and IT operations during the process of deploying applications to the world. In every enterprise, it is necessary for these two departments to stay close to one another in order to best serve the needs of the business.

At most enterprises, responsibilities for developers generally include the following:

  • Work with stakeholders to understand the needs of the business
  • Distill those needs into requirements and specifications
  • Develop applications that fulfill said requirements

By contrast, IT operations are generally responsible for interfacing with network hardware:

  • Allocation & management of server resources
  • Fault planning & monitoring
  • Security & compliance
  • Device management

Obviously, applications that are developed to suit the needs of the business have to be deployed somewhere so that they can be consumed, and this is where the interplay between the developers and IT operations managers comes in: they must work together to take the developer’s work and deploy it to the world on their enterprise’s resources. This makes perfect sense if the picture were so simple but, as we will see in the next section, the reality is a bit more complicated.

Agile & Continuous Deployment

In the early days of enterprise software solutions, very few enterprises created custom software solutions or applications of their own. However, as workplace environments have become more dynamic and reliant on smart hardware and software solutions, the demand for the rapid release of custom software applications has grown dramatically. The Agile movement was largely a response to this exponential growth in application demand and it is founded on principles inspired by the Silicon Valley “fail fast & fail early” philosophy.  Gone are the days of months of planning, tedious software architecture design, and software release schedules following a waterfall schedule into a deployment phase that is given equal weight by the IT operations team. Today’s software development teams are expected to respond immediately to a seemingly never-ending stream of features and demands requested by the business.

Often, projects are started as bare-bones applications that are immediately thrust into production environments where they will be constantly updated and expanded upon as the business requirements evolve. This sounds great, but it presents a few challenges to software development and IT operations teams, especially with regards to the quality of the end-user experience and application uptime. To counter this, the development and ops teams employ a set of automation tools and checkpoints, collectively referred to as “Continuous Integration” or “Continuous Deployment” that smooth out the problems caused by rapid iterations in the software development life cycle. For example, when properly configured, and CI pipeline can trigger a series of automated tests whenever a developer checks in new code to ensure that the new code does not break anything or cause “regression” bugs.


The (Traditional) IT Bottleneck

Its operations experts are fantastic but, in our view, their role is best executed when the evidence of their work is everywhere, but their presence is not so apparent. A good server at a restaurant will keep your glass full and your food coming without you noticing them much at all and it should be the same with IT operations managers but sometimes–often through no fault of their own–this is not the case. Without considerable depth of automation in your software development life cycle (SDLC), it becomes necessary for the development team to spend significantly more time with the IT operations team in order to coordinate downtime, deployments, rollbacks, and so forth. This is especially true in the case of on-premise deployments. This close coupling between IT ops folk and the developers is bad for at least three reasons:

  1. It takes the developer’s focus away from understanding the needs of the business stakeholders
  2. It cuts into development time
  3. It can influence the engineering and delivery schedule of the application

Given the above, you can probably start to see where this is headed: interaction between development and IT operations should be automated so that the software engineers can remain focused on what they do best: delivering application-based solutions that serve the immediate needs of the business.

NoOps Produces Better Outcomes

So in order to respond to ever-changing demands of the business, development teams must be capable of quickly organizing the stakeholder’s needs into business requirements and then parlaying those requirements into working code that is tested, quality-assured, accepted by the end-user, and deployed into the production environment on a frequent and recurring basis without being slowed down or distracted by hardware and deployment challenges on the IT ops side of things. Does this mean that IT operations professionals must be removed from the SDLC? Of course not. What it does mean is that IT operations personnel should join forces with the developers to implement game-changing solutions that help to automate the business of getting the developer’s changes into production with very little interfacing required between development and operations.

In a NoOps world, developers don’t check with IT operations before deploying code or to schedule downtime. In fact, they don’t deploy code at all–they simply check their changes into source control and the rest happens automatically, behind-the-scenes, just like the server who always keeps your drink full without your noticing they were there at all. Similarly, developers do not need to request the allocation of new resources from the IT department. They can, in theory, “spin up” a new ecosystem of server and database environments for a special purpose app while they sit with the stakeholder during a requirements gathering session.

The Catapult Digital Developer & NoOps Solution

As previously mentioned, we have developed a software solution called Catapult that takes automation of enterprise software delivery to the extreme. Using Catapult, even non-technical stakeholders can create new application projects on a meta-level that immediately spin up server resources using popular cloud platforms such as Azure and AWS. Catapult then allows the entry of high-level data models in order to populate databases (or it can connect to existing ones) and generate, and deploy comprehensive codebases all without the user knowing how to write the simplest of SQL queries.

Like the restaurant server that deftly keeps your needs satisfied without making his or her presence known, Catapult allocates hardware resources, creates codebases, sets up source control repositories, allows stakeholders to manage content and seed test data, manages branching strategies, communicates with the engineering team members to let them know of code changes, and pretty much anything else a competent developer and IT operations professional on your team would do. That is why we refer to Catapult as the “enterprise digital developer”.

If you’d like to learn more about Catapult or any of our other software development solutions, please contact us or call us at 833-POLYRIFIC.


X-Ray vision. Telepathy. Telekinesis. These are the powers that have captured much childhood–and adult–imaginations since the first Superman comic book hit store shelves in 1938. Who hasn’t dreamed of being a superhero? Thanks to advancements in wearable technology, we might all have our chance. 

Back in 2015 wearable technologies, or “wearables”, hit the consumer market in a full-on assault led by tech giants such as Google, Apple, and Samsung. These tech giants bet big on fast consumer adoption resulting in record-breaking profits. . .and they lost. Then, something interesting happened that is rarely seen in the world of tech: enterprises began adopting technologies originally intended for consumers on a massive scale thereby keeping the market for the erstwhile “game-changing technology” alive.

DHL began incorporating smart glasses in the warehouse to speed up the process of picking orders, Quebec City International Airport equipped their duty managers with Apple Watches enabling them to receive real-time operational alerts with a quick glance at their wrist so that they can make better decisions and decrease delays, Buffalo Wings & Rings restaurant put the new Samsung Gear S3 to work notifying servers when customers need attention without requiring the use of their hands and shaving critical minutes off of the table-to-check cycle which boosts turnover and revenue.


The thing is, wearables solve a problem more critical to the enterprise than to the individual consumer: it multiplies the capability and productivity of a worker while keeping his or her hands-free. In essence, wearable technology gives workers an extra set of hands. In the case of Buffalo Wings & Rings, this means that servers are notified the moment that a new table is seated and immediately when service is needed. This translates to faster turn-around time on tables and, when boosting sales each night by 10-20% is the result, it’s pretty significant.

The use of wearables in the enterprise uncovers the potential to take leaps in productivity the likes of which have not been seen since the industrial revolution. Imagine equipping construction workers with smart glasses that allow them to see inside walls or underground so they can locate existing utilities or using smartwatches on knowledge workers to detect when they are at their desk (and therefore available for calls) or when they are becoming stressed or losing the ability to pay attention in a meeting which has carried on for too long.

Wearable technology is going to be the most popular trend in enterprises over the next couple of years with sales expected to reach $53.2 billion by 2019. This technology has many different workplace benefits and plenty of options available to suit the individual use-cases of almost any enterprise. In addition to smartwatches and glasses, smart clothing is now emerging. In March 2017, Levi’s and Google announced a partnership to develop a smart jacket that allows its owner to interact via gestures such as brushing a hand on a sleeve. This may sound silly at first glance, but imagine a field worker, soldier, firefighter, or any other type of worker who is wearing bulky clothing and possibly gloves that make interacting with a tablet difficult–to them, it’s not so silly of an idea.

Wearables also can collect myriad biometrics from their users which may or may not be the subject of privacy debate in your enterprise. Assuming that your employees are willing to grant access to their personal biometric data, there are many interesting insights that may come from it such as levels of stress and fatigue, including stress when in proximity to another specific worker.

Wearable technology indeed has the ability to grant superpowers to workers of all types in your enterprise. Your only limitation is your imagination (and ours if you hire us) but one thing is for certain: you will need a great technology consultant and application developer to make your vision become a reality and we want to be the consultant that helps you become a superhero in your enterprise.

PRO TIP:  Begin integrating wearable technology into your enterprise by identifying tasks that require employees to use their hands while at the same time requiring them to refer to various data sources. Whenever you find a situation like this, there is almost certainly a solution that can be provided by the use of wearable technology.

Please contact us today to learn more about wearable technology and how it can be used at your enterprise.