Skip to main content

Iona Technologies



·       Iona was founded in 1991 by Chris Horn, Sean Baker and Anrai O’Toole

·       The company progressed from a Trinity campus company, releasing Orbix in 1992 and going public in NASDAQ in 1997

·       Trinity College Distributed Systems Group (DSG) was a small group of academics and engineers conducting research and development into the problem of inter-network computing systems, essentially connecting systems which were developed as independent systems to work and communicate with one another

·       Their research was initially supported by Trinity and then the EU

·       They took a brave leap from academic to the commercial world due to the attractive opportunity of industries like banking and telecommunications embracing networks and internets

·       Iona found that their customers had many systems which they had invested heavily in and what they really needed was a solution to tie these systems into a unified whole

·       It was Ionas mission to supply the technology toolkits and solutions that allowed them in essence to bring these together. This led to the company releasing Orbix

·       The amazing thing about Orbix was that it could link systems together regardless of their operating system, legacy etc.

·       Let’s for example, look at an airline company. Airlines rely on many systems e.g. catering, luggage offboarding, passport control which were all presumable built as individual systems with no regard for intra-operability. With Orbix, if the airline was running late and needed to be diverted to a new gate, they could communicate this to all systems despite their legacy and operating systems rather than having to update each system individually

·       The main issues Iona faced in my opinion is the transition from campus company to a large company with over 1,000 employees in Dublin, Boston and Perth

·       Through the course of the three case studies, we see them transition to a company who enjoyed after work drinks in a small bar on Baggot street to one with a culture identity crisis who had lost its “everyone knows everyone” culture

·       We can see that they are a customer centric organisation. The customer feedback loop is paramount to their success

·       We see employees on client site assisting in bug fixes and patch repairs without formally documenting these to communicate with the larger Iona organisation

·       We can see from the case study that they are looking to leverage agile technologies and I strongly believe that deploying an agile methodology like Scrum would be of great benefit to the company

·       Scrum would enable the company to increase communication across the business into bugs and upcoming features / products

Comments

Popular posts from this blog

Week 2 Design thinking - Build the right thing

This week focused around building the thing right as opposed to building the right thing. Great design has always been concerned with the whole experience of interaction. One of the most interesting topics emerging from the class was prompted by a quote from Alan Cooper. It prompted discussion around what do you get when you cross a computer with a camera? A phone? A plane? With a car? A ship? You get a bigger computer.   The products we use on a daily basis are becoming ever more like software. Allen stressed that we need to develop an annoyance and radar for bad design and an appreciation for superior design. He showed us a variety of good and bad design examples and showed examples of how users will highlight the problems in your products or else they will leave marks e.g. a sign telling the user how to interact correctly with a product / service During the lecture, we also watched a video "Inside IDEO" which followed the IDEO design team revolutionizing the ...

How Pixar Fosters Collective Creativity, Ed Catmull

A reading which aided my learning greatly during the course of this module was an article written in 2008 by Ed Catmull, the president of Pixar. This reading was based on creativity and although written about Pixar, is applicable to all businesses and industries. Prior to reading this paper, my beliefs were such that the creativity arises from individuals and not from those working in groups. This belief arose from my knowledge on the subject of “groupthink”, where team members make decisions based on consensus rather than selecting the best ideas. Ed Catmull stresses however, that “creativity involves a large number of people from different disciplines working effectively together to solve a great many problems.” (Catmull, 2008) The author also underlines that it is more important to invest in good people rather than good ideas through explaining that, “creativity involves a large number of people from different disciplines working effectively together to solve a great many pr...