Today is day one of the RSA Security Conference in San Francisco, where thousands of security professionals from around the world come together to share new ideas, discuss global security vulnerabilities, and explore the latest technologies in the security industry.
Services are the backbone of our systems. Whether they’re functional microservices or logical components of a traditional application, they are the pieces that make up our businesses. We can’t do the computer thing without services. But who’s responsible for owning a service in your company or organization? The cast of characters involved in the lifecycle of a service is more than just software engineers.
Your customers’ expectations are changing rapidly—they expect on-demand and personalized support whenever they interact with businesses. If one business doesn’t meet their expectations, they can easily order online from a different company, change service providers, or download a different app.
Everybody puts value on work. But not all work is the same or valued in the same way. What if we told you there’s a way to gain/protect up to $1 million in new revenue, reduce unplanned downtime by more than 60%, and improve team productivity by nearly 25%? This is where the differentiation of work comes in. Most of our day-to-day work is planned out; i.e., it’s work with structure.
欢迎! [Huānyíng] In Mandarin, this means “welcome,” the first Chinese phrase I ever learned as a Mandarin Language Minor in college. It took me two weeks to understand the tonal variations, one week to memorize and properly execute the written stroke pattern, and another week to hone the ability to say it with confidence to my teacher (aka 老师 [Lǎoshī]).
From open-sourcing our employee security training to sharing security best practices, PagerDuty is committed to contributing to the security community as a whole and considers security as a company-wide commitment. Our customers trust us to keep their data safe and secure. And on December 13, 2019, we took another step in embracing that trust by completing our SOC 2 Type 2 examination.
In the early days of Amazon, Jeff Bezos set a rule: teams shouldn’t be larger than what two pizzas can feed, no matter how large a company gets. Setting this rule of small teams meant individuals spent less time providing status updates to each other and more time actually getting stuff done. It also allowed team members more time to focus on continuous improvement. PagerDuty, like Amazon, has a strong culture of continuous improvement.
What better way to start off the new year than reflecting on the past 12 months and conducting a retrospective of your systems, processes, and culture at your organization? For instance, what did your overall incident response look like in 2019? Was it a smooth and streamlined process or did chaos reign during incident conference calls? But when burning sage and holding magic crystals don’t refresh your office vibes or your incident response process, PagerDuty University has got you covered.
Tuesday isn’t exactly the most exciting day of the week—unless you’re a taco devotee—but we Customer Success Managers (CSM) at PagerDuty always have something exciting going on, whether it’s helping our customers get the most out of their PD instance or preparing behind the scenes to help them achieve their desired results. But that’s just skimming the surface of what CSMs do. Jump aboard and I’ll share some tips on how to work best with our CSM team!
Recently, I wrote about an IDC business value study PagerDuty commissioned and shared some of the results from the research. In summary, after in-depth interviews with eight enterprise customers, IDC applied its proven business value methodology to the aggregated results of those interviews and found that enterprise customers were averaging a three-year return-on-investment (ROI) of 731% and a payback period (break-even point) on their investment in just 4.3 months.
