The past few years have led to fundamental business and cultural shifts for both companies and employees. Covid-19 has brought opportunities for companies who invested early in digital operations, while others struggled to maintain the status quo. The latter gave rise to record employee burnout, and what is now commonly referred to as the Great Resignation.
Having a reliable power source is something many of us take for granted. It is particularly important for healthcare facilities to have a consistent, reliable power source to ensure that vulnerable patients – specifically those who rely on electricity to sustain their lives – are not disrupted. In rural Sub-Saharan Africa, however, it’s estimated that only about 28% of hospitals have reliable electricity.
If there’s one essential thing we’ve learned from being in the business of digital operations for more than 13 years, it’s that every business has a unique approach to building resilience with its bespoke tech stacks and processes. Many PagerDuty customers around the world are starting to provide direct access to their on-call teams with Live Call Routing (LCR).
Service ownership is a DevOps best practice where team members take responsibility for supporting the software they deliver at every stage of the development lifecycle. This level of ownership brings development teams much closer to their customers, the business, and the value being delivered. Service owners are the subject matter experts (SMEs) for their services – and in a service ownership model, they are also responsible for responding to any production issues.
Every interaction with our customers, partners, and employees is special – but this year’s PagerDuty Summit went far beyond my wildest dreams. Together we committed to helping you learn and grow in how you manage business critical operations – in other words, getting you ready for anything in a world of Digital Everything.
In a world of digital everything, teams face increasing complexity. Ever-growing dependencies across systems and processes put customer and employee experience, not to mention revenue, at risk. There is simply too much data to sift through and correlate for humans to understand what is important and know when something is going wrong.
Customer-facing teams have their hands full doing whatever they can to address customer issues quickly. At PagerDuty, our goal is to ease the burden of these teams by giving them the tools and access they need to deliver excellent customer experiences. Over the last year, we have deepened our integration with Salesforce Service Cloud, allowing users to work directly within the platform, reducing the need to context switch.
It’s day one of PagerDuty Summit, and we are looking forward to a full day of expert presenters, actionable content, and educational sessions to boost your PagerDuty IQ and show you new ways to improve your team’s operational excellence.
We know our customers rely on PagerDuty as the backbone of critical real-time operations, so we want to make sure each and every enhancement helps streamline incident response. How can we help our customers spend less time firefighting and more time innovating? One of PagerDuty’s values is Champion the Customer – and we take this very seriously. When building and improving features, we aim to keep a pulse on what’s going on with our customers: what’s keeping them up at night?
A lot of people in technology talk about the cost of an incident solely from the perspective of downtime, or the number of customers and employees impacted. And from the surface, oftentimes that is a fair angle to take. It makes the headlines, and customer reputation and trust are critical to the success of any business—obviously.
