PagerDuty is known as the platform for driving real-time work, and with the current global spread of COVID-19, many of our customers have been asking how we leverage PagerDuty internally to intelligently coordinate a response to emergency situations (such as this) as they arise. PagerDuty customers primarily leverage our platform for coordinating an incident response process when technical issues happen, such as a bad deployment, network degradation or failed hardware.

As reported cases of novel coronavirus (COVID-19) continue to rise around the world, many companies are increasingly shifting to using remote work as a way of minimizing exposure for their workforce. But even if some of these companies have been remote-friendly in the past, many organizations are currently struggling to figure out how to shift their operations to becoming entirely remote.

As COVID-19 (novel coronavirus) cases start to challenge norms around what makes a healthy and safe workplace, more and more companies are leaning in or fully jumping in to embracing remote work. At PagerDuty, over 20% of our workforce is remote—so we are well set up to distribute if the time comes. Beyond the logistical aspects, we also have a strong culture of inclusivity when it comes to remote colleagues.

Unplanned work is on the rise—and most companies are unprepared for it. That’s according to the recent “State of Unplanned Work Report 2020,” which surveyed 1,316 people across North America and the EMEA and APJ regions. The survey focused on identifying current practices and challenges of responding to customer-impacting technology issues.

Most of us are familiar with the traditional farms that have existed since humans learned to sow and harvest crops—these farms have provided us with food for centuries. And for a long time, due to the lack of refrigeration and other technology, humans lived near their food sources. But industrialization has also led to centralization of farming systems, with farms getting larger and further from consumers and with distributors depending on preservatives or refrigeration to extend shelf life.

IT industry research has repeatedly shown that DevOps-oriented teams that can ship software quickly and effectively routinely outperform their slower counterparts in terms of company profitability, market share, and just about every competitive business metric that matters. That sort of success comes from restructuring teams in ways that empower them to move faster and get closer to their customers.

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.