Businesses “Going Green” is so commonplace now it’s more than just an encouraging a trend; it’s become expected of companies big and small. In fact, consumers frequently place more of an obligation on companies to go green than they do themselves. The last few years—the infancy of what may turn out to be a green revolution—have really proven that there are many ways to go green, and that some of these ways are much more financially sound than others. But rather than providing a cut and dry list of green options and their pros and cons, I’d like to take a look at the bigger picture incentives for businesses going green and how consumers are responding.

What does it mean to be green?

If you’re interested in building modern websites or applications which use ASP, XML, or mobile technology, you’ve heard of Visual Studio .NET.  It is one of the more popular suites of development tools available to aspiring programmers, as it consolidates several different tools and languages into the same development environment, which helps in turn to integrate this code across development languages.  Here are three important benefits to using the visual studio suite:

·         Use of Visual J# - This development tool is specifically oriented towards people who already are familiar with basic Java syntax, and is designed for use by those people to build apps or services which will then run on the Microsoft .NET Framework.  This is useful because it fully supports Microsoft Extensions, among other reasons.  Visual J# was developed completely independently by Microsoft.

·         Utility for Smart Devices – Another huge benefit of using visual studio .NET is the ability to immediately integrate your programming efforts with deployment across a variety of smart devices.  PDAs, smartphones, Pocket PCs, and any device which has a limited amount of resources all require a compact framework for the programming of applications it is designed to run.

·         XML Web Usage and Support – Because XML services aren’t married to any particular technology or programming language, they can be accessed by any system, and this broad-based utility has made the services increasingly popular.  Visual Studio .NET takes advantage of this by fully integrating with XML services, including the ability to create and edit them from scratch.

Communication is one of the main objectives that an organization needs to have in place to stay efficient and productive. A breakdown in accurate and efficient communication between departments at any point in the organization can result in conflict or loss of business.  Sadly, the efficiency between different departments in an organization becomes most evident when communication breaks down. As an example, David Grossman reported in “The Cost of Poor Communications” that a survey of 400 companies with 100,000 employees each cited an average loss per company of $62.4 million per year because of inadequate communication to and between employees.

With the dawning of the big-data era and the global competition that Machine Learning algorithms has sparked, it’s more vital than ever for companies of all sizes to prioritize departmental communication mishaps. Perhaps, today, as a result of the many emerging markets, the most essential of these connections are between IT and the business units. CMO’s and CIO’s are becoming natural partners in the sense that CMO’s, in order to capture revenue opportunities, are expected to master not just the art of strategy and creativity but also the science of analytics. The CIO, on the other hand, is accountable for using technical groundwork to enable and accelerate revenue growth. Since business and technology people speak very different languages, there’s a need on both sides to start sharing the vocabulary or understanding of what is expected in order to avoid gridlock.

In the McKinsey article, Getting the CMO and CIO to work as partners, the author speaks to five prerequisite steps that the CMO and the CIO can take in order to be successful in their new roles.

--- Be clear on decision governance
Teams should define when decisions are needed, what must be decided, and who is responsible for making them.

When making a strategic cloud decision, organizations can follow either one of two ideologies: open or closed.

In the past, major software technologies have been widely accepted because an emerging market leader simplified the initial adoption.  After a technology comes of age, the industry spawns open alternatives that provide choice and flexibility, and the result is an open alternative that quickly gains traction and most often outstrips the capabilities of its proprietary predecessor.

After an organization invests significantly in a technology, the complexity and effort required steering a given workload onto a new system or platform is, in most cases, significant. Switching outlays, shifting to updated or new software/hardware platforms, and the accompanying risks may lead to the ubiquitousness of large, monolithic and complex ERP systems – reason not being that they offer the best value for an organization, but rather because shifting to anything else is simply – unthinkable.

There’s no denying that these are critical considerations today since a substantial number of organizations are making their first jump into the cloud and making preparations for the upsetting shift in how IT is delivered to both internal and external clientele. Early adopters are aware of the fact that the innovation brought about by open technologies can bring dramatic change, and hence are realizing how crucial it is to be able to chart their own destiny.