Critical systems and your core data depend on rapidly ageing technology and yet your business model must move ahead at pace to meet new, complex demands from multiple channels and types of user.

How do you improve the legacy technology and start doing new things with new technology and methods at the same time? It's time to start removing the organisational silos as well, but that's tough when the core seems to need very different approaches, people and skills to keep it running well.

Create a Continuous Delivery ecosystem

Engage people, processes and technologies in new ways to deliver business value faster, measure performance and continuously improve

  • We train and coach your team to introduce a culture, practices and tools that enable quicker delivery with quality built in
  • We help your team implement tools to support the rapid deployment, checking, release, operation and measurement of your product and its supporting infrastructure and configuration
  • By automating tasks and processes that were traditionally manual and error-prone, the speed, consistency, visibility and compliance of the processes increases
  • By getting faster feedback to your team, they learn earlier and deliver business value faster

We draw on the following techniques:

Build, deployment and test automation, Infrastructure as Code, platform provisioning, configuration management, delivery architecture, Continuous Delivery pipeline, Specification By Example, Test Driven Development, version control, artifact management and versioning, release automation, monitoring and analytics.

Thoughts about your journey

Big Thoughts

16 May 2017

A different way of working to get better outcomes, quickly

Written by Ben Hayman

Service Innovation Lab at Assurity Level 3

Organising effectively to deliver great end user services in the Digital Age is often a challenge for well-established, complex organisations. It often requires a significant transformation in how people work and how teams collaborate. For government, this is especially true.

That’s why the Department of Internal Affairs (DIA) and Assurity have partnered to set up the Service Innovation Lab (SIL) as an experiment, with the aim of seeing what value can be gained by creating an innovation environment with support from coaches to help teams work in new ways. More


11 April 2017

Design Thinking. Powered up

Written by Simon Holbrook

Our new Auckland Design Thinking practice aims to help clients get a better understanding of their customers and design the products and services their customers want.

The practice fits perfectly with Assurity’s experience in technology delivery. By joining up Design Thinking with Agile and other software delivery practices, we can help ensure that what’s imagined, invented and ideated in the Design Thinking process actually gets delivered into customers’ hands. More

Big Thoughts

28 November 2016

Making innovation central to the new normal

Written by Ben Hayman

With Innovation sounding like a great idea, we’d all support it within our organisations. Staff want to know they’re supported in being creative and looking for innovative ways forward. It’s a no-brainer in many ways, but to create the conditions for innovation to become part of the new ‘business as usual’ takes framing and sponsorship.

We see patterns of adoption of innovation methods that create real change. We also see anti-patterns where innovation is a spike of excitement and activity and brings little ongoing change. More

Big Thoughts

28 November 2016

Thriving times for responsive organisations

Written by Ben Hayman

Organisations that deliver excellent digital services have generally achieved a high degree of business Responsiveness that enables them to turn on a dime. They also truly understand the Relevance of their current offering for its audience, while also being able to Innovate to imagine a future state and disrupt their business model before their competitors.

Responsiveness runs deepSome organisations are born digital and find these three aspects a natural state of being. For other pre-digital organisations, they’re likely to need to undertake some level of transformation to get there. In either case, responsiveness is a fundamental enabling part of the picture. More

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