Gigabit December 2018

AEROJET ROCKETDYNE
158
the value from this information in order
to ensure that it is achieving what it set
out to achieve. To this end, Aerojet
Rocketdyne uses service level agreements,
metrics, key performance
indicators (KPIs) and critical performance
indicators (CPIs) as a means
of measuring the company against its
strategy and architecture. “What does
‘done’ look like in our world? We are
constantly figuring out how we get
there and measuring ourselves across
that journey,” says Avakian.
“Using data to get there is very much
ingrained in our company so that we
can ensure we’re making objective,
quantifiable measurements to be able
to evaluate if we did realise what we
were trying to achieve in the beginning.”
In the technology space, the
measurement of success is crucial
both internally and externally and with
technology and innovation evolving at
an increasing rate, communication
proves key. Avakian is a firm believer
in proof of concepts and providing real,
tangible examples of the returns on
investment (ROIs) that technology can
bring. He feels that in today’s digital
age, this is more vital than ever since
software as a service (SaaS) companies
are able to “spin up environments
and applications with the snap of a finger
and a click of a mouse.”
“Now we can bring technology to our
customers more quickly,” he explains.
“They can touch it and feel it and that
provides them with the confidence that
we can invest in it and provide that to
the masses,” he says. “That’s how
I think it’s changed the value proposition
while being able to get something
to market so much more quickly than
DECEMBER 2018