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LASTING Software’s presence in medical IoT and smart healthcare is extensive. We developed wearable monitoring devices that record vital signs and sleeping habits. We have also developed our own air quality measurement solution. Its multi industry applicability includes this particular field.

Also, we worked on Big Data algorithms and analytics processing that underpin 1000’s of FDA/FMA clinical trials.

Remember that our focus and work style makes us suited to speed up the businesses of:

  • Small and Medium Enterprises
  • Large corporations
  • Investment funds and startups

Our working models include:

  • Our team as an extension of our client’s team
  • Full scrum team in Lasting Software
  • Turnkey project delivery

Allowing smart healthcare to gain traction

Infrastructure limitations, lack of standardization or of regulations often stand in the way of development. Still, things are changing for the better. By finding the right solutions, tech specialists enable digital development in more industries.

For example, one of the reasons digital healthcare (still) evolves at a slow pace consists of cyber security concerns. Thinking of the possibility of hackers accessing someone’s medical data is worrying. Malicious entities could also alter the data, or even manipulate devices that are essential for somebody’s health or life.

The industry looks for ways to reduce such risks. This would also enable the fast take-off of healthcare digital solutions. Some specialists recently considered the adoption of blockchain into mobile health data transmissions. Blockchain would bring enhanced security and privacy into healthcare. It’s one of the perfect candidates when it comes to reliable, smart solutions.


Blockchain comes to the rescue in mobile healthcare data management

Blockchain is “a data structure architecture kept consistent by ‘blocks’ stored and maintained by every device connected to the blockchain network (that) are permanent time-stamped transaction records where each block links to the preceding block to create a ledger, allowing users to track and verify all submissions to the system”.

When applying this system to healthcare data, a Chinese team showed that users could manage all personal health data in a more secure way. They would be in charge when it comes to designating the level of access to their data. Healthcare providers and other third parties would have the chosen access level to the data stored on a cloud server.

The ledger system – characteristic to blockchain – would enable efficient data processing and authentication.

This could free healthcare applications from the limitations of data vulnerability. It would definitely speed up the rate of development in this field. The blockchain solution could be one answer to a pressing issue.


For extra details on this news, here is the source article.






The LASTING Software team recently took part in Codecamp, an IT community event & conference that tours the major Romanian cities that are also IT Hubs. This event started small in 2008 in Iasi, and now consists of approx. 10 parallel tracks with 60 sessions and almost 2000 participants.

Codecamp Timişoara provides a thriving environment. It expresses the need to maximize the value companies receive from their software teams. Also, it helps software companies respond to constantly evolving customer requirements. Attending such events contributes in staying competitive.

LASTING Software Codecamp timisoara april 2018


The benefits of smart software community events

We enjoy participating, and the event emulates the team spirit weeks ahead. Who will be a speaker? What topic does she/he prefers? What have we got to showcase in terms of new skills and experience this year?  Codecamp (or other similar events), offers the opportunity to keep updated and share our opinions on what’s going on in the tech world. We also learn what our peers know and debate specific development-related topics.

It’s about smart people. About the passion for coding, for software development. We inspire students, and the veterans in this profession inspire us. Our stand represents us – we come with a new presentation each time. The visitors of today are perhaps the team members of tomorrow. So it is important to illustrate the company culture and values in our overall presence. (Special thanks to our Marketing and HR Departments).

We are also proud of our speakers.  Seeing a crowded auditorium is great, as well as hearing the fresh, sometimes unexpected questions.


This year, the LASTING Software speakers and themes at Codecamp were as follows:

Ecaterina Ganenco – Behind the scene: Testing the consumer mindset


Claudiu Groza – Towards a seamless experience of Android Development: Mobile. Wear, Things and Automotive

Stay posted for future updates, as we plan to detail both the above-mentioned presentations.


Leadership, News

As we spend most part of each weekday at work, it is only obvious why company culture is so important.

We immerse ourselves in an environment that should make us grow and develop. On the other hand, imprinting company values on different persons is a continuous process. It is also a very satisfying part of being a leader. Fascinating and sometimes complicated, the process leading to a successful outcome has a backstage phase.

Defining the company culture is proactive. You realize that you want to do it. You analyze, discuss and establish an identity. Authenticity is a permanent companion in this – or it should definitely be one.

But how did the professional perception of company culture evolved in the last decade?


A common denominator for company culture

In a quest to be unbiased, we chose HBR as a common denominator. Yes, we could have used insights from our own company. But, as we established ourselves as a standalone entity 18 years ago, in this big picture we are adolescents. Maturity is at the horizon. Yet, we are proud of our culture, and we learned and progressed with hands-on experiences.

Yet, the focus of this exercise involves a higher degree of societal relevance. How did the company culture concept evolve globally? What can we learn from comparing older and more recent recommendations from the same influencer?


Early 2000s – understanding the importance of values

This 2002 HBR article tackles “the confusion underlying many values initiatives”. Companies were willing to change something about their culture. But they were unsure about how to do this.

Besides listing the types of values, the article insists on three essential recommendations. One of these is to be aggressively authentic. Another one was to own the entire process. We’ll leave you to find out by yourselves the third one.


A decade and a half later, standardization makes its way

Most of us know by now why the “five ways to…” and “seven recipes to…” articles flood the online. They are SEO-compliant. They perform well with the search engines and at the same time attract the reader into clicking on them. Curiosity takes the better of all of us, sometimes.

However, these types of article also serve clarity and summarization. When experienced authors list rules and recommendations, you can be sure they used a thorough research process. Narrowing down a long list to just a few items surely takes time and pondering on the scope-matter. 

There we have it – in 2015 HBR mentioned 6 rules for building and scaling company culture.

In short, the rules were:

  • start with purpose
  • define everything clearly and use a common language
  • lead by example
  • work with your cultural ambassadors – aka, the people who naturally love and embrace the company culture
  • be truthful in your actions
  • wisely manage the human capital (“hire for attitude, train for skill”)

The article goes into insightful details, of course. What we extracted from here, however, is that earlier theories (see the 2002 article) have been confronted with reality. All the validated ones now became rules. Although the time span between the two features is large, we can notice how some of the recommendations are the same. Authenticity (truthful actions) is still present, proving that it doesn’t get obsolete. Ever.


2017 – Routine and bigger teams generate new issues

Two years later, and the same publication approaches another side of the problem.  Some strive for creativity and out-of-the-box solutions. But the company culture also includes those who perform routine tasks. Bigger team dimensions, plus routine may equal mediocrity. Mediocrity affects the entire group – and is ultimately counterproductive.

Demanding a step up to higher performance is not easy – and it should be rightly done. HBR provides 4 answers to the mediocrity issue:

  • show the consequences (establish and state the cause and effect connection clearly)
  • react with meaningful measures (and proportionate ones)
  • establish peer accountability (a fuzzy accountability distribution is highly unproductive)
  • defend the high performance standards vocally, “regularly and vigilantly”


2018 – Chronic company culture issues are toxic

In 2018 our influencer of choice went back to the big picture analysis. Their article on toxic company cultures speaks of the necessity of cultural capital. Investing in this type of capital is important. The cultural capital is a core element, “a type of asset that impacts what a firm produces and how it operates”.

Companies with a low cultural capital do not reflect the formal policies and procedures in the daily operations and habits. There is a disconnection. Somewhere in-between rules the traditional economy still applies, and the mere financial savings are the most important.

By keeping up appearances (and nothing more), these companies may feel like they get ahead of their peers in a sneaky way. Admittedly or not, they are trying to get by in the new economy, by re-using the old rules. In the long run, they end up just fighting against themselves.

The article analyzes why companies won’t invest in cultural capital, even after being aware this is bad for them. It also brings in a few public sector considerations. Turns out that the public sector influences the private one. It may encourage resiliency and support vital policies that ultimately shape people. Or it may not.


Pointing the finger at the most pressing problems, one by one

The 2018 HBR directory of articles as configured by the “organizational culture” topic selector looks like this – click here.

You may notice how the biggest issues are pointed out. From widely politicized problems to leadership questions, each one has its own article.

Workplace diversity, gender equality, pervasive peer attitudes, and a performance-obsessed culture – they are all in this list. The articles are interesting and they may well get you thinking. What does your company culture look like? Which are the most pressing unresolved matters?



Companies used outsourcing way before their key operations became digital. Powerful brands, which remained on the market for decades, learned from their previous experiences. See here how a coffee business understood the value of a good contractor. The example points out a classical ramification – it’s not only about money. When outsourcing, companies need to keep operations and image risks under control. It’s not “to outsource or not to outsource”. It’s more like “to outsource the right way or not”.

More than one critical need that demands the right answer

The basic necessity that leads to outsourcing is simple. Lowering the costs. Thus, the final products would have lower costs, and the company delivers the same (or even better) quality at a better price.

Of course, there was also a different scenario. That is, having the idea for a product/service, without the internal means to materialize it. Instead of developing the means, the idea owner outsources the development and/or production. Thus, the final product is done with no disproportionate investment.

Once the system returned satisfactory results, its usage multiplied. Outsourcing’s popularity increased. Those who specialized in providing such services developed, to accommodate the market needs. It became a matter of who to choose. It also became a matter of what to outsource and what to keep at the HQ. Companies added yet another need to the basic requirements of cost and efficiency. This was the data security necessity, sprung from the security (later cyber-security) incidents.

Sorting out the company operational needs

In consequence, the outsorcers would check outsource-able operations, in view of them being core operations or not. The border shifted over the years, along with the emergence of digital tools. Previously critical operations now became outsource-able. You may browse this financial institution outsourcing – focused article to get an idea.

Meanwhile, the work ethics issues evolved. Keeping up with outsourcing, the ethical business advocates showed that the new type of personnel is part of the brand image. Allowing outsourcing to impair sustainable and ethical supply chains is not an option. There are companies who have tried to dodge the rules, and failed. Others still try their luck, but in a global economy the benefits come with equal responsibilities. Accepting these responsibilities and making the best of them is the way to go.

Whenever a company enters an outsourcing partnership, the ethics of its partner reflect upon its image. Supporting a fair, sustainable work environment is its responsibility. The opposite attitude would be not to care, a thing which involves short-term and long-term risks.

Why the outsourcing staff are partly your staff

Partly – as in in relationship with your demands and your operations. Scheduling and work conditions are often agreed upon mutually. So, work ethics, personal dignity and potential development should also matter for both parties.

As with any on-premise employee, companies cannot afford to hire less skilled or less motivated people. Lower upfront costs are not an enough motivator. The potential damages might turn the alleged savings into their opposite. The only way you can count on high-quality services is by making sure these are the standard. People who care about themselves, their well-being, their development and their future are the most likely to care about their work. Self-worth, good perspectives and an inquiring mind are important. Look for partners that empower their employees to have good performances and good lives – and you will set a welcomed example.

Simply because you don’t see the people that work for you in person doesn’t mean they are less real or less important. On the contrary, sometimes we can summon better feelings for individuals that are at a distance. We can have punctual, meaningful conversations, and also get to know a bit about other cultures. We can even be less callous. Remote conversations are what we make of them. They come without the possible annoyances deriving from daily office cohabitation. The danger here is de-humanization – so don’t let it materialize.

Cultural clashes in outsourcing

When working with various business partners, we become aware of the cultural differences. It’s a beauty, in fact, but it can also be tricky. Some cultures, when in the professional environment, champion others in efficiency, dedication and precision. Yet, this cannot be taken for granted.

Why is that? As with many social things, we are nearing the truth only when we consider the average situation. We need to take into account more than one situation or characteristic. Often, the cultures where people are willing to go to great lengths to deliver, work-wise, are very particular. The applying factors lack in other environments, and this is for a reason. Moreover, the stress created when translating these characteristics where they don’t belong is huge.

Take a look at your previous experiences and lay down truthful conclusions, such as:

“Working with X, they always delivered on time; they also had difficulties in understanding my requests”,

“Working with Y, communicating the requests took longer, but once over that point, they understood the project as well as we did”,

“Working with Z, the path toward the goal was fuzzy and tangled, but they delivered beautifully”.

Better employees, better outsourcing projects

This goes to all the partners in an outsourcing business relationship. As mentioned, encouraging sustainable, innovative, empowering mindsets bring out the best in people. To do that as an outsourcer, you need your own skilled project coordinators. Not only professionally skilled, but also having a good understanding of life and a good EQ.

Of course, you need time and know-how for infusing such cooperation with useful, wise assessments. It is worth it, and any company should empower its own project leaders to do so. Realistic, truthful expectations are always the best. They are also the most cost-saving, when reflected in mid-term or long-term expenses.

In conclusion, learn what each culture offers best in the working environment. From there on, determine what fits into other cultures and what cannot, or should not. Respect your own values as a company and show others how to reach them – while keeping your eye on the professional targets.




We wish a Happy International Women’s Day to all our colleagues from the company, as well as from our partners’ staff.

The question of how women benefit from equal chances is often the topic of this day. Especially when we think of rising through the hierarchy and reaching top leadership positions. Resilience serves in overcoming the struggles – and it also strengthens abilities and personalities.

Nevertheless, the opportunity needs to be available for women to begin with.

We found an interesting LinkedIn article that points out the main necessary skill for women leaders – in Sheryl Sandberg’s view. Find out here in the source-article more details, as well as three tips to build resilience into your own life.