Software development is associated with the idea of not reinventing the wheel, which means developers often select components or software libraries with pre-built functionality, rather than write code to achieve the same result.
There are many benefits of this approach. For example, a software component that is widely deployed is likely to have undergone extensive testing and debugging. It is considered tried and trusted, mature technology, unlike brand-new code, which has not been thoroughly debugged and may inadvertently introduce unknown cyber security issues into the business.
The Lego analogy is often used to describe how these components can be put together to build enterprise applications. Developers can draw on functionality made available through application programming interfaces (APIs), which provide programmatic access to software libraries and components.
Increasingly, in the age of data-driven applications and greater use of artificial intelligence (AI), API access to data sources is another Lego brick that developers can use to create new software applications. And just as is the case with a set of old-school Lego bricks, constructing the application from the numerous software components available is left to the creativity of the software developer.
A Lego template for application development
To take the Lego analogy a bit further, there are instructions, templates and pathways developers can be encouraged to follow to build enterprise software that complies with corporate policies.
A developer self-service platform provides a way for organisations to offer their developers almost pre-authorised assets, artefacts and tools that they can use to develop code Roy Illsley, Omdia
Roy Illsley, chief analyst, IT operations, at Omdia, defines an internal developer platform (IDP) as a developer self-service portal to access the tools and environments that the IT strategy has defined the organisation should standardise on. “A developer self-service platform provides a way for organisations to offer their developers almost pre-authorised assets, artefacts and tools that they can use to develop code,” he says.
The basic idea is to provide a governance framework with a suite of compliant tools. Bola Rotibi, chief of enterprise research at CCS Insight, says: “A developer self-service platform is really about trying to get a governance path.”
Rotibi regards the platform as “a golden path”, which provides developers who are not as skilled as more experienced colleagues a way to fast-track their work within a governance structure that allows them a certain degree of flexibility and creativity.
As to why offering flexibility to developers is an important consideration falls under the umbrella of developer experience and productivity. SnapLogic effectively provides modern middleware. It is used in digital transformation projects to connect disparate systems, and is now being repositioned for the age of agentic AI.
SnapLogic’s chief technology officer, Jeremiah Stone, says quite a few of the companies it has spoken to that identify as leaders in business transformation regard a developer portal offering self-service as something that goes hand-in-hand with digital infrastructure and AI-powered initiatives.
SnapLogic’s platform offers API management and service management, which manages the lifecycle of services, version control and documentation through a developer portal called the Dev Hub.
Stone says the capabilities of this platform extend from software developers to business technologists, and now AI users, who, he says, may be looking for a Model Context Protocol (MCP) endpoint.
Such know-how captured in a self-service developer portal enables users – whether they are software developers, or business users using low-code or no-code tooling – to connect AI with existing enterprise IT systems.
Enter Backstage
One platform that seems to have captured the minds of the developer community when it comes to developer self-service is Backstage. Having begun life internally at audio streaming site Spotify, Backstage is now an open source project managed by the Cloud Native Computing Foundation (CNCF).
While many teams that implemented Backstage assumed that it would be an easy, free addition to their DevOps practices, that isn’t always the case. Backstage can be complex and requires engineering expertise to assemble, build and deploy Christopher Condo and Lauren Alexander, Forrester
Pia Nilsson, senior director of engineering at the streaming service, says: “At Spotify, we’ve learned that enabling developer self-service begins with standardisation. Traditional centralised processes create bottlenecks, but complete decentralisation can lead to chaos. The key is finding the middle ground – standardisation through design, where automation and clear workflows replace manual oversight.”
Used by two million developers, Backstage is an open source framework for building internal developer portals. Nilsson says Backstage provides a single, consistent entry point for all development activities – tools, services, documentation and data. She says this means “developers can move quickly while staying aligned with organisational standards”.
Nilsson points out that standardising the fleet of components that comprise an enterprise technology stack is sometimes regarded as a large migration effort, moving everyone onto a single version or consolidating products into one. However, she says: “While that’s a critical part of standardising the fleet, it’s even more important to figure out the intrinsic motivator for the organisation to keep it streamlined and learn to ‘self-heal’ tech fragmentation.”
According to Nilsson, this is why it is important to integrate all in-house-built tools, as well as all the developer tools the business has purchased, in the same IDP. Doing so, she notes, makes it very easy to spot duplication. “Engineers will only use what they enjoy using, and we usually enjoy using the stuff we built ourselves because it’s exactly what we need,” she says.
The fact that Backstage is a framework is something IT leaders need to consider. In a recent blog post, Forrester analysts Christopher Condo and Lauren Alexander warned that most IDPs are frameworks that require assembly: “While many teams that implemented Backstage assumed that it would be an easy, free addition to their DevOps practices, that isn’t always the case. Backstage can be complex and requires engineering expertise to assemble, build and deploy.”
However, Forrester also notes that commercial IDP options are now available that include an orchestration layer on top of Backstage. These offer another option that may be a better fit for some organisations.
AI in an IDP
As well as the assembly organisations will need to carry out if they do not buy a commercial IDP, AI is revolutionising software development, and its impact needs to be taken into account in any decisions made around developer self-service and IDP.
Spotify’s Nilsson believes it is important for IT leaders to figure out how to support AI tooling usage in the most impactful way for their company.
“Today, there is both a risk to not leveraging enough AI tools or having it very unevenly spread across the company, as well as the risk that some teams give in to the vibes and release low-quality code to production,” she says.
According to Nilsson, this is why the IT team responsible for the IDP needs to drive up the adoption of these tools and evaluate the impact over time. “At Spotify, we drive broad AI adoption through education and hack weeks, which we promote through our product Skill Exchange. We also help engineers use context-aware agentic tools,” she adds.
Looking ahead
In terms of AI tooling, an example of how developer self-service could evolve is the direction of travel SAP looks to be taking with its Joule AI copilot tool.
When structure, automation and visibility are built into the developer experience, you replace bottlenecks with flow and create an environment where teams can innovate quickly, confidently and responsibly Pia Nilsson, Spotify
CCS Insights’ Rotibi believes the trend to integrate AI into developer tools and platforms is an area of opportunity for developer self-service platforms. Among the interesting topics Rotibi saw at the recent SAP TechEd conference in Berlin was the use of AI in SAP Joule.
SAP announced new AI assistants in Joule, which it said are able to coordinate multiple agents across workflows, departments and applications. According to SAP, these assistants plan, initiate and complete complex tasks spanning finance, supply chain, HR and beyond.
“SAP Joule is an AI interface. It’s a bit more than just a chatbot. It is also a workbench,” says Rotibi. Given that Joule has access to the SAP product suite, she notes that, as well as providing access, Joule understands the products. “It knows all the features and functions SAP has worked on, and, behind the scenes, uses the best data model to get the data points the user wants,” she says.
Recognising that enterprise software developers will want to build their own applications and create their own integration between different pieces of software, she says SAP Joule effectively plays the role of a developer self-service portal for the SAP product suite.
Besides what comes next with AI-powered functionality, there are numerous benefits in offering developer self-service to improve the overall developer experience, but there needs to be structure and standards.
Nilsson says: “When structure, automation and visibility are built into the developer experience, you replace bottlenecks with flow and create an environment where teams can innovate quickly, confidently and responsibly.”
Almost 90% of women choose to leave their tech career within 10 years of starting it, according to research from Akamai.
The tech services provider found that more than half of women leave their tech roles within the first five years of their career, and almost 90% within 10, making the average career length for a woman in tech in the UK six years. But the research also found that women would be willing to return to their tech career under the right circumstances.
Natalie Billingham, EMEA managing director at Akamai, said: “These insights illustrate that the UK tech industry has a window of opportunity to impact the choices of women in tech – from the past and present, and in the future.
“By providing opportunities for progression, flexible work and appropriate remuneration, tech leaders on the precipice of technological innovation have the chance to create impactful change on the tech workforce, fostering longer-lasting tenures, diverse leadership and an environment where women can thrive.”
More than 50% said they left because they didn’t feel as though they belonged, 40% said it was because of a lack of gender diversity in leadership positions, and 10% said gender bias played a role in their exit from the technology sector.
Nearly three-quarters of women cited a lack of career progression as playing a part in their decision to leave the sector, while 19% stated it was their definitive reason for moving away from tech.
Flexible working has been an ongoing challenge for women in the technology sector, who often leave because they cannot balance working in an inflexible workplace when they often carry a disproportionate amount of the care burden at home.
More than half of women who have left the sector said they did so because of stringent working hours, with 15% outlining that there was no ability to work flexibly and more than 40% stated there was a lack of work-life balance. This could tie in with the 19% of women who said their main reason for leaving tech was due to burnout and a negative impact on their mental health.
Out of the large number of women who have left the technology sector, 15% are currently not working, while 13% moved into finance, 13% moved into teaching, and 12% chose to work in healthcare.
Just over 30% said they left the technology industry of their own volition and prefer their new employment situation, while many said they had no plans to return to tech.
But almost 40% claimed they would be willing to come back to their technology career under the right circumstances, of which pay, career progression and better flexibility were key factors. Just under 20% said better opportunities for career progression could entice them back to tech, while 48% said a higher salary would be the defining factor in their decision to return, and 38% would come back for better flexibility.
Out of those who have come back to the sector after having left, more than half did so because of an increase in pay, and 43% did so because of renewed opportunities for career progression.
Over 40% also claimed they returned to their tech career because they were given better work-life balance, and 37% of women who have left tech said they would consider returning to the industry if they were able to work flexibly, such as working part-time, job sharing or hybrid working. Those who have returned 90% said they’re likely to stay at least two more years if not more.
Hazel Little, CEO of Career Returners, said: “The findings provide a valuable picture of what mid‑career women are looking for to return to tech, and it’s encouraging to see that the majority could be persuaded to come back under the right conditions.
“Progression pathways are crucial for retaining talent, but equally important is ensuring that women who want to return have clear, supported ways to re-enter the sector in the first place. When employers build both return pathways and progression pathways, they create an environment where women can come back, grow and stay.”
The North East Automotive Alliance (NEAA), alongside the Port of Tyne, autonomous driving technology provider Oxa and a consortium of leading industry and academic partners, has delivered the Port‑Connected and Automated Logistics (P-CAL) project.
The Port of Tyne is one of the UK’s major deep-sea ports handling specialised bulk and containerised products, alongside delivery logistics, and assisting growing passenger numbers via its International Passenger Terminal.
Overall, the Port of Tyne adds £658m to the local economy, supporting 10,400 jobs directly and indirectly, and as one of the UK’s largest trust ports. Fully self-financing, it runs on a commercial basis, reinvesting all of its profits back into facilities along the River Tyne for the benefit of the North East and its stakeholders.
Delivered and funded through the UK government’s CAM [Connected and Automated Mobility] Pathfinder programme, NEAA – a collaborative, industry-led cluster dedicated to fostering a competitive and sustainable environment for businesses – is working with its partners to deliver P-CAL to demonstrate autonomous container transport at the Port of Tyne. The initiative will see the deployment of a fully autonomous terminal tractor and secure mesh communication network to move containers between the dockside and the container compound, creating a UK first in waterside port automation.
P-CAL was designed to push the boundaries of autonomous logistics by deploying and validating a fully autonomous terminal tractor in a live port environment. Building on the North East’s earlier 5G CAL and V‑CAL initiatives – which looked to assess the commercial viability of deploying autonomous yard tractors on the Vantec-Nissan route in Sunderland – the project worked to move autonomous technology from proof‑of‑concept trials into a complex, safety‑critical, real‑world operational setting.
Over the course of the project, the consortium is said to have successfully designed, integrated and tested an autonomous container transport service capable of operating on a busy quayside. The scope of work included the deployment of a fully autonomous terminal tractor; a resilient mesh communication network; the capability to integrate with terminal operating systems; real‑time coordination with live crane movements; and the implementation of a cyber security framework to enable safe, remote and automated operations.
The system was developed and tested in a newly defined and highly complex operational design domain. This is said to reflect the realities of a working port environment where traffic density, variable conditions and human interaction present unique challenges.
The regional and national partnership delivering the project combined expertise across autonomous systems, logistics, cyber security, academia, legal compliance and industrial operations. The consortium believes its project has generated valuable technical, operational and regulatory insight that will inform the future deployment of CAM services across ports, logistics hubs and industrial sites nationwide.
By augmenting the capability of the existing workforce, it says it has shown that autonomous systems can take on repetitive or more hazardous tasks, allowing skilled workers to focus on higher-value roles. This is seen as particularly vital for the North East, ensuring the region remains at the forefront of industrial evolution while creating a more resilient and tech-enabled labour market.
“Delivering autonomous logistics in a live port environment has been a major step forward for the sector,” said Graeme Hardie, operations director at the Port of Tyne. “P-CAL has shown what’s possible when innovation is applied to real operational challenges, improving safety, efficiency and sustainability. The Port of Tyne is proud to have played a leading role in a project that will influence how ports across the UK and beyond approach automation.”
Oxa founder and CEO Paul Newman added: “The success of P-CAL proves how autonomy will enable the future of resilient logistics operations. Through the project, we’ve demonstrated that existing work vehicles can be turned into a digital workforce – successfully completing autonomous container movements in a dynamic quayside environment, while providing worksite intelligence necessary for real-time industrial optimisation. P-CAL provides a blueprint for how ports and industrial hubs worldwide can deploy autonomous technology to drive productivity, efficiency and safety.”
CAM Pathfinder is funded by the UK government, delivered by the Department for Business and Trade in partnership with automated mobility firm Zenzic and Innovate UK, the UK’s national innovation agency.
Zenzic programme director Mark Cracknell said: “P-CAL is a strong example of how government and industry can work together to accelerate the commercial readiness of CAM technologies. Projects like this are vital in turning innovation into deployment, creating high‑value jobs and ensuring the UK remains globally competitive in connected and automated mobility. As the project closes, the outcomes and learning from P-CAL will continue to shape future CAM initiatives, investment opportunities and policy development, both regionally and nationally.”
The next phase of the project will examine how the system performs across broader port operations, including the added pressures of multiple vehicles working alongside people, equipment and live commercial activity.
Both left and right-wing accounts claimed, without evidence, that the attack was staged.
President Donald Trump, Vice President JD Vance, and dozens of other high-profile administration officials and journalists were attending the dinner at the Hilton hotel in Washington, DC, when a suspect, later identified by media reports as Cole Tomas Allen from California, allegedly ran past security towards the event. He was detained by law enforcement while the president and vice president were evacuated. Police said that they believe Cole acted alone, but did not expand on who his intended target was or what his motive may have been. “We believe the suspect was targeting administration officials,” acting attorney general Todd Blanche told NBC’s Meet the Press on Sunday morning.
On Bluesky, which has a predominantly left-leaning user base, many people simply wrote the word “STAGED” over and over again, echoing the response to the Trump assassination attempt in Butler, Pennsylvania in 2024.
On X, many claimedthe shooting was staged as a way to bolster support for Trump’s plan to build a new ballroom in the White House. The president referenced the ballroom in a press conference after the incident and a Truth Social post on Sunday morning. Many prominent online Trump boosters echoed the need for the ballroom, including far-right podcaster Jack Posobiec, Libs of TikTok creator Chaya Raichik, and Tom Fitton, the right-wing activist who runs Judicial Watch.
Their quick response, conspiracy theorists claimed, was evidence of a coordinated campaign following the shooting. “Is this another staged event,” one X user asked in a post that has been viewed more than 5 million times.
Other social media users who claimed the incident was staged pointed to a Fox News clip that featured the station’s White House correspondent Aishah Hasnie speaking from the Hilton hotel. Hasnie told viewers that prior to the shooting, press secretary Karoline Leavitt’s husband allegedly told her “you need to be very safe,” before the call was cut off.
“Fox News just cut one of their reporters off as they seemed to indicate the shooting was a pre-planned false flag,” one X user wrote in a post that has been viewed more than 2 million times. Hasnie later clarified in an X post that her cell service had cut out in a location with notoriously bad service, adding: “He was telling me to be careful with my own safety because the world is crazy. He was expressing his concern for my safety.”
“I don’t want to be fomenting conspiracies,” wrote Angelo Carusone, the chair and president of Media Matters, on Bluesky about the Fox News interview. “But I mean…this was super weird. Super weird.”
Leavitt herself was also the focus of conspiracy theories after she said “shots will be fired” in an interview ahead of the dinner, referring to the jokes Trump was scheduled to deliver. Following the attack, X users claimed the comment was “strange,” “sus,” or a “curious choice of words,” while sharing memes that suggested the shooting was staged. At least one mainstream outlet appeared to amplify the conspiracy theory as well, describing Leavitt’s comment as “eerie” and “bizarre.”
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