With the upheaval of the economic downturn came a spate of mergers, acquisitions, divestitures, splits and buy-outs. The ensuing chaos of the resulting technology portfolios cannot really be overstated. Many surviving companies are just a mess. In norm…
There are many challenges that CIO’s are facing in today’s cloudy, jargony, swirling maelstrom of Information Technology. But isn’t there something missing in the conversation that totally supersedes these challenges?
There is much to recommend about changing how we create, deploy and offer our services and products to customers. Yet there is an entire consulting industry built around avoiding the pitfalls of cloud.
As technology architecture professionals, we can only be successful and valuable to those who pay us if we frame our work in terms of capabilities at the outset. If we start with details, we’ll ultimately fail.
An architecture for a solution requires understanding the problem at hand well enough that solving it can be described in terms that everyone understands. The architect speaks in terms of capabilities, not products.
What would it take for your business to view IT as a valuable, essential partner instead of an annoying cost-center that they’re forced to deal with? Wouldn’t that be better for you and better for them?
Large technology organizations don’t simply become agile. They’re either agile or not. If they’re not, the path to being so is via change, often radical change at that.